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PLASTICSA MAGAZINE FROM ABB ROBOTICSSEPTEMBER 2008Happy peopleRobots make for abetter workplace in Sydney 4– 7Bright lightsHeadlamps gluedefficiently by robotsin India 8–9Computer claspsMillimeters matterin Singapore 11-13Robots easy onthe environmentsays René Weinholts in the Netherlands 14 –15

2Plastics september 2008Contents4Robots packempty ketchupbottles so workersdon’t have to at PowerPlastics in Australia.11A tiny computerlatch gets a tinytooling whenthe robot pulls it fromthe mould at Conair inSingapore.28RobotStudiosoftwaregives FinnishVolar an edge over thecompetition in producingplastic parts for tractorsand forestry equipment.814161920242731dispensing Plastic headlamps for India’s top automotivemanufacturers are glued together by robots at Lumax.injection moulding Robots take on the task of inserting studsinto junction boxes in-house at ABB Ede in the Netherlands.Assembly Putting together plastic reels for cables, robots haveenabled Swedish Axjo to compete in a time of growing costs.Painting To get high enough quality and consistency, auto interiormanufacturer Euroform has turned to robots at its plants in Sweden.Techpages The latest from ABB: the new IRB 360 FlexPicker andsoftware SafeMove, SoftMove and Force Control.Trends It’s about the environment. It’s about saving money. It’s energyefficiency, and everyone is talking about it.Injection moulding & Painting Producing plastic parts forRenault, Turkish supplier BPO uses robots to improve quality and theworking environment.Leading theindustry forward In an age of increased competition and globalization, along with higher raw material prices,the plastics industry is under extreme pressureto lower costs, improve production and dealwith a shortage of qualified workers. While this isnothing new, the way of achieving new efficiencies calls for a new way of thinking. Flexible anduser-friendly solutions are key. With the propersoftware and a 6-axis robot, the whole process from extraction to downstream applicationssuch as de-gating, deburring, quality inspectionand assembly, all the way to packaging, can beautomated.Another important issue for the industry is adjusting production to be more environmentallyfriendly. For ABB, the most immediate and costeffective solution to this is to use energy more efficiently. For example, by synchronizing the robotwith the machine using ABB’s software featureMachineSync.Saving energy isn’t the only way to thinkgreen, of course. Smart technology from ABBcan also reduce the amount of scrap by ensuringconsistently high-quality production. And betterquality means less waste. Plus, when it comes tohealth and safety of workers - such as at PowerPlastics in Sydney featured in this issue - robotscan also be a greener choice.We’re proud of what we provide for the industry, whether it concerns optimized cycle times,reduced scrap or enabling production of lightweight auto parts, and hope that in this issue ofPlastics that you find a solution that inspires youto improve your production. With our globalreach - be it Australia, India, the Netherlands,Turkey or anywhere - we can give you what youneed where you need it.Anna LibergSegment Manager PlasticsABB Roboticsdeburring Germany’s Viebahn’s solution replaces manual millingand deburring of plastic toilet seats with automation.PLASTICSSeptember 2008 International customer magazine from ABB for plastics industries copyright 2008 reg. no. ROB0104EN AMarketing Manager Plastics: Malin Rosqvist Tel: 46 21 325 000 E-mail: ABB Robotics AB, 721 68 Västerås, Sweden Content and design: Appelberg Publishing Agency Printer: Edita, Västerås Any use of text or photo requiresthe written consent of the

