437786-JAN 2015.pdf

JANUARY 2015

VOLUME 18 / NUMBER 1

ENGINEER / BU ILD / MAINTAIN

Automated Mold

Design PG 26.

Moldmaking Economic

Forecast: Coming Back

Strong PG 22.

CASE STUDY

Pallet-Changing HMC

Streamlines Setups PG 14.

NEW SERIES

Pellet 2 Part PG 20.

after destroying the rest...

start specifying the best.

Bolting others alignment locks on your molds can result in premature

wear and costly mold damage. Progressives Z-Series Locks are

independently tested and proven to go the distance:

No wear after cycling 40 times longer than look-a-like locks

Exclusive engagement ramp/particle ring combination

Available in Bar Lock, Guide Lock, Side Lock and Top Lock styles

Were so confdent in the performance of the Z-Series Locks for the

duration of your programs, Progressive offers an industry exclusive,

lifetime guarantee. Contact Engineering at 1-800-269-6653 to secure

unmatched proftability for the life of your tools.

guarantee the success of your tools

VIEW TEST RESULTS AND TESTIMONIALS

AT PROCOMPS.COM/Z-SERIES

www.pcic-group.com

2 MoldMaking Technology January 2015

PublisherClaude J. Mas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . [email protected]

Metalworking Group PublisherTravis J Egan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . [email protected]

Editorial DirectorChristina M. Fuges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . [email protected]

Senior EditorMatthew Danford . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . [email protected]

Managing EditorEl McKenzie . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . [email protected]

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

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

Moldmaking Technology (ISSN 1098-3198) is published monthly and copyright 2015 by Gardner Business Media Inc. 6915 Valley Ave., Cincinnati, OH 45244-3029. Telephone: (513) 527-8800. Printed in U.S.A. Periodicals postage paid at Cincinnati, OH and additional mailing offces. All rights reserved.

POSTMASTER: Send address changes to Moldmaking Technology Magazine, 6915 Valley Ave., Cincinnati, OH 45244-3029. If undeliverable, send Form 3579.

CANADA POST: Canada Returns to be sent to IMEX Global Solutions, P.O. Box 25542, London, ON N6C 6B2. Publications Mail Agreement #40612608.

The information presented in this edition of Moldmaking Technology is believed to be accurate. In applying recommendations, however, you should exercise care and normal pre-cautions to prevent personal injury and damage to facilities or products. In no case can the authors or the publisher accept responsibility for personal injury or damages which may occur in working with methods and/or materials presented herein, nor can the publisher assume responsibility for the validity of claims or performance of items appearing in editorial pre-sentations or advertisements in this publication. Contact information is provided to enable interested parties to conduct further inquiry into specifc products or services.

6915 Valley Avenue Cincinnati OH 45244-3029P 513-527-8800Fax 513-527-8801 gardnerweb.com moldmakingtechnology.com

Richard G. Kline, CBC | President

Melissa Kline Skavlem | COO

Richard G. Kline, Jr. | Group Publisher

Tom Beard | Senior V.P., Content

Steve Kline, Jr. | Director of Market Intelligence

Ernest C. Brubaker | Treasurer

William Caldwell | Advertising Manager

Ross Jacobs | Circulation Director

Jason Fisher | Director of Information Services

Kate Hand | Senior Managing Editor

Jeff Norgord | Creative Director

Rhonda Weaver | Creative Department Manager

Dave Necessary | Senior Marketing Manager

Allison Kline Miller | Director of Events

ALSO PUBLISHER OF

Modern Machine Shop IMTS Directory Products Finishing Products Finishing Directory Plastics Technology / PT Handbook NPE Offcial Show Directory Production Machining Automotive Design & Production High-Performance Composites Composites Technology

Mike Zacharias

President

Extreme Tool & Engineering

Wakefield, Michigan

[email protected]

Read some of Mikes thoughts on workforce development on page 8.

EDITORIAL ADVISORY BOARD (EAB)

The EAB enhances the standing of the publication

and strengthens its professional integrity through

the active involvement of its members.

Vic Baez

Manager, Plastics Technology

Rockwell Automation

Milwaukee, Wisconsin

[email protected]

Andrew K. Baker

Project Manager

Byrne Tool & Design

Rockford, Michigan

[email protected]

Tim Bartz

VP of Operations

Mold Craft Inc.

Willernie, Minnesota

[email protected]

John Berg

Group Marketing Director

MGS Manufacturing Group

Germantown, Wisconsin

[email protected]

Wayne M. Hertlein

Program Manager

Wilbert Plastics Services

Troy, Michigan

[email protected]

David Hirt

AIS/FVSS/Lighting New Model

Tooling/Feasibility Engineer

Automotive Components

Holdings LLC

Sandusky, Ohio

[email protected]

Dan Mishek

Managing Director and

Co-Owner

VistaTek

Vadnais Heights, Minnesota

[email protected]

Ralph Neufarth

Design Leader

iMFLUX (subsidiary of

Procter & Gamble)

Hamilton, Ohio

[email protected]

Tim Peterson

Vice President

Industrial Molds Group

Rockford, Illinois

[email protected]

Steve Rotman

President

Ameritech Die & Mold

Mooresville, North Carolina

[email protected]

Mike Walter

President

MET Plastics

Elk Grove Village, Illinois

[email protected]

RELIABILITY. PRICE. REPUTATION.

WE KNOW what its like.

Were MACHINISTS, too.

We CUT METAL every day.

= TOTAL CUSTOMER VALUE.

Thats why were driven to make sure that every Haas

CNC machine is trustworthy, affordable, and always

backed by the industrys best after-sale service.

Haas Automation Inc. | 800-331-6746 | www.HaasCNC.com

Proud sponsor of the Stewart-Haas #41 car

Haas VM-2 Vertical Mold Making Machine

Great Tips from This Issue5TRICKS OF THE TRADE

Contents


Features

22 Economic ForecastComing Back Strong

Investment in machining centers, injection molding machines and complete molds is projected to increase significantly in 2015. Our latest capital spending survey reveals the trends leading to this upswing.

26 SoftwareThe Will and the Way to Automate Mold Design

Persistence and the right technology enabled this automotive toolmaker to give programmers a head start on new projects and dramatically reduce calculation times.

32 Surface TreatmentProtect Your Tooling Investment

Lower your VOC footprint, upgrade manufacturing operations and improve the surface quality of your final products with water-based mold release and cleaning.

36 Global CompetitionAvoiding the Pitfalls of Overseas Tooling

The keys to managing offshore tooling are solid communication, an onshore team of mold experts, part samples before mold shipment and onshore molding.

Departments

6 From the Editor: Fresh Perspective 6 Whats New on MMT Online 8 Editorial Advisory Board (EAB) Insight: Working on the Workforce 10 Your Business: Life Insurance 12 Profile: Eifel Mold & Engineering 14 Case Study: MachiningAdopting a Production Mindset 20 Pellet 2 Part (P2P): Plastic Injection Molding Starts with the Pellet 40 Product Focus: Machining 44 By The Numbers: MoldMaking Business Index 46 End Market Report: Aerospace and Automotive47 MoldMaking Marketplace47 Ad Index 48 TIP: Mold RepairTransition to In-House Welding

ON THE COVER

Image courtesy of John Caccese. Ken Zytner of Unique Tool & Gauge works on a new mold design. Rather than starting from scratch, this process begins with a fully-assembled mold base, complete with all manifolds, fittings, electrical boxes, plugs and other components arranged according to customer-specific design requirements. These base templates also resize themselves to accommodate dif-ferent tool sizes or design changes at the click of a button. Getting there required the persistence to make the most of tools in the shops Cimatron CAD/CAM software. See related story on page 26.

Images above courtesy of (left to right) KraussMaffei, ChemTrends and Industrial Molds

Group.

1. Solid SetupsAlthough pallet-changing capability delivered an immediate beneft to this moldmaker, the addition of a separate auxiliary product, an FCS modular clamping system, pushed time savings even further. PG. 14.

2. Survey SaysMoldmakers are expected to spend nearly $500 mil-lion on machining centers, grinders and EDMs this year. Thats an increase of 32 percent over 2014, and its nearly 10 times the average amount spent an-nually from 2008 to 2012.PG. 22.

