🇺🇸United States

Scrap and rework from worn or poorly maintained dies

2 verified sources

Definition

Using worn, damaged, or out‑of‑tolerance dies and tooling causes dimensional defects, poor cuts, and print/registration issues that drive scrap, rework, and customer complaints. Poor tooling condition tracking directly shows up as cost of poor quality.

Key Findings

  • Financial Impact: $10,000–$50,000 per month in scrap and rework for mid‑size operations relying on manual tracking, based on CMMS vendors reporting that proactive die maintenance reduces defects and downtime significantly.
  • Frequency: Daily
  • Root Cause: No systematic tracking of die cycles, wear, or maintenance history; plants depend on operator judgment and paper logs, so dies are run past their optimal life, and preventive maintenance is missed or delayed.

Why This Matters

This pain point represents a significant opportunity for B2B solutions targeting Packaging and Containers Manufacturing.

Affected Stakeholders

Quality manager, Production manager, Maintenance manager, Tooling engineer, Customer service account manager

Deep Analysis (Premium)

Financial Impact

$10,000–$25,000/month in avoidable scrap waste; ESG target miss; brand reputation risk • $10,000–$30,000/month in avoidable scrap waste (20–40% of scrap is die-related); ESG credibility risk • $10,000–$30,000/month in avoidable scrap; ESG credibility loss; brand promise risk

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Current Workarounds

Coordinator manually calculates scrap categories; reports to executive; no proactive die maintenance link • Coordinator receives monthly scrap weight; enters into spreadsheet; no root-cause tracking • Coordinator receives scrap data from contract packager; aggregates in Excel; assumes scrap is material issue, not die-related

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Methodology & Sources

Data collected via OSINT from regulatory filings, industry audits, and verified case studies.

Evidence Sources:

Related Business Risks

Duplicate die/tooling purchases from poor inventory visibility

$100,000 per year (documented in one precision manufacturer’s first-year savings after fixing the issue)

Lost press time from searching for missing dies and tools

$5,000–$20,000 per month per line in lost contribution margin for mid‑size plants, based on chronic changeover delays and downtime described by automated storage vendors and CMMS providers (time loss scaled by typical press hourly rates).

Excess tooling inventory and overstocked materials due to poor die/tool data

$50,000–$200,000 per year in avoidable carrying cost and write‑offs for mid‑size shops, inferred from ERP vendors’ emphasis on overstock waste and profitability impact for tool and die operations.

Unplanned downtime from reactive die and tooling maintenance

$5,000–$30,000 per month per facility in lost output and overtime premiums for reactive maintenance, consistent with CMMS providers’ claims that proactive die maintenance reduces downtime costs significantly.

Under-quoting and unbilled die/tooling costs in packaging jobs

$50,000–$250,000 per year in margin leakage for a mid‑size specialty packaging manufacturer, extrapolating from ERP providers’ warnings about underquoted jobs when tooling and inventory data are disconnected.

Delayed billing when die/tooling usage is not captured to jobs

$10,000–$40,000 in incremental working capital tied up at any time for a plant with high die‑intensive work, inferred from ERP vendors’ emphasis on linking tooling and work orders for faster, cleaner billing.

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