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Volume 16 / number 6
Design / bu ilD / repair
Machining Techniques:
Are You Finished Yet? PG 36.
Testing Engineered Options
For Mold Alignment PG 42.
Help Customers Gain Control
Of Mold and Part Quality PG 49.
FEATURES
WINNERS! PG 24. Tech Mold Inc.
Micro Mold Company, Inc.
its about time
we get connected.
At every Amerimold Expo, Progressive arrives with new products that
later become industry standards. This year it will be no different as we
demonstrate new features now available on our revolutionary CVe Monitor:
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While Progressive works to develop new ways to access information online,
from a distance, the Amerimold Expo offers the opportunity to see, up close,
how innovations like this can become proftable for you.
where visibility and proftability meet
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2 MoldMaking Technology June 2013
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Modern Machine Shop IMTS Directory of Exhibits Products Finishing Products Finishing Directory Plastics Technology / PT Handbook NPE Offcial Show Directory Production Machining Automotive Design & Production High-Performance Composites Composites Technology
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Great Tips from This Issue5TRICKS OF THE TRADE
Contents
4 MoldMaking Technology June 2013
Features
24 Winner Tech Mold Inc.: A Triple Threat!
30 Honorable Mention Micro Mold Company, Inc.: Partnering to
Push the Limits
36 Cutting Tools Machining Techniques: Are You Finished Yet?
Great strides in cutting tool and machining techniques in the last couple of decades are enabling more Yes answers.
42 Mold Components Testing Engineered Options for Mold Alignment
Performance data helps select the best treatment, improve the design and chart more precise application recommendations.
49 Hot Runners Help Customers Gain Control of Mold and Part Quality
A look at the hot runner temperature controller.
54 Mold Maintenance/Repair In the Trenches: Shaving with Occams Razor
How often have I said to you that when you have eliminated the impossible, whatever remains, however improbable, must be the truth?
Departments
6 From the Editor: 2013 Leadtime Leader Winners
6 Whats New on MMT Online: Leadtime Leader Awards
8 New Business Opportunities: Expanding Your Business
10 Your Business: Apprenticeship Training
12 MoldMaking Business Index
14 Profile: TMA
21 Case Study: EDM
60 Product Focus: amerimold Exhibitor Product Showcase
77 MoldMaking Marketplace
78 End Market Report: Computers and Medical
79 Ad Index
80 TIP: Cutting Tools
On THE COvER
Image courtesy of Creative Technology Corporation (creat.com)
and Tech Mold Inc. On the cover (l to r) from 2013 Leadtime
Leader Award Winner Tech Mold Inc. are moldmaker Tyler
Schwenning, VP of Operations Karl Szanto, and moldmakers
Steve Schraufnagel, Mike Vanstone and Mark Gacy.
Images courtesy of (left to right) Micro Mold, Progressive Components and Fast Heat.
1. Productivity KeyThe key to raising produc-tivity is to consider the total package of the EDM production process, including electrode material selection, applica-tion set-up and machine parameter settings. PG. 21.
2. Making a Difference Always speak with your customers and design engineers to help them understand what a difference a larger radius in the part makes in the machining process.PG. 36.
3. Test Data Misalignment of mold halves can result in expensive mold damage, downtime and part rejects, but now you can provide a signifcant increase in longevity with more accu-rate application guidelines for the designer. PG. 42.
4. Prediction Tool An advanced temperature controller allows for complexity and precision by managing all zones as a complete system while predicting temperature behavior and reacting to trends. PG. 49.
5. Staying Sharp Whether its buying new, sending to a sharpen-ing service, or bringing the sharpening equipment in-house, the need for sharp tools is prevalent in mold manufacturing. PG. 80.
June 2013 Volume 16 / Number 6
494230
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This MonTh on moldmakingtechnology.com
From the Editor
6 MoldMaking Technology June 2013
Winners!
Through this years Awardspresented by MMT and Progressive
Componentswe honor two outstanding mold manufacturers
who demonstrate excellence in overall innovation, efficiency,
quality and commitment.
Christina M. Fuges
Editorial Director
MMT Zone: Leadtime Leader Awardsmoldmakingtechnology.com/articles/leadtime-leader-awardsTo honor outstanding North American mold manufacturers who best demonstrate overall innovation, efficiency, quality and commitment within their moldmaking operations while raising the bar in terms of mold engineering, building, repair and management MoldMaking Technology created the Leadtime Leader Awards.
Browse Past Leadtime Leader Features 2013, Tech Mold Inc.: A Triple Threat! 2013, Micro Mold Co.: Partnerships Push the Limits 2012, Industrial Molds Group: Thinking Outside of the Box 2012, M&M Tool and Mold: Niche Manufacturing Sustains
Profitability 2011, United Tool & Mold, Inc.: Charging Forward with
Unique Mold Repair Niche 2011, JMMS.: Constant Reinvention Results in
Growth, Success 2010, Triangle Tool: Product-to-Tool Service 2010, Mold Craft, Inc.: Innovation with Automation
eligibility requirements Any shop performing moldmaking operations is eligible. All application submissions will be considered.
BeneFiTs Industry recognition and credibility Attract new customers and add value to your overall
service and product Boost morale in the shop Distinguish your shop as an industry leader and promote
your shops capabilities and services on sales calls Build confidence with new and existing customers Increase awareness and reinforce your brand Realize business growth as you continue to enhance
and develop your mold build process winner And HonorABLe MenTion rewards
Free expanded showroom on PTonline.com and moldmakingtechnology.com
A full feature cover story on your shop in MoldMaking Technology magazine
Complimentary 10 x 10 booth as well as 2 complimentary full conference registrations for amerimold 2014
ToP winner rewardLeadtime Leader Award Winners earn a targeted advertising program in Plastics Technology magazine (ptonline.com) to market their products and services to more than 25,500 molding subscribers at more than 11,600 molding facilities!
You can see their full features on pages 24 and 30,
but here Id like to share some of the people behind
how these mold manufacturers arrived to where
they are today. There is much behind the success
of this years winner, but it began with one man. In
1972, Bill Kushmaul started Tech Mold (Tempe, AZ)
with a Bridgeport, a grinder and a few basic hand
tools. By the early 1980s, Tech Mold was building
molds for some leading, up-and-coming industries,
which then depended upon Tech Mold to engineer
and manufacture innovative, high-volume molds. To remain successful Tech
Mold needed to be flexible, and so when offshoring began Tech Mold found
new customers in new markets. Next Tech Mold began to heavily invest and
integrate engineering and manufacturing technologies, but a major chal-
lenge became the business of moldmaking. Kushmaul explains, Most of us
who started these companies many years ago had minimal business skills, so
making the transition from a technical person to a business person wasnt
easy. We had to fight our way through and hire the right people to do what
we couldnt. This journey has led Tech Mold to the Leadtime Leader title.
Our 2013 Honorable Mention Micro Mold Company, Inc. (Erie, PA) was
founded by Tim Katen and Dave Mead in 1978 with a focus on manufactur-
ing high quality plastic injection molds. They both poured their life sav-
ings into the business and officially launched in a 1,400-square foot, rented
garage. Staying committed to excellence in service, advanced engineering
and conservative fiscal management, they invested in more employees and
advanced machining; sampling services and initial production requests
that led to the launch of sister company, Plastikos in 1989. When offshor-
ing began, Micro Mold honed in on the medical and electronic connector
industries to survive. In 2009, Tim and Dave retired and passed the reins to
second-generation owners, Ryan and Philip Katen, and Rob Cooney, who
pushed the company to pursue new technologies and industries. This track
record has landed them this years Honorable Mention title.
