By Edward Bassous, management consultant, R.E.R. Software, Inc.

For the past decade, the buzzwords in the tooling industry have revolved around automation and Industry 4.0. Professionals have heard countless speakers emphasize that the future of the industry hinges on adopting automation. When a person thinks of automation, often the picture is of a facility filled with robotic arms, high-tech CNC machines and pallet feeders.

At this point, companies tend to react in one of the following ways:

1. Dismissal: This won’t work for the company; it’s a job shop. The company manufactures custom parts with high-variability.
2. Skepticism: Some shops are thriving with automation, but when the company tried, it didn’t have much luck.
3. Hesitation: Sure, automation sounds great, but why take the risk? The company’s profit margins are fine as they are.
4. Commitment: The company recognizes that automation is a long-term process requiring careful planning, execution and continuous improvement.

No matter where a company falls on this spectrum, it shares one truth – it operates in an extremely competitive market. In the die and mold industry, the key to survival and growth lies in improving operations continuously and increasing throughput. Automation is an essential component of
that strategy.

Beyond the Machines: Understanding Automation at Its Core
Automation is much more than robotic loaders and advanced machinery. Many aspects of a business can benefit from automation, and implementing it should be a gradual and well-thought-out process. It requires people, research and persistent trial and error. The journey, once begun, quickly becomes embedded in a company’s operational DNA. One of the most profound statements heard from an executive was, “If we are not striving every day to find change and improvements, then change will force itself upon us.” Automation is not about reaching a final destination; it’s an ongoing cycle of continuous improvement. It’s not about making a one-time investment in high-end machines like DMGs, Makinos or Hermles. It’s about fostering a culture of innovation and adaptability. Rushing into automation without preparation is a mistake. A business must lay the groundwork through a structured, iterative cycle – the automation cycle that leads to success follows these key steps.

Step 1: People – The True Drivers of Automation
Success in automation begins and ends with people. The best technology and software are meaningless without the right team in place. Leaders must foster an environment where employees feel empowered to share ideas and innovate. The most successful managers:

• Encourage open dialogue and constructive debate.
• Listen to their teams and provide thoughtful feedback.
• Implement employee-driven suggestions, even when uncertain about the outcome.

Innovation originates from people. While financial compensation is important, a positive and engaging work culture is what retains talent. Many businesses struggle with attracting skilled labor. However, the industry currently lives in the information age, where young people are more tech-savvy than ever. Schools are incorporating computer science and engineering into their curricula, but manufacturers are not doing enough to tap into this talent pool. Manufacturers should ask:

• How many high school students have done facility tours?
• How many co-op students have been brought in?
• How often does the company engage with colleges and universities?
• Has the company interviewed computer science graduates?

Step 2: Research and Development (R&D) – Staying Ahead of the Curve
R&D often is overlooked due to cost concerns, but failing to innovate can be far more expensive in the long run. Technology, software and tooling are evolving rapidly, and here are key R&D initiatives to follow:

• Regularly engage with vendors to explore the latest technology.
• Test new software solutions to improve efficiency.
• Investigate industry trends and adopt best practices.

Step 3: Process Definitions
Now that manufacturers understand the importance of having the right people and continued R&D, the next logical step in preparation is to clearly define processes. There is nothing worse in a complex manufacturing environment than having each person or team perform work as they see fit. This adds to the variables affecting each department’s performance. While variations in skill levels are expected, they should not define how work is completed. Instead, standardized processes should be in place to ensure consistency, efficiency and quality. No one is born with the skill to design a mold, machine a mold or spot a mold – those skills are learned from someone. The key questions are: How many internal team training sessions have been conducted in the past 12 months? How many process documents have been created?

A company knows who its Grade A designers, machinists and moldmakers are, but is the company leveraging its expertise to pass knowledge along to others? Are teams reviewing design issues, machining errors or programming flaws and discussing why they occurred? Are top employees across all departments meeting monthly to discuss challenges? Do designers understand the difference between a 0.5″ lock radius vs. a 0.6″ radius when high-speed machining with a 1″ ball tool? Do machinists understand how different stepovers and deflection affect the spotter’s time? If these discussions are not happening, there is room for improvement. Establishing uniformity in processes across all departments is critical. Every team member should be able to take over a task seamlessly from another without disruptions. If this is not the case, process standardization is needed.

There are countless ways to rough, semi-finish and finish a mold, but some methods significantly are more efficient. Predictability and repeatability are fundamental for automation success, especially in mold machining. The only way to measure success or failure is through consistency. For example, define what tooling should be used for roughing a mold, from the largest to the smallest diameter. These decisions should be documented, with minimal exceptions. The goal is to eliminate unnecessary fluctuations in hours spent on similar mold types. Continuous improvement only is possible when a standardized baseline is established. Remember, it all starts and ends with people. Empower the team to document and follow standardized processes, and make sure these processes are enforced.

Step 4: Building Standards
Once processes are defined, the next step is to establish standards. Standards ensure uniformity and prevent unexpected outcomes. While not achieved overnight, they evolve and improve over time. Growing pains are inevitable. Remember, “repeatability” and “predictability” are essential for automation success.

