The American Mold Builder Issue 2 2022 by petersonpublications

ISSUE 2 2022

CREATING CONNECTIONS AT THE AMBA CONFERENCE 2022 Building a Community with Wepco Plastics Healthcare Opportunities for Mold Manufacturers Budgeting for the Regulatory Agenda

THE OFFICIAL PUBLICATION OF THE AMERICAN MOLD BUILDERS ASSOCIATION

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ISSUE 2 2022

CREATING CONNECTIONS AT THE AMBA CONFERENCE 2022 Building a Community with Wepco Plastics Healthcare Opportunities for Mold Manufacturers Budgeting for the Regulatory Agenda

ISSUE 2 2022 THE OFFICIAL PUBLICATION OF THE AMERICAN MOLD BUILDERS ASSOCIATION

REVIEW AMBA Conference 2022

AWARDS AMBA Mold Builder of the Year AMBA Tooling Trailblazer of the Year

BENCHMARKING Mold Manufacturers Identify Both Challenges and Opportunities in Healthcare Landscape

TALENT AMBA Emerging Leaders Forge Leadership Paths through Connection and Coaching

Speak Out .................................................. 6 Product ..................................................... 22 Association ............................................. 30 Industry ................................................... 40 Calendar ................................................... 46 Ad Index ................................................... 46

the american MOLD BUILDER | Issue 2 2022

AMERICAN MOLD BUILDERS ASSOCIATION 7321 Shadeland Station Way, #285 Indianapolis, IN 46256 P: 317.436.3102 • F: 317.913.2445 info@amba.org • www.amba.org

SOLUTIONS Interviewing is Step Two in Workforce Development

AMBA TEAM

Troy Nix, Executive Director Kym Conis, Managing Director Susan Denzio, Business Manager Rachael Pfenninger, Director of Strategic Execution

Advising Editor: Kym Conis Advertising/Sales: Susan Denzio PUBLISHED BY:

INSURANCE CORNER Don’t Take the Medicine Yet!

VIEW FROM 30 Building a Community with Wepco

2150 SW Westport Dr., Suite #101 Topeka, KS 66614 P: 785.271.5801

ADVOCACY Budgeting for the Regulatory Agenda

Vice President, Editoral: Dianna Brodine Editor: Nicole Mitchell Vice President, Design: Becky Arensdorf Graphic Designer: Hailey Mann Opinions expressed in this publication may or may not reflect the views of the Association and do not necessarily represent official positions or policies of the Association or its members.

Cover courtesy of Jimmy Renallo, Creative Technology Corp. www.americanmoldbuilder.com | AMBA.org

A MESSAGE FROM THE AMBA PRESIDENT

’m delighted to begin my term as the AMBA president and am thankful for Jim Sperber’s leadership over the past two years. He did a remarkable job of leading our industry through very difficult challenges and has ensured your AMBA is strong, focused and working every day to make our industry and your business stronger and ready for the future. Thank you, Jim!

DON DUMOULIN AMBA President Precise Tooling Solutions

We have a terrific board of directors ready to meet the challenges of the upcoming years and I’m delighted that Tyler VanRee and Tom Barr (as vice president and secretary respectively), along with Jim, will help me drive your association. Our hope is to ensure that the association will lead important initiatives that will help you build your business, as well as help ensure our industry has a voice in all things that affect our companies.

As we look to 2022 and beyond, we have four goals to accomplish: 1) double our member engagements with the AMBA via impactful programming, 2) drive new programming to the shop floor to better prepare our youngest employees for growth in our industry, 3) continue to shape policy in Washington, D.C. and in state capitals to be friendly for manufacturing and help all of us grow our businesses and 4) better help our plastic processor customers understand why a US mold building in dustry is so important for their long-term health. We can only accomplish these because of our excellent AMBA team: Troy Nix, with Kym Conis, Susan Denzio and Rachael Pfenninger. We are fortunate to have this dedicated team working on helping your business every day! I hope you were able to attend this year’s AMBA Conference and found it valuable to you as a leader and for your organization. If you couldn’t attend, there are hours of video content on the AMBA website. The team works hard to make sure the conference is worth your investment in dollars and time. Please let us know if you have ideas to make the annual conference even more valuable. One of the important initiatives we launched at the conference is the AMBA Capacity Tool. This idea was conceived at last year’s conference and is soon to become reality. It is designed to be an easy way to help level out the ups and downs in our businesses by flagging times when you have excess capacity so other members that need capacity can reach out. This ‘member helping member’ aspect is the strongest part of our AMBA association. Special thanks to Toby Bral and Charles Daniels, who under Susan Denzio’s leadership, drove this value-added initiative. We look forward to your feedback! As we put the pandemic years into the rearview mirror, it’s important that your association pivots to a growth message, one that champions the US mold building industry. Our industry clearly has the talent, capacity and historical know-how to help contribute to a US-based manufacturing renaissance. Our competitors from around the world have little to offer except price, and we need to fight to level the playing field. We also clearly need to demonstrate that plastics manufacturing in the US simply cannot thrive without a US-based mold building industry partnership. We are the backbone of their success. Our powerful Washington, D.C. lobbying team will help us ensure our voice is heard with our elected officials and help us craft laws and enable funding to ensure our industry is healthy for the next decade. I look forward to working with each of you to make our industry even more successful. If I can help you in any way, please reach out. My mobile is 317.409.7203. Here’s to a terrific 2022! All the best! DDD

OFFICERS

National President Don Dumoulin, Precise Tooling Solutions

Secretary and Legal Counsel Alan Rothenbuecher, Benesch, Friedlander, Coplan & Aronoff LLP

Immediate Past-President Jim Sperber, Master Tool & Mold

Treasurer Tom Barr, TK Mold & Engineering

Vice President Tyler VanRee, Legacy Precision Molds 6

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BOARD OF DIRECTORS

David Bowers II, JMMS, Inc. Charles Daniels, Wepco Plastics Ed Francis, Crystallume Dan Glass, Strohwig Industries Eric Karaman, Michiana Global Mold Chad LaMance, United Tool & Mold Andy Peterson, Industrial Molds Group John Stocker, Swiss Steel USA

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Don Dumoulin

AMBA PRESIDENT

Shifting the View As the ballroom lights dimmed and spotlights illuminated the stage at the Westin Chicago Northwest in Itasca, Illinois, AMBA Executive Director Troy Nix took the stage to welcome more than 150 AMBA members and guests to this year’s national conference, held on May 11-13.

Troy Nix

AMBA EXECUTIVE DIRECTOR

While recent months have seen the mold manufacturing industry dealing with systemic challenges like supply chain disruptions, labor shortages, stagnant or shrinking profits and, unfortunately, the ongoing COVID-19 pandemic’s effect on how they conduct business, Nix reminded attendees that this conference provides one very good opportunity to connect, share, and explore new and better ways to manage and overcome the obstacles they face every day. For the next two days, attendees were asked to “Shift the View,” and explore how day-to-day business can be performed differently to bring about positive changes within their companies and within the industry. “With a new lens, who knows what possibilities the future may hold?”

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All photos courtesy of Jimmy Renallo, Creative Technology Corp.

Jeremiah Sinks

PURDUE UNIVERSITY

Most people are overmanaged and underled.” Keynote speaker Jeremiah Sinks is a workforce development specialist with the Purdue University Manufacturing Extension Partnership. During the conference, he coached attendees to think and act less like a “boss” and more like a leader. “A boss builds a toxic culture,” he said. “A leader gets the willing participation of people to follow. Leaders build people and history. In turn, what the people build is your legacy as a leader.”

Clint Pulver

AUTHOR / KEYNOTE SPEAKER

Emmy Award-winning speaker Clint Pulver opened his keynote by asking attendees, “How do people experience you?” At first the question seemed trite, but Pulver had a few surprises up his sleeve that snapped his audience to attention. As a kid, Pulver often tapped his hands. He could not stop. He tried, but the twitching helped him focus. Then one day a teacher, Mr. Jensen, took him aside after class and offered him hope, saying, “I have been watching you in class. You know, I don’t think you’re a problem. I think you are a drummer.” Pulver was that little boy.

Sinks shared what he calls The Four Cs of Employee Success: Compliance, Clarification, Culture, and Connection. For an employee to embody these core values, the leader must create a sense of value and belonging in that person. “Your culture comes from you,” he said. “A sense of community and wellbeing is valued more than the company brand.” While upskilling employees is a core responsibility of the leader, it is also important to build employee engagement, which requires Connection, Ownership and Purpose.

Pulver told attendees that he is someone who believes in iconic moments. “A single moment has the ability to change somebody’s life – writing a better story,” he said. Mr. Jensen presented Pulver with his first set of drumsticks. “Everybody saw the problem, but one person in my life saw it as an opportunity.” He emphasized to the AMBA attendees that they can apply Mr. Jensen’s viewpoint to their employees’ success. He said effective leadership requires both mentorship and respect, both of which hold an elevated level of standards and connection. “No significant loyalty (from employees) will ever happen without significant connection,” he said. www.americanmoldbuilder.com | AMBA.org

Omar Nashashibi

THE FRANKLIN PARTNERSHIP

Alyson Van Hooser

VAN HOOSER ASSOCIATES, INC.

