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Plastics Business Summer 2017

Strategies for Today’s Plastics Processors

Guarding Against Financial Security Threats Manufacturing in China Adding Automation the Right Way Benchmarking Conference Preview

Official Publication of Manufacturers Association for Plastics Processors


Contents

Summer 2017

industry

18

benchmarking

features

8 10

preview MAPP’s 2017 Benchmarking and Best Practices Conference view from 30 Established Procedures Stop Fraud Attempt at Plastikos by Dianna Brodine, managing editor, Plastics Business Look Who’s Talking: Advancing Employee Communication with Falcon Plastics by Lara Copeland, contributing editor, Plastics Business

18 22 26 30

industry Moving on Over: Manufacturing in China Helps Grow US Operations by Brittany Willes, contributing writer, Plastics Business benchmarking Changing Landscape of Sales Management in the Plastics Industry by Ashley Burleson, membership and engagement manager, MAPP solutions Part Design Considerations for Manufacturability Optimization by Drew Rosek, TZERO CAE specialist, RJG, Inc. training room The Fundamentals in Hot Runner System Maintenance by Jim Bott, business development manager, INCOE Corp.

4 | plastics business • summer 2017

22


38 42 44 47 52

focus Successful Automation Implementation by Dino Caparco, engineering operations manager, Yushin America Inc. economic corner How is the Economy Doing? It Depends on Which One by Chris Kuehl, managing director, Armada Corporate Intelligence strategies Understanding the Flow of Inventory Management by Grainger Editorial Staff

view from 30

10

management Building Loyal Relationships in a Disloyal World by Richard Farrell, president, Tangent Knowledge Systems booklist Motivational Leadership

departments viewpoint.....................................6

association................................. 34

news.......................................... 16

supplier directory...................... 54

focus

38

Plastics Business

Strategies for Today’s Plastics Processors

Published by:

Manufacturers Association for Plastics Processors, Inc. (MAPP) 7321 Shadeland Station Way, Suite 285 Indianapolis, IN 46256 phone 317.913.2440 • fax 317.913.2445 www.mappinc.com MAPP Board of Directors President Ben Harp, Polymer Conversions, Inc. Vice President Norm Forest, Dymotek Molding Technologies Secretary Ryan Richey, Precision Plastics, Inc.

Tim Capps, Par 4 Plastics Inc. Craig Carrel, Team 1 Plastics, Inc. Michael Devereux II, Mueller Prost PC Christopher Gedwed, Cosmetic Specialties International John Hoskins, Octex Holdings LLC Glenn Kornfeld, Asaclean-Sun Plastech Inc. James Krause, Microplastics, Inc. Bob MacIntosh, Nicolet Plastics, Inc. Terry Minnick, Molding Business Services Tom Nagler, Natech Plastics, Inc. Brian Olesen, Centro, Inc. Eric Paules, Crescent Industries Missy Rogers, Noble Plastics, Inc. Alan Rothenbuecher, Benesch, Friedlander, Coplan & Aronoff LLP Chuck Sholtis, Plastic Molding Technology, Inc. Tom Tredway, Erie Molded Plastics, Inc.

Peterson Publications, Inc. 2150 SW Westport Dr., Suite 101 Topeka, KS 66614 phone 785.271.5801 www.plasticsbusinessmag.com

Editor in Chief Jeff Peterson

Advertising/Sales Janet Dunnichay

Managing Editor Dianna Brodine Art Director Becky Arensdorf

Contributing Editors Nancy Cates Brittany Willes Lara Copeland

Graphic Designer Kelly Adams

Circulation Manager Brenda Schell

www.plasticsbusinessmag.com | 5


VIEWPOINT

The Power of the Chain of Acquaintances – Let Your People Go! I don’t use Uber often, but recently I had the opportunity to use this transportation system with my wife and another couple. While driving to our destination, conversation with the Uber driver (a complete stranger) revealed numerous shared acquaintances, which was mind blowing and another reminder that we are truly in a world of six degrees of separation. The theory contends that, because we are all linked by chains of acquaintance, we are just six introductions away from any other person on the planet. I share this experience with the readers of Plastics Business because I am a very firm believer that we are only six connections away from solving most problems faced in our manufacturing-based businesses. In late July, MAPP member professionals from across the US converged in Columbus, Ohio, to attend the annual EHS Summit. This event provides an opportunity to learn about the latest trends, issues and best management techniques in environmental, health and safety practices. With nearly 90 attendees and more than a dozen expert speakers, audience members learned about new regulations and compliance issues while being brought up to speed on variety of topics, including GHS, air permitting, moving safety culture from a “have to” to a “want to” environment, hazcom, drug trends in the workplace, lockout/tagout and much more. Throughout the event, one attendee – representing an East Coast injection molding company – was on a quest to find a solution to meet one of OSHA’s fall protection rules, 1910.269(g)(2) (i). The rule states “… the employer must ensure that each employee on a walking-working surface with an unprotected side or edge that is 4 feet (1.2 M) or more above a lower level is protected from falling…” During mold/tooling changes, this company’s employees are sometimes over the 4-foot threshold, which is why it was imperative for her to find a workable solution that could be implemented immediately. During a networking break, members circled up and found they all shared the same issue and were working to find an implementable resolution. While discussing the problem,

6 | plastics business • summer 2017

Joe Clark, EHS Summit committee member and lifelong EHS professional, shared a newly implemented solution his company just adopted: a mobile fall protection unit that easily fits between molding machines during tooling changeovers. The power of the human spirit and the ability to collectively solve problems never cease to amaze me. When I replay the networking break in my mind, I think of the value that these professionals received by simply involving themselves in the conversation. One has to be involved to realize the benefit of networking and shared problem-solving.

The power of the human spirit and the ability to collectively solve problems never cease to amaze me. On October 11 through 13, the MAPP organization will offer the leadership teams of member companies an opportunity to learn and engage with industry professionals from across the US at its annual Benchmarking and Best Practices Conference. With more than 600 attendees, this event will provide the means to solve problems and find proven resources that will positively impact your business. Remember, in order to benefit from the six degrees of separation, you have to first become part of the chain of acquaintances: Let your people attend!

Executive Director, MAPP


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This year’s theme – AN UNCHARTED JOURNEY – is designed to inspire, motivate and educate processors on how to positively influence the people around them. Becoming better is not something that just happens – good leaders continually work to make themselves better, and the 2017 Benchmarking and Best Practices Conference will help them do that!

Agenda A full schedule can be found at www.mappinc.com/conference. The schedule is subject to change.

Wednesday, Oct. 11 5:30 p.m.

Industry Welcome Reception

Thursday, Oct. 12 7 a.m. 8 a.m.

8:30 a.m.

11 a.m. Noon

Registration and Breakfast Welcome Troy Nix, MAPP executive director Keynote Address Standout Leadership – Lead Like You Mean It Connie Podesta, business and motivational speaker Best Practices from Employers of Choice Networking Lunch OR Lunch and Learn with Connie Podesta (ticket-only event)

1 p.m. 3 p.m. 4 p.m.

5 p.m. 5:15 p.m.

Game Changers (Breakout Sessions) Quick Fire Sessions How to Bridge the Gap Chris Bashinelli, TV host and global explorer MAPP Annual Meeting Members’ Choice Reception

Friday, Oct. 13 8 a.m. 9 a.m.

Functional Area Groups Increasing Engagement and Motivation 10 a.m. Managing to Win! Joe Theismann, entrepreneur and former Washington Redskins quarterback 11:30 a.m. What’s Next?

Photo credits: Corie Farnsley, CorComm Creative; Indianapolis Marriott Downtown

Register

To register for the conference, visit www.mappinc.com/conference.

MAPP MEMBERS: $775 NON-MAPP MEMBERS: $995 GROUPS OF FOUR OR MORE MAPP MEMBERS: $675/person GROUPS OF FOUR OR MORE NONMEMBERS: $895/person

Game Changers During these Game Changer Sessions (or Breakout Sessions), industry executives and leading experts will be on hand to share information and data while facilitating discussions, cross talk, and question and answer sessions. Conference attendees will attend two 45-minute sessions. More sessions will be added as details are finalized. Topics will include: n Manufacturing 4.0 n Capitalizing on a Dynamic Industry: Essential Factors to Future Success n Cyber Security n Preparing for the Next Economic Downturn


Oct. 11-13, 2017

Indianapolis, Indiana Indianapolis Marriott Downtown

New location!

Speakers STANDOUT LEADERSHIP – LEAD LIKE YOU MEAN IT! Connie Podesta, author, TV personality and comedienne Accountability and ownership to increase performance is a powerful tool. In a perfect world, all employees would be high-achieving, self-motivated, engaging team players who see the big picture and always strive to do their best to get the job done on time without complaining. Does that sound like the Twilight Zone? Bottom line: In the real world, many employees simply “meet expectations,” lack initiative, bring their personal life to work, stress over every change and whine about having to work … on the job! “Enough!” says human behavior and leadership development expert Connie Podesta. With her signature blend of comedy and “tell-it-like-it-is” delivery, Podesta takes attendees inside the minds of their most difficult employees to turn negative attitudes into positive, entitlement into accountability, complacency into productivity, complaining into solutions and “that’s not my job” into ownership. HOW TO BRIDGE THE GAP – HARNESSING UNIQUE GIFTS TO SERVE OTHERS Chris “Bash” Bashinelli, global explorer and speaker A leader unflinchingly places the needs of others above his or her own. This drive to serve clients stems from recognizing that all human beings are interdependent. Having walked in the shoes of everyone from Pakistani fishmongers to Mongolian nomads, Bash sees firsthand how every role is just as valuable as the next, and no one is more important than another – be it the secretary, the janitor or the CEO. Being a global leader doesn’t mean changing jobs, joining the Peace Corps or even traveling abroad! Rather, it means recognizing the service already provided to clients and the difference already made in people’s lives. Bash will help attendees realize their true potential by eliminating self-doubt through exercises that reinforce trust in themselves. Through stories of leaders who have overcome unthinkable obstacles around the globe, Bash reaffirms that productivity can be increased by shifting focus from self to other. MANAGING TO WIN! Joe Theismann, world champion quarterback, broadcaster and entrepreneur In his charismatic and entertaining style, Joe Theismann draws parallels between his successful career as an NFL quarterback and YOU – the executive, manager, salesperson, group or individual – with the goal of Managing to Win! He knows and understands that good management and effective leadership is not a game of follow the leader: It is about PEOPLE – listening to them ... trusting them ... and motivating individuals to take ownership of team goals. By example, Theismann shows that an effective leader cares about and trusts subordinates and demonstrates it by empowering individuals to take risks in order to perform above levels that have become comfortable.