Dont forget this years winner and honorable mention will be honored
at an Awards Ceremony at the amerimold Expo (amerimoldexpo.com) in
Rosemont, IL, on Wednesday, June 12th at 5:00pm. You can also visit Tech
Mold at Booth # 728 and Micro Mold at Booth # 130.
Follow MMT on: Follow @MMTMag
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8 MoldMaking Technology June 2013
New Business Opportunities
Tips and Strategies for Expanding Your Business
By Patrick Hunter
Following are a few tips and strategies to apply in order to
expand your business:
Select a Target Market: Stay focused on what you do best.
Having a clear target will help you easily decide on all other
aspects of your businessmachines, man-power, supporting
technology, marketing efforts, etc. If your target industries
require it, make sure you obtain all the appropriate certifica-
tions, so you can meet the standards of even the most exigent
of customers.
Choose Your Allies: Your network of friends and business
contacts can be an extremely valuable source for information
and leads. Talk to everybody you know about directing cus-
tomers your way, ask for advice about best business practices,
and develop strategic partnerships. Create word-of-mouth
among your peers and use their connections and knowledge to
expand your business.
Stand Out from the Crowd and Identify Lead Generation
Sources: Make sure you are prepared to communicate your
added value. Be ready to explain why you are a better choice
than any of your competitors. Identify where you can generate
sales leads for your business.
Adapt: The last few years have affected most small businesses
tremendously, but the ones who managed to weather the
storm are the ones who were able to adapt to all the major
changes in the market. Understanding how demand evolves
and being able to adjust to it, is vital and can help you land on
your feet when other businesses fail.
Diversify Your Services: Accepting jobs outside of your
core capabilities can be risky. However, if your current capabil-
ities support growth in new directions, make sure you consider
the possibility of diversifying. In some cases, changes in the
market will force you to diversify. The easiest way to expand is
to look at your existing range of services or products and see if
you can go one step deeper into the manufacturing process.
Diversify Your Customer Base: Maintaining a customer
base that is relatively diverse in company size, geographical
location, industry and volume, will make you less vulnerable.
Innovate: Industry leaders easily adopt new technologies,
while followers fight to keep up, or fail. Something as easy as
updating the software you are using, can make the difference
between being competitive and profitable, and going out of
business.
Streamline: Keeping a tight production schedule, prioritizing
jobs and trying to become as independent as possible from
outside suppliers, should help improve your output and create
a more seamless workflow. This will also allow you to better
estimate your future cash flow and identify specific aspects of
your business that need improvement.
Be Flexible and Creative: Finding creative ways to use your
equipment can help you save time and money. Its a great idea
to invest in equipment that can incorporate secondary work in
its primary function.
Grow Sustainably: Giant leaps of faith often prove to be
more detrimental than beneficial, and can significantly hinder
your business in the long term. Invest as you go and always
make sure that every capital equipment purchase you make is
cost-efficient. Consider all the collateral costs (training, new
hires, etc.), and make sure you have the right sales and market-
ing strategy to keep your new technology/equipment busy.
Maintain Visibility: Make sure you have visibility. Regardless
of how you approach the development of your business, make
sure enough potential customers know about you. With more
and more customers using the Internet to identify new sup-
pliers, an online presence can help you get the exposure you
need, and can direct customers your way without too much
effort on your end.
conTriBuTor
Patrick Hunter is Sr. Vice President, Marketplace Operations for MFG.com.
FOr MOrE InFOrMATIOn:
MFG.com / (678) 556-2949 / [email protected] / MFG.com
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Your Business
10 MoldMaking Technology June 2013
By Ryan Pohl
In previous articles, we discussed the value of having a struc-
tured training plan. Now I would like to explore one of the
oldest forms of structured learning: apprenticeship training.
Historically, apprenticeship training has been viewed as an
essential element to long-term sustainability for any business
that employed skilled workers. Nowadays, there is some confu-
sion as to how apprenticeships can be relevant in a modern
mold-building environment. Current technology and processes
have changed the landscape of the industry, leaving many shop
owners and managers wondering if this traditional method of
employee development is still the right way to train new people
coming into the trade. My response to this is, Yes. A modern
apprenticeship program is still a highly effective means of
building a workforce.
Before diving into how to build an apprenticeship program
(in the next article), I would like to address a major roadblock
that I have encountered in trying to get companies to use
apprenticeship training. One
of the most common objec-
tions to apprenticeships is the
fear of over-training. Many
managers are concerned that
their employees will learn a
bunch of stuff theyre never
going to use.
Due to the greatly
increased use of technol-
ogy and automation in the
industry most shops have a
workforce with very special-
ized skills. We have moldmak-
ers who will never touch a CNC machine and CNC machinists
who will never build a mold; so with the heavy focus on doing
all things value-added, it is sometimes hard to understand
where apprenticeship programs fit.
To address these fears, I would like to look at this idea of
learning too much. Can anyone really learn too much about
this trade? Are our brains designed in such a way that we have
to be careful to not hit their capacity? Of course not! Everyone
in this trade knows the type of challenges we face. The more
we know and the more our skilled workers know will only
benefit us in the long run.
Apprenticeship training is as much about preparing a per-
son to be a good machinist today as it is about preparing that
same person to be a good project engineer 15 years from now.
This is a skilled industry that requires a depth of knowledge.
Apprenticeship training builds a foundation that is designed
to drive innovation for years to come. It is a long-term invest-
ment in the future stability of the company and the industry
in general. The key to apprenticeships today is to design a
program that it is relevant to our modern industry in both its
delivery and substance.
If we are afraid to teach our workers too much about their
industry, we will have effectively allowed the misperceptions
about what it means to be in a skilled trade to grow. The
general population knows very little about this trade and
can rarely distinguish between skilled trade manufacturing
and production manufacturing. By committing to long-term,
in-depth training we will change misconceptions about our
industry and attract the top talent we need for the growth
opportunities we have in front of us. Our talented workers will
be more satisfied and our ability to innovate will continue to
be second-to-none.
contRiButoR
Ryan Pohl is President of Expert Tech.
For more inFormation:
Expert tech / (616) 785-5733
[email protected] / expert-technical.com
Apprenticeship training is
as much about preparing
a person to be a good
machinist today as it
is about preparing that
same person to be a good
project engineer 15 years
from now.
Finding, training & Retaining EmployeesApprenticeship Training
Part 4 oF a series
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MoldMaking Business Index
12 MoldMaking Technology June 2013
upward momentum in the sub-index for
Materials Prices continued to decelerate
in recent weeks, and the Materials Prices
sub-index eased back 61.4. So materials
prices continue to rise, but the rate of the
gains are moderating. Supplier Delivery
Times are starting to stabilize, as this com-
ponent registered 52.4 in April. Offshore
orders extended their downward trend last
month. The Exports sub-index was 46.8.
The MoldMaking Business Index is
based on a monthly survey of subscrib-
ers to MoldMaking Technology magazine.