Keynote speaker Alyson Van Hooser did not grow up in the lap of luxury. She had to work hard at not just surviving but changing her perspective on her future life. She didn’t have a lot, but she did learn to shift her perspective to attain a more positive and motivated mindset. She found positive ways to overcome her life’s challenges and build a better life story. From her story, attendees learned how building more authentic connections with their employees is the pathway to solidifying the foundation for team success. Employers are dealing with many challenges every day, and in many cases, they have several generations of employees that need to find ways to work successfully together. Van Hooser said that by understanding each employee’s story – not statistically but authentically – a leader will begin to sow the seeds of empowerment, ownership and accountability, growing the company’s culture into one that motivates and drives its workforce. “I believe that organizations that are going to be successful for the next two, five, ten years will be organizations that begin to create leaders at every level,” she said. “Leadership is not position. Titles don’t mean much these days. What impresses people is the experience that you have, the difference that you’ve made, and how you have impacted other people. Leadership means that we no longer see generations. We no longer see labels. Instead, we see people who have stories.” She adds that leaders are focused on the needs of their people to belong, to grow in their role and to contribute to the organization. They must also act. “It’s easy to lead a workforce based on what other people say, the statistics they put out. Leaders don’t rest on statistics; they serve the needs of their people.” 10

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Omar Nashashibi of The Franklin Partnership, AMBA’s lobbying firm in Washington D.C., reported on the latest progress and some possible setbacks regarding policymaking, trade with China, tariffs, the election and manufacturing jobs during the Grand Ballroom session. He said that the number of manufacturing bills being proposed in congress has more than doubled, showing a lot of activity affecting domestic manufacturing. He noted that one major problem concerns semiconductors because the US does not make enough. “China spends almost three times what the USA spends just on semiconductor manufacturing,” he said. Nashashibi also touched on the ever-present topic of tariffs, telling attendees that about 7,000 products being shipped to the US are currently subject to 25% tariffs and about 3,000 products are subject to 7.5% tariffs. Of course, there are legislators in Washington who seek to eliminate them, so AMBA members must make their case sooner than later.

PEER-TO-PEER EXCHANGES Probably one of the most popular parts of the AMBA Conference is the chance to attend one of Peer-to-Peer Roundtable Discussions during which attendees can ask questions and learn new ways to address challenges from colleagues who have had similar experiences. This year, four roundtable topics were offered: Owners/Presidents/CEOs, Operations, Sales and Marketing, and Workforce Development.

PERSPECTIVES ON ADDITIVE MANUFACTURING Additive manufacturing, whether plastic or metal, is consistently finding its way into more and more mold manufacturing companies. At the conference, Scott Kraemer of Mantle Inc. moderated a session with panelists Ray Coombs of Westminster Tool, Amanda Wiriya of Wepco Plastics, and Mike McLean of Byrne Tool & Design, to give attendees some perspective on the technology, good and bad.

Each discussion is monitored to keep everyone on track timewise, but the sessions never fail to fulfill the promise of walking away having learned at least one valuable idea or strategy for solving a problem, being a more effective leader, attracting new talent, and so on, from colleagues old and new. The discussions are honest and often in-depth, with participants willing and able to share openly with each other. n

Wiriya shared that a big challenge was integrating plastic AM with the Wepco team when they first started working with the technology for medical prototypes four or five years ago. “We’re injection molders and our parts looked better,” she said. “Sometimes they are almost faster than what you can get out of a 3D printer even including the tooling side, but we said let’s take that journey. Maybe the technology isn’t there yet, but let’s make sure that when it is there, we’re not the last ones to learn about it. Let’s start that learning process so that when it’s ready for us, we’re ready for it.” Byrne Tool first began working with 3D printing in 2010 to create prototypes for its sister company. McLean shared the company’s journey from using additive manufacturing to print prototype parts so customers could test form, fit and function, then using it to print fixtures for the parts, and then expanding its use not only for customers but also for other shops who were interested in trying it out. All three companies see AM as not just an entrepreneurial endeavor to attract new business, but as an investment in their future.

AMBA’s Got Talent winner Nick Baetens

Miss the Conference? AMBA members can purchase session recordings (free for attendees) along with an event recap. For details, email info@amba.org. www.americanmoldbuilder.com | AMBA.org

Left to right: Glenn Starkey, Brian Meives, Jason Grendys and Don Starkey she was so excited to have learned about different technologies she didn’t know about, like laser welding. It’s fun to see that our youth are exploring the opportunities at their doorsteps and realizing the jobs that sit close to home.” Photo courtesy of Jimmy Renallo, Creative Technology Corp.

COMPUMOLD NAMED TOOLING TRAILBLAZER OF THE YEAR

by Lindsey Munson, writer, The American Mold Builder

he AMBA Tooling Trailblazer of the Year Award was established to recognize the accomplishments of an AMBA member company that have resulted in a notable impact in the area of education. This year’s award recipient was CompuMold Tool & Design Inc. in Phillips, Wisconsin. It was a complete surprise for Brian Meives and Jason Grendys, co-owners of CompuMold, when their company was announced. In 1984, CompuMold Tool & Design Inc. began building a foundation on educational outreach, commitment to designing and building high-quality injection molds, workforce development and exceptional customer service. Specializing in comprehensive mold manufacturing, CompuMold’s moldmakers and staff took the industry by storm taking on complex projects and tools honing their craft with confidence, and beginning the hard work of protecting the future of the mold manufacturing industry.

Like decades ago, CompuMold Tool & Design Inc.’s goals remain the same with a focused approach on piquing interest in the industry, developing, engaging and educating students, and opening doors to opportunities for future moldmakers. “In early May, we had a girl who asked to do a job shadow and of course, we said, absolutely,” said Meives. “When she was done with her job shadow, the american MOLD BUILDER | Issue 2 2022

Recognizing the importance of being involved in local schools, CompuMold got to work by inviting students into its facility, giving them full access to the shop floor taking in the production of molds and the machines, introducing them to the various job roles and one-on-one time with veteran moldmakers. A big part of CompuMold’s educational outreach program in the last year was the involvement in the industrial arts and fabrication lab classes at Phillips High School, which it plans to expand and grow throughout the next year. Through the teams guidance and teachings, CompuMold was able to bring in real moldmaking scenarios and show the key drivers behind the industry directly to the students and teachers. These interactions and conversations further pushed CompuMold’s participation and leadership in the Student Assistantship program, – a program that allows students onsite at the facility for a semester to conduct a job shadow and learn as much as one can about moldmaking. CompuMold’s “trailblazing” culture gives the power of knowledge and exploration into the hands of the industry’s future moldmakers. Currently, CompuMold has two astounding young employees in the Department of Labor certified Wisconsin Apprenticeship Program, who are individually on their way to becoming Journeyman Toolmakers. It is CompuMold’s open mindset to new programs and a willingness to engage with its community that has allowed these apprentices to flourish and walk their path of leadership and mentorship. CompuMold is a proud member of the American Mold Builders Association (AMBA) and the Phillips Chamber of Commerce. Through these two organizations, CompuMold has had access to a network of peers and a depth of resources, both of which have positively guided and assisted in the impact it has made over the years with students, its employees and the industry. Meives said, “The American Mold Builders Association is a great group of people. The value that the association provides from the virtual tool shop and tours to webinars and leadership training has been invaluable to our company.”n

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Photo courtesy of Jimmy Renallo, Creative Technology Corp.

Tom and Krista Barr alongside TK Mold apprentices

TOM BARR IS THE 2022 AMBA MOLD BUILDER OF THE YEAR

by Lindsey Munson, writer, The American Mold Builder

he AMBA Mold Builder of the Year Award was created to recognize outstanding contributions as an industry leader and as an active AMBA member. The 2022 AMBA Annual Conference was held in Itasca, Illinois, where Tom Barr, president and owner of TK Mold & Engineering, Romeo, Michigan, was named AMBA Mold Builder of the Year. An industry leader with decades of experience, he has taken his company, the future of the trade and his community to the next level of moldmaking earning the respect and applause of his peers. When congratulated, Tom Barr said, “It’s a group effort. I was telling my team, that even though my personal name is on the award, this was about TK as a team. It’s humbling. I want the team to understand it’s about them too.” INDUSTRY LEADER AND VISIONARY A third generation moldmaker with more than 40 years of industry experience, Tom Barr and his wife, Krista, created TK Mold & Engineering in 2003. “A few years ago, the apprenticeship coordinator we work with at the local community college labeled us the dynamic duo,” said

the american MOLD BUILDER | Issue 2 2022

Krista. “I always joke social worker married to business owner because it’s an unusual mix, we both complement each other into the people aspect where our employees are the reason we do what we do at TK.” Beginning with 10 employees, Barr set out to create a family-oriented business with a mentality of all hands on deck where each person’s voice is heard and his/her input is valued. Prior to starting his own company, he worked in the family business alongside his father and uncles, learning the craft and feeding his passion for the trade. His proudest moment was earning his journeyman’s certificate in the early 90s, which adorns his father’s and grandfather’s signature. Today, TK Mold & Engineering has 24 employees and specializes in plastic injection molds, serving industries such as aerospace, automotive, consumer goods, defense, low production and medical. A daily reality for the industry, and which Barr is facing straight on, is consumer demand for products to be produced faster and cheaper with a tight profit margin as well as low unemployment and the skilled worker shortage. Having survived two recessions, a pandemic, and now amid an economic downturn, finding solutions to the challenges, staying competitive and making technological advancements is imperative for Barr’s company. In recent years, Barr has invested over $3 million in expanding his building and shop floor with new equipment and a new generation of moldmakers. More than half of the company is younger than 30 years old, making a serene balance between young and mature machinists and employees in an industry experiencing extraordinary times. In a recent article, Barr comments, “When you have young people in your shop, you become a coach. You coach them through the job expectations, but you also show them what’s possible and get them excited about it.” ENGAGING THE NEXT GENERATION To know what it takes from a young age, Barr watched, listened and engaged at every opportunity with his father and uncles who were moldmakers. He knew the direction he wanted to take his company – to build up and actively educate the next generation while increasing his workforce and filling industry gaps. Barr took a chance and reached out to an apprentice coordinator at a local community college, where he began to work on a curriculum geared specifically to his company. The curriculum included applied trigonometry, drafting, electricity and electronics, CNC and EDM programming