VIEW FROM 30

The View from 30 Feet Business gurus often talk about the view from 30,000 feet – the big picture that provides a look at overall operations. Perhaps, however, the focus should be on the view from 30 feet – a close-up of specific processes and procedures that make an impact now.

Established Procedures Stop Fraud Attempt at Plastikos by Dianna Brodine, managing editor, Plastics Business While the stories have been circulating for a while now – and this magazine has reported previously on attempts to initiate fraudulent wire transfers – a recent warning from the FBI brought additional attention to the problem. At the same time, MAPP member Plastikos, Inc., in Erie, Pennsylvania, was the target of an attempt.

It is largely unknown how victims are selected; however, the subjects monitor and study their selected victims using social engineering techniques prior to initiating the BEC scam. The subjects are able to accurately identify the individuals and protocols necessary to perform wire transfers within a specific business environment.

Fraudulent wire transfer request attempts on the rise On May 4, 2017, the Federal Bureau of Investigation issued Public Service Announcement Alert Number I-050417-PSA to warn of an increase in the number of wire transfer fraud attempts. According to the alert, a 2,370 percent increase in identified exposed losses occurred between January 2015 and December 2016. The scam has reached all 50 US states and more than 130 countries. The alert provided the following explanation of the fraud and its intended victims:

The FBI’s collected data indicate banks in China, Hong Kong and the United Kingdom are the primary depositories for wire transfer fund requests. In the six months spanning June 2016 and December 2016, more than 3,000 US businesses were targeted, with an exposed dollar loss of nearly $350 million.

Business Email Compromise (BEC) is defined as a sophisticated scam targeting businesses working with foreign suppliers and/or businesses that regularly perform wire transfer payments. The Email Account Compromise (EAC) component of BEC targets individuals that perform wire transfer payments. The scam is carried out when a subject compromises legitimate business email accounts through social engineering or computer intrusion techniques to conduct unauthorized transfers of funds. The victims of the BEC/EAC scam range from small businesses to large corporations. The victims continue to deal in a wide variety of goods and services, indicating that no specific sector is targeted more than another.

10 | plastics business • summer 2017

The Plastikos experience Thanks to an alert employee and some informal training and internal procedures, Plastikos and its sister company, Micro Mold, avoided adding their names to the list of scammed businesses. On May 19, an email was sent from Plastikos President Philip Katen to employee Sandy Walker with an urgent request for a wire transfer. The email asked if she was available and, when she replied in the affirmative, a second email arrived with wire transfer details. While the first email didn’t immediately raise any red flags, the second email made Walker pause. “Nine out of 10 Fridays, I go to Micro Mold in the afternoon to go over accounts payable,” explained Katen. “On the day the emails came through, I arrived and – coincidentally – that second email came within few minutes of when I walked in. I walked past Sandy to my desk, which is literally next door to hers.” When Walker saw Katen arrive, she wondered why he hadn’t stopped at her office if the request was truly “urgent.”


“A few minutes later,” Katen explained, “she came in to ask a question about the wire transfer – which obviously generated confusion. I looked at her with a ‘what are you talking about’ expression. Immediately, she knew something was not right.” A few minor points tipped Walker off. First, the initial email contained very little information and was signed “Regards, Philip,” which is different than the language Katen would typically use. Second, although Katen might request a wire transfer initially via email, Plastikos’ standard protocol calls for him to then call or visit her in person to discuss the process as a sort of verbal review and confirmation. “She was expecting those procedures to kick in,” he said, “and when they didn’t, it raised her suspicions further.” The Plastikos staff members weren’t completely unaware of the prevalence of internet fraud attempts. Katen had heard other companies discussing their own experiences at MAPP conference events and local Erie, Pennsylvania, manufacturer educational outreach efforts. As a result, he had shared the information with the accounting and IT departments during regularly scheduled team meetings. “It was an informal, continuing educational opportunity,” he said, “and something we shared at a time when we might also share cybersecurity updates from our bank. Luckily, those conversations planted a seed that saved us a significant amount of money in this instance.” Katen called the FBI to report the attempt, and the responding agent stressed that awareness is the best tool to prevent these scams. “He encouraged us to keep people informed, educate them on the possibilities and come up with formal policies and procedures to bolster that defense,” said Katen. “Nothing can replace the human recognition/awareness component, however. And, that’s the first thing that kicked in here.” Awareness is the first defense Based on the company’s experiences, Plastikos formalized some of the internal controls that had been a guideline, rather than the rule. Katen also took advantage of the educational opportunity to share the experience with other company employees. “We printed off the emails and passed them around to the other department staff members,” he explained. “Although some felt it was a little strange when they initially read the emails, they all were shocked when we told them it was a fake request. We talked about what happened, reinforced that the internal protocols had worked and shared that the crisis had been averted. But, it was a good way to bring that awareness to the forefront for everyone on our team.” In addition, a strict procedural outline was developed that includes a phone call to an authorized company executive to

From: Sa ndy Walker Sent: Frid ay, May 19, 2017 1:03 PM To: Philip Ka ten; Ted Lasc ek Su bject: FW: Urgent Reques t I received th is message a little bit ag and I though o t it was odd. For one, Phil never signs “regards” an d two, none Plastikos in of the form ation is under his na Ted, I just me. confi rm ed with Ph il that this was de finitel y not sent by hi m. I though I would forw t ard it to bo th of you to you aware of make the scam.

Sa ndy

o:pk aten@ Katen [m ailt From: Philip e.co m] plastikoseri 17 12:54 PM , May 19, 20 Sent: Frid ay lker To: Sa ndy Wa quest : Urgent Re RE t: ec bj Su Hi Sa ndy,

ym ent of to make a pa ion : I need you is inform at th to ) SD $39,270.00(U ck. John Glad ba Na me: David lton, Bene ficiary Box 744 Da O. P. s: es dr Ad ry ia fic Bene MN. 56324. 2. er: 65066336 Tr ust. Account Nu mb ate Ba nk & St ll Be : gton Ave. in Ba nk Na me sh Wa s: 205 West Ba nk Addres 7. s, MN. 5653 Ferg us Fall : 091310521. er mb Nu g in Rout when it ent advice me the paym Kind ly send is done. Thanks Philip

From: Sandy Walker <swalker@micro molderie. com> Sent: Friday, May 19, 2017 12:19 PM To: Philip Katen Subject: RE: Urgent Request Yep, I’m at my desk.

o:pk aten@ Katen [m ailt From: Philip m] co e. plastikoseri 17 12:17 PM , May 19, 20 Sent: Frid ay lker To: Sa ndy Wa t gent Reques Su bject: Ur Hi Sa ndy,

sfer for a wire tran to process ble. la ai av I need you e ar know if you me, let me Regard s, Philip

confirm the request as the first step. “If we legitimately have requested a funds transfer, we should be readily available to talk with our staff and discuss what’s needed,” said Katen. “If not, that’s the first indicator that something definitely isn’t right.” Additional protocols are in place related to bank accounts and security authorizations – limits and restrictions intended to force checks and balances. page 12 u

www.plasticsbusinessmag.com | 11


VIEW FROM 30 t page 11 Lessons learned Katen offered advice based on the Plastikos experience and information shared by an FBI agent. The FBI agent encouraged companies to train their staffs to be aware of potential areas in which information is shared. Criminals are monitoring social media sites, reviewing company websites, reading industry articles and even potentially hacking into servers to read company emails in order to research names and titles of those responsible for financial transactions, all in an effort to make their wire transfer request emails appear more realistic. The agent also told Katen that the vast majority of cyber attacks are state-sponsored events originating primarily in China, Russia and North Korea. Some of these attempts are run as military operations and, Katen was told, the US does not have the resources to effectively combat the threat. “The notion that the FBI or whomever else would be able to serve as a line of defense is not realistic because of the sheer volume of people on the other side who are employed to do this,” Katen explained. In most cases, while all victims of the scam are asked to contact the FBI to help prevent future incidents, there is little that can be done if money is wired outside the US. Katen was told the money is often routed through countries that are not US allies, so the likelihood of retrieving any lost funds is virtually zero. “We heeded the warning when we heard about it happening to other plastics processing companies, and we incorporated internal accounting procedures and controls as recommended when an FBI agent spoke to our local manufacturing industry group,” Katen continued. The message to other processors is simple. “By and large, you’re largely responsible for yourself,” he said. “Come up with procedures to protect your company. Recognition and awareness are the best – and in many cases, the only – lines of defense.”

Suggestions for Protection The FBI’s Public Service Announcement Alert offered a list of self-protection strategies. A few are listed here, but readers are encouraged to visit https://www.ic3.gov/media/2017/170504.aspx to view the entire list. • Avoid free web-based email accounts: Establish a company domain name and use it to establish company email accounts in lieu of free, web-based accounts. • Be careful what you post to social media and company websites, especially job duties and descriptions, hierarchal information, and out-of-office details. • Consider additional IT and financial security procedures, including the implementation of a two-step verification process. For example: ° Out-of-Band Communication: Establish other communication channels, such as telephone calls, to verify significant transactions. Arrange this two-factor authentication early in the relationship and outside the email environment to avoid interception by a hacker. ° Digital Signatures: Both entities on each side of a transaction should utilize digital signatures. This will not work with web-based email accounts. Additionally, some countries ban or limit the use of encryption. • Do not use the “Reply” option to respond to any business emails. Instead, use the “Forward” option and either type in the correct email address or select it from the email address book to ensure the intended recipient’s correct email address is used. • Consider implementing two-factor authentication for corporate email accounts. Two-factor authentication mitigates the threat of a subject gaining access to an employee’s email account through a compromised password by requiring two pieces of information to log in: (1) something you know (a password) and (2) something you have (such as a dynamic PIN or code). • Register all company domains that are slightly different than the actual company domain. • Confirm requests for transfers of funds. When using phone verification as part of two-factor authentication, use previously known numbers, not the numbers provided in the email request. • Carefully scrutinize all email requests for transfers of funds to determine if the requests are out of the ordinary.