newsCalendarGreen light for robots at Jaguar and Land Rover20087-10 OctoberAusplasMelbourne, Australia20-21 OctoberRobotics meets PlasticsBarcelona, Spain21-24 OctoberEquiplastBarcelona, Spain21-24 OctoberTekniska mässanStockholm, Sweden30 October-2 NovemberInterplasBirmingham, U.K.200924-28 MarchPlast09Milan, Italy5-8 MayElmia PolymerJönköping, Sweden22-26 JuneNPEChicago, U.S. After 11 tries and four years ofhard work, ABB has achievedGreen Status for Ford’s FivePoint program for Jaguar/LandRover. ABB is now the only Tier 2robot supplier worldwide whohas achieved this importantmark of distinction. Through theFive Point program, Ford ensuresthat its suppliers have reached acertain high level of quality control, particularly when it comes toReliability & Maintainability.“The toughest challenge wasto show that our robots inJaguar/Land Rover factorieshad become more reliable overtime,” says Johan Kronlöf, whowas responsible at ABB forachieving the Green Status. “Wewent in with a goal of 60,000hours for mean time betweenfailure (MTBF). That means,roughly, that in a plant of severalhundred robots, an average robot system should be down onlyonce in 15 years because of failure.” In spring 2008, ABB wasable to show a MTBF of 75,400hours for the robots at Jaguar/Land Rover.21 robots to SriThai Thailand-based SriThai, one of the largest injection moulders in Asia, produces parts for the automotive industry as well as melamine tableware.In order to increase productivity and add value tothe production process, Srithai has invested in 21ABB robots, which havebeen installed by ABBpartner Matrix.SriThai will use thenew ABB robots fortwo different systems that are being developed:One with heattransferred decoration, the other with InMould Labeling (IML). For the Heat trans-Remote Service winsM2M Award ABB’s unique service innovation, Remote Service,won the M2M Value Chain award at the June 2008M2M United Conference in ChicagoThe awards honor successful corporate adopters of machine-to-machine technology and highlight the process of combining multiple technologiesto deliver high-quality services to customers.With Remote Service, if problems arise, the robot can automatically alert an on-call service engineer, who can then immediately access a data error log and quickly identify the rootcause of failure. At any time, fromany location, customers canverify robot status and access important maintenance informationabout a robot system.fer decoration systems, in addition to the extraction, the robot will do a range of other processes,including decoration on multiple sides, punching,marking the product for traceability, quality checking and palletizing the finished product, which willthen be ready to be shipped to customers withoutany further processing.For the IML process, the robots willload the labelling intothe machine preparingfor the next mould, extractthe part, check the productquality and palletize the productso it is ready to be shipped out fromtheir factory.KMT celebrates600 machines ABB partner KMT is aworld-leading player in thedevelopment of waterjet cutting technology as well assystems for waterjet cutting.Since the start in 1986, KMThas delivered 600CuttingBox waterjet systems. The 600th machinewas bought by Germancompany Mayser and handles no less then 75 differentproducts, most of themparts for the automotive industry. The CuttingBox solution with one ABB robot builtin replaces a previous automation solution to

4plasticsblow moulding Fa c t sAbout Power Plastics Pty Ltd F ounded in 1997 and based in Kings Park,Sydney Australia Manufacturer of containers for the food,pharmaceuticals and industrial markets 65 employees and forecast sales of overAUD 15 million (USD 13 million) the next year Major customers in the food, pharmaceuticals, personal care, household and industrialmarkets Website:

Blow mouldingBetter bottling,healthier workersAt Power Plastics in Sydney, Australia, hand-packing 3000 polyethylene condiment bottles an hour was taking a high toll in labor costs and operator healthand safety – in a highly competitive market. Robots were the answer.By Peter WoodsPhotos Jacky GhosseinAustralia’s Power Plastics may be small in size,but the company has high aspirations. “We’re notabout being the biggest operator out there. We justwant to be the best,” says Managing Director Russell Barber. “We began in 1997 with four old blowmolding machines and six employees.” Since thosehumble beginnings, the company has grown to some65 employees, and provides containers for major customers in the food, pharmaceuticals, personal care,household and industrial markets, produces injectionstretch blow moulding (sbm), extrusion blow moulding (ebm) and some injection-moulded rigid thermoplastic containers.When Power Plastics considered a robotic solution for its labor intensive squeezable condiment bottle operation: “We originally talked to abb in Sydneybecause we wanted the best robot we could get,”Barber says.Skyrocketing raw materials prices influenced thedecision, but the operational and human costs ofhand-packing 60,000 bottles a day, in 250 ml and 500ml sizes and five different colors, were the key drivers.“The final crunch was we had a bad year withworkers’ compensation claims from rsi (repetitivestrain injury). The best way to make sure we didn’thave any rsi was to get a robot,” says Barber.Sydney-based systems integrator Apex Automation and Robotics had already built a non-roboticautomation solution for Power Plastics.When Apex’s General Manager, Dany Seif, firstlooked at the condiment bottle line, he found “twooperators on each shift filling plastic-lined cardboardboxes with the bottles, sealing them placing them onpallets. Power Plastics required a high degree of flexibility and ability to handle product diversity. Ourchallenge was to generate a concept using the mostsuitable technology for the application.“abb have a wide range of robots,