3. Go H2OA beneft of water-based release products is that the residue left on the mold is easier to remove than that left by solvent-based products. No aggressive, corrosive or harmful operations are required to clean the mold. PG. 32.

4. Communicate UpstreamMoldmakers can mitigate many of the risks of overseas tool sourcing by addressing design for manufacturability with the customer at the quoting stage.PG. 36.

5. Cost CompareBase your in-house laser welding selection on the systems ROI and overall value by comparing prices against each systems capa-bilities. Another determin-ing factor often is service.PG. 48.

January 2015 Volume 18 / Number 1

4832

VIDEO ACCESS

20

Optimal Solutions for the FutureDoosan Infracore America

Perform

ance Und

er Press

ure

Doosan Infracore America Machine ToolsCorporate Office & Engineering Center19A Chapin Road, Pine Brook, NJ 07058 - Tel. +1 973 618 2500

[email protected]

www.DoosanMachineToolsUSA.com

Midwestern Technical Center1701 F Howard Street, Elk Grove, IL 60007

Western Technical Center488 W. Meats Avenue, Orange, CA 93865

Think of us as your pit crew, performing under pressure so you can, too.

Contact Doosan today, so we can perform for you and win!

24 Hour Technical Support

Productivity depends upon the optimal level of support

you receive for the life of your machine. So while all Doosan

turning centers and machining centers are engineered to be

among the most reliable and durable available, its comfort-

ing to know that you can contact Doosan Infracore America

24-hours a day for technical support, backed by a team of

experts on a mission to support you when you need it most.

With Doosan, you can perform under pressure for your

customers, because thats what were dedicated to do for

you. Think of us as your pit crew for productivity. Why not

contact Doosan today, so we can perform for you and win!

1.888.9DOOSan Technical Support Hotline (M F)

From the Editor


THIS MONTH ON moldmakingtechnology.com

Fresh Perspective

New year, new perspectiveor maybe just a

different perspective.

Christina M. Fuges

Editorial Director

I want to introduce you not only to a new column

that we are beginning this year, but to the man

behind the concept. He is an industry colleague

with whom Ive had countless conversations over

the years on everything from hot runners and ther-

mography to kids and politics. Lately, our phone

calls have focused on a new engineering approach

that has the potential to transform your business:

Thinking in plastic first, then steel.

This approach can help ensure that your mold-

making adds even more value by solving or improv-

ing plastic injection molding problems. In order to do that, you must under-

stand the injection molding process. This series of articles is here to help you

do just that, breaking down the path a plastic pellet takes as it transforms

into a part. Hence, the series name: Pellet 2 Part (P2P).

The man who helped develop the concept for this series is Rich Oles of

Stone Plastics & Manufacturing Inc. in Zeeland, Michigan, where he has

been director of molding and currently is tooling manager. Prior to joining

Stone Plastics, Rich was the VP of engineering at P.E.T.S (Plastic Engineering

& Technical Service), and prior to that he served as president and CEO for

North America of PSG Plastic Service Group Inc., a German-headquartered

OEM of hot runner manifold and hot runner control systems. Richs plastics-

related resume of employment, training and education reaches back further,

but Id rather spend this page telling you about the origin and purpose of this

new series.

While brainstorming with Rich on this series, he relayed this story to me:

A friend once told me, You need to think in plastic, not steel. This was dur-

ing my transition from moldmaker/mold designer to hot runner manifold

supplier/OEM designer, and he was right. I am a moldmaker/mold designer/

modeler first. The rest of my experience supports and advances the plastic

injection molding process. That is why MMT is the right vehicle for this

series. The mold builder of today needs to consider every aspect of the plastic

injection molding industry in the never-ending pursuit of adding value to the

end customer.

Within this series of articles, we will introduce you to people and compa-

nies that are interested in sharing their expertise and experience, in the hopes

of helping you better understand plastic injection molding and therefore add

value to your mold manufacturing operations.

Our 2015 topics will include: raw material and what every moldmaker

should know about it; the melt delivery system (screw, valve and end cap);

hot and cold runner systems; hot runner controllers (standalone and HMI);

mold cooling optimized by design; plant water basics and how it impacts per-

formance; and automation in handling the post-molded part.

Follow MMT on: Follow @MMTMag

VIDEO: Transient Cooling of Injection MoldsNew technology uses parallel processing, predicts transient cooling for the injection mold and the cooling channels, and includes support for mold inserts and heating elements all laying the foundation for the next generation of cooling simulation capabilities. Watch the video at short.moldmaking technology.com/autocool.

BLOG: Euromold 2014Hosted in late November in Frankfurt, Germany, this annual event offered plenty of innovations for the tool and die industry. Examples included laser welders with integrated laser powder cladding, an innovative quick-change mold system, an unusual lifter design and an additive manufacturing system that uses the same material as a plastic-injection press. Visit short.moldmakingtechnology.com/euromold for information on these and other displays that caught our eye.

WEBINAR: Mold Steel Does it Make a Difference?Moldmakers strive to design and build the most efficient, durable mold tools to enable their customers to produce quality parts in a cost-effective manner. Does the choice of mold steel play an important role? How can that choice pro-vide improved productivity for the molder? These and other questions were addressed in this past webinar, accessible at moldmakingtechnology.com/webinars.

SLIDESHOW: Machining ProductsCheck out a slideshow of the machines featured in this months Product Focus on machining at short.moldmaking technology.com/machines.

Machining IntelligentlyISCAR HIGH Q LINES

www.iscarmetals.com

Indexable SUMCHAM Insert and Modular Shank Gundrills

Drill Pocket Features

2to5timeshighertablefeedthanstandardbrazedgundrills

Doublefute,Fullyeffective,Nosetuptime!

Variousgeometriesavailable

Coatedcarbidegrades

Excellentstraightnessandconcentricity

Maintainshighholeprecisionandcenteralignment


Editorial Advisory Board (EAB) Insight

Working on the Workforce

By Mike Zacharias

As president of Extreme Tool and Engineering, I have the

opportunity to travel the world and experience firsthand the

operations of customers and competitors. Almost universally,

the No. 1 pain point discussed is hiring good people and find-

ing enough qualified workers.

Extreme has committed to meeting this challenge head-

on by turning it into a competitive advantage. We do this by

breaking down workforce development into four main compo-

nents and working on each one: 1) education, 2) recruitment,

3) training and 4) retention.

Following is an explanation of each core component with

perspective on what each one means in todays world.

1. Education. In order to find the best candidates for

employment, you need to educate people on the types of

opportunities available at your facility. Students, teachers,

advisors, parents and prospective employees all need to be

informed about the type of people you need, the kind of facili-

ties you operate and the advancement opportunities you offer.

Do not assume the general population understands what

you do and how you do it. Take time to engage civic organiza-

tions, trade associations and local educational entities to actu-

ally demonstrate what you do and who you are. Offer tours

and open houses. Provide opportunities to show off your plant

any time you can.

Equally important is building the case for why people

should work for you. Build such a case with data that accu-

rately illustrates why your company is the best option among

other career choices, as well as among your competition.

2. Recruitment. Finding good people is never easy. Build

relationships and a network that help keep your talent pipe-

line full. More importantly, understand and know that no one

can or will sell the opportunities within your company any

better than the employees who already work for you.

Provide incentives for employees to recommend a friend

when an opening exists. How many people would recommend

someone to work alongside them who couldnt pull his own

weight? Most importantly, become an employer of choice in

your area. If you provide the best jobs in town and people seek

out your company for employment, then youve already solved

part of the workforce challenge.

3. Training. If you havent already, its time to get more seri-

ous about employee training and development. In the past,

everyone assumed people would learn it and get it by being

around it, but now employing a full-time director of training

and continuous improvement can be a successful strategy. The

primary responsibility of this role is to ensure that a formal

plan is in place for employees to realize their potential. This

person will have time to do this because it is his or her job, not

something he or she does when there is nothing else to do.

4. Retention. No one wants to train and develop people

only to lose them to the competition, therefore it is critical to

create a culture within your organization that drives people to

want to work for you for an extended period of time.

For example, we rebranded the company recently and

established core values for the organization during that pro-

cess. Although initially viewed as a simple marketing and sales

opportunity, it became apparent how important it is to sell

who we are not only to our customers, but more importantly,

to our existing and prospective employees. Life changes and

businesses develop, but one thing that has never changed is

the need for good people. Ask yourself, What am I doing to

make sure I have the best employees in the world?

