As part of our commitment to corporate social responsibility (CSR) and in order to support our actions in favour of the ecological and energy transition, Mora Group is proud to announce that it has joined the Coq Vert community, an initiative supported by Bpifrance and ADEME.

This membership marks a further step in our Group’s environmental strategy, demonstrating our determination to make an active contribution to building a sustainable economic model that reconciles industrial performance with the preservation of natural resources.

Why join the Coq Vert community?

Support to accelerate our transformation

Joining the Coq Vert community opens the way to a structured framework and concrete resources, enabling us to advance our environmental commitment:

• Specialised training: we now have access to exclusive training modules and educational resources that enhance our expertise in the fields of energy and ecological transition.
• An active network: through regular meetings, workshops and events, we benefit from a forum for dialogue and sharing with other committed players, encouraging the exchange of best practice and the emergence of collaborative initiatives.
• Increased visibility: by highlighting our actions, our participation in this community enables us to promote our environmental projects to our stakeholders and inspire other companies to follow suit.

Mora Group: committed to a sustainable future

For several years now, Mora Group has been fully integrating environmental and social issues into its business. This is illustrated by our participation in the Ecovadis programme, which assesses and values companies’ CSR performance. Joining the Coq Vert community represents a natural extension of this approach, and an additional lever for stepping up our efforts to promote the ecological transition.

We are convinced that this transition should not be seen as a constraint, but as an opportunity for transformation and innovation. It is forcing us to rethink our production models, to invest in sustainable technological solutions and to strengthen our role as a responsible player in our sector.

Beyond our own actions, our ambition is to unite all the stakeholders with whom we work: customers, partners, employees and suppliers. By collaborating with local and international players, we aim to contribute to a collective dynamic capable of meeting today’s climate and environmental challenges.

Download the Coq Vert manifesto: Le manifeste

Vincent, could you describe your career path for us?

I’m Vincent Collard, Technical Director of the MORA Group, and a mechanical engineer with a degree from the UTC in Compiègne. I started my career as a project manager in the subcontracting sector, then spent 15 years in the automotive industry as a Tier 1 supplier.

I worked on the development of sensors for engines, gearboxes and mechatronic systems for customers such as PSA, Renault, BMW, Ford, Fiat, Mazda, Maserati and many other brands in France and internationally. I managed development teams of up to 30 people and oversaw the entire project lifecycle, from design to production.

This experience enabled me to strengthen my management skills and the management of complex projects. I then moved into a different sector, becoming a key account project manager for solar power plants, where I managed projects for customers such as EDF and Aéroports de Paris.

I then joined MORA as a project manager, before becoming Technical Director.

Can you tell us about your role as Head of Development at MORA and the team you lead?

What distinguishes our approach at Mora is that all development is located in France, at Chambost-Allières. Our team works on projects and parts to be manufactured at our sites in France, Portugal and Romania, depending on the needs of the group. Manuplast, our Swiss subsidiary, is autonomous, but we also contribute our technical expertise on certain issues. We manage a wide range of projects for the medical, automotive and industrial sectors. All products manufactured within the Mora Group have necessarily passed through our development team.

As Head of Development, I manage a small team of around ten people:

Project/Process section

It includes the two project managers and the person in charge of industrial methods. The latter specialises in special machines and peripherals at the press exit. She helps us to define the presses, draw up the specifications, validate the equipment, ensure that it is put into operation and carry out all the on-site qualifications.

Quality development section

• Since 2019, quality has been integrated into development. This means that we can work more smoothly in project mode. We have an engineer in charge of quality-related documents, in particular qualifications, which are particularly demanding in the medical sector, with IQ, OQ, PQ reports, etc. We also develop protocols, i.e. preliminary documents, and define qualification criteria with customers. We also develop the protocols, i.e. the preliminary documents, and define the qualification criteria with the customers. The whole process is supervised by a validation master plan drawn up by the Quality Engineer.
• The quality engineer also draws up the measurement programmes on 3D machines, the R&R studies qualifying these measurements and the capability calculations qualifying the products. We also carry out the in-house fitting required for these measurements.

Le service comprend également une contrôleuse Qualité, qui travaille sur les rapports de métrologie. Elle alimente les différents rapports Qualité par ses analyses et inspections sur pièces et ses mesures.

Mould section

A mould expert with 30 years’ experience is both the tool expert and the tool buyer. He ensures consistency in exchanges with mould makers, using a common language. Under his supervision, two press set-up technicians are responsible for injection testing. They adjust the injection programme, carry out all the necessary tests and suggest improvements to optimise the processes.