Using the data from this survey, Gardner
Research calculates a diffusion index
based on 50.0. A value above 50.0 for the
index indicates that business activity
expanded when compared with the previ-
ous month, and a value below 50.0 means that business levels
declined.
Total Index for April 2013: 49.0
Our latest survey of the North American moldmaking industry
indicates that overall activity levels slipped a bit in April. The
MoldMaking Business Index for April 2013 is 49.0 (a value
less than 50.0 indicates a decrease in business levels for the
month). The latest index value is a 2.2-point decrease from the
March value of 51.2, and it is a 5.8-point decrease from the 54.8
value posted in April 2012.
Though our Index came in modestly weaker than the previ-
ous month, it should not yet raise many concerns. If the index
begins a more rapid downward trajectory, it would indicate that
manufacturers were aggressively cutting back on production
and investment. But the index would need to stay below the
45-level for a few months for this to be a major concern. GDP
growth this quarter will likely come in below 2%, but it will
gradually accelerate in the second half of the year. This quarter,
the economy is digesting the fiscal drag caused by lower govern-
ment spending and stagnant income growth for households.
The New Orders component came in at 50.0 in the latest
month, which means that the level of new business was
unchanged when compared with the previous month. The
Production sub-index of 52.7 indicates that work levels increased
moderately when compared with the previous month. Anytime
you have a month in which new orders are flat, but production
levels increase the logical result is a decline in backlogs. This is
exactly what happened in April as the Backlogs sub-index fell to
40.7 for the month. The Employment component is 51.7, which
means that payrolls were higher for the fourth straight month,
but the rate of expansion is decelerating.
The prices received in the moldmaking sector weakened a bit
in April. The Prices Received sub-index for March is 49.0. The
After hovering just above the breakeven 50-line for a couple of months, our Mold-
Making Business Index slipped to 49.0 in April. This modest decline refected a
loss of momentum in the U.S. manufacturing sector and the overall U.S. economy.
In terms of the pace of growth, the second quarter of 2013 will be the weak-
est quarter of the year for the U.S. GDP data. That means that the worst is now
behind us. The economic data will continue to show the effects of lower govern-
ment spending for another quarter or two, but these effects are diminishing with
each passing month. Overall GDP growth will come in somewhere between 2% and
2.5% this year, but it will accelerate to at least 3.5% in 2014. The housing sector
is fnally able to lead the economy into a self-sustaining recovery, and this will
be corroborated by steady improvement in the employment data. Lower energy
prices resulting from an increased use of domestic natural gas resources will also
spur accelerating economic growth by the middle of this decade.
Sub-Indices April March Change Direction Rate Trend
New Orders 50.0 52.8 -2.8 Flat From Growing 1
Production 52.7 51.6 1.1 Growing Faster 4
Backlog 40.7 44.4 -3.7 Contracting Faster 13
Employment 51.7 54.0 -2.3 Growing Slower 4
Exports 46.8 48.0 -1.2 Contracting Faster 11
Supplier Deliveries 52.4 56.6 -4.2 Lengthening Less 5
Material Prices 61.4 67.6 -6.2 Increasing Less 17
Prices Received 49.0 48.8 0.2 Decreasing Less 2
Future Business Expectations 65.7 68.6 -2.9 Improving Less 17
MoldMaking Business Index 49.0 51.2 -2.2 Contracting From Growing 1
55
50
45
40
60
1/13
12/12
11/12
10/12
9/12
8/12
7/12
6/12
5/12
4/12
3/12
2/12
1/12
12/11
2/13
MoldMaking Business Index
3/13
4/13
Profle
14 MoldMaking Technology June 2013
The Tooling & Manufacturing Association (TMA):
Educational Opportunities Aplenty!
By Sherry L. Baranek
The Tooling & Manufacturing Association
(TMA) was founded in 1925 by eight small
manufacturing companies who thought they
would be stronger as a united entity. Over the
years its members established programs and
services that would help their businesses grow
and prosper, train their employees, and provide
medical and retirement benefits. Today, TMA
has grown into a nearly 1,000 member, not-for-
profit organization of precision manufacturing
and supplier companies in the greater Chicago
area, thanks to these early efforts.
According to TMA Director of Education
Patrick Osborne, training and education is
once again a major priority at TMA after train-
ing efforts slowed for a few years during the
recent reces-
sion. Companies typically
join TMA, pay a fee, and
then send their employees
to classes. I am excited
to say the program is
once again running at full
speed, Osborne affirms.
TMA member Janler Corp.
(Chicago, IL)a manufac-
turer of close-tolerance,
multi-cavity moldshas
been a member for nearly
60 years. My father, Josef
Klingler was President in 1972, so I am a second generation
officer of the association, explains Carol Ebel, Janlers current
president. I was Chairman three years ago and currently am
President of the TMA Education Foundation.
Ebel is looking to TMA for support in training the next
generation of moldmakers. I have concerns regarding the
development of our current and future workforcein all
disciplineswhether technical, administrative or marketing/
sales, she states. It is wonderful to see this area of the asso-
ciation solidly evolving while embracing the current needs of
the members and industry. TMAs educational offerings are
broad and we have taken advantage of them in many areas.
We currently have three apprentices enrolled in the technical
training and will be adding a fourth. TMA President Brian
McGuire adds, We recognize that training is an extension of
an owners investment in the future productivity and profit-
ability of their company.
Apprentice Training
The following education opportunities are available to TMA
members:
Related Theory
TMAs Related Theory Apprentice Training Program is one of
its most popular, Osborne notes. It is a three-year program that
culminates with a specialty in moldmaking, tool and die, or
CNC programming. Approximately 35 students will be starting
their third-year specialty training in the fall, with more than 75
starting their second year. The next round of classes starts in
September and TMA is hopeful for even bigger enrollment in
the first year of training.
The first year the students will take math, blueprint read-
ing and machine tool technology, he elaborates. The second
year they take an entire year of machine tool technology with
a greater emphasis on math and CNC. The third year students
will be asked to choose whether they want to become mold-
makers, tool and die makers or CNC programmers. My chal-
lenge is to prepare the curriculum and get the instructors well
prepared to teach each of these groups.
Third year specialty moldmaking is being offered again for
the first time in many years at TMA. Students will complete
168 hours over 56 sessions and will focus on the theory of
Third year specialty
moldmaking is being
offered again for the frst
time in many years at
TMA. Students will complete
168 hours over 56 sessions
and will focus on the
theory of moldmaking.
A number of TMA member companies have donated equipment for the
association to use in its training initiatives.
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Profle
16 MoldMaking Technology June 2013
Tool HoldersShrinking TechnologyBalancing MachinesMeasuring InstrumentsTool Management
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Diameter range from 1/8
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Cooling slots feed the
coolant down to the cut-
ting edge of the tool.
moldmaking. Content includes a study of the mold cavity
and core, runners, gates, fitting details, shutoffs, methods of
construction, clearances, mold base technology and materials
as well as locking devices. Instruction also includes overflows,
venting, side cores, mold finishes and polishing techniques.
Students also learn about types of molds, materials, water
lines, cooling strategies, limit switches, pressure testing, plastic
resins and shrink rates.
