100635-JAN 2013.pdf

january 2013

Volume 16 / number 1

Design / bu ilD / repair

Simple

Considerations

For Automated

Mold Machining PG 28.

FEATURES

Help Your Customers

Reduce the Cost of Making

Plastic Parts PG 34.

Cooling Technology for

Cycle Efciency PG 37.

ViDeo

reset past practices.

Companies dedicated to continuous improvement are embracing

new capabilities of the CVe Monitor system. Maintain your eet of

molds by accessing these recently added features:

Store PM points and view deviation alerts to PM targets

Access disassembly/assembly PDFs on internal ash drive

Non-resettable lifetime count, plus resettable interval count

Begin a change for the better. Visit procomps.com/CVe to learn of

new ways to maximize your tooling investment for the years ahead.

a new years revolution

See Progressive at: PLASTEC West | AMBA Annual Convention | Amerimold | MD&M East | K 2013 | EuroMold

With Hurco 5-axis machine tools, its simple. Literally. When machinists

have the exibility to program in conversational or NC, 5-axis suddenly

moves from a costly undertaking to a pro table solution. Think 5-axis is too

complicated or expensive for your operation? Let us show you how Hurco

makes 5-axis make sense. >> HURCO.COM/5-AXIS

M A C H I N I N G C E N T E R S T U R N I N G C E N T E R S 5 - A X I S D O U B L E C O L U M N S U P E R I O R C O N T R O L S

achinists

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D O U B L E C O LC O U M NM N S U P E R I OR I O R CR C O N TT R OR O L S

Machines shown with options. Information may change without notice.

C O LC U MU M N SS U P EU P E R I O R C O NO N T R O LO L S

PublisherClaude J. Mas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 856-854-1715 / [email protected]

Metalworking Group PublisherTravis J Egan . . . . . . . . . . . . . . . . . . . . . . . . . . . . 513-527-8808 / [email protected]

Editorial

Editorial DirectorChristina M. Fuges . . . . . . . . . . . . . . . . . . . . . . .800-579-8809 / [email protected]

Senior WriterSherry L. Baranek . . . . . . . . . . . . . . . . . . . . .908-537-6406 / [email protected]

Economics EditorBill Wood . . . . . . . . . . . . . . . . . . . . . . . . 413-772-6436 / [email protected]

Contributing Writer, Special Projects Jan Bottiglieri . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 847-923-5729 / [email protected]

art/Production

Art DirectorCarla M. Turner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . [email protected]

Advertising Production ManagerBecky Helton . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . [email protected]

MarkEting

Senior Marketing ManagerDave Necessary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . [email protected]

Reprint SalesScott Clifton . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . [email protected]

circulation

Circulation DirectorP. Ross Jacobs, CCP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . [email protected]

ExPositions

Senior Events ManagerAllison Miller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 513-527-8800 / [email protected]

amerimold Event ManagerDave Necessary. . . . . . . . . . . . . . . . . . . . . . . . . . 513-527-8800 / [email protected]

corPoratE

President Richard G. Kline, CBC . . . . . . . . . . . . . . . . . . . . . . . . . . [email protected]

Executive Vice President Steven R. Kline, CBC . . . . . . . . . . . [email protected]

Chief Operating Officer Melissa K. Skavlem . . . . . . . . . . . [email protected]

Group Publisher Richard G. Kline, Jr. . . . . . . . . . . . . . . . . . . . . [email protected]

Executive Vice President, Content Tom Beard . . . . . . . . . . . [email protected]

Director of Information Technology Jason Fisher . . . . . . . . [email protected]

Director of Finance Ernest C. Brubaker . . . . . . . . . . . . . . . . . . [email protected]

Gardner Business Media, Inc.6915 Valley Avenue / Cincinnati, OH 45244-3029

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gardnerweb.com / moldmakingtechnology.com

MoldMaking Technology magazine (ISSN #1098-3198) is published monthly by Gardner Business Media, Inc., 6915 Valley Avenue, Cincinnati, Ohio 45244. 800-950-8020, 513-527-8800, Fax: 513-527-8801, gardnerweb.com. Canadian Agreement #40012278.Nonqualied subscription rates per year are $89.00 in the United States, $99.00 in Canada and

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Media, Inc., 6915 Valley Avenue, Cincinnati, Ohio 45244.Entire contents copyright 2013. No portion of this publication may be reproduced in any form

without written permission from the publisher.Views expressed by the bylined contributors should not be construed as a reflection of the opinion

of this publication. Publication of product/service information should not be deemed as a recommen-dation by the publisher. Editorial contributions are accepted from the moldmaking industry. Contact the editor for details. Product/service information should be submitted in accordance with guidelines available from the editor.Change of address: Send old label as well as new address to Circulation, MoldMaking Technology

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2 MoldMaking Technology January 2013

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Great Tips from This Issue5TRICKS OF THE TRADE

Contents


Features

28 Machining/Automation Simple Considerations for Automated Mold MachiningStreamline your mold manufacturing process with machine automation.

32 Machining What Moldmakers Should Know about Cylindrical GrindingDiscover the advantages of cylindrical grinding in mold manufacturing.

34 Surface Treatment/MaintenanceHelp Your Customers Reduce the Cost of Making Plastic PartsHow to take advantage of the properties of DLC coatings to design better molds and improve cycle times.

37 Software: Cooling Technology for Cycle EfciencyA 3D simulation study helps quantify the effects of mold cooling design choices on cycle cooling time.

42 Software: Using Simulation to Locate and Size GatesConsiderations and trade-offs when determining proper gate locations with simulation.

45 Software: CAD/CADs Role in Customer CollaborationSeven skillsenhanced by the right CAD/CAM solutionthat will help you win more business.

Departments

6 From the Editor: New Year, New Opportunities 6 Whats New on MMT Online: Leadtime Leaders 8 New Business Opportunities: Increased Tooling Capabilities 10 Your Business: Healthcare Reform 12 Mold Business Index: Overall Business Levels Remain the Same 14 Profile: Rapid Mold Solutions 18 Case Study: Mold Design 21 Case Study: Business Management

24 Case Study: Software 50 Product Focus54 End Market Reports: Aerospace and Automotive55 Ad Index 56 TIP: CAD/CAM

On THE COvERImage courtesy of Makino (Mason, OH) and MGS Mfg. Group

(Germantown, WI). This photo captured at MGS Mfg. Group shows an

automated work cell designed for unattended hard milling of precision

molds that was built around a pallet transfer robot from System

3R that manages workflow between a Makino V33i high-speed VMC,

pallet stocker and coordinate measurement system (not pictured). This

has allowed MGS to streamline its processes for improved through-

put without adding manpower or labor shifts. Inset image is of a

precision hard metal mold. See article on page 28.

Images courtesy of (left to right) United Grinding, CAE Services and Hoosier Pattern.

1. Trust MeLiving Trusts include, but are not limited to, Grantor Retained Annuity Trust, Qualied Personal Resi- dence Trust, Defective Grantor Trust, Private Foundation and Self- Canceling Installment Notes.PG. 21.

2. Get Grinding Moldmakers need to consider all of the possible congurations of a potential cylindrical machinehow the machine is equipped, type of wheel head conguration, etc. PG. 32.

3. Dry Running The low coefcient of friction and low surface energy of DLC coatings minimizes steels ten-dency to cold weld under cycling, so no lubrication is necessary for parts like nonmolding components to produce molded parts. PG. 34.