Mike Zacharias

President

(and all-around outdoorsman)

Extreme Tool & Engineering

Wakefeld, Michigan

[email protected]

extremetool.com

Company Core Competencies

Bringing plastics to life and providing turnkey solutions.

Best-in-class engineering and mold manufacturing, along with strong process

development capabilities and automation integration.

Builder of Class 101, high-cavitation, complex molds, primarily for the packaging

and medical markets.

Value-added services include scientifc molding process development,

design-for-manufacturability analysis, CAE, automation development, injection

molding, full validation and secondary operations.

Were everywhere.

As an OEM, Molder or Mold Maker, you and your customers rely on precision, durability and

performance; 24 / 7. At INCOE, we have remained focused on, and committed to, the partnership

we have forged with you throughout the world since 1958. So, when you need rst in-class service

and support, along with innovative solutions, dont leave your hot runner system to just anyone.

Look to INCOE... were tried, tested and true.

INCOE Corporation - Global Headquarters

1740 East Maple Road

Troy, Michigan 48083 USA

T +1.248.616.0220

F +1.248.616.0225

E [email protected]

www.incoe.com

North America | Europe | Asia | South America

Expertise you can trust. Technology you can rely on.

2014 INCOE is a registered trademark of INCOE Corporation, USA and in other countries

Visit us at booth #s

W4463 &

S19018

March 23 - 27, 2015

Your Business


CONTRIBUTOR

Kevin W. LaMont is vice president, advance planning, for RB Capital

Management LLC.

By Kevin W. LaMont

Business owners often look for additional capi-

tal in order to keep their businesses growing or

afloat, and one source of capital they often miss

is what is tied up in life insurance policies.

Its rare for a business or individual business

owner not to have purchased life insurance at

one time or another. Life insurance is often

acquired to fund a buy/sell agreement, provide

additional equity in the event of a key employ-

ees death, provide additional dollars to back

up a business succession plan or just to provide

the capital necessary to pay estate taxes. All are

good reasons to acquire life insurance, and youll

never know just how important life insurance is

until you need it.

Sometimes the insurance is owned by the

business, other times its owned by the business

owner. Sometimes the insurance is term with

no cash value, and other times its cash-value-

driven. Whichever type of insurance you or your company

have, one thing is certain: There may come a time when the

insurance you acquired is no longer needed.

Some reasons a person may decide to no longer carry his or

her insurance are under-performing policies, the sale of the

business, estate tax reform, the need for money to keep the

family-owned business

running, a weak economy

or the beneficiary prede-

ceases the insured.

Policy owners have

three options for han-

dling an unwanted policy:

1. Cash it in for its sur-

render value.

2. Stop paying the pre-

mium, in which case the policy will lapse. This makes sense if

the cost of the insurance was greater than the potential return.

3. Arrange for a life settlement, which is the sale of a life

insurance policy in exchange for cash in excess of the policys

cash surrender value, even if none exists.

A life settlement is a unique wealth and estate planning

tool that removes the burden of expensive insurance premi-

ums and provides a lump-sum payment. It allows the owner

to extract the maximum value from an existing life insurance

policy and repurpose those funds for whatever financial need

may exist.

Policy owners have three

options for handling an

unwanted policy: cash it in,

stop paying the premium or

arrange for a life settlement.

FOR MORE INFORMATION:

RB Capital Management LLC / 949-861-4362

[email protected] / rbcapitalmanagement.com

When it comes to qualification for a life settlement, most

funding groups focus on seniors older than age 70 or insured

individuals of any age who have serious illnesses. Policies of

$100,000 or greater, and cash-value or term policies qualify.

These two examples illustrate typical payouts:

Male, age 72 Male, age 69

$4,000,000 universal policy $10,000,000 term policy

Cash surrender: $538,000 Cash surrender: $0

Life settlement: $1,041,000 Life settlement: $1,460,000

Only you can determine if a life settlement is right for

you, but keep in mind that, as a business owner, you do have

options. The choices you make today can have profound eco-

nomic repercussions on your future.

Insurance:

The Forgotten Asset

Profle

12 MoldMaking Technology January 201512 MoldMaking Technology January 2015

The Trifecta of

Competitive Toolmaking

By Matthew Danford

Even the most sophisticated technology cant accomplish

much if its not run by people who understand not only how

to operate it, but how best to apply it. Thats the basic premise

driving virtually all activities at injection mold manufacturer

Eifel Mold & Engineering. When it comes to technology, pro-

cess and people, you have to invest in all three to be success-

ful, says Richard Hecker, owner and CEO.

This philosophy hasnt always been clearly articulated, let

alone codified as an all-but-official tagline for the Fraser,

Michigan-based injection mold manufacturer. Nonetheless,

Hecker says the essence of the three-pronged approach has

been in place ever since his father, Josef Hecker, founded the

shop in 1973. Through the years, it has influenced the shops

investments in capabilities ranging from manufacturing feasi-

bility studies to in-house sampling. Yet, the philosophy is per-

haps best evidenced in the process that forms the foundation

of this expanded service offering: the production of quality

tooling, mostly for automotive interior components.

The Process

One major turning point for Eifel was a move into zero-stock

machining, which improves throughput by eliminating the need

for downstream processing. In fact, the shop has committed so

fully to this process that much of the time, its spotting press just

takes up space, Hecker says. Making this work requires what

he calls a systems approach, and there can be no weak links.

Imag

es cou

rtes

y of Eifel M

old & En

gine

ering.

Eifel Mold & Engineering

31071 Fraser Drive

Fraser, Michigan, 48026

Phone: 586-296-9640 Fax: 586-296-7280

Email: [email protected]

COMPANY:

Leadership

Richard Hecker

President and CEO

Michael Nye

General Manager

Metrics

Annual sales: $3.5-4 million

No. of employees: 20

No. of molds per year: 70-80

End Markets

Automotive

Consumer Products

Medical

Aerospace

Key Customers

Tier One automotive industry

suppliers, particularly for

safety systems

Specialties

Production tooling, prototype

tooling, fxtures/models, product

development

Tooling for steering wheels, head-

lamps, vehicle aftermarket parts,

air-bag housing units, center

consoles, seatback panels, other

interior automotive trim

Capabilities and Services

Concept-to-completion, prototype

and production tooling

Aluminum molds

Multi-shot molds

Urethane molds

RIM tooling

Compression molds

Low-pressure molds

Specialty material tooling

Die-cast tooling

Manufacturability studies

Molding/sampling

Class-A surfacing

B-side development

Fixtures/models

Tool design

Product design/design consulting,

including reverse engineering

from point cloud data

Facilities and Equipment

13,000-ft2 air-conditioned building

1996 Nissei FE460 molding

machine

2013 YCM NSV102A 3-Axis CNC

machining center

2010 Makino DUO43 wire EDM

DMG MORI DMU 50V

2008 Hermle C40U fve-axis high-

speed CNC

2006 Hermle C30U fve-axis high-

speed CNC

2006 Deckel Maho DMU100P

fve-axis CNC

2006 Haas EC 1600 horizontal

machining center

2004 Topper QVM 1100 43x23x20

2003 Topper QVM 1100 43x23x20

1997 Sanki spotting press

1995 Bridgeport two-axis CNC

3 surface grinders

Certifcations

ISO 9002-compliant

Affliations

Member, American Mold Builders

Association (AMBA), Southeast

Michigan chapter

Collaborates with Lincoln High

School on activities including job

shadowing, presentations and

advice on educational offerings

Given the preponderance of undercuts and other tough geometry in its

work, Eifel relies heavily on fve-axis machining centers like this C40U from

Hermle. Most recently, the shop added a DMU 50V from DMG MORI.

moldmakingtechnology.com 13

Here is a typical example of the sort of

work Eifel Mold & Engineering sees day-in

and day-out. Tooling for steering wheels and

airbag systems are a particular specialty for

the shop.

Most decisions arent left to individual machinists, but to

the design department, which carefully engineers every fit and

clearance. Given all the work at the front end of the build, an

in-house-developed ERP system has proven critical to keep-

ing the shop on schedule. Another contributor to synergy

throughout the process is the use of color-coded CAD designs,

which communicate specific job instructions to operators via

shopfloor kiosks. (For example, different colors might indi-

cate whether a hole needs to be tapped or just drilled.) In fact,

operators in this paperless environment havent seen a setup

sheet in two years, Hecker says.

