Stator Die Reconstruction

Flashing Stator Parts: Root Cause Analysis and Permanent Resolution

Die Insert Reconstruction via 3D Laser Scanning and Reverse Engineering

When flashing reoccurs during production and reliable CAD documentation is unavailable, the solution is not a temporary ‘quick-fix’ repair.

The first step must be a geometric reconstruction — the foundation for a sound engineering decision.

client

Precision manufacturing company (Multinational background)

part

Overmolded stator with iron core

goal

Eliminating flashing, achieving production stability

technology

3D laser scanning and reverse engineering

The Challenge: Flashing Parts and Production Instability

Our partner contacted us regarding recurring flashing issues on an overmolded stator component. Following an audit of the production parameters, it became evident that the root cause was not a flaw in the process settings, but rather the result of a worn-out die insert.

Engineering Decision: Replacement vs. Repair

After a thorough assessment of the insert’s condition, two paths were available.

Our priority was to provide a long-term solution.

Welding and Remachining

Full Replacement

3D Laser Scanning – Capturing the Physical Geometry

The worn insert was digitized using an industrial 3D laser scanner.

This step established the foundation for engineering reliability.

Digital Reverse Engineering – Reconstructing Missing Geometry

Our engineers created reference geometry from the sections in good condition, then reconstructed the full model using symmetrical patterning.

The Result:

A manufacturable, flawless 3D model.

Wire EDM Correction – For a Perfect Fit

The new insert was manufactured based on the reconstructed model, but trial production revealed that the stator core fit required further fine-tuning.

Manufacturing Flexibility – Zero Downtime

The insert was removed only for the brief duration of the scanning process, ensuring the client’s production remained uninterrupted throughout the entire project.

Rapid Scanning

The faulty insert was removed from the tool only for the duration of the measurement.

STEP 1

Seamless Series Production

The old insert was returned immediately, allowing stator production to continue without delay.

STEP 2

Remanufacturing

The new insert was produced in the background, based on the scanned data.

STEP 3

Results

Zero Downtime

Reconstructed Geometry

Stable Series Production

Digital Twin

Zero Downtime

Reconstructed Geometry

Stable Series Production

Digital Twin

Whether it’s worn-out tool inserts, missing 3D documentation, or recurring quality issues

– our engineering team provides ready-to-implement solutions.

Don’t wait for scrap rates to rise—contact our experts for professional technological recovery!

Automotive transfer project

Tool Transfer and Process Stabilization in Automotive Serial Production

One of our long-term partners reached out to us regarding an urgent (ASAP) transfer of an ongoing automotive serial production project, following quality issues and non-compliance with OEM requirements.

GOAL:

Seamless takeover of an ongoing project and implementation of a stable, defect-free, and OEM-compliant injection molding serial production process for an existing customer.

Project parameters

360 000 pcs/year

Production volume

PA46

Raw material

4-cavity

mold design

150 t

injection molding machine

100%

QR code readability inspection

IATF

automotive compliance

Challenges

During the transfer phase, three critical process areas had to be stabilized within a short timeframe.

QR code readability

Multiple OEM rejections due to unreadable markings
Insufficient contrast and marking quality at the previous supplier
Recurring quality complaints during serial production

Surface blemishes

Clearly visible surface defect (approx. 3 × 3 cm) on the injection-molded part
Unstable visual quality leading to customer complaints
The root cause was suspected to be related to raw material preparation and handling

Incomplete documentation

The mold was transferred without a complete and validated documentation package
Serial production parameters required redefinition and verification
Robust, repeatable process settings had to be established under a tight timeline

These issues were resolved sustainably through structured root cause analysis (RCA), process re-parameterization and validation, supported by 100% inspection.

Mitter’s solution

01 Process parameter optimization

Mold integration into a Netstal 150 t injection molding environment
Establishment of serial-production-ready process settings
Definition and documentation of critical process parameters and inspection checkpoints

02 QR code marking and auxiliary fixture

Implementation of new laser marking parameters
Development of a positioning fixture
Introduction of 100% automated readability inspection

03 Drying protocol and moisture control

Integration of a Wittmann dryer
Standard drying cycle: 4 hours at 120°C
Moisture content stabilized below 0.02%

Surface defect elimination – before/after

As a result of the drying protocol and overall process stabilization, the surface blemishes were eliminated and a uniform surface finish was achieved.

Customer feedback

“Great result. The QR code is much more clearly defined, and the surface of the parts is far more homogeneous compared to the previous supplier.”

— Tier-1 partner, OEM audit

Are you planning a production transfer? Let’s align on the technical details.