4. True Cost Although use of more conformal-like cooling design usually increases cost, the tool production cost may actually be less if the total cost calculated up to nal tool approval is used as the accounting benchmark. PG. 37.

5. As needed Basis Giving shops the ability to add on to a CAD/CAM product as needed for upgrade costs in function-ality is a better way to help them grow as they learn CAM technology. PG. 56.

January 2013 Volume 16 / Number 1

454232

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This MonTh on moldmakingtechnology.com

From the Editor


With moldmakers continuing to be busy as the

New Year unfolds, we informally surveyed read-

ers to find out in which technologies they are

interested and investing, so we can bring those

technologies to life on the pages of MMT. What

we found out is not surprising, but it does help us

to plan our content for you for the upcoming year.

Overall, moldmakers are searching for technol-

ogy to optimize their processes and to help them

get a part off the machine with a bench-free fin-

ishsaving time and money, but not sacrificing quality. That comes in

the form of automation solutions, CAM software, cutters, CNC graphite

machines, sinker EDMs, CNC lathes, mills, large 5-axis CNCs, program-

ming solutions, advances in toolholders and fixtures; machine monitoring

software and even additive manufacturing.

Moldmakers continue to be interested in high-speed, five-axis machin-

ing, but the key is also finding the right software and cutting tools, so

they can use this process effectively. Automation seems to be very popu-

laras in unattended machining, pallet changers, part loaders/movers,

robots, cell manager software, CAD/CAM to streamline programming,

in-process inspection; and even software for monitoring bottlenecks as

automation is added.

Other areas include CAD/CAM that is integrated to the machine for real-

istic simulations for testing the machine tool and cutting tools; and, machine

and spindle technology that delivers better accuracy for complex geometries

and long continuous motion with high RPMs and feedrates. In addition,

advanced CNC controls to process greater volumes of information, faster.

Also, tooling for hard milling, and refinements in tool geometry, insert

grades and coatings to extend tool life and remove more material faster.

To guide us with on-the-ground advice on how best to approach cov-

ering these topics, we have some new blood on our Editorial Advisory

Board. These new members help round out the variety of business types,

job functions, specialties and end markets represented, so the content we

provide can be all the more relevant for you.

Wayne M. Hertlein, Aerospace & Defense Applications Engineer, MMI

Engineered Solutions (Saline, MI)

David Hirt, AIS/FVSS/Lighting New Model Tooling/Feasibility Engineer,

Automotive Components Holdings, LLC (Sandusky, OH)

Dan Mishek, Managing Director and Co-Owner, VistaTek (Ramsey, MN)

Tim Peterson, Vice President, Industrial Molds Group (Rockford, IL)

Mike Walter, General Manager, MET Plastics, Inc. (Elk Grove Village, IL)

Heres to a Happy and Prosperous New Year!

Christina M. Fuges

Editorial Director

New Year, New OpportunitiesTaking advantage of opportunities that will present themselves

this year requires the right technology. MMT Zone: LeadTiMe Leader awards moldmakingtechnology.com/articles/ leadtime-leader-awardsThe Leadtime Leader Awards honor outstanding North American mold manufacturers who best demonstrate overall innovation, efficiency, quality and commitment within their moldmaking operations while raising the bar in terms of mold engineering, building, repair and management.

Browse PasT LeadTiMe Leader FeaTUres2012LeadtimeLeaderAwards,IndustrialMoldsGroup:

Thinking Outside of the Box2012LeadtimeLeaderAwards,M&MToolandMold: NicheManufacturingSustainsProfitability

2011LeadtimeLeaderAwards,UnitedTool&Mold,Inc.:ChargingForwardwithUniqueMoldRepairNiche

2011LeadtimeLeaderAwards,JMMS:ConstantReinventionResultsinGrowth,Success

2010LeadtimeLeaderAwards,TriangleTool: Product-to-ToolService

2010LeadtimeLeaderAwards,MoldCraft,Inc.: InnovationwithAutomation

BeneFiTs:IndustryrecognitionandcredibilityAttractnewcustomersandaddvaluetoyouroverall

service and productBoostmoraleintheshopDistinguishyourshopasanindustryleaderandpromote

your shops capabilities and services on sales callsBuildconfidencewithnewandexistingcustomersIncreaseawarenessandreinforceyourbrandRealizebusinessgrowthasyoucontinuetoenhanceand

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eLiGiBiLiTYAnyshopperformingmoldmakingoperationsiseligible.Allapplicationsubmissionswillbeconsidered.

CaTeGorY winners and HonoraBLe MenTions earn THese BeneFiTs!

FreeexpandedshowroomonPTonline.comand moldmakingtechnology.com

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TechnologymagazineAninvitationtositonMMTsEditorialAdvisoryBoardComplimentary10x10boothaswellas2complimentaryfullconferenceregistrationsforamerimold2013June12-13inRosemont,IL(amerimoldexpo.com).

eVen More BeneFiTs For CaTeGorY winners!Leadtime Leader Award Winners earn a targeted advertising

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New Business Opportunities

ing and tool design teams, we are able to provide technical

solutions and quick turnaround to support our customers

growthand further our core focus of quickly turning engi-

neering concepts into high-quality products.

Spectrum has plans to not only move all of the tool-

ing design, manufacturing and quality equipment into the

Spectrum facility, but has further plans to add on new capa-

bilities as business continues to grow. The first step in this

direction came in the form of Spectrum adding a 240-ton,

Arburg multi-shot injection molding press as well as additional

robotics to automate an insert over-molding application. Ahlm

concludes, Our customers want more than just another

injection molder; they want someone who can support them

throughout the entire product development lifecycle, and this

enhances our capabilities to do exactly that.

Molders Increased Tooling Capabilities

Accelerate Time-to-Market

By Sherry L. Baranek

Spectrum Plastics Group, headquartered in Minneapolis, MN,

provides custom manufacturing solutions for its customers in

the medical, aerospace, defense and precision industrial indus-

tries. An alliance with an unnamed tool and design manufac-

turing company in the Twin Cities area is the next step for the

company to meet its customers needs for high quality, quick-

turn tooling.

The company offers an array of product development ser-

vicesincluding rapid prototyping, rapid tooling and production

molding. This recent alliance with a local mold manufacturer, the

name of which Spectrum Plastics Group CEO/President Randy

Ahlm wishes to keep confidential, has allowed them to relocate

operations into Spectrums injection molding facility. The

advantage of integrating tooling capabilities into our facility is

significant, notes Doug Johnson, General Manager for Spectrum

Plastics Groups Minnesota division. It enhances the Quick-Turn

molding capabilities of our business and allows us to help our

customers accelerate their time-to- market. We are now able to

quickly respond to tool modifications, revision changes and new

tool builds. This addition is a direct response to multiple requests

from its customers, and is another example of the companys

commitment to a customer-focused approach, Johnson adds.

Quick-Turn is a term coined by the company to describe its

process for rapidly turning CAD files into injection molded

parts, based on a customers specific project needs and require-

ments, Ahlm notes. The company also developed DynaClass

technology, which refers to

a hierarchy of rapid tooling

and molding capabilities at

Spectrum Plastics Group. It is

geared toward simplifying the

selection of tooling for a vari-

ety of applications, and align-

ing customers with the best

molding solution for their

application, Ahlm explains.

With four DynaClass options of tooling available, Quick-Turn

offers one of the most diverse tooling and molding options.

