2012 The American Mold Builder Magazine - Fall

Fall 2012

The Official Publication of the American Mold Builders Association

•• Cutting•Tool•Selection•• Q&A•on•EDM•Technology•• AMBA•Benchmarks•••• •••• •Industry•Standards

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Features 6 Market Trends •TheBusinessPendulum—FallBusinessForecast •TurnaroundTimeversusOn-TimeDeliveryRates 10 Special Report •NoMagicBullet,butPlentyofAmmunition

12 Focus •ATeam-BasedApproachtoAchievingExcellence

20 Technology • TipsandTricksforChoosingtheRightCuttingTool • Q&A:EDMTechnology30 Strategies • TheTimetoPlanforLifeAfterBusinessIsNow34 Inside Track • SocialNetworking:ChallengesforEmployers

Departments 4 Speak Out

16 Product

26 Association

32 Industry

38 Calendar

38 Ad Index

Visit our website:www.amba.org

Contents

Fall2012

2012

26ON THE COVERPhotos: ©2012 Paul LoPiccolo, Creative Technology Corp.The cover highlights a recent AMBA plant tour workshop event at Industrial Molds Group, Rockford, IL.

4 the american MOlD BuilDER Fall 2012

I am a huge sports fan, so as I am watching the Ryder Cup, chants of “USA, USA, USA” in the background fill me with a great deal of national pride. I love my country and I believe we have so much of which to be proud. I am also proud to be an American mold builder, and I believe the molds we build in this country are as high value as you can find anywhere in the world. We employ some of the finest craftsmen in some of the most high-tech, lean and quality-driven plants in the world-wide industry. Our greatest strength is our ability to rise to a challenge and get the job done, no matter what obstacles we may have to overcome. All of these factors combined are what make American mold builders the most competitive in the world: talent, skill, technology and that ‘can-do, never-say-die’ spirit.

However, there are issues that need to be solved if we are to remain competitive. At our last AMBA plant tour event at Industrial Molds Group in Rockford, IL, the discussion once again turned to employee talent and skill development. Many shops are looking at their workforce, realizing that their key employees will be of retirement age in the next 5 to 10 years. What’s more, some are turning away work and are unable to grow because they can’t find enough skilled help. How can the typical mold shop identify, recruit, hire, develop, train and retain the next generation of skilled designers, machinists and mold builders that we need? Unfortunately, the education system in most areas is not aligned with developing the core knowledge that is needed in our shops, and many of the focused shop classes that were a great recruiting and developmental ground a generation ago have simply vanished. As many of the manufacturing jobs left our country for China, Mexico, South Korea, etc., the perception was that our industry was dead and the young people looking to get a start in life looked elsewhere.

Well, we are a resilient group and many of the shops that made it are growing significantly, are very successful and have great opportunities to offer bright, hard-working people who want to start a career. How do we connect the eager unemployed or under-employed with the apparent need that our member companies have and the great opportunities that our industry provides?

I’m proud to say that the AMBA is working to help. In a recent meeting, the AMBA Board of Directors recognized this significant issue for our industry and is working on a standard recommendation for an apprenticeship curriculum for both moldmakers and CNC machinists. This guideline is meant to be a starting point of reference and will be accompanied by resources that can help a shop put together specific training and coursework to best suit its particular situation. The intent is that the AMBA endorsement will make it easier for each shop to get its particular state to certify the curriculum as an apprenticeship program if desired. As for recruiting talent, all I can recommend is that after you have a defined program in place in your shop, get out and meet your local high school and community college administration and staff to let them know what is available. Offer plant tours to any interested instructors and classes and start networking with them to help identify talented candidates. Get the word out about the wonderful career opportunities in mold building. And keep on building great American molds!

Todd Finley, Commercial Tool & Die

The American Mold BuilderPublished by the

American Mold Builders Association 3601 Algonquin Rd., Suite 304

Rolling Meadows, IL 60008p 847.222.9402 • f [email protected] • www.amba.org

Officers•and•Board•of•DirectorsPresidentTodd Finley, Commercial Tool & Die

Vice President and TreasurerMichael Bohning, Creative Blow Mold Tooling

Secretary & Legal CounselAlan Rothenbuecher, Ice Miller LLP

Board•of•DirectorsMike Armbrust, Mako Mold Corp. Andy Baker, Byrne Tool & Die Robert Earnhardt, Superior ToolingDan Glass, Strohwig IndustriesRoger Klouda, M.S.I. Mold Builders Shawn McGrew, Prodigy Mold & ToolJustin McPhee, Mold Craft Tim Peterson, Industrial Molds GroupScott Phipps, United Tool & Mold Steve Rotman, Ameritech Die & MoldMike Walter, MET PlasticsWendy Wloszek, Industrial Mold & Machine

AMBA•TeamTroy Nix, Executive DirectorKym Conis, Managing DirectorSue Daniels, Web/EMarketing/Member Services Shannon Merrill, Business/Advertising Coordinator

Managing Editor: Kym ConisAssistant Editor: Sue DanielsArt Director: Cara PedersonAdvertising/Sales: Shannon MerrillCirculation: Shannon Merrill

Opinions expressed in this publication may or may not reflect the views of the Association, and do not necessarily represent official positions or policies of the Association or its members.

Speak Out

Todd FinleyAMBA President

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Market Trends

The Business Pendulum – Fall Business Forecast Mold building executives understand that many factors contribute to and impact the overall state of the manufac-turing sector. For many tool-ing companies, the swing-ing pendulum for 2012 has maintained its balance on the good side of the profit and loss statements, as the ma-jority of these companies has experienced both business growth and strong employ-ment levels. These trends alone are interesting due to the fact that election cycles

tend to bring more stagnation to American businesses due to the unknown — an impact that often slows the pendulum swing, so to speak. But as demonstrated by the employ-ment hours for shop floor employees over the last seven quarters, the median distribution of work hours has been quite stable running at 50 hours (Fig 1.0). The mainstream of company executives from over 90 mold building entities from across the United States recently indicated that business conditions continue to remain stable and positive. As collected by the American Mold Builders Association (AMBA) during its most recent economic survey, 80 percent of those providing performance data indicated that current business conditions are excellent or good (Fig 2.0).

434445464748495051

1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12

Hour

sShop Floor Employees: (Fig 1.0)

Median Average

Excellent, 23%

Good, 57%

Fair, 17%

Poor, 3%Current Business Conditions: (Fig 2.0)

CRY-2883 Prelim1-1.fh11 1/15/07 3:33 PM Page 1

Composite

C M Y CM MY CY CMY K

7www.amba.org

As indicated by the partici-pants in this quarter’s survey who represent 2,945 shop floor, design and engineering employees, employment lev-els remain the same or have increased for 94 percent while they’ve decreased for only 6 percent of the population. As stated in open-ended com-ments, the main issues faced by moldmaking executives are the shortage of skilled la-bor and simply the complete lack of a labor pool.

When examining other economic indicators that impact the state of the business including quoting volume, shipments and backlog, it can be concluded that business conditions will remain stable and relatively unchanged well into the start of the new year. The table below compares the consolidated responses over the last five quarters to the primary economic indicator questions, which compare current level of business to that of three months ago.

Building on the last quarter’s performance, more remarkably, is the fact that 43 percent of this quarter’s respondents indicated they expect their business to increase moderately (38 percent) or substantially (5 percent) over the next three months (Fig 3.0). Coupling these responses with the fact that over four out of every 10 participants project their businesses to remain steady over the next quarter provides significant insight as to the current strength of the moldmaking industry.

Quoting 4Q11 1Q12 2Q12 3Q12 4Q12 Same 52% 49% 51% 46% 51% Up 27% 27% 33% 34% 26% Down 20% 24% 16% 20% 23% Shipments 4Q11 1Q12 2Q12 3Q12 4Q12 Same 49% 51% 55% 51% 64% Up 43% 35% 34% 28% 21% Down 9% 14% 11% 21% 15% Backlog 4Q11 1Q12 2Q12 3Q12 4Q12 Same 41% 36% 34% 31% 37% Up 40% 37% 41% 33% 34% Down 18% 27% 25% 36% 29% Profits 4Q11 1Q12 2Q12 3Q12 4Q12 Same 54% 54% 63% 54% 63% Up 30% 32% 25% 22% 17% Down 16% 14% 12% 24% 20%

0%

10%

20%

30%

40%

50%

60%

1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12

Over the Next 3 Months, My Business Will: (Fig 3.0)

Remain the Same Increase Moderately Increase Substantially

Decrease Substantially Decrease Moderately

Member

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As evident by the data contributed in the AMBA’s Fall Business Forecast Survey, the near-term future of the moldmaking segment appears to be very stable. For now, the business pendulum seem to be swinging with momentum in the right direction!

*Numeric rounding may lead to totals that do not equal 100 percent.


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Market Trends

Turnaround Time versus On-Time Delivery Rates

By Tim Heston, Fabricators & Manufacturers Association

For years, economic growth has been stuck in neutral. Economists are lowering their already low GDP growth projections for 2012. Regarding this, Julia Coronado, chief economist at BNP Paribas, gave Bloomberg an intriguing insight: “Things are so lean and mean, there aren’t a lot of excesses that need to be reduced.” Although such efficien-cy hasn’t been able to pull the economy into high gear, it also has insulated the economy from a dramatic downturn.

That’s good news…sort of. Neutral is better than reverse, I suppose. But it does mean that the economy probably won’t be pleasant for companies that aren’t lean and mean. The good news: plenty of manufacturers I’ve seen are lean.

Many survivors of the recession don’t have much fat to cut. One expensive fat, though, is inventory, including raw, work-in-process (WIP) and finished goods. I’ve visited

more shops that have “WIPed” (bad pun intended) their inventory into shape, most notably by shortening turn-around time.

Last week I visited CR Metal Products, a St. Louis fabri-cator that has implemented an improvement methodology called quick response manufacturing. One insight offered has stuck in my mind: turnaround time is more important than on-time delivery rates.

A low on-time delivery rate means a company doesn’t stick by its promises, so on-time delivery certainly is an important metric for customers searching for reliable suppliers. But the rate itself can be misleading. Say a shop has an on-time delivery rate of 80 percent; but what if that shop promises a two-day turnaround, but delivers in three? Meanwhile a shop with 99 percent on-time delivery may pad the schedule. A company with such stellar on-time delivery may not be doing too well financially if it has a long turnaround time. Such lengthy turnarounds may be a sign that a serious amount of cash is tied up in piles of WIP.

