c


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OSIM International (OSIM) intends to focus its expansion plans in China, which has been a
key growth market for over 10 years. There are currently 228 OSIM outlets in China, which
will increase to 270 by the end of the year. It intends to grow at the rate of 50-80 OSIM
outlets a year in China, while RichLife outlets will grow to the tune of 60 -100 a year. In Jul,
OSIM reported that 2Q10 net profit rose 142% to $12.1m, mainly contributed by increased
sales and better margins. Revenue rose 12% to $131m from $ 117m in the corresponding
period last year. Total capital expenditure is expected to be $11 -12m this year, CFO Peter
Lee said. Meanwhile, in 2H10, consumers can expect more new products in the µRelax and
Relieve¶ sector, which has continuously been OSIM¶s biggest driver of sales, Lee added.

‘
  
 
   
    

 

   

   

 

http://www.stockmarketsreview.com/reports/singapore_stock_market_and_companies_daily_repo
rt_20100901_35326/
Osim International Launches IPO Of 58 Million Shares At
S$0.52 Each
BackJul 20, 2000

Osim International Ltd ("OSIM"), one of Asia's leading marketer, distributor and franchisor of
home healthcare and healthy lifestyle products, today (July 19, 2000) launched its initial
public offer ("IPO") of 58 million shares at S$0.52 per share in connectio n to its listing on the
Main Board of the Singapore Exchange Securities Trading Limited ("SGX -ST").

The total share offer representing approximately 25.2% of OSIM's enlarged share capital,
comprises 38 million new shares and 20 million vendor shares. The t otal offer comprises a
public offer tranche of 5.8 million shares and a placement tranche of 52.2 million shares,
which consists of 46.4 million placement shares and 5.8 million shares reserved for the
directors and employees of the Group. These reserved s hares are priced at S$0.47 each.
The balance 52.2 million shares are priced at S$0.52 each, and represent a historical price
earnings ratio of 12.65 times based on the offer price and historical earnings per share of
S$0.4114.11 cents in financial year end ed December 31, 1999.

OSIM plans to use the estimated net proceeds of S$18.0 million from the IPO as follows:

ë approximately S$1.5 million to enhance and upgrade the Group's information

technology systems in order to facilitate their Enterprise Resource Planning ("ERP")
and Customer Relationship Management ("CRM");
ë approximately S$6.0 million for the expansion of their point -of-sales outlets in existing
and new geographical markets, the development of new product lines and for
strategic investments in e -commerce initiatives;
ë approximately S$8.0 million to partially finance the acquisition of land and
construction costs of a new corporate headquarters in Singapore; and
ë the remaining of S$2.5 million will be used for additional working capital.

A regional pl ayer poised for global growth, OSIM was established in 1980 as a sole
proprietorship retailing an array of household goods. Subsequently in 1983, the Company
was converted to a private limited selling health -care related products such as hand -held
massagers and foot reflexology rollers. The Group expanded rapidly and by 1987, it had
established a distribution network of 10 outlets in Singapore, Hong Kong and Taiwan,
marketing household goods and health -care related products. Today, OSIM operates a
distribution network of over 200 outlets located in Asia, the Middle East and North America.

Said Dr Ron Sim, Chairman and Chief Executive Officer of OSIM: "OSIM's vision is to be a
global leader in home healthcare and healthy lifestyle products. To achieve this st atus, we
plan to increase our point -of-sales outlets worldwide to 300 by next year, 500 by year 2003,
and 1,000 by year 2008. We believe that through franchising, we can expand and multiply
our point-of-sales outlets at a more rapid rate as it allows us to focus on our core strengths in
marketing. Negotiations are currently underway to appoint franchisees in the Philippines,
and we are also hoping to reach to Australia, United Kingdom, South Africa and Korea."