6plasticsblow moulding Fa c t sAbout Apex Automation and Robotics F ounded in 2005 and based in Sydney, Australia Specializes in automation and robotic cells forwarehousing and manufacturing industries Staff of six and an annual turnover around AUD2 million (USD 1.73 million) Founders have between them installed over 100systems, including more than 30 robotic cells Website: and keep our finger on the pulse of theirlatest developments. They also provide a high level oftraining and technical support to our customers, afterthe project is completed,” says Seif.The FlexPendant of the IRC5 robot controller is part ofthe user-friendly system thatincludes an IRB 4400 robot.with a skeleton crew – output is up between 30 and40 percent,” he says.“We provided the whole turnkey robotic cellfrom scratch,” says Apex’s Project Manager Angelo DiLorenzo.“We designed and programmed all the elements,including the gripper, marshalling equipment, plc(programmable logic controller) the hmi (humanmachine interface) and the safety integration, inaccordance with the relevant Australian Standards.Barber says no jobs were lost: “It’s allowing us toThe robotic cell built for Power Plastics is basedaround one 6-axis irb 4400l robot, with a 2.43-meterreach and 30-kilogram payload.Bottles are fed from two extrusion blow moulding machines, along accumulation conveyors, fromwhich the robot picks them – eight, nine or 10 ata time, depending on bottle size – using an Apexdesigned and built robot gripper.The gripper uses vacuum cups to pick up a rowof bottles, space them and place them upright on astainless steel platen. In the next cycle, the gripperrotates 180 degrees, spaces and places the bottles upside down between each bottle in the first row. Whenthe platen is full, the cell signals the operator, whoinspects the bottles, slips a plastic bag over them,seals it and takes it to a pallet.The robot sits between two in-feed conveyors,which supply two identical packing zones 180 degreesapart. When the operator is bagging one platen ofbottles, the robot works in the opposite zone.“Apex said they could automate the whole line,”says Barber, “but I was concerned about going fromessentially 100 percent inspection to zero inspection.I think we got it just right. We have the right amountof operator intervention where we can guaranteequality. After six months of moulding millions ofbottles, our quality has not been diminished one bit.”The line start with six employees over three shifts.Now it’s down to one per shift, but that person alsoworks on something else, while running both sbms.The line runs 24 hours a day, so measuring anyimprovement in output was difficult, says Barber.“But, on weekends – when we always integrator Apex’general manager Dany Seif,right, says that providingtechnical support after robotinstallation is key.grow our business.”It’s also been positive in terms of Return onInvestment (roi). Says Barber: “What we pay inlease costs annually is much lower than what we werespending on labor costs.“Apex helped us find the right solution and thepartnership with Apex has also been a big part ofits success. It’s also given me confidence about thisbusiness going forward as a company that embracestechnology. I’m delighted with the result. We’ll belooking at more projects.”And the end result? Six months after giving thejob to an abb robot, two-thirds of the line’s staff hadother jobs, efficiency was on target and weekend output from the line was up 30 to 40 percent.

XXX7Better production with robots L abor input on the line has been reduced from six to theequivalent of two full-time operators Staff have been re-allocated elsewhere, allowing thebusiness to grow Line operating 24/7 and maintaining efficiency targets Weekend output improved between 30 and 40 percent Cash-positive Return on Investment Repetitive Strain Injury no longer an issue for

8plasticsgluingThe specialty of the Gurgaon plant is the assemblyof two- and four-wheelerheadlamps.An IRB 140 is used to gluetogether the lamp body’smain components.Lighting the wayWith a majority share of India’s automobile lightingbusiness, Lumax Industries relies on automation toensure the best quality and the lowest cycle times.By David OrrPhotos Niklas Hallé its name suggests, Gurgaon used to be a smallsettlement in the Indian countryside – the word“gaon” means “village” in Hindi. But, thanks to itsproximity to the capital, New Delhi, and its emergence as an outsourcing center, Gurgaon has becomea bustling metropolis, one of the fastest-growing cities in India. Spreading out on either side of the newNational Highway to Jaipur, its high-rise towers, shopping malls and construction sites are symbols of thecountry’s booming economy and modern aspirations.One of the earliest arrivals in Gurgaon wasLumax Industries Limited which, four decades afterits foundation, established an automotive lightingplant here in 1985. Today, it is one of Lumax Automotive Parts’ eight plants in India. The companyaccounts for more than 60 percent of the marketshare of the country’s automobile lighting business.Among its international clients are such well-knowncompanies as the American tractor manufacturerJohn Deere, while its domestic customers includesuch major Indian names as Maruti-Suzuki, TataMotors and Mahindra & Mahindra.“The auto market in India is growing at about