If manufacturers wish to enroll their employees in the
program, potential students need to take a WorkKeys job
skills assessment examdeveloped by ACTthat tests
employee competence in several areas to measure the partici-
pants readiness for training. The exam focuses on three areas:
Applied Mathematics, Locating Information, and Reading
for Information. After the students complete WorkKeys
assessments, they are eligible for National Career Readiness
Certification (NCRC) from ACT. Then, they are ready for
Related Theory, Osborne notes.
Chris Saragaglia, a CNC five-axis machinist for mold manu-
facturer Chicago Mold Engineering (CME; St. Charles, IL),
teaches 14 students introductory math, blueprint reading and
machine tool technology two nights a week. He got involved
when CMEs comptroller Brian Hisel attended a TMA event
and met Osborne.
In math, we started with simple single-digit adding, subtract-
ing, multiplying and dividingworking our way through algebra
and getting almost to trigonometry, Saragaglia says. We will
cover that next semester in advanced math. Blueprint reading
covers every aspect of printsfrom their history, to the alphabet
of lines, to present day. Saragaglia adds that all of his students
are doing well, with none below a B average.
Janlers apprentices have found the courses worthwhile. First-
year apprentice Frank Palminteri is taking math and blueprint
reading. Overall, its been a good experience, Palminteri notes.
Learning math formulas and terms for blueprint reading has
helped me understand how to do my job efficiently and correctly.
Second-year apprentice Mariusz Piotrowski said he learned
new CNC codes and found the blueprint reading class he took
in his first year particularly helpful to understand the prints on
the shop floor. Fellow second-year Garrett Honaker adds that
the CNC class gave him a broad look as to what he could expect
in the workplaceespecially when it came to identifying basic
machines that can be found in the shop.
Osborne is also looking to extend TMAs reach with the start-
up of some satellite training facilities at Smith & Richardson Inc.
(Geneva, IL), providers of both precision machined parts and
metal casting chaplets, and CME. This
will lend itself to getting our programs
numbers back up, Osborne asserts.
Online Program
For more motivated students, Osborne
notes that TMA has Roadmaps for the
Top 6 TMA Careers that combine online
and instructor-led training. The program
starts with the New Hire/Basic Skills
Training Roadmap, he explains. These
courses assess the new employees skills,
determine trainability and introduce basic
manufacturing concepts and competen-
cies. Safety Practices and Regulations,
Mathematics 1, Inspection Techniques 1
(measurement) and Blueprint Reading are
among the course offerings.
There is also a Roadmap for CNC
Operator Training, CNC Programmer
Training, Die Maker Training, and
Moldmaker Training, Osborne adds.
New Training Initiative
CNC Hands-on Training
TMA has also recently launched its first-
ever, hands-on CNC training program at
IMS Buhrke-Olson (Arlington Heights,
IL)a manufacturer of precision metal
Profle
18 MoldMaking Technology June 2013
For more inFormation:
TMA / (847) 825-1120
[email protected] / tmanet.com
Alro Steel / alro.com
Chicago Mold Engineering
chicagomold.com
Haas Automation Inc. / haascnc.com
IMS Buhrke-Olson / buhrke.com
Janler Corp. / janler.com
Sandvik Coromant
sandvikcoromant.com/us
stampings and mechanical assemblies. CNC is a huge part
of the industry now and we want to invest in that training,
Osborne notes. We are addressing the needs of the mold-
making and tool and die candidates as well as the machinist
candidates. TMA purchased a Haas ST-10 lathe and Haas gen-
erously entrusted a VF-2YT five- axis VMC for five-axis train-
ing. McGuire adds that the new course continues TMAs long
tradition of providing programs and services that allow our
member companies and their employees to thrive. (Editors
Note: TMA is now an official Haas Technical Education
Center [HTEC].)
The program will eventually have three courses. The first
course, a 16-week introduction to programming, set-up and
operation, is well underway. The next 16-week course, still
under construction, will involve more programming and
hands-on machining, Osborne notes. We will visualize a
project for the class to work on where the students would
each machine different milling and turning components of the
project and assemble for a final project at the end, he states.
A third level course is also on the horizonwhich will
involve five-axis trainingwhich Osborne adds TMA member-
ship is very excited about. What is really nice about the pro-
gram is the level of support that TMA has received from its
member companies, he comments. Space has been donated
by IMS Buhrke-Olson, Haas entrusted a new five-axis mill,
Sandvik Coromant donated a start-up tooling package, DoAll
Company donated a new saw, Versatility Tool Works donated a
new tool chest storage system, Rieke Office Interiors donated
new classroom tables and Alro Steel is our official materials
supplier, with new steel and aluminum being delivered at the
start of every new class. There have also been numerous mon-
etary and miscellaneous material donationsfar too many to
mentionfrom many TMA members, that were essential to the
successful launch of this program.
Osborne adds that there is a huge demand within member-
ship for qualified CNC machinists and that this new hands-on
program will fill a large void. To that end, he notes that this is
one of the reasons that TMA purchased equipment and machin-
ery and created a new training curriculumaligning it with
NIMS standards to benefit TMA members.
TMA is also interested in training veterans. I am working
with the Illinois Department of Veterans Affairs to try and offer
newly developed CNC training programs, Osborne comments.
My hope is that within 16 weeks we could steer graduates into
our member companies for employment opportunities.
Facing the Future
Janlers Ebel believes that the TMA com-
munity is thriving. In addition to the
formal training offering, there is a tre-
mendous sharing going on among the
members, she affirms. The generations
are mixing and the vibes are great! It is
so exciting to see this type of activity
at TMA. Theres nothing stodgy about
it. TMAs management team has really
brought new life to the organization and
our membership continues to bring great
value to us.
With its 85 employees across three divisions concentrating on upfront collaboration, mold
design and build, and mold and process validation; 12- to 20-week leadtimes for complex molds
and many other mold types; concerted sales and marketing strategy, creative use of both
employee and supplier resources; solid shop foor management system; delivery improvement;
emphasis on quality suppliers; a grow your own workforce philosophy; customer mold
maintenance training; and a solid concentration on innovation in new manufacturing
technologies and processes for themselves and for their customersincluding an impressive
list of customer case studies (e.g., a unique coining process to redesign a Test Plate to provide
greater speed-to-market for new pharmaceuticals; a mold that would rotate into position
for the injection and coining processes; a proprietary valve gate actuation system; in-mold
serviceability; full central lube; in-mold assembly; quick electrical disconnects; and self-
correcting manufacturing) has earned Tech Mold the 2013 Leadtime Leader Winner title. See
full story on page 24.
A small company with 20 employees, 8- to 14-week leadtimes for complex molds; a sister
molding company offering processing capabilities; a partnering approach with customers;
innovative job leader role; automated EDM work cells (including a high-speed machining
center coupled with a CNC EDM interfaced with a robot) that helps bring customer products
to market (e.g., Alcon handle; cinch connector and mini insulin pump); value-added sampling
services impacting leadtimes; quoting strategy via a new product risk assessment for all
new design/build projects improving upfront collaboration; committed sales and marketing
efforts; unique employee performance bonus program; train your own employee approach
(4-year program; 576 hours of night school class work in conjunction with 8,000 hours of
on-the-job training; as well as sales & marketing, mold validation and leadership training);
and, a strong team mentality have allowed Micro Mold to bring home this years Honorable
Mention title. See full story on page 30.