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12 | plastics business • summer 2017

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Look Who’s Talking: Advancing Employee Communication with Falcon Plastics by Lara Copeland, contributing editor, Plastics Business Creating a culture of communication is paramount to the success of any relationship, including those fostered within a business operation. As the famous playwright George Bernard Shaw said, “The single biggest problem in communication is the illusion that it has taken place.” When employees are not made aware of news, events or expectations, business is difficult to conduct. Regular and effective communication – in a variety of formats and across the entire organization – is imperative. Sharing business information with its employees was of the utmost importance for Brookings, South Dakota-based molder Falcon Plastics. “The more our employees know and understand our business and what is going on, the better off we are as a team,” explained Danielle Loban, human resources manager for Premier Source, a Falcon Plastics company. With four facilities spread across South Dakota and to the south in Tennessee, Falcon has established several approaches to connect with its employees. “Having a 24/7 operation with three different shifts and four different facilities drives the importance of making sure we have multiple platforms for communication,” she added. Falcon considered the diversity of its staff population when it decided among the available platforms for interacting with employees. For instance, from a generational standpoint, Falcon has a mixed group, and it is necessary to be able to reach each one of them. “It became critical for us to have a variety of channels to communicate through,” Loban explained. As a result, Falcon implemented the use of social media and daily messaging, as well as weekly and monthly newsletters. These modes serve specific purposes in relaying information to employees, even targeting one or more groups of people. “Falcon gives employees the option of choosing how they want to receive messaging: text message, email, voicemail,” Loban confirmed. Social media – specifically Facebook – has aided the company, serving as a tool to interact not only with employees, but also with customers and the community as a whole. “Facebook drives a fun way to communicate and interact with employees and pushes friendly competition between facilities,” she stated. For a company that has multiple locations, Falcon

When employees are not made aware of news, events or expectations, business is difficult to conduct. Regular and effective communication – in a variety of formats and across the entire organization – is imperative. believes it is important to show pictures and share what is happening at each facility. “This lets employees know we are all one big Falcon Family.” Green Shades, a program for employee services, such as paystubs, profile changes, HR documents and more, is utilized by Falcon as a means to get messages to a large population in real time – something that Loban says employees appreciate. In fact, “the millennials prefer Green Shades for all forms of communication, more so than any other generation,” she noted. With a mobile app available for iPhone and Android, it is simple for employees to view pay stubs, clock in and out and submit expense reports. Additionally, “it has saved the company time for folding, stuffing and distributing paychecks; money for printing and paper; and it saves us the time it takes for supervisors to pass out paychecks,” she noted. The ability to engage with an entire organization often separates successful from less effective companies. At Falcon, newsletters assist the company in maintaining a culture focused on connectedness. A weekly newsletter is put together by an administrative assistant or human resource representative at the plant level. It is typically one page in length and sent to staff via email. Furthermore, a corporate administrative assistant collects information from each plant and puts together the monthly newsletter. It is two pages and includes an insert that usually features a safety quiz that employees can fill out and turn in page 14 u

www.plasticsbusinessmag.com | 13


VIEW FROM 30 t page 13 for a chance to win $5 from Falcon’s monthly drawing. Special announcements, such as birthdays, anniversaries, babies, weddings, new hires, new products, safety quiz winners and perfect attendance winners are included, in addition to a note from the president and plant-level news. Additionally, Loban explained, “our newsletters allow for any employee to provide stories or happenings, which is a unique offering for Falcon Plastics.” She further clarified, “Employees maintain higher levels of connectivity and understanding with not only their facility, but companywide.” Falcon’s primary focus for communication is to allow for the flow of ideas among the four facilities. To support this endeavor, the company will soon be implementing digital displays at each plant. Screens will be placed in each break room and front office where personalized welcome signs will greet guests. Additional announcements – such as company-wide events, implemented employee suggestions, key metrics, and safety and quality information – also will be included.

and it will be a great tool for sharing best practices between the facilities and driving efficiencies on the plant floors,” Production Manager Jenn Bender relayed. Falcon's employees value the wide selection of communication formats they have been offered. Moreover, each mode is practical and simplifies logistics, saving time and money. Each also is effective in communicating emergency situations – for instance, when facilities must close due to inclement weather, the company sends a text message to employees. Heather Quail, purchasing manager, said that though she prefers receiving messages through Green Shades and texts, she thinks “it’s nice that we have many platforms to reach all generations.” n

“This will take communication to the next level for us because the information will be real-time and easily seen by all employees,

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NEWS

Conair Upgrades TrueBlend™ Blender

INCOE Plans New Headquarters Facility INCOE Corporation USA, headquartered in Troy, Michigan, announced it has entered into an agreement with General Development Company for design and construction of a new 135,000-square-foot global headquarters facility to be located within Oakland Technology Park in Auburn Hills, Michigan. INCOE’s total investment into this future facility will be in excess of $20 million, and it is planned to be operational by summer 2018. For more information, visit www.incoe.com.

RJG Releases Process Monitoring System RJG, Inc., Traverse City, Michigan, released the CoPilot™, an injection molding processing software that functions as a notification system, a communication tool and a coach. The purpose of the CoPilot is to provide a simple and practical program that is easy to use by technicians at all levels of experience to consistently keep a process on template. The CoPilot observes actual machine settings and offers instructions to bring a process back into set parameters. Real-time notifications tell the molder when a process is out of match, allowing staff to address the problem sooner and limit the number of bad parts produced. The CoPilot can walk processors through a step-by-step order that is driven by Scientific Molding principles by prioritizing the most important out-of-specification variables. For more information, visit www.rjginc.com.

16 | plastics business • summer 2017

The Conair Group, Cranberry Township, Pennsylvania, upgraded its TrueBlend™ gravimetric blenders to include the next-generation SmartBlend™ SB-3 control and mechanical design changes that eliminate material losses, optimize critical blends and simplify clean-out and maintenance. Accessed through an enlarged and more vivid, 256-color, 7-inch touchscreen display, the SB-3 control simplifies blending control with friendlier, more intuitive graphics, easier programming and more comprehensive monitoring and control features. It also sustains a best-in-industry dosing accuracy of 0.025 percent for the total batch dispensed, thanks to Conair’s unique “feed forward” dosing algorithm. Compared to earlier versions, the SB-3 control requires less navigation and fewer steps to create and store material blending recipes, and its expanded memory now can store 3,000 recipes and 4,000 resin names. The SB-3 control also simplifies automatic data collection, enabling users to produce company-wide reports (inventory, jobs, recipes and more) using Microsoft SQL Server over standard Ethernet networks. For more information, visit www.conairgroup.com.

ADG Solutions Announces Silo-Loading and Resin-Cleaning Options ADG Solutions, Tucker, Georgia, announced it offers new silo-loading and resin-cleaning system options to the US market that can help plastics processors and recyclers avoid pellet loss during silo loading. Silos can move up to 55,000 pounds of resin per hour to holding bins or silos of up to 65 feet in height. The T-Cleaner separator system removes dirt, dust, paper, glass or other contaminants from plastic pellets or regrind based on bulk density. Maximum throughputs are 18,000 pounds per hour for granules and 9,000 pounds per hour for flake. The options are ideal for molders and extruders that purchase resin or regrind in gaylords or super sacks. This new equipment is manufactured by Lorandi Silos, Brescia, Italy, and is configured for American customers by ADG Solutions. For more information, visit www.adgs.net.


METTLER TOLEDO Publishes New Halogen Moisture Analysis Application Guide

4JET Unveils Flexible Laser Cleaning System 4JET Technologies GmbH, Alsdorf, Germany, extended its product offering for laser surface processing systems by a new range of handheld laser cleaning systems. The new platform – dubbed JETLASER – is available in four power levels ranging from 50W to 500W average laser power, optimized for manual use or integration with a robot. The end effector was designed to offer improved ergonomics and safety. Powered by fibercoupled, maintenance-free, solid-state lasers and integrated into a rugged mobile cabinet, the system addresses a vast range of industrial cleaning operations. Potential applications include cleaning of molds, tools and fixtures; paint and coating removal operations; and pre-treatment of surfaces prior to welding, gluing or coating applications. The new system will be available in all markets during 2018. For more information, visit www.4jet.de/en.

METTLER TOLEDO, Greifensee, Switzerland, published a free collection of plastic drying methods tested by the company’s application specialists. Moisture analyzer results are compared to the Karl Fischer titration reference values. In addition, both sample preparation tips and analysis method parameters are included. This allows manufacturers to get started with a halogen moisture analysis that delivers reliable and repeatable results and avoids waste due to bad production batches. Accurate moisture analysis helps to provide trouble-free compounding and injection molding. The delivery of repeatable results in less time makes the METTLER TOLEDO HX204 halogen moisture analyzer suitable for fast, accurate halogen moisture analysis for both in-process control and final quality control. For more information, visit www.mt.com/us/ en/home.html.

iD Additives Unveils Single-Dose Purging Compounds Line iD Additives, Inc., LaGrange, Illinois, announced it is supplying a line of single-dose purging compounds. The new iD QuickShots™ products are single-dose purge compounds that come in individual packets. These compounds allow operators to purge their machinery by dropping the packets into the feed throat/hopper of the machine. The compounds work with all resin types on all plastics machinery processes including injection molding, extrusion and blow molding. Typical dosage is one ounce per 1 inch of screw diameter – so a 6-inch screw diameter would require the use of two 3-ounce QuickShots™. No soaking or temperature adjustments are necessary. For more information, visit www.idadditives.com. n

www.plasticsbusinessmag.com | 17


INDUSTRY

Moving on Over: Manufacturing in China Helps Grow US Operations by Brittany Willes, contributing writer, Plastics Business Overseas manufacturing. It’s a phrase that likely conjures images of overcrowded factories in distant lands while American factories sit abandoned and rotting. It is a phrase that leaves a bad taste in the mouths of most Americans, but – as with most stories – there is more than one side to consider. Some American companies are discovering that manufacturing overseas does not have to be the death sentence it once was for US jobs. Poly-Cast, Inc., has moved some manufacturing to China, and the company is doing so without compromising its commitment to US manufacturing. Establishing a base Poly-Cast, headquartered in Tigard, Oregon, established its manufacturing license in 2006 in Suzhou, China. “We had been hearing about manufacturing in China for a long time,” remarked General Manager Jeff Leedom. “Most of what we were hearing was about low-cost manufacturing for export to US and European markets.” This wasn’t a type of manufacturing that Poly-Cast was overly interested in. The company felt it could better serve its clients locally and narrow the price gap by focusing on continuous improvement and other initiatives to drive out unnecessary costs. Things changed in 2004, when one of its fastest-growing clients in the US announced that it was making the move to China and encouraged its key suppliers to make the move as well. “We were the only injection molder of theirs that made the move,” said Leedom. The decision came after CEO Dan Leedom made an exploratory trip, returning with eyes wide open. At the time, he thought, “I’m not sure how a regional family business like Poly-Cast is going to make the transition to a global footprint, but we have to find a way. We need to be in China!”

