MoldMaking Technology

DEC 2018

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34 MoldMaking Technology —— DECEMBER 2018 MAINTENANCE MATTERS CONTRIBUTOR Steve Johnson is president of MoldTrax, which provides specialized course work, hands-on bench training, maintenance software, maintenance products, toolroom design and maintenance efficiency auditing. FOR MORE INFORMATION MoldTrax / moldtrax.com / 419-281-0790 / steve@moldtrax.com Our extensive spare parts inventory and ability to reverse engineer allows us to offer the widest range of parts in the industry in the shortest time. TIPS . . . INSULATORS . . . VALVE PINS . . . HEATERS . . . T/C's . . . CUSTOM PARTS. Let PCT help you reduce your Hot Runner operating costs 1-908-281-0055 I sales@polymercleaning.com I www.polymercleaning.com Spare Parts for All Hot Runner Brands As useful as some electronic data is, these signals will not tell technicians: • Why a mold stopped. • Where and when a runner or part got hung up. • The material status. • The occurrence of the tooling or the component galling or locking up. • The corrective action that was taken, when it was per- formed, the technician who was responsible or the length of time that the action took. • The tooling that was required for the corrective action. • The mold or cavity position of the defect occurrence. • The reason that the press door was opened (which shut down the operation). • Which operator was on break, leaving the door open. • The part quality issues. • The mold life. • The frequency and maintenance costs of the issues. Human involvement will provide clarity to these issues. Technicians must enter data manually to document the issues that stop or slow production and create substandard parts. Once the issues are documented, technicians must monitor the issues to prioritize targets and goals accurately based on frequencies, tooling and labor costs and critical customer requirements. Typically, when a mold lands on a bench for PM and repair, a work order spells out the current issues that the repair technician must address. A continuous improve- ment culture requires technicians to identify what they need to fix now and the high-frequency or high-cost issues that have plagued the mold during past runs and the typi- cal corrective actions. Technicians should also perform defect position analysis to identify defect patterns and trends quickly. This analysis is at the heart of a continuous improvement maintenance strategy, arming repair techni- cians with the right data to make more informed decisions. The bottom line is that most molders, including toolroom managers, are too busy with daily activities to chase every parameter that is electronically signaled to be "out of range" or "suspicious" or that "could" cause an issue. The toolroom team must set goals and targets based on actual mold per- formance issues (with manual entries) to ensure that the issues they are chasing through DOEs or root-cause analysis are worth the effort. Electronic data and the range of connectivity surely will improve a toolroom's ability to produce quality parts on-time and efficiently, but in the world of maintenance, entries that are accurate and manual will always be required to give technicians the necessary information to attack real issues and measure real improvement.

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