gluingto efficiency25 - 30 percent per annum,” says Lumax IndustriesAssistant General Manager (Projects), Shabaj Singh,as he surveys the assembly line of the Gurgaon operation. “In the last three years, Lumax has managed tomatch that with an annual growth rate of about 25percent. In this kind of environment, it’s vital thatLumax performs at a consistently high level.”Lumax Automotive Parts prides itself on keepingabreast of the latest trends in production technology.The company made its first venture into automatedproduction in the 1990s, taking delivery of six robotsfrom its Japanese joint venture partner, Stanley Electric Company Ltd. Between 1998 and 2005, Lumaxbought six robots from Vaccutek Automation Inc,Taiwan. The following year, Lumax turned to abbwhich has since supplied the company with a totalof 28 robots, both irb 140 and irb 1410 robots. (Thepurchase of three more 6-axis robots from abb is currently under discussion).“When it comes to choosing vendors,” saysSingh, “there are four crucial factors for us: quality,cost, delivery and after-sales service. abb meet allthese four requirements and that’s why we now gowith abb. Lumax is very satisfied with these robotsand with their performance.”The principal robotic application within Lumaxis the gluing together of headlamp parts with

10plasticsgluing“ .consistency andquality are the mainfactors for us.”Shabaj Singh, Lumaxmelt adhesive (though, in future, a “pick and place”application may also be considered). The specialtyof the Gurgaon plant is the assembly of two-wheelerheadlamps, mainly for Hero Honda motorcycles. Anirb 140 is used to glue together the lamp body’s maincomponents, the lens and the reflector. Half a dozenemployees are trained to operate the robot though, atany one time, only one person oversees the operation.The rest of the unit’s parts are assembled manually.For training purposes, Lumax used an irb 1410 inits Gurgaon plant. Hanging from the roof above therobot is a plastic sign which proclaims in big, boldletters: “Quality is Everybody’s Responsibility.”“The introduction of these robots was seen byLumax not just as an improvement to the process butas an essential requirement,” says Singh. “For thatreason, we don’t really look at the issue of return oninvestment in the same way as a lot of companies. But,yes, Lumax has done its sums. It estimates that roipayback time is 39 months per robot – quite a longtime – but, still, not so the decisive factor when you’relooking at an essential capital investment of this kind.”Lumax estimates the productivity levels using theabb robots are significantly higher than when relyingsolely on manual labor: For every eight-hour shift,says the company, one hour of labor time is saved.For example, whereas manual production can produce 300 two-wheeler headlamps per hour, roboticproduction can produce 345 finished pieces per hour.Similarly, the cycle time for the manual production ofa two-wheeler headlamp is about 16 seconds – fourseconds slower than with robotic production.The Gurgaon plant currently employs 600 person-nel, approximately 75 of them on the assembly line.Though unskilled labor in India is still relatively inexpensive in global terms, skilled labor in this countryis not always widely available and can no longer beregarded as cheap. Indian companies wishing to compete in the global marketplace increasingly realize thatproduct quality is essential – and to achieve this, equipment and manufacturing plant are crucial.“Of course, productivity remains an issue,” saysSingh. “But consistency and quality are the mainfactors for us and that’s where the robots really earntheir worth as far as we’re concerned.”Also appreciated by the Lumax staff are the support and after-sales services provided by abb engineers based at Faridabad, near Delhi.“It’s not so much that our abb robots benefit anyone individual in the company,” says Singh. “Theway we look at it, they benefit the whole of LumaxIndustries.” Fa c t sLumax Automotive Parts at a glance H eadquarters: New Delhi, India The company: Lumax Automotive Parts is one of four companies thatmake up Lumax Industries Limited, founded by S. C. Jain in 1945 Locations: eight manufacturing plants in India - one in Gurgaon andone in Dharuhera (near Delhi); three in Pune; one in Chennai; one inCalcutta and one at Panthnagar in the northern state of Uttaranchal Turnover: USD 188 million Employees: 2,350 Products: Automotive lighting for two-wheelers and four-wheelers Website: www.lumaxindustries.comWhy robots? aved costsS Increased productivity Reduction of level of parts rejection Maintenance of consistency One hour’s labor time saved for every eight-hour shift 345 finished two-wheeler headlamps produced per hour – as against300 units with manual labor 12-second cycle time for two-wheeler headlamp production – a 25percent reduction in time compared to manual production

injection mouldingBy Evelyn YapPhotos Munshi AhmedA hi-techrelationshipAt First Engineering, picking and placing precision plastic computerlatches with a robot instead of manually has meant huge improvementsin output and uptime, translating into big savings for the