This new partnership further elevates Spectrum as a multi-

capable supplier of custom manufacturing solutions, Ahlm adds.

While each business will operate independently, Spectrum will

be the largest and most preferred customerenabling it to

shorten program lifecycles and reduce costs for its customers.

This move has been a long time coming, Ahlm continues.

We now have in-house tooling at all of our production facili-

ties, he states. Combined with our outstanding engineer-

For More inForMATion:

Spectrum Plastics Group / (952) 927-3212

[email protected] / spectrumplasticsgroup.com

This new partnership

further elevates Spectrum

as a multi-capable supplier

of custom manufacturing

solutions.

Spectrum Plastics Group has added tooling capabilities to its facility to

enhance its current molding operations and increase time-to-market.

Phot

o co

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sy o

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ectr

um P

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ics

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Your Business


Healthcare Reform in 2013 and Beyond

The recent ruling on the Patient Protection and Affordable Care

Act (PPACA) by the U.S. Supreme Court has given employers

much to consider for the future of their sponsored healthcare

plans. The good news is that employers have another 12-plus

months to map out their strategies relative to the pay or play

mandate (and corresponding tax/penalties) and the forthcom-

ing healthcare exchanges. However, there are healthcare reform

issues that employers should be aware of for 2013. These include:

$2,500 salary reduction limitation on health flexible spending

accounts (FSAs) under a cafeteria plan; the requirement to dis-

tribute and make available Summaries of Benefits and Coverage

(SBCs); covering womens preventive health services at 100 per-

cent; and, reporting the value of the health plan on Form W-2.

Beginning with plan years after December 31, 2012, there is

a contribution limit of $2,500 on health FSAs. This new limita-

tion may require you, as an employer, to revise your Section

125 plan document and communicate this to employees. IRS

Notice 2012-40 clarified that this limitation would be effective

based on plan year rather than taxable year.

SBCs must be provided or made available to all applicants

and participants in the employer-sponsored health plan

beginning with the first open enrollment on or after Sept. 23,

2012. This is mostly an administrative task; however, there

are specific differences with

the responsible party depend-

ing upon whether the plan is

fully insured or self-insured.

Furthermore, there are a num-

ber of specific details regard-

ing how the SBC must be

distributed. Lastly, employers

will need to consider how the

SBC requirements are met relative to carve-out prescription

drug plans, health reimbursement arrangements (HRAs), etc.

It should be noted that the SBC requirement cannot be met

simply by distributing existing benefit summaries or summary

plan descriptions. In addition to the language used, the SBC

must be drafted using a specific number of pages, spacing and

font requirements. Examples and templates can be found on

the Department of Labors website (dol.gov).

For fully-insured plans the insurance company has the

responsibility for compliance. For self-insured plans, it is the

plan sponsor (the employer). For those employers that have

both plans, it falls to both carrier and plan sponsor/employer.

This is especially complex for those employers that have

adopted HRAs or wrap plans because there are actually two

plans: one fully insured and one self-insured. The self-insured

plan is the HRA or wrap, and the fully-insured plan is the

underlying medical plan. Each requires an SBC.

We recommend employers begin considering the impacts

of the 2014 changes now: the number of full-time equivalents

employed; penalties that might apply; net cost impact of the

penalties; compensation adjustments for the potential to

eliminate employer-sponsored benefits; the net cost impact of

any compensation adjustments; from an employees perspec-

tive, the net buying power of a compensation adjustment; the

recruiting/retention impact of any benefit and compensation

changes; and whether or not the healthcare exchanges are

accessible for the employer.

Its likely that healthcare reform is going to impact each

employer differently in 2014. Things such as average family

income and part-time vs. full-time employee counts will influ-

ence the strategies considered. While healthcare reform has

changed the landscape of employer-sponsored health plans

significantly, one thing has not changed: a single solution

applicable to all employers simply does not exist.

PMGBA II is an independent benefit consultant and agency that

works with employers of all industries to establish a cost-effective

benefit plan strategy that works best for each employer.

contriButor

Scott McLellan, Ed Murphy and Jonathon Trion are with Plante Moran.

FoR moRe inFoRmation:

Plante Moran

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Mold Business Index


Overall Business Levels Remain the Same

By Bill Wood

For the fifth straight month, our survey indicates that overall

activity levels continue to decline slowly. The Mold Business

Index (MBI) for November 2012 is 45.8, which is a slight 0.2-

point increase from the October value of 45.6, but a 7.2-point

decrease from the 53.0 posted in November 2011.

A drop was reported in the New Orders category for the

seventh straight month. Yet despite the decline in new busi-

ness during the past summer and fall, moldmakers continue

Dat

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: Mou

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.

FOr mOre inFOrmatiOn:

Mountaintop Economics & Research, Inc. / (413) 772-6436

[email protected] / plasticseconomics.com

Total Mold Business Index for November 2012: 45.8

% % % Net % Sub-

Positive Equal Negative Difference Index

New Orders 30 28 42 -12 43.9

Production 15 52 33 -18 40.9

Employment 24 64 12 12 56.1

Backlog 30 31 39 -9 45.5

Export Orders 0 85 15 -15 42.4

Supplier Deliveries 6 82 12 -6 47.0

Materials Prices 12 85 3 9 54.5

Mold Prices 15 76 9 6 53.0

Future Expectations 55 36 9 46 72.7

The total Mold Business Index is a weighted average of the sub-indices for new orders,

production, employees, backlog, exports and supplier deliveries.

to hire new workers. Supply conditions and Materials Prices

were mostly unchanged. Mold Prices were steady-to-firmer,

though the gains in prices received for molds are still not

keeping pace with the increases in costs for most moldmakers.

Future Expectations remain optimistic.

Never in my memory has both the short-term and long-term

outlook for the U.S. economy been so dependent on a single act

of Congress. IF Congress does what needs to be done, then the

U.S. economy will quickly gain momentum. The distractions of

the recent election notwithstanding, the major macro-econom-

ic indicators are showing promise. The stock market has steadi-

ly increased during the past three years. Corporate profits are at

or very near all-time highs. The employment data is rising.

Most importantly, the recoveries in the housing and real

estate sectors are accelerating. This is not only because the

housing sector is a large end-market for many types of molded

products, but also because it is the best indicator of Americans

propensity to consume all types of products, including cars,

appliances, electronics, home furnishings, etc. The trends in

retail sales and consumer spending for durable goodsboth

of which are good indicators of the demand for molded prod-

uctsare connected to the trends in the housing data.

The real problem is confidence levels, both amongst busi-

ness leaders and consumers. But now that the election is over,

there is some real pent-up desire to get back to the business

of becoming more productive. This desire will be unleashed as

soon as a solution to the fiscal cliff is passed.

The New Orders component is 43.9. The trend of declining

new orders over the past few months continues to result in

diminishing Backlogs, which registered 45.5. Production slipped

back to 40.9, the lowest level in over three years. Once again,

the only significantly positive factor in the latest survey was

the Employment component that came in at 56.1.

The prices received for new molds continue to rise gradually.

Mold Prices is 53.0. Materials Prices this month is 54.2. Supplier

Delivery Times is 47.0. There was a significant decline in offshore

orders last month, as the Export Orders sub-index is 42.4.