Short turnaround timesShort turnaround times, on the other hand, can mean that jobs move from one operation to the next quickly, with little to no queuing time. This means more jobs ship out the door in less time, freeing up cash previously tied up in inventory, and a shop increases its capacity using the same resources. That’s surely a sign of financial health.

Turnaround is job-dependent and so difficult to measure, especially if a shop continually lands new work requiring different manufacturing processes. For repeat jobs, lead-time reduction perhaps can be measured over certain time periods.

Still, so many repeat-order customers need shops to keep some finished-goods inventory on-hand. The customer pulls the parts, which triggers the shop to replenish. But when will the next order come? I’ve seen more arrange-ments like this since the recession. Sure, it increases a manufacturer's risk, because there’s a slight chance the finished goods will become obsolete. Outweighing the risk is the reward of continual business from a large customer.

9www.amba.org

Inventory turnoverWhile job-specific lead-times may be hard to measure, annual inventory turns may give a better, though highly generalized, view of how quickly jobs move. Inventory turns depend on the order mix and the type of work on the floor, but an average over a year can be telling. In the 2011 Financial Ratios & Operational Benchmarking Survey from the Fabricators & Manufacturers Association, 40 percent of respondents reported between six and nine turns a year; 24 percent reported between 10 and 14 turns; while 14 percent said they had 15 turns or more.

The 2012 survey, to be released soon, gives many telling insights, one of which is that inventory turnover. Although results aren’t finalized yet, preliminary reports suggest that more shops are increasing their inventory turns. The change isn’t dramatic, but it’s there.

This suggests more shops are focusing on reducing inven-tory in the areas they can control, and this mainly involves WIP. They’ve reduced manufacturing time by quickly moving jobs between operations.

To me, quick turnaround is really what being lean and mean is all about. That, I feel, is the true manufactur-ing renaissance. It’s not the renaissance politicians want, with massive plants hiring thousands of people (voters). It may not even prevent a recession, considering the unem-ployment rate and the uncertainty in world markets. But judging by Coronado’s comments, it may at least be able to protect us against those disruptive and dramatic bubbles and busts.

This article was reprinted with permission by Tim Heston of Fabricators & Manufacturers Association. He has covered metal fabrication and welding since 1998. Over the years, he’s enjoyed meeting and covering managers and shop owners who have found a better way to fabricate. For more information, visit www.thefabricator.com.

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Special Report

No Magic Bullet, but Plenty of Ammunition

By Troy Nix, AMBA Executive Director

Just think about the number of times in a 24-hour period a person compares his activities to a standard or to a norm. As an example, most people compare their traveling speed on the freeway to posted minimums and maximums and will adjust how fast they go based on these posted limits. Those who have a quest for physical fitness often will document daily performance and work to surpass yesterday’s marks. And many of us who do yard work or maintain homes or other property often will compare the “physical state” of our assets to those living nearby and will make improve-ments based on any gaps or perceived differences in order to have the best looking piece of real estate.

It’s human nature to compare because the act of compar-ing enables people to understand where they stand relative to where they really want to be. The act of comparing in the business world, for the sake of this article, is translated into an act called benchmarking. When professionals work to better understand how they stack up to industry norms and best-in-class performance, what they are really doing is understanding how far they need to improve in order to better compete. Leading moldmaking executives use information accumulated in their benchmarking activities to establish corporate goals and build business strategies that are designed to maximize bottom-line profits.

2012 marked the first year in the history of the American Mold Builders Association (AMBA) where a strategic focus included creating financial performance bench-marks so that its members might better understand how good “good really is.” Although the compiled findings from a total of 46 mold manufacturers from around the country contain no “magic bullet” to improve profitabil-ity, the report does a remarkable job of differentiating between high profit and typical moldmaking operations. These differences amount to extremely large implications on operational efficiencies and bottom-line profits.

After examining the executive summary of the report, mold-making executives will ponder why there is nearly a $20,000 difference in revenue per employee, a 4-percent difference in operational expenses and over a 16-percent difference on an owner’s return on assets (36.8 percent for high perform-ers versus 20.5 percent for typical mold shops).

While the end results in terms of profitability and return on assets may provoke executives to dive deeper into the analysis, what many quickly will find is that the building blocks between best-in-class and the typical moldmaker have a unique and quantitative distinction. As an example, if one scrutinizes sales change from this year to last year, it becomes very evident that the top performers are capi-talizing on marketplace changes, as the best companies experienced a 28-percent change in sales versus the typical company realizing a 12-percent change. Does this differ-ence imply that companies with more significant sales increases tend to have better control over operational expenses, which may then filter down to the competitive nature of the quoting process?

What may seem contradictory is the fact that these very same best-in-class companies pay their people, on average, 7.2 percent more across the board than typical companies. What does this imply? Could it imply that best-in-class companies have better talent and pay that talent to create competitive differences? Even more revealing is the fact that although these high-profile companies pay more in salary and wages for employees, their total cost of payroll (total payroll expenses) are actually a full percentage less than that of typical companies. So is this due to the number employed, the tactical make-up of both staffing levels and the compensation associated with these staffing levels or something even bigger?

The ole cliché of “work smarter, not harder” is one that sepa-rates the high-profile companies from their counterparts, and the details of the 2012 AMBA benchmarking report outlines how differences in the details truly add up. Executives who participated in AMBA’s first ever benchmarking initia-tive and received company-specific reports will eagerly share

Leading moldmaking executives use information accumulated in their benchmarking activities to establish corporate goals and build business strategies that are designed to maximize bottom-line profits.

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that better understanding these details and substantiated differences has already improved their long-term strategies and short-term tactics toward increasing profits.

The AMBA, in its quest to provide increasing value to its members, realizes that the published benchmarks included in its 2012 Financial Benchmarking Study are ones that will truly impact those who now understand their own performance gaps. As a result, AMBA’s leadership team has decided that benchmarking will forever be integrated into the DNA of the organization. Members will have a great opportunity to participate in AMBA’s next financial benchmarking initiative for 2013. Wouldn’t it be nice if a consultant could come into your business, sit down with your executive team and highlight one action that would literally double your profitability; one action that would literally be the game changer?

Watch for details on the 2013 AMBA Financial Bench-marking Study to be communicated in the very near future and take the time to participate. Who knows, maybe your company executive team will find the magic bullet in the next report that forever alters the course of your company’s bottom-line performance!


Focus

A Team-Based Approach to Achieving Excellence

This past September, Industrial Molds Group, Rockford, IL, opened its doors to over 50 mold building execu-

tives in a sold out AMBA (American Mold Builders Association) Tour Workshop event. Upon entering the impressive mirrored building, tour participants were met with an immediate impression of quality and professional-ism, starting with the reception area and filtering throughout the entire organization. Operating under its ISO system and principles of Lean Manufacturing, Industrial Molds Group (IMG) deviates little from procedure — working methodi-cally to meet and exceed customer demands.

From the moment a quote is received in-house to the time the job leaves the facility, IMG has adopted a team-based approach to building excellence into every stage of the mold building process. Combining strategic planning with advanced automation, high-speed machining and a 24/7 workflow capacity, Industrial Molds delivers high-quality tooling at ever-decreasing leadtimes.

Founded in 1968 by Jack Peterson, IMG was built on the cornerstones of creative thinking combined with a top-quality workforce. Today, 55 employees strong, Industrial Molds Group designs, engineers and builds injection

“As the tour began, I was able to experience and admire the attention to detail that goes into the design and project management planning, which not only keeps the customer informed but also, paves the way for streamlined operations in the shop.” - Tour Participant Justin McPhee, Mold Craft, Inc.

molds of complex geometries, ranging from single-cavi-ty to 32-cavity, high-volume molds. As a Tier 1 and Tier 2 supplier to the automotive industry, IMG also serves the industrial, commercial appliance, medical, lawn and garden and packaging markets. Under the helm of Peterson’s sons, Tim (vice president) and Eric (operations manager), and CFO John Kuntze, IMG team members pool from a wealth of knowledge to devise some of the best, most efficient mold building processes in the industry.

Advanced quality planning (AQP)As soon as Industrial Molds is awarded a new mold build, the information for the mold (i.e., press size, cavitations, mold base size, material selections, etc.) is entered into documents created by IMG but stored in Windchill soft-ware for the entire team to review and use as reference through the design and mold build.

A series of AQP meetings are held to ensure the optimi-zation of technology in the most cost efficient manner. Initial AQP meetings start with a Concept meeting where the account manager and engineer meet to discuss the part

Dennis Nord, EDM manager for Industrial Molds Group, discusses EDM procedures and work-holding solutions to palletize nearly 80 percent of its parts for robotic loading and unloading.

13www.amba.org

page 14 u

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information and develop a concept to pass along to the customer for approval. Next, an AQP Engineering meeting is held after the concept has been approved. From there, an AQP Internal Design meeting ensues where the account manager, engineers and the project manager review the design before submitting to the customer to ensure it meets IMG quality standards. Finally, an AQP Manufacturing meeting is held whereby the engineer explains the design to the entire team, consisting of the project manager, EDM (electrical discharge machining) team leader, HSM (high-speed machining) team leader and shop floor super-visor. The entire mold build is planned and components listed for routings through the shop floor departments. Each component is given a detail number and planned thoroughly for each operation through the build process.

Tour Participant Mike Mullholand, Freeman Company, offers his observations in the green card/red card exchange during lunch.


Focust page 13

EngineeringIndustrial Molds uses Pro Engineer for its design software and has invested a great deal of time developing a proprietary library of components using quality, time-saving strategies. Examples of these include the following:

• Mold base assembly files, which automatically create a finished mold base assembly, including the components required by each mold individually

• Slide assemblies, created using similar techniques

• Automatic B.O.M. (bill of materials) generation from layers/components inside the mold assembly

These are just a few examples of time-saving techniques that allow the designs to reach the shop floor quickly to meet decreasing deadlines. More importantly, they ensure that the mold design is complete, clearances are accurate and mold function is proper to meet the high-quality standards of Industrial Molds tooling.