Operating a comprehensive business process, the Group carries a wide range of home
healthcare and healthy lifestyle products, which can be broadly categorised under:

ë Healthy Lifestyle
Products include massage chairs, massage mattresses, personal home saunas,
slimming belts and fitness equipment, which cater to the needs of an increasingly
 affluent society to provide customers with relaxation techniques and luxurious
comfort.
ë Health Care
Foot reflexology rollers, pulse massagers, hand -held massagers, eye massagers,
massaging hairbrushes, hot and cold gel packs, mechanical rotary toothbrushes and
hearing aids fall under healthcare products.
ë Health Check
The Group markets a range of diagnostic equipment like blood pressure monitors,
pedometers, electronic weight and height measuring machines, digital thermo meters
and ear scan thermometers. OSIM also plans to market posters, literature, music
compact discs and tapes on the theme of health and healthy living to provide a total
health experience to customers.

According to surveys conducted by The Gallup Organis ation and ACNielsen, OSIM is the
Number One brand for electronic home healthcare products in Singapore in terms of brand
awareness, market share and perceived image and the overall preferred brand in Hong
Kong for massage chairs, foot reflexology rollers, pulse massagers and pulse monitors.
OSIM attributes its competitive edge over its competitors to its ability to exercise full control
over their point -of-sales network and to dictate 'how' to sell and 'what' to sell, allowing for
future planning of product launches as far as two years ahead. Such control over its supply
chain also provides a buffer to the Group from the impact of cyclical changes in business
cycles.

In the next phase of its future growth, the Group intends to expand its business by marketin g
and distributing other related home health -care products like health food and supplements,
and fitness equipment. OSIM has already ventured into wholesale distribution in Singapore
to hospitals, the Apex Pharmacy and Guardian Pharmacy Chains and Chinese medical halls
and also intends to increase its wholesale distribution sales in other primary markets such as
Hong Kong and Taiwan through hospitals, pharmacies, Chinese medical halls, health clubs,
beauty centres and fitness centres.

Traditionally serving the middle to high end of the product price range in the market, the
Group has also developed a lower -priced secondary brand "NORO" to serve consumers
who are more price sensitive, targeting a whole new segment of the market. Products sold
under the "NORO" brand will not cannibalise the main OSIM brand as it will be differentiated
by having less complex designs and fewer features. Currently, lower -priced massage chairs
and kneading massagers are retailed under the "NORO" brand for which the trademark has
been registered in PRC, Hong Kong and Indonesia. Trademark applications are presently
pending for approval in Singapore and Malaysia.

For the financial year ended December 31, 1999, OSIM's turnover rose 48% to S$103.1
million, from S$69.7 million in financia l year 1998. Profit before tax also rose by 239% to
S$10.8 million for 1999, compared to S$3.2 million the previous year.

Oversea-Chinese Banking Corporation Limited ("OCBC Bank") is the manager, underwriter

and placement agent for the IPO.

The IPO opens a t XX am on July 19, 2000 and closes at noon on July 267, 2000. Trading on
a "when issued" basis is expected to begin on July 31, 2000.

Copies of the prospectus and application forms may be obtained on request, subject to
availability, at selected branches of OCBC Bank, members of the Association of Banks in
Singapore, members of the SGX -ST, and merchant banks in Singapore. Applications for
shares may be made on the application forms referred to in the prospectus or by way of
electronic share applications at ATMs of the participating banks set out in the prospectus.

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No. of Outlets* No. of Outlets*
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Malaysia 85.7 59 96.0 71
Overseas 42.8 91 37.3 98


 

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http://www.ogawaworld.net/corporate/about/chairman_message.php

 



 
 

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With over 20 years¶ experience creating innovative healthcare

products, OTO has refined its biomedical knowledge by perfecting the
balance of traditional learnings from the East, and revolutionary
technologies from the West. With this platform, products dedicated to
help people live better, and longer, are continuously developed. Like
fitness and relaxation products to keep bodies rejuvenated and vital,
diagnostics products for anyone to effectively monitor health, and
therapeutic products to alleviate pains and ailments. OTO boasts a
strong line-up of products and through collaborations with
established manufacturers, aim to put an OTO product in every home
in the Asia Pacific and then, the world.

