Mold repair skills, as in any trade or craft, require a certain amount of OJT (on-the-job training) to achieve proficiency. Some people need to work on a mold a dozen times or more to remember specific nuances about it, while another can pick it up after only two or three repetitions.
The speed at which employees can be trained is affected by the type of environment in which they work. “Reactive” maintenance cultures breed temporary, seat-of-the-pants repairs. Employees pick up bad habits and introduce unprofessional methods to new employees.
In “systematic” maintenance cultures, problems are addressed using root-cause analysis, and specific corrective actions are documented and followed. In such cultures, training is structured and much more effective.
Typical mold repairs involve a wide spectrum of tasks that can differ in complexity based on 10 mold characteristics:
Many companies assume (incorrectly) that only journeyman toolmakers qualify as skilled repair technicians. Such firms ask for extensive machining experience in assessing potential mold-repair technicians. I would agree that knowledge of toolmaking may be helpful in specific situations, but on a day-to-day basis, mold and part troubleshooting skills and craftsmanship are much more important.
With a grin on his face, the toolroom supervisor brandished an e-mail that he was sure would liberate him from future maintenance problems. Waving the e-mail like a “Get Out of Jail Free” pass, he revealed the contents to his technicians in a brief but cheerful summary:
“From now on, all mold-repair technicians hired at this plant will be required to have a bachelor’s degree in mechanical engineering.” This mandate, he assured, would provide the shop with the necessary smarts to repair multi-cavity molds more quickly and accurately.
As 15 tenured repair technicians absorbed this proclamation, one disbeliever asked if these future grads would be required to have any mold-building or maintenance experience.
“No,” answered the supervisor, who himself had come from the Quality department. “Anyone with a degree in engineering can do mold maintenance.”
At that point the e-mail resembled more a ticket for a berth on the Titanic than a guarantee to reduce unscheduled downtime. Heads shook and eyes rolled as the 15 repair techs went back to work, grumbling something about what will they come up with next?
It wasn’t long before the first validated blue-chip recruit hit the shop floor. It was clear that wrench-turning was not his forte. Nevertheless, he toured the shop like pro. Examining molds in various stages of repair, and nodding enthusiastically with a “been there, done that” grunt of confidence, it was peculiar that his only questions concerned where his “office” would be located and what kind of PC he would be supplied with.
He was unceremoniously informed by one of the repair techs that his “office” was a mold bench and that his keyboard would be in the shape of prybar.
The look of confidence was now a nervous laugh. Regardless, he was offered, and accepted the job of lead mold technician, meaning he would now be in charge of the 15 repair techs and any related maintenance decisions on more than 500 high-cavitation molds running in 60 presses.
The following weeks would prove to be quite interesting, humorous, and sometimes dangerous as he tried his best to pull it off, but the engineering degree taped to the side of his rickety old roll-around just did not have the magical healing powers that many in upper management had hoped for.
He left a broken spirit, with body parts damaged but still attached, after about six months. The HR department discovered the hard way that there is a difference between book knowledge and physical skills, and in mold maintenance you need both.
Another Fortune 100 company had a very different approach to staffing the mold repair shop: It routinely rotated new employees through the shop to keep them from becoming bored. This mold shop had five new employees fresh from the cafeteria, giving them a combined shop experience of two years. And the bosses could not understand why 70% of their mold stops were unscheduled.
This firm had an “anybody can do it” philosophy born from a corner-office misunderstanding so great that it buried under tons of money maintenance issues that would never happen in shop with employees skilled in the craft of working on a mechanical apparatus with hundreds of close-fitting, interrelated pieces.
These two theories, though polar opposites concerning the required expertise, involved the same basic lack of understanding of necessary mold-repair skills. To help clarify what skills are really required to perform mold repair at varying levels, see the accompanying job description for three levels of mold repair: apprentice, intermediate, and advanced. These guidelines are intended for a company that performs routine preventive maintenance or intermediate or advanced mold maintenance with minor fabrication capabilities.
Steven Johnson worked as a toolmaker for 26 years, rebuilding and repairing multicavity molds for Calmar Inc. and then as mold-maintenance engineer for Hospira Inc., a medical device manufacturer. Today, he is the maintenance systems manager for Progressive Components and has his own business, MoldTrax in Ashland, Ohio, which designs and sells software for managing mold maintenance.