Overall, business levels for mold shops have been stagnant for about the past

six months, but this has not yet prevented these businesses from adding new

workersif they can nd them. Each month, we ask our survey participants to

comment on the biggest problem they currently face, and for the past two years

the answer given most often has been the lack of qualied applicants for their

job openings. This is a complicated problem, because the best solution would be

to raise wages. Any time demand (job openings) exceeds supply (skilled labor) in

a capitalist system prices (wages) should go up. But North American moldmakers

can ill afford any increase in costsso the skills gap problem persists. The prices

received for molds have nally started to rise, but the increase in mold prices so

far is not enough to keep pace with the relentless increases in materials prices

and labor costs. These problems will gradually ease over the long term, but for

the foreseeable future, the problem of the skills gap will continue.

contRIButoR

Bill Wood is MMTs economics editor and founder

of Mountaintop Economics & Research.

While other suppliers turn their backs to supply

other hot markets, were stocking inventory,

investing, and servicing our customers 110%.

Its been that way for the past 100 years and

will continue for the next 100 years. At ESS, we

always focus on our number one priority you.

Its what we do.

United States

Ellwood Specialty Steel

800-932-2188

[email protected]

Canada

Ellwood Specialty Metals

877-978-2772

[email protected] Ellwood Specialty Steel - Ready and Reliable.

Were Focused on You.

Prole


These three prongs are fed by a focused sales effort

involving upper-level management, production and

engineering staff, and direct sales contacts to create

a dynamic workplace environment where variety

and innovation are enthusiastically accepted and

consequently promotes a culture of team interaction

and shared learning experience.

Rapid Mold Solutions, Inc.:

Three-Pronged Approach

To Prototype/Production

Mold Manufacture

In the fall of 1998, Damian Kuzmin and Scott Borstorffwho

worked together at Carlisle Engineered Products, Inc.were

sipping hot coffee and looking out the window on a typical

Northwestern Pennsylvania raw fall day at a vacant building

across the street from Carlisle. The two had worked together

through several different management groupsincluding

Johnson Controls, Inc. and Carlislehoning their knowledge

of under-the-hood automotive components and the rug-

ged, robust tools necessary to form the parts. The proverbial

writing on the wall from upper-level management, com-

bined with a yearning to strike out on their own and a vacant

opportunity across the street, was the catalyst they needed

to forge a new name in the Erie area industrial landscape

Rapid Mold Solutions, Inc.

of handling additional machines and capacity, and again in

2003 to a larger facility yet, the current location on Pacific

Avenue in Erie, RMS Vice President Scott Borstorff notes.

The business model itself underwent an array of changes

from 2003 to 2008 as new markets were tapped and the

array of capabilities on the shop floor changed as well. From

its automotive roots, RMS expanded into caps and closures,

consumer products, electrical components, sporting goods

and the medical device sectorsservicing both prototype

and production tooling needs for an increasingly diversified

customer base.

A Three-Pronged Approach

RMS is comprised of three business centers: the in-house

design and manufacture of prototype and production injec-

tion molds, the repair and alteration of injection molds built

by RMS or other moldmakers, and production machining.

These three prongs are fed by a focused sales effort involving

upper-level management, production and engineering staff,

and direct sales contacts to create a dynamic workplace envi-

ronment where variety and innovation are enthusiastically

accepted and consequently promotes a culture of team inter-

action and shared learning experience, says Matt Cannon,

Sales Manager of Rapid Mold Solutions. Our internal Big

3including Damian, Scott and CNC Department Manager

and Manufacturing Floor General Tim Petersonhave devel-

oped several procedures that would typically utilize EDM

technology by devising means by which the same or better

results can be obtained with milling technology. It is fasci-

nating to watch these guys implement their unique skill sets

in our day-to-day operations.

Phot

os c

ourt

esy

of R

MS.

RMS employee Craig Williams works on a MakinoV55 CNC mill.

According to Rapid Mold Solutions President Damian

Kuzmin, the companys business plan was a simple one at the

onset. We wanted to service the prototyping needs of the

Big 3 and the Tier 1s that supplied their specialty component

needs, he states. We learned how to design, build, and pro-

duce parts at the price point and timing necessary to earn

a lot of business quickly. The difficult part, as it turned out,

was determining what to name the new venture. Radiator

Mold Shop just wasnt conducive to future expansion

into new markets, so from the acronym RMS, Rapid Mold

Solutions was born.

Not long after that, the first request for production tooling

came across their desks and the current form of RMS began

to take shape. The expansion of the business into produc-

tion tooling necessitated a move to a bigger facility capable

At Plastic Engineering & Technical Services, we will.

We defne performance. Our engineering team is Expert

Gold certifed and the recognized industry leader in the use of

leading-edge analytical tools. We bring more than 25 years of hot

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into every analysis we do. No one else in the industry has the

tools in their arsenal that we have. We ofer mold flling, mold

cooling, shrink & warp analysis, gas assist analysis, injection

compression, co-injection and more.

Once the frst analysis is completed, we re-analyze it, utilizing a

diferent sofware to cross check the results, to ensure accuracy.

We help you increase your efciency, reduce costs and improve

product integrity.

We deliver value. We were the frst hot runner manufacturer to

use Mold flling sofware as part of our daily business and more

than ever, were committed to your success. Contact us for your

mold flling analysis and your manifold build, and we will do

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Call us today at 248.373.0800 or visit us at www.petsinc.net.

WHO STANDS BEHIND THE PERFORMANCE OF YOUR HOT RUNNER/MANIFOLD SYSTEM?

Prole


This inductive tool shrink tting technology RMS uses improved tool mounting

by approximately 33 percent, notes RMS President Damian Kuzmin (pictured).

According to Peterson, one of the companys biggest and

ongoing challenges lies in keeping a constant, consistent

flow of information between sales, engineering, and the

floor. To address this challenge, weekly meetings between

all departments are held to keep the entire team informed as

to the status of jobs working their way through the system,

new ones entering the system, as well as individual kick-off

meetings involving sales, engineering, CNC, EDM and tool-

makers when new builds, engineering changes, and repair

work to coordinate each departments role in fulfilling the

work requirements, Peterson elaborates.

The company has also added some new technology in

the mill department which is already paying dividends,

Peterson continues. Our inductive tool shrink fitter is cut-

ting tool mounting times by upwards of 30 percent; and our

tool pre-setter with vision system is cutting set-up times

dramatically by enabling the quality department to take on

the task instead of the operator as well as giving us the abil-

ity to calibrate specific tools to specific sleeves, he states.

Additional benefits from the new system include increased

tool life, improved machining conditions and tool perfor-

mance repeatability with the specific calibration techniques,

Peterson adds.

Team Building

To keep up with attrition and expanding capacity, RMS has

taken a multi-faceted approach to addressing its personnel

needs, Kuzmin notes. New talent is acquired through online

advertising, direct solicitation of local vocational techni-

cal schools, and word-of-mouth throughout what Cannon

calls the capitol of the tool & die industrynorthwestern

Pennsylvania. For the younger, less experienced recruits, a

mentor in their chosen specialty department is assigned

to them to help address concerns and questions, Kuzmin

says. This less restrictive, more casual approach has reaped

benefits for RMS and led to productive employees in a

shorter period of time. The additional benefits to this men-

tor approach include more rapid integration of the new

hire into the team concept, the ability to have less seasoned

employees address the variety of work that permeates the

shop floor, and a hands-on approach that is truly learn while

you earn. To further enhance the learning experience of the

new recruits, they often participate in the part production

process from the prototype tools. Actually molding the parts

and pulling hand-loads press side enables them to develop

a much more thorough understanding of the components,

actions, and overall function of the tools used to make vari-

ous features of the parts.