SPONSORED BY
Take a Tour of our 2013 Leadtime Leaders at http://short.moldmakingtechnology.com/2013lla
For more information on the Leadtime Leader Awards, contact Christina Fuges, Editorial Director,
MoldMaking Technology magazine, (800) 579-8809; [email protected]
Case Study / EDM
moldmakingtechnology.com 21
Case Study / EDM
Understanding the Total Package of the
EDM Production Process Is the
Key to Raising Productivity
moldmakingtechnology.com 21
By Jan Bottiglieri, Contributing Writer, Special Projects
When Eric Roach was asked to be engineer for all the EDM
projects at the Siemens Energy facility where he works, he
knew it was a great opportunitynot only to move his career
forward, but to expand his knowledge base. I knew very little
about how EDM truly works, he says. I only knew that EDM
used electricity to remove material. I knew there was a lot
more to understand.
Today, Roach is Process Engineer/EDM - Machining/Air
Flow - CMM at Siemens Energy in Rural Hall, NC, which pro-
duces turbines for fossil power generation. He filled his EDM
knowledge gap with training provided by Poco Graphite, a
division of Entegris (Decatur TX).
This case study is just one example of how the right EDM
training can raise productivity, and that includes within a
mold manufacturing facility. POCO provides such training
and technical information through its EDM Training Program
free of charge. Classes are
held at POCO Training
Centers in North America,
Europe and Asia; training
can also be conducted at
customer facilities.
The course Roach select-
ed was EDM Operation
and Electrode Material
Selection. It was an eye-opener, he reports. Learning about
the number of variables you can control on the machine was
very interesting, and to be able to leave the class with an
understanding of each really helped our facility.
At the training center in Decatur, TX, where Roach attended
training, POCOs EDM Laboratory makes it possible for stu-
dents to perform test cuts to assess the performance of selected
electrode/work metal combinations. They can also experiment
with different machine settings to learn how to achieve the
desired metal removal rate, surface finish or electrode wear.
Though Roach was the only process engineer from his loca-
tion to attend the training, it has translated into a substantial
productivity increase for the entire shop, he says. I personally
have been able to transfer this knowledge from the classroom
to the production floor to decrease cycle times to a quarter of
the original cycle time.
During the development of new parts and repair processes
you will have issues, he adds. During brainstorming sessions
with colleagues, Im able give valuable input on the EDM process
since I now have a truer understanding of how EDM works.
Since completing the training, POCO has supported Siemens
with further training and assistance at the Siemens facility in
Rural Hall, to help Roach put what he learned into action and
further boost productivity.
The training is set in a classroom environment with basic
testing being conducted on our EDM sinker, says Jerry Mercer,
EDM Applications Manager at Poco Graphite. While we try
as much as possible, we often cannot duplicate exactly what
attendees experience on their own shop floor. We offer the
opportunity for companies to take advantage of after training
applications support (also provided at no charge) with an expe-
POCO offers after training applications support with an experienced
EDM applications specialist at the customers location.
The best way to determine
the training best suited to
your company is to fnd out
what your customers need.
Imag
e co
urte
sy o
f P
OC
O.
22 MoldMaking Technology June 2013
Case Study / EDM
rienced POCO EDM Applications Specialist at the customers
location. This gives them the chance to take their training to
the next level in a production environment, focused specifical-
ly on their own application with their own equipment. Often,
we experience further productivity improvements. POCO also
offers an EDM Technical Manual available free of charge, by
request, to anyone in the industry.
An Investment in Productivity
Evolving customer demand is often cited as an impetus for fur-
ther training. Roach says that, for the Service Fossil business he
works in, turnaround time is important. We will always strive to
give the customer a better part in the shortest amount of time.
So, any time you can increase productivity it will, in the end, help
the company meet these customer demands.
According to Mercer, the key to rais-
ing productivity is to consider the total
package of the EDM production process,
including electrode material selection,
application set-up (tooling, flushing, etc.)
and machine parameter settings.
When all three aspects to applica-
tion are considered, the total outcome
is almost always an increase in produc-
tivity. We teach our students to look at
the application and treat each process
separately in relation to key performance
objectives. Each process in the applica-
tion is broken down into individual seg-
ments to identify potential opportunities
for improvement, and to discern how a
change in one aspect affects the perfor-
mance of another.
We have had students with many years
in front of an EDM sinker attend our
training only to say that this was the first
time they have understood exactly how
the EDM process works, Mercer adds.
Roach advises that the best way to
determine the training best suited to your
company is to find out what your custom-
ers need. Just speak with your sales repre-
sentative and talk to them about the issues
customers are havingthen make the deci-
sion based on those needs, he says.
For his shop, the training has been an
investment well worth his time. The
increased productivity you will be able to
achieve after taking the class will easily
exceed the cost of attending, he says.
For more InFormAtIon:
Poco Graphite /
poco.com/Applications/
EDM/EDMTraining.aspx
The moment you realize that new requirements
do not require new equipment.
This is the moment we work for.
Having both contact and optical scanning technology
allows the new O-INSPECT 322 to do the work of a CMM,
a microscope, a profile projector, and a contour measuring
instrument. One machine for your inspection needs.
www.zeiss.com/metrology (800) 327-9735
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2013 Leadtime Leader Awards: Winner
24 MoldMaking Technology June 2013
PRESENTED BY
Tech Mold is a feast for the eyeswell lit, flled with the latest in high-tech
equipment, a beehive of activity.
Tech Mold Inc. A TrIple ThreAT!
A three-division approach, technology
innovation and a grow-your-own skilled
workforce allows this mold manufacturer
to balance the entire moldmaking
processensuring continued success
and landing it this years 2013 Leadtime
Leader Award Winner title.
Never allow yourself to get too high during the highs
or too low during the lows. These wordsspoken
by 2013 Leadtime Leader Award winner Tech Mold
Inc.s (Tempe, AZ) president Bill Kushmaulhave served
as a mantra for his employees and allowed the company to
achieve a steady, balanced growth over its 40-year history.
More than a moldmaker, Tech Mold closely collaborates with
both industry suppliers and customers to bring innovative
solutions to meet its customers needs in the three primary
markets the company serves: medical disposables, pharma-
ceutical closures, and food and beverage packaging.
Key to findingand maintainingthis balance is to contin-
ue to concentrate on the aforementioned three primary mar-
kets the company serves, Kushmaul maintains. Medical/phar-
maceutical disposables; packaging (food/beverage) including
caps/closures; and consumer products for companies that are
the leaders in their markets require high-volume production
molds that must meet very rigorous requirements, and that is
our expertise, he states. Our goal is always to continue our
efforts to expand our customer base within the markets that
we serve. We do this because we focus on those markets and
customers that require high-volume production molds with
absolute consistency and repeatability anywhere in the world
they choose to run the molds.
