232608-JAN 2014.pdf

JANUARY 2014

VolUme 17 / NUmbeR 1

DesigN / bU ilD / RepAiR

What Machine

Consolidation Can

Mean for You PG 27.

FEATURES

Soft Wired: Cutting High Taper

Angles with Wire EDM PG 29.

Chasing the Perfect

Feed Rate PG 32.

CASE STUDY

CAM Can Help You Do

More with Less PG 22.

0114 MMT Cover.indd 1 12/18/13 3:22 PM

reset past practices.

Companies dedicated to continuous improvement are embracing

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

molds by accessing these recently added features:

Store PM points and view deviation alerts to PM targets

Access disassembly/assembly PDFs on internal fash 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 | PLASTEC South | ANTEC 2014 | AMBA Annual Convention | Amerimold

0114 Progressive Components.indd 1 12/13/13 3:39 PM

Machines shown with options. Information may change without notice.

TURNING CENTERS MACHINING CENTERS 5 -AXIS DOUBLE COLUMN HORIZONTAL

Take The Leap

www.HURCO.com | 800.634.2416

Is speed more important than accuracy? Can you have both? With

Hurco, you can. Our HSi High Speed Machining mills are built from

the ground up to achieve speed and accuracy. Take the HSM leap

see, hear, and feel the difference with Hurco HSi machining centers.

HIGH SPEEDMACHINING HURCO.COM/SPEED

1113 Hurco.indd 1 10/2/13 11:30 AM

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

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

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

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

Managing Editor El 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 2014 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.

2 MoldMaking Technology January 2014

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

Production Sourcing

Technical Education

Business Networking

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The Industrys Largest Mold Manufacturing Event

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0114 MMT DEPT--Masthead.indd 2 12/18/2013 12:58:28 PM

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Great Tips from This Issue5TRICKS OF THE TRADE

Contents


Features

27 Machining What Machine Consolidation Can Mean for You

How to expand your production and profits in milling and high-speed cutting.

29 EDMSoft Wired: Cutting High Taper Angles with Wire EDM

Examine the wires properties to determine the right wire for achieving the best cut.

32 Software Chasing the Perfect Feed Rate

Get more than just reduced machining time with NC program feed rate optimization software.

35 Surface TreatmentPlating and Maintaining Textured Surfaces

Communication with your texturing and plating sources is key to properly maintaining the mold surface.

38 Mold Maintenance/RepairIn the Trenches: The Trouble with Troubleshooting

A look at the obstacles to effective troubleshooting.

Departments

6 From the Editor: Resolve to Get to Know Your Market

6 Whats New on MMT Online: Research

8 New Business Opportunities: Molding Capabilities

10 Your Business: Employee Retention

12 By the Numbers: MoldMaking Business Index

14 Profile: OESA Tooling Forum

18 Where Are They Now?: B A Die Mold

22 Case Study: Software

24 Case Study: Software/Automotive

40 Product Focus

45 MoldMaking Marketplace

46 End Market Report: Aerospace and Automotive

47 Ad Index

48 TIP: Marketing

On THE COvER

Image courtesy of DMG Mori Seiki.

Advanced, multi-axis machines, such as this DMG Mori HSC 55

Linear, showcase more consolidated moldmaking processes.

Their multifunctional capabilities help them perform

start-to-finish operations for the most challenging molds

decreasing cycle times, improving precision and cutting costs.

See related story on page 27.

Images above courtesy of (L to R) Harbec Inc., Sable Engineering and Wisconsin Engraving.

1. Do More with LessOne of the main driving forces behind today's technology advancements is consolidation. Everyone is trying to do more with less. PG. 27.

2. The Softer SideA better solution for cutting high tapers is soft wire. Low-tensile-strength soft wire easily bends to follow the correct path determined by the CNC controller to provide more accurate cuts. PG. 29.

3. Critical ConditionWith advances in cutting tools, tool materials and CAM software, it is increasingly critical to use the right feed rate for each and every cut. PG. 32.

4. Mold ReadyAreas that need textur-ing can be spotted and then gloss levels can be re-established, so every-thing looks brand new. After texture and gloss level requirements are re-established, the mold is ready to be plated again. PG. 35.

5. Closing the SaleSales and marketing training should include a program that targets the sales cycleprospect, interested, objections, commitment and close and how to effectively manage customer objec-tions and expectations. PG. 48.

January 2014 Volume 17 / Number 1

352422

vIDEO ACCESS

0114 MMT DEPT--Contents.indd 4 12/18/2013 12:58:56 PM

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This MonTh on moldmakingtechnology.com

From the Editor


Resolve to Get to Know

Your Market Better

As we kick off 2014, we welcome a new team member with

experience in gathering market intelligence.

Christina M. Fuges

Editorial Director

And right now that intelligence is projecting a busy

2014. In addition to reshoring, high levels of indus-

trial production, and strong and improving capacity

utilization at durable goods manufacturers has led to

increased investment in molds and the equipment to

make molds.

We are thrilled to have Steve Kline Jr. join the

MMT team. Steve is part of the fourth-generation

ownership of Cincinnati-based Gardner Business

Media, which publishes media for the durable goods

manufacturing industries, including MoldMaking Technology magazine. He is

currently Gardners director of market intelligence and has produced forecasts

for his familys business, and for the plastics and metalworking industries. He

also has been working on Gardners Capital Spending Survey for more than

five years. Steve travels the country presenting the results of his research to

a variety of organizations at numerous events. He graduated from Vanderbilt

University with a bachelor of science in civil engineering and earned an MBA

with an emphasis in finance from the University of Cincinnati.

Reports and analysis from Steve that we will publish in MMT throughout

the year will examine more than just dollars spent; his research will also high-

light trends within various industry segments that affect mold manufacturing.

Keep in mind that MoldMaking Technologys audience falls within both

the metalworking and plastics markets, and comprises more than just mold

builders. It also includes those individuals at OEM and molding facilities

who specify, purchase, design, build, maintain or repair molds. Therefore, to

capture more data and deliver better intelligence, Steve has been surveying

Gardners entire readership of durable goods manufacturers since December

2011. This expanded survey and additional data mean enhanced reporting on

the business trends for mold builders as well as those for the entire moldmak-

ing industry, which is the focus of this magazine. We think you will find the

enhanced survey and expanded data helpful in managing your business.

Understanding industry trends will help you become a more informed deci-

sion maker. It will alert you to what your competition and customers are doing

so you can then plan strategically and identify potential growth markets.

For more information, feel free to contact Steve at skline2@gardnerweb.

com, 513-527-8800 or gardnerweb.com/economics/blog. He will be contribut-

ing relevant market and economic information regularly to MMT through

By the Numbers: MoldMaking Business Index, End Market Reports and the

MMT Blog.

Follow MMT on: Follow @MMTMag

MMT Zone: Gardner Research gardnerweb.comGardner Business Media provides research and reports that forecast and analyze the plastics and metalworking industries.

BRoWSe ReSeARCH RePoRTS gardnerweb.com/articles/list/223

2014 Metalworking Capital Spending Reports: Gardners Capital Spending Survey is the largest, most comprehensive survey detailing future spending in the durable goods manufacturing industries.

2014 Metalworking Capital Spending Presentation: View Gardner Research Director of Market Intelligence Steve Klines annual Metalworking Capital Spending presentation.