and machining, fluid power, robotics and welding. He changed the conversation, engaged his seasoned employees as mentors and built momentum opening the doors to an industry of possibilities. Energizing the newer generation of employees, along with the company’s ‘seasoned’ team, he restructured his shop into new roles and began his apprenticeship program, which he officially registered in 2017. Putting people in roles in which they can thrive, improving quality and implementing cultural changes to attract youth in manufacturing and those in the trade have paid off ten-fold for Barr and his company. To find people alike that have the same passion for the trade is one of Barr’s greatest accomplishments. Barr will be the first to acknowledge that Krista played a major role in the apprenticeship curriculum and overall growth of TK Mold & Engineering. To say they make a unique team is an understatement, Barr who is technically driven and was speaking moldmaking lingo since he was born and Krista who graduated with a master’s in social work saw only one end in sight – to educate, train and deliver the next generation of moldmakers. Last fall, Barr was recognized by the government leaders of Macomb County with the Best Business Award, “Trailblazer of Future Talent.” SERVING WITH PURPOSE Since day one, Barr has been known for his “handson work” approach, vocal outpour and devotion to the industry. He doesn’t just talk about skilled trades with schools and businesses; he dives in and actively gets involved with local high school and community college students. As a board advisor for Macomb Community College and Romeo High School, Barr has set up programs at his facility inviting students and teachers to see how each moldmaking process works to visiting places of learning and showing them how to make mold components. In 2021, high school students with TK’s influence and designer assistance developed an iPad holder. Students were invited to the facility where they, alongside TK employees, made over 2,000 iPad holders that were distributed at an elementary school during Covid. The project was two-fold: a fun project with purpose and accomplishment for the high school students and beneficial for the elementary students, who before they received the iPad holders were using water bottles to support their devices. And it doesn’t stop there, as this year, the team at TK and the high school students are creating cell phone holders.

In addition to his work with the future of the trade, Barr is involved in many organizations, joining AMBA in 2014 and then the AMBA Board of Directors in 2017. Barr also frequently sits on local and national panels and has been instrumental in revitalizing the Southeast Michigan Chapter of the AMBA, working to rally AMBA member shops in greater Detroit areas. His ability to link businesses and networks-pulling them together on workforce development and other pressing issues within the industry – is another example of his life’s purpose. Barr and his wife, Krista, are leaders who walk the talk; this past year they took their employees and apprentices to their first AMBA conference – this is not just about the job – this is about growing employees professionally and personally. “The dream was not for me, but for me to take them to go and see outside of the TK walls. I hope this inspires businesses and other industry professionals to go and create further advocacy for our industry,” said Barr. HARD WORK AND SACRIFICE CELEBRATED Everyone has a choice to pick their career path; for Barr the ‘choice’ was easy. He was destined to become an entrepreneur and owner of TK Mold & Engineering, all thanks to the amazing foundation his grandfather, uncles and father laid before him. Life has come full circle for Tom Barr. “I have been with Tom for over 40 years in this trade and I have witnessed firsthand his real character, his soul, his passion and where his heart is in this trade…. He has a hunger to make a difference,” said his wife, Krista Barr. Barr knows that to be rewarded risks must be taken and stated, “The risk of creating a platform for young workers where you train, educate and ‘mold’ right on your shop floor; all to experience the reward, where decades of investment into young moldmakers surprises you with an equal amount of passion and love for the industry, and you are the reason they found the trade.” Barr’s hunger to make a difference for his company, in the livelihoods of the next generation and for the thriving community he serves selflessly is evidence of his commitment and love for this craft and life he has molded. “I want to leave this industry and our world a better place.” For Tom Barr, there is no greater reward in life than to be recognized and appreciated by his peers in the same industry as one of the best out there in “moldmaking”. Humble by nature, he spoke, “This award is an honor. At the end of the day, this award goes to the team at TK and my wife, Krista. We’re all a part of it!” n www.americanmoldbuilder.com | AMBA.org

MOLD MANUFACTURERS IDENTIFY BOTH CHALLENGES AND OPPORTUNITIES IN HEALTHCARE LANDSCAPE by Rachael Pfenninger, director of strategic execution, American Mold Builders Association

manufacturers that participated in this benchmarking effort, over four in five received some increase in their health insurance costs in 2020 and received another increase again in 2021 – percentage increases that were difficult to swallow, especially given that respondents reported that the provision of health benefits now represents an average of 16% of corporate overhead.

Chart 1

ccording to an article published by the American Medical Association in 2020, healthcare spending in the US increased by 4.6% in 2019 – a percentage that was on par with 2018 growth and slightly faster than what was observed in 20171. What is most remarkable, however, isn’t that healthcare spending is increasing – it’s that of healthcare spending around the world, the US is the worst performer. In fact, the United States accounts for more than 40% of all global health spending, and today, has seen healthcare spending hit almost 20% of total US GDP2.

While startling, this information doesn’t necessarily mean that Americans are using more healthcare than other countries. Rather, healthcare users in the United States are simply paying more per interaction. These statistics are reflective of recent information collected by the American Mold Builders Association in its 2022 Health and Benefits Report, where manufacturers continued to report rising costs. Of the 90 mold 16

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Similarly, survey respondents also felt the pinch in increasing average costs for participating employees – while the average cost of medical benefits per participating employee in 2020 was $9,866, that cost rose to $10,015 in 2021. These numbers are significant, especially because only 1% of survey respondents reported that they don’t currently offer health insurance to their employees. This makes the challenge of healthcare costs a largely universal one, felt equally by mold builders regardless of annual sales revenue or employee count. In fact, when looking at average enrollment of participating employees across annual sales ranges, nearly all revenue ranges had average enrollment of at least two out of three employees (the only exception being companies under $3.49M). Although it may seem like there is no end in sight to these continued year-over-year increases, many manufacturers are exploring other cost containment methods. Of the options provided, the most popular cost control strategy identified by this survey’s respondents was the use of an employee contribution-oriented health savings account (HSA). This method – utilized by 54% of respondents – was followed by another 46% who have moved to a high-deductible health plan. Other popular methods of cost containment included the following: an offering page 18

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of flexible spending accounts, a Section 125 plan, an HSA contributed to by the company, shifting premiums to employees, implementing wellness plans and/or participating in captives. In addition to the cost control strategies cited above, this survey data also pointed to another, less easily identifiable opportunity – the willingness of executives and their teams to educate themselves on how their dollars are being spent. For example, when asked how much of their current medical spending went to Rx, only one in four mold manufacturers were able to provide the information. Of all the Rx cost containment strategies identified, the second highest percentage of respondents – 50% – simply chose “Unknown.” And finally, when asked whether the company has a resource that provides long-term, strategic guidance related to health benefits renewal, only seven out of 10 respondents replied with certainty that they know where they’re headed – meaning the other 30% rely on little to no strategic guidance at all. Although the cost of healthcare is a challenge in and of itself, the data in this report also points to other bottomline impacting information; specifically, what companies can offer to actively address growing workforce challenges. For example, 35% of mold builders offer an EAP (employee assistance program), followed by 32% who participate in profit sharing (a motivating business model that can empower and drive one’s workforce). Other benefits focus specifically on time management, family balance and/or healthy living; for example, while 36% of respondents provide flex time, 20% also offer maternity leave and unpaid paternity leave. There is also a strong focus on education, training and the development of one’s career path, which is clearly illustrated by the 64% of respondents who offer tuition reimbursement. In none of these cases are 100% of this survey’s respondents providing the benefits listed above – which means that for any individual facility, adding any as an offering could be a significant employee benefit that not only drives down healthcare cost, but creates a healthier – and happier – workforce. To benchmark healthcare policies related to both medical and ancillary benefits, gain a better understanding of cost control strategies, explore workforce opportunities and more, visit www.AMBA.org to review and purchase the AMBA 2022 Health and Benefits Report. n AMBA members interested in decreasing healthcare costs also are encouraged to visit www.AMBA.org to 18

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MOLD MANUFACTURERS MISS OPPORTUNITIES TO REDUCE HEALTHCARE COSTS In AMBA’s 2022 Health and Benefits Report, only 15% of mold manufacturers reported offering reimbursement for fitness and/or other healthy activities. An equally small percentage identified the implementation of wellness planning as a cost containment strategy utilized by the company. For manufacturers seeking to reduce their healthcare costs, this can be one area where it may be wise to reconsider their policies. According to the CoreHealth Workplace Wellness blog, “3 Studies Show Wellness Companies Can Reduce Healthcare Costs,” the author argues that, “Unhealthy behaviors are associated with increased healthcare costs…. According to the CDC, 11.1% of healthcare costs in the United States are related to inadequate physical activity. In 2018, the United States spent $3.6 trillion on healthcare. Inactivity, therefore, is responsible for $333 billion ($3 trillion x 11.1%) in healthcare costs.” By promoting healthy behaviors – such as physical exercise, nutrition, mental health and others – employers can help support employees reduce their chances of chronic disease and overall health risks, thereby lowering the company’s overall healthcare costs – making those reimbursements well spent.