“It was very evident that the up-front process engineering resulted in a choreograph-like system with one person being able to keep several machines running using robots to change out tooling and workpieces.” - Justin McPhee

HSM Machinist Jody Wilke (left) and HSM Manager Mark Hastings (right) demonstrate IMG’s latest advancements in HSM automation.

CCM (Coordinate Measuring Machining) for pre-inspection, then to EDM or HSM for the change and back to CMM for post-verification. The flexibility of IMG’s software in the cells allows team members to prioritize the work so that a hot job can be placed as the next item to run. When that is done, the work continues as planned.

The addition of a Makino F-5 CNC high-speed machining center, coupled with its S56 Makino high-speed machining center, completes the company’s hard-milling robotics cell. With these two machines and an Erowa robot with two racks that can hold 30 electrodes, 14 ITS pallets and 20 UPC pallets, capacity is not an issue. Industrial Molds can machine a variety of materials, including graphite, aluminum, soft or hard tool steels and even stainless.

A team-based approachBehind the technology and automation lies the Industrial Molds team – the heart of the company’s mold building operation. Accolades during the tour workshop were given to IMG employees, as the level of communication, upfront planning and involvement by the entire organization was overwhelmingly apparent.

Automation in high-speed machiningWorking as a team with the engineering department, IMG toolmakers and the EDM department devised many fixtures and work-holding solutions to palletize nearly 80 percent of its parts so that robots can load and unload the machines in the company’s EDM and HSM cells on a 24/7 basis. Once the part is on the pallet, it can go into the

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The constructive exchange of ideas in the AQP meetings enables all cells to decide the best path for the tool, fostering precise execution along every phase.

Cross training also has played a significant role in the company’s success. Having team members who can do multiple tasks makes finishing a small job with a quick delivery date much more achievable. Ultimately, teamwork has been one of IMG’s strongest building blocks to achieving excellence.

As one team member explained, “You can buy the latest technology, fastest machines and greatest software and still not succeed. You must have the right people who are properly trained, skilled and work with a team-minded attitude. Great minds come up with great solutions — a win for everyone involved.”

Photos courtesy of Creative Technology Corp., Carol Stream, IL, 847.910.1258, www.toddschuett.com

Industrial Molds Group’s large-capacity HSM, CNC and mold base department


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New Graphite Tool Holders from Ohio Carbon Blank

Ohio Carbon Blank (Willoughby, OH) is pleased to offer a new line of econom-ical square graph-ite tool holders. The holders are provided with either

50mm Erowa or 54mm 3R precision bolt patterns which allow precise centerline interchangeability and outside the machine pre-mounting. The products are offered in quarter-inch increments with sizes ranging from .75" to 2.00" square. Screw clamps with swivel pads allow secure work holding without shims or damage to the graphite blank. F-Tool manual machine chucks and start-up package pricing are available for these new products. Contact Ohio Carbon Blank for more information at 800.448.8887 or visit www.ohiocarbonblank.com.

Jabro-Solid² JS553 from Seco Offers Excellent Price-Performance Ratio

Seco, Troy, MI, introduces Jabro-Solid² JS553 (falling within the company’s JS550 series), which is an easy-to-use, versatile solid carbide square end mill that offers complete flexibility and an excellent price-performance ratio, setting a new efficiency standard in all general machining operations. The JS553 employs three flutes and cutting diam-eters that range from 1/8" to 1". It easily handles applications in a broad range of materials, includ-ing steel, stainless steel, cast iron,

non-ferrous materials, super alloys and hardened steel. Several features enable JS553 users to achieve increased performance and higher levels of productivity than they would with competitive designs. A double core gives the JS553 increased stability and reduced tool deflection, while its differential tooth pitch offers chatter-free machining and higher throughput. A polished Siron-A coating reduces the cutting tool’s friction and heat buildup for better chip flow and superior tool life. Furthermore, the edge prep on the JS553 allows for a controlled wear pattern. For more infor-mation, visit www.secotools.com/us.

Makino Introduces F8 and F9 Vertical Machining Centers

Makino, Mason, OH, expands its line of F-Series vertical machining centers with the new F8 and F9. Large produc-tion parts present challenges due to the size and range of the part. Big die and mold components

may test the work-weight capacity of most machines, and they could pose a unique dilemma for high-speed machining techniques and accuracy capability. Designed for power, speed, precision and versatility, the F8 and F9 are built to meet these divergent manufacturing needs in both the large part production and die and mold markets. The smaller F8 features X-, Y- and Z-axis travels of 51.2″, 31.5″ and 25.6″ respectively; a 61″ x 31.5″ table and a maximum workpiece size of 61″ long x 31.5″ wide x 21.7″ tall. By contrast, the larger F9 features X-, Y- and Z-axis travels of 63″, 31.5″ and 25.6″ respectively; a 72.8″ x 31.5″ table and a maximum workpiece size of 72.8″ long x 31.5″ wide x 21.7″ tall. Both machines offer a payload capacity of 5,510 pounds and feature a 30-tool capacity automatic tool changer and a unique, dual sliding door and chip- and splash-guard design for simplified loading and unloading of large workpieces. For more information, visit www.makino.com.

CADCAMConnect Expands its Supplier Network

GPI Prototype, Lake Bluff, IL, joins CADCAMConnect.com as a featured supplier. Now engi-neers looking to print their 3D CAD files into metal parts have an online commu-nity where they can get information and

purchase products at a discount. Manufacturers are discov-ering the advantages of taking their 3D CAD models and printing metal parts from them, whether it is tooling for injection molding, medical applications or aerospace.

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“The results are incredible: reduced waste, no tooling costs, the ability to create highly complex parts, little to no inventory and speed to market,” said Tim Ruffner, VP of business development at GPI Prototype. For more information, visit www.cadcamconnect.com or www.gpiprototype.com.

New Low-Temp Chillers from Mokon Mokon, Buffalo, NY, recently announced that its line of Iceman portable chillers has been expanded to deliver low-tempera-ture process fluids as cold as -10°F (-23°C) on models up to 10 tons with both air- and

water-cooled condensing. The main feature of the Iceman LT Series chiller is its semi-hermetic discus compressor arrangement that is very robust and easy to service with

internals that can be replaced, allowing it to be used in a broad range of industrial and commercial applications. Additional features include a cylinder unloading/hot gas bypass feature used for capacity control and a microproces-sor-based digital controller that is specifically programmed for chiller applications. The Iceman LT Series utilizes R-507 refrigerant that provides customers with an envi-ronmentally friendly option to replace CFCs and HCFCs. For more information, visit www.mokon.com.

E2 Shop System Receives Gold Certification

Shoptech Software, Glaston-bury, CT, announced it has attained the QuickBooks Gold Developer Certification with the Intuit Marketplace for the E2 Shop System. The certi-fication process consists of a range of tests, case studies and a customer satisfaction survey performed by a third party.

The specialty steel industry is not as big as somemay think. In reality, buyers only have 2 choiceswhen it comes to specialty steel suppliers in North America.

One supplier is posing as three separate compa-nies, but operates as a joined enterprise. And theother is a bit more nimble.

Ellwood Specialty Steel is the number-one choicefor fast service and faster delivery, on the day promised or earlier. Whether you need a quote orhave a question, ESS stands ready to meet andexceed expectations, every time.

For more information on how to avoid the 3-headedenterprise or to get a fair and independent quote,please visit http://nostrings.elwd.com

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Product

“We are very excited to achieve the Gold Certification status from Intuit,” stated Greg Ehemann, VP of sales at Shoptech Software. “Thousands of QuickBooks users across North America have selected E2 as their shop management soft-ware. The customers get the best of both worlds: running the number one shop control system, E2, on the shop floor and keeping the award-winning QuickBooks accounting for the office.” E2 is the highest-rated ERP system in the QuickBooks Solutions Marketplace with a 4-star plus rat-ing. For more information, visit www.shoptech.com. Largest Selection of Date Stamps and Plugs

P r o g r e s s i v e C o m p o n e n t s , Wauconda, IL, offers the largest selec-tion of competitively priced date stamps and plugs in the

industry, including the services of a knowledgeable tech team to assist with identifying or locating the right date stamp products for any need. All of Progressive’s center replacement inserts are laser etched for easy identifica-tion at year-end changeovers, plus with its full line avail-able globally, customers are assured of timely delivery no matter where the tool is being built or run. For more information visit, www.procomps.com/Date/.

GF AgieCharmilles Introduces Market’s Largest Laser-Texturing Machine

GF AgieCharmilles, Lincolnshire, IL, now offers the larg-est laser-texturing machine on the market with its new LASER 4000 5Ax. Featuring a completely new

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mechanical design, the 5-axis machine easily adds unique and various textures to oversized molds for a wide range of components, including bumpers, instrument panels, door panels, central consoles and airbag covers for the automotive industry and other industries working with large components. The LASER 4000 5Ax operates in such a way that a large component as big as 3 x 4 meters and as heavy as 18 tons remains stationary on the floor while the machine’s axes move around it, expertly textur-ing on all part sides if needed. Such movement is possible because the machine’s fourth and fifth axes are attached to the Z-axis head. Additionally, the LASER 4000 5Ax manages 3D distortion of texture and masters texture direction related to part shape. Because of its fully digi-tized process, the LASER 4000 5Ax allows manufactur-ers to envision a design, preview it onscreen and perfectly reproduce it on a workpiece. For more information, visit www.gfac.com/us.


Technology

Choosing the right tool will pay huge dividends in the quality, repeatability and overall success of a job. This article will discuss the different types of materials, which tools to choose and how to use them. Three major applications in the machining of molds exist: pre-hardened materials (30-65 HRc), annealed or softer materials (less than 30 HRc) and graphite electrodes for EDM. Each of these mold materials has specific cutting tool geometries, carbide grades, coatings and techniques that ensure the best material removal rates and the longest tool life.

Tips and Tricks for Choosing the Right Cutting ToolBy Mike MacArthur, National Sales Manager, RobbJack Corporation

Pre-hardened materials (30-65 HRc)Starting with the harder materials that run up to 65 HRc, the four most common (and recommended) tool types for cutting pre-hardened mold materials are ball end, toroidal, multi-fluted bull nose cutters and square end tools.

For 3-D cuts, the number one “go to” choice is the ball end cutter. The ball end cutter with advanced coatings is the primary choice for three-dimensional cutting of cavi-ties and cores.