2013 World Machine-Tool Output and Consumption Survey: The World Machine Tool Output and Consumption Survey collects global statistics country by country and compares them in U.S. dollars.

2013 Tooling Equipment Report: Gardners Tooling Equipment Report projects spending of $3.6 billion in 2013.

eConoMIC BLoGgardnerweb.com/economics/blog

Household Debt Flow Increases Most Since December 2007

Capital Goods New Orders Contract Slightly in October

American Manufacturing on the Rise

MMT RePoRTS AnD InDUSTRY CoVeRAGemoldmakingtechnology.com/articles

end Market Reports: Forecasts and trends specific to a variety of end markets, including automotive, consumer products, packaging, medical, electronics and more.

MoldMaking Business Index: Based on a monthly survey of subscribers to MoldMaking Technology magazine. Using the data from this survey, Gardner Research calculates a diffusion index based on 50.0. A value above 50.0 for the index indicates that business activity expanded when compared with the previous month, and a value below 50.0 means that business levels declined.

2013 Automotive Vendor Tooling Study: The results of this industry survey set the stage for suggested practices and strategies that could help the entire vendor tooling value stream be more competitive, have adequate capacity and reach its desired success.

Signs of Growth: If online surveys could capture facial expressions, a recent survey of tool shop executives would probably show a good number of smiling faces, albeit cautiously optimistic ones.

0114 MMT DEPT--Editorial.indd 6 12/18/2013 12:59:36 PM

0412 Ingersoll.indd 1 3/12/12 11:00 AM


New Business Opportunities

Close Relationship with Molder Pays Dividends

By Matthew Danford

When asked about the relationship between Industrial Molds

Group and Pyramid Plastics, the first words out of Kerry

Smiths mouth are that the two companies operate indepen-

dently, with separate sales forces and customer bases. With

that out of the way, however, the account supervisor at

Industrial Molds has plenty to say about the advantages of

having tool manufacturing and production molding under

the same ownership umbrella. Although this situation natu-

rally results in a level of collaboration that might be atypical,

any moldmaker that works to build a close relationship with

its customers could potentially realize similar benefits.

The most obvious of these is a direct source of new work.

When a potential customer comes to Pyramid with an idea

for a molded part, chances are good that Industrial Molds

Group will have the opportunity to make the tool. The

organizations respective markets can sometimes limit these

opportunities, as Pyramid

targets mostly hardware,

HVAC and food dispens-

ing, while Industrial focuses

mostly on automotive, medi-

cal, consumer goods and

lighting. Still, Pyramid com-

monly enlists the services

and expertise of its parent

company for engineering

changes and repair work. In

any case, Smith emphasizes

that the company is careful

to ensure this collabora-

tion only works one way. As he puts it, We sell Industrial

Molds through Pyramid, but we dont sell Pyramid through

Industrial Molds.

Despite this arrangement, any visitor to Pyramids

Rockford, Ill., plant will likely encounter at least a few freshly

machined molds shipped from Industrials facility just a few

miles down the road. This tooling isnt there for production

purposes, but for sampling. Although many tool shops work

with a molder for sampling, Pyramids status as a division

of the same company ensures this work can be done at the

drop of a hat, Smith says. In contrast, an unrelated molder

would have its own set of scheduling constraints and priori-

ties, and it might be farther away.

Having a close, full-service injection molding operation

readily available for sampling also eliminates the need for

Industrial to invest in its own in-house presses. More than

one or two of these machines wouldnt make much sense,

but a limited number could also limit the tooling that could

be tested. Pyramid, on the other hand, has presses ranging

from 40 to 1,000 tons. Industrial can also focus on what it

does best rather than working to keep injection presses busy

beyond just sampling.

Pyramid also provides a source of frank but construc-

tive criticism. A fresh set of eyes can often spot flaws that

people who designed and built a tool might overlook because

of their attachment to their own work, Smith says. This

feedback can provide valuable lessons about what molders

look for in a toollessons that can translate to interactions

with other customers. For example, working with Pyramid

has prompted Industrial to pay more attention to things

like access to fittings and how easily tools can be loaded or

unloaded from presses. We try to make our molds more

user-friendly, he says.

Whether under the same ownership or not, both toolmakers

and molders can benefit significantly from closer relationships,

Smith concludes. Molders who do sampling have the oppor-

tunity to learn by seeing more tools and more types of tools.

From our standpoint, we can learn more about the molding

process and how things work on that end.

For More inForMation:

Industrial Molds Group / 815-397-2971 / industrialmolds.com

Molders who do sampling

have the opportunity to

learn by seeing more tools

and more types of tools.

From our standpoint, we

can learn more about the

molding process and how

things work on that end.

The markings on this tool identify fttings for water hookups. A push to

make molds more user-friendly is one result of feedback from Pyramid.

Phot

o co

urte

sy o

f In

dust

rial

Mol

ds G

roup

.

0114 MMT DEPT--New Business Opportunities.indd 8 12/18/2013 1:00:00 PM

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Your Business


By Kevin LaMont

As a business owner, you know the most valu-

able resource your company has is its employ-

ees. And in todays business environment,

employees not only expect a proper salary for

a job well done, they expect to be provided

with benefits, not only for themselves but for

their families as well.

Competitive benefit packages generally

include health, dental and life insurance, and

some form of a retirement plan. Here, we

focus on retirement plans (specifically the

401(k) plan) and how this simple tool may help

you not only recruit better employees but

retain them as well.

So, what is a 401(k)? As defined by the IRS,

it is a qualified deferred compensation plan

in which an employee can elect to have the

employer contribute a portion of his or her

cash wages to the plan on a pretax basis. For

2013, the maximum amount an employee

could contribute to a 401(k) was $17,500. The

maximum contribution between employee

and employer was $51,000.

There are several compelling reasons to establish a 401(k).

For one thing, such a plan is a tax break for your business. Any

company costs associated with operating a 401(k) plan can

be deducted at tax time,

including any contribu-

tions. Second, its a great

tool for attracting and

retaining employees

through vesting schedules.

In a recent survey pub-

lished by online media site

Business News Daily, 40

percent of employees said

they would leave their

current employer for a similar job if it offered a 401(k) plan.

The survey also concluded that most employees work harder

and stay on the job longer once a 401(k) is introduced.

In addition 401(k) plans are one of the most flexible types

of retirement plans available today. As the plan trustee, the

company can determine whos eligible to participate, whether

it will match employee contributions and how long before

employees become vested in the plan, and it can tie company

goals to 401(k) incentives. In other words, the more profitable

the company is, the greater the employees benefit.

A business owner also may wish to combine a profit sharing

plan with a 401(k) in order to enhance the effectiveness and/

or flexibility of the plan(s). Profit sharing plans dont require a

formula that ties the contributions to company profits.

No matter what type of plan you choose to help recruit or

retain top employees, it seems obvious that retirement plans

are here to stay. Their popularity has gained traction in the

past few years, and there appears to be no slowing down in the

near future. Regardless of the type retirement plan that you

elect to implement, make sure you check with your financial

advisor or CPA to ensure you understand any and all tax

ramifications that these plans may have, not only for you, but

for your company as well.

contriButor

Kevin W. LaMont, ChFC, is director of advance planning and investments for RB Capital Management LLC.