learn more about the captivesolution offered by AMBA’s leadership and the First Resource team. Resources 1. https://www.ama-assn.org/about/research/trendshealth-care-spending 2. https://www.cnbc.com/amp/2022/02/28/why-healthcare-costs-are-rising-in-the-us-more-than-anywhereelse-.html

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AMBA EMERGING LEADERS FORGE LEADERSHIP PATHS THROUGH CONNECTION AND COACHING by Rachael Pfenninger, director of strategic execution, American Mold Builders Association

Photo courtesy of Jimmy Renallo, Creative Technology Corp.

n May 11, 2022, the AMBA Emerging Leaders Network – a group of 40-and-under emerging industry professionals within the AMBA community seeking professional leadership development – kicked off AMBA Conference 2022 with its annual pre-conference meeting, marking the third time AMBA’s Emerging Leaders gathered at the annual event and recording its highest attendance to date with the inclusion of 20 AMBA member companies. This year’s session, “Productive Conflict Resolution,” was designed by Jeremiah Sinks, a trainer and facilitator with the Purdue Manufacturing Extension Partnership. The session topic highlighted a hot topic for up-and-coming industry professionals in both mid-management and executive roles, who are often forced to manage conflict at multiple levels within their organizations without the managerial training often necessary for productive resolution. During the session, attendees explored six key takeaway concepts, including: • The origin of conflict • Effective vs. ineffective ways of dealing with conflict • The situational application of conflict styles • Knowledge of the three stages of conflict to prevent escalation • Listening styles that affect conflict resolution • Best practices for mediating situations and directly confronting employees

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Ultimately, after an evaluation of the role of leaders and managers in the work environment, a study of situational conflict, an examination of the variety of personalities in the workplace and interactive peer discussion, attendees were encouraged to draw a single broad conclusion – while there are many types of managers and methods of employee management, the most successful leaders are those who seek balancing style (a degree of assertiveness) with strategy (the importance of the outcome) and who work towards collaboration with subordinates, peers and their own executive leaders. Through discussion and practical application, these young professionals were coached through how importance of the outcome, balanced with the importance of the relationship, can help guide leaders and managers towards appropriate decisions and approaches for a variety of challenging situations and conflicts. With an understanding of how this knowledge could be practically applied, these leaders were able to develop a framework for effective decision making and conflict resolution, in a way that would elevate their leadership path, contribute to the organization and empower their company’s workforce. On outline of conflict response styles was provided to preconference attendees, along with a suggestion of when the approach should be used and the recommended role of the manager. See adjacent page for further details. Reference:

All programming material originated from Jeremiah Sinks and the Purdue University Manufacturing Extension Partnership. “Conflict Survival Kit, Tools for Resolving Conflict at Work,” by Griffith, Daniel B., and Goodwin, Cliff; 2nd Edition, Published by Pearson Education, Inc. publishing as Prentice Hall, One Lake Street, Upper Saddle River, NJ 07458. Copywrite 2016.

CONFLICT RESPONSE STYLES AVOIDING Low importance on outcome and relationship Manager’s Role: Does not require immediate attention. When attention is required, defer to a subordinate or manager who has more direct control. ACCOMMODATING Low importance of outcome but high importance of relationship Manager’s Role: Committed to empowering employees and developing leadership and decision-making ability COMPETING High importance of outcome; low importance of relationship Manager’s Role: When quick decision action is needed. Typically used when unpopular decision needs to be made.

COLLABORATING (IDEAL MODE) High importance of both outcome and relationship Manager’s Role: Best when commitment to a decision will be greater if the team is made a part of the decision-making process, the diversity of viewpoints will result in a more thorough problemsolving process and a more creative solution will result than what each individual would achieve alone. Also useful to “win back” an employee with whom the manager has a strained relationship. Can also be used when needing to make a difficult request of the team or an employee. n

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[1] MEUSBURGER RELEASES NEW PROFITEMPTM HOT RUNNER The new profiTEMPTM hot runner diagnosis device by Meusburger, Wolfurt, Austria, was designed for electrical testing of heaters and sensors as well as preheating and heating up the hot runner. The main function of the profiTEMPTM is the MoldCheck, a complete and professional diagnosis of the condition of the heaters and sensors as well as the wiring of the hot runner. The diagnostic result can be saved as a PDF file on a USB flash drive. The range of functions and operation are tailored to the requirements of moldmakers as well as maintenance and service departments. For more information, visit www.meusburger.com.

[3] PLATINUM TOOLING OFFERS HEIMATEC LIVE TOOLS FOR HAAS BMT TURRET Platinum Tooling Technologies, Inc., Prospect Heights, Illinois, announced it has expanded its line of Heimatec tooling for the Haas BMT turret. The product line includes a variety of driven tools (axial and radial drilling and milling heads), as well as static tool holders. These driven tools were recently reengineered and are capable of running at a higher rpm for a longer period of time, which results in shorter production time and a longer tool life. Heimatec also offers specialty tools for this turret including multi-spindle, adjustable angle and speed multipliers. The catalog can be viewed online. For more information, visit www.platinumtooling.com.

[2] PROGRESSIVE INTRODUCES NEW ORDERING SYSTEM Progressive Components, Wauconda, Illinois, announced the release of its CADalog® v14, a streamlined CAD offering for designers of injection molds. Progressive’s CADalog helps reduce redundant mold design tasks and is available in industry-standard formats for SolidWorks, NX, VISI, Parasolid, ACIS and IGES. The CADalog is available for free either online or via a flash drive. New to v14 are advancements geared toward simplifying custom component creation and ordering of Mold-Ready™ components. Mold designers who utilize the CADalog can now access a newly created SolidWorks library featuring configurable CAD geometry with populated attributes for ordering cut-to-length parts for products, such as alignment locks, ejector pins and sleeves, angle pins, slide retainers and more. For more information, visit www.procomps.com.

[4] PLANTMONITOR FROM HEIDENHAIN AIDS DIGITAL MANUFACTURING HEIDENHAIN, Schaumburg, Illinois, has released its PlantMonitor – a digital solution to aid the manufacturing shop floor. The monitor is now available for companies interested in monitoring and analyzing production data at multiple sites utilizing machine tools where at least one is equipped with a HEIDENHAIN TNC control/ StateMonitor software combination per site. The PlantMonitor can aggregate the data onto one screen for review. Machine tools using non-HEIDENHAIN controls also can be included and monitored. The machine status bar, utilization rate and availability for every machine connected to it can be shown in a clear format on the single page and as a tile added to the dashboard if needed. Other highlights of the PlantMonitor system include the new Production and MTBF (Mean Time Between

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Failures) calculations, as well as the ability to set reference values for productivity. For more information, visit www.heidenhain.us. [5] EXACT METROLOGY ANNOUNCES NEXT GEN OF ARTEC MICRO Exact Metrology, a division of In-Place Machining Company and a comprehensive 3D metrology service provider and hardware sales company, located in Cincinnati, Ohio, now offers the newest version of its Artec Micro scanner. This new model distinguishes itself through its professional ultra-high precision industrial desktop 3D scanner. Features of the Artec Micro include up to 10 microns accuracy and is best used for quality testing and reverse engineering. It produces metrologygrade scans suitable for quality control, while removing the need for targets on the scanned object. The Artec Micro is issued with a two-year warranty. The Artec Micro transforms items into CAD/CAM data for design, modification, 3D printing and casting. The scanner also creates highly detailed 3D models. For more information, visit www.exactmetrology.com. [6] PCS COMPANY INTRODUCES TC50 HOT RUNNER TEMPERATURE CONTROLLER PCS Company, Fraser, Michigan, has introduced its new TC50 hot runner temperature controller. The TC50 features two models for six or 12 zones of control and features a seven-inch HMI touch screen. Standard features of the TC50 include self-diagnostics, mold memory, zone slaving, leak detection and injection press connectivity for I/O functions. Additional features include group setup function, power balance detection and display, synchronous heat up and cool down and more. PCS Company provides replacement items for the TC50 hot runner controller including modules, BUS boards, output boards, I/O boards, HMI module and control and output fuses. For more information, visit www.pcs-company.com. HASCO IMPROVES MULTICOUPLING SYSTEM The HASCO, Lüdenscheid, Germany, multicoupling system allows the central connection of several cooling circuits in a single step and offers process optimization advantages. As a result, setting-up procedures can be carried out quickly and by hand. The standard system has been largely extended and is available as an open or closed system with a valve. The clean break system with flat sealing front surfaces helps prevent the leakage of cooling fluid when decoupling. Lastly, the modular structure available on all systems allows for individual configurations, as well as simple integration into existing

systems. Six-fold, 12-fold, 20-fold systems are available. For more information, visit www.hasco.com. [7] NEW AND IMPROVED SOLUTIONS FROM NIAGARA CUTTER FOR ALUMINUM MACHINING Seco Tools, Troy, Michigan, introduced the new and improved A245/345 product families from Niagara Cutter, a Seco Tools company. The tooling solutions were redesigned to reduce power consumption and improve chip evacuation in aluminum machining applications. The product family upgrade also has the latest in engineered PVD coatings called Aluminum Non-Ferrous (ANF). This helps reduce friction and built-up material on the cutting edge, which helps improve workpiece surface finish and increases tool life, removing surface finish quality issues when milling aluminum. For more information, visit www.secotools.com/NC-aluminium-finishing. n

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INTERVIEWING IS STEP TWO IN WORKFORCE DEVELOPMENT by Nicole Mitchell, editor, The American Mold Builder

hose in the manufacturing industry know that it’s important to always have options – especially in a world where the Great Resignation still is occuring. For the most part, members of the American Mold Builders Association follow that rule. In fact, 58% of AMBA members are actively seeking potential employees at all times. But for those 42% of members not on the search, there may be some questions.