The best way to apply ball nose cutters is to rough out the part in a constant Z-level roughing routine. This is a cutting path that roughs the part out at a constant Z-depth and uses an X or Y step-over to produce the three-dimensional shape. Climb milling is the preferred cutting direction. Using this type of tool path helps reduce the amount of heat produced and will result in cuts that are closer to the finished shape required. If you have to use a raster tool path, make sure not to zigzag the tool and cut in a climb

mill direction only. During roughing or semi-finishing operations, typical radial step-overs (X- or Y-axis move-ments) are 25-40 percent of the diameter of the cutter. Axial depth of cuts (Z-depth) depends on the hardness of the part. For 30-40 HRc, use a Z-depth of 10 percent of the cutter diameter per pass. For 40-50 HRc material, use a Z-depth of five percent of the cutter diameter per pass and for materials greater than 50 HRc, use a Z-depth of four percent of the cutter diameter.

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Less care needs to be taken in programming techniques with softer material, but many of the same techniques used for difficult-to-machine materials and harder materials are used for softer materials. Many companies are choosing to use tool paths that control the engagement angle of the cutter and reduce heat build-up.

The toroidal type of tool is best for tight areas like helical bores and ribs, or for when the cutter diameter is close to the radius of the part. The toroidal shape gives many advantages over other cutters.

These cutters are able to cut flat floors with larger step-overs than ball nose cutters, but are much better suited for tight areas. By sticking with a 2-flute cutter and the toroidal shape, surface contact, heat and deflection issues are minimized. When using toroidal tools on the side of the cutter for profiling applications, the hardness of the material affects the radial step-over. For materials 30-50 HRc, use a step-over of five percent of the tool diameter per pass. If the material is harder than 50 HRc, use a step-over of two percent. In both cases, a Z-depth of one x the diameter of the cutter per pass can be used.

If you are using the tool like a face mill (cutting on the end of the tool only) on flat floors, with the tool on flat floors or doing helical bores, the radial step-over is 25 percent of the cutter diameter and two percent in Z-depth per pass. If going down in a helix, use a 2-3 degree helix angle.

Bull nose cutters work best for wide-open areas with flat floors or straight walls. This tool works best to profile the outside shape with straight walls or very wide-open areas because of the number of flutes. The high number of flutes allows for faster feed rates, but the operator must minimize the amount of contact with the cutter and use light radial-width cuts. Smaller diameter tools reduce the amount of surface contact so operations with less rigid machines benefit using smaller diameter tools.

Multi-fluted bull nose cutters are applied the same way as toroidal tools. Use the same step-overs and depth of cuts as the above diagrams. Multi-fluted bull nose tools can cut slots in hardened materials when using trochoidal tool paths or new tool paths that control the angle of engagement of the cutter. It is important to make sure the tool is about 50 page 22 u

percent of the slot width to allow for enough movement and ensure the angle of engagement does not increase and generate too much heat.

The very last tool to be used for pre-hardened materials is the square end cutter. All the force and heat are focused on the corner of the tool. If heavy amounts of material are removed with a sharp corner, the tool will tend to chip. For this reason, square end tools should only be used to pick out the small radius left from a toroidal or bull nose cutter when sharp corners are required.

Annealed or softer materialsThese materials range from steel mold bases to aluminum materials. There are many types of tools used for this category of mold materials.


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In general, if using a tool with a 10-percent radial step-over in straight-line machining (profiling), the arc of engagement is 37 degrees. But when a corner is hit, the angle increases to 127 degrees. This spike in engagement increases heat and tool pressure, causing problems with tool life and part quality. Some CAD/CAM systems incorporate the new hybrid paths and control the angle of engagement keeping it constant in corners and tight areas, while in more open sections use more traditional tool paths. What does this mean to the programmer? It means more predictable tool life and consistent parts.

In addition, CAD/CAM systems exist today that have taken the trochoidal tool paths even further. Instead of just using the typical trochoidal path, they actually control the engagement angle. Essentially, the amount of engagement does not increase — even when entering a corner or other complex geometry. The tool sounds the same in corners as it does in straight line cuts. This helps eliminate variations in finish and accuracy. The tool has constant tool pressures that do not fluctuate as the part geometry varies and helps to control excessive heat.

Today’s mold shops are putting much more thought into their tooling to optimize machining operations, reduce cycle times and produce far superior mold surface finishes. Factors such as cutting tool and workpiece materials, workholding and toolholding now are part of the equation when it comes to selecting cutting tools.

Cutting tools and workpiece materialsMost cutting tool manufacturers develop cutting tool grades and geometries for specific materials. In mold machining, those materials are typically P20 steels, CPMV 10 and powdered metals. It is critical to select the right grades and geometries according to the particular material being machined to avoid premature tool failures. Additionally, matching cutting tool to material increases performance and predictability, which results in fewer tool changes, less rejects and less reworking.

If a material is 52 HRc or softer, general purpose solid carbide tools work well. For materials harder than that, solid carbide end mills with different geometries and

Other Key Tooling Considerations for Mold MachiningBy Todd Miller, Milling Product Manager at Seco Tools

coatings such as aluminum titanium nitrate designed for extremely hard materials should be used. Plus, for solid carbide tooling, there are special blends of coatings unique to individual tooling manufacturers. For indexable insert cutters, insert geometries and coatings for hard milling will work for most extremely hard powder metals. And the different insert grades and chip grooves available on today’s indexable insert cutters make it possible to optimize machining harder mold materials.

Once cutter types are determined, proper cutter radii sizes must be selected. Cutter radii must be smaller than inside mold corner radii. If the radius of a tool matches that of a mold’s corner radii, what is known as a “hard stop” will occur, as opposed to the cutter flowing smoothly through the radius. For finishing, smaller diameter solid carbide cutters are recommended. And today’s cutting tool companies provide solid carbide high-feed cutters as well.

The same radii principle also holds true for roughing opera-tions – using cutter radii smaller than those of the workpiece.

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perform at their optimum when run dry. The exception is running with oil mist, but doing so at all times. For hard milling, the rule is absolutely no coolant at all, unless oil mist is available.

ToolholdingWhen it comes to tool holding, most cutting tool companies recommend vibration-dampening holders for mold machining and for use with today’s advanced cutters. The best tool in a sub-par holder will fail to achieve optimum performance and tool life, while advanced high-performance holders can potentially double tool life.

Vibration control is critical, especially with long tool gage lengths and in high-feed milling rough machining applications. The key is that these vibration-dampening holders are designed to reduce harmonics and vibrations generated by the cutting process.

The author can be reached by email at [email protected], or for more information, visit the website at www.secotools.com/us.

It is easy to program a part using these new hybrid tool paths. The operator simply has to enter the typical information and the radial step-over desired. The CAD/CAM system will handle the rest and control the angle of engagement.

Graphite machiningThe three major tool types for graphite machining are ball end, bull nose and square end. Diamond-coated carbide tools are used to extend the tool life when cutting EDM electrodes.

When cutting graphite, abrasive wear is where the difficulty lies. Cutter path and technique are not as critical, so usually the electrode shape dictates the type of cutter to be used. Diamond-coated tools are widely used for this type of cutting due to the added wear resistances of the true diamond coating. Tool life ranges between 10-30 times longer than uncoated carbide cutters. Some graphite shapes require very sharp cutting edges for thin ribs, sharp geometry or small parts.

Previous generations of diamond coatings could not be used in these applications and carbide was the only option,

but now there are thinner diamond coatings available with the advantages of sharp carbide tools and the added wear resistance of a true diamond coating. Having this thinner diamond available not only helps in those difficult applications, but also helps reduce the cost of the diamond-coated carbide tools. Because of the availability of various diamond coating thicknesses, moldmakers who do not have high production quantities or need less expensive tools now have choices. They can use tools that are less expensive than thick diamond but still have the advantages of very long-lasting, true diamond-coated carbide tools. The new diamond coatings are available in thicknesses from 2 microns to 20 microns as standard and are great for the finishing of electrodes for ribs or other critical areas.

Mike MacArthur has worked for RobbJack Corporation, Lincoln, CA, for 18 years. Currently, he is the national sales manager, responsible for research and development, and is actively involved in developing tools and processes for the moldmaking industry. For more information, call 916.645.6045 or visit www.robbjack.com.

While this leaves more material in corners, it helps main-tain consistent, even cutter load for all the subsequent semi-finishing and finishing operations.

Just as critical as cutter radii is cutter rigidity, and cutter draft angles/tapers play a key role in this. Most cutters are either relief neck or tapered neck styles. Relief neck tools provide a smaller diameter than the flute size above the flutes and below the cutter’s shank diameter. With tapered neck style tools, there is the cutting diameter, then a relief area that is smaller above that, and then a taper up to the shank diameter. Most long-reach cutters incorporate tapered neck designs.

Less draft angle means more rigidity in the tool; but, draft is needed to avoid rubbing against mold cavity sidewalls. To choose the most rigid cutter, mold cavity drafts must be taken into consideration. Cutting tool drafts should never match or exceed mold drafts. For instance, if a mold cavity has a 3-degree draft on all its side walls, tools with drafts up to 2.5 degrees on their relief can be used.

CoolantAs far as the use of coolant is concerned in mold machining, most of today’s advanced cutter designs and geometries


Technology

Q: What graphite electrode should I use for my EDM application?

A: Practically any electrode material can be used in the EDM process; however for maximum efficiency, certain considerations must be taken into account. The type of EDM material used for an application is highly dependent on the type of work metal being EDM’d, the detail on the electrode and the desired performance factors.

• Work Metal: Some work metals can be EDM’d with standard graphite, while others require a copper-impregnated electrode material. The key factor is the thermal conductivity of the work metal. Low thermally conductive metals such as steel do not dissipate the spark energy very rapidly and therefore, can be EDM’d efficiently using a standard graphite. Other, more conductive work metals have the tendency to dissipate the thermal energy of the spark throughout the piece and therefore require a copper-impregnated electrode material for maximum efficiencies.

• Electrode Detail: Electrodes with critical detail will require a material exhibiting a fine grain particle and high flexural strength. Generally, graphite that has a balanced combination of high strength, small particle size and uniform microstructure allows the machining of more intricate detail than a material of larger particles, lower strength or inconsistent microstructure. Electrodes with this type of detail generally require a material of five micron particles or less. This would include mate-rials in the “Ultrafine” or “Angstrofine” classification.