Oregon plastics processor Poly-Cast has been manufacturing in China since 2006 to create new overseas markets.

According to Jeff Leedom, what gave Poly-Cast the confidence to make the investment was China’s developing global market in China. No longer just a low-cost production for export model, Poly-Cast could make the investment knowing it had a current client to support, while at the same time opening a door to many more global clients in an industrial zone far beyond its regional reach in the US. “Our initiative from day one has always been that we are going to China for the China market,” stated Leedom, “not to manufacture cheap and displace jobs in the US.”

engineering-intense markets in China, Poly-Cast was able to have an immediate impact. “We could hit the ground running and grow our business, because not all ‘local’ processors knew how to process engineering-grade materials professionally or efficiently,” said Leedom. This enabled current and potential clients to recognize the benefit of partnering with Poly-Cast (Suzhou) instantly.

Manufacturing for the China market By bringing its processing expertise to the automotive and other

Furthermore, because the strong global presence in China is highly concentrated into relatively small regions, Poly-Cast

18 | plastics business • summer 2017


gained business from companies that had a presence in China but were headquartered in Europe. According to Leedom, Poly-Cast would never have heard of – let alone had an open door to – such companies solely out of its US headquarters. “Due to our relative locations in China, we were able to connect and develop a partnership that continues to exist to today,” he affirmed. Additionally, developing relationships with overseas businesses opened the door to business growth in the US as well. “We’ve been able to build relationships with clients that we found in China and who also have a US manufacturing site, as well as with US clients looking to align their growth strategically with a supply chain that has a global footprint,” said Leedom. By taking on the China market, Poly-Cast is able to supply a much larger pool of global clients that it would not have otherwise been in contact with from its regional headquarters in the US. Partnerships have played an important role in another way: Over the last 10 years, Poly-Cast has taken on two US partners – Viking Plastics in Pennsylvania and Falcon Plastics in South Dakota. “The partnership, for our Suzhou operation, has been a really good thing,” explained Leedom. “It has opened up the door to different markets, products and customers that we now support in China, as well as a larger pool of technical abilities, globally for the Suzhou team to leverage off of when taking on new clients.” It’s important to note that, while the companies are equal owners in the China investment, they are separate US entities.

“Our initiative from day one has always been that we are going to China for the China market, not to manufacture cheap and displace jobs in the US.” Adding to the challenges is the fact that the boundaries of international competition change quickly. After acquiring its license in 2006, Poly-Cast first began production in China in 2007. At the time, Leedom explained, it was rare to find a local competitor who was skilled at processing engineeringgrade materials. “Clients were coming to us for our expertise in processing glass-filled nylon,” he said. “Today, many of our competitors in China have learned how to process engineeringgrade materials.” Companies operating overseas must be able to adapt and find ways to differentiate themselves from one another and do so constantly. page 20 u My accountant found a way to get tax credits for research and experimentation. That’s more than accounting.

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“Investing in the Chinese market has opened our eyes to an entirely different way of doing things,” said Leedom. “It has helped us better understand our overseas competition back home, and, instead of bantering back and forth on the relevance of their abilities in taking market share away from our US operations, we focus on getting better and competing stronger to manufacture products in the US that make sense to manufacture there. We are able to be the experts and educate our clients and speak intelligently of why and how we will produce in the US location vs. China for each client’s particular case.” Evaluating the challenges Naturally, investing in overseas markets is not without its challenges. For instance, the likelihood of success overseas decreases without dedicated resources and focus. On the other hand, a focus on succeeding overseas could cause distraction in the US organization. As Leedom noted, the challenge is aligning management in understanding the strategic effort to be overseas and recognizing the benefit in doing so.

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INDUSTRY t page 19

Competition in the overseas market also works differently, according to Leedom. “In the US, its fairly standard to have a few known competitors. You probably even have a good idea of how you measure up against their capabilities,” he said. “In Suzhou, there are roughly 2,000 injection molders in our area.” While Poly-Cast may not be in direct competition with all those molders, having so many in a single region certainly makes for more market pressure than most US companies are used to in their regions. Of course, when there are large investments at stake, expanding into unfamiliar territory can be more than a little unsettling. “Any time you invest in an emerging market – or even in a recently developed market – you will

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certainly face many pitfalls: unknown government polices (that change frequently), cultural difference in work force, language barriers, etc. – the list goes on and on,” said Leedom. “Know going in that you cannot force US ways on the market you are investing in.” Leedom went on to advise: “Before I would encourage anyone to invest in an overseas operation, I would strongly suggest they really identify and understand what they are trying to accomplish.” With so many low-cost manufacturing “pockets” around the world, it is imperative for companies to have a thorough understanding of their goals and to develop strategies for how to best execute those goals. Leedom also recommended that companies align experts within their global headquarters with overseas operation experts. “This will ensure that the company culture and standards will be better managed, focused on and executed,” he stated. In turn, such action allows for a much smoother entrance into the market companies want to produce in. “Amazingly enough,” he remarked, “you may just find, with the right management and coaching, that the overseas team becomes the technology or performance leader of your global footprint. It’s pretty amazing when that happens!” n


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BENCHMARKING

Changing Landscape of Sales Management in the Plastics Industry by Ashley Burleson, membership and engagement manager, MAPP

According to the Bureau of Labor Statistics, there are approximately 1.8 million sales representatives in wholesale and manufacturingrelated sales positions. However, data from recent studies on sales professionals suggest that number may be on a steady decline. This decrease is accompanied by a change in how companies are managing the sales arm of their organizations. The Manufacturers Association for Plastics Processors (MAPP) recently released its biennial Sales Management Report, which represents 187 plastics manufacturing organizations, more than $5 billion in annual sales revenue, over 900 individual sales professionals and approximately $80 million in sales expenses. This report revealed that the number of official sales personnel employed by plastics manufacturers has been declining, with some organizations slicing their sales teams by more than half, causing manufacturers to change how they approach the sales process overall. Several factors are responsible for this decline in sales professionals, and it is likely this trend will continue. Between adapting to changing markets and increased competition, more than 25 percent of plastics executives report that new business development and sales growth is a top priority in 2017. Manufacturers now may be honing in on defining their niche and working on strategic sales. In doing so, companies are now leveraging additional employees outside of the traditional sales department.

22 | plastics business â&#x20AC;˘ summer 2017

Instead of conventional inside and outside sales representatives, organizations are redefining what it means to be a sales professional. Now companies have sales teams that include engineers, project managers, marketing professionals and senior leadership. These sales teams are more likely to be page 24 u


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compensated with a base salary instead of commission or bonus structures. Using these cross-departmental teams contributes to the additional benefits of having multifunctional employees, minimizing costs and maximizing efficiency. Those organizations that continue to utilize and find success with traditional sales teams are now having to do so with fewer sales professionals. The average sales staff has decreased from six to five, with small organizations reporting an average of two sales professionals. On average, these professionals have experienced only small changes in commission rates over the past four years. To keep up with the pressure for increased business development, organizations are now more likely than in the past to use a formal database system to track prospective customer information. Plastics companies are consistently inputting new prospective customers through various lead generation methods. Processors report that the top five methods to generate quality leads are word of mouth, their company website, networking at industry events, exhibiting at tradeshows and cold calls. The least effective method reported: direct mail campaigns.

Regardless of the company size, sales staff structure or number of sales professionals, plastics manufacturers are investing more than ever before into sales. Sales expense budgets now include everything from compensation and development fees to travel to customers, tradeshows, marketing materials, website design, white papers, outside marketing assistance, customer and prospect entertainment, company car, insurance, gas and product samples. These budgets are a significant line item for organizations, on average ranging anywhere from $135,000 to more than $1.2 million. Organizations that are serious about new business development are undergoing change across all parts of the sales management process. With increased customer demand, businesses are revamping their sales management process to allow themselves to be strategic, competitive and exceed expectations. For more information about this report, visit www.mappinc. com. n

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SOLUTIONS

Part Design Considerations for Manufacturability Optimization by Drew Rosek, TZERO CAE specialist, RJG, Inc.

Part concept and design are vital elements to the molding process. Because of this, manufacturers are highly encouraged to spend additional time analyzing the design before creating the mold. Significant opportunities to decrease waste and time-tomarket can be achieved with some up-front work.

characteristics while increasing cycle time and manufacturing costs. Cooling Time In regard to the effect on cooling time, a general guideline is that

Factors that should be well thought out for part design include the following: • Part and tool design • Molding machine and performance • Plastic material selection • Universal process This article focuses on part design itself, specifically wall thickness. The Most Vital Rule If there was only one rule for the injection molding part design, it would have to be to maintain uniform wall thickness.

Figure 2. Cooling time increases with thickness.

Prior to part ejection, injection molded parts must be cooled down from processing temperatures to a point where they are able to maintain their shape and withstand the forces of removal. Once the plastic makes contact with mold steel, it immediately begins to cool. During this period, wall thickness alone is the driving factor in overall part quality (dimensions), solidification time, stress and overall cycle time (time to part ejection). That said, determining the correct wall thickness for the application can have drastic effects on the cost and production speed of manufacturing. Wall Figure 1. thickness has no set restrictions and Maintaining constant will typically be driven by the size and wall thickness in structural requirements of the plastic part, corners. All figures along with the resin type and flow length courtesy of RJG, Inc. needed. Choosing a thinner wall can yield overall cycle time reductions at the penalty of some physical characteristics (strength, chemical resistance, flame retardant properties, etc.). Inversely, thicker walls can help with these

26 | plastics business • summer 2017

Figure 3. Examples of wall thickness variation


cooling time will increase with thickness^2. Why thickness^2? To help explain this, an example will be used with a 2mm wall and 4mm wall (see Figure 2). When looking at a cross section of the 4mm wall, it can be seen that the heat has twice as far to travel before it can exit the part. The other factor is that there now is twice as much material that’s trying to be an insulator. Thus, whatever cooling time exists with the 2mm section can be multiplied by a factor of four to come up with the new plastic cooling time. Alternatives If the part is so complex that variations are needed on the wall thickness, consider alternatives, such as coring or using ribs in areas of concern (see Figures 3 and 4).