In the last issue of The American Mold Builder, molding professionals gave tips on the best recruitment strategies: community involvement, choosing the right channel for hiring notices, focusing on workplace values and more. But what happens after a company has the attention of someone who might fit the role? Interviews. WHO SHOULD BE INVOLVED? It’s most common for general managers or plant managers to be the primary hiring representative, as stated by 38% of companies in the AMBA Workforce Playbook. Twenty-four percent of companies said that they had a company executive on board as the main representative while conducting interviews. That includes presidents and vice presidents of the company. Following suit, the next primary hiring representatives held in manufacturing companies, according to the survey, are human resources managers. While the primary hiring representative may change from company to company, it’s common for manufacturing 24

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workplaces to have more than one interviewer during the process. In fact, 76% of companies responded to the survey saying that they had multiple staff involved in the process. This commonly is known, according to the Society for Human Resource Management (SHRM), as a panel group interview. A panel group interview is where a candidate is interviewed individually by a panel of two or more people. “Panel interviews can be either structured or unstructured,” SHRM shared in its ‘Interviewing Candidates for Employment’ toolkit. “When organized properly, a panel interview can create a broader picture of the candidate than a one-onone interview would produce.” While having a panel interview can be beneficial, especially when interviewing a candidate who already has been interviewed once, there are some rules to follow, according to SHRM – such as having no more than four or five people. As with any group, there should be clear organization as to avoid confusion. “One interviewer should serve as the leader,” SHRM shared, “and other participants should serve in support roles.” Some roles include the person who asks questions and someone who takes notes. More than anything, make sure that everyone on the hiring team understands who the applicant is and what their place in the hiring process is. IN PERSON OR VIRTUAL? Since the pandemic began in 2020, the US has gone virtual page 26

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with almost everything – interviews included. Fifty-eight percent of manufacturing professionals responding to the AMBA survey said they currently hold phone interviews before face-to-face interviews. While virtual Zoom or phone interviews may be more convenient, there are other things to consider before making the decision to do so. Due to the low-commitment nature of virtual interviews, occurrences of applicant ghosting have been rising during the hiring process. Ghosting is when someone applies for the job but drops out somewhere along the line with no explanation as to why, whether after an interview is scheduled, after an offer is made or prior to the first day of work. However, there are ways that companies have continued the process of virtual interviews while minimizing the number of ghosting applicants, such has implementing the use of texted reminders to applicants to get their attention. SETTING EXPECTATIONS Whether companies choose virtual or in-person interviews as their process, the goal is the same – to hire someone that fits into the team seamlessly. This can be done by setting

the stage properly and asking the right questions during the interview as to create expectations. AMBA Workforce Playbook survey respondents were asked: “How do you set expectations for a potential employee during the interview process?” And many responded with similar answers. Some of the responses AMBA received were as follows: • Describe the company and its values • Discuss career path, hours, training, etc. • Discuss the job description and have prospective employees meet with team members from the department • Explain what is expected of employees while working for the company While setting the stage in this way, companies look for one main thing during the interview process, and that’s something that can’t be changed with training – character. While interviewing, members of the hiring process should ask themselves, “How would this person fit in with our team?” If the candidate seems like a good fit after the interview, consider giving a shop tour and introducing the interviewee to the team. TOP TIPS FOR INTERVIEWING Overall, there are many ways to conduct an interview. Companies can have more than one person present, host it online or in-person, require candidates to perform a project and more. Despite what a company chooses to do, there are some tips and tricks that should be kept in mind during the interview process. 1. Encourage communication SHRM recommends encouraging as much interaction from the applicant during the interview as possible. “The interviewer should create an atmosphere that promotes communication,” SHRM shared. This can be done by minimizing the number of people involved in a panel interview, conducting interviews in a quiet location, scheduling enough time for the interview to take place and more. In general, those leading the interview should create a welcoming and warm environment for the interviewee. Interviews can be a stressful and anxietyinducing environment, and it’s the company’s role to minimize that feeling. 2. Take notes While some professionals argue that taking notes is distracting to the interviewer, there still are benefits to doing so, especially when the notes are in response to

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guided prompts created by the interviewing company. Instead of writing on the resume or cover letter of the applicant, SHRM recommends recording notes on a separate interview evaluation sheet. Creating an evaluation sheet prevents the note taker from too much distraction during the interview and allows the interview team to collect the information needed to move forward with the candidate in a consistent manner so all candidates are evaluated in the same way. 3. Ask the right question A portion of any scheduled interview will be used as a way to set expectations about the job and the workplace. However, resume questions are used to discover more about the candidate and how the individual might fit into the position. Resume questions could include, “Describe an error or mistake that you’ve made and how you solved it,” or “Describe a situation where you have positively influenced a previous coworker.” Asking the right questions helps the hiring team understand whether the candidate will be able to handle the work given to them

as well as ensuring that the candidate will fit in with the whole team and has decision-making capabilities that match the role for which the interviewee could be hired. It’s common for companies to feel under-experienced in their ability to interview candidates – and since the hiring process always is changing, that’s normal. Just under half of AMBA members who participated in the Workforce Playbook rated themselves as a seven or eight on a scale from one to 10 on their ability to successfully hire highquality candidates. Seventeen percent of respondents listed themselves as five out of 10. Just like the candidates being interviewed, the hiring team must do their research. Understanding the industry, learning the best questions to ask and creating an interview evaluation sheet are some of the ways of doing so. The AMBA Workforce Playbook is available for members at www.amba.org. n

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1 AMBA TO LAUNCH NEW CAPACITY TOOL AMBA is excited to announce its newest member resource – the AMBA Capacity Tool. The concept, conceived at last year’s AMBA conference, is soon to become a reality. The online resource is designed to be an easy way to help level out the ups and downs in business by flagging times when members have excess capacity, so other members that need capacity can reach out. “This ‘member helping member’ resource is the strongest part of our AMBA association,” stated AMBA President Don Dumoulin, Precise Tooling Solutions. This new value-added initiative will be available to AMBA members only. Look for details coming soon. [1] UPCOMING OPPORTUNITIES FOR AMBA’S UP-ANDCOMING LEADERS, TEAMS AND EXECUTIVES Registration Open - AMBA Emerging Leaders Retreat and Plant Tour | Aug. 10-11, 2022 | Evansville, Indiana On August 10, 2022, executives and management of AMBA’s Emerging Leaders Network (40(ish)-and-under AMBA members) will come together during the inaugural Emerging Leaders Leadership Retreat to learn how they can strategically embrace and implement early leadership and management styles within their teams and facilities. Alongside management trainer and coach, Alyson Van Hooser, attendees will spend 1.5 days exploring key methods that lead to employee empowerment, effective delegation and the execution of process and performance goals. All attendees also will have the opportunity to join an optional tour of Prodigy Tool & Mold, Inc. (Haubstadt, Indiana). Learn more and register at www.AMBA.org. Task Force Creates Community Relationships Playbook The AMBA Workforce Development Task Force met again in the second quarter of 2022 to determine AMBA’s primary focus in workforce development in 2022. After gathering insights from this group of industry professionals, AMBA is moving forward with the 30

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launch of its third playbook, Cultivating Educator and Community Connections. This playbook – in addition to data gathered from AMBA members – will include templates for educator outreach, guidelines for marketing materials, recommended outreach timelines, strategic efforts and more. To participate in the survey process and receive a free copy of the final report, visit www.amba. org/events. The final publication will be available only to AMBA members. Perspectives from the Top: Virtual Leadership Series July – December 2022 | 12 pm – 1:30 pm EST During the second half of 2022, AMBA’s Emerging Leaders will join young professionals from two other manufacturing associations for a virtual leadership series dedicated to hearing the stories that have elevated manufacturing leaders to the top of their organizations. Topics will address cultural transformation, personal and professional career path guidance, leadership characteristics, training opportunities and more. See all dates, speakers and topics at www.AMBA.org. Registration (includes all sessions): $59/attendee. [2] 2022 AMBA HEALTH AND BENEFITS REPORT – NOW AVAILABLE AMBA’s benchmarking team has published its annual 2022 Health and Benefits Report, which benchmarks current benefits offered by manufacturers in three areas – mold manufacturing, plastics processing and rubber products manufacturing. Benefits reviewed include health, vision, dental and life insurance and retirement programs. The final report includes aggregate data for all surveyed manufacturers, as well as an appendix with data specific to each industry (See article on page 16). Member cost: $109. Non-member cost: $209. Purchase at www.AMBA.org.