Achieving continued balance requires the company to con-
stantly evaluateand reevaluateits processes. We believe
that we must build a company that is stable enough to survive
the ups and downs that the mold manufacturing industry is
subject to, he affirms. This requires constant evaluation of
each and every project, innovation and technology. Theres
always a certain degree of the unknown when we start a new
moldmakingtechnology.com 25
project because just about everything we do in this industry
is one-off. Almost any mold we build comes with its own
unique challenges and requirements that is totally different
from any other mold weve done. We do not consider this a
high risk; it is however, a learning experience. We believe that
growth with stability is the best way to achieve a long-term,
successful company. Its okay not to be the biggest if you find a
place where youre comfort-
able and growing consis-
tently. Growth is expensive,
so we have to find that
balancedont grow so
fast that you outstrip your
resources, but fast enough
to maintain and maximize
our resources.
A total of 85 employees
deliver the following ser-
vices with leadtimes that
vary from four to 20 weeks
depending upon the proj-
ect: mold design, engineer-
ing; product development,
pre-production/pilot mold,
high-volume production
molds, special tooling and
fixtures; mold qualification and tryouts; and molding manu-
facturing with optional cell development incorporating auto-
mation. Mold types include stack, Spin Stack cubes, two-shot
(two-material), single-face molds up to 512 cavities; molds for
in-mold labeling and other in-mold functionssuch as in-
mold closing of snap-hinges for closures.
Building Blocks
Tech Mold has three buildings that house different specialties
to provide its customers with a full-service approach. The main
facility houses administration, sales, engineering and produc-
tion manufacturing, including molds, special tooling, compo-
nents and mold bases; formal apprenticeship training and pro-
vides training of customer maintenance personnel. Tech Mold
R&D contains non-aluminum prototype molds, pre-production
(referred to by some as pilot) molds, repairs of existing molds,
and fixtures, as well as mold engineering and development.
Tech Mold East accommodates mold qualification/tryouts,
process validation, short-run molding, automated manufactur-
ing cell development, and private customer working rooms.
Additionally, project management is demonstrated from start to
finishwith a mold design book provided that shows the com-
plete mold design/build, so that maintenance is made easier for
the OEM or the molder who will run and maintain the mold.
Daring Designs
Tech Mold develops technologies and ground-breaking mold
designs for its customers. For example, Tech Mold Vice
President Vince Lomax points out that using a unique coining
system, the company helped one of its global customers rede-
sign a test plate to optimize both the customers manufacturing
process and the test plates performance. The purpose of this
was to reduce the amount of time it takes to get a new drug on
the market, Lomax explains.
Tech Mold designed and manufactured a mold that would
rotate into position for the injection and coining processes,
Lomax continues. Working closely with both the customer and
the machinery manufacturer, we refined the two-shot process
at Tech Mold East. The entire molding cellcomplete with
We believe that
growth with stability
is the best way to
achieve a long-term,
successful company.
Its okay not to be
the biggest if you find
a place where youre
comfortable and
growing consistently.
Video
Access video
at end of article.
Collaboration is a big part of Tech Molds success. One
enabling innovation was the offce roundtable, allowing staff
to conveniently work in their own space or collaborate by
simply turning around.
26 MoldMaking Technology June 2012
2013 Leadtime Leader Awards: Winner2013 Leadtime Leader Awards: Winner
26 MoldMaking Technology June 2013
automationwas proven and molding param-
eters established at Tech Mold East. This
allowed the entire manufacturing
cell to be shipped to the customers molding
facility for installation, thus greatly reducing
production readiness at their facility.
The company also produced a 16-cavity,
syringe mold to accommodate in-mold label-
ing that provides reduced costs to manufac-
ture, greater security using label technology
with forensic coding in the labelallowing
for point-of-use authenticity. Obviously the
value of this technology is to combat counter-
feit drugs, Lomax says. This was showcased
at NPE in April 2012 and received the Judges
Award in the International Parts Design Competition, he notes.
This show mold was the result of collaboration and teamwork,
which included a new hot runner side-gating system developed
by Mold-Masters, label innovations by Inland Label, a molding
machine by Milacron and high-speed automation innovations by
CBW Automationtruly an example of complete collaboration.
To solve a challenge for a customer manufacturing aerosol
caps, Tech Mold developed an in-mold assembly manufactur-
ing technology that uses a two-stage side action movement
that allows the nozzle to be inserted into the molded cap, prior
to ejection The second part is molded at the same time as the
main cap. As the mold opens, a unique movement reposi-
tions the insert and assembles it directly into the cap, Lomax
details. This technology proved so successful that it elimi-
nated the need for a second assembly line for the nozzle inser-
tion, a separate mold for the nozzle insert and post-molding
assembly equipment that our customer estimated would have
been cost prohibitive. Certainly this complex mold cost more,
but with the overall savings to the project budget, it was a big
victory for the customer.
Equipment ListThe following is just some of the equipment Leadtime Leader Tech Mold,
Inc. uses on its shop foor to get the job done quickly and effciently.
CNC Equipment
Hurco Companies, Inc. / hurco.com
Makino / makino.com
Matsuura Machinery USA / matsuurausa.com
Mazak Corp. / mazakusa.com
Mikron Corp. / mikron.com
Mitsui Seiki Inc. / mitsuiseiki.com
Okamoto Corp. / okamotocorp.com
Design Equipment
CGTech (VERICUT) / cgtech.com
Epicor Software Corp. / epicor.com
Siemens PLM Software (Unigraphics) / plm.automation.siemens.com
SolidWorks / solidworks.com
EDM Equipment
GF AgieCharmilles / usgfac.com
Mitsubishi EDM/Laser / mitsubishi-world.com
Inspection Equipment
Heidenhain / heidenhain.us
Leica Geosystems, Inc. / leica-geosystems.com/metrology
Mitutoyo America Corp. / mitutoyo.com
Optical Gaging Products / ogpnet.com
Carl Zeiss Industrial Metrology, LLC / zeiss.com/imt
Zoller Inc. / zoller-usa.com
Shop Equipment
Bridgeport / hardingeus.com
Parlec / parlec.com
Southwestern Industries, Inc. / southwesternindustries.com
(l to r) Tech Mold VP of Operations Karl Szanto,
and apprentices Ryan Schmidt (Apprentice of the Year
2012), Michael Dodd and Ryan Davis.
Richard Giddes, Senior Staff Engineer, BD Medical:
We have been working with Tech Mold for almost 20 years.
They are very open to evaluating and investigating new
moldmaking and molding technologies. Quality is excellent,
which as a medical device manufacturer is extremely
important to us. Tech Mold is a very innovative company
offering unique solutions to mold design challenges.
moldmakingtechnology.com 27moldmakingtechnology.com 27
The company also develops new manufacturing strategies
and innovations for use within its own walls. As an example,
the company developed Self-Correcting Manufacturing
(SCM)a proprietary manufacturing system that integrates
software and hardware for the purpose of manufacturing com-
ponents (hard cutting) and electrodes without influence from
the human element. The systems software incorporates the
use of algorithms that allow the information gathered by a
dedicated CMM to be analyzed and compared to a zero toler-
ance electronic model. The system then evaluates that infor-
mation and if a dimension varies from the electronic mean
by more than a couple microns, the system will communicate
with the CNC equipment and make corrections for process
variations such as cutter wear, machine drift and spindle
growth, Lomax states. The corrections are made automati-
cally and without additional input from the technician. By pal-
letizing all of the components before they enter the SCM cell,
true position, positive orientation and x-y alignment are guar-
anteed. And, as part of a single, unified program, every part is
inspected and the information from that CMM inspection is
always consistent, accurate and repeatable.