To further build on the team concept, RMS has several

other unique activities and opportunities that enable employ-

ees to regularly interact outside the confines of the regular

workplace atmosphere. One of the common threads that tie

many in the region to one another is a shared love for the

outdoors, and RMS is no exception, Cannon notes. From

Damians love of the pursuit of waterfowl to Scotts love of

snowmobiling and golf to my love of fishing, guys through-

out the shop regularly get together on the weekends to

enjoy the natural bounty of the region, he comments. This

enthusiasm for the outdoors is taken a step further with

regularly planned, theme meals served during lunch. Some

of these meals have included fried walleye and grilled King

Salmon. It is often commonplace to see a Ziploc bag of fresh

John Massing of RMS ts a slide into a radiator end tank mold.

moldmakingtechnology.com 17

For more inFormation:

Rapid Mold Solutions, Inc. / (814) 833-2721

[email protected] / rapidmoldsolutions.com

deer jerky or goose sausage stick passed around the shop dur-

ing December and January. The most noticeable team build-

ing exercise that takes place at RMS can be heard throughout

the shop during 9:30 a.m., lunch and 2:30 p.m. breaks when

the tell-tale explosions from Call of Duty 4 ring throughout

the facility, Cannon adds.

a new mindset

As RMS continues to evolve, there

is a movement underway to change

the way in which the mindset of the

organization functions. The industry

has changed, and RMS will lead the

industry in adapting to those changes,

Cannon notes. No longer is a mold-

maker a manufacturer; the once time-

consuming and cumbersome design

and manufacturing processes have

been streamlined with the advent of

new technologies and more efficient,

faster machines. The modern mold-

maker has become a service provider

in essence a contract manufacturer

and needs to develop a customer-ori-

ented mindset, high level of customer

service, and regular contact with the

critical components of the customers

business from part designers and tool

engineers, to molding operators, to the

sales and management teams in order

to truly provide the value a customer

requires.

To adapt to those customer require-

ments, RMS has implemented the

regular use of online meeting software

to coordinate part design discussions

and tool design reviews with custom-

ers. According to Cannon, this tool has

expanded contact with customers and

provides a unique platform by which

both sides of the equation can develop

a better understanding of form, func-

tion and design. Sales calls are no

longer just salespeople, but upper-level

management, mold repair technicians,

and engineering staff from time to

time, Cannon concludes. This new

approach to sales calls creates a more

significant bond of trust between cus-

tomer and moldmaker. We are always

looking for ways to improve customer

interaction.


Case Study / Mold Design

Moldmaker Does Not Wine

About Precise Undercut And Cross Cavitation Challenges


Stacked Wines LLC (Newport Beach, CA) was conceived by

creator and company co-founder Matt Zimmer when he

sought a stylish, portable and recyclable packaging solution

for informal consumptionwhether it be tailgating, a picnic

or in a backyard. He teamed up with two fellow MBA students

at UC-Irvine to develop a product that offered quality taste, a

simple style andmost importantultra-convenience.

Zimmer, who has a background in plastics and beverages, says

he had one too many drinks from a stale bottle of wine and had

an a-ha moment on how to solve the problem. So he and his

partners put Zimmers vision to paper and sketched a practical,

easily stored, four-pack of stem-less wine glasses that vertically

stacked to form the equivalent of one full 750 ml bottle of wine.

According to Zimmer, each individual serving was to com-

municate the look and feel of a real wine glass and deliver the

durability of plastic. A foil seal would preserve the wines fresh-

ness within each single serving and an overwrap would deliver

brand messaging and consumer product information. The

compact, stacked format, Zimmer correctly reasoned, would

also appeal to shelf-space starved retailersand would allow 30

percent more cases per truckload than other format options.

His industry connections led him to R&D/Leverage (Lees

Summit, MO)a company that provides structural brand devel-

opment and mold manufacturing for the food, beverage, home,

personal care and healthcare industries. The company specializ-

es in full-service plastic product solutions. We needed expertise

into how to commercialize our vision, which led us to R&D,

Zimmer says. And with so many launches in our industry, time

was of the essence, since we compete against standard bottled

wines and boxed wines, which are increasingly popular.

Compressed Time-to-Market

According to R&D/Leverage Project Engineer Jeff Beason, his

team developed a product design from the customers initial

product sketches and delivered a manufacturable product design

with the snap-together feature that was a key to enhanced con-

sumer and trade functionality. The design was completed and

approved in just three weeks using Pro/E by PTC (Needham, MA).

Stacked Wines had a concept and basic design, which they

provided to us, Beason says. We were hired to develop the

design of what they wanted the bottle shape to be with the fin-

ish they needed to accommodate the filling process they chose.

It was stated that the stacking feature was a requirement and

this snap feature would be a very high value addition if we

could make it work. Obviously, the stacking function in and of

itself can have issuessuch as under-blown areas of the bottle

geometry. The stacking was to facilitate using the shrink-wrap

sleeve that they wanted to use to market the product.

Beason explains that the bottles were not just sitting on top

of each other, they were nesting. That is why the snap feature

was so important. It involved precise undercuts, he elabo-

rates. You can always design special features into a container,

but you have to make sure they are functional when the con-

tainer is molded. It all starts with design goals, and realizing

what is actual. In both cases, we were able to create the stack-

ing and the snapping feature on the design.

Forming the snap feature was a challenge, but the largest

challenge was to maintain the form that was created by the

mold, Beason adds. Oftentimes when a design includes an

undercut area, it will not demold or the area will distort to

allow it to clear the mold surface. He adds that the process

development R&D used to create the features he wanted is

proprietary and part of a unique process.

It all starts with a very accurate design, Beason notes. We

created shrinkages, etc. based on what the PET is going to do

as it moldsand after moldingso those adjustments become

part of the complete tool design.

Phot

o co

urte

sy o

f R&

D/Le

vera

ge.

The compact, stacked format of Stacked Wines wine bottles appeals to

shelf-space starved retailers.

Simple. Innovation.

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Case Study / Mold Design

For More inForMation:

R&D/Leverage, LLC / (816) 525-0353

Stacked Wines, LLC / (714) 870-1227

[email protected] / stackedwines.com

PTC / (781) 398-6614

[email protected] / ptc.com

Stacked Wines was on board very quick with approvals, and

those are the kinds of things that can bog a project down if

approvals dont happen fast enough, Beason continues. Email

and phone calls were major communication tools. Even though

they are on the west coast there was very little delay in commu-

nications. Since they were so very hands-on it just came down

to building the tooling. Their original idea was well conceived so

once we created the design with the requested finish and func-

tions, the feedback/approval phase was on a fast track.

Each container was made in its own cavity with its own push

up, according to Beason. That means all of the cavities had to

perform the same, he says. With each container being formed by

a combination of several components, it is crucial that a bottle off

any cavity would snap on containers formed by any other cavity.

The unit tool was built in early June, with a final sample deliv-

ered three months later; and the production tool was shipped

November 10th. Thanks to the technical support of R&D/

Leverage, we commercialized a breakthrough concept loaded

with consumer and trade appeal, Zimmer notes. Regional sales

volumes have validated our vision. As a result, we will continue

to expand distribution and, in time, become a national brand.

I am still excited about this project, Beason emphasizes.