At the 2023 AMBA conference, briefly mentioned in my presentation was the importance of defining standards. A simple example is defining stepovers or step downs for each tool. Why should these vary between operators when working with the same material? After the presentation, a gentleman approached, excited about the concept but unsure if he had someone capable of developing these standards. After some thought, he identified his machining manager as the right person but was concerned about adding to his workload. The response was simple, “Does the manager take a vacation?” The answer, of course, was yes.

Change is never easy, and there will be hurdles. However, change is necessary to achieve long-term goals. If it means pulling top talent out of production for a few weeks or months to establish standards, then so be it. Investing in automation extends beyond hardware and software – it requires investing in people. Automation is impossible without clearly defined processes and standards. Predictability only can be achieved through data gathered from repeatable, standardized methods. By creating and enforcing these standards, the organization will be well on its way to sustainable automation success.

Step 5: Execution and Testing
Now that companies have empowered their workforce, conducted research and development to define processes and established standards, it is time to begin the execution and testing phase. Remember, this process is cyclical – it must be repeated continuously to drive innovation and improvement. During this phase, collecting data is essential. While an automated system to capture this data is ideal, in its absence a reliable manager or designated personnel should be responsible for maintaining detailed records.

The execution phase in the machining department does not always require brand-new equipment or pallet loaders. Before making significant investments, it is crucial to first prove the ability to run lights-out operations efficiently and safely. The key to success in this phase is ensuring that predictability and repeatability firmly are established through the defined processes and standards.

One of the biggest mistakes a facility can make is heavily investing in equipment before understanding and preparing for what automation truly requires. This can be particularly harmful to businesses that are trying to modernize but cannot afford years of trial and error. Machine salespeople often promise revolutionary solutions, but the reality is that no equipment alone guarantees success. True automation success always begins and ends with people and the processes and standards they establish.

Step 6: Review and Analyze the Data
At this stage, measuring success or failure is critical, as it directly impacts the next phase of improvement. In the first year at R.E.R., President Roger Bassous made a statement that initially felt extreme: He shared that every company eventually will become a technology company or cease to exist. He made this statement during a time of strong industry demand and profitability, which made it difficult to see his point.

Roger Bassous’ statement proved true – every company must rely on concrete data to make decisions. Gut feelings are no longer sufficient, especially when technology can provide full transparency. Making decisions without data is like playing Russian roulette – eventually, a misstep will have significant consequences.

Data eliminates uncertainty and provides clear answers to questions like:

• How many hours did a machine run unattended last night?
• What were the actual machining hours for each part?
• Who programmed the component that performed exceptionally well, or failed?
• Which tools failed most frequently during lights-out operations?
• Were failures due to flawed standards or an isolated material issue?

Without accurate data, these questions remain unanswered, and continuous improvement becomes impossible. North America’s competitive advantage lies in its people and its technological innovation. If decisions still are being made based on instinct rather than data, change is imperative. With global competition intensifying, every company must wake up each day asking how they can improve from the day before. The answers are in the data – it must be collected, analyzed and used to drive change.

Step 7: Make Adjustments
Finally, the last phase of the cycle involves making necessary adjustments based on the data gathered. Whether the results indicate success or reveal weaknesses, the objective remains the same – continuous improvement.

Adjustments do not always involve cost increases. Many improvements come from better communication and refinement of processes. However, it is crucial to consider how changes in one department affect others. For example, a more aggressive machining stepover may reduce cycle times, but how does it impact the handwork or spotting departments? Every improvement should be evaluated from a holistic perspective to ensure company-wide efficiency.

The biggest takeaway from this phase is understanding that the business must function as a unified entity. Fragmentation between departments leads to inefficiencies. Success is not measured by an individual department’s performance but by the overall efficiency and profitability of the company. When a job is late or underperforms, no one wins. When processes are optimized and the company thrives, everyone benefits.

Through first-hand experience, it has been taught that repeated issues will persist unless actively addressed. If design or surfacing flaws keep occurring, are they being properly communicated? Are adjustments being made? If information is not shared across departments, how can the team expect to improve? Clear communication, regular reviews and a commitment to refining processes will ensure continuous progress and long-term success.

Step 8: Repeat
Innovation and evolution have no finish line – they’re ongoing processes without end. The steps outlined here aren’t meant to reach a final goal but to foster continuous improvement. To stay ahead, manufacturers constantly must assess their current position by asking key questions:

1. Does the company have the right team in place?
2. Is the company investing enough in research and development?
3. Are the company’s processes clear and well-defined?
4. Does the company uphold strong standards?
5. Is the company thoroughly analyzing its business and departments?
6. And, most importantly, do employees come to work each day asking themselves how they can improve?

As an industry, we must adapt to change – or risk being left behind.

With over 20 years of experience in the manufacturing industry, Edward Bassous is a management consultant at R.E.R. Software and served as the lead developer for a system that integrated multiple DMG CNC machines with a Fastems robotic cell, achieving over 50% autonomous operation. Bassous also obtained a college diploma with honors in computer science during his early years working at Windsor Mold. R.E.R. Software provides state-of-the-art technology to improve manufacturing operation throughput and drive efficiency. Its software solutions enable innovation, efficiency and productivity, while improving overall business flexibility.

More information: www.RERSoftware.com