  

  

Singapore is poised to scale new heights in the 21st century. With

this exciting vision come opportunities that are at once varied,
exciting, challenging.

Our business operational units are heightened with a knowledge

management procedure, where OTO Singapore is the hub of the Asia
Pacific region, with regional offices in Hong Kong & Malaysia.

Overtime, our Asia Pacific network spans from Indonesia, Thailand,

Philippines, Brunei, India, Aust ralia & New Zealand.


  

OTO aims to be a people's brand. With our primary emphasis on

innovative healthcare therapies, we seek to reach out to everyone in
providing credible products to our consumers with the right pricing
strategy.

We believe that health care is not limited only to people with deep -
pockets and seeks to reinforce education on the importance of
rehabilitative therapies and health care maintenance.

Thus changing the perception of people who associate health wi th

negative attributes, such as µdeath¶, µproblems¶, µno wealth means no
health¶, etc.
  

 

At OTO we truly believe that people are our most valuable assets and
the foundation of our business.

We undergo a thorough search and selection process as we feel it is

so important to retain and develop talents by nurturing challenging
careers, creating an exciting work environment and providing
opportunities to learn and grow.

Our local talents in respective countries seeks to develop a localize

management team who are effectively bi -lingual to reflect on the
diverse Asia Pacific market, thus working towards a unified goal to a
global brand.

The OTO Training and Development work force program seeks to

constantly enhance the professional skills of our people with a sound
understanding on health care.


 O
  

 O   




























 (British English: ) is a manufacturing process for producing parts from
both thermoplastic andthermosetting plastic materials. Material is fed into a heated barrel, mixed, and
forced into a mold cavity where it cools and hardens to the configuration of the mold cavity. [1] After a
product is designed, usually by an industrial designer or anengineer, molds are made by
a moldmaker (or toolmaker) from metal, usually either steel or aluminum, and precision-machined to
form the features of the desired part. Injection molding is widely used for manufacturing a variety of
parts, from the smallest component to entire body panels of cars.

u
1. Process characteristics
2. History
3. Applications
4. Examples of polymers best suited for the process
5. Equipment
6. Injection process
7. Process troubleshooting
8. Lubrication and cooling
9. Power requirements
10. Inserts
11. Gallery
12. See also
13. Notes
14. References
15. External links

=

  



ë Ëtilizes a ram or screw-type plunger to force molten plastic material into a mold cavity
ë Ôroduces a solid or open-ended shape that has conformed to the contour of the mold
ë Ëses thermoplastic or thermoset materials
ë Ôroduces a parting line, sprue, and gate marks
ë › ector pin marks are usually present
[2]





The first man-made plastic was invented in Britain in 1851 by Alexander Parkes. He publicly
demonstrated it at the 1862 International Exhibition in London, calling the material he produced
"Parkesine." Derived from cellulose, Parkesine could be heated, molded, and retain its shape when
cooled. It was, however, expensive to produce, prone to cracking, and highly flammable.

In 1868, American inventor John Wesley Hyatt developed a plastic material he named Celluloid,
improving on Parkes' invention so that it could be processed into finished form. Together with his
brother Isaiah, Hyatt patented the first injection molding machine in 1872. [3] This machine was
relatively simple compared to machines in use today. It worked like a largehypodermic needle, using
a plunger to inject plastic through a heated cylinder into a mold. The industry progressed slowly over
the years, producing products such as collar stays, buttons, and hair combs.