• Desired Performance Factors: The key performance factors in EDM are primarily focused on metal removal, electrode wear or surface finish. These factors will have significant influence on the type of electrode material chosen. Materials with larger particles exhibit faster metal removal, but also will have a rougher surface finish and higher electrode wear than a fine grain material. Conversely, if the desired performance is to preserve the electrode or achieve smooth surface finish, then a fine grain material such as one in the Ultrafine or Angstrofine classification should be used.

The key point is to determine the electrode material based on the application and not based solely on price. This will ensure the most productive, profitable process in the EDM.

Q: What are the different methods available to prevent rusting of mold details during wire EDMing?

A: Controlling the formation of rust can be a very chall-enging task during the Wire EDM process. For starters, minimizing the amount of time the work piece sits under-water will help to manage the amount and level of rusting that occurs. Additionally, other methods can be employed that will reduce the amount of rusting:

• Spray Corrosion Inhibitors: Use some form of spray corrosion inhibitor, such as CRC Brand SP-350 or SP-400, on the work piece before WEDMing (Wire ED-Ming). Be mindful as to what type of rust inhibitors is used and how much is applied to avoid contaminat-ing the water and unnecessarily depleting the di-resin. Avoid corrosion inhibitors that are thin and oily, as the inhibitor should remain on and protect the work piece. As an alternative, Dykem Layout Bluing can be used to protect work surfaces, or even a light coating of grease may be used. The down side to this method is that all work piece surfaces will need to be properly cleaned after WEDM machining, which may require some specialized chemicals to clean efficiently.

• Water Additives: There are specially designed WEDM rust inhibitor chemicals on the market, such as Savin 600 or Hirschmann H20 Plus, which can be added to the di-electric water to help minimize rust. These products do not eliminate rust entirely, but they do a good job in controlling the amount and level of rusting that does occur. The downside to these additives is that the con-centration level will have to be closely controlled and monitored, and some will reduce the life of the di-resin.

• Electronic Protection: Makino has recently developed a new anti-rust option for its wire EDM machines. This system uses special cathode electrode plates that are installed in the work tank and are electrically charged, providing a form of anti-electrolysis to the entire work

Q&A EDM Technology

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piece and work tank. The use of a charged electrical circuit impedes the chemical reaction (oxidation) that creates rust on a work piece, and this function is auto-matically active any time the work tank is filled dur-ing machining or while sitting idle. While this system is very effective in preventing the formation of rust, it also eliminates the time of secondary operations to clean parts after Wire EDM, and requires no special maintenance or monitoring to sustain its performance.

Q: If I EDM several different materials (steel, aluminum, carbide, Moldmax®, Ampcoloy®, others), how many different grades of graphite must I consider?

A: Graphite is not a one size fits all. The properties of these workpiece materials (melting temperature and electrical and heat conductivity) vary substantially. Therefore, the graphite requirements used to EDM the materials also will vary substantially. Steel can be EDM’d with many grades successfully, whereas aluminum with a low melting temperature requires only a relatively inexpensive graphite grade. Carbide, Moldmax® and Ampcoloy® are EDM’d most efficiently using copper-impregnated graphites. Ask the graphite distributor for its graphite specifications and grade recommendations to ensure EDM efficiency.

Q: Setting and planning a job for EDM is very time consuming (part locations, offsets, over burns, electrode order, number of electrode required, finishes, flushing, etc.). What advancements have been made to streamline this more?

A: Today there are several systems that allow for presetting work outside the machine so that valuable cutting time is not lost from setting up in the machine. Utilization of machining time is critical; therefore, the more planning and set that can be done while machines are running will help a company stay competitive. For example, some of the systems that do this include EROWA, 3R, Hirschmann, etc., which are all producers of repeatable tooling systems.

All these companies have a repeatable tooling system that can be adapted to the table of the WEDM. This allows the moving of pallets on and off the machine table very accurately. The benefit is that a pallet can be set up off the machine while another one is in the machine being

processed. Then the setup is greatly reduced simply by removing the completed pallet and replacing it with the pre-set up one. Repeatable accuracies of two microns or better are achieved with the top system.

Q: What can be done to troubleshoot and/or enhance the burn in “non-standard or exotic” materials like Beryllium, Copper or High-Carbide content tool steel? It would be helpful to know what parameters can be modified to make the EDM process faster without making it unsafe or on the verge of scrapping a part.

A: This is a difficult question to answer without delving into the particulars of the burn requirement, but here are a few “rules of thumb” that have been known to increase the efficiency in an EDM application with exotic material:

• Negative polarity to the electrode is a must.

• Achieving low on-times so the spark energy stays in the cut and is not dissipated throughout the workpiece (due to high conductivity of exotic metals) is impor-tant. Depending on the workmetal, on-times of 12 to 25 microseconds seem to work best.

• Use a copper impregnated graphite electrode, which provides faster speeds than standard graphite, CuW or other types of electrode materials.

• Keep amperage in check. In this case, high amps do not always provide more efficient performance.

Special thanks to article contributors:

1. Makino: Brian Pfluger, Makino EDM team leader, [email protected], 248.232.6217, www.makino.com

2. Poco Graphite: Jerry Mercer, manager EDM applications and mold coatings at Poco Graphite, [email protected], 940.393.4252

3. Erowa: Chris Norman, COO, EROWA Technology, Inc., 847.290.0295, [email protected]

4. Toyo Tanso Graphite USA Inc.: Russ Sutcliffe, EDM product manager, [email protected], www.ttu.com


Association

This annual survey provides all participants with a 35-page analysis of employee wage and benefits information for the mold and die cast industry. This data is not available anywhere else and is consistently ranked by members as one of the top five AMBA member benefits. See if your company offers competitive wages and benefits, a key to employee retention and hiring ability in this time of moldmaker and machinist shortages. Only participants in the survey will have access to the results.

2012 AMBA Wage & Benefits Survey – Participate to Get Results

Participate in the online survey and receive the following:

• Details on what employee benefits moldmaking companies offer their employees, including bonuses, stock options, vacation pay, shift premium, holidays, personal time, educational assistance, etc.

• Average and median hourly wage rates for 38 different moldmaking company job categories, including moldmaker, CAD designer, machine operator, machinist, shipping/receiving and many more!

Watch for the survey to arrive in your email soon.

New GE Lighting Program and 2-Day Sessions

Leading manufacturing executives understand the import- ance of creating and maintaining an environmentally friendly workplace. From ergonomics and air flow to noise and proper lighting, these factors combine to impact the overall efficiency of the workforce. The AMBA is excited to announce the launch of a new addition to the Grainger Program. In partnership with Grainger and GE Lighting, members of the AMBA now will have more aggressive pricing for an array of lighting components. With new legislation taking effect this past July, the AMBA wants to ensure members have the tools and resources to cost-effectively meet these new requirements.

Our new average discount for commonly used lamps will be 38 percent. Market conditions have forced all suppliers to adjust their market prices, therefore this new program will help offset the economic pressures of rare earth metals and offer our membership extremely competitive pricing. If you are not registered for the Grainger program, contact the AMBA at 847.222.9402. This will register you automatically for the GE Lighting program as well.

2-Day Seminar: The AMBA’s strategic partner, GE Lighting, is providing a comprehensive two day workshop on the right way for a business to incorporate the use of light in order to obtain the absolute best investment payback and

maximize its positive effects. During this comprehensive seminar, lead experts will educate our member executives on

1. Maximizing productivity with the use of proper lighting strategies.

2. Proper selection of lighting sources and uses. 3. Understanding the actual cost of light and tools to

reduce those costs. 4. New energy and disposal legislation.5. Lowering maintenance costs.

Finding competitive advantages in the marketplace comes in many forms; understanding lighting is a strategy for all best-in-class industrial facilities. AMBA Members can participate in this workshop for only $79.00. GE Lighting is offering to pay any member’s expenses to and during the event. This includes travel, food, lodging and a special event. The remaning dates for this workshop are December 3-5. If interested in the seminar, please contact the AMBA at 847.222.9402 or email [email protected].

AMBA Calling for Reshoring Successes

The winter edition of The American Mold Builder will include an article written by Harry Moser, founder and president of the Reshoring Initiative, on the benefits moldmakers can derive from reshoring. In preparation, the AMBA is seeking case studies of moldmakers who are making molds for customers who had previously been

sourcing in China, or for molders who have reshored molding. All companies related to mold building or plastics processing are encouraged to email Moser at [email protected] with the story of their reshoring successes. With permission, the best stories will be highlighted in the article.

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Thursday, November 15, 2012, 12pm-12:30pm CT Cost: No Charge

Moldex3D Plastic Flow Analysis Software offers true 3D solid element technology coupled with ease of use and a process that is quick “CAD to Analysis to Results”. The plastic flow analysis software industry is continually chang-ing and many technologies on the market suggest true 3D flow but do not deliver. For over 30 years, Moldex3D has focused less on advertising and more on investing in its core quality solver and technical advances.

In this webinar, Richard Carobus, EPS FloTek, will guide participants through the technical differences between Moldex3D and other software products, including base code, element type used, true 3D vs. pseudo 3D, quality of results and ease of use. Participants also will

• Discover the history of the Moldex3D technology and its development over the years.

• View full features of the Moldex3D eDesign and explore modules available and purchase options, includ-ing off- and on-site cloud computing for total flexibility.

• Experience a live demonstration showing CAD model to analysis, including full 3D perfect quality, high-resolu-tion mesh, runner, cooling lines, mold base and process setup (evaluation software will be given upon request).

Register online at www.amba.org/Webinar_Registration.php.

The AMBA is excited to announce the Renaissance Convention Center Hotel in Schaumburg, IL will be the site for the AMBA Annual Convention. Set to take place April 24-26, 2013, the Convention will follow the same regional geographic strategy as was utilized for the AMBA’s 2012 convention in Grand Rapids, MI this past May. Located just 15 miles from Chicago’s O’Hare Airport and 30 miles from downtown Chicago, the Renaissance provides the convenience of attendee drive-ins from all areas of the Midwest, as well as multiple direct flight options to/from Chicago’s O’Hare Airport.