From design through assembly, conducted in the area shown here, Eifels

process is virtually paperless. Thats thanks largely to a home-grown ERP sys-

tem and a strategy of incorporating all information people need to do their jobs

into color-coded CAD designs. Thanks to zero-stock machining, the shop uses

the spotting press visible on the left far less frequently these days.

The Technology

Given the frequency of undercuts and other tough geometry,

the shops zero-stock machining strategy relies heavily on

five-axis equipment. Better access to part features through

additional axes of motion not only reduces setups, but

enables moving the spindle closer to the work. As a result,

the shop can use shorter, more rigid tool assemblies that pro-

vide greater precision and smoother surface finishes.

The People

Getting used to the additional axes of motion proved far eas-

ier than expected, Hecker says. After all, many applications

require only 3+2 machining, a process that isnt far removed

from programming a three-axis VMC, he says. Nonetheless,

he emphasizes that the transition could have been far more

painful without the right people.

Committing to new ways of doing things, he explains,

cant just come from the top. Shopfloor-level employees also

had to buy in, both to the process of zero-stock machining

and to the five-axis equipment that facilitates it. This

requires people with confidence in their abilities, people who

trust one another, people who are open-minded enough to

understand that taking ownership of advanced techniques

and equipment is critical to the future of the shop and their

own careers.

Within a good business model, each of these three areas

should be just as important as the other, Hecker concludes.

We put the best people in place and support their growth

while devoting resources to obtaining the right equipment

and implementing the best methods.


Case Study / Machining

Edited by Matthew Danford

Leadership at CS Tool Engineering already had a make and

model in mind when they decided to install a new machining

center in 2011. By that point, the companys Makino MCC2013

horizontal machining center had served as a reliable work-

horse for almost a decade, and it was still just as accurate as it

was on day 1, says Don Snow, operations manager. To his sur-

prise, however, distributor contacts recommended an entirely

different model, one that would lead the company to rethink

some long-held perceptions about its approach to production.

I thought it was a bit strange that they were recommending

an a82, because we are a mold manufacturing operation, not a

production machining environment, Snow recalls.

In hindsight, he and the rest of the CS Tool team are con-

fident that they made the right choice with Makinos a82.

Featuring all the reliability, precision and speed the shop had

come to expect after its experience with the older machine,

the HMC reduced cycle times by a third and significantly

reduced benchwork. However, the machine also shipped with

a pallet changer that streamlined transitions from one part to

the next, particularly with the later addition of a modular fix-

turing system. As a result, setup time has been reduced by half,

and fewer operators can run more machines.

Adapting to the Times

Now entering his 36th year at CS Tool, Snow says keeping up

with the latest technology and processing strategies has been

a priority since the shops earliest days. Founded in 1967 by

brothers Tom and Don Mabie, the Cedar Springs, Michigan,

business started out manufacturing tooling for garnish trim,

hood ornaments and other smaller automotive parts. The shop

has since made a name for itself as a Tier 2 supplier of plastic

injection and compression molds for interior components like

overhead consoles and door panels. It also produces molds for

various consumer products.

Adopting a

Production Mindset

An HMC with a pallet changer

and modular fixturing system has

streamlined job change-overs at

this Tier 2 automotive toolmaker.

CS Tools willingness to invest in its future certainly paid off

during the recent economic downturn. Having a machine fast

and precise enough to handle P20 steel and Mold Max alloys

played a significant role in the shops survival, Snow says.

Purchased in 2003, the Makino MCC2013 and its fourth-axis

table has proven particularly useful for achieving fine finishes on

tight corners and walls in applications that involve deep pockets

and varying angles from the face. Given these advantages, obtain-

ing another MCC2013 was top of mind as business improved and

the shop needed additional capacity. Yet, seeing the a82 in action

at local Makino distributor Single Source Technologies (SST)

and, notably, at other mold shopsconvinced Snow and his

team that this machine would be a better fit.

Faster Change-overs

Commonly used for high-volume applications like automotive

engine block production, the a82 HMC features a pallet changer

that enables operators to set up one workpiece while another

undergoes machining in the workzone. However, the shop has

found that this strategy can also be useful in an environment

characterized by custom components where only two pieces are

alike. In fact, for a mold shop, benefits can go beyond reducing

setup time. At CS Tool, the twin-pallet system is a major asset

for quick-turnaround orders, particularly engineering changes,

Snow says.

As an example, he cites an oft-recurring scenario: the

machine is in the midst of cutting a block with a lengthy cycle

time when a customer requests an urgent design change on

another job. The operator can go ahead and set up the second

block while the machine continues its work on the original job,

VIDEO

Access video

at end of article.

Here is an example of a mold machined at CS Tool Engineering. The

accuracy of the a82 HMC and the precision of the FCS workholding has

limited the need for spotting and benching operations on many such tools.

Imag

es c

ourt

esy

of C

S To

ol/M

akin

o.

Mold OPEN

Core Out

Mold CLOSED

Core OUT

Mold CLOSED

Core IN

Core PRE-LOADED

Against FULL

Injection Pressure

CANT DO IT!

CANT DO IT!

KOR-LOK TRADITIONAL

SIDE-ACTION VS. SIDE-ACTION SYSTEMS SYSTEMS

ZERO FLASHON THE FIRST SHOT

Be proactive Reduce mold size and complexity ile eliminating tryout issues, mold t eaks, and expensive maintenance.

10x the Preload Power of standard cylinders.

Low pressure preload activation only 1,500 psi.

Real Locking Hydraulics may be removed.

100% preload at ZERO psi after lockup.

Sensor veri es unit is locked as expected.

Easy mounting, preload adjustment and setup - No Shimming needed.

Multiple Sensor & Hydraulic Ports Standard.

Rear porting for set and pull Standard.

Fast Delivery on ANY STROKE size.

Easy Wiring Dry Contact SPDT Switches Standard.

NEW SIZE!100 SERIES

KOR-LOK

SIDE-ACTION SYSTEMS

Designed & Made in USA

pfa-inc.com

N118 W18251 Bunsen DriveGermantown, WI 53022

(262) 250-4410Fax (262) 250-4409

KOR-LOK , Hydra-Latch and Hydra-Jaws are trademarks of PFA, Inc.

2013 PFA, Inc. All Rights Reserved.

3D Parametric CAD files now available online

VISIT OUR WEBSITE FOR

PFA'S ENTIRE FAMILY OF PRODUCTS

YES!

YES!

YES!

YES!

YES!

YES!



Although mounting

a workpiece requires

creating a tapped hole

and counterbore to interface with the rod and ring, the sav-

ings provided by the FCS system far exceed that initial time

investment. Workpieces can be removed and remounted on

the pallet or base plates without re-indicating because the grid

keeps the zero-reference point locked in. The modular system

also enables quick, customized setups that, in concert with the

a82s full 360-degree B axis, provide unrestricted access to five

sides of a workpiece. In fact, CS Tool often builds its own FCS

fixtures in-house to save money and to right-size the system

for its own applications.

This system could make a difference on any machine, but CS

Tool has found it particularly useful with the a82s B axis and

twin-pallet system. We didnt realize then just how power-

ful this would be for our operation when combined with the

capabilities of a production-oriented machine, Snow says.

Suddenly, we were minimizing setup time, improving utiliza-

tion, reducing time required for pickups, and achieving access

to multiple sides of the part. In short, we were performing

single-setup workpiece processing.

so no time is lost. With that setup completed, the operator can

pick a good point to stop the machine, swap the pallets, com-

plete the short-run order, and then swap the original, long-

running job back into the workzone.

Precise, Flexible Setups

Although pallet-changing capability delivered an immediate ben-

efit, the addition of a separate auxiliary product pushed time sav-

ings even further. Available from SST, the FCS modular clamping

system (Breyl) has further reduced setup time by improving

access to the workpiece and eliminating the need to re-indicate.

At the heart of the system are base gage plates with grids of

threaded holes spaced 50 mm apart within 5 microns. Work-

pieces mount to these holes via cylindrical clamping bodies.