Maintenance Matters
A vital component to Tech Molds full-service philosophy is
training its customers to maintain the mold while still in the
press. In-mold serviceability is a key technology offered to
our customers, Lomax states. It means reduced downtime
for molds because they can be serviced in the press. That is
critical in many of the high-cavitation molds that our custom-
ers run. Uptime is improved and maintenance can be done
easily and safely. So it makes perfect sense to keep the molds
in the press running as much as possible. In order to do so,
one must have the ability to do in-press service. This concept
is one that is extremely important to us, and we have been
promoting it for quite some time. This concept is not new; we
gave a presentation entitled User-friendly Mold Designs in
the mid-nineties where we demonstrated in-mold serviceabil-
ity and its obvious benefits.
Full Central Lube is another technology that Tech Mold
developed for its customers, which they are currently running
in many of their manufacturing plants. This technology is a
lubrication system designed specifically for unscrewing rack
molds, or for a mold that contains slides and other moving
components that require consistent, continual lubrication.
One of our customers just told us that a mold they run using
the Full Central Lube system has been running for almost a
year without being shut-down for lubrication maintenance,
Lomax comments Again, this technology meets our custom-
ers desire for greater in-mold serviceability to reduce down-
timethereby achieving greater uptime.
Technology Triumphs
Obviously, Tech Mold would not be able to be on the cutting
edge of developing all of these new, innovative molds, prod-
ucts and technologies without the latest in equipment (see
Equipment List Sidebar). Recently, the company purchased
a Mitsubishi wire EDM. This machine features an anti-elec-
trolysis generator and cylindrical drive technology that means
zero back lash and zero wear on the ways, notes Lomax.
The company has also put a Mitsubishi sinker EDM with a
Mitsubishi robot into service. This equipment combination TESA Scan 50 Plus collimated parallel laser.
Dan Andersen, Staff Technologist, S.C. Johnson A Family Company:
The best part about working with Tech Mold is the quality
of the molds. Their engineering and design capabilities are
absolutely outstanding. We have gotten a lot of great ideas
from themand have shared some in returnwhen we go
through design reviews for molds. They are a quality and
precision world-class mold builder!
28 MoldMaking Technology June 2012
2013 Leadtime Leader Awards: Winner
to the longevity of many of the team members. Therefore,
Tech Mold continues to work closely with local high schools
and community colleges to find young people who have the
interest and the basic skill sets suitable for the various jobs in
mold manufacturing, Kushmaul says. We currently have three
apprentices, which is fewer than weve had in the past few years,
but were still excited about their participation and contribu-
tions. We believe that we cant depend on finding the number
of people with the appropriate skill sets out there to fill the
bill. We must grow our own. Since the mid-seventies we have
been very passionate about our apprenticeship program, which
has served us well. When you have apprentices you can train
them to be passionate about quality, manufacturing techniques,
teamwork and safety. And above all, we can educate them in
our unique culture. As their knowledge and experience grows,
they can help the next generation of apprentices. Long-term
apprentices are the future of any company and we feel that our
continued success depends on them.
Throughout Tech Molds 40-year history, Kushmaul esti-
mates that the company has trained more than 100 appren-
tices. Employee retention is critical as well, and we take steps
to ensure that Tech Mold provides an environment of learning
that never ends, he emphasizes. As technology changes, so
28 MoldMaking Technology June 2013
not only upgrades the companys sinker equipment, but add-
ing the robot allows the company to perform more lights-out
operations to improve productivity, Lomax explains. We are
always investing in new equipment to meet the ever-increasing
requirements of customers for faster time-to-market, cutting-
edge molds to meet higher productivity, quality and efficiency
demanded in todays OEM molding environment. Having the
latest, state-of-the-art equipment, cross-training our employees
for shared technical know-how and partnering with leading
mold component suppliers to develop new technology for larger,
increasingly complex molds is key to our success.
Workforce Worth
Tech Mold is contending with the labor crunch that the indus-
try as a whole has been facing. In the past, we have recruited
from a variety of trade schools, but more recently we have been
in contact with colleges, community colleges, trade schools and
high schools alike in order to generate an interest in moldmak-
ing among students that will be entering the labor market soon,
Kushmaul notes. The company also conducts tours for local
high schools and colleges.
The company has always had an apprenticeship program that
has helped it maintain a stable workforce and also contributed
The patented ultra-precision guide for hole-poppers was developed
in-house by Paul Moosbrugger to improve hole accuracy. Ceramic rods adjust
to the electrode diameter, providing robust alignment and support for the
electrode.
Polishing a very small insert under a microscope, using an ultrasonic
polishing head.
Phot
os c
ourt
esy
of C
reat
ive
Tech
nolo
gy C
orp.
moldmakingtechnology.com 29
does our ability to stretch our imaginations, which gives our
apprentices opportunities to use the talents and skills that
best suits their ability to provide creative input and innovative
ideasto think outside the boxto make a real contribution
that helps to make Tech Mold a better company.
Future Focus
Tech Mold plans on maintaining its
steady, balanced growth by continuing
down the same trail the company has
been blazing since 1972. We work with
some of the premier mold component
suppliers in the industry to help them
develop their products, and in turn we
benefit because we can apply these new
innovations in our molds and products,
Kushmaul states.
A number of Tech Molds customers
have been with the company for more
than 20 years because of these solid
relationships. Weve had the ability to
grow our business, our customer base,
the markets we serve and provide a
stable work environment for our staff,
which is one of the advantages of being
in business for 40 years, Kushmaul
concludes. We will continue to use all
of the resources available to us in soft-
ware, machine tool technology, mold
components and molding technologies
to develop the best production mold
possible for our customers.
moldmakingtechnology.com 29
Acknowledgments
This Leadtime Leader project has been a collaboration of writing, editing,
video and photography. Wed like to thank the Tech Mold team and Creative
Technology Corp. for their time, hard work and commitment to helping us tell
the Tech Mold story.
Video: Technology Feast for the eyes http://short.mold makingtechnology.com/2013lla
For more inFormaTion:
tech mold Inc. / (480) 968-8691
techmold.com
Visit tech mold at amerimold
2013 in Booth 728!
Cole Carbide Industries, Inc. World Headquarters and Corporate Ofces
4930 S. Lapeer Rd. Orion Twp., MI 48359 Tel: 586-757-8700 Fax: 586-757-8701
www.colecarbide.com
Sales inquiries welcome
www.colecarbide.com/ogw-index.php
www.omnithread.com
www.indexa-v.com
www.millstar.comwww.millstar.comwww.millstar.comwww.millstar.com
www.colecarbide.com/engineered-index.php
Versatile Applications,Outstanding Productivity
Versatile Applications,Outstanding Productivity
Versatile Applications,Outstanding Productivity
2013 Leadtime Leader Awards: Honorable Mention
30 MoldMaking Technology June 2013
PRESENTED BY
Micro Mold owners (l-r): Rob Cooney, Philip Katen and Ryan Katen. Each
are degreed engineers, complemented by Philips additional business degree.
Micro Mold Company, Inc.
PartnerIng to Push the LIMIts
This mold manufacturer wins the 2013
Leadtime Leader Honorable Mention title
because it exceeds expectations with
a team mentalitystemming from its
youthful leadership working closely with
skilled tradesmenthat sees customers,
its sister molding company and industry
associations as true partners.