2013 AMBA Convention Dates Announced

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A strong program line-up is already in the works, including

• Operational and financial benchmarking data and metrics

• Best practices information from leading-edge mold building executives

• Plant tour workshops • Peer-to-peer exchange forums and much more.

New Webinar from AMBA

Moldex3D Flow Analysis Software - Technical Differences, New Advances and Future Developments

Stay tuned to www.amba.org for additional information coming this fall.


Members

Integrity Tennessee, Pulaski, TNPaul DiGiovanni, President931.207.8334 • www.integritytoolandmold.comIntegrity designs, repairs and manufactures high-quality, high-production tooling to suit presses ranging from 200 to 5,000 ton. The three principles that allow Integrity to be an industry leader offering shorter lead times and globally competitive pricing are 1) utilizing the latest state-of-the-art technology and software, 2) employing only the highest skilled people in the trade and 3) hiring skilled management.

Polymer Conversions, Orchard Park, NY Mike Juda, Business Unit Leader716.913.4701 • www.polymerconversions.com PCI specializes in manufacturing high-precision and tight-tolerance tool builds for the healthcare marketplace. Its expe-rienced and dedicated engineering department will work with customers through the design phase and into production.

Prairie Tool Company, Aberdeen, SDNeil Bellikka, President605.225.4028 • www.prairietool.netPrairie Tool Company manufactures and designs excep-tional quality plastic and rubber injection molds. It works with customers to take projects from rough design to finish design to completed tooling ready for production. The company also provides quick turnaround delivery times on prototype-molded parts. Prairie Tool manufactures for the automotive, electronic, medical, lawn and garden, construction and many more industries.

Venture Global Engineering, Sterling Heights, MIJohn Murphy, Executive Vice President586.481.0355Venture Global Engineering builds new injection, blow, two shot and compression molds. The company also specializes in engineering changes and mold repair in-plant or pick up.

PTA Corporation, Longmont, CORich Dorans, Vice President of Operations303.652.2500 • www.ptacorp.comPTA specializes in custom tooling and injection molding for low/mid-volume, high-mix projects and applications. PTA Corporation is a recognized leader in plastic injec-tion moldmaking and production molding. Its facilities utilize state-of-the-art technology and skilled staff to run production around the clock. PTA’s staff has extensive

Welcome New Members and Partners

plastics experience and many of its engineers, designers, tool-makers and machine operators have cross-disciplinary expe-rience that allows for more effective design and production.

Wilco Die-Tool-Machine Co., Maryland Heights, MOJim Link, Tooling & Engineering Manager 314.872.9252 • www.wilcotool.comWilco has over 60 years of experience providing the highest quality service in custom molding, design and build of injection molds and automation.

Partners

Crafts Technology, Elk Grove Village, ILDavid Lemaistre, Vice President of Sales847.758.3100 • www.craftstech.netCrafts Technology designs and manufactures specialized products utilizing hard materials to produce wear parts, components and custom tooling. Crafts is known for providing application engineering to assist customers in identifying the optimum material for the development of products that provide the best performance and the least cost method of manufacturing.

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Chapter News

Chicago

The chapter held a general membership meeting on September 25, 2012. Eric Danielsen of IMEC gave a presentation on ISO 9001 and IMEC’s capabilities in assisting a company in achieving ISO 9001 compliance. A video titled “Filling the Skills Gap” was shown to the chapter members. Developed by Creative Technology’s Todd Schuett and Paul LoPiccolo, the video highlighted an innovative high school program that runs its manufac-turing program as a for-profit business. Other classes like math and English gain relevance as students work directly with their paying customers, as well as making the parts.

West Michigan The West Michigan Chapter’s 5th Annual Golf Outing was its best yet! Again, the weather was perfect and the golf at Egypt Valley Country Club challenging. There were some great giveaways, such as a car lease and a $10,000 cash prize for a hole in one on a couple of par 3s. Fun

was the attraction, with a bit of competition thrown in for good measure. Competition was tough at the top, with only three strokes separating the first and third place teams. Byrne Tool & Die again fielded the winning team, carding a score of 58. Century Sun Metal Treating teamed with General Die to place second with a 60, and Clinton Aluminum placed third with a 61. The big winner, however, was the chapter’s scholarship program. This year the chapter managed to not only have sponsors on every hole, but the breakfast, lunch and on-course beverages were sponsored, which helped raise over $12,000! Thank you to all who participated and look forward to another great event next year.

The chapter is hosting a general membership meeting on November 13, 2012, with speaker David Lefere of Bolhouse, Baar and Lefere, who will discuss the topic of Employment Law.

MinnesotaThe chapter held its 17th Annual Chapter Golf Outing at Oak Glen Golf Course in July. As always, this was a huge draw for the chapter as 104 golfers participated in the event. The outing was very fortunate to have numerous sponsors at the event and $8,300.00 raised from the golf

outing will be used for scholarships. After the tournament ended, dinner was served for all participants. A raffle was held with so many prizes that nearly everyone went home with a special gift. Special thanks are given to all of this year’s sponsors and participants of this successful event.

The tournament’s winning team: (l. to r.) Dan Mishek, Jesse McConaughey, Jason Lilla and Andy Paulson of Vista Technologies.

The golf tournament’s winning team: Byrne Tool & Die team members (l. to r.) Dan Byrne, Tim Warwick, Scott Johnson and Mike Maas


Strategies

Whether you’re considering selling today, in five or in ten years, the time to plan is now. Some things must be done at least ten years before a sale to minimize taxes. Furthermore, buyers will be skeptical of profitability improvements implemented shortly before sale and might even view them as short-term fixes that could damage the value of the busi-ness. Whether you sell or keep your business, the things you do to prepare your business for sale can increase its value, make it more secure and increase its cash flow.

Know your company’s valueYou need to know the value of your company so that you can determine if you will get enough through a sale to meet your needs. Understanding what drives the value of your business also will help you to identify areas for improvement. What makes your company unique? Why do customers return year after year? What gives you an edge? Does your company provide world-class service? Do you own proprietary technology or intellectual property?

Is your company ready for sale?Look at your company through a buyer’s eyes. Examine every aspect of your business to be certain it’s ready for sale. For example, your company’s sales are up 18 percent to 20 percent for two years in a row – but the bottom line is flat. If you sell your company under these circumstances, you won’t receive compensation for the increase in sales and might even get a lower price.

A buyer might think your company is making low margin sales to increase revenues, thereby diluting its profit margins. Or, a buyer may wonder what’s wrong with the business, or whether costs are rising out of control. You will be able to get more for your business if you take the time to identify the problems and fix them.

To determine if your company is ready for sale, ask your-self the following questions:

Is my financial and operational reporting reliable and timely? Reliable financial and operational reporting will give youthe information you need to identify areas for improve-ment. If you don’t get reliable management reports in a timely manner, it will be more difficult to increase the value of your business.

Also, potential buyers will look closely at your books and records, particularly during due diligence. They might use discrepancies to try to lower the price. Make sure your books match your actual inventory, receivables are prop-erly accounted for, reserves are accurate and your financial statements reflect economic reality. If you have never had an audit, you should consider having your financial state-ments audited starting several years prior to a sale.

Sellers also complicate their lives by running personal expenses through the business. In order to get maximum value, the seller must demonstrate to buyers that these expenses are not necessary to the business, placing the seller in the tenuous position of sharing sensitive informa-tion with outsiders.

Do I have a solid management team? Buyers are concerned about what will happen when the owner, presumably the driving force behind the business, retires. A strong management team is appealing to buyers and an asset to you. If your business has an established management team, a buyer will see that the value is in the business rather than in you personally.

Do I have solid, diverse customer relationships? A large percentage of sales to one customer can lower the value of your business. Also, be certain that more than one individual has a relationship with important customers and that the relationship is not solely dependent on you. If it is, begin diversifying the relationship now. Reducing custom-er concentrations and broadening customer relationships takes time. Start now. By reducing concentrations, not only will you increase the value of your business, you will sleep better at night.

Do all of my customers add value? Some customers might yield lower margins, pay more slowly or demand a higher level of service than others. Consider firing difficult customers who are marginally profitable and instead reallocate the resources used to ser-vice those customers to pursue more profitable business or simply reducing capital requirements.

Do I manage working capital as tightly as possible? Cash flow drives the value of a business. It is impacted by the capital required to fund operations.

The Time to Plan for Life After Business Is NowBy Patrick McNally, Partner, Blackman Kallick & Plante Moran

31www.amba.org

As a business grows, its capital requirements grow. Decreasing the amount of capital required for operations de-creases the need for additional capital to grow the business.

Manage your inventory as tightly as possible and keep accounts receivable current. Managing receivables and inventory better not only reduces working capital require-ments, but reduces your exposure to your customers’ finan-cial problems and to inventory obsolescence.

Do you pay vendors too quickly? If you don’t get a discount or other benefit for paying quickly, you are helping your supplier improve his cash flow and the value of his busi-ness to the detriment of yours. Pay on time, not early!

Do I have any unnecessary assets? If you have unnecessary assets, consider selling them or writ-ing them off. Disposing of excess equipment will lower the apparent capital required to run the business. Furthermore, you will free up space and realize immediate cash flow.

You also should consider removing other assets, such as life insurance and investments, to erase any confusion as to whether the assets are integral to the business or who will own them after the sale. For example, a buyer might claim that the negotiated price included the insurance policy that you did not think you were selling. Look at every line on the balance sheet to see if assets can be reduced.

Is my equipment well maintained and up-to-date?Maintain service and downtime records so you can dem-onstrate to buyers that your equipment is maintained reg-ularly. Otherwise, a buyer might be concerned about ad-ditional maintenance and repair costs once he takes over your business.

Is overhead in line with operations?Look carefully at general and administrative costs. Are you running as lean as you can? If not, make changes now. Buyers are wary of recent cost reductions. Give improve-ments time to stick so that buyers can see they are real.

How do I compare to my peers? Compare your operations to industry averages. Is your gross margin higher or lower than your competitors? Do your accounts receivable and inventory turns compare favorably? You can ask your accountants and bankers. Valuation pro-fessionals routinely compare companies to competitors and industry averages and are an excellent source of information.