Making each connectionworkpiece to clamping body, clamp-

ing body to base platerequires a combination of rods and rings.

These connections are illustrated in the diagram below. On

one end of each rod is a serrated feature that interfaces with

the clamping body. The other end of the rod features standard

metric threads (typically M12 1.75 or M16 2.0) that screw

through the rings and into a tapped hole in either the base

plates grid or the workpiece, depending on the connection

point. According to the supplier, much of the systems preci-

sion is due to the TiN-coated steel rings at each connection

point. One side of each ring mates with the clamping body via

a precision-ground taper, while the other side mates with the

hole in either the base plate or the workpiece. Tightening the

final assembly guides the tapers on the rings into location to

provide an H-7-class fit with micron-level repeatability.

This image shows the primary components of an FCS modular clamping

system. At CS Tool, the system improves spindle access to the part and adds

to the setup-time savings delivered by the a82s pallet system.

Illus

trat

ion

cour

tesy

of

Sing

le S

ourc

e Te

chno

logi

es.

At CS Tool, operators

like Sousack Pongrattana,

the CNC machinist shown

here, commonly set up

one pallet while another

is in the workzone. This

strategy has proven

particularly useful for

urgent engineering

changes, which the shop

can accommodate with

minimal machine downtime.

Imag

es c

ourt

esy

of C

S To

ol/M

akin

o.

NPE2015: THE INTERNATIONAL

PLASTICS SHOWCASE

March 23-27, 2015

Orange County Convention Center Orlando, Florida USA

www.npe.org

See how plastics can renew your business. Register for free today at www.npeguestpass.org/Moldmakingtech4

Its a fact: sustainability is more than an optional product

advantage; its the future of the packaging industry. From

plant-based plastics to coatings that help reduce liquid

product waste to design innovations that facilitate light-

weighting, youll be connected to all the technologies,

processes, people and science you need to capture your

share of the $244 billion* sustainable packaging industry.

*estimated 2018, market research frm, Smithers Pira

You make great things.

NP

E2015

Together, we make great things happen.




CS Tool Engineering

616-696-0940 / cste.com

Makino / 513-573-7200 / makino.com

Single Source Technologies (SST)

248-232-6232 / singlesourcetech.com

Delivering the Essentials

Precision workholding also helps the shop to make the most

of the a82s raw accuracy and speed. To avoid hand-spotting

of tools after machining, the shop no longer leaves plus stock

on parting lines. These days, its all about machining the part-

ing line to a minus stock, Snow says. Given, say, a tool with

a highly contoured parting line with 3- to 5-degree shutoffs

that must sit together and seal without flash, this can be quite

a challenge, he adds. Ultimately, we need a precise and rigid

machine tool to do this.

The a82 has delivered. In one recent case, the company

was able to spot a complex mold in two days, as opposed to

five days with its previous process. This was possible, Snow

says, because the machines speed provides a finer finish

that eliminated the need for an additional pass and reduced

benchwork.

YOUR

PRODUCTIVITY

BOOSTER

MOLD DESIGN | DIE DESIGN | MACHINING

www.CimatronTech.com

877.596.9700

VIDEO: Testimonial about the A82 in Don Snows own words short.moldmakingtechnology.com/cstool

LEARN MORECS Tools experience with the a82

offers lessons not just about technology,

but the potential value of working with

peers to address common challenges

including workforce development.

Visit short.moldmakingtechnology.com/

cstool for more information.

These efforts demonstrate that faster

setups and job change-overs can only

make so much difference without the

basic essentials: precision, speed, rigidity

and reliability. Yet, with those attributes

in place, the advantages of auxiliary sys-

tems like pallet changers and modular

fixturing are particularly pronounced.

After all, CS Tool isnt just machining

beyond zero. Its doing so faster than

ever before, and with less effort. Thanks

largely to the FCS workholding and

the pallet system, a single operator can

run as many as four machines. This

is a powerful saving because we can

do multiple workpiece setups and run

lights-out, Snow says. One pickup, one

setup, cut and done!

Gain industry recognition, build brand awareness, attract

new customers, boost morale in the shop and distinguish your

shop as an industry leader by entering your business into

MoldMaking Technologys annual Leadtime Leader Awards

competition.

Winners Earn These Benefts:

A feature in MoldMaking Technology magazine

A video feature on MoldMakingTechnology.com

A special, targeted advertising program with

Plastics Technology magazine

A complementary 10 x 10 booth space at Amerimold 2015,

June 17-18 in Rosemont, Illinois

And much more!

For complete information, eligibility requirements and nomination forms,

please visit: short.moldmakingtechnology.com/LLA15

or contact Editorial Director Christina Fuges at [email protected] or (800) 579-8809

Innovative / Effcient / Quality-Driven / CommittedIf this describes your shop, then you have what it takes to be a leader.

SPONSORED BY:

PRESENTED BY:

Heres is what our 2014 Winners have to say:

It is truly an honor and a privilege to receive this years Leadtime

Leader Award. We consider this one of the most prestigious awards

in our industry, and the fact that we are in the company of some of

the best in the country that have won this award is a clear testimony

to the passion we have for our profession.

Ray Coombs, President, Westminster Tool

If I was asked 32 years ago if we ever thought we would be as

successful as we are today, I would say, Yes! Everyone has ideals

and goals, and my idea of success is exactly where we are today: a

solid healthy company with good people and an outstanding product.

Winning the Leadtime Leader Honorable Mention confrms that dis-

tinction within our industry. We thank the team of judges in recogniz-

ing our ability and innovation. The entire Aalbers team can be proud

of winning this award. Without this team it would never be possible.

Toni Hansen, President, Aalbers Tool and Mold

In its 13th year, the Leadtime Leader Awards,

presented by MoldMaking Technology, honors

those outstanding North American mold

manufacturers who best demonstrate overall

innovation, effciency, quality and commitment

within their moldmaking operations while

raising the bar in terms of mold engineering,

building, repair and management.

short.moldmakingtechnology.com/LLA15entry

DEADLINE EXTENDED: January 30, 2015

Nominate Your Shop Today!


Pellet 2 Part (P2P)

Plastic Injection Molding Starts with the Pellet

Heres what every moldmaker

should know about raw materials,

including the fundamentals of

viscosity curves, Melt Flow Index,

Melt Flow Rate, shear and more.

7. What are the part dimension and performance

requirements?

8. What is the required cycle time?

Flow simulation, commonly known as mold flow in our

industry (also the trademarked name of a software program),

can provide critical information to the part designer, mold

builder and injection molder concerning knit line loca-

tions, press size, cycle time and other important mold-build

details. If a polymer flow simulation is provided, the report

will already have taken into account the viscosity curve data

(see Graph) used by the simulation provider. If it is not pro-

vided, research on the polymer to be used will be required. It is

important that only exact data for the specific raw material is

used. Substitutions can diminish the accuracy and value of any

simulation. Generalizations and assumptions can translate into

larger molding machines, longer cycle times, tool rework, part

defects, scrap and even part failure.

The mold builders engineering decisions related to the deliv-

ery system, gating, cooling and venting will have direct impact

Do you want your moldmaking to add more value? Do you want to solve or improve plastic injection

molding problems? If you answered yes to either of these questions, then try thinking in plastic first,

not steel. This new series will examine the injection molding process by breaking down the path a

plastic pellet takes as it is transformed from Pellet 2 Part.

1

2345

7

68

Imag

e co

urte

sy o

f K

raus

sMaf

fei.

H2O

By Rich Oles and Scott E. Powers

To begin this 11-part series on plas-

tic injection molding, I propose

that you keep an open mind and

consider modernizing your current

approach to mold manufacturing,

making the effort to understand

other areas of our industry in

greater, practical detail.

Challenge yourself to ask Why?

before dismissing something new. As the year and series progress,

we will reveal the steps of the injection molding process, begin-

ning with the plastic pellet and through its transformation into a

part. The series will also review the basics of energy management,

including its generation, application, control and removal within

the process.

We want you, the reader, to learn from the daily processing

challenges we present and then be able to provide permanent

solutions for your customers. This approach has the potential to

transform your business.