Conclusion There are many creative ways to deal with the trickiest design requirements. The challenge often is in convincing the OEM that the part design needs to be altered to provide a better processing window. The issues that have been discussed thus far simply cannot be “processed out” and can be a burden on the molder for the lifecycle of the tool. Getting the molder, toolshop and OEM involved and communicating early in the process is key to the overall success of any complex project. n Drew Rosek is an RJG TZERO support engineer/consultant. He collaborates closely with customers through the TZERO process, with an emphasis on simulation and eDART™ sensor application during a tool launch. For more information, visit www.rjginc.com.

Figure 4. Coring and ribs

Also, remember that sharp corners cause stress concentrations in molded parts (see Figure 5). If transitions in wall thickness must be made, gradual transitions can help reduce pressure losses through the part, giving better overall dimensional control.

Figure 5. Corners cause stress concentrations. Source: "Moldflow Design Guide" from Hanser

www.plasticsbusinessmag.com | 27


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TRAINING ROOM

The Fundamentals in Hot Runner System Maintenance The fundamentals – whether in sports or hot runner maintenance – stay consistent. And, no matter what kind you run, all hot runner systems require preventive maintenance. More than 10 years ago, I sat down to write some tips for hot runner system maintenance. A decade later, the list requires only a few updates. For all the good things a hot runner system can do for your molding process, it is hard to argue that it also adds a layer of complexity. However, with some reasonable diligence and disciplined maintenance, it is not difficult to make the process pay benefits to your operation. There are some basics to obey, and then we will explore installation. Preventive maintenance The best way to keep your hot runner in good shape is to keep foreign particulates from getting into the manifold or into a single nozzle. Particulates may clog or partially block the gate. You can limit contamination by: • keeping your material as clean as possible, and • filtering the melt before it leaves the machine nozzle with a melt filter inline on the molding machine barrel.

by Jim Bott, business development manager, INCOE Corp.

The goal is to prevent the obstruction from occurring. When elevated injection pressures start appearing, it is time to perform maintenance on your melt filter apparatus. The filter design should incorporate simple cleaning procedures, and cleaning a filter is a much simpler process than clearing a nozzle that is blocked or has a partially obstructed orifice. If processing materials with glass fiber, filters should not be used. In this case, to prevent gates from clogging with fibers after molding, purge with unfilled material

Jim Bott, business development manager for INCOE Corp. (Troy, MI), holds a bachelor’s degree in Mechanical Engineering from Lawrence Technological University and has 31 years of experience with INCOE and hot runner systems. For more information, email jim.bott@incoe.com or call 248.616.0220.

To prevent gates from clogging after molding, purge with unfilled material. Image courtesy of INCOE Corp.

30 | plastics business • summer 2017


through the hot runner system prior to shutting down the system. This effectively clears the hot runner system, ensuring a routine startup for the next production. If you are concerned that someone may later confuse the unfilled material with the filled material, use a different-colored unfilled material. Preventive maintenance (PM) is different from exploring to see what makes a hot runner system tick. As a general rule, the less hot runner systems are taken apart and seals are broken, the better. However, before PM is started and unless you have been trained to perform maintenance on that particular brand of hot runner system, start by contacting the hot runner manufacturer’s service department and ask them to walk you through the procedure. Periodically replacing functioning heaters with new heaters prior to failure as part of PM typically is not necessary. Heater failure in high-quality hot runner systems is rare and is usually caused by an anomaly such as water or a short in the wire, not by age. During scheduled PM of the mold (twice per year), inspect the heater transition between the wire and the heater and the wire and the connector to ensure the connection is tight and the transition is isolated and insulated from any potential shorts. This area is the cause of most manifold heater failures. Additionally, proper manifold system startup using temperature controllers with a soft-start feature will reduce the possibility of heater failure. Thermocouple failure is unpredictable, so it is a good idea to replace the old with the new when performing PM on the hot runner system. For this reason, both manifold and nozzle thermocouples on hot runner systems should have easy access and be relatively easy to replace without disrupting the heater. Preventive maintenance on tips and gates is typically necessary only when processing filled materials (the filler increases wear). Hot runner installation tips On a new system, contact your hot runner supplier before starting installation. You should not install a hot runner system unless you have had training on the installation of that brand of system. Similarly, reinstallation of an existing system should not be performed without first receiving training from the hot runner system manufacturer. At the very least, reference the supplier’s service manual and, preferably, contact the manufacturer’s service department prior to installation.

Periodically replacing functioning heaters with new heaters prior to failure as part of PM typically is not necessary. Heater failure in highquality hot runner systems is rare and is usually caused by an anomaly such as water or a short in the wire, not by age. Once these requirements have been met, you may wish to consider the following general instructions. Installing collared-style nozzles and manifolds supplied as loose components 1. Verify that counter bore depths for the nozzle collar and manifold plate heights are to print. 2. Verify that gate/boring details match print. 3. Insert nozzles into assigned bores (if the nozzles are not common to one another); orient the heater leads to clear all obstructions. 4. Check all nozzle heaters and thermocouples for continuity. 5. Label all wire leads. 6. Install manifold supports. 7. Measure and compare nozzle collar heights with lower supports. The comparison should be at within ±.001 inch. 8. Insert manifold center dowel and offset dowel into the mold. Make certain that the dowel protrusion is such that it can properly engage in the manifold without being too long. 9. Install stainless steel O-rings into the nozzle collar if required. 10. Lower the manifold until properly seated on the nozzles and dowels. 11. Apply anti-seize compound to the manifold mounting bolts. Install and tighten all hold-down bolts evenly to ensure a uniform load across all lower supports and nozzles. Tighten to the manufacturer’s torque specifications. 12. Measure and compare heights of manifold (upper) supports relative to manifold plate height. Verify that they match with print specifications. 13. Lower top clamp plate and bolt to torque specifications. 14. Wire all leads and heat each zone, one at a time, to a minimum page 32 u

www.plasticsbusinessmag.com | 31


TRAINING ROOM t page 31

of 215°F to confirm zone labeling and connections. Power down and repeat as necessary until all wiring and labeling is correct. 15. Plumb oil and water if the valve gate is hydraulically actuated; if it is air actuated, plumb if required. 16. Set valve gate pins per instructions. Installing nozzles threaded into the manifold 1. Verify that gate/boring details and manifold plate thickness are to print. 2. The manifold and nozzles are considered unitized if they are factory prewired. If they are not unitized, refer to steps 4, 5 and 14 in the previous section. 3. Lower the manifold and fully engage in the nozzle bore. (Note: The manifold supports and center dowel are bolted to the manifold.) 4. Measure and compare the heights of manifold (upper) supports relative to manifold plate height. Verify they match with print. 5. Lower top clamp plate and bolt to torque specs. 6. Install controller and confirm that the zones are operating properly by heating each zone, one at a time.

7. If you have a hydraulically actuated valve gate, and it is factory supplied pre-plumbed, it is considered unitized. If not, refer to step 15 in the previous section. If air actuated, see manufacturer’s instructions. 8. Set valve gate pins per instructions. Installing hot half 1. Verify that gate/boring details, including guide pin locations, are to print. 2. Slowly lower the system onto the mold. 3. Bolt the hot half to the mold using specified torque settings. 4. Plug it into a temperature controller and confirm that the zones are operating properly by heating each zone, one at a time. 5. If the hot half is a valve gate style, set valve gate pins per instructions. n

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association

MAPP Brings Together Industry’s Up-and-Coming Leaders In mid-July, MAPP announced its newest initiative to connect the plastics industry’s young professionals: MAPP Young Professionals Advisory Network. This group was created to offer professionals under the age of 40 the opportunity to network with peers, learn about committee and board service, gain leadership experience, contribute to MAPP’s mission and impact the plastics industry. This group is open to any young professional currently employed by a MAPP member organization. MAPP’s Young Professionals Advisory Network will have its first event during a preconference session on Oct. 11, 2017, at the 2017 Benchmarking and Best Practices Conference. For more information about this network, contact Ashley Burleson at aturrell@mappinc.com. 2017 Machine Rate Report Released Every two years, MAPP releases its Machine Rate Report. The 2017 report represents inputs by nearly 200 different plastics processing organizations. This report offers general benchmarks for machine rates and current capacity utilization of distinct tonnage ranges. Both loaded machine rate and machine rate without operator are captured in this industry benchmarking effort. For the first time, MAPP is offering customized reports to all members that supply information for this benchmarking report. To learn more or to purchase the full report, visit www.mappinc.com.