12plasticsinjection mouldingCall it a fusion of three specialists. First Engineering is a specialist in ultra-precision moulds and plastic parts used in everything from hard disk drives topc peripherals to optical-related products. It boughta robotic system put together by plastic process automation specialist ConAir Pacific Equipment, using arobot made by abb.The final version of the robot was up and running in August 2007. The robot works with plasticlatches – small pieces of plastic with a metal insert– which are used in computer products and “needspecial attention when it comes to manufacturingthem given their miniature size and tight tolerancerequirements,” explains First Engineering’s operationsmanager Ben Lee.“The size of the metallic insert is3.75 mm and the mould insertclearance only 3.8 mm.”Koh Leong Seng, ConairClients’ names are confidential but First Engineering is a global leader, accounting for 25 percentof the world’s output of the high-precision computercomponents for big-name customers in the computing business arena, says its general manager, TanKek Chiang. So it is no surprise that demands fromcustomers meant that the company needed to havetop-notch production.One of the biggest challenges was the small size ofthe computer latch, whichrequired a tooling smallerthan the mould itself Conair. Its environment-controlled premisesin Singapore are a high-tech seven-storey factory. The28-year-old company has a total of seven factoriesin five cities including Shanghai, Guangzhou andSuzhou in China, Johor Baru and Penang in Malaysia, with one more coming up in Chennai, India. Theinjection moulding specialist company has grownfrom having only four machines to having 450, turning out 2,000 moulds per year, with a professionalmanagement team headed by group ceo j.r. Ong.What makes the difference with the robotic armis seamless automation for a pick-and-place proce-

injection moulding13 Fac t sFirst Engineering Plastic Pte LtdCompany: Makes ultra precision moulds and plasticsparts for use in high tech products including hard diskdrives and PC peripheralsFounded: 1979Founder: Ong Sin Seng, businessman from JakartaIndonesia.Number of employees: 2,700Customers: Major players in data storage, businessmachine, automotive and healthcare industriesRevenue: USD 200 million in 2006Website: Pacific Equipment Pte LtdCompany: Makes 450 products including materialshandling systems, robots and palletizersFounded: 1956 in Pittsburgh, U.S.; Singapore office, asubsidiary, opened in 1987Founder: First managing director was from the U.S.;current general manager: Joachim LimNumber of employees: 18 (including 10 engineers) inSingapore, Kuala Lumpur, Philippines, Ho Chi Minh Cityand BangkokCustomers: Plastics processors in electrical, consumergadgets, packaging and automotive industriesRevenue: USD 2.5 million (average annual)Website: www.conairnet.comBenefits:dure. First, the robotic arm of the irb 1410 from abbpicks up four metal inserts from a bowl feeder. Thearm swings to the left, toward two injection moulding machines. A program recognizes which machineis in place. The robot arm then moves into themachine; its gripper (a Conair Sprue Picker) picksup four plastic latches (from a previous cycle). Thenthe robot inserts the metal pieces into the mould forencasing. Finally, as the inserts are being encased, therobot moves to place the completed batch of plasticlatches into collection bowls.There is no need for any manual input.“Previously, under the manual system, the jobwas so mechanical, the operator may fall asleep. Wehad to make many shift rotations – creating theroster was a headache. Plus, the job is hot, and theoperator has to wear gloves but that means less tactilesensation to pick up the parts,” says Lee.Worse, he or she may “forget to take out the finished part,” jamming the machine and causing damage. Typically, it could take seven days to repair thedamaged machine – an expensive downtime. With therobotic system, a sensor sends an alarm and a technician will hop over to attend to the malfunction.Overall, says Tan: “The machine meets ourrequirements and we meet the client’s requirements,and they’re very happy with the automation.”To be sure, getting to the finished product wasnot easy. Koh Leong Seng, operations manager ofConair, faced several challenges working on theproject from December 2006 to July 2007. The biggest was the minute measurements.Says Koh, an electrical engineer by training, “Thesize of the metallic insert is 3.75mm and the mouldinsert clearance is 3.81mm, and both cannot bechanged because they are pre-specified. So, the onlything I could change was the tooling or the robot’sfingers.”What was needed, says Koh, was a toolingsmaller than the mould so that the robot could placethe insert in the mould without damaging it, whiletaking into account the intricacies of tolerances orstress levels.But the needed adjustment was made and thefinal tooling sent to First Engineering in August2007. Since then, the robotic system has been working like clockwork.First Engineering hasseen some remarkableimprovements in production since installing theIRB 1410: Increase of 75 percent inoutput to some 300,000pieces per month Labor savings of SGD3,000 (USD 2,100) permonth (down from threepeople per day to zero) More consistent qualityKoh is nonchalant about the eureka moment: “Youknow the data and you know the problem. The solution lies in manipulating the data to fit what youneed. There were no miracles, the light bulb is alwayson.”To be sure, the automation comes at a pivotaltime.Says Tan: “We must increase productivity andthe quality of parts because customers are demandinghigher volume and cheaper parts.”