The Raw Material

The selection of raw material will set the direction for the

design of the mold. Each plastic injection mold build should

start with a design for manufacturing (DFM) meeting that

includes the mold builder, injection molder, raw material (poly-

mer/resin) provider, flow simulation provider and hot runner

manifold supplier (if applicable). Although more questions

undoubtedly will arise, the discussion should at least include

answers to the following questions:

1. What is the specific grade of raw material?

2. How does that material flow?

3. Are there fillers or additives?

4. What are the estimated shrinkage values?

5. What are the injection molders standards?

6. What temperature will the mold run at?

This article series will review (1) raw material; (2) the melt delivery

system: screw, valve and end cap; (3) hot and cold runner systems; (4) hot

runner controllers; (5) mold cooling optimized by design; (6) plant water

system impact on performance; (7) new and innovative mold cooling

technologies; and (8) automated part handling.


on the raw materials performance in the molding process.

This performance can ultimately impact many part properties,

including surface quality, knit line strength, part ejection force

(sticking), dimensions, tolerances, total cycle time and overall

mechanical properties.

Terminology

Injection molders expect mold builders to be experts in the raw

materials used in their molds and to have relationships with

material suppliers. This expertise leads to molds optimized for

high-volume production with large processing windows, which

results in on-time delivery of high-quality parts that meet proj-

ect requirements at lower cost. In order to meet this demand

to be well-informed about the raw materials, it is important for

moldmakers to understand and apply the following terms in

their day-to-day mold-design and building processes:

Shear is the change in viscosity brought on by one layer of

polymer sliding against another layer of polymer. Shear occurs

in multiple locations within the molding process, including:

1. Injection mold machine screw, barrel and nozzle.

2. Sprue bushing, cold or hot runner system.

3. Gate point on the part (typically, the highest shear is

at the gate).

4. Part geometry of the cavity.

Some poor injection molding results such as splay, gate

blush, halo, degraded material, and brown or color streaking

are tied directly to uncontrolled shear. Only area number 1 is

controlled by the molder; the other three areas are the mold

builders responsibility.

Knowing and understanding flow, shear, viscosity and the

polymer limits can help determine hot runner drop location,

gate type, gate sizing, venting and vent placement, etc.

Viscosity and viscosity curves refer to a polymers molten

thickness or resistance to flow. High viscosity means less

fluidity (flows like concrete), while low viscosity equals more

fluidity (flows like water). Understanding this gives the mold

builder a point of reference for best practices in mold design

and the relative tolerances needed to manufacture the mold for

the specific applications and raw materials. For example, too

much clearance in the components or vents for a low-viscosity

(high-flow) polymer could lead to flash.

Melt Flow Index (MFI) and Melt Flow Rate (MFR) are two

specific tests used to determine the ease of flow for the given

polymer at very low shear rates. These tests were developed

to check the flow behavior consistency of a polymer from one

sample to another, but they can be misleading if used to com-

pare flow characteristics of two different polymers at the high

shear rates normally achieved in injection molding.

Next Step

The goal of this background on raw material properties

is to provide insight on how they interact with one another

and, ultimately, how they influence the molded product.

Understanding and applying this knowledge is the next step in

designing and building molds for performance and reliability.

In this way, a mold builder can eliminate potential problems

before they get to the injection molder, becoming a more val-

ued partner in the complex injection molding process.

The mold is one

part of the entire

injection molding

process that needs

to interact seam-

lessly with the other

components. It cant

limit the process

window or impact production uptime in a negative way. It also

must meet market demand on price point, tool quality and

lead time. Simple, right?

The molds value should be measured by its direct influence

on the total net profit of the molded piece part, sustained over

the life of the mold or the length of the part program. This

thinking requires a cultural shift within the plastics industry.

So are you up for the challenge of change?

CONTRIBUTOR

Rich Oles has had direct roles in moldmaking, mold design, IT, hot runner

manifold, hot runner control and injection molding, and currently is working

with a Tier II injection molder in Zeeland, Michigan. Scott E. Powers is techni-

cal service manager for Ascend Performance Materials.


Rich Oles / 616-610-7050 / [email protected]

Ascend Performance Materials / 616-307-9069

[email protected] / ascendmaterials.com

LEARN MORERaw Material Extra

Visit short.moldmakingtechnology.com/

p2praw for more on the information

presented here.

1000

100

10

Shear Viscosity Curves for Two Grades of Nylon 6,6

Polymer A

Polymer B

MF

R/M

FI

Shear

Regio

n

Inje

cti

on M

old

ing S

hear

Regio

n

Vis

co

sit

y

10 100 1000 10,000 100,000

From Pellet To Part

Shear Rate

Gra

ph c

ourt

esy

of A

scen

d Pe

rfor

man

ce M

ater

ials

.

Economic Forecast


Coming Back Strong

By Steven R. Kline

Investment in machining centers, injection molding machines and

complete molds is projected to increase significantly in 2015.

Our latest capital spending survey reveals the trends leading

to this upswing.

The mold and die industry has come roaring back the last

couple of years, and the trend should continue in 2015.

U.S. manufacturing companies say they plan to invest

very heavily in machine tools to manufacture molds, injection

molding machines and in molds themselves. In fact, a survey

of equipment buyers predicts that the mold industry will

increase spending by more than 30 percent on these types of

purchases compared to 2014.

Last summer, Gardner Business Media surveyed readers of

MoldMaking Technology and three of its sister publications,

asking them about their plans for spending on capital equip-

ment in 2015. The result is Gardners Capital Spending Survey.

To realize how believable this projected increase in capital

equipment spending is, consider:

According to the U.S. Federal

Reserve, capacity utilization at

automotive parts manufacturers

was 88 percent in Julythe high-

est level in 25 yearsreflecting that

automakers are busier than they

have been in years. More models,

higher vehicle sales and production,

stepped-up marketing, and easy-to-

get below-prime car loans are some

contributing factors.

The staggering number of new car

models set to begin production in

the next few years means a lot more

plastic injection molding capacity

is needed. Also, the complexity of

molds is increasing as automakers

design distinctive features into

bumpers, taillights and other plastic parts (see Chart 1).

Medical companies are scrambling to keep pace with an aging

population here and abroad. People are getting older, and as

they do, their knees, hips and backbones are wearing out.

Reshoring and near-shoring, particularly in the appliance

industry, are picking up momentum. Having production facili-

ties and factories close by is proving to be a smart strategy.

If your company is considering the purchase of capital

equipment next year, take these projections seriously. They

show that you are not alone in your confidence to invest in

manufacturing in the U.S., and you may have to wait longer and

pay more for the equipment you need to get on your shop floor.

Also, pay attention to what other companies (and your competi-

Plastic product production has made a

tremendous recovery since its lows in early

2009. Current production levels are near the

highs reached in the late 1990s and early 2000s.

Plastics Product Production Recovers

CHART 1


The U.S. monetary base is an excellent

leading indicator of capital equipment

consumption. Historically, changes in the

monetary base lead changes in capital

equipment consumption by 24 months, on

average. The monetary base saw its peak

growth last summer, which means equipment

consumption should see accelerating growth

through 2015 and possibly into 2016.

tion) are buying as the type of manufacturing resources that

they consider the best investments right now.

Leading Indicators All Positive

Gardner Business Medias department of market intelligence

tracks four leading indicators of capital equipment spend-

ing: the monetary base, capacity utilization, the MoldMaking

Business Index (see page 44 of this magazine) and industrial

production. All four point to significantly higher spending in

2015, but two are more important than the others.

The monetary base. The monetary base is equivalent to the

size of the balance sheet of the Federal Reserve or the amount

of physical money in circulation. The Federal Reserve controls

these numbers through the purchase or sale of bonds and

other securities. When the government pumps more money

into the economy, it generally leads to capital equipment

spending. Prior to 2008, the annual rate of change in the mon-

etary base ranged roughly from 5 to 15 percent. Since the finan-

cial collapse in late 2008, the Federal Reserve has increased

the U.S. monetary base by more than 400 percent, so that the

annual rate of change has stayed above 15 percent for nearly

five straight years (see Chart 2) with peak rates of growth high-

er than 28 percent three separate times during this period.

This dramatic surge in the monetary base has spurred signif-

icant increases in capital equipment spending in recent years.

Typically, changes in the monetary base lead changes in capital

equipment spending by 24 months. With the monetary base

hitting its peak rate of growth in the summer of 2014, capital

equipment spending should see accelerating growth through

2015 and perhaps into 2016.