What stood out for me was that this was a fresh idea from a

small group of people that were so enthused about it, and to

be able to work so closely with them and see their excitement

and anticipation build as the project moved forward really set

it apart from others for me. It felt very grassroots.

Zimmer adds, As a start-up, with limited capital and a

new concept, we needed to get into production fast and have

the design and tooling rightthe first time. R&D/Leverage

proved to be a great partner to work with, and they delivered

on all counts.

Case Study / Business Management


Business Succession Planning

Protects Shop in the Long-Term

By implanting an annuity trust, a mold

manufacturer can ensure a successful

business succession from one generation

to the next.


Since 1969, Bomatic Inc. (Ontario, CA) has been producing

plastic containers of all shapes and sizesfrom blow mold

designs and building to final productin the following indus-

tries: personal care, automotive, pharmaceutical, medical, lawn

and garden, food, household cleaners and industrial chemicals.

Current owner Kjeld Hestehave is extremely proud of the

fact it is a family-owned business passed down to him from

his father, and wanted to make sure he secured its success for

future generations, but did not know where to begin.

Hestehave was a young man himself when his father

brought him into the business. I worked part time until the

age of 22, at which time I became a full-time employee and the

heir apparent recipient of the business, he recalls. After his

dad retired at the age of 75, Hestehave found himself as the

new President and CEO. I know plastics, he states. I have

worked in the business for more than 48 years and I know

what it takes to make quality molds and plastic parts. What I

dont know is financial planning and/or business succession

planningwhich includes the transfer of a business from gen-

eration I (my parents) to generation II and III (me and my chil-

dren and nephews, who are now working in the business).

Enter Kevin La Mont, Vice PresidentAdvance Planning and

Investments at RB Capital Management LLC (Fresno, CA), an

investment advisor firm specializing in estate tax planning,

hedged strategies and managed fixed-income portfolios. La

Mont approached Hestehave two years ago, and asked if he

could stop by Bomatic and chat with him about the business

and what factors the company was facing in the current eco-

nomic climate.

As Kevin and I were talking, he looked around and asked

who owned the business and the building, which housed the

business, Hestehave states. I told Kevin that my parents were

the primary owners of both, which prompted his next ques-

tion, What planning has been implemented by my parents in

order to avoid the estate taxes upon their demise?

At the time, Hestehave believed that there would not be any

taxes since the business and building were held by his parents

in their living trust. Kevin informed me that a Living Trust

is great for avoiding probate and its inherent cost, delays and

publicitybut does very little to avoid estate taxes. After pick-

ing myself up off the floor and regaining my composure, I

ask Kevin if there was anything that could be done to reduce

and eliminate the familys estate taxes and the possibility of a

forced liquidation of assets.

Kevin assured Hestehave that there were a number of trusts

available that could be used to meet the needs and desires of

the family. These trusts include,

but are not limited, to Grantor

Retained Annuity Trust, Quali-

fied Personal Residence Trust,

Defective Grantor Trust, Private

Foundation and Self-Canceling

Installment Notes, La Mont

explains.

By using these trusts alone or

in combinations with each other,

the parents would be able to

achieve the following:

Keep Bomatic Inc. as a thriving

company.


Case Study / Business Management

Transfer the bulk of value of the business and building to

trust for estate tax planning.

Maintain a degree of control over the business and its operation.

Continue to receive income from the business and/or real

estate in order to maintain their (parents) standard of living.

Provide protection against claims judgments and possible

lawsuits.

Keep the business and building in trust for multiple

generations.

The Hestehave family chose to use a combination of a

Private Annuity for the building and a Grantor Retained

Annuity Trust for the business. The Private Annuity allows

Kjelds parents to receive the rent from the building (just as

they do now) in order to maintain their standard of living, La

Mont explains. However, upon their demise the building will

not be considered part of their estate. As for the business, the

Grantor Retained Annuity Trust will allow Kjelds parents to

receive income, but only for a number of years at which time

the business will transfer to a trust for the benefit of Kjeld, the

grandson and nephew.

As many know, being a business owner is hard work, says

Hestehave. The hours are long and the stress can be relent-

lessnot to mention the daily interruptions and distraction

one is constantly bombarded withand those are the good

days. With all that we endure as business owners, I feel a great

burden has been lifted off my shoulders. There is a sense of

comfort knowing that at some time in the future, the family

business (which we have poured our hearts and souls into) and

the real estate will be protected from estate taxes.

Hestehave advises: Dont assume that what you think will

happen, will happen. Meet with an advisor who understands

complex estate and business succession planning tax laws and

available tools. Our plan now ensures that Bomatic will be

herenot only during my years of running the businessbut

for my children and nephews as well.

For More inForMation:

RB Capital Management LLC / (949) 861-4362

[email protected] / rbcapitalmanagement.com

Bomatic Inc. / (909) 947-3900

[email protected] / bomatic.com

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Case Study / Software

CNC Software

Delivers 50-Percent

Leadtime Reduction

For Complex Molds

Industrial Molds Group (Rockford, IL), is a leading manu-

facturer of precision injection molds and the 2012 winner of

MoldMaking Technologys 2012 Leadtime Leader award. The

companys extensive investment in equipment, technology and

employees has enabled it to reduce average leadtimes by 50

percent over the last five years.

Industrial Molds considers Delcams (Windsor, ON)

PowerMILL CNC programming software to be critical to

achieving its 8-week average leadtimes. PowerMILL reduces

our leadtimes in a number of ways, explains Greg Osborn,

Industrial Molds account manager.

It delivers the accuracy we need to get to net shape, which

reduces the amount of hand finishing we do. It also has a

number of features that

reduce programming time

and powerful functionality,

such as arc fitting allows

us to run our machines at

top speeds, which reduces

machining time.

Established in 1968,

Industrial Molds specializes

in all facets of injection mold

manufacturing including

design, engineering, tool-

ing and special machining services. The company has earned

an excellent reputation as a premier precision mold manu-

facturer, designing and building molds for thermoplastics,

thermoset, die cast and insert precision applications. Its port-

folio includes molds for a wide range of industries including

automotive (engine covers, surge tank bottles, seating, throttle

PowerMILL features, which

save programming time,

are another factor that

contribute to Industrial

Molds rapid mold

development process.

Imag

es c

ourt

esy

of D

elca

m a

nd I

ndus

tria

l M

olds

.

Video

Access video

at end of article.

Typical mold detail requires accurate CNC programming

and precision machining.


bottles); electronics (modules, coils, electronic panels, and cir-

cuit boards); packaging (caps and closures); medical (disposable

syringes, medical equipment cabinets, and housings); recre-

ational (engine covers, seats) and many more.

Strategy

As customers pushed for faster mold development, Industrial

Molds began implementing a strategy to shorten leadtimes.

The strategy consisted of buying the best equipment, deploy-

ing the best technology, and hiring the best people while

keeping their skills up-to-datea practice the company fol-

lows to this day. Deploying the best technology included a

switch from previous CNC programming systems to Delcam

PowerMILL on the recommendation of its distributor, CAD/

CAM Systems (Rockford, IL).

PowerMILL has been a key factor in the companys 50-per-

cent leadtime reduction by delivering a level of accuracy

that makes it possible to machine molds to net shape. This

shrinks leadtimes by reducing the bench work previously

needed for final fitting.