Is my business optimally structured for tax purposes? Taxes can have a big impact on how much of the value you keep. If you are a C-Corp and a sale of your business

is structured as an asset sale, you might pay taxes twice. If you sell within ten years of converting from a C-Corp to an S-Corp, you might be exposed to the built-in gains tax.

The benefits begin immediately By planning well in advance of a sale, you can take advan-tage of swings in the economy to select the best time to sell. You also will have time to properly prepare for a sale and in the meantime, you will enjoy increased cash flow. By making your business more efficient and putting a solid management team in place, you remove day-to-day pres-sure from your shoulders. Your business might even run so smoothly that you decide you don’t want to sell!

Patrick F. McNally, MBA, CPA, ABV, CFF is partner in charge, corporate finance consulting, for Blackman Kallick in Chicago. Contact him at 312.980.2934 or via email at [email protected].

This article is reproduced with permission of Manufacturing Today, a Phoenix Media publication. For more information, visit www.manufacturing-today.com.

[email protected]

Wisc_Engraving.indd 1 10/23/08 1:33:02 PM


industry

IMTS 2012 Spells Success The 29th edition of the just-completed IMTS proved the continuing leader-ship of manufactur-ing as the show en-joyed the strongest results in more than a decade. Hosting exhibitors and visitors from 119 countries, IMTS 2012, which ran Sept. 10-15 at Chicago’s McCormick Place, covered 1.248 million net square feet of exhibit space with 1,909 exhibiting companies. Total registration for the event reached a 21.6-percent increase over 2010. Additive manufacturing, collaborative manufacturing, multi-spindle machines and multi-tasking machines were stars on the show floor. Featured both in the IMTS Emerging Technol-ogy Center (ETC) and in several exhibitor booths, additive manufacturing continued to gain traction as a production process. “The energy level among visitors and exhibitors was at an all-time high,” said Peter Eelman, vice president-exhibitions and communications for AMT (The Association for Manufacturing Technology). “The most exciting take-away from IMTS 2012 is what it says about the prospects for manufacturing over the next year. The overall activity and buzz indicates that we are entering a period of sustained growth that will fuel economic prosperity and job creation.” For more information, visit www.imts.com.

MGS Mfg. Group Celebrates 30 Years in the Plastics IndustryMGS Mfg. Group, Inc., Germantown, WI, a leading provider of engineered manufacturing solutions to the plastics industry, celebrated its 30th year in business this past summer. Founded by Mark G. Sellers, the company began operations in 1982 as Moldmakers Incorporated. During the ensuing 10 years, Moldmakers Incorporated established an industry-leading reputation for building high-quality injection mold systems with aggressive lead times. In the mid 1990s, the company began investing in injection molding presses to offer customers a single source of supply for tooling and sampling services. In 1997, the company opened an 80,000 square foot injection molding facility across from its newly constructed corporate head-quarters in Germantown, WI. To provide increased manu-facturing capabilities, a second injection molding facil-ity opened in Libertyville, IL in 2000. During this time, MGS began manufacturing a proprietary and patented line of custom multi-shot injection equipment. In 2006, MGS acquired a clean room injection molding facility in Antioch, IL, and in 2008, acquired an existing molding facility in Chihuahua, Mexico. In 2011, MGS opened its

first facility outside of North America in Leixlip, Ireland. For more information, visit www.mgstech.com.

Westminster Tool Commits $30,000 to Community CollegeWestminster Tool Inc., Plainfield, CT, a manufactur-er of precision injection molds, is pleased to announce its contribution of $30,000 to fund and support the new Manufacturing Technology Center at Quinebaug Valley Community College (QVCC). Westminster Tool encour-ages the manufacturing community of Connecticut to work together to ensure the sustainability of the Manufacturing Technology Centers beyond the initial openings this year. A vital member of the Quinebaug Manufacturing Institute (QMI), a formal collaboration 501(c)3 not for profit orga-nization between QVCC and local industry members, Westminster Tool believes that funding such initiatives is crucial to the overall success of local manufacturing companies. The collaboration of Westminster Tool, QVCC and QMI has provided numerous scholarships for QVCC manufacturing students, supported local high schools manufacturing programs and enabled numerous opportu-nities for hands-on manufacturing training for students. For information, visit QVCC at www.qvcc.commnet.edu.

New Medical Mold Features Removable Core MandrelsMatrix Plastic Products, Wood Dale, IL, is bringing up to speed a complicated mold with removable core mandrels to produce a surgical tube component with an insert molded needle nearly five inches long. “The mold has two ejector halves that rotate on the turntable,” says Patrick Collins, molding operations manager at Matrix. As the one side is being injected with plastic, the other is being ejected and loaded. Matrix has three sets of core/insert mandrels. De-sign of the core/insert mandrels includes a detent that can be actuated by a lever on the mandrel to hold the stainless-steel needles, allowing the inserts to be held in place as they are being molded. Matrix is using a new molding system built up around a 45-ton Engel insert 80V/45 vertical injec-tion molding machine. One of the attractions of the Engel system is a flexible controller that manages the mechanics of the tool and also allows for future improvements to the process, such as cutting the catheter tube to length within the mold. Matrix operates a 30,000-sq-ft facility employ-ing about 50 and is ISO 9001- and ISO 13485-certified. For more information, visit www.matrixtooling.com.

InTech Industries Boosts Additive Manufacturing BusinessInTech Industries Inc., Ramsey, MN, has acquired the rapid prototyping division of Vista Technologies LLC (VistaTek)

33www.amba.org

in a move that will allow InTech to build its business in additive manufacturing, while VistaTek focuses on expanding its moldmaking and injection molding opera-tions. Six employees will move with VistaTek’s equip-ment and business from Vadnais Heights, MN, to InTech in nearby Ramsey, MN. VistaTek’s rapid prototyping group had five Objet 3D printers and one Stratasys 3D printer. Those units will join 14 3D printers already in operation at InTech’s manufacturing center in Ramsey. The acquisition will boost InTech’s capabilities with Objet materials, allow-ing the company to offer additive manufacturing using more than 100 materials. VistaTek, meanwhile, will be able to focus on tooling and injection molding, an area that had seen business quadruple in recent years, said VistaTek Managing Director Dan Mishek. The company has 25 employees in tooling and molding now and expects to double that number within two to three years. For more information, contact VistaTek at 651.653.0400 or visit www.vistatek.com.

Tech Mold Adds Equipment, Expands CapabilitiesTech Mold Inc., a Tempe, AZ-based mold manufacturer of high-volume, multi-cavity molds for the medical dispos-able, packaging (caps and closures) and consumer markets, has invested just under $1,000,000 on new equipment over the past six months. Equipment purchased includes a new Mitsubishi Wire EDM that has an anti-electrolysis genera-tor and cylindrical drive technology that means “zero back lash and zero wear on the ways,” according to Karl Szanto, vice president of operations for Tech Mold. A new Mitsubishi Sinker EDM with Mitsubishi Robot also has been put into service. This combination equipment not only upgrades Tech Mold’s sinker equipment but with the addition of the robot, allows the company to perform more lights-out operations to improve productivity. Other equipment installed includes a new laser micro-welder for faster welding performance and new Okamoto CNC surface grinder that was added to the automated grinding department. For more information, visit www.techmold.com.

The iWarriors team is at it again - gearing up for the 2012 Challenge to raise much needed funds in support of the Wounded Warriors of the Fifth Marines. The non-profit purchases iPads and accessories for severely injured Marines and Sailors undergoing rehabilitation treatment. This year’s goal has been set to raise $50,000 by December 31st. In 2011, over $35,000 was raised. In 2010, the first ever chal-lenge raised $10,000. The iWarriors Executive Team has put a twist on this year’s challenge. Recently, all AMBA member companies were sent an email containing materials needed to perform their own Shop Challenge. The idea behind the Challenge was to get the employees involved and give them an opportunity to thank injured troops who unselfishly put themselves in harm’s way protecting our freedoms. Each member company can set a goal that the owner is willing to match with his/her own donation. The idea came from a plan implemented last year at Creative Blow Mold Tooling in Lee’s Summit, MO, where President Michael Bohning challenged employees to donate at will for the cause. He in turn matched the donations of his employees and sent a check of over $2,300 to iWarriors. Donations of any amount are appreciated but the hope is that every AMBA member company will participate in the 2012 Challenge and help iWarriors meet the $50,000 goal.

In 2010, the majority of iWarriors iPad recipients were single, double and triple amputees. This past year, amputees were outnumbered by those with gunshot wounds and limbs severely damaged from IED (improvised explosive devices) explosions. As a result of their wounds, the men are left with excruciating nerve pain and must undergo multiple surgeries to reconstruct shattered bones and tissue. Still others undergo

lengthy treatment for memory, vision and hearing loss. PTSD (post traumatic stress disorder) is still another hurdle many must overcome. The iWarriors team spoke with a staff therapist at Balboa Naval Hospital in San Diego and heard about the many programs available for the patients on-site and elsewhere that can be accessed with the iPads given by iWarriors. Not only are the wounded warriors using the iPads to stay in touch with family and friends during their hospital treatment, they also are able to down-load programs to their iPads that assist in their rehabilitation. Similar programs are available at other military hospitals where recipients receive treatment as well.

iWarriors has chosen to support the Fifth Marine Regiment based at Camp Pendleton, CA. Though the non-profit contin-ues to support theses wounded warriors, it will support any severely injured member of the US Armed Forces. This past year, an iPad was sent to an Army soldier at Walter Reed Naval Hospital where he receives treatment for head wounds sustained in Afghanistan. He reached out to us after coming across the website. Others more recently have heard of iWar-riors through word of mouth. iWarriors would like to thank everyone for their continued support and urges supporters to visit www.iwarriors.org for more information or to make contact through Facebook to view photos, read stories and hear fundraising updates.

For more information or questions, contact iWarriors at [email protected] or call 651.303.4409.

2012 iWarriors Challenge


inside Track

Social Networking: Challenges for EmployersBy Paul L. Bittner, Ice Miller LLP

Social media has become a popular topic for employers in the past several years. The power of social media

has allowed employers to gather more information than they have ever been able to gather before. However, social media also has caused employers to have problems and legal challenges that could have otherwise been avoided. Employers who are aware of the unique nature of social media within the overarching human resources arena can maximize the benefits of social media without facing the downsides of improper social media use.