For more inFormation:

rB capital Management LLc / 949-861-4362

A business owner may wish

to combine a proft sharing

plan along with a 401(k)

in order to enhance the

effectiveness and/or fexibility

of the plan(s).

the High cost of employee retention

0114 MMT DEPT--Your Business.indd 10 12/18/2013 1:00:26 PM

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By the Numbers


strong, and supplier deliveries shortened

for the second time in four months

to 48.5. Material prices continued to

increase to 57.4, although at their slow-

est rate since November 2012. Prices

received, at 49.6, contracted for the

fourth month in a row, putting pressure

on profits. Future business expectations

improved for the second consecutive

month, reaching 76.2, their highest level

since March 2012.

Manufacturing facilities that subscribe

to MMT are classified according to

NAICS codes. Two important classifica-

tions for the moldmaking industry are

custom processors and metalcutting job

shops. In general terms, custom proces-

sors are analogous to molders while

metalcutting job shops are analogous to moldmakers. Custom

processors have been growing throughout 2013, but metal-

cutting job shops grew in November for the first time since

September 2012their fastest rate of growth since June 2012.

This improvement at metalcutting job shops was a significant

reason for the faster growth in the overall MBI.

Moldmaking business in the East North Central region of

the U.S. grew at a faster rate for the third consecutive month,

but the fastest rate of growth in November was in the South

Atlantic region. The Middle Atlantic region also grew, while

the West North Central and Pacific regions contracted.

Future capital spending plans are at the highest level in

the history of the index, which dates back to December 2011.

Novembers planned spending was roughly 30 percent above

the next highest month, and this months future capital

spending plans were 92.1 percent higher than they were in

November 2012. In fact, future capital spending plans have

increased month over month in every month but one since the

index was established.

MoldMaking Business Index for November 2013: 52.5

By Steve Kline Jr.

With a reading of 52.5, the MBI showed that the moldmaking

industry grew in November for the second month in a row and

at the fastest rate since July 2012. The index also was 27.4 per-

cent higher than it was in November 2012.

New orders grew for the second consecutive month to

59.6, also hitting their fastest rate of growth since July 2012.

Production grew for the 10th time in 11 months to 59.2, its fast-

est rate of growth since June 2012. Backlogs increased for the

first time since April 2012 to 50.4. The improvement in recent

months in backlog indicates that capacity utilization should

also rise in upcoming months. Employment also expanded

for the second month in a row to 53.4. Exports, at 46.8, have

been contracting for some time as the dollar remains relatively

Sub-Indices Nov Oct Change Direction Rate Trend

New Orders 56.9 50.7 6.2 Growing Faster 2

Production 59.2 54.1 5.1 Growing Faster 3

Backlog 50.4 45.9 4.5 Growing From Contracting 1

Employment 53.4 50.7 2.7 Growing Faster 2

Exports 46.8 47.1 -0.3 Contracting Faster 18

Supplier Deliveries 48.5 54.8 -6.3 Shortening From Lengthening 1

Material Prices 57.4 62.3 -4.9 Increasing Less 24

Prices Received 49.6 49.0 0.6 Decreasing Less 4

Future Expectations 76.2 69.2 7.0 Improving More 24

MoldMaking Business Index 52.5 50.6 1.9 Growing Faster 2

55

50

45

40

60

12/12

9/12

6/12

3/12

12/11

MoldMaking Business Index

3/13

6/13

12/13

9/13

For More INForMatIoN:

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

ABout the Author

Steve Kline Jr. is the director of market intelligence for

Gardner Business Media Inc., which publishes MoldMaking

Technology magazine.

0114 MMT DEPT--By The Numbers.indd 12 12/18/2013 1:00:47 PM

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Profle


Driving Change

from the Bottom Up

By Matthew Danford

Although some challenges are beyond the capacity of any indi-

vidual company to address, teaming up with like-minded orga-

nizations can provide a means to effect real change. For evi-

dence of that, look no further than an event this past October

that attracted more than 200 people representing the entire

automotive supply chain, including most major OEMS as well

as a number of Tier 1 suppliers. The big draw? A new study that

identifies and proposes solutions to a projected vendor tooling

capacity shortage amounting to nearly $6 billion. By the time

the results were unveiled, the scope of this study had expanded

to cover the interests of the entire value stream. However, it

was initially conceived in response to concerns raised by com-

panies occupying the lowest rungrelatively small, indepen-

dent tool shops that, until recently, didnt have a collective voice.

The Original Equipment Supplier Association (OESA)

Tooling Forum aims to provide that voice. Open to indepen-

dent companies that manufacture automotive molds, stamp-

ing dies, gages and fixtures in North America, the forum has

provided toolmakers with a means to discuss common prob-

lems, share best practices and gain market intelligence since

September 2012. Cash flow and other problems resulting from

the unpredictable payment schedules associated with PPAP

(production part approval process) terms were among the chief

topics of discussion at the groups initial meetings, says Margaret

Baxter, OESAs senior vice president, operations and interna-

tional affairs. These discussions led directly to efforts that cul-

minated in the 2013 Vendor Tooling Study, conducted by con-

sulting firm Harbour Results in partnership with the OESA and

officially unveiled during the October gathering in Novi, Mich.

(To view an article on the study from MMTs December issue,

visit short.moldmakingtechnology.com/toolstudy.)

In addition to demonstrating the power of working together

to attract attention to a critical issue, the study is just one of

many examples of the sort of concrete deliverables that drive

the success of the tooling forum, Baxter says. In many cases,

these action items arise not from any specific effort like the

study, but from open roundtable discussions, which often

result in the drafting of best practice guidelines. Talking

about what keeps everyone up at night can be cathartic, and

members appreciate that, she says. But when a topic like

online auctions comes up, and someone can offer a concrete

example of how their company has turned those auctions to

its advantage, thats where the real value lies.

This type of sharing didnt come easily at first, says Shaun

Karn, co-chair of the forum and executive vice president

and chief financial officer at Hi-Tech Mold & Engineering

(Rochester Hills, Mich.). Although many of the companies the

OESA consulted about forming the group in summer of 2012

participate in other industry advocacy organizations, none

knew of any focused solely on automotive tool manufacturers.

All agreed that such a group would be valuable. Still, attendees

were apprehensive at first, and many seemed more interested

in just seeing what this was all about than really opening up

and participating, Karn says.

That apprehension is still common among companies that

audit the peer groups quarterly meetings to gauge their inter-

est in joining. However, just as the original members did, they

soon find that the risk of losing any competitive advantage

is minimal at best. Indeed, the now 25-company group has

added at least one new member after each meeting, Baxter

says. One reason she and Karn cite for the increased comfort

level is that the group is not designed to discuss competitive

secrets or technical information about the shops manufac-

turing processes. Rather, discussions revolve around broad,

strategic topics that affect all members, such as staffing

and workforce development, diversification, benchmarking,

supplier audits, capacity constraints, OEM product launch

The tooling forum is just one of many peer groups administered by the

OESA. Others focus on legal and regulatory issues, supplier technology, human

resources and public relations, among other topics. This shot depicts a meeting

of the CEO Council, a group designed specifcally for chief executives of auto-

motive supplier companies.

Pho

to c

our

tesy

of

OES

A.