The industry expanded rapidly in the 1940s because World War II created a huge demand for
inexpensive, mass-produced products. In 1946, American inventor James Watson Hendry built the
first screw injection machine, which allowed much more precise control over the speed of injection
and the quality of articles produced. This machine also allowed material to be mixed before injection,
so that colored or recycled plastic could be added to virgin material and mixed thoroughly before
being injected. Today screw injection machines account for the vast majority of all injection
machines. In the 1970s, Hendry went on to develop the first gas-assisted injection molding process,
which permitted the production of complex, hollow articles that cooled quickly. This greatly
improved design flexibility as well as the strength and finish of manufactured parts while reducing
production time, cost, weight and waste.

The plastic injection molding industry has evolved over the years from producing combs and buttons
to producing a vast array of products for many industries including automotive, medical, aerospace,
consumer products, toys, plumbing, packaging, and construction. [4]





Injection molding is used to create many things such as wire spools, packaging, bottle caps,
automotive dashboards, pocket combs, and most other plastic products available today. Injection
molding is the most common method of part manufacturing. It is ideal for producing high volumes of
the same object. [5] Some advantages of injection molding are high production rates, repeatable high
tolerances, the ability to use a wide range of materials, low labor cost, minimal scrap losses, and little
need to finish parts after molding. Some disadvantages of this process are expensive equipment
investment, potentially high running costs, and the need to design moldable parts. [6]


 

 









Most polymers may be used, including all thermoplastics, some thermosets, and
some elastomers. [7] In 1995 there were approximately 18,000 different materials available for
injection molding and that number was increasing at an average rate of 750 per year. The available
materials are alloys or blends of previously developed materials meaning that product designers can
choose from a vast selection of materials, one that has exactly the right properties. Materials are
chosen based on the strength and function required for the final part, but also each material has
different parameters for molding that must be taken into account. [8] Common polymers
like Epoxy and phenolic are examples of thermosetting plastics while nylon, polyethylene,
and polystyrene are thermoplastic. [9]




Ôaper clip mold opened in molding machine; the nozzle is visible at right
Main article: Injection molding machine

Injection molding machines consist of a material hopper, an injection ram or screw-type plunger, and
a heating unit. [2] They are also known as presses, they hold the molds in which the components are
shaped. Presses are rated by tonnage, which expresses the amount of clamping force that the machine
can exert. This force keeps the mold closed during the injection process. Tonnage can vary from less
than 5 tons to 6000 tons, with the higher figures used in comparatively few manufacturing operations.
The total clamp force needed is determined by the projected area of the part being molded. This
projected area is multiplied by a clamp force of from 2 to 8 tons for each square inch of the projected
areas. As a rule of thumb, 4 or 5 tons/in2 can be used for most products. If the plastic material is very
stiff, it will require more injection pressure to fill the mold, thus more clamp tonnage to hold the mold
closed. [10] The required force can also be determined by the material used and the size of the part,
larger parts require higher clamping force. [11]


=


Ê or  are the common terms used to describe the tooling used to produce plastic parts in
molding.

Since molds have been expensive to manufacture, they were usually only used in mass production
where thousands of parts were being produced. Typical molds are constructed from hardened steel,
pre-hardened steel, aluminum, and/or beryllium-copper alloy. The choice of material to build a mold
from is primarily one of economics; in general, steel molds cost more to construct, but their longer
lifespan will offset the higher initial cost over a higher number of parts made before wearing out. Pre-
hardened steel molds are less wear-resistant and are used for lower volume requirements or larger
components. The typical steel hardness is 38-45 on the Rockwell-C scale. Hardened steel molds are
heat treated after machining. These are by far the superior in terms of wear resistance and lifespan.
Typical hardness ranges between 50 and 60 Rockwell-C (HRC). Aluminum molds can cost
substantially less, and, when designed and machined with modern computerized equipment, can be
economical for molding tens or even hundreds of thousands of parts. Beryllium copper is used in
areas of the mold that require fast heat removal or areas that see the most shear heat generated. [12] The
molds can be manufactured either by CNC machining or by using Electrical Discharge Machining
processes

n ection molding die with side pulls

"A" side of die for 25% glass-filled acetal with 2 side pulls.