PowerMILLs roughing routines work very well, but thats

only 20 percent of the CNC work in a typical project, says

Mark Hastings, High-Speed Machining Manager. Then we

utilize its rest roughing machining strategy for semifinishing.

Finally, PowerMILL offers a lot of features that help us get to

the actual net shape, such as picking radii and corners, pencil-

ing out details, and flow line machining.

Control

PowerMILL also provides close control over machining toler-

ances to make sure that the machined parts meet the spec.

The tighter the tolerance, the longer it takes to generate the

toolpath, says Hastings. We can loosen it up while we are

roughing, which generates the toolpath quicker, then tighten it

up for finishing. Because we can control the accuracy, we can

achieve close tolerances without sacrificing speed.

Its really the synergy of PowerMILLs tight tolerance tool-

paths, along with the high-end Makino machines, good tool-

ing, good holders and skilled operators that allows us to get to

net shape, Osborn says. Its everything being at the same high

level. An important benefit of net shape machining is that you

know exactly where the steel is. As soon as you put a stone to

something for hand working, you no longer match CAD. You

dont know where the steel is. With PowerMILL, we can get

tighter shutoffs, and if the mold is damaged, such as destroy-

ing a parting line, we can recreate the exact shape because we

cut to net shape and there is no handwork.

In addition to shortening the mold development process,

getting to net shape makes an impressive sales demonstration.

When I bring customers in, they are surprised that our shut-

offs still have cutter marks, adds Osborn. They dont see a lot

of polishing on the parting lines because we can cut so close to

net shape that we dont need to handwork parting lines. They

are very impressed with that.

Automation

PowerMILL features, which save programming time, are

another factor that contributed to Industrial Molds rapid

mold development process. One such feature is the softwares

openness, which allows for the creation of macros that auto-

mate repetitive tasks. For example, one macro performs multi-

ple collision checks and multiple gouge checks. I select all my

toolpaths, and gouge check

and collision check on mul-

tiple toolpaths at one time,

explains Hastings. Theres a

lot of automation built into

PowerMILL and we run a lot

of macros for carbon cutting

of electrodes.

Another programming

time saver is the ability to

save projects and re-use the

majority of their program-

ming when developing

toolpaths for similar parts. I

save out generic projects that

already have a roughing tool,

a semi tool and a finishing

tool. Then I bring in a new

CAD model with similar fea-

tures and batch process the Delcam PowerMILL software is used to generate CNC programs at Industrial Molds.


Case Study / Software

PowerMILLs support for arc

tting enables Industrial Molds

to take advantage of high-speed,

high-feed cutters.

toolpaths over the new geometry, Hastings notes. Theres

hardly any editing. PowerMILL gives me what I need for the

new size part.

Faster Cutting

The third way PowerMILL speeds mold development at

Industrial Molds is by reducing machining time. PowerMILLs

support for arc fitting allows us to take advantage of high-

speed, high-feed cutters, Osborn explains. When you

use software that doesnt allow you to arc fit the toolpath,

you have to slow the machine way down to make corners.

High-speed cutters can go 300 inches/minute, but if tools

have to slow down for corners, they wont reach that speed.

PowerMILL offers smoothing and arc fit, which lets it travel

smoothly around corners at much faster speeds. By smooth-

ing out the transitions, PowerMILL allows for faster cutting

while maintaining accuracy.

Covering All Bases

Because Industrial Molds serves customers in such a wide

range of industries, the breadth of functionality in PowerMILL

is another key advantage. Every part we cut, from hardened

steel to soft aluminum or graphite, we program differently,

states Osborn. PowerMILL covers all those bases. It isnt lim-

ited to one type of machining. Some components we cut from

outside in and others from the inside out. With PowerMILL,

the programmer has so much control.

For more inFormAtion:

Industrial Molds / (815) 397-2971 / industrialmolds.com/

Delcam / (877) DELCAM1 / delcam.com

Customer-Driven

Advancements

Finally, Industrial Molds

appreciates the fact that

Delcam keeps PowerMILL

state-of-the art and listens

to its users. They stay up

with technologyusing

64-bit software is a good

example, Osborn says.

And they are continually

developing features to

speed up our job and make

things more efficient, such

as performing the process-

ing in the background so

you can use the computer

to do other things. We

request functionality and

Delcam adds it.

Accuracy, programming automation and support for high-

speed machining are important ways in which PowerMILL

supports Industrial Molds leadtime reduction. And while the

company is always being approached by vendors wanting them

to look at other CNC software options, PowerMILL remains

their software of choice. The toolpaths are accurate and the

finishes are good, notes Hastings. In short, we can count on

this software being right and accurate the first time. Osborn

concludes, When you have high-end equipment and people,

you need to match that with high-end software. This is the

role PowerMILL fills for us.

ViDeo: CnC Software and Complex molds http://short.gardnerweb.com/mmtpower

amerimoldexpo.comJune 12-13, 2013 / Donald E. Stephens Center, Rosemont, IL

MoldMaking Technologys editorial staf is now accepting

papers for consideration to be presented at the amerimold

2013 Technical Conference. If you are selected as a

speaker, you will receive a free full conference pass,

including admission to conference sessions, access to the

exhibit hall and tickets to meals and networking events.

WHO SHOULD PRESENT:

Moldmakers / Molders / OEMs: share your experiences, lessons learned, tips and best practices for better moldmaking and molding.

Technology suppliers: share your technology reviews and

application stories.

SUGGESTED TOPICS INCLUDE:

Machining (5-axis, EDM, hard milling, etc.)

CAD/CAM

Cutting Tools

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Hot Runners

Additive Manufacturing

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Education / Training / Workforce Development

PRESENTATION SUBMISSION GUIDELINES:

Summarize your paper in 200 words

Due by February 15, 2013

Include the title of your paper, author

and/or speakers name, a brief bio and

contact information

Include your preferred presentation

format: Workshop, Seminar or Panel

Discussion

Speakers are responsible for providing

content for inclusion in the conference

proceedings by May 1, 2013

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The Event for Mold Manufacturing

Donald E. Stephens Center, Rosemont, IL

Machining/Automation


Simple Considerations for

Automated Mold Machining

By William G. Howard

Gaining a competitive edge in todays mold and die

manufacturing market requires a streamlined approach

to the manufacturing process that focuses on increas-

ing throughput while reducing or eliminating operator inter-

vention. The most effective means for accomplishing this task

is through machine automation.

Commonly perceived as a complex task, adoption of

machine automation can be simplified by understanding the

technologies available and how they can be effectively applied.

These technologies can range from control software to remote

monitoring and robotic systems. When effectively introduced

to a mold/die manufacturing system, manufacturers can expect

to see game-changing improvements in cycle time, workpiece

quality, unattended capabilities and overall cost per part.

For mold and die manufacturers interested in automating

their manufacturing systems, there are three simple tech-

nologies to consider: advanced machine control software,

unattended monitoring, and automated workpiece and tool-

transfer capabilities.

Advanced Control Technologies

A manufacturers primary consideration for automating a

mold/die manufacturing system should be the machine tool

and its control software. Advanced machine control soft-

ware offers manufacturers the ability to dramatically reduce

machine downtime, labor costs and human error through

in-process monitoring capabilities, such as laser tool measure-

ment, broken-tool detection, spindle-load monitoring, spare-

tool selection, tool-life monitoring and touch-probe routines.