The OESA Tooling Forum enables

automotive vendor tool suppliers

to discuss common problems, share

strategies, and promote business

practices that improve the entire

supply chain.

0114 MMT DEPT--Profile.indd 14 12/18/2013 1:01:12 PM

In its 12th 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.

Nominate Your Shop Today!

Often we are so focused on the day-to-day activities of running

a business that we dont think much about all of the things that

weve done over the years to create and sustain a successful

business. In retrospect, flling out the Leadtime Leader Award

questionnaire forced us to consider all the various components

of our success including the adoption and implementation of new

technologies, customer service, continual education, training

and cross-training of employees, our sales/marketing efforts, and

involvement in our industry in ways that help to make it better

and stronger. We believe that receipt of the Leadtime Leader

Award is recognition from our peers of a job well done and we

want to thank everyone involved in the process.

Jerry Seidelman, Tech Mold, Inc. 2013 Leadtime Leader Winner

For complete information, eligibility requirements and nomination forms,

please visit: short.moldmakingtechnology.com/LLA

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:

Winner and Honorable Mention Rewards:

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Complimentary 10 x 10 booth as well as 2 complimentary

full conference registrations for amerimold 2014

June 11-12 at Novi, MIs Suburban Collection Showplace.

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Winners earn a targeted advertising program in

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their products and services to more than 25,000 molding

subscribers at more than 11,600 molding facilities!

Gain industry recognition and build brand awareness

Attract new customers

Boost morale in the shop

Distinguish your shop as an industry leader

Leadtime Leader.indd 1 9/13/13 12:42 PM

Profle


cadence, scheduling, and industry forecasting, among others.

The fact that these topics are chosen by members themselves

has also proven critical to the groups effectiveness, Karn adds.

He emphasizes that the OESA supports and facilitates, and it

provides valuable resources for items such as the tooling study

and detailed forecasting that might otherwise be unavailable to

individual shops. Nonetheless, he says, The bottom line is that

for this forum to work, it has to be driven by the members.

To that end, the board of governors that guides the groups

interactions consists solely of representatives from member

companies. Meetings last about five hours, which includes

lunch, an overview of antitrust guidelines, announcements,

member introductions and chosen discussion points. Thats

followed by a formal presentation, whether from members

themselves or guests. In one instance, the group brought

in speakers from the Center for Automotive Research and

Ferris State Universitys Engineering

Technology program to discuss the

state of employment in the automotive

industry and educational initiatives,

respectively. Following that, a panel of

group members shared their own best

practices for finding, hiring, training

and retaining employees, and an OESA

representative shared information on

potential state- and local-level train-

ing resources. In another, more recent

example, representatives from Nissan

addressed the group about the com-

panys tooling strategy and expectations

for suppliers. Proceedings conclude

with a roundtable discussion, typically

regarding an issue previously agreed

upon by the board, and refreshments.

This March, the OESA Tooling

Forum will reach a critical milestone.

At its inception, the peer group was set

up to operate for a period of 18 months,

at which time members could opt to

disband or renew it for another 18

months. Both Baxter and Karns expect

that members will be eager to renew.

My sense is that, in the long run, these

companies would like to see this

industry remain competitive in North

America, and they recognize the poten-

tial of the forum for helping to do that,

Baxter says. It provides an opportunity

for peers to discuss issues they all face

and promote sound business practices

that improve the performance of the

entire supply chain.


OESA / 248-952-6401 / oesa.org

Harbour Results Inc.

248-629-9331 / harbourresults.com

0114 MMT DEPT--Profile.indd 16 12/18/2013 1:01:27 PM

Global Market Opportunities for U.S. Mold Manufacturers

In this quarterly webinar series, you will learn about export markets

specifcally attractive to U.S. mold manufacturers, and how to size

up these market opportunities comparatively. Each webinar will focus

on a geographic region or grouping of top export markets.

Participate in all four webinars and you will have an excellent strategic

vision of what foreign markets you should explore to grow your sales

beyond the domestic U.S. market including:

Trade policy updates

Top export growth markets

Exporting basics and developing an exporting strategy

Costs associated with exporting

And much more!

Mark Your Calendar!

Webinar Date:

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NAFTA

(Canada & Mexico)

Webinar Date:

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Central & South

America

Webinar Date:

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BRIC Countries

(Brazil, Russia, India

and China)

Webinar Date:

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neW froM MMT in 2014!

regisTer TodaY aT:

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Webinars on International Affairs and

Trade presented by SPI: The Plastics

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HOSTED BY:

Mr. Taylor serves as the primary staff expert on international trade policy, programs and activities. He has a broad array of experience in the international trade, governmental and academic arenas, and has a strong background in U.S. trade law and regulations, as well as in global compliance issues.

Michael TaylorSenior Director, International

Affairs and TradeSociety of the

Plastics Industry (SPI)

ABOUT OUr PrESEnTEr:

Educational Series

MMT14_WebinarEdSeries_fullad.indd 1 12/13/13 8:58 AM

Where Are They Now?


Leveraging Limited

Resources

By Matthew Danford

In some ways, MoldMaking Technologys 1998 profile of B A Die

Mold reads as if it were written yesterday. Among the chief

challenges facing the Chicago-area mold manufacturer, com-

pany founder Alan Petrucci cited a shortage of skilled workers

and low-cost, overseas competition, topics that remain very

much in vogue. Then, as now, the shops success depended on

its willingness to adapt to new realities, its drive to keep up

with technology, and its flair for creative problem-solving.

Yet beyond these broad strokes, B A Die Mold is a very

different company than it was 15 years ago. Petrucci remains

quite active in the business, but his daughter, Francine, has

taken the reins as president. The facilities are larger and

more modern, and the equipment is more sophisticated.

The staff is leaner, the skill sets of individual employees are

broader, and more work than ever before runs lights-out.

Finally, B A Die Mold has parlayed a core competency into a

new product line that serves as a direct source of revenue.

Peak to Valley

After Petrucci founded B A Die Mold in 1968, the com-

pany outgrew three different facilities before settling into

a 10,000-square-foot plant in Lisle, Ill., in 1975. By the time

MMT profiled the shop in 1998, it had built a solid reputation

as a supplier of plastic injection molds, particularly complicat-

ed multi-action tooling and molds for threaded parts. B A Die

Mold was doing well by any measure, Francine Petrucci recalls

well enough, in fact, to begin planning yet another expansion.

Fed up with low ceilings, insufficient power and other prob-

lems with its aging plant, the business moved into its current

16,000-square-foot facility in Aurora, Ill., in 2000. By that

point, however, the shop was down to a fraction of its former

staffing levels. A significant cause of this decline was a major

exodus of mold machining work to low-cost overseas suppliers,

a development that seemed to happen overnight, she says.

More With Less

Work once viewed as an art form had become commoditized,

and attempting to compete on price alone would be futile for

a shop committed to quality and reliability. So B A Die Mold

began to shift its customer base from various custom molders

to larger OEMs that appreciated what the shop had to offer.

Having shed their own tooling and engineering departments

in many cases, these companies needed not just a supplier, but

a problem-solving partner. Although these customers hailed

from different industries, the work itself didnt change much,

Petrucci says. The company could continue to thrive on qual-

ity and precision. However, it would also have to meet tighter

delivery schedules and provide additional services like proto-

typing, all with a significantly leaner staff.