Micro Mold Company, Inc. (Erie, PA) may have only 20
employees, but its team mentalityinstilled by its
youthful, well-educated leadership and experienced,
skilled tradesmenyields partnerships with people, processes
and promotion that has allowed the company to evolve into
a premier custom injection moldmaker specializing in the
design, development and manufacturing of highly engineered,
tight-tolerance, thermoplastic injection molds as well as the
delivery of final products to its customer base.
Micro Mold concentrates on medical disposable, dental, con-
sumer products and minimally invasive surgical products for
the following market segments eye/vision care, diabetes care,
medication delivery systems, fluid control, electronic connector,
aerospace, defense, automotive and telecommunications. Micro
Mold specializes in building single-cavity, multi-cavity, hot run-
ner, cold runner and three-plate molds, with a primary focus on
tight-tolerance, highly complex, SPI 101 production level injec-
tion molds. Leadtimes range from eight to 14 weeks.
Productive People
Key to Micro Molds success is its partnership with Plastikos,
which allows Micro Mold to focus on molds and process-
ing, notes Micro Mold President and General Manager Ryan
Katen. Its difficult when a moldmaker is not partnered with
moldmakingtechnology.com 31
a molder or doesnt have a common ownership in a molder,
he states. Our alliance with Plastikos is a definite competi-
tive advantage. When your sister company is a molder you can
look at the big picture on a projectthe total potential rev-
enue stream rather than just the tool build. We can count on
the Micro Mold and Plastikos Team because we know exactly
what we are getting throughout every phase of the project.
We can design and build a tool and know that it is going to
run extremely well in production for many, many yearseven
decadesthroughout the
entire life of the product line.
Of course, Micro Molds own
employees are another secret
to the companys success, as
they play a vital role in putting
the right processes and strate-
gies in place throughout the
mold manufacturing process.
They take pride in the fact that
the company has hired degreed
plastic engineers in its tool-
ing and molding department.
Our Engineering Manager
was one of the first gradu-
ates from Penn States Plastic
Engineering program and
began his career with Micro Mold in 1991, Katen notes. This
is a major benefit to our customers since he (and others) can
effectively communicate and find solutions to potential product
risks (undercuts, non-uniform wall thickness, hesitation regions
within the design, gating location, for example). This added level
of expertise and support is truly what separates Micro Mold
from our competition, which may not have this in-depth, plastics
engineering understanding and experience with respect to plastic
phenomena within the mold.
The company also believes in a grow your own philosophy,
and as such, has partnered with Penn StateErie, The Behrend
College. This branch of Penn State is one of only a handful of
colleges in the nation that offer a Bachelors degree in Plastic
Engineering Technology, Katen says. The professors in this
engineering program have decades of real-world experience in
the moldmaking, processing, design and manufacturing fields.
Our close relationship with Penn State allows us to recruit
knowledgeable and skilled employees who arrive at Micro Mold
and Plastikos ready to join our team. This thorough education
program teaches students proper mold design, scientific injection
molding principles, and eliminates the black art of plastics.
Micro Molds four-year apprenticeship program involves 576
hours of night school classwork in conjunction with 8,000 hours
of on-the-job training, Katen says, adding that Micro Mold trains
them in all facets of the mold fabrication process.
Last year, Micro Mold introduced a new company and indi-
vidual incentive bonus program that builds uponand expands
a similar program launched by Plastikos. The purpose of this
program is to reward employees for individual and team contri-
butions to Micro Molds success; tie individual earnings (bonus)
directly to the efficiency and profitability of Micro Mold and
Plastikos; and, provide an additional incentive to individually con-
tribute to both companies efficiency, continuous improvement,
etc.as well as to encourage teamwork.
All employees, from an entry-level up to our departmental
managers, were eligible under the new bonus program, Katen
continues. The bonus program was funded based on the com-
panies financial performance (sales, gross profit margin and net
Micro Mold quoted
more than $3,000,000
worth of tooling
work in 2012 for
numerous medical
device OEMsmany of
which are still open
and currently being
evaluated.
Video
Access video
at end of article.
System 3R robot loading a holder (Micro Molds v-block
design) with electrode into the GF AgieCharmilles EDM.
32 MoldMaking Technology June 2012
2013 Leadtime Leader Awards: Honorable Mention
32 MoldMaking Technology June 2013
ments. Moreover, we have six members of our team who have
been with us longer than 20 years and one individual that has
more than 30 years of experience at Micro Mold. Our culture is
a direct reflection of each individual member of our team, their
strengths and abilities, passion for excellence and pride in their
work, commitment to our customers and dedication to our
company.
Committed Customers
Micro Mold also considers its customers partnersdevelop-
ing innovative methods and technologies to help customers
get their products to market in the quickest possible delivery
times. Our team fully commits to the delivery date once a
customer issues a purchase order, Katen notes. In some cases,
our teams commitment has resulted in significant overtime,
up to and including operating a two-shift production schedule
to hit our quoted delivery date.
Pushing Processes
Before Micro Mold hones in on mold design and build, the
company realized there was value in adding equipment to be
more of a full-service provider. To that end, the company
purchased three all-electric injection molding machines
(housed in the R&D Department) in an effort to minimize the
mold conditioning and validation phase of a project. Now,
when the Micro Mold team completes the design and fabrica-
tion of a new mold and it is ready for sampling, we have the
ability to sample the tool on-site and then quickly make any
necessary modifications or refinements to the mold, Katen
says. Our in-house mold sampling capabilities have reduced
the total time required to launch a new product/project for our
customers.
The company also provides short-term pre-production runs
for its customers at Micro Mold, which Katen points out has
been especially beneficial for its medical device OEMs, which
frequently require their tooling supplier to complete extensive
validation runs during the Operational Qualification (OQ) and
Production Qualification (PQ) phases of their projects.
Micro Mold also recently completed the implementation of
an automated CNC EDM workstation and CNC DMG/Mori
Seiki machining center that are both equipped to a System
3R WorkMaster robot. The purpose of this manufacturing
work cell is to streamline and automate multiple steps within
the mold fabrication process, which results in significant effi-
ciency and throughput gains, Katen affirms. The company
can machine an entire set of electrodes and move the electrode
from the machining center over to the CNC/EDM machine in
Equipment ListThe following is just some of the equipment Leadtime Leader Micro Mold
Company, Inc. uses on its shop foor to get the job done quickly and effciently.
CNC Equipment
DMG/Mori Seiki USA, Inc. / dmgmoriseikiusa.com
Design Equipment
DP Technology (ESPRIT) / dptechnology.com
Mastercam/CNC Software, Inc. / mastercam.com
PTC (Pro/Engineer) / ptc.com
SolidWorks / solidworks.com
EDM Equipment
GF AgieCharmilles / usgfac.com
Mitsubishi EDM/Laser / mitsubishi-world.com
ERP Software
IQMS - EnterpriseIQ / iqms.com
Inspection Equipment
Brown & Sharpe Mfg. Co / brownandsharpe.com
Mitutoyo America Corp. / mitutoyo.com
L.S. Starrett Co. / starrett.com
Shop Equipment
Harig Mfg. Corp. / harigmf