Quotation section

The cost estimator is responsible for assessing the costs of all the RFQs we receive. These estimates are then sent to the sales department. There is a real continuity within the Technical Department between the costing being carried out and the project being taken over by the project manager. I think this involvement is essential, because the department takes ownership of the project, being responsible for both the costing and the project management.

We’re a relatively small team, but we work very closely together, which means we can be extremely responsive. The integration of development quality, mould purchasing and setting technicians within the department enables us to operate in a very coherent way. Working in a vacuum encourages fluid, rapid communication, which considerably improves responsiveness and the quality of information exchanged. This organisation is a real strength, giving us agility and fluidity in the management of our projects.

What does development involve at Mora?

Development at MORA is special because we don’t design our own plastic parts. We respond to customer requirements, often defined by a specification, a 3D model or a customer drawing, as the project progresses. Our responsibility is not to design the part, but to work closely with the customer to manufacture it, hence the term ‘co-development’. We have to ensure that the part is correctly processed, that it injects optimally and that it is manufactured in accordance with the requirements. To achieve this, we take into account input data relating to quality, production capacity and the manufacturing environment.

From the 3D part supplied, the first step is to produce a DFM (Design For Manufacturing), where we recommend adjustments to make the design more realistic for our process. For example, for the mould, we indicate modifications such as undercuts, ejectors, injection points and parting lines. In short, our job is to design the means to manufacture the part in accordance with the customer’s requirements.

The customer can provide details of the production environment, for example in the medical sector, where clean environments are required, such as ISO 7 or ISO 8 rooms.

From the outset, we have to plan for the manufacture of the injection mould and its installation on the production line. We are increasingly evolving from an injector to a manufacturer, integrating automated machines to manage downstream processes. Our role is to ensure that the part is produced according to the customer’s expectations, in terms of quality and capacity.

From there, we design the mould, taking into account the optimisation of part injection, mould ejection and positioning. It’s also essential to think about peripherals, such as how the part can be picked up by a robot for packaging or decoration. We need to anticipate very early on the processes required to meet the customer’s expectations. We often have a great deal of freedom in the design of the tools, with the customer mainly defining the requirements in terms of functionality. This leaves our team with the responsibility of designing the industrial resources to meet their requirements.

What is the internal development process like?

We work in project mode, which means that the project manager plays a functional hierarchical role. He or she is the customer’s single point of contact, enabling him or her to maintain an overview of all the project’s input and output data. Procedures must not be seen as a constraint; they must be transformed into effective tools for monitoring and ensuring the smooth running of the project.

Development is managed according to an internal procedure, no. 20, which includes six milestones called PR (Project Review), from PR1 to PR6. Each milestone marks a project review point, with specific input and output data. I take part in all these project reviews, which have to be signed off before moving on to the next milestone. As long as there are open actions, we can’t move on to the next review. This process allows us to structure and phase development over time.

Tell us about the quality aspect of the development process.

The quality part of the development process is crucial, in particular to ensure that the final product meets the customer’s requirements. This includes documentation and the implementation of checking fixtures from the earliest stages of development. We are responsible for designing the checking fixtures used in production, such as specific fixtures with three-dimensional checks performed by 3D measuring machines (probing or optical).

The measurement programme is designed by our team. In very demanding sectors such as the medical sector, and when we have moulds with 64 cavities, we develop specific fixtures enabling us to simultaneously check all the parts produced from a mould.

These tools must be qualified to guarantee their accuracy and reliability when measuring parts. Once qualified, they are used to assess part conformity and determine the capability of each critical rib. These checking fixtures are then transferred to the quality teams at the production sites, who use them to ensure rigorous and constant monitoring, guaranteeing part conformity throughout the manufacturing process.

Quality during the project also involves ensuring that all the qualification documents and associated test sheets are properly drawn up, from the protocols to the final reports.

And there can be no good process without appropriate Risk Analysis and Process FMEA; this approach is taken by the Development Quality department, involving the entire project team.

Tell us about the cleanrooms and processes involved in injection moulding.

The design of the cleanrooms that enable us to comply with ISO13485 was carried out by Mora’s development team. The entire 3D construction of the environment came from our department, with manufacturing being subcontracted. A new cleanroom was installed in 2017, followed by the second in 2019, the third in 2021, and the fourth in 2023. These facilities impose significant requirements in terms of cleanliness, clothing and environmental control.

Today, Mora is more than just an injector. Although injection moulding remains our core business, we have broadened our expertise by developing related processes and technologies such as leak-proof unit packaging, 100% camera control, automatic packaging, decoration and marking to ensure traceability. We have also put in place processes to manage the sterilisation of parts and guarantee their sterility.

At Mora, we master injection moulding, process automation and the validation of our processes and products through a rigorous procedure.

Our technical excellence lies in offering our customers the optimum level of automation in response to their economic, capacity and quality requirements.

At