The shops success in this endeavor is evidenced by the fact

that sales are higher than at any point during the 90s, yet

costs are lower. In part, thats because each member of its

leaner staff wears many hats, says General Manager Michael

Duquette, who instituted a formal cross-training program

about six years ago to empower shopfloor operators. Enabling,

say, quality-control personnel to also operate EDM machines

not only keeps work flowing when team members are on

vacation or otherwise unavailable, but also helps alleviate

bottlenecks when certain areas become busier than others.

Employees also have more to offer when it comes to solv-

ing problems. Anyone might have valuable input on the big

picture of how a job might flow through the shop, Petrucci

explains. Theres more of an I can do that mindset, as

opposed to a They can do that attitude.

An example of the shops

standardized workholding, a critical

factor in reducing setup time for

operators running multiple machines or

programming lights-out work. The shop

machines most electrodes from copper

rather than graphite to avoid the mess,

reduce part surface faws caused by

DC arcing and improve surface fnish.

Pho

tos

cour

tesy

of

B A

Die

Mo

ld.

This moldmaker credits cross-training,

unattended machining and a knack for

problem-solving for its ability to survive

and thrive through tough times.

0114 MMT DEPT--Where Are They Now.indd 18 12/18/2013 1:01:52 PM

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Another important change is that a single operator typically

programs and runs multiple machines. Unattended machining

during the night shift has also been critical. In fact, Duquette

says the share of lights-out work has increased from about 10

percent of total production to about 30 percent within the past

10 years. Again, much of that improvement can be attributed

to efforts to empower the people on the shop floor. Moving

from offline to conversational programming, for example, has

enabled employees to use their own knowledge and experience

to schedule and program this work, which typically involves

repetitive machining routines, lengthy cycle times, and open

geometry that doesnt require fine, difficult cuts.

Of course, raw technological improvements cant be dis-

counted. For example, software that enables extracting EDM

electrodes directly from 3D solid models of the corresponding

part geometry was critical to getting electrode development

out of engineering and onto the shop floor, Duquette says.

Likewise, custom fixture plates that accept standardized hold-

ers from Erowa ensure location repeatability from workpiece

to workpiece and from machine to machine without re-refer-

encing. This system was a major factor in enabling operators to

run multiple machines and prepare lights-out work more effi-

ciently. He also credits advancements in machine tools, CNCs

and cutting tools for faster, more reliable production.

Idea to Opportunity

In the short term, the shop aims to continue doing more with

less by implementing pallet systems, and, eventually, robotics.

These sorts of investments will be critical to future competi-

tiveness, but Duquette cautions that the shop cant rely on

technology alone. It would be great to replace our equipment

every year, but the reality of business dictates otherwise.

For that reason, management agrees that the future success

of both B A Die Mold and the U.S. industry as a whole will

depend not just on technology, but also on knowledge and

ingenuity. In fact, the shop has already capitalized on one par-

ticular area of expertise. The PERC (Programmable Electric

Rotating Cores) system was originally developed for in-house

use, but it now brings in a steady stream of revenue on the

open market. Molds for threaded components require rotat-

ing cores to unscrew and eject parts without damaging the

threads. Rather than hydraulic racks that can become long

and unwieldy for parts with many threads, the PERC system

employs programmable servomotors to ease setup and

enable the use of smaller presses, among other advantages.

We realized that wed come up with a great idea, and we

decided to patent it, Ms. Petrucci says. But were constantly

solving problems creatively, and that really goes for all mold-

makersits just what we do.

0114 MMT DEPT--Where Are They Now.indd 20 12/18/2013 1:02:01 PM

Join your industry. Register today!

PLASTECwest.com

EXPOSITION: February 1113, 2014LEARNING LABS: February 1113, 2014

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Molding the Future of Plastics

I loved the show, thought it was fantastic. We made several new

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found several places where our products can tso it was a great

show for me/us, cant wait for the next one! Just an awesome

show for us! Great job to the organizers and all the vendors that

were there, fantastic show!

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0114 UBM.indd 1 11/6/13 3:41 PM


Case Study / Software

At any given time during a 24-hour workday, moldmakers

at Harbec Inc. can be found sitting elbow to elbow in a CAM

room crammed with 16 computers equipped with Mastercam

CAM software from CNC Software Inc., writing CNC pro-

grams to manufacture mold plates for current jobs. Meanwhile,

the 36 three-, four- and five-axis mills, lathes and EDMs for

which they are responsible are churning out components that

will be used by other moldmakers to assemble their molds.

Harbec is a vertically integrated company with three core

profit centers: CNC manufacturing of 3D prototype parts,

design and manufacture of molds and injection-molded proto-

types, and production molding. Half of the companys income

is derived from molding, and the other half from the manufac-

ture of precision prototypes and tooling.

Harbecs president, Bob Bechtold, explains how this break-

down bucks the current trend of molders trying to reduce

toolroom operations because they mistakenly consider it a cost

factor rather than a profit center.

All of the toolmakers at Harbec are profcient CNC

programmers who use Mastercam software.

CAM Can Help You

Do More with Less

By keeping it all in one place, we can truly manage quality

and product, he says. We own the queue. Rather than managing

the relationships, we manage the customers work. We cant blame

it on anyone but ourselves if things dont work out well. We hope

to find enough customers who appreciate that level of detail.

So far, this strategy has been working, and the company has

been heavily booked with work, particularly from the medical

device, aerospace and energy industries.

Skills and CAM Confidence

Bechtold credits the companys success to the tremendous con-

fidence it has in the skills of its people and its CAM technology.

This has always been our strategy, he says. Since the first

Mac-based version of Mastercam was introduced, I have been

infatuated with this programs ability to give us strength as

moldmakers. In CAMs early days, the industry buzz was that

these computers were going to put us all out of business, but in

actuality CAM is the greatest tool that the toolmaker will ever

have, particularly for one-of-a-kind, highly complex tools.

Harbec has maintenance licenses for its Mastercam software

and leans on its reseller for early releases. This enables Harbec

to evaluate new features that could impact productivity and

implement them as soon as possible. The company also makes an

extensive investment in training by encouraging in-staff mentor-

ing, formal in-house training and training provided by its CAM

reseller. Bechtold says Harbec has about 40 moldmakers who are

CAM users, and about 30 of them are very proficient. The others

know enough to get by and are working to improve their skills.

CAM Builds Business

Harbec President Bob Bechtold values the role CAM has played in his familys

businesses. With Bob as a toolmaker and his brother Mike as a machine tool

repairman, they have been able to start several thriving companies over the

years, including:

1. OptiPro, a state-of-the-art optical grinding and polishing equipment manu-facturer, and Mastercam reseller.

2. OptiMax, a custom aerospace optics manufacturer.3. Harbec, a provider of tightly toleranced prototypes, tooling, machined

components and injection-molded parts.

Each one is a substantial business serving major OEMs and other manufac-

turers worldwide while providing hundreds of well-paying jobs to skilled em-

ployees in upstate New York. The family believes its CAM expertise has been

a common thread that runs through all of its businesses.

One moldmaker makes significant

advances in programming and

machining productivity while

reducing cutting tool costs.