4 2022 SHOP RATE SURVEY TO LAUNCH JULY 2022 Due to member demand, AMBA will soon launch its second 2022 AMBA Shop Rate Survey. This survey will allow AMBA members to benchmark their shop rates against AMBA’s nationwide community of mold manufacturers, providing them with comprehensive data that will clarify on which services their shop is most competitive and how they stack up compared to the rest of the industry. Participating AMBA members will receive this report at no cost. AMBA members who do not participate will be able to purchase the report at a separate rate. This report is not available to any non-member. [3] WEBINAR: HELP CUSTOMERS FIND YOU – DEVELOPING AN EFFECTIVE WEB VISIBILITY STRATEGY June 22 | 11 am EST Between supply chain disruptions, labor woes and other challenges, processors are searching for new vendors and mold builders who can meet their needs. However, without an effective online presence, mold builders are that much more likely to be passed over, ignored or simply never found by the customers so desperate to connect with them. Join other AMBA members as the marketing experts at WayPoint Communications explain how an effective search engine optimization strategy will improve their web visibility and help them achieve their revenue goals. ROUNDTABLE DISCUSSIONS ADDRESS PRESSING INDUSTRY CHALLENGES AMBA has opened registration for its next set of roundtable discussions on sales and marketing challenges and business strategies, where peers will meet on camera to discuss critical issues facing their businesses. Topics will range from management of current and new customer relationships and sales tactics/techniques to continuing business, use of new technologies, management styles and more. For all dates, visit www.amba.org/events.

AMBA MEMBERS JOIN BOARD OF DIRECTORS [4] Ed Frances, Crystallume Ed Francis is currently vice president of Crystallume Engineered Diamond Products, where he has worked for the past 29 years in various positions, from manufacturing engineer to product manager to his current position. During that time, Crystallume was VC funded, went public and then was bought and sold three times. Crystallume has been owned by RobbJack, an employeeowned company, for the past 21 years. Prior to 5 Crystallume, Francis worked in manufacturing and owned his own machine shop for 15 years. He served on the board of the Industrial Diamond Association of America from 2013-2018 and served as president in 2017. A California resident his whole life, he enjoys tinkering with machines and walking the coast. [5] John Stocker, Swiss Steel USA, Inc. John Stocker’s 16-year career with Swiss Steel began as technical director, where he was responsible for activities relating to metallurgy and tool construction. This included the management of claims and the metallurgy laboratory, as well as customer relations. In 2011, Stocker became Swiss Steel’s director of sales. He has over 30 years of manufacturing experience and a master’s degree in engineering from Illinois Institute of Technology. Upon graduation, he worked as the vice president of engineering at Chicago White Metal, where he managed technical programs and sales, as well tool design, tool construction, process control and contract manufacturing. Stocker likes to stay active and enjoys several hobbies, including downhill skiing, fishing, hunting, cycling and creating culinary dishes for his family. NEW MEMBERS TJAR Innovations 1004 Cincinnati Ave. Xenia, Ohio 45385 Ryan Arsenault, project manager Phone: 937.347.1999 Email: ryan@tjarinnovations.com TJAR Innovations strives to provide a full-service destination for its customers by turning ideas into reality. The innovative team will design, tool and build quality plastic injection molds and produce plastic parts that will exceed expectations. TJAR uses cutting-edge technology, creative design and the latest plastic developments, with the goal of saving money and contributing to the success of businesses. page 32

www.americanmoldbuilder.com | AMBA.org

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Pleasant Precision 13840 State Route 68 South Kenton, Ohio 43326 Nicky Taylor Phone: 419.675.0556 Email: nickytaylor@teamppi.com

Westec Plastics Corporation 6757 Las Positas Rd. Livermore, California 94551 Tina Scheck, vice president of finance Phone: 925.454.3400 Email: tscheck@westecplastics.com

Pleasant Precision, Inc. (PPI), specializes in the design and build of complex, high-quality, high-precision tooling while focusing to provide quality parts at reduced lead times through cost-effective and lean manufacturing processes. The company’s expertise allows it to build quality, multi-cavity tools while maintaining total consistency of tight tolerances among each cavity. PPI has experience in the automotive, medical, electrical, aerospace and consumer good markets.

Westec Plastics Corporation was founded in 1969 and specializes in tight tolerance mold manufacturing and production. With its team of seasoned moldmakers, stateof-the-art technology and manufacturing expertise, the company can fabricate and maintain molds competitively. Both quality and customer service are top priorities, along with 100% customer satisfaction. n

Molded to Perfection With over 160 years of steel production experience backing their brands, Swiss Steel Group is not only a pioneer, but also a market leader in specialty steels. Their comprehensive range of Formadur®, Thermodur®, Cryodur®, and Mold Die® grades allows you to choose the ideally suited mold material for your application. In addition, an extensive range of value added services provides you with more alternatives from one source, Swiss Steel USA. www.swisssteel-international.us www.swisssteel-international.ca Phone: +1 800 323 1233

the american MOLD BUILDER | Issue 2 2022

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DON’T TAKE THE MEDICINE YET! by Will Hinshaw, partner/founder, Captive Solutions & Options

rimetime television has become a stage for marketing pharmaceutical solutions – catchy slogans, music, bright colors and “everyday people” succeeding in life with help from drug manufacturers. This is top-tier advertising from some of the most profitable companies in the world. To counter the financial impact of prescription costs, most pharmaceutical commercials conclude with an offer to help; regrettably, the how and the where to get the help typically is absent. Caught in the middle are the employers wrestling with the best way to provide costeffective benefits for employees and dependents. DISMANTLING THE RX LADDER The nexus of this bewildering supply chain – identified by some as the most complex in the world – is the pharmaceutical manufacturer. Often vilified, these manufacturers operate in an environment where product failure is the norm – 96% of new prescription drug products fail! The need to recoup losses on the 4% that succeed is understandable. The means and methods to recover the loses are important to shareholders and owners as it is the goal to maximize profits. However, this stands in direct conflict with an employer’s need to manage prescription costs. Interestingly, the manufacturers do provide some means to abate their costs – once that path is discovered. The Pharmacy Benefit Manager (PBM) is the least discussed but most impactful in the pharmaceutical supply chain. PBMs are contracting and distribution intermediaries acting on behalf of fully insured carriers or self-funded plan sponsors. The PBMs serve as a point of aggregation to provide better pricing arrangements that traditionally are not available via direct contracts with pharmaceutical manufacturers. Unfortunately, as a profit-driven third party, there are instances where the goals and objectives of these intermediaries conflict with those of budget-focused employers. The contracts link the manufacturer with the retail point of sale (CVS, Walgreens, etc.) and dictate employee pricing. Under a self-funded arrangement, the PBM is the first point of contact for an employer to impact prescription drug cost, as the PBM selects the criteria that meets the plan sponsor’s operational and cost objectives.

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The retail points of sale, although most visible, are the primary distributors. The prices, terms and conditions have been set long before the fulfillment contracts are arranged. There are cost differences and responsibilities within the retail outlets. The large retail pharmacy chains – CVS, Walgreens, Rite Aid – widely are understood to provide the least benefit from a cost perspective. Ease of access and the cross-functional shopping experience are reasons plan members access prescriptions here.

The Pharmacy Benefit Manager is the least discussed but most impactful in the pharmaceutical supply chain.” Walmart and Sam’s Club represent the next rung on the point-of-sale ladder, and widely are regarded as a lowercost alternative, although this is not necessarily the case. While these retailers leverage their scale to lower the price for plan members, the cost to the employer (or the plan sponsor or health plan) has proven to be as costly, and in some instances, more costly than the national retailers. Prices are lower for the plan member so other retail items can be purchased while prescriptions are filled. For the plan sponsor, oftentimes the best cost can be found at the grocery and locally owned pharmacies. This may seem contrary to the previous mention of large-scale aggregation, but the PBMs can exact a better rate for the smaller points of sale that don’t have the negotiating power of the larger retailers. Additionally, the local pharmacy has lower overhead, and the grocery store’s primary objective is food sales, not prescription drug sales. The goals and objectives of the various points of sale create counterintuitive facts that the points of sale are best for the employee (the plan member) and the employer (the plan sponsor). Lastly, one of the greatest points of complexity in the supply chain is the ownership of these points of sale. The large, fully insured carriers own or have ownership stakes in retail points of sale. In fact, so powerful is the

point of sale that CVS acquired the fourth largest insurer in the country – Aetna. Ownership throughout the supply chain – down to point of sale – creates beneficial financial outcomes. Unfortunately, their success may, and generally does, come at the public’s expense. STEPS TO IMPACT COST Under a fully insured plan, the carrier controls the contracting arrangements as it accepts the entire liability of the health plan. Unfortunately, health insurance is a pass-through model; there is little incentive to contain the organic costs associated with prescription drugs. The carriers benefit from higher costs as these are the basis for the annual increases to health plan sponsors (employers). Compounding this is the possibility that the carrier may have ownership or profit-sharing arrangements with the PBM. The first step to controlling high-cost prescription drugs is to be self-funded. There are a variety of self-funding methods that brokers or health benefit consultants can offer. The second step is selecting a PBM. Given today’s competitive environment, PBMs can provide a plethora of cost-containment and price-transparency tools. Select the PBM that best matches the necessary service delivery, cost goals and objectives. The ability to alternatively source high-cost and/or specialty medications is critical. Ensuring the PBM will allow plan sponsors to choose certain prescriptions that can be sourced via the manufacturers’ programs mentioned earlier, as well as through other resources, also is critical.

