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2004NEU Modern Injection Molding

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Information about 2004NEU Modern Injection Molding
Education

Published on February 7, 2008

Author: Urban

Source: authorstream.com

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INJECTION MOLDING ENERGY CONSERVATION SEMINAR: MODERN INJECTION MOLDING:  INJECTION MOLDING ENERGY CONSERVATION SEMINAR: MODERN INJECTION MOLDING David O. Kazmer, P.E., Ph.D. Northeast Utilities Auditorium, Berlin, CT Economics 101 = Energy Conservation 101?:  Economics 101 = Energy Conservation 101? Adam Smith Wealth of Nations, 1776 Each individual "intending only his own gain" must exchange what he owns or produces with others By division of labor and a free market, public interest is advanced. Does this “invisible hand” serve energy conservation? “Let’s Play The Price Is Right”:  $0.25/serving $0.20/serving $0.35/serving $0.87/serving “Let’s Play The Price Is Right” Economic choices are usually rational Role of government to provide transfer prices and incentives Agenda:  Agenda Modern Molding Technologies Economic Structures & Data Evaluation of Injection Molding Class 0: Obsolete Class 1: Standard Class 2: Efficient Class 3: Lights Out Competitive Strategies Conclusions Molding Technologies: Modular Molds:  Molding Technologies: Modular Molds Modularity & standardization have provided Reduced design time & mold tooling costs 10 minute quick change in press Trend reversal Cheap molds Prototype molds Lower importance of quick change given excess capacity Molding Technologies: All Electric Machines:  Molding Technologies: All Electric Machines All electric advantages ~50% of the power Silent operation Cleanliness Precision Reduced AC costs Trend to continue Automotive hybrids fuel motor technology Asian machine technology improves Molding Technologies: Hot Runners:  Molding Technologies: Hot Runners Melt delivery systems provide: Low pressure drops Fast cycle times Zero material waste Tight quality control Trend to continue: Lower priced systems New technologies Economic decisions Molding Technologies: Cavity Pressure Control:  Molding Technologies: Cavity Pressure Control Closed loop pressure feedback provides: Automatic V/P switchover Improved consistency Quality control data Trend to continue: Low cost sensors Cheap computers New technologies Improved control Improved sensing Modern Manufacturing:  Modern Manufacturing Molding Technologies: Automation:  Molding Technologies: Automation Robotics provides for: Reduced labor content (demolding & degating) Repeatable cycle times Fast cycle times Trend to continue: Cheap computers Low cost motors & standard designs Molding Technologies: Quality Control:  Molding Technologies: Quality Control Quality control systems should enable: Automatic acceptance or rejection 100% part testing Automatic cycling Variance analysis Trend to grow: SPC is crude Sensor:analysis explosion Improved capabilities Molding Technologies: Electronic Data Systems:  Molding Technologies: Electronic Data Systems Electronic data systems should enable: Production scheduling Materials requirements planning Real time plant feedback Real time process feedback Trend to grow: Networked supply chains Science-based products Aggressive competitors Molding Technologies: Others:  Molding Technologies: Others Coinjection Dynamic feed Gas assist In-mold assembly In-mold color In-mold film In-mold painting Insert molding Lost core molding Mold filling analysis MuCell Pad printing Pulsed heating Rapid prototyping Stack molds Thin wall Two-shot molding Water assist Agenda:  Agenda Modern Molding Technologies Economic Structures & Data Evaluation of Injection Molding Class 0: Obsolete Class 1: Standard Class 2: Efficient Class 3: Lights Out Competitive Strategies Conclusions Cost Structures:  Cost Structures Total Production Costs Cost Parameters:  Cost Parameters Cost parameters N.E. China Operator labor $13/hr $0.70/hr Eng/Mgt labor $30/hr $3/hr Energy cost $0.08/kWh ABS resin $1477/ton $950/ton Machinery cost $30/hr $15/hr Facilities cost $7.00/ft2 $4.20/ft2 Maintenance rate 10% 20% Agenda:  Agenda Modern Molding Technologies Economic Structures & Data Evaluation of Injection Molding Class 0: Obsolete Class 1: Standard Class 2: Efficient Class 3: Lights Out Competitive Strategies Conclusions Evaluation of Injection Molding :  Evaluation of Injection Molding Case Study for a Mid-Sized Molder 200 million parts per year Average part weight: 10g Class 0: Obsolete Operating Conditions:  Class 0: Obsolete Operating Conditions 8 cavities/mold with cold runners Poorly selected hydraulic machines (26 kW) 50 seconds per cycle (optimistic) Cooling issues & semi-automatic 95% quality level (optimistic) 1 operator per 1 machine 1 eng/mgt per 15 operators 2 shifts, 5 days per week 4 hour setup per 10,000 parts Class 0: Obsolete Factory Characteristics:  Class 0: Obsolete Factory Characteristics #Operators #Machines #Eng/Mgt Energy Use Class 0: Obsolete Cost Data:  Class 0: Obsolete Cost Data Class 1: Standard Operating Conditions:  Class 1: Standard Operating Conditions 16 cavities/mold with 50% hot runners Well selected hydraulic machines (30 kW) 45 seconds per cycle (optimistic) 98% quality level (optimistic) 1 operator per 2 machines 1 eng/mgt per 15 operators 2 shifts, 5 days per week 2 hour setup per 10,000 parts Class 1: Standard Factory Characteristics:  Class 1: Standard Factory Characteristics #Operators #Machines #Eng/Mgt Energy Use Class 1: Standard Cost Data:  Class 1: Standard Cost Data Class 2: Efficient Operating Conditions:  Class 2: Efficient Operating Conditions 32 cavities/mold with hot runners Electric machines (26 kW) 40 seconds per cycle, fully automatic 99% quality level 1 operator per 4 machine 1 eng/mgt per 15 operators 3 shifts, 5 days per week 1 hour setup per 10,000 parts Class 2: Efficient Factory Characteristics:  Class 2: Efficient Factory Characteristics #Operators #Machines #Eng/Mgt Energy Use Class 2: Efficient Cost Data:  Class 2: Efficient Cost Data Class 3: Lights Out Operating Conditions:  Class 3: Lights Out Operating Conditions 32 cavities/mold with hot runners Electric machines (22 kW) 35 seconds per cycle Fully automatic including crating, etc. 99.9% quality level 1 operator per all machines 1 eng/mgt per all machines 3 shifts, 7 days per week 0.5 hour setup per 10,000 parts Class 3: Lights Out Factory Characteristics:  Class 3: Lights Out Factory Characteristics #Operators #Machines #Eng/Mgt Energy Use Class 3: Lights Out Cost Data:  Class 3: Lights Out Cost Data Comparison:  Comparison New England China Head to Head Competitive Assessment:  Head to Head Competitive Assessment Validation: World Production:  Validation: World Production US Plastics industry went from surplus of $894 million in 2000 to a deficit of $1,387 million in 2002 A swing of $2,281 million. In 2001, China exported $6bn of fabricated plastic products last year. China also exports plastics in many other forms… In 2002 China doubled the volume of its exports China is world's largest petrochemical importer Chinese petrochemical demand is doubling every 8 years. Validation: Plastic Bags:  Validation: Plastic Bags In 2003, US imported more than 100bn plastic bags A coalition (Intelplast Group, PCL Packaging and Sonoco Products) claimed that Asian countries were flooding the US market with below-cost PE bags and demanded an anti-dumping duty In September, the US Inter’l Trade Commission determined that "there is a reasonable indication that a US industry is threatened with material injury by reason of imports of polyethylene retail carrier bags from China, Malaysia and Thailand that are allegedly sold in the United States at less than fair value". Agenda:  Agenda Modern Molding Technologies Economic Structures & Data Evaluation of Injection Molding Class 0: Obsolete Class 1: Standard Class 2: Efficient Class 3: Lights Out Competitive Strategies Conclusions Competitive Strategies: Best Way Not to Compete:  Competitive Strategies: Best Way Not to Compete Don’t be an ‘average’ custom molder Non-optimal, semi-auto cycles Low, variable production quantities High labor content Material cost disadvantages Higher volume jobs going overseas Lower volume jobs going to short run prototype shops Middle volume jobs are scarce and cheap Competitive Strategies: Product Specialization :  Competitive Strategies: Product Specialization Research indicates plastic parts are 10-40% of product value Value is retained if vertically integrated Outsourced suppliers typically recoup 5-10% Processors should focus on products Vertical integration allows tight integration between market, design, and processing Product technology & IP raises barriers to competition Product Specialization Case Study:  Product Specialization Case Study Head up display maker Internal molder $15 reflector 0.25” Thick 100 sec cycle Very high retained profit Other example: Visteon & HVAC Units Other example: Nypro & cell phones Competitive Strategies: Process Specialization :  Competitive Strategies: Process Specialization Focus on advanced processes Technology allows new capabilities Investment, know how, and IP provides barriers for competition Process focus can lead to a market niche Market niche provides greater recognition with better, more confident service Process Specialization Case Study:  Process Specialization Case Study Proto-mold Automated quote, design, build, mold $=f(Q,t) Suggested changes Parts in 5 days 100-10,000 qty $7.00 - $3.00 vs. ~$0.40 in commodity market Other example: NAL & Stanley in auto lighting Use of multi-shot molding Agenda:  Agenda Modern Molding Technologies Economic Structures & Data Evaluation of Injection Molding Class 0: Obsolete Class 1: Standard Class 2: Efficient Class 3: Lights Out Competitive Strategies Conclusions Conclusions:  Conclusions Competitiveness isn’t all about labor rates Automation & localization can largely offset True commodities (bags) in jeopardy? It is about efficiency … Knowing which/how to leverage technology … and differentiation Market understanding, penetration, & recognition Product & process specialization Cost & time performance Final Thoughts:  Final Thoughts Mid-Term Issue: Oil & Natural Gas Supply Increasing Asian demand Weakening dollar Government debt Trade deficit Euro as preferred currency Long-Term: Labor Demand Global supply of all labor Improving supply chains

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