14plasticsinjection mouldingMore junction boxesless impact on the environmentTurning to robots to insert threaded studs into junction boxes savestime – and is easier on the environment – as compared to farming outthe job to be done manually to a workshop.By Bob EmmersonPhotos Ruben Keestraabb Ede is a manufacturing facility in the Netherlands. Ede is the name of the town, which is situatedhalfway between the larger cities of Arnhem andUtrecht. abb Ede is part of abb Automation Products, but operates at arm’s length so it is free to purchase any robot that provides the optimum solution.The business relationship is therefore one of supplierand customer and nothing is taken for granted.The company markets a wide range of electricaljunction boxes, which are produced using injectionmoulding machines. A new model, which is a sealedunit that is mounted inside ceilings, incorporates twothreaded studs that allow a lamp to be suspended. Inorder to carry the weight these metallic inserts mustThe threaded studs for the junction boxes before

injection moulding Fa c t sAll about ABB Ede A BB Ede manufactures plastic mouldings The company started in 1931 and currently has125 staff Just under 500 different products are manufacturedfor the wholesale and consumer markets. Theformer are marketed in the Netherlands; the latterin Benelux, France, Scandinavia and the UK Website: about Rokoma A BB partner and systems integrator for the injectionmoulding industry in Benelux Currently handling around 50 installations a year Typical project comprises consultancy, drawings,proposal, implementation, on-site training and ongoing maintenance Website: www.rokoma.combe either firmly attached or be an integral part of thejunction box.Before, the regular attachment process was donemanually. Junction boxes were transported to a workshop, the studs were inserted and then the box wentinto a press that deformed the base of the studs inorder to hold them in position. Finished productswere then transported back to the factory. This was atime-consuming process, output was constrained, andlots of kilometers were clocked.When the new model was being designed, the com-pany decided to keep the whole process in house,thereby removing the production constraint andreducing the impact on the environment. However,using a robot to insert the studs into the mould andmaking them an integral part of the finished product was not something that the company had donebefore and the process had to be up and running innine weeks in order to deliver on time.“The combination of a brand-new applicationand a tight deadline was a significant challenge,” saysabb Ede project engineer René Wienholts. “At thebeginning of 2007 we had commissioned Rokomato deliver a turnkey, 6-axis solution for a packagingapplication that went well, so we engaged the samesystems integrator. The solution was delivered ontime. We’re running the insert application round theclock and producing about 3,000 junction boxes aday. If we’d stayed with the manual process the equivalent figure would be 500 a day.”The new process involves a vibration table thatputs the studs into position so that the robot canpick them up and insert them into the mould. Place-ment accuracy is a few hundredths of a millimetre.Injecting the plastic and waiting for it to cool downtakes around 25 seconds. When finished, an irb 1600robot removes the junction box and drops it into acardboard container. The robo

KMT celebrates 600 machines ABB partner KMT is a world-leading player in the development of waterjet cut-ting technology as well as systems for waterjet cutting. Since the start in 1986, KMT has delivered 600 CuttingBox waterjet sys-tems. The 600th machine was bought by Germa

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