0114 MMT DEPT--Case Study 1--mastercam.indd 22 12/18/2013 1:02:45 PM

moldmakingtechnology.com 23

According to Harbec, these and other improvements have

translated into greater confidence in unattended CNC machine

operation; the ability for the same staff to create one-third more

programs; the capability to keep 40 machining spindles in near-

ly continuous operation, 20 hours a day, five days a week; dra-

matic reductions in tooling costs per unit of production; faster

turnaround on tooling projects; and the ability to produce more

without a proportional increase in capital equipment.

CAM Sophistication Leads to New Mold Developments

Increasing CAM sophistication has enabled Harbec to develop

a new, lower-cost, fast-turn Quick Mold Solution (QMS) con-

cept that has become very popular with its customers. While

the company still prides itself on its ability to produce Class A

tools guaranteed for a million cycles, most customers dont have

those needs or requirements. QMS tools are made of aluminum

instead of hardened steel, and may be guaranteed for thou-

sands or tens of thousands of parts. They also can be produced

with far shorter lead times and at a fraction of the cost, so the

customer is able to get its products to market faster. With this

concept, Bechtolds vision of toolmakers using CAM to produce

fast-turn tools for complex, short-run products has come to

fruition.

Imag

es c

ourt

esy

of M

aste

rcam

/CN

C So

ftw

are.

For More iNForMAtioN:

Harbec Inc. / 585-265-0010 / [email protected] / harbec.com

Mastercam/CNC Software / 800-228-2877 / mastercam.com

Each year, the company fully expects that its CAM software

will enable it to do more with less. For example, during the past

several years, Mastercams dynamic tool pathswhich allow

for machining at the highest safe speeds with minimal engage-

menthave enabled the company to make significant leaps

forward in programming and machining productivity, as well as

reduce cutting tool costs.

Bechtold believes that it is counterproductive to focus on

how much the company is saving from one year to the next.

What do I care how much time we took out of typical jobs

last year? What I want to know is how we are going to drive 10

more hours out of a job that we are doing today, and do it with

more precision.

Toolmaker Peter Knapp is forthcoming about the quality

and productivity benefits of recent CAM improvements as

well. He believes that he and his fellow moldmakers are at least

30 percent more productive across the board with the latest

version of Mastercam than they were several versions ago.

Dynamic tool paths are first among the improvements he cites,

and he also mentions features such as:

STL Compare, which facilitates a direct comparison

between the CAD model and the CAM program to assure

that the machining program is complete.

Simulation, which enables verification of appropriate

material removal along with tool movement backplots

that make it possible to detect potential tool crashes.

Geometry Manipulation, which makes it easy for the

toolmaker to generate additional geometry that will

enable him to create fillets and other features that assure

precise mating of mold halves.

Hybrid Toolpath, which combines contouring and

finishing tool paths into a single operation with finely

blended transition areas to improve throughput and

reduce subsequent polishing time.

The reliability of the programs enables CNC equipment to run unattended

while Harbec moldmakers are back in the CAM room writing programs for the

manufacture of other components.

Effcient, material-aware dynamic and hybrid tool paths enable even

complex parts to be manufactured at high speeds with minimal stress on the

tool or the part. Hybrid tool paths combine both roughing and fnishing with

a single tool to optimize productivity and blend transition areas for improved

surface fnish. This means molds can be assembled faster because fewer

secondary grinding or polishing operations are required.

0114 MMT DEPT--Case Study 1--mastercam.indd 23 12/18/2013 1:02:55 PM


Case Study / Software / Automotive

Sable Engineering of Port Huron, Mich., got its start in 1999

within the medical field when an orthopedic doctor urged

owner Andreas Batz to buy the right equipment to produce

his own line of medical devices. Over time, market demand

pushed Sable Engineering into the automotive industry. Early

work involved using CMM and mold flow data to unwarp and

reverse-engineer 30- to 40-percent glass-filled parts. Today,

most of this ISO 9001:2008-certified companys jobs are

focused on prototype and production blow molds, fixturing,

and product design. With this transition to the automotive

industry came new challenges. Designs became more com-

plex and assembly jobs more frequent, and the software Sable

Engineering was using was not

up to the task. One of my best

customers advised me to get

software that could better handle

large assemblies, Batz says.

Thats when I realized I needed

Cimatron.

Making Complex Jobs Easy

Working long hours to get the

job done and delivering exactly

what was promised has helped the

company build a loyal customer

base of automotive suppliers. According to Batz, before Sable

Engineering started using Cimatron, a lot of time was spent

on labor-intensive design work, including redrawing standard

components in the companys previous 3D CAD software,

which resulted in lengthy projects and eroded profit margins.

Moving to Cimatron was quick and easy for my designers,

Batz says. The software gives the designer a great level of

freedom to go back and forth between solids and surfaces,

making complex jobs easy. When we need help, the team at

Cimatron has been extremely responsive, and their tooling

knowledge is second to none.

The mold design and NC machining data for this two-cavity, cowl-side

prototype were generated using Cimatron software. The prototype was

machined on an Awea 1250 CNC machine.

Completing complex

mold designs faster

without lowering our

margins is something

that we wouldnt have

accomplished if it

wasnt for Cimatron.

Cimatron prepared the machining data and 3D rib curves for NC for this slider

on a prototype air box door tool. The part was machined on a Kitamura CNC machine.

CAD/CAM Answers New Automotive Challenges

For this blow mold manufacturer,

the right CAD/CAM software yielded

time savings, productivity gains and

streamlined customer communication.

Imag

es c

our

tesy

of

Cim

atro

n an

d Sa

ble

Engi

neer

ing.

0114 MMT DEPT--Case Study 2--cimatron.indd 24 12/18/2013 1:03:21 PM


Cimatron using advanced

surfacing and solid cut created

this production secondary fxture.

According to Batz, Sable Engineering now can save a lot

of time by using catalog parts and assemblies, and with just

a few clicks at the end of the project, it can generate the

complete bill of material. Overall, we can now do things

five times faster compared to what we did prior to using

Cimatron, Batz says.

Gaining More Business

Batz realizes value in his purchase of Cimatron software

every day. Completing complex mold designs faster without

lowering our margins is something that we wouldnt have

accomplished if it wasnt for Cimatron, he says.

Cimatron enables multiple designers to work on one

project, dramatically speeding up delivery time. Additionally,

Batz says that nearly every component the designers add to the

job has a cut body, and Cimatron creates the hole/pocket and

then automatically updates it if that component is moved.

The time savings and productivity gains are not the only

benefits of the software that Batz and his team value; its

Cimatron with Mold Wizard was used to design this production four-cavity

fller tube, including the use of full catalogs, 2D drawings and bill of materials.

Challenges Meeting customer requests for short delivery time on complex mold designs.

Delivering assembly-based 3D designs for concurrent manufacturing processes.

Maintaining proftability with effcient design methods.

Solution Sable Engineering uses Cimatron to get complicated jobs done faster,

thanks to the softwares greater fexibility working in solids/surfaces,

effcient use of assemblies and catalog parts, and better communication

with customers.

Results Increased design productivity as much as fvefold compared with

previously used software.

Streamlined collaboration with customers. Cultivated a growing and loyal customer base.