From tool design to fully robotized series production

Ford Explorer electric model: how we delivered the window-regulator component project

The production of the FORD CX470 component family stands as the largest and most complex automotive project in Mitter’s history. Over the course of more than eighteen months of preparation and manufacturing, we faced significant engineering challenges while introducing numerous new technologies, machines and competencies into the company. The project became a true milestone: it included the construction of the largest tool we have ever built, required major investments to support series production, and marked the launch of our first large-scale robotized manufacturing process.

Starting point: high expectations, high stakes

We knew from the very beginning that this would not be a conventional project. The customer requirements were extremely strict, with tolerance limits that were often challenging to achieve. Even in the prototype phase, extensive coordination was needed, as we worked closely with the customer to fine-tune critical dimensions and measurement methods.

The complexity and scale of the project are further illustrated by the fact that two of the three tools required the involvement of external designers, and several process steps were supported by subcontractors during the series-tool manufacturing phase. This approach enabled us to keep the project on schedule without compromising the service provided to our other customers.

Delivering this project required an exceptionally intensive and highly flexible level of teamwork across all functions.

According to our engineers, these tools were true “textbook cases” of engineering complexity.

Three tools were manufactured for series production, each corresponding to a different component:

two 2-cavity tools for the larger parts,
and one 4-cavity tool for the smaller but highly complex part – which ultimately became the largest tool ever produced in Mitter’s history, weighing 4,800 kg.

All three tools operate with a valve-gated hot runner system, as the material is long glass fiber reinforced PP. Injection molding simulations conducted at the beginning of the project confirmed that optimal filling and acceptable weld line quality could only be achieved using cascade gating.

According to our engineers, these tools were true engineering “textbook cases,” featuring:

mechanical slides,
hydraulically actuated core pins,
insert-holding blocks,
and a highly complex, segmented cooling system.

The cooling system of the 4-cavity tool is so intricate that the cooling lines must be disconnected and dismantled before every tool change — a separate operation in itself. Due to its size, the tool fits only narrowly between the columns of our new Demag 650 injection molding machine.

Investments: new machinery, new crane, new competencies

The implementation of the project required significant investments.

We acquired a Demag 650 electric injection molding machine equipped with a specialized screw capable of processing long glass fiber reinforced material with minimal fiber damage.
To handle the large tools, we built a new crane track and installed a new overhead crane.
We also installed a Sepro robot and multiple temperature control units to ensure precise thermal regulation.

This project marked our first major robotized production process, bringing new competencies and a renewed technological mindset into our daily operations.

Series production: from first deliveries to stable operation

The first actual series delivery took place in May 2024.

As expected, the start of production did not come without challenges:

fine-tuning the robots required time, resulting in a higher initial scrap rate,
the three products together required managing 902 measurement points — a substantial task,
the design of the measurement jigs and the refinement of the measurement programs were carried out in close cooperation with the customer, supported by weekly online meetings and monthly on-site reviews.

In terms of cycle time, we achieved an average improvement of 10% across all three products compared with the initial values. It is important to highlight that this improvement did not come from exceeding technological limits but from the fact that the robot’s initial safety settings resulted in a higher starting cycle time than planned. Once we fine-tuned the robot operation based on real production experience, we reached the cycle times committed in our quotation.

After overcoming the early challenges, series production gradually stabilized and today runs smoothly and predictably.

Lessons learned

The CX470 project brought significant internal development:

the acquisition of a brand-new electric injection molding machine and an expanded production infrastructure,
the introduction of a complex robotized manufacturing process,
strengthened engineering and quality assurance competencies,
and valuable experience gained from working with external specialists.

For our team members, the project represented not only a technical challenge but also a human one.

According to one team member, “It was both a major challenge and an inspiring task.” Another noted: “We have never had this many customer meetings during a single project.”

From milestone to springboard

As a result of all these efforts, the project successfully transitioned into full series production, and continues to run reliably and at consistently high quality. Beyond achieving strong customer satisfaction, the project also contributed significantly to Mitter’s internal development, building knowledge and competencies that will support future large-scale projects.

For Mitter, the CX470 project was a true milestone: it demonstrated our capability to deliver even the most complex automotive manufacturing challenges. The expertise and experience gained throughout the project now provide a solid foundation for approaching future complex projects with even greater confidence.

From Study Tour to Partnership Talks: Continuing the German–CEE Dialogue

Three Companies, One Message: Why CEE Partnerships Matter More Than Ever

Last week, we shared insights from a study tour in Germany, where industry leaders and CEE companies explored how closer regional cooperation could strengthen Europe’s competitiveness.

Read our insights here: https://www.linkedin.com/feed/update/urn:li:activity:7383762905458044928

Building on that experience, our CEO recently returned to Germany — this time to meet three specific companies interested in taking that cooperation from discussion to reality.

Each was very different in size, setup, and challenges — yet all pointed toward the same need: reliable, flexible, and competitive partnerships within Europe.

Small enterprise – bridging certification and capacity gaps

The first visit took us to a small family-run enterprise that used to supply BMW through a Tier-1 customer which has recently gone out of business.