Close up of removable insert in "A" side.

 "B" side of die with side pull actuators.

nsert removed from die.






Standard two plates tooling - core and cavity are inserts in a mold base - "family mold" of five
different parts

The mold consists of two primary components, the injection mold (A plate) and the ejector mold (B
plate). Plastic resin enters the mold through a m
 in the injection mold, the sprue bushing is to seal
tightly against the nozzle of the injection barrel of the molding machine and to allow molten plastic to
flow from the barrel into the mold, also known as the [13] . The sprue bushing directs the molten plastic
to the cavity images through channels that are machined into the faces of the A and B plates. These
channels allow plastic to run along them, so they are referred to as runners. [14] The molten plastic
flows through the runner and enters one or more specialized gates and into the cavity [15] geometry to
form the desired part.

The amount of resin required to fill the sprue, runner and cavities of a mold is a shot. Trapped air in
the mold can escape through air vents that are ground into the parting line of the mold. If the trapped
air is not allowed to escape, it is compressed by the pressure of the incoming material and is squeezed
into the corners of the cavity, where it prevents filling and causes other defects as well. The air can
become so compressed that it ignites and burns the surrounding plastic material. [16] To allow for
removal of the molded part from the mold, the mold features must not overhang one another in the
direction that the mold opens, unless parts of the mold are designed to move from between such
overhangs when the mold opens (utilizing components called Lifters).

Sides of the part that appear parallel with the direction of draw (The axis of the cored position (hole)
or insert is parallel to the up and down movement of the mold as it opens and closes) [17] are typically
angled slightly with (draft) to ease release of the part from the mold. Insufficient draft can cause
deformation or damage. The draft required for mold release is primarily dependent on the depth of the
cavity: the deeper the cavity, the more draft necessary. Shrinkage must also be taken into account
when determining the draft required. [18] If the skin is too thin, then the molded part will tend to shrink
onto the cores that form them while cooling, and cling to those cores or part may warp, twist, blister
or crack when the cavity is pulled away. [19] The mold is usually designed so that the molded part
reliably remains on the ejector (B) side of the mold when it opens, and draws the runner and the sprue
out of the (A) side along with the parts. The part then falls freely when ejected from the (B) side.
Tunnel gates, also known as submarine or mold gate, is located below the parting line or mold
surface. The opening is machined into the surface of the mold on the parting line. The molded part is
cut (by the mold) from the runner system on ejection from the mold. [20] Ejector pins, also known as
knockout pin, is a circular pin placed in either half of the mold (usually the ejector half), which pushes
the finished molded product, or runner system out of a mold. [21]

The standard method of cooling is passing a coolant (usually water) through a series of holes drilled
through the mold plates and connected by hoses to form a continuous pathway. The coolant absorbs
heat from the mold (which has absorbed heat from the hot plastic) and keeps the mold at a proper
temperature to solidify the plastic at the most efficient rate. [22]

To ease maintenance and venting, cavities and cores are divided into pieces, called  m
m, and sub-
assemblies, also called m
m,  m, or 
m m. By substituting interchangeable inserts, one
mold may make several variations of the same part.

More complex parts are formed using more complex molds. These may have sections called slides,
that move into a cavity perpendicular to the draw direction, to form overhanging part features. When
the mold is opened, the slides are pulled away from the plastic part by using stationary ³angle pins´
on the stationary mold half. These pins enter a slot in the slides and cause the slides to move
backward when the moving half of the mold opens. The part is then ejected and the mold closes. The
closing action of the mold causes the slides to move forward along the angle pins. [23]

Some molds allow previously molded parts to be reinserted to allow a new plastic layer to form
around the first part. This is often referred to as overmolding. This system can allow for production of
one-piece tires and wheels.