Case Study / Software / Automotive


Sable Engineering Inc. / 810-689-9399 / sableengineering.com

Cimatron / 248-596-9700 / cimatrontech.com

also the streamlined customer communication and collabo-

ration. Batz finds these capabilities especially helpful when

dealing with design and engineering changes.

Handling modifications quickly and effectively is critical to

keeping projects on time and on budget, he says. Most of our

customers use Cimatron, which makes communication and

changes much simpler. If the customer needs to modify some-

thing quickly, they can do it on their end in a seamless fashion.

Regardless of who makes the changes, this software enables us to

implement them seamlessly, because everything is associative.

taking on more

Additional work has been another benefit from Sable

Engineerings move to Cimatron. Just recently we received a

job outsourced from a large progressive stamping company,

which is not using Cimatron and needed assistance with the

surfacing work, Batz says. Even though the designs were

correct, the software they were using created poor surfaces,

even after spending more than 45 hours working on the part.

With Cimatron, we were able to help them get the job done

in a matter of hours. They were able to deliver the project on

time and, most importantly, to the complete satisfaction of

the customer.

Production mold design prepared for Cimatron motion analysis.



What Machine Consolidation

Can Mean for You

By Dr. Greg Hyatt

One of the main driving forces behind

technology advancements in manu-

facturing today is consolidation.

Everyone is trying to do more with less, and

faster cycle time is more important than ever

across many industries. With new products

coming to market every dayand increasing

competition and demandsmore efficient

production methods are crucial.

Milling is a particularly challenging pro-

cess to optimize for fast-production applica-

tions because of the complex geometries and

time-intensive programming that is often

necessary. In addition, few milling machines

can offer increased volume capabilities and

decreased downtime. For this reason, address-

ing this issue has been an important emphasis

for technology developments.

The Multitasking Option

The machine tool industry needs high-speed, high-volume

machines that can provide accurate, capable milling and high-

speed cutting. Cost is a consideration, however, as many shops

historically have avoided offering these capabilities because

it was just too expensive. How can you combine the milling

power of a VMC and the ultra-high speed of a drill-tap center?

Done right, many of the downfalls of drill-tap machines on the

market can be addressed, including subpar rigidity, slow tool-

change times and less accurate finishing.

One way to answer these challenges is with a multitask-

ing machine. These types of machines offer more advanced

machining capabilities and enable manufacturers to combine

several processes and cutting techniques on a single unit,

often with standard, off-the-shelf tooling. The time and cost

savings are significant.

Multitasking is an area of interest for those in mold

manufacturing because it can greatly reduce or eliminate

benchwork time. The multitasking machines real value is in

the precise finishing applications it provides. The appropri-

How to expand your

production and profits

in milling and high-

speed cutting.

Mutlitasking machines can offer increased performance in machining

molds, large or small. These machines offer smaller tools and higher spindle

speeds for small-depth milling, yet a large work area.

Video

Access video

at end of article.

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0114 MMT -- FEATURE 1 -- dmgmori.indd 27 12/18/2013 1:04:17 PM

Machining


Another important feature for a multitasking machines

spindle is whether it offers almost the same torque at low

speed that the standard spindle offers. This results in little

compromise in roughing while reducing cycle time in finish-

ing. Add to that a high-speed toolchanger, and you should be

able to achieve chip-to-chip times of less than 1.5 seconds.

A spindle that drives the turret of the toolchanger is not

unique, but the way in which it drives the turret can befor

example, inside the spindle stock instead of running up a

gear reel on the spindle nose, which brings a lot of imbalance

and noise. This design eliminates the rotating gears, greatly

increasing the life of the spindle.

Also consider a 33-hp spindle designed to push the limits of

a typical drill and that has built-in water-cooling capabilities,

because these unique features allow for continuous machining

at maximum speeds. Both a water-cooled spindle and water-

cooled motor enable manufacturers to use the machine at

maximum speed 100 percent of the time.

Because high-performance multitasking machines are built

for high-volume production or automated machining, chip

disposal is another factor to consider. When you purchase

a machine to make a lot of chips, you dont want to stop the

machine because of those chips. The secret to better chip

flow and superior accuracy is optimized table construction.

A triangle-shaped table and thermal stability both help with

this chip flow.

Summary

In order to optimize production and profits in milling and

high-speed cutting operations, mold manufacturers should

consider a multitasking, high-speed mill. New technologies

have eliminated barriers and significantly improved the pro-

cess, and operations stand to get even more accurate, faster

and less expensive in the future.

contributor

Dr. Greg Hyatt is the chief technical offcer at DMG Mori Seiki.


DMG Mori Seiki / 847-593-5400 / dmgmori-usa.com

Video: High-Productivity milling and Boring http://short.moldmakingtechnology.com/ multidm

Look for a multitasking machine that has a superior high-speed toolchanger.

Some multitasking machines can offer chip-to-chip times of 1.5 seconds.

ate machine can be an ideal solution for those who are more

concerned with finishing applications than with roughing and

with having those applications completed quickly.

machine Considerations

Look for a machine that combines speed, rigidity and high

dynamics in one concept. Consider one with a C-frame design,

a traveling X axis with a 700-mm stroke, a 5.4-foot-wide foot-

print and a table that can load as much as 880 pounds without

any speed restriction. Most other cross-table concepts typi-

cally cannot handle large workpieces at high speed and still

maintain accuracy. The right design concept will lend itself to

high-speed moldmaking because it offers the rigidity and size

accommodation needed for large injection molds.

Because it plays an essential role in the machines productiv-

ity and accuracy, a higher-end control also is necessary. Such

a control that enables the operator to switch the dynamics of

the machine easily and quickly through roughing, semi-finish-

ing and finishing is particularly useful for moldmaking. The

control should also be extremely user-friendly and make it easy

to optimize each tool for its specific operations.

Optimal rigidity is determined by whether the machine

can produce more cubic centimeters/inches of cut metal per

minute than another machine. Increased machine rigidity also

means more accuracy and less vibration, which results in bet-

ter surface finish and longer tool life.

A particularly important factor in reducing benchwork time

is the spindle. While most will associate a high-speed spindle

with aluminum cutting (or bottle molds), a 24,000-rpm spindle

is essential in ferrous applications of mold manufacturing as

well. Complex mold cavities require small-diameter tools, and

achieving 800 square feet per minute with a tool 0.125 inch in

diameter requires 24,000 rpm.

0114 MMT -- FEATURE 1 -- dmgmori.indd 28 12/18/2013 1:04:26 PM


By Steve Bond

This injection mold was machined on

a wire EDM machine using soft brass

wire and tapering to 30 degrees. The

machine uses optional large-opening

fush nozzles that prevent the wire

from curling over the opening of the

nozzle during the machining of the

large taper sections.

When conventional machining processes cannot

successfully cut high taper angles, wire EDM can.

However, mold manufacturers using wire EDM

technology face some challenges when cutting such angles,

which can range from 10 to 45 degrees. Oftentimes, EDM

machines have the axis movement necessary to achieve the

desired angle, but the physical properties of the wire and relat-

ed machine technology may not be adequate. Examining the

wires properties is useful in determining the right wire

for achieving the best cut.