While the fantastic rate of growth

in the money supply has helped

manufacturing and, to some extent,

the entire economy in the short

term, it is a disastrous policy for

the long term. At some point in

time, the money printing will have

to end. Last October, the Federal

Reserve ended its quantitative eas-

ing program (a policy by which the

Fed injects money into the economy

by purchasing securities, typically government bonds, with

electronic money that did not exist previously). Will this cause

interest rates to rise or the U.S. dollar to rise against other

currencies or the stock market to fall? If any of these events

happen to a significant degree, will the Federal Reserve then

reinstitute some form of quantitative easing? The answers to

these difficult questions will likely have a major impact on

investment in machine tools in the upcoming years.

Capacity utilization. Of course, most manufacturers do not

watch the monetary base as an indicator of when they should

buy capital equipment. Most companies make investment

decisions based on capacity utilizationhow busy existing

equipment is at the moment. The Capital Spending Survey

generally shows that the need to increase capacity has been

the top motivator for shops to buy capital equipment. This

finding has not changed in 25 years.

In facilities producing durable goods, capacity utilization

is at its highest level since early 2008 and has been increasing

at an accelerating rate. Shops are getting busier at a quicker

pace. This accelerating growth is likely to continue, based on

the correlation between backlogs in our business index and

capacity utilization. Durable goods capacity utilization could

reach 80 percent in 2015 for the first time since June 2000, and

durable goods capacity utilization could average more than 80

percent for the first time since 1998 (see Chart 3).

Equipment Purchasing Trends

According to the survey, moldmakers will spend nearly $500

million on machining centers, grinders and EDM equipment in

2015. Thats an increase of 32 percent over 2014, and its nearly

Monetary Base Leads Capital Equipment Consumption

CHART 2

Economic Forecast


10 times the average amount mold-

makers spent annually from 2008 to

2012 on these equipment types.

Spending on vertical machining

centers is expected to total a little

more than $250 million, or more than

50 percent of all machine tool spend-

ing. Within the VMC category, about

67 percent of the spending will be on

machines with a Y axis of more than

20 inches while the remaining dollars

will be spent on smaller machines.

Spending on EDM equipment

should nearly double in 2015 com-

pared to 2014 to close to $70 million.

About 55 percent of that spending

will be on ram-type EDMs, and about 40 percent will be on

wire-type machines.

Moldmakers expect to increase their spending on grinding

equipment by about 24 percent to $81 million, concentrating on

centerless, flat/surface and cylindrical/external grinders.

Of the almost $1.3 billion expected to be spent on injection

molding machines in 2015, more than 60 percent will come

from custom processors, the electronics/computers/telecom-

munications industry and metalcutting job shops. Custom

processors alone will account for nearly half of this spending.

Based on demographic data collected by Gardner Business

Media, 69 percent of custom processors make parts for the

automotive industry, 57 percent for the medical/pharmaceuti-

cal industry, 41 percent for the electronics/computers/telecom-

munications industry and 39 percent for the aerospace/avia-

tion industry. Electronics/computers/telecommunications and

metalcutting job shops should spend about $120 million each

on injection molding machines.

The vast majority of injection molding machines purchased

are horizontal. However, the market for vertical machines is

expected to grow in 2015 and account for more than 20 percent

of all injection molding machines, compared to just 12 percent

in 2014. While hybrid machines were the fastest growing part

of the market last year, spending on strictly electric or hydraulic

injection molding machines should increase in 2015.

Spending on complete molds is expected to rise more than

20 percent in 2015 to $1.262 billion. This is after a nearly

100-percent increase in such spending in 2014. Hot runner

molds will account for about 75 percent of the spending on

Capacity Utilization Leads Capital Equipment Consumption

CHART 3

complete molds, while cold runner molds will make up the

remaining 25 percent. Spending on both types of molds has

grown significantly since 2013.

What Does It All Mean?

If the survey proves accurate, it would show that American

manufacturing has made a dramatic recovery from the two

recessions it has experienced this century. In fact, one could

argue that this level of investment is necessary to support the

current level of durable goods production, which is the highest

its ever been in the history of the country.

This level of investment also indicates the importance of

American manufacturing to the U.S. economy. More and

more observers outside the world of manufacturing are paying

attention and making the connection between manufacturing

productivity and economic prosperity.

Also, increased investment in capital equipment will result

in job growth (see Charts 4 and 5). Throughout the 1960s and

1970s, as spending on machine tools increased, so did jobs in

durable goods manufacturing. (This applies to spending on

other types of capital equipment as well.) Beginning in 1980, as

machine tool consumption fell to lower levels, jobs in durable

goods manufacturing also declined. Since 2010, as machine

tool consumption has increased, durable goods manufacturing

jobs have also been increasing. Increased investment in capital

equipment leads to higher productivity, which leads to greater

profits, which leads to more jobs.

The results of the survey also have short-term impact. First,

longer delivery times should be expected as this year progresses.

Manufacturing facilities spend more on

capital equipment as their capacity utilization

increases. Capacity utilization tends to lead

capital equipment consumption by 10 months.


Machine tools, injection molding machines and molds can take

a long time to build, especially if customization and automation

are required or the molds are more complex. Like all other man-

ufacturers, equipment builders want to keep their inventory as

low as possible. So, when demand increases rapidly, as the sur-

vey indicates it will, they may have a hard time ramping up pro-

duction fast enough. As orders build up in the pipeline, delivery

times grow longer and longer. Because a significant amount of

the capital equipment acquired in the U.S. is imported, shipping

times from overseas can exacerbate the problem.

Second, capital equipment prices are likely to rise during 2015.

This is really as simple as supply and

demand. When demand for equip-

ment rises rapidly and builders can-

not increase the supply as fast as that

demand, the price of machines and

molds tends to increase. Historical

data for the capital equipment mar-

ket supports this effect. Price increas-

es are even more likely on equipment

types that the survey indicates will

be in higher demand this year.

Third, the longer you wait to buy,

the more likely it is you will not be

able to buy the equipment you pre-

fer and will have to settle for your

second or third choice. If you cannot

accept the extended delivery time

for your preferred machine or mold

because you have a new order that

must be fulfilled right away, then you

will have to settle for the next-best

machine or mold that will meet your

time frame. If the type of machine

or mold you really want is in high

demand, then the price could rise

to a level that makes your return

on investment hard to justify. Wise

planners will include detailed contin-

gencies that adjust for accepting that

second- or third-best type of capital

equipment.

If you know you are going to buy a significant amount of

capital equipment this year, then it may be better to buy soon-

er rather than later to avoid potentially longer delivery times

and higher prices. This could be a good tactic for staying one

step ahead of the competition.

More Molding Machines Equals More Jobs

CHART 5

More Machine Tools Equals More Jobs

CHART 4

More machine tools and injection molding

machines equals more durable goods manu-

facturing jobs. While most people arent aware

of this, these charts show this has been true

for a long period of time. The surge in machine

consumption since 2010 has coincided with

the frst signifcant increase in durable goods

manufacturing jobs in nearly a decade.


[email protected] / gardnerweb.com/economics/blog

Software


Unique Tool & Gauge machines molds like this for virtually all the major automotive OEMs. Serving such a diverse

customer base is a hedge against tough times, but complying with differing design standards was far more diffcult

prior to implementing an automated design process.

By Matthew Danford

Unique Tool & Gauge is well-prepared for whatever the

future may bring. So says Darcy King, president and

CEO of the automotive toolmaker. Perhaps the most

significant reason for that, he explains, is the breadth of the

companys customer base. Honda, Acura, Tesla, Toyota, GM,

Nissan, Ford, Chrysler, BMW, Mercedes, Hyundai, Kiaall

regularly source tooling manufac-

tured at Uniques 60,000-square-

foot facility in Windsor, Ontario.

This diversity was a major hedge

against the 2008 recession, and

King says he has no reason to

believe it wont provide a similar

cushion if history repeats itself

anytime soon.

That said, serving such a

wide range of OEMs comes

with its own set of challenges.

Historically, one of the most

significant has been the need

to comply with complex mold

design standards that vary with

each and every customer. As a

result, designers often spent hours

poring over these standards and

arranging components (screws,

support pillars, manifolds and so

forth) into the mold base accord-

ingly. This painstaking task usu-

ally wasnt difficult for the com-

panys skilled personnel, but it did

take time. The longer the design

phase, the longer the delay before

actual production could begin.