The term “social media” is ambiguous and can mean many different things. According to a general consensus of government regulatory agencies, social media means all communications or post-ings of content on the Internet. This includes web logs, online journals, personal websites and social networking sites such as Facebook, Twitter or LinkedIn. Social media also refers to web bulletin board postings, chat room postings or other websites where content and information is shared amongst people. The scope of social media is ever evolving and ever changing as technology advances and new trends arise and fade. Rather than looking at social media as a black and white concept, employers should see social media in shades of grey and should liberally interpret employee activity on the Internet as falling within the social media net.

Evolving law in government regulation of social mediaMany employers who employ union employees are aware of the National Labor Relations Act. However, employ-ers without union employees have become increasingly aware of the National Labor Relations Act’s impact on their ability to monitor employee social media activ-ity. The National Labor Relations Act protects employ-ees’ right to engage in protected concerted activities. “Concerted activities” refers to those situations where two or more employees take action for the mutual aid

or protection of their fellow employees regarding the terms and conditions employment. “Concerted activity” also refers to single employees who act on the author-ity of other employees for the aid and benefit of their mutual employment situation. Examples of concerted activity includes employees who attempt to improve the wages and working conditions of their fellow employees, employees who bring group complaints to the employer’s attention, employees who try to induce group action.

The National Labor Relations Act does not just apply to employers who have union employees. The National Labor Relations Board, a federal agency tasked with enforcing the National Labor Relations Act, has taken an ever-grow-

ing control of the protection of employee social media rights. For example, in August 2011, the National Labor Relations Board issued its first social media report discussing recent cases it had undertaken regard-ing employee rights to engage in social media. The NLRB particularly addressed the situ-ations in which employers had improperly limited employees’ rights to engage in protected concerted activity through social media use. Examples

included employees who complained about their super-visors or their wages using Facebook and other social media websites. The NLRB deemed these to be protected concerted activities under the Act.

Several months later, the NLRB issued its second social media report. The January 2012 social media report addressed similar and recent developments regarding social media cases. Finally, in May 2012, the NLRB issued its third social media report. This third social media report focused exclusively on employers’ social media policies. This third report provides employers with useful guidance on the scope and appropriateness of social media policy. Since the first and second social media report, many employers had enacted social media policies to limit and control employees’ social media use.

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The third social media report specifically addressed the extent and nature by which employers can monitor and control employees’ social media use using social media policies.

Social media policy basicsEmployers who want to limit and control employees’ use of social media should consider the adoption of a social media policy. However, according to the National Labor Relations Board, employers cannot include overly broad prohibitions within their social media policies. Examples of language that the NLRB has found to be overly broad include the following:

• Prohibiting pictures depicting company in any way

• Prohibiting disparaging comments regarding super-visors, co-workers or competitors (so long as these comments are not discriminatory or otherwise illegal)

• Barring employees of social media to engage in “inappropriate discussions”

• Banning employees from using the company name, address or other information in the employee’s personal online profiles

• “Facebook friending” co-workers

• Barring employees from using social media to “talk about company business”

In order to stay within the narrow parameters set forth by the Board, employers should first define their social media poli-cies as narrowly as practicable. This includes specifically describing the types of social media that are covered by the policy. This also includes specifically describing the types of behavior covered by the social media policy. Employers should advise employees of the risks of engaging in off-duty conduct that could violate employer policies. Such off-duty conduct must be narrowly defined, as employees’ concertive rights may extend outside of working hours in certain situations.

Many employers have enacted electronic use policies as the prevalence of employer-owned computers, cell phones, pagers and other electronic devices has increased. However, many employers often wish to limit employees’ ability to use the employer-owned electronic devices for social media purposes. Employers who wish to limit employees’ right to engage in social media on employer-owned devices should specify this restriction within the policy.


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Employers also should describe the employer’s right to monitor the content submitted on employer-owned elec-tronic devices. A statement about an employer’s right to engage in monitoring of its own electronic devices should be included within the social media policy whether or not the employer has a separate and distinct electronic equipment policy.

The policy also should specifically limit employees’ right to use social media during working hours. The description of working hours should be narrowly limited to exclude those situations in which employees are on break. The Board has been increasingly protective of employee rights to engage in otherwise prohibited social media conduct during non-working hours. Such non-working hours can include mandatory employee breaks and other times during the general work day in which employees are not required or otherwise responsible for work-related tasks.

Best practices in developing a social media policyEmployers are often left to feel like they have their hands tied in addressing employees for social media.

However, following certain best practices can allow employers to legally restrict employee social media conduct within the narrow confines of recent NLRB guidance.

First, employers should be sure to use clear language that is understandable to the average employee. Employers who use overly broad language or unclear language often faced a more difficult time in justifying their social media-related restrictions than those who present a clearly articulated set of guidelines.

Such clearly articulated standards must be sure to avoid overly broad language that directly or indirectly reaches beyond the normal scope of social media policy restric-tions. Employers also should include a statement within their policy disclaiming the policy’s infringement on employees’ protected concerted rights. This type of a disclaimer will not save a social media policy that is extremely broad or that otherwise runs afoul of the NLRB guidance in a severe way. However, this type of a disclaimer could help the employer in the case of a close call or where otherwise ambiguous language is

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being used as a basis for an argument that the employer’s policy is overly broad.

Finally, employers should avoid using boilerplate social media policies or social media policy language adopted directly from previous or outside social media policies. The NLRB has routinely stated that specifically tailored social media policies are favorable to those that are generic and are not tailored to the specifics of an employer envi-ronment. Employers should work with outside counsel or should otherwise internally develop social media policies that address the unique considerations to their own work environment. While this can be a difficult task, employers who uniquely craft social media policies are in the best situation to avoid a statement that the policy covers protected concerted activity.

Helping employers navigate an increasingly complex worldEmployers must navigate increasingly rough seas as they try to avoid what used to be relatively innocuous challenges. However, the best informed employers can

avoid social media and other related challenges through diligence, common sense and preventative measures. Preventative measures, such as adopting a narrowly tailored and specifically crafted social media policy, can save employers from increasingly costly litigation and legal challenges down the road.

For more information on social media issues or other general employment considerations, contact Paul Bittner at 614.462.2228 or [email protected]; David Campbell at 614.462.2204 or [email protected], or any member of Ice Miller’s Labor and Employment Group.

This publication is intended for general information purposes only and is not intended to constitute legal advice. The reader should consult with legal counsel to determine how laws or decisions discussed herein apply to the reader’s specific circumstances.


NOVEMBERAMBA Webinar: Moldex3D Flow Analysis Software – Technical Differences, New Advances and Future Developments, November 15, 12 Noon CT, 847.222.9402, Register at www.amba.org/Webinars.php

Euromold 2012, November 27-30, Frankfurt, Germany, 49.69.27.40.03.0, www.euromold.com

FEBRuARYPLASTEC West 2013, February 12-14, Anaheim, CA, 310.445.4200, www.canontradeshows.com/expo/plastecshows/

MARCHPLASTEC South / MD&M Southeast 2013, March 6-7, Orlando. FL, 310.445.4200, www.canontradeshows.com/expo/plastecshows/

APRil2013 AMBA National Convention, April 24-26, Schaumburg, IL, 847.222.9402, www.amba.org

Ad indexAcrisure .......................................................................www.acrisure.com ...........................................Inside Back CoverA. Finkl & Sons Co. ....................................................www.finkl.com .........................................................................19CAE.............................................................................www.caeservices.com ...............................................................37CGS North America, Inc. ............................................www.camtool.com .....................................................................27Crafts Technology .......................................................www.carbidecorepins.com ........................................................29Crystallume Engineered Diamond ..............................www.crystallume.com .................................................................6DME ............................................................................www.DME.net ...........................................................................36DMS ............................................................................www.dmscomponents.com........................................................11Dynamic Surface Technologies ..................................www.dynablue.com ........................................ Inside Front CoverEllwood Specialty Steel .............................................. http://nostrings.elwd.com ..........................................................17Erowa Technology, Inc. ..............................................www.erowa.com ........................................................................15Galaxy Technologies ..................................................www.galaxytool.com .................................................................18Incoe Corporation .......................................................www.incoe.com .........................................................................35M & M Tooling, Inc. ...................................................www.mmtooling.com ..................................................................7Makino ........................................................................www.makino.com/diemold .........................................................5Millstar, LLC ..............................................................www.millstar.com .......................................................................9Progressive Components .............................................www.procomps.com/cve ............................................Back CoverRocklin Manufacturing Co. ........................................www.rocklinmanufacturingco.com ...........................................19SCHMOLZ + BICKENBACH USA, Inc. ..................www.schmolz-bickenbach.us ....................................................13Sescoi ..........................................................................www.sescoi.com ........................................................................28Superior Die Set Corporation ......................................www.superiordieset.com .............................................................8Ultra Polishing Inc. .....................................................www.ultrapolishing.com ...........................................................38Wisconsin Engraving Co. Inc. / Unitex ......................www.wi-engraving.com ............................................................31YRC ............................................................................www.enrollhere.net ...................................................................11

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UltraPolishing AMBA Ad 2009.pdf 10/6/09 3:02:05 PM

RICK MILLEROver 35 years experience insuring mold builders just like you.

JAY FAGANOver 35 years experience insuring businesses just like yours.

For businesses that expect more.

As an AMBA member, you should expect more from your insurance provider. Knowing your business is our business at Acrisure.

www.acrisure.comContact Rick and Jay at 800.748.0351

upgrade your specs...in a flash.

When Tooling Engineers visit their suppliers, accessing mold drawings and

performance data is difficult - and it can be nearly impossible to obtain when

they are not nearby. Progressive’s new CVe Monitor provides:

• Cycle time monitoring to verify consistent part quality and cost

• Maintenance activity tracking to reduce unscheduled mold stoppages

• Reports accessible to Tooling Engineers wherever the mold is run

Along with performance history, drawings and setup sheets are stored on the unit’s

2GB flash drive. And, with all of this capability fitting into the same pocket as the

world’s most popular cycle counter, your mold specs are ready for an upgrade.

unlock mold history

See Progressive Components at: Plastics Caps & Closures 2012 | MD&M Minneapolis | Expoplast | Euromold |

learn more about the cve

from industry experts at

www.procomps.com/cve

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2012 The American Mold Builder Magazine - Fall

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