Hard vs. Soft Wire

Hard wire is stronger, straighter and more resistant to break-

age during cutting than soft wire. High-tensile-strength,

harder wire can also better fight deflection during cutting,

but very hard wire with little elongation can cause vibrations

during taper cutting as the wire travels between the upper

and lower wire guides. In addition, hard

wires memory resists the true pro-

grammed wire path during high-

taper cutting, which bends the

wire and can lead to reduced

accuracy, poor surface finish

or wire breakage. This will

leave intolerable marks on the

workpiece and waste material

and production time.

A better solution for cut-

ting high tapers is soft wire.

Low-tensile-strength, soft

Examine the wires properties to determine the

right one for achieving the best cut.

Soft Wired: Cutting High

Taper Angles with Wire EDM

wire easily bends to follow the correct path determined by the

CNC controller and provide more accurate cuts. However,

soft wire has less memory than hard wire and is prone to

breakage in aggressive cutting conditions. It is also sensitive

to the voltages and tension applied to it by the EDM machine

during the AWF cutting cycle. If not handled properly, the

result is a malformed wire tip that is curved and prevents the

wire from being able to be inserted into the wire guides. In

these instances, the machine is unable to thread or re-thread

the wire, so the erosion process is stopped and production

time is lost. The operator is required to manually intervene

before cutting can begin again.

Overcoming Obstacles

To overcome the challenges of soft-wire threading, consider

EDM equipment that provides improved wire processing during

the AWF cutting cycle. Technology should include a way to pre-

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.

0114 MMT -- FEATURE 2 -- methods.indd 29 12/18/2013 1:04:54 PM

EDM


Figure 1

Soft Wire AWF

Figure 2

Soft Wire

Figure 3

Soft Wire AWF

Figure 4

Soft Wire

cisely control the wire tension and energy used to cut the wire.

The ideal AWF situation is one where the wire heats and

stretches until it breaks in two without melting. Using the

ideal voltage needed to cut the wire and form a bullet point

can enhance soft wire threading performance, improving the

straightness of the wire and decreasing electrode wear (see

Figure 1).

It is not just the hardness or softness of the wire that needs

to be considered, however. Factors such as wire diameter, cut-

ting and anneal tension, and voltage need to be fine-tuned

based on the wire selection in order to preserve the shape

of the wire tip, minimize damage to the face and maximize

straightness (see Figure 2).

The small discharges used in wire EDM can result in elec-

trode and wire tip damage, wire chip buildup and reduced

AWF reliability (see Figure 3). Some EDM machines offer an

air blow system that directs cool air to the wire cut point. This

keeps the wire tip as cool as possible and also prevents a mol-

ten tip from being produced during thermal wire cutting.

To optimize the threading cutting cycle, a relay on a timer

is used to open an air solenoid to gently blow cool air onto the

wire cutting electrode and keep the wire tip from heating up

to a melting stage. This prohibits wire chip buildup, extends

electrode life and provides reliable threading and cutting per-

formance (see Figure 4).

During the cutting phase, accurately controlling wire tension

is critical (especially with soft wire), so an AWF system with

a wire tension monitoring device that provides continuous

observation is important. EDM systems that include an AC

motor and encoder wire drive system working in tandem

enable the tension motor and drive roller to communicate

energy usage to the controller, and will allow the operator to

better maintain wire tension throughout the cutting process.

There are also some measures the operator can take to

improve cutting performance. When working with soft wire,

its important to use a die guide designed for large-taper cut-

Why you should use soft wire on big taper (10 - 45 degree) cutting.



and alignment of components in the mold. The more accurate

and smooth the finish, the less additional, time-consuming,

manual fitment and polishing is required by the moldmaker.

Another benefit of wire EDM in moldmaking is the abil-

ity to quickly manufacture prototype molds. This identifies

problems that may occur during actual production and helps

to prove out the efficiencies of the tooling and the viability

of the part prior to building costly hard tooling, saving time,

money and frustration.

Mold manufacturers who want to take advantage of todays

EDM technologies and strategies need to consider their wire

options as well as appropriate EDM equipment features.

contributor

Steve Bond is national sales manager for FANUC RoboDrill, RoboCut and EDM

products at Methods Machine Tools Inc.


Methods Machine tools inc. / methodsmachine.com

ting, especially if you are going to skim-cut the large tapers to

improve surface finish and accuracy. These guides have a much

larger support to help the wire transition through large angles.

To ensure accu-

racy, also use the

features in the CNC

that compensate

for the changing

position in Z-axis

direction so that

the taper angles are

precise. Finally, if

the cutting technol-

ogy being used was developed for hard brass wire, the wire

tension will have to be reduced on the rough cut.

opportunities and applications

Technology developments in EDM have affected machining

across many industries. The ability to accurately and efficiently

machine taper cuts using soft wire has opened up new areas of

opportunity for the technology. For instance, mold manufac-

turing regularly requires parts with steep angles. Mold builders

depend on the accuracy of the angle to ensure proper location

Learn moreVisit our EDM Zone for more information

about electrodes and wire, sinker and

small-hole EDM.

Go to moldmakingtechnology.com/zones

for a complete list.

Search. DiScover. Select.

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Software


By Bryan Jacobs

Most moldmakers will agree that

reducing NC machining time is

one of the best ways to improve

efficiency and increase profitability.

Understanding the need for feed rate opti-

mization is relatively simple, but it can be

difficult to achieve without good informa-

tion about the current cutting conditions.

CAM systems have no concrete way to

determine the volume or the amount of

material removed by each cut. Therefore,

programmers are forced into the difficult

task of visualizing the material removed in

order to get in-process information.

Determining optimum feed rates

traditionally has presented NC program-

mers and machinists with a number of

problems. Typically, the selected feed

rate represents a compromise between

tool life, cycle time and the worst-case

cutting condition encountered. This rate

may end up being the ideal feed rate for

the part where the most material is being

removed or where the worst cutting con-

ditions are encountered. Unfortunately, it

may also waste time and even create poor

cutting conditions elsewhere.

Feed rates can be adjusted by hand dur-

ing the machining process. Experienced

machinists listen for the telltale signs of excess cutter load

and then manually alter the feed rates at the machine accord-

ingly. The only override adjustments the machine tool opera-

tor typically makes is to slow down the feed rates as needed.

And most CNC controls have very limited capabilities for

speeding up feed rates when conditions permit.

With advances in cutting tools, tool materials and CAM

software, it is increasingly critical to use the right feed rate for

each and every cut. However, many CAM systems use machin-

ing strategies and cut patterns that are not efficient for com-

mon operations such as open boundaries, roughing cuts on

complex shapes, complex pocketing or planar roughing.

Get more than just reduced machining time with

NC program feed rate optimization software.

Chasing the Perfect Feed Rate

Imag

es c

ourt

esy

of C

GTe

ch.

Video

Access video

at end of article.

Some software packages can detect and machine excess

material, unmachined areas and surface blend areas, but

for this useful automation, efficiency is usually sacrificed.

Therefore, a lot of time is wasted cutting air and feeding

slowly across the parts surface. Additionally, the tool path may

plunge the cutter into material at an incorrect or inefficient

angle. Poor feed rates contribute to excessive cycle times, bad

workpiece finishes, increased cutter wear and broken tools.

Powerful, Intuitive Productivity Tool

Software that enables programmers to automatically optimize

NC toolpath programs is essential. This software can read the

Adjust, test and fne-tune the NC program optimization setti

232608-JAN 2014.pdf

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