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Technology Helps Fischer Tech Checkmate The Competition

March 31, 2003

4 Min Read
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In chess, grandmaster Bobby Fischer was known for his ability to anticipate moves in a match and to beat multiple opponents simultaneously. Fischer served as a source of inspiration for Peter Tan, who saw these attributes as being indispensable in the ultracompetitive processing industry. He even named his Singapore-based injection molding firm Fischer Tech Ltd.

Tan began his career 27 years ago, in a Singapore government apprentice-training program for toolmakers. At the time, Singapore was attracting investment from multinational companies and needed to develop a skilled workforce.

Graduating as a top student, Tan was picked for a one-year scholarship in Japan, where he received on-the-job training at a moldmaker before returning to Singapore to work for a Japanese processor. “Besides technical skills, working there taught me about Japanese business culture, especially teamwork,” says Tan.

After 10 years, Tan moved to a local processor, where he worked his way to a senior position but later differed with his boss on the long-term vision for the company. “My desire was to turn the company into the high-precision molding leader in Singapore, but my boss was more interested in expanding through acquisitions and content with what were considered ‘sunset’ parts, such as printer housings.” Tan eventually left and created Fischer Tech to follow his aspirations.

Since its inception, Fischer Tech has been focused on precision computer-peripheral, mobile-electronics, and automotive parts, and it has been quick to adopt cutting-edge technologies. Some of its first machines were two-shot presses, and it now has 20 in its 85-press stable. “Eight years ago, I saw two-shot molding as a way of the future, and today, our expertise is recognized from as far away as the U.S.,” notes Tan. When Wherify Wireless Inc., Redwood Shores, ca, needed a supplier that could mold the housing of a children’s gps locator from pc/abs and an elastomer, it tapped Fischer Tech in a $2-million deal.

The latest technology in use at Fischer Tech — whose half-year sales for this fiscal year ending in September are $14.7 million, on pace with its typical annual level — is Dynamic Feed, a hot-runner-based process-control technology from Synventive Molding Solutions, Peabody, ma. It controls injection pressure and packing-pressure profiles for individual mold cavities. “This allows us to mold high-precision components such as inkjet cartridges with 16 cavities,” Tan explains. The firm plans to employ Dynamic Feed in modular molds and family molds to reduce tooling costs for short-lifecycle products.

Fischer Tech also employs in-mold decoration for a number of products, including casings for personal digital assistants (pda), using pre-formed films imported from the U.S. Tan plans to develop his own film technology shortly. “If you do your own development, you have a better grasp of fundamentals such as yield.”

It developed its own laser-marking equipment, used extensively for auto parts. “There was nothing in the market with the yield and quality we required, so we developed a fully-automated system with six times the output of manual alternatives,” Tan remarks. The firm is so competitive in this field, it ships dials and other parts all the way to Detroit.

Fischer Tech expanded into China last May with a 21-machine operation in Suzhou. Tan says the 130-man plant is anything but a watered-down version of the 450-man Singapore facility. “We’ve taken all our expertise there as we feel the market is now ready for what we have to offer,” notes Tan, referring to higher-end goods. Production of pdas, for example, has only now begun in China. “As in Singapore, we don’t want to compete in the low end, as pricing from local and Taiwan firms is too aggressive.”

Tan says his experience in Japan has helped him in growing Fischer Tech. “My management philosophy is a mix of Japanese attention to detail and focus, with one eye firmly on the bottom line.” Like most processors, however, the downturn has cut into profits. But Tan cautions: “This is not only a reflection of the economy. During downturns, we spend more on development work and technology to be ready for the upswing. It’s a time to rethink strategy and map out your course for the next five years.”

Tan is mum on the course he has planned for the company, but hopes it is one that will allow his customers to continue to be at least one move ahead of their competitors.

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