Two-shot or multi-shot molds are designed to "overmold" within a single molding cycle and must be
processed on specialized injection molding machines with two or more injection units. This process is
actually an injection molding process performed twice. In the first step, the base color material is
molded into a basic shape. Then the second material is injection-molded into the remaining open
spaces. That space is then filled during the second injection step with a material of a different
color. [24]

A mold can produce several copies of the same parts in a single "shot". The number of "impressions"
in the mold of that part is often incorrectly referred to as cavitation. A tool with one impression will
often be called a single impression(cavity) mold.[25] A mold with 2 or more cavities of the same parts
will likely be referred to as multiple impression (cavity) mold. [26] Some extremely high production
volume molds (like those for bottle caps) can have over 128 cavities.

In some cases multiple cavity tooling will mold a series of different parts in the same tool. Some
toolmakers call these molds family molds as all the parts are related. [27]









 



The mechanical properties of a part are usually little affected. Some parts can have internal stresses in
them. This is one of the reasons why it's good to have uniform wall thickness when molding. One of
the physical property changes is shrinkage. A permanent chemical property change is the material
thermoset, which can't be remelted to be injected again. [28]





 

Tool steel or beryllium-copper are often used. Mild steel, aluminum, nickel or epoxy are suitable only
for prototype or very short production runs. [29] Modern hard aluminum (7075 and 2024 alloys) with
proper mold design, can easily make molds capable of 100,000 or more part life.[    ]




 



The most commonly used plastic molding process, injection molding, is used to create a large variety
of products with different shapes and sizes. Most importantly, they can create products with complex
geometry that many other processes cannot. There are a few precautions when designing something
that will be made using this process to reduce the risk of weak spots. First, streamline your product or
keep the thickness relatively uniform. Second, try and keep your product between 2 to 20 inches.

The size of a part will depend on a number of factors (material, wall thickness, shape,process etc.).
The initial raw material required may be measured in the form of granules, pellets or powders. Here
are some ranges of the sizes.

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Knowing the cost of an item, or an activity makes it possible to calculate the profit of that item or
activity. This is very important. Sometimes businesses are not aware that they are making a loss on a
specific item or activity because some of the costs that should be attributed to that product or activity
have been absorbed elsewhere - so that one part of the business is subsidising another part. There are
two main components of cost:

1. Direct costs that can be associated directly with the production of a unit of a product
orservice e.g. raw materials, and labour costs that can be specifically associated with that particular
unit.

2. Indirect costs that can not be tied down to specific units of output. For example, in a factory
producing several different types of chocolate bars, management costs and otheroverheads such as
lighting and heating may not be able to be tied down to particular product lines. These indirect costs
then need to be apportioned in a sensible way among the various product lines.

*

There are several ways of absorbing these indirect costs. For example, they could be
absorbed among different chocolate bar lines according to the floor space that each line
takes up in the factory, or according to the sales revenue of each line, or by some other
method. Using such an approach the direct costs can then be divided up into the
various production lines and then into the number of units coming off the line.

A factory produces 10,000 chocolate bars of a specific type each day (along with several
other chocolate bars on other parts of the factory floor). The direct cost of produ cing each
bar is calculated at 20 pence (to cover raw material, and direct labour costs). In addition, it is
calculated that each product line should absorb £1,000 of indirect costs per day (the method
of absorbing the costs having been calculated in propo rtion to the sales revenue of each
product line). This means that 10p of overhead cost is allocated to each unit of production
from that line.

Total cost per unit is therefore:

20p direct cost plus 10p indirect cost = 30p.

If the chocolate bars are sold on to retailers at 35p each, then we can see that each bar is
making a profit of 5p. (If the total cost per unit had been more than 35p then there would
have been a case for either raising price, or discontinuing that line).

Direct costs according to CIMA are expenditures which can be economically identified with a
specific saleable cost unit. Indirect costs are therefore ones which can not be directly
identified with specific saleable cost units.

http://www.thetimes100.co.uk/theory/theory--costing-profitability--299.php