Persistence and the right technology enabled this automotive

toolmaker to give programmers a head start on new projects

and dramatically reduce calculation times.

The Will and the Way to Automate Mold Design

Such tedium is now a thing of the past, King reports. Rather

than starting from scratch, designers begin with virtually

everything in place except for the cores, cavities and complex

moving components that are directly involved in shaping the

plastic. In essence, Unique Tool & Gauge has automated its

design process. As a result, overall engineering time has been

Imag

e co

urte

sy o

f U

niqu

e To

ol &

Gau

ge.


reduced by about half, a development that accounts for much

of the companys current prosperity, King says.

King gives much of the credit for automated programming

to Cimatron CAD/CAM software, which offers the capabil-

ity to capture customer-specific information in the system

and reuse it as needed. However, mold manufacturing simply

doesnt lend itself to one-size-fits-all solutions. Although

the software offered all the tools the company would need,

including a mold-flow simulation package from a third-party

developer, applying those tools to meet goals particular to

Uniques own operation required creativity, ingenuity and

persistence. In short, the supplier provided the way forward,

but the company itself had to provide the will to get there

that is, the will to forge ahead with a commitment to making

maximum use of the resources at its disposal. Notably, this

effort involved not just the software itself, but also the hard-

ware on which it runs.

Standardizing Software

King says a refusal to settle for established practices is part of

the family-owned companys DNA. Founded in 1982, Unique

Tool & Gauge specializes in concept-to-completion services

for prototype and production molds, including multi-material,

fabric overmolding, gas-assist and other specialized tooling. In

addition to the sheer breadth of its customer base, he says the

90-employee company has set itself apart by helping to pio-

neer the use of aluminum tooling for production applications

(see the Learn More on page 29).

Hari Sridharan, VP of engineering at Cimatron, can attest to

the merits of Uniques approach. The philosophy of, If it isnt

broke, dont fix it is no way to progress

in this industry, and Unique understands

this, he says. Here is a company thats

always improving, always looking for bet-

ter ways to do things.

Sridharan would know. After all, his

ongoing role in helping Unique leverage

Cimatron for its own needs requires an

intimate familiarity with the companys

operations. However, automated pro-

gramming was still on the horizon when

he first consulted with the toolmaker in

2009. Engineering Manager Joel Street,

who would be among the leaders of the

team responsible for that effort, explains

that Unique initially sought to address a far more fundamental

concern: the use of multiple software packages. The company

had been using two different CAD systems, one for wireframe

modeling and one for surfacing, as well as a separate CAM sys-

tem for creating tool paths.

Consolidating operations from three systems to one deliv-

ered all the benefits Unique expected. Moreover, Cimatron

delivered those benefits almost immediately, Street says.

Designers no longer had to sit and wait for files to translate

from one package to another. Nor did they have to deal with

geometry errors resulting from that translation. Different

people could work on the same file simultaneously by check-

ing in and checking out different sections of the mold to get

the job done faster.

Smart Bases

Yet, the capability with the most promise also seemed the most

limited, at least for Uniques purposes. Designed to alleviate the

burden of repetitive tasks, the softwares component library

stores CAD files for commonly used components, which can

be called up as-needed according to job requirements. Street

emphasizes that this feature provided a major step forward for

Unique Tool & Gauge. At the same time, however, it whet the

teams appetite for what else might be possible. Rather than

individual components, they asked themselves, why not store

fully-assembled mold-base templates that correspond to every

possible combination of customer requirements? Thus began a

multi-year collaboration with Cimatron that culminated in the

development of what Street calls smart bases.

Of course, the sheer number of possible combinations made

Imag

e co

urte

sy o

f Jo

hn C

acce

se.

Joel Street, engineering manager, looks on as

designer Sandro Falconio works on a new mold

design in Cimatron. Through persistence and the

right technology, the company has reduced overall

engineering time by half.

Software


creating the templates a time-

consuming task. Every customer

has its own standards book,

typically massive tomes that, as

Street puts it, can require a law

degree to read. Moreover, stan-

dards vary not just by customer,

but also by the type of mold and

the intricacies of each individual

injection press.

For instance, all mold bases

from one particular customer

might have V-shaped notches

that interface with its injec-

tion machines. However, other

requirements, such as whether

to employ electrical plugs or a

hot drop, differ from tool to tool.

Adding to design complexity is

the fact that few press manufac-

turers take the same approach

to, say, knockout bar connectors

or the locations of water fittings,

and any given customer might

have any number of different presses. Even press make and

model dont tell the whole story, because customers with iden-

tical machines might set them up differently. Nonetheless, the

team recognized that storing this information in the system

one time would be far preferable to the previous, painstaking

practice of starting from scratch on every new job.

However, configuring the templates was only the first step.

The company also had to deal with the fact that any given

injection press can accommodate a wide range of tool sizes.

Having templates for mold bases that meet customer expecta-

tions and account for individual press configurations is one

thing, Street explains. Re-sizing a base template for every job,

a task that would typically require manually adjusting the

position of each and every component, is quite another. Plus,

theres always the potential of an engineering change altering

the dimensions or configuration of the base assembly. We

didnt want some of our top brains spending their time on

such tedium, he says. We wanted them figuring out slides,

ejectors and everything else that actually

makes the tool work.

With input from Sridharan, Uniques

design engineers set about developing math-

ematical formulas that enable the software to

re-size bases with just a few keystrokes. At its

essence, this task involved tying one feature

to anothermove this screw over so much,

and an adjacent screw moves to match.

Essentially, everything is formulized, down

to the stroke of the springs, Street says.

Suffice to say the companys effort paid

off. For one, the smart base templates limit

The left-hand image is an example of a typical mold

design at Unique Tool & Gauge. Starting designs with

customer-specifc features already in place saves a

great deal of time. Thats because the engineering

team can eliminate redundant operations and focus

more on the development of mold cooling and action,

shown on the right.

Imag

e co

urte

sy o

f U

niqu

e To

ol &

Gau

ge a

nd C

imat

ron.

Programming automation didnt stop with CAD. When a

design like this is sent to the foor, it is converted into a

color-coding scheme that denotes different toolpath

strategies for different areas of the mold, thereby stream-

lining the process on the CAM side as well. Imag

e co

urte

sy o

f Jo

hn C

acce

se.


Cimatron product.

Notably, the 12 new worksta-

tions werent just off-the-shelf

purchases. Here again, the team

proved willing to make the effort

to push technology to the max.

Again, they leveraged the input

of Sridharan and, this time,

Moldex3D representatives as

well. The goal? Building custom-

ized computers designed specifi-

cally to take advantage of how

the software interfaces with the

hardware on which it runs.

Given two different programs,

this required developing two dif-

ferent types of computers, but the

time and effort paid off. The rec-

ommended hardware configura-

tion for Moldex3D isnt even half

as fast as the system we built,

says Simon Allcock, Uniques

R&D specialist, who spearheaded

the effort to develop the custom workstations. By performing

multiple mold-flow simulations in the same time it would take

others to do just one, we can make more modifications and

arrive more quickly at better designs. This is more cost-effec-

tive for us, the hot runner supplier and the customer alike.

As for Cimatron, near-instantaneous calculations ensure

programmers can spend their time programming rather than

waiting for their computers to crunch numbers. Allcock

estimates that as recently as five years ago, this might have

consumed as much as three hours of a programmers time

on any given workday. He also points out that some of these

gains are due not to the customized workstations, but to off-

the-shelf technology: the Superbox, a plug-and-play product

from Cimatron thats designed just for this purpose. Able to

calculate as many as five tool paths simultaneously, the device

frees the programmers own computer to do other work in the

meantime. Its calculation delegation, Street says.

Never Satisfied

Unique Tool & Gauge continues to coax additional gain from

its software and hardware resources. For instance, Allcock says

he is busy developing a customized version of the Superbox to

push the benefits of parallel processing even further. Mean-

while, the team continues to consult regularly with Cimatron

about how else the software might be adapted to suit the

toolmakers unique needs. Examples include further enhancing

automa

Documents

437786-JAN 2015.pdf