Laser Tool Measurement

Laser tool measurement capabilities are essential for precision

applications. Whether the application demands a drill, ball mill,

flat mill or bull nose end mill, laser tool measurement capabilities

enable the control system to gather both the length and radius

dimensions of any tool design. Laser measurements can be con-

ducted as each new tool is introduced to the spindle, ensuring that

accurate tool offsets are entered into the program for the highest

level of accuracy and worry-free unattended machining operations.

A secondary function to laser tool measurement control features

is the ability to recheck a tool post-process in order to determine

excessive wear or breakage. Under these conditions, several options

can be programmed, such as stopping the machine with an alarm

or selecting a spare identical tool and rerunning that portion of

the program. This option is extremely valuable when automating

a manufacturing system, providing manufacturers with the level

of comfort to walk away or leave the shop without concern of part

damage or additional tool destruction.

A streamlined approach to

your mold manufacturing process

is accomplished most effectively

through machine automation.

Video

Access video

at end of article.

Laser tool measurement is an essential component to unattended precision

machining that enables accurate tool offset programming and tool wear monitoring.

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Spindle-Load Monitoring

Spindle-load-monitoring capabilities are one of the best safety

protections that can be easily applied to any program. In the

event of tool failure, programming error or a power spike, the

spindle-load monitor stops the machine and signals an alarm

before any damage can occur to the tooling, workpiece or

spindle. These capabilities are ideal for unattended roughing

operations, particularly in hard milling applications. Advanced

spindle-load-monitoring systems allow each tool to be pro-

grammed separately with its own load restriction to ensure

accurate monitoring. This

protection can be set man-

ually or read automatically

while the tool is cutting.

Spare-Tool Selection

To minimize machine

disruption due to tool

degradation, a spare-tool-

selection feature is essen-

tial. This feature enables

tooling to be matched

up with other identical

tools within the machine

control for backup use.

When a tool is disabled

and recalled to the tool

changer, tools of matching

identity can be called up

and loaded into the spindle

on the fly.

Spare-tool selection can work in conjunction with other con-

trol features to automate machine processes for extended

hours of unattended operation. Whether there are multiple-

part setups or single-part runs, spare tooling allows manufac-

turers to cut downtime and save money.

Tool-Life Monitoring

Tool-life monitoring is another advantageous control feature

for unattended mold/die operations that studies the approxi-

mate life span of each tool. With tool life values determined,

manufacturers can control the duration for which a tool is

allowed to run. Once that programmed limit is reached, the

tool is automatically recalled and cannot be loaded back into

the spindle. Tool life can be measured in three different forms:

cutting time, distance traveled and workpiece count.

When measuring based on cut time, the machine tracks the

time a tool spends in feed mode and issues an alarm when that

time has expired. Tool-life presets based on distance are mea-

sured based on the length of tool travel and can be controlled

by estimating tool wear through the amount of surface area

machined. A warning can also be set to give advance notice to

an operator that can also be signaled by a stack light. Tool-life

monitoring measured through workpiece count can be set

based on individual workpieces or the number of workpieces

produced per pallet load.

Touch-Probe Compatibility

Advanced machine controls can enable further automation

through touch-probe compatibility. Touch probes offer endless,

customizable routines to reduce workpiece setup time, incor-

porate safety checks and set accurate work offsets.

By using a touch probe to measure a few points, manufac-

turers can accurately determine part location and set work

offsets directly to the machine, enabling longer unattended run

times. Additionally, touch probes can be applied to verify block

sizes and the data to start roughing without being near the

machine. Checking for machined features is an excellent way

to protect the machine and tooling.

For example, before starting a finishing operation, a pocket

can be probed to verify that it has been fully roughed, pre-

Touch probes provide additional

unattended reliability by accurately

determining part location for automatic

adjustment of work offsets following

workpiece change over.

Machine disruption can be minimized through spare-tool selection control

features that replace worn or broken tools with preset identical tooling.

Automated work cells enable manufacturers from any industry to achieve

the highest level of around-the-clock unattended machining.

Machining/Automation


venting damage due to higher-than-expected spindle loads.

Probing can also establish rotational offsets to square up the

workpiece in all axes.

From laser-tool measurement to part-probing capabilities,

advanced tool features can be combined and used to create cus-

tomized cycles for a wide variety of applications. With demands

differing from one shop to another, the versatility of a machines

control is critical for establishing an effective automated system.

Remote Machining and Monitoring

In recent years, there has been tremendous growth in the

area of remote machining and monitoring. These technolo-

gies have provided manufacturers with the ability to view and

even control machines without being present in the shop. In

many cases, these capabilities have let manufacturers focus

greater attention on growing their customer base and reduc-

ing their number of operating shifts.

Remote machining technologies are designed to provide

operators with full control of the machine from any location

with Internet access. By applying this technology, operators can

tap directly into a machines control to view current param-

eters, check machine history (e.g., broken or worn tools and

alarms) or add toolpath programs. Several remote machining

technologies also provide text-message alerts to cell phones,

notifying operators of specific machine alarms that have

occurred. Operators can then decide if it is necessary to go into

the shop or not. Whether operators are away from the shop or

working remotely from an office down the hall, these capabili-

ties are an ideal way for manufacturers to save time and money

through improved efficiency, reliability and productivity.

An additional benefit to remote machining is the ability to

provide remote access to third-party engineering service provid-

ers and machine tool manufacturers for more rapid service or

application support. This capability can eliminate costly trips for

service support and save several hours of machine downtime.

Remote monitoring extends the capabilities of remote

machine access with work-zone and shop-floor visibility via

webcam. With live viewing capabilities of machining operations,

operators can perform visual inspections of physical problems,

such as a crashed machine or damaged tool, from any location

with Internet access. Operators can see if a machine has stopped

before a job was completed and determine whether a trip to the

shop is necessary or not. Several mold/die manufacturers are

already employing these capabilities to their automated opera-

tions for decreased idle times and faster turnarounds that meet

or exceed customers needs.

These cameras can be password-protected for confidential-

ity purposes. Cameras can be viewed individually or simulta-

neously. The cameras are easy to install and can hold up to

extreme cutting conditions. By using both remote machining

and monitoring technologies, manufacturers can guarantee full

control of their machining operations anytime and anywhere

with Internet access.

Automated Work Cells

For around-the-clock unattended machining capabilities, mold/

die manufacturers can invest in a fully automated work cell.

Historically positioned as a solution for production machining

LeArn MoReVisit our Automation and Machining Zones for more information

on a variety of machining technologies including milling, grinding,

boring, drilling, as well as automation solutions.

Go to moldmakingtechnology.com/zones for a complete list.

Pallet-transfer systems enable manufacturers to setup and load parts into

a work cell without interrupting the machine process.


contributor

William G. Howard is vertical product line manager for Makino, Inc.

For more inFormation:

Makino, inc. / (800) 552-3288 / makino.com

Video: automated Work Cell for Unattended Hard milling of Precision mold applicationshttp://short.moldmakingtechnology.com/mgsmakino

environments, work cells have diversified to include a number

of unique configurations geared specifically to the mold/die

industry.

Automated work cells can be created by linking multiple

machines and robotic part-loading systems together to

provide a start-to-finish operation without operator

intervention and unnecessary downtime. Manufacturers

of automated work cells provide many options for using

tool magazines and pallet-change racks to run multiple jobs

of similar workpieces.

Applying advanced tool-control options, such as tool-life

monitoring and broken-tool detection, to an automated

work cell can ena

Documents

100635-JAN 2013.pdf