Finally, ensure subsidy and international sourcing are available. The manufacturers, as well as some thirdparty entities, have created programs that allow plan members to receive subsidies for prescription drugs. The third parties collect specific data to determine if a plan member qualifies. Most of these programs are needsbased, meaning the amount of subsidy is based on current market conditions in conjunction with the member’s income. Subsidies can range anywhere from 20% to 100%. Alternatively, if an individual does not qualify for a subsidy, or the prescription does not currently have a subsidy program, sourcing the prescription internationally is a viable solution. This overview of the pharmaceutical supply chain only addresses the primary stakeholders. There are additional consultants, vendors and interested parties affecting the service and cost outcomes. An awareness of the system is necessary for employers to maximize the investment and advantage of a health benefit program. It is important to ensure proper mechanisms are in place to address the potential cost issues. With the rising cost of prescription drugs – several of which exceed $1,000,000 per year – the ability to meet the unforeseen need is imperative. n Will Hinshaw has dedicated over 25 years to leading organizations in numerous industries, including CAPTIV8, AMBA’s new funding strategy for members. For more information on pharmaceutical cost-containment strategies or to learn more about CAPTIV8, please contact Susan Denzio, sdenzio@firstresourceinc.com.

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Wepco needed to change – and change quickly. The goal: To bring awareness to younger generations about careers in manufacturing. Wiriya’s idea for “how” meant getting involved with local schools and colleges. Wiriya worked alongside Chief Financial Officer Charles Daniels to begin the process of deepening the company’s community involvement with a specific goal in mind – employee recruitment.

THE INITIAL CONTACT Before reaching out to any groups, Wepco did research into local community organizations to decide which would best fit its mission. Local schools were the obvious place to begin.

BUILDING A COMMUNITY WITH WEPCO by Nicole Mitchell, editor, The American Mold Builder

career in manufacturing offers many benefits, including multiple career paths, on-the-job training, hourly pay rates that are well above minimum wage and the satisfaction that comes with making something that contributes to the US infrastructure. However, in this time of uncertainty and with unemployment rates at an all-time high, it can be difficult to attract new employees to the manufacturing industry. To combat this, molding industry professionals hope to educate and encourage their communities to consider a job in the trades. Wepco Plastics, Inc., Middlefield, Connecticut, is a familyowned business that has manufactured parts for more than 37 years. The company serves the medical and consumer goods industries through prototyping and production. Wepco works alongside its community to attract new employees by continuously hosting events and collaborating with local schools. The question is, how do other businesses in the industry get started in doing the same? Six years ago, Wepco’s average worker was 58 years old. So, when Amanda Wiriya, director of manufacturing support, joined the company in 2016, she realized that Wepco only had a few years before the company’s workforce drastically decreased as its current employees retired.

When beginning partnership conversations with schools, Wepco typically starts by explaining background information about the company. “Then we hear a little bit about the school,” Wiriya said. “We learn what the demographics are, how many kids are in the school’s shop or technology class, how many are in the graduating class and more.” Additional questions Wiriya suggested include the following: • How can we, as a manufacturer, support the students? • Does the school need help placing students for internships? • Does the school need field trip locations? • Do students need materials and resources? The benefits and responsibilities of partnering do not fall to the manufacturer alone – the relationship should be equally as important to the school. “If they accept,” Wiriya explained, “we usually try to request that the educators from that school come out and take a tour of Wepco and let us show them hands-on what we do, what we offer and also the different career paths that our team highlights in the building.” “Some schools are very receptive to our idea,” she said, “and others aren’t.” It’s all about finding the right partner. For Wepco, the perfect partner is a school that allows Wepco the opportunity to provide tours to students and talk about the manufacturing industry. “Almost every educator loves the sales pitch that we make as a way to start the conversation,” Wiriya said. “But it’s whether or not they have the time and the resources to follow through with developing that relationship with us.”

WHAT IS OFFERED If the school says yes to a partnership, there are a few offerings that Wepco can provide in order to encourage students to investigate a future in manufacturing, including internships, apprenticeships, job shadows and educator support. Each program offered is tailored to the individual participating. page 38

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Student job shadows Wepco’s job shadow program was designed to give high school students the ability to explore career paths in the manufacturing industry. Areas of interests include human resources, sales and marketing, business development, machine maintenance, CNC programming, design and product development, injection molding and more. Job shadows can be tailored to the individual student; however, typical job shadows at Wepco are designed to range from two to 15 hours per week and last between one and six months. Internships Internships at Wepco are offered to high school students at schools in partnerships with the company. Unlike job shadowing, interning gives students the opportunity to work in the career path of their choice while learning more about the manufacturing industry. Wepco offers internships throughout the school year and during the summer. There are a variety of career paths that Wepco offers internships in, including engineering, CNC programming, plastics processing, sales and marketing and technical support. Each internship is tailored to the student’s needs and will fit around their school schedule, but Wepco’s internships are a three- or six-month commitment for students. Apprenticeships Wepco is a registered apprenticeship sponsor of the state of Connecticut. Apprenticeships offered at the company are paid and in career paths such as mold design, CNC programming, machining, machine maintenance and plastics processing. Apprentices receive scheduled wage increases every six months of working at the company, along with the opportunity to combine hands-on training and classroom instruction. Wepco encourages apprenticeships for students who attend college.

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Educator support Educator support is offered at Wepco in both virtual and in-class forms, such as presentations highlighting career pathways in the industry. There also are school tours and field trips that are available throughout the school year where Wepco customizes to offer the attending students a hands-on experience to learning more about manufacturing. Wepco uses this time connecting with educators to show the available programs, as well as the overall benefits of working in the manufacturing industry. The company uses its connections with the schools as a chance to offer employment opportunities to interested candidates.

KEEP IN MIND Since the start of this project, Wepco’s goal has stayed the same. “We want to show that manufacturing isn’t what people think,” Wiriya said. “It might be a good starting place for people.” Because Wepco continues to encourage younger individuals to join the manufacturing workforce, the company’s programs can be seen as a training facility for those new to the industry. However, Wiriya believes the benefits outweigh the challenges. “It’s harder to be that starting point,” she said, “but it’s to be expected. In general, we keep the employees who are a good fit to our company.” It’s important for companies to know that community activities might not directly result in hiring. But, according to Daniels, it’s always worth it. “Connections created and professional relationships maintained is where the true value lies,” Daniels added. For Wepco, being connected to the community through its outreach efforts has created a reputation as a company that is passionately involved. n

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PLASTICS INDUSTRY ASSOCIATION ANNOUNCES TOP LEADERSHIP APPOINTMENTS The Plastics Industry Association (PLASTICS) Board of Directors has voted to appoint Matt Seaholm to the position of chief executive officer (CEO) and Glenn Anderson to the position of chief operating officer (COO). Seaholm has served as PLASTICS’ vice president of government affairs for the past two years and prior to that was the executive director of the American Recyclable Plastic Bag Alliance at PLASTICS. Anderson recently served as the vice president, member engagement for PLASTICS before his promotion and held the role since April of 2020. For more information, visit www.plasticsindustry.org. [1] ANGELA ELSEY NAMED PRESIDENT OF PCS COMPANY PCS Company, Fraser, Michigan, has promoted Angela Elsey to president of the company, effective April 1. She succeeds David Cataldi, now serving as senior strategic advisor for the company, as he moves forward with his plans to retire in July of this year. Prior to joining PCS Company, Elsey held several positions with Global Manufacturing and Assembly, an AAM joint venture. For more information, visit www.pcs-company.com. ROMOLD INC. CELEBRATES 25 YEARS OF SERVICE ROMOLD Inc., Rochester, New York, celebrated its 25th anniversary on March 17, 2022. The company manufactures high-precision custom injection molds for a variety of industries, including medical, optical and transportation. ROMOLD’s doors opened in 1997 in a 3,300 sq. ft. facility on Maple Street in Rochester, New York. In 2003, ROMOLD moved to its current 11,500 sq. ft. facility on Moonlanding Road in Gates. ROMOLD has a longstanding relationship with the NYS Department of Labor, offering the longest continuous moldmaker apprenticeship program in New York State. For more information, visit www.romold.net. 40

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WISCONSIN ENGRAVING CELEBRATES 100 YEARS IN BUSINESS, GAINS NEW OWNERSHIP Wisconsin Engraving, New Berlin, Wisconsin, celebrated its 100th anniversary on March 24, 2022. The company is a family-run company offering full-service engraving, polishing and texturing for injection molds, thermoforming, tool steel and blow molding molds. In addition to its anniversary, in November 2021, Wisconsin Engraving changed ownership to Pete Kambouris, the former vice president of the company. Prior to 2021, the co-owners of Wisconsin Engraving were Chris Kambouris, Pete’s father, and Bob Held. For more information, visit www.wi-engraving.com. [2] PYRAMID PLASTICS INSTALLS NEW MOLDING MACHINES Custom injection molding company Pyramid Plastics, Rockford, Illinois, a division of Pyramid Molding Group, has completed phase one of its three-year plan to expand its operations with the purchase of three new injection molding machines plus additional auxiliary equipment. The bulk of the investment includes the purchase of three new LSMtron the ONE injection molding machines: two Series 1000-ton machines and one Series 500-ton machine. All three machines are equipped with smart factory features that help usher Pyramid’s molding operations into the realm of Industry 4.0 for a more efficient, comprehensive project management. For more information, visit www.pyramidplastics.com. [3] OKUMA AMERICA CORPORATION, MORRIS GROUP ANNOUNCE NEW TECHNICAL CENTER The management team of Okuma America Corporation, Charlotte, North Carolina, a builder of CNC machine tools, controls and automation systems, and the management team of Morris Group Inc. (MGI), Windsor, Connecticut, announced a new facility to serve as a product showroom and technical center to showcase CNC machine tools and