Since they can’t deliver directly without the required certifications, they are now seeking a partner who can maintain OEM relations and ensure compliance with the strict quality standards of automotive manufacturing.

That’s exactly where we can contribute — combining technical capability with the agility to help smaller manufacturers stay connected to key OEM networks.

Medium-sized injection molding company – efficiency meets cost pressure

Next, we visited a medium-sized injection molding company, a truly inspiring example of process discipline and automation.

We learned a lot from their approach to efficiency and organization. At the same time, they face significant pressure from tooling costs and project acquisition — the familiar gap between high-cost German toolmakers and low-cost Asian suppliers.

There’s clearly room for cooperation between such companies and partners from the CEE region — like us — who can offer top quality at a more competitive level, while being geographically close and culturally aligned.

Large enterprise – supplier restructuring and regional shift

The third meeting was with a large manufacturer currently restructuring its supplier base, exploring options to transfer part of its molding production to the CEE region.

Their goal is clear: improve competitiveness and supply stability by building a more balanced, regionalized network of partners.

It was encouraging to see their openness towards new cooperation models — and their recognition that the CEE region offers both the technical expertise and the flexibility needed in today’s fast-changing market.

Takeaway: The value of meeting in person

No matter the size or industry, these visits confirmed one key message: it’s always worth sitting down face-to-face.
Real conversations quickly reveal how many connection points exist between German and CEE manufacturers — and how much mutual value can come from working closer together.

As a CEE-based tool and molding specialist, we’re seeing firsthand how much value lies in bridging Western demand with Central European capabilities — fast, flexible, and cost-efficient.
We’re actively exploring new collaborations where our in-house tooling and serial production setup can offer both speed and technical depth.

If you’re navigating similar challenges — or exploring regional cooperation models — we’re always happy to share our experience.
Let’s continue the conversation — one visit, one project at a time.

THE MOST EXPENSIVE DELAY: WHEN THE CUSTOMER’S PRODUCTION LINE STOPS

Procurement & Logistics 2025: Inventory = Survival

Anyone working in automotive procurement or logistics today knows the meaning of unpredictability.
In this post, we explain how we responded to the challenges of 2024, how we constantly replanned, and what we learned.

Changing winds – Procurement and logistics challenges in 2025

Three years ago, after internal review and expert consultations, our management decided on a strategic shift. Until then, mould manufacturing and series production supported each other, but they were not a unified market offer.

Mould trials and on-site servicing created effective cooperation. However, we realised that true advantage required a full-service solution. Therefore, we decided to focus on comprehensive projects where mould design, production, and series manufacturing all stayed in-house.
Our primary aim became winning long-term automotive projects, and as a result, building deeper customer relationships.
Since 2021, two large-scale automotive projects have started in this model. Both are now in series production.

A tougher playing field: automotive sector and uncertain supply chains

In 2024, automotive orders dropped across Europe, and consequently several OEMs introduced temporary production stops. This caused revenue loss, slower inventory turnover, and even temporary shutdowns for many suppliers.
Therefore, we adopted a cautious inventory policy, significantly reducing safety stocks for raw materials, components, and finished goods. By late 2024, this approach seemed wise.

On the one hand, cash flow became critical in a weak economy. On the other hand, fluctuating demand and poor forecasts made project stoppages a real threat.
We wanted to minimise risks, especially the danger of obsolete and unused stock. However, from the last quarter of 2024, new unexpected challenges appeared.

Longer lead times, unpredictable suppliers

When projects restarted, we first relied on existing stock, and then resumed raw material procurement.
Yet suddenly, several suppliers extended lead times without notice, from 6–8 weeks to even 20 weeks. They had likely adopted the same cautious inventory policy, thus pushing their risks back to customers. By early 2025, it was clear that safety stock restructuring was unavoidable.
The longer lead times forced us to plan for higher stock levels once again.
Nevertheless, the difficulties did not end there.

Critical supplier failure – how we responded

One supplier could not meet the already extended 20-week lead time because of a serious machine breakdown.
Consequently, our production schedule was immediately affected, creating a bottleneck that risked customer deliveries.
Our safety stock covered the original 20 weeks, but the additional weeks were impossible to absorb.

Our response included three steps:

We arranged express delivery at our own cost, later reclaiming expenses from the supplier.
We organised extra production shifts to process delayed components quickly.
We shipped express deliveries to customers across Europe to avoid production line stops.

Key takeaways

The beginning of 2025 proved once more that procurement and logistics are not only operational.
They are strategic, business-critical functions for every SME in the automotive supply chain.
Success now requires flexibility, fast responses, proactive inventory management, and strong supplier collaboration.
And often, it demands a greater willingness to accept risks than in the past.

Author: Heer-Mitter Barbara