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Profle 12 MoldMaking Technology April 2015 1 2 M o l d M a k i n g T e c h n o l o g y A p r i l 2 0 1 5 Structured for Advancement Among the shop's "fagship" machining centers is a Roku-Roku HC-658, which features a 30,000-rpm spindle for electrode manufacturing and fnish-machining. Advanced Mold & Tooling Inc. 769 Trabold Road Rochester, New York 14624 Phone: 585-426-2110 COMPANY: Metrics Annual sales: Approximately $4 million No. of employees: 35+ No. of molds/year: 60–80 Specialty High-cavitation, tight-tolerance, high-precision production molds End Markets • Industrial • Consumer • Defense • Medical • Residential • Telecommunications Key Customers • Fortune 500, Fortune 100 and other publically traded companies • Government contractors • Startups Capabilities and Services • Production tooling • Prototypes/fxtures • 2D and 3D design • Reverse engineering • Part evaluation • Repair, refurbishing • Detailing, polishing • Qualifcation (mechanical debug, process debug, scientifc molding and tool sampling/testing) • Full-service molding (short-run to long-run production in various materials, cleanroom capabilities) • Secondary services (pad printing, heat staking, stamping, assembly, testing) • Quality control (precision zoom optics, optical vision systems, high-resolution cameras) Facilities and Equipment 10,000-square-foot toolmaking facility: • 12 CNC milling machines • 4 sinker EDMs • 2 wire EDMs • 1 CNC lathe • grinding room • assembly room 8,000-square-foot molding facility (operated as Advanced Custom Molders Inc.): • 7 injection molding machines • ventilated printing room • cleanroom capabilities Certifcations ISO 9001:2008-certifed ITAR-registered UL-registered Leadership Julius R. Bartl Jr., Partner, VP Manufacturing Peter Grassl Jr., Partner, VP Operations Brandon J. Bartl, Finance and Corporate Development By Matthew Danford Production problems at Advanced Mold & Tooling (AMT) might not always be easy to solve, but chances are, they'll be recognized. More often than not, they can even be broken down to a specific cause, a specific timeframe and a specific cost. Brandon Bartl, head of finance, says that's because the company enjoys deep enough visibility into its own operations that worn cutting tools, missing inventory, programming mis- takes or other problems rarely go unnoticed. This visibility has proven critical to developing best practices and keeping costs and lead times low enough to thrive in an ever-more-competi- tive market, he says. In a direct sense, that visibility comes from the shop's enter- prise resource planning (ERP) system, a combination of soft- ware purchased on the market and a home-grown solution. However, the foundations were laid long before that system was implemented, Bartl says. Even the most robust shop man- agement software would have only limited impact without the right organizational structure. That's why AMT owes much of its success to a transition from a loose, individualized approach to a tightly organized, departmental structure that leverages everyone's strengths to standardize processes and limit inconsistencies. This transition might be familiar to more progressive mold builders. Often touted as a shift from "moldmaking to mold