associated equipment. The new facility will be located in Elgin, Illinois. The public is invited to register and attend a grand opening event to commemorate the new facility on March 15 - 17, 2022. The facility will include both office space and a showroom to house Okuma machine tools and other manufacturing-supportive technologies. For more information, visit www.okuma.com. [4] TEBIS AMERICA GROWS BUSINESS, EXPANDS CAPABILITIES Tebis America, Troy, Michigan, a specialist in CAD/CAM and MES technology solutions, experienced significant business growth in 2021. Last year, the company added 12 customers and saw revenue grow by 8% compared to 2020. A majority of the growth was in the automotive and aerospace industries. Additionally, in 2021 the company launched Tebis 4.1, its latest version of CAD/CAM software that provides an automated solution starting from the imported design through the manufacturing process. For more information, visit www.tebis.com. IN MEMORIAM: ROY HERMAN KANNENBERG Roy Herman Kannenberg, founder and former owner of RAM Tool, Inc., Grafton, Wisconsin, and long-time AMBA Member passed away peacefully on May 22, 2022, at age 78. Formerly serving in the National Guard, Kannenberg started RAM Tool with his wife Arlene out of their garage in Cedarburg in 1976. In 1979, RAM Tool incorporated, moved to an industrial building in Cedarburg and in 1995, expanded to a state-of-the-art facility in Grafton Corporate Park. Three additions were added to the original building providing for 80,000 sq. ft. of manufacturing space plus an additional warehouse. At the peak of his career, he employed nearly 100 employees who he treated like family. He supported education in local high schools and tech schools, as well as State Indentured Apprenticeships. He was always one to help in any way he could, hence the company’s slogan: “When you’re in a jam…see RAM.” Kannenberg will be deeply missed by his wife, children, grandchildren, family and friends. n

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BUDGETING FOR THE REGULATORY AGENDA by Omar S. Nashashibi, co-founder, The Franklin Partnership, LLC “Government’s view of the economy could be summed up in a few short phrases: If it moves, tax it. If it keeps moving, regulate it. And if it stops moving, subsidize it.” – President Ronald Reagan

ach Oval Office occupant has an opportunity to put his imprint on the regulatory body that is the federal government. And have no doubt, Republican or Democrat, all presidents add more regulations than to the books. Former President Donald Trump in 2020 released 3,353 final rules in the Federal Register, nearly 400 more than the previous year. In contrast, Congress passed 176 laws signed by former President Trump in 2020, forcing manufacturers to watch both branches of government closely. As we look to the remaining years of the Biden administration’s first term, businesses should examine which new regulations loom on the horizon that will impact the industry. As of this writing on April 22, 2022, federal agencies have published 24,232 pages of rules, regulations and notices in the Federal Register. These actions only four months into the year include 966 final rules and an additional 690 proposed rules. The Federal Register, where the government communicates its actions to the public, publishes notices and rules from 432 federal agencies. That is a lot of regulators to

the american MOLD BUILDER | Issue 2 2022

track if you are among the most regulated industries – manufacturing. Let us examine a few on the agenda for the coming year. OSHA recently announced a National Emphasis Program (NEP) to enforce worker safety from exposure to heat, both in outdoor and indoor employment settings. Inspectors will target specific sectors, including manufacturing, but also inquire about heat safety protocols upon an unrelated site visit. This NEP is a precursor to a broader rule on which OSHA is working that would require personal protective equipment, engineering controls and other safeguards when the heat index exceeds 80-degrees Fahrenheit. As we approach the summer months, manufacturers may want to begin thinking about that threshold and how it impacts their operations were OSHA to issue a final 80-degree heat index rule in the next year. The Biden administration is picking up where the Obama OSHA team left off, focusing on data and information collection. OSHA published a rule on March 30, 2022, to “Improve Tracking of Workplace Injuries and Illnesses.” Many employers with more than 10 employees are

required to keep a record of serious work-related injuries and illnesses with manufacturers and other industries filing their Form 300A electronically by March 2 of each year. OSHA’s proposed rule would require manufacturing establishments with 20 or more employees to continue to file electronically Form 300A and also mandate that manufacturing businesses with 100 or more employees submit Form 300 Log and Form 301 Incident Report information once a year to OSHA. Employers have long objected to publicly releasing this information without explanation that could cause students, parents and others to not pursue careers in manufacturing. Also at the Department of Labor, the Wage and Hour Division is holding nation-wide listening sessions on its efforts to increase the time and a half overtime threshold for covered salaried employees from the current $35,568 per year to over $50,000. While some groups continue to press the Biden administration for a threshold exceeding $80,000 for executive, administrative and professional (EAP) employees, sources indicate to expect an exemption around $55,000, meaning those earning under that threshold will receive overtime pay. Gets you to market faster

In September 2022, OSHA expects to release a new proposal for controlling hazardous energy under the LockOut/Tag-Out (LOTO) rule. The Labor Department has long delayed updating this regulation that covers countless machines operating in thousands of manufacturing plants across the country. On the environment side of the regulatory bureaucracy, the Biden administration is taking a whole of government approach to climate change. The Department of Energy recently initiated an industrial decarbonization initiative targeting several industries, including iron and steel (and products derived from those metals) and the food and chemical industries, among others. Regulators are exploring how manufacturers and others can reduce the carbon footprint of their operations and supply chain. Regulators also released a final rule for light-duty passenger vehicle model years 2024-2026, which largely follows a prior proposal for an 8% increase in fuel efficiency annually for model years 2024 and 2025, followed by a 10% increase for model year 2026. The standards will require an industry-wide fleet average of approximately 49 mpg in the 2026 model year. page 44

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page 43

The EPA still is working to finalize its social cost of carbon calculation, which affixes a specific dollar amount to a ton of carbon emission. This financial cost to health and economic productivity is then used by regulators to justify new environmental regulations covering business operations. Among such rules under consideration include those to restrict power plant operations, tighten environmental reviews of infrastructure projects and limiting particulate matter in the air emitted by manufacturing plants. A project of the Competitive Enterprise Institute found that federal regulations cost $1.9 trillion annually and above are only a few of the regulatory priorities of the current White House. If the Democrats lose either the House, Senate or both in the November 2022 elections, a divided Washington, D.C., will force President Biden to go on his own and issue more regulations. Few expect a Republican-controlled Congress to work with President Biden on a bipartisan agenda, leaving more regulatory action the likely approach for the White House.

An increase in activity is expected in the coming months from OSHA, NLRB, EPA and other regulators as they prepare to have many of their new rules take effect in the coming year. Knowing many actions will face legal challenges, policymakers at federal agencies are increasingly becoming more active. Many well-intended regulations often fail to achieve their goal while imposing unanticipated impacts on manufacturers. Manufacturers continue to experience increased product costs due to the pandemic and inflation, but they also should factor in the higher price of doing business due to some coming regulations. Factoring in the heat index rule, overtime increases or environmental compliance into business strategies now could save thousands, or millions, later. n Omar Nashashibi is a founding partner at The Franklin Partnership, LLC, a bipartisan government relations and lobbying firm retained by The American Mold Builders Association in Washington, D.C.

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JUNE Sales and Marketing Strategies – Roundtable, June 1, www.amba.org/events

AUGUST Emerging Leaders Leadership Retreat and Plant Tour, August 10-11, www.amba.org/events

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SEPTEMBER Die Casting Congress & Tabletop, September 13, www.diecasting.org

JULY Business Strategies – Roundtable, July 6, www.amba.org/events Virtual Leadership series, July - December, www.amba.org/events

Alliance Specialties and Laser Sales......................................... www.alliancelasersales.com......................................................27 BORIDE Engineered Abrasives................................................ www.borideabrasives.com........................................................41 CAM - TOOL............................................................................ www.camtool.com.....................................................................38 Crystallume, a Division of RobbJack Corporation................... www.crystallume.com.................................................................7 DME.......................................................................................... www.dme.net..............................................................Back Cover Dynamic Surface Technologies................................................ www.dynablue.com......................................... Inside Back Cover Federated Insurance.................................................................. www.federatedinsurance.com...................................................37 Grainger.................................................................................... www.grainger.com....................................................................39 GROB Systems......................................................................... www.grobgroup.com.................................................................23 HASCO America, Inc............................................................... www.hasco.com........................................................................28 INCOE Corporation.................................................................. www.incoe.com.........................................................................19 iWarriors................................................................................... www.iwarriors.org.....................................................................21 Kruse Training.......................................................................... www.krusetraining.com............................................................33 MoldMaking Conference 2022................................................. www.moldmakingconference.com............................................45 Mr. Pin...................................................................................... www.mrpin.com........................................................................35 Oerlikon/HRSflow.................................................................... www.oerlikon.com/hrsflow.........................................................3 PCS Company........................................................................... www.pcs-company.com............................................................44 Plastic Engineering & Technical Services, Inc......................... www.petsinc.net........................................................................13 Progressive Components........................................................... www.procomps.com........................................Inside Front Cover Regal Components.................................................................... www. regalcomps.com..............................................................17 R.E.R. Software........................................................................ www.rersoftware.com...............................................................43 Swiss Steel International........................................................... www.swisssteel-international.us...............................................32 Ultra Polishing, Inc................................................................... www.ultrapolishing.com...........................................................43 UNISIG..................................................................................... www.unisig.com/mold..............................................................25 Vincent Tool.............................................................................. www.vincenttool.com...............................................................41 Wisconsin Engraving Co. Inc./Unitex...................................... www.wi-engraving.com............................................................26 YRC Freight.............................................................................. www.enrollhere.net...................................................................29 46

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