2017 Benchmarking and Best Practices Conference Join more than 600 processors this Oct. 11 through 13 in Indianapolis, Indiana, for the Benchmarking and Best Practices Conference. This year's theme – AN

34 | plastics business • summer 2017

UNCHARTED JOURNEY – is designed to inspire, motivate and educate processors on how to positively influence the people around them. The conference will bring operational best practices, leadership strategies, superior networking, financial benchmarks and more to attendees. You don’t want to miss the largest processor-driven event of the year! Register now at www.mappinc.com/conference. MAPP Benchmarks Disaster Recovery and Business Continuation Plans Mother Nature can strike at any time – and plastics companies need to have a plan in place should a disaster occur. To assist MAPP members in preparing disaster recovery plans, MAPP asked members to submit their current Disaster Recovery or Business Continuation Plans. These plans have been scrubbed of companyidentifying information and then compiled into one document. Accompanied by a foreword from Federated Insurance on best practices in creating these plans, this benchmarking handbook allows members to create or update their current plans and keep their businesses safe. More information on this benchmarking activity can be found at www.mappinc. com. Welcome New MAPP Members MAPP would like to welcome the following organizations to MAPP’s growing community of members: • CMG Plastics, Somerville, New Jersey • Donnelly Custom Manufacturing Co., Alexandria, Minnesota • Epic Polymer Solutions, LLC, Northborough, Massachusetts • Harmony Systems and Service, Piqua, Ohio • PlastiPak, Plymouth, Michigan • PM Plastics, Pewaukee, Wisconsin • Polymer Molding Inc., Erie, Pennsylvania • Semco Plastics Company, St. Louis, Missouri • Venture Precision Tool, Inc., Hummelstown, Pennsylvania • Wilbert Plastic Services, Belmont, North Carolina • Windsor Mold Group, Bellevue, Ohio


MAPP Offers Additional Cost-Reduction Program For more than 25 years, Foster Corporation has been serving medical device manufacturers with industry leading technology and service in custom biomedical polymer compounding. Within two ISO 13485:2003 and ISO 9001:2008 certified facilities, Foster offers expert formulation development and production of polymer enhancements including radiopaque fillers, custom colors and other specialty additives. Foster Corporation offers MAPP Members a one-time credit of $500 on any one order of Foster’s currently stocked resins equal to or exceeding $1,500. MAPP Wage and Salary Study Now Open MAPP is currently collecting responses to its annual Wage and Salary Study. Now in its 15th year, MAPP’s Wage and Salary report has become one of the most widely recognized industry benchmarks on compensation in the United States

plastics industry. The 2017 final report will provide information on more than 55 different job titles in the plastics industry and include benchmarks on starting and average wages, wage ranges for each job category, average tenure, salary trends and statistical analysis of specific job titles. In addition, MAPP’s Wage and Salary Committee has expanded this survey in order to collect information on operational policies and procedures for the purpose of broadening the impact of the final report. Members responding to this survey will receive the results via email free of charge. Nonmember participants in the survey will be able to purchase the report at 50 percent off the list price. The final report will be available for purchase for non-participants in early October. To participate, visit www.mappinc.com. n

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FOCUS

Successful Automation Implementation by Dino Caparco, engineering operations manager, Yushin America, Inc. Ensuring success for an automation project or initiative starts before the project is selected. Many organizations select projects that may not make sense or may not be within the capabilities of their support staff. This could lead to a failed attempt or a return on investment that is just a fraction of what was anticipated. A company should first look inward to determine what level of automation it is able to support. If the organization currently has some basic automation, it may be ready for more complex automation projects. If there is no automation experience, a company may not be capable of supporting an extremely complex automation cell. With a lower level of automation experience, consider the complex projects – but possibly phase them in to build up the complexity once efficiency is established in the first stages. A big aspect of success in automation is having a support staff that is automation-centric. The automation team should have some mechanical, electrical and pneumatic skills. The organization should be disciplined at tracking uptime and ensuring that errors are well documented so problems are solved at the root cause. It takes a very systematic approach to understand the components

Figure 1. Example of a detailed timeline

38 | plastics business • summer 2017

of automation and to ensure the equipment is running with maximum uptime. Once the competency of the organization is understood, it can be determined which supplier will be the best to work with. When choosing an automation supplier, there are a number of considerations. The reputation of the supplier, ease of use of equipment and value the supplier can add to the organization are a few of the points to review. Ensure the supplier has an adequate support staff with strong engineering capabilities and service technicians nearby. Make sure the supplier has the ability to support multiple customers with adequate staffing. The supplier should be adding value and helping to find projects that yield a return on the company’s investment into automation. Generate a specification for the project that will be automated. Specifications should be based on the organization’s relevant standards or requirements. Safety requirements should be included in the specifications. Keep in mind: Over-specifying through excessive specification requirements will add costs and complexity.


A number of components should be included in the overall project process. First, a detailed project timeline is required to help identify critical path items and any aspects of the project that may be lagging (see Figure 1). A lead resource should be assigned to communicate with the supplier and ensure all information required to start the project is available. There should be continuous communications with some type of documented communication notes that identify open items, assigned owners and history of closed items (see Figure 2). The initial concepts and automation layout should be reviewed by stakeholders within the organization. The supplier also should conduct design reviews via phone or online meetings so the organization implementing automation has a chance to review the equipment before fabrication. Customer approvals are typically required before fabrication can start. After fabrication and assembly of the equipment, the vendor should go through the testing and debug process so the equipment is ready for a pre-ship run-off or acceptance test before shipping. Before the automation equipment leaves the vendorâ&#x20AC;&#x2122;s facility, the ordering company should attend a run-off to view the

A company should first look inward to determine what level of automation it is able to support. equipment running. This will allow the company to review how the equipment runs, as well as mechanical components, software sequences and error recoveries. This also will provide an opportunity to ensure items listed in the specifications have been addressed. This is a good time to discuss preventive maintenance, spare parts and the requirements for receiving the equipment at the facility. Before the installation, the automation supplier should generate some type of installation plan to identify pre-install requirements as well as install support requirements. During the installation, it is wise to allocate a resource to work with the supplier on the page 40 u

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FOCUS t page 39

start-up so at least one person has some deeper knowledge of the equipment. Once the equipment is installed and running, a final run-off should be done with the equipment at the required cycle time. The equipment uptime and any errors should be documented during the run-off. After a successful run-off, the technician should train required personnel on automation start-up, error recoveries and basic troubleshooting. At this point, the level of authorization should be set and password protected to allow only the proper personnel access to the teach and change functions vs. the basic start and stop functions. This means getting the right people trained on the equipment. There should be work instructions for operators, and spare parts for consumable items should be stocked. The error data and uptime should be tracked, along with any tweaks or changes that have been made to the equipment. This helps people in the organization understand any changes and also is good documentation to provide to the automation supplier when looking for support. Following a systematic process for troubleshooting will enable the company implementing automation to get to the root cause of errors and problems with the equipment. n Dino Caparco is the engineering operations manager at Yushin America, Inc. Caparco has worked at Yushin America, Inc., for 19 years and has extensive of experience with robotics, endof-arm tooling and custom automation equipment. Caparco has worked with manufacturers throughout the US that make components to serve a number of industries, including medical, consumer goods, automotive and packaging. Caparco holds a B.S. in mechanical engineering from The University of Rhode Island and a master’s in business administration from Bryant University. For more information, contact Caparco at 401.490.4955 or dcaparco@yushin.com.

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How is the Economy Doing? It Depends on Which One by Chris Kuehl, managing director, Armada Corporate Intelligence The most common query received by an economist is “How is the economy doing?” This generally sends me into a flurry of qualifiers and a certain amount of dissembling. There really is no adequate answer to such a question, as there will always be parts of the country that are booming and others that are wallowing in recession. There are industries that are thriving and those that are in a decline, which may not have much to do with the economic conditions of the moment. Lately, an even bigger divergence has been seen, as far as the economy is concerned, and it is not all that easy to explain. The optimists are either deluding themselves and seeing things that may not exist, or the pessimists are overreacting and expecting disaster when there is little evidence of it. As is often the case, reality may lie somewhere between the two. For the last nine years, the US economy has been more or less in recovery mode, with steady and – unfortunately – anemic growth. Normal conditions these days seem to be a growth rate of between 1.5 percent and 2.5 percent. It has been rare to be either under or over that rate. The puzzling part of the economic assessment is that some evidence would seem to point to a much more robust economy, while other evidence points to one that is starting to slow down considerably. One factor that is consistently overlooked is the impact of government stimulus. In almost every other recession or downturn, the response from government has been similar. This response includes both big spending hikes and tax cuts, as the aim is to bolster the economy with a nice little shot in the arm. This time, there was one rather anemic and ultimately misguided attempt – an $800 billion spending effort in 2009. It was thought that states would spend that largesse quickly – remember those “shovel-ready”

42 | plastics business • summer 2017

projects? The states didn’t do their parts at all and instead used the federal money to avoid making big budget cuts – and that allowed them to delay their response by a year. The cash was not stimulative and the economy has been trying to get itself in gear with the low interest rates and other policies of the Federal Reserve – an institution that is not designed to be the sole support for stimulation. The markets have been on a tear for well over a year, hitting new records every week. The investment analysts keep staring at this like one looks at a balloon that is getting way too much helium. They just know this is going to burst, but it has been on the edge of that correction for months and just keeps on rising. Nobody wants to get off this ride too soon, as leaving money on the table is as bad as losing it by staying in too long. There are many reasons suggested for this enthusiasm. For instance, a record level of foreign investment is occurring as the markets in Europe and Asia have been so weak that these investors have been seeking better opportunities in the US. There is the usual frenzy that accompanies a growing market, and thus far the collapse is only an existential threat. Then there is the fact that many of the decisions being taken by the Fed and others


are feeding the enthusiasm – namely, the Fed sees no reason to truly clamp down on the access to easy money provided by low interest rates. If one simply looks at the markets, the assumption would be that breakout growth is just around the corner. The overall economic data of late is not telling such an optimistic story. We see that retail sales have been down for the last two months, and it is evident that consumers are returning to their cautious ways. This is partially motivated by the fact that wage growth has not taken place, despite the lower levels of unemployment. There also are growing concerns as far as economic policy change is concerned, as consumers are no longer expecting any of the reforms suggested at the start of the year to take place. The gridlock in Congress is worse than ever, and confidence levels have remained low – 44 percent express no confidence in the legislative branch. This is as confident as people have been in five years – in 2016, lack of confidence was at 52 percent. Confidence in the presidency has fallen to levels not seen since 2008, as 42 percent of those polled indicate very little confidence, as opposed to readings in the 30s through most of the last decade. When half the consumers are less than confident, that is not good news as far as renewed vigor in the economy.

If the rest of the world is not in recovery, the US will not be able to gain much traction. the start of the year, but that has faded as people are less and less convinced that the big changes will be taking place. If there is a shot in the arm for the consumer, the economy would respond, but at this point it is hard to determine what that would be. n Chris Kuehl is managing director of Armada Corporate Intelligence. Founded by Keith Prather and Chris Kuehl in January 2001, Armada began as a competitive intelligence firm, grounded in the discipline of gathering, analyzing and disseminating intelligence. Today, Armada executives function as trusted strategic advisors to business executives, merging fundamental roots in corporate intelligence gathering, economic forecasting and strategy development. Armada focuses on the market forces bearing down on organizations. For more information, visit www.armada-intel.com.

The job numbers have been decent – but without the corresponding boost in wages. The indices, as far as manufacturing are concerned, have been strong but not quite as strong as they had been earlier in the year. Exports are doing better as the dollar has weakened somewhat, and the economies of Europe and China have been improving. Inflation has been very tame, and that has been a little puzzling, given the low rate of joblessness. The lack of overall wage hikes has been a factor and so has the low price of commodities such as oil and industrial metals. All of this adds up to a disconnect with growth twinned with decline. The question now is whether the stock market can pull the rest of the economy or if the economy as a whole starts to weigh on the investors. The US economy will be dependent on three developments as far as further growth is concerned, and only one of these is really under the control of the US. The US remains an export-oriented country – one whose GDP is 14 percent dependent on exports. If the rest of the world is not in recovery, the US will not be able to gain much traction. The second factor is inflation. The US could use just a bit more, as this would allow some hike in producer prices and, therefore, wages. That has not happened thus far, due to the consistent decline in the price of many industrial commodities, such as oil and metals. The last motivator is more a matter of mood. The US is driven by consumers – they account for some 70 percent of the GDP and almost 80 percent of jobs. The consumer was in a great mood at

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STRATEGIES

Understanding the Flow of Inventory Management by Grainger Editorial Staff

Is a large percentage of your company’s dollars going toward inventory? Managing inventory efficiently can help cut down on many costs that you may not even be aware of. Poor inventory control can lead to emergencies, such as running out of much needed materials. This can take time away from production, and finding a quick replacement part can be expensive. On the other end, an overstock of products can take up valuable shelf space and lead to unnecessary purchase costs. Knowing the flow of managing your inventory is the first step to getting a better understanding of how inventory control works and how you can manage your inventory properly. Types of inventory Different facilities keep stock of different items to fill different needs. Because hospitals are service-based businesses, their inventory will mostly consist of items needed to perform medical care. Bandages, disposable gloves, thermometers, even surgical tools – these are all items that must be available for everyday use. Manufacturing plants, on the other hand, will have a strong inventory of production materials. Sheets of steel, plastics, parts for assembly – these materials must be on hand to keep your business running. Retailers also carry a high inventory of items waiting to be sold, and running out means missing out on potential revenue.

The flow of inventory Regardless of the type of inventory your business is handling – whether it’s for service, manufacturing, retail or maintenance – there is a common flow that can help you manage your inventory better.

Any system you have in place for tracking your inventory won’t amount to much if the people responsible for keeping those records aren’t using it.

Other industries, such as hotels and offices, may not need as large an inventory as manufacturers, retailers and hospitals, but they will have an inventory of maintenance, repair and operations (MRO) items. Light bulbs, reams of paper, ink cartridges, fuses – you name it – this all contributes to an inventory that costs money to purchase, store and use.

44 | plastics business • summer 2017

Purchase An initial purchase must be made to get things going. Unless your facility is an expansion, your first purchase will be based on your best estimate. In order to make the best guess possible, try researching what other facilities like yours are using and in what quantities. For your first buy, it is better to err on the side of caution – this is one time where having a little too much won’t hurt. You’ll have more wiggle room for mistakes and can be sure to allot enough space for storage.


Give Your Brand

Store All the items you purchase have to go somewhere. You will need enough storage space, as well as an organized system in which your on-hand items are easy to find and get to. Time spent searching for an item or traveling to and from the storage location is time that is taken away from your business.

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Use Congratulations! You’re in business. That means that items that have gone into your inventory are now being taken out. One by one, the items are removed from their storage location and are sold, used or fabricated – whatever the case may be. In this stage, the items are being taken for their intended use. Tracking As items are purchased and used, it is essential that they are properly tracked. A system must be in place in order to know, at any given time, how much of a particular item you have on hand. This way you will know when your supply is low and needs to be replenished.

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Reorder Once an item has reached its reorder point, it is time to replenish your supply. This can be done manually or through automated systems. Forecasting Once you have used, tracked and reordered a few times, it is possible to start forecasting your future needs. This is a proactive attitude toward your inventory in which you take control of what to bring in ahead of time, rather than waiting for your supply to deplete and reacting after the fact.

UNMATCHED

Common management pitfalls Just as inventory flow is similar among industries, so are the common issues that cause costly inventory problems. Being aware of common problem areas can help you avoid potential (costly) mistakes.

w w w. m o l d i n g b u s i n e s s . c o m

RESULTS

Lack of automation With computerized options available to track, forecast and reorder your items for you, there is no longer a need to miss a needed reorder. Manual tracking takes time, and even the most skilled data-entry person will make mistakes. There always will be a gap between updating records and the real-time use of your products. Improper training Any system you have in place for tracking your inventory won’t

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STRATEGIES t page 45

amount to much if the people responsible for keeping those records aren’t using it. Inventory software users should be fully trained on the program, and the workers using the inventory must be trained on how to account for the items that they use. Picking inefficiency Efficient organizing of your facility’s space can make a world of difference in your productivity. How much time are your workers using to get to the items they need? How difficult is it to get from the point of production (or sale, or service) to the storage space? How easy is it to find the most used items on your shelves?

Sources http://mhlnews.com/warehousing/top-5-solutions-commoninventory-management-mistakes https://www.entrepreneur.com/article/252704 http://www.dummies.com/business/accounting/how-to-trackinventory-flow Reprinted with permission from Grainger. The information contained in this publication is intended for general information purposes. No representation is made that the information or references are complete or remain current.

Infrequent cycle counts Yearly cycle counts represent a costly and ineffective way to reconcile what you think you have with what you actually have. This usually involves shutting down operations for a day or two to take your inventory counts for all the items you stock. More frequent cycle counts on specific areas can be more costeffective and will keep a regular tab on what you have on hand.

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MANAGEMENT

Building Loyal Relationships in a Disloyal World by Richard Farrell, president, Tangent Knowledge Systems Relationship selling is the bedrock for successful selling in the new millennium. However, most salespeople conduct themselves as if they were in a quaint Norman Rockwell painting, building relationships on a smile and a firm handshake. Not enough sales organizations are questioning if this style of relationship selling works anymore. Prospects simply don’t have the time, the inclination, the patience or the freedom from accountability to create surface-level relationships. Did you ever meet a great glad-handing salesperson from the ’70s and ’80s? They had a winning and magnetic personality, they were always upbeat and optimistic, and they built friendly relationships instead of sincere business relationships. A psychologist would more than likely define their sales approach as self-absorbed, egocentric, narcissistic and center of the universe. The irony is that salespeople increasingly complain that their prospects are the same way. A personality seller can survive in certain sales situations and certainly in commodity sales, where being likeable will carry the day. Unfortunately, these positions are becoming scarce in the global information economy, where that type of salesperson brings little value to prospects. Sales managers are constantly reminded of this sales strategy when they are doing a pipeline review of their salesperson’s prospects and the #1 criteria for a positive forecast is “they like me.” Personality sellers too often get caught in the vanity trap. They put too much emphasis on their own charm and persuasiveness. The focus is on them, not their prospect. And, what do we know about prospects and who they rightfully only care about? You guessed it … themselves. Salespeople need to leave their magnetic charm in the reception room. Sellers who rely solely on their own personality are limited to sell to others with similar personality traits and interests. Too often, they end up building meaningless long-term relationships with prospects who are at the wrong level, don’t have authority and can’t make “yes” decisions. True relationship sellers can connect to anyone because of the universal appeal of always putting the emphasis and focus on the other person. Don’t fall in love with your prospect; fall in love with the process of learning their business and helping them understand their priorities and initiatives. You know you are too relationshiporiented to a fault when you are unwilling to let go of unqualified

prospects with whom you have a great relationship. One question you should always be asking yourself is – if I invest in this relationship, what will be my potential return? Your prospects are constantly asking themselves the same question. Companies are now waking up to the fact that there is a deficit of true relationship sellers to recruit and hire. They are slowly coming to the realization that “the natural” they sought out and hired in the past can no longer bring the necessary prerequisite skills to successful selling in this demanding and challenging new marketplace. Too many sellers in the marketplace today are simply empty suits. Relationship selling is a manner of building a business relationship on thought-provoking and incisive questions that allow the prospect to formulate a belief and an understanding that you have the best solution without your even telling them what that solution is. Relationship selling is all about trust, confidence and understanding. Since so many products have reached quality parity, you can no longer create trust like you could in the past with page 49 u

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Call for Nominations • Most Innovative Use of Plastics Awards Go to www.speautomotive.com to submit nominations and get more information. For more information on the Society of Plastics Engineers, visit www.4spe.org.

The Automotive Division of the Society of Plastics Engineers (SPE®) is announcing a “Call for Nominations” for its 47th-annual Automotive Innovation Awards Gala, the oldest and largest recognition event in the automotive and plastics industries. This year’s Awards Gala will be held Wednesday, November 8, 2017 at the Burton Manor in Livonia, Mich. Winning part nominations (due by September, 13, 2017) in 9 different categories, and the teams that developed them, will be honored with a Most Innovative Use of Plastics award. A Grand Award will be presented to the winning team from all category award winners. An application that has been in continuous use for 15 years or more, and has made a significant and lasting contribution to the application of plastics in automotive vehicles will be honored with a Hall of Fame award. Innovative Part Competition Categories:

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MANAGEMENT t page 47

your product or service offering. You aren’t selling features and benefits, your value or your superior product or service. You are really selling the advantage of doing business with you. Prospects are buying your advice, counsel and expertise in their industry, along with understanding of their business and their problems. Prospects don’t have the time, patience or inclination to be an expert in every purchase they make. They rely on salespeople to demonstrate their expertise through their understanding of the prospect’s business. Because of a universal parity in products and services, the only remaining differentiation companies can rely on is their ability to engage their prospects in a unique fashion. Thus, trust is the #1 relationship skill in business. The first step in building a successful business relationship is through curiosity and rapt attention, which, by the way, is the highest and most sustainable form of flattery. It’s the journey that builds the relationship, not the end result. What you do from discovery to the close is what will determine the quality of your relationship. The sale is only the means to an end. The end is really the relationship you build and the opportunities it affords you in the future. Unfortunately, most salespeople, even with the best of intentions, are perceived as putting the sale first because of their egocentric approach. Building a relationship on trust is easier said than done. For a lot of salespeople, it doesn’t come naturally. They may be likeable and friendly and knowledgeable, but they might not have the innate ability to build trust and confidence with prospects who don’t know them or who are guarded and defensive. Learning your prospect’s business allows you to create value. However, you don’t create value with your product or services. Creating value and building a strong relationship requires you to be neutral and take a nonselling posture. Actual information is lost when we lose objectivity by emotionally responding (positively or negatively) about what we are hearing. By being in the moment, we honor and empower our prospects. As difficult as it may sound, we need to be empty of expectations. Building long-term relationships comes from first serving and then selling. Most salespeople mistakenly first sell and then try to serve and build trust through their deliverables. So often, they never get to the trust-and-serve part because the trust wasn’t established initially. Business relationship sellers are more concerned that people respect them and view them as a business resource as opposed to having someone like them. They ask tough questions, they page 50 u

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MANAGEMENT t page 49

are willing to walk away from relationships that no longer are mutually profitable. They take time to build relationships within an organization so they are never left high and dry when the inevitable day comes when their “inside guy” leaves. When it comes time to upsell existing relationships, they treat their customers as first-time prospects. They don’t have preconceived assumptions, they don’t take their relationships for granted, and they patiently and methodically reestablish understanding of their prospects’ new needs and objectives.

Sales managers are constantly reminded of this sales strategy when they are doing a pipeline review of their salesperson’s prospects and the #1 criteria for a positive forecast is “they like me.” Effective relationship sellers seek to build relationships to get annuity business instead of short-term transactional business. Transactional selling is very expensive and raises your cost of sales. Relationship sellers always have their focus on long-term customer retention and development. Sustainable relationships happen when both parties view one another as equals. It is always more fulfilling and fruitful to establish relationships with prospects you trust and respect than with someone you don’t respect. Relationship selling, unlike personality selling, will ultimately be more fulfilling, will be more profitable long-term and will minimize sales burnout. By creating enriching experiences and connections through knowledge-based questions, you will learn which relationships to pursue and which relationships to deemphasize. n

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Richard Farrell is president of Tangent Knowledge Systems, a national sales development and training firm based in Chicago. He is the author of the book “Selling has Nothing to do with Selling.” He trains and speaks around the world and has authored many articles on his unique nonselling sales posture. For more information, visit www.tangentknowledge.com.


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BOOKLIST

Motivational Leadership Organizational leaders are many things: decision makers, financial strategists, strategic visionaries and more. But, how many have added “coach” to their list of job titles? Leading a plastics processing company – especially in today’s workforce environment, where finding and keeping employees is a crucial task – requires motivational leadership. Not only do employees need to be engaged in their daily tasks, they also need to have purpose, believe in the mission of the organization and feel as if their roles are important to overall success. Leaders are responsible for creating an environment that fosters those feelings, creating employee loyalty and a dedication to the daily grind. These five books offer insight into building a culture with a motivational approach, serving the greater good of a team and developing organizational talent. Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation Author: Neel Doshi and Lindsay McGregor Released: Oct. 6, 2015

Primed to Perform explains the counterintuitive science behind great cultures, building on more than a century of academic thinking. It shares the simple, highly predictive new measurement tool – the Total Motivation (ToMo) Factor – that enables you to measure the strength of your culture and track improvements over time. It explores the authors’ original research into how Total Motivation leads to higher performance in iconic companies, from Apple to Starbucks to Southwest Airlines. Most importantly, it teaches you to build great cultures, using a systematic and sustainable approach. High performing cultures can't be left to chance. Organizations must create systems that shape and maintain them. Whether you’re a five-person team or a start-up, a school, a nonprofit or a mega-institution, Primed to Perform shows you how.

Wooden on Leadership: How to Create a Winning Organization

Author: John Wooden and Steve Jamison Released: April 30, 2005 John Wooden’s goal in 41 years of coaching never changed; namely, to get maximum effort and peak performance from each of his players in the manner that best served the team. Wooden on Leadership explains, step-by-step, how he pursued and accomplished this goal. Focusing on Wooden’s 12 Lessons in Leadership and his acclaimed Pyramid of Success, it outlines the mental, emotional and physical qualities essential to building

52 | plastics business • summer 2017

a winning organization, and shows you how to develop the skill, confidence and competitive fire to “be at your best when your best is needed” – and teach your organization to do the same.

Payoff: The Hidden Logic That Shapes Our Motivation (TED Books) Author: Dan Ariely Released: Nov. 15, 2016

Every day, we work hard to motivate ourselves, the people we live with, the people who work for and do business with us. In this way, much of what we do can be defined as being “motivators.” From the boardroom to the living room, our role as motivators is complex, and the more we try to motivate partners and children, friends and coworkers, the clearer it becomes that the story of motivation is far more intricate and fascinating than we’ve assumed. Payoff investigates the true nature of motivation, our partial blindness to the way it works and how we can bridge this gap. With studies that range from Intel to a kindergarten classroom, Ariely digs deep to find the root of motivation – how it works and how we can use this knowledge to approach important choices in our own lives. Along the way, he explores intriguing questions such as: Can giving employees bonuses harm productivity? Why is trust so crucial for successful motivation? What are our misconceptions about how to value our work?

Everybody Matters: The Extraordinary Power of Caring for Your People Like Family Author: Bob Chapman and Raj Sisodia Released: Oct. 6, 2015

Starting in 1997, Bob Chapman and Barry-Wehmiller have pioneered a dramatically different approach to leadership


that creates off-the-charts morale, loyalty, creativity and business performance. The company utterly rejects the idea that employees are simply functions, to be moved around, “managed” with carrots and sticks, or discarded at will. Instead, Barry-Wehmiller manifests the reality that every single person matters, just like in a family. That’s not a cliché on a mission statement; it’s the bedrock of the company’s success. Chapman and coauthor Raj Sisodia show how any organization can reject the traumatic consequences of rolling layoffs, dehumanizing rules and hypercompetitive cultures. Once you stop treating people like functions or costs, disengaged workers begin to share their gifts and talents toward a shared future. Uninspired workers stop feeling that their jobs have no meaning. Frustrated workers stop taking their bad days out on their spouses and kids. And everyone stops counting the minutes until it’s time to go home.

Unlocking Potential: 7 Coaching Skills That Transform Individuals, Teams and Organizations Author: Michael K. Simpson Released: Aug. 12, 2014

To get the best from your employees, you need to be more than a manager. You need to be a coach. You have the training and experience. You understand your business … but can you fully motivate and engage your team? Michael K. Simpson, a senior consultant to FranklinCovey, has spent more than 25 years training executives to become effective coaches, mentoring and guiding leaders and managers to encourage and develop the talent of their people – the most important asset in any organization. In this guide, you will acquire the skills to coach your personnel from the ground up, maximizing their potential on a personal level, as members of the team and as contributors to the organization as a whole. n Book summaries have been provided by the publishing entity.

AutomAtion SolutionS - Robots for Take-out and Pack-out - Custom Automation - End-of-Arm Tools - Safety Guarding YushinAmerica

@YushinAmerica

October 11-13, 2017 | Indianapolis, IN

Yushin America, Inc. | 35 Kenney Dr, Cranston RI 02920 | www.YushinAmerica.com | SalesInfo@yushin.com | (401) 463-1800 www.plasticsbusinessmag.com | 53


SUPPLIER DIRECTORY Additive Manufacturing/ Prototypes

Financial Services

Molds/Tooling

Federated Insurance www.federatedinsurance.com Page 51

A-1 Tool Corporation www.a1toolcorp.com Page 37

MBS (Molding Business Services) www.moldingbusiness.com Page 45

B A Die Mold www.badiemold.com Page 37

Energy Strategy

Mueller Prost www.muellerprost.com Page 19

Carson Tool & Mold www.carsonmold.com Page 36

Constellation www.constellation.com Page 24

Stout www.stoutadvisory.com Page 23

Concept Molds www.conceptmolds.com Page 37

Equipment/ Auxiliary Suppliers

Hot Runners

Ivanhoe Tool & Die Company, Inc. www.ivanhoetool.com Page 37

Engineering Resource Center www.theerc.com Page 49 ProtoCAM www.protocam.com Page 40

Conair www.conairgroup.com/ therevolution Back cover Frigel www.frigel.com Page 20 Novatec www.novatec.com/dry Pages 28-29

INCOE Corporation www.incoe.com Page 41 Synventive Molding Solutions www.synventive.com Page 50

Legal Counsel Ice Miller LLP www.icemiller.com Page 27

Progressive Components www.procomps.com/maintain Page 25

Marketing Services

Wittmann Battenfeld www.wittmann-group.com Page 12

VIVE – Marketing for Manufacturers www.vive4mfg.com/inthewild Page 45

Yushin America, Inc. www.yushinamerica.com Page 53

Events MAPP Benchmarking Conference www.mappinc.com Page 51 SPE Innovation Awards www.speautomotive.com Page 48

Metrology OMNIA www.omniascientific.com Page 15

MRO Supplies Grainger www.grainger.com Inside back cover

54 | plastics business • summer 2017

Mold Craft www.mold-craft.com Page 36

Operations Consulting Harbour Results, Inc. www.harbourresults.com Page 32

ChemTrend www.chemtrend.com Page 7

Resins Amco Polymers www.amcopolymers.com Page 39 Chase Plastics www.chaseplastics.com Page 49 M. Holland www.mholland.com Page 14 Polymer Technology & Services www.ptsllc.com Page 43 PolySource www.polysource.net Page 35

Training Paulson Training Programs, Inc. www.paulsontraining.com/MAPP Page 46

Process Monitoring IQMS www.iqms.com Page 3 RJG, Inc. www.rjginc.com/copilot Page 21 SIGMA Plastics Services, Inc. www.3dsigma.com Page 33 Syscon International www.syscon-intl.com Page 50

Purging Compounds ASACLEAN/Sun Plastech Inc. www.asaclean.com Inside front cover

Plastics Business Summer 2017

Strategies for Today’s Plastics Processors

Guarding Against Financial Security Threats Manufacturing in China Adding Automation the Right Way Benchmarking Conference Preview

Official Publication of Manufacturers Association for Plastics Processors

A guide to this issue's Plastics Business advertisers.


What people

are saying... MAPP’s MRO Program with Grainger ensures we receive the best pricing on all of our supplies. No need to waste extra time and extra effort – just order and save. Grainger gets it done. It’s that simple.” – Jim Krause, Microplastics, Inc.

Grainger offers MAPP members significant discounts off 13 categories, including: • • • •

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Plastics Business - Summer 2017  

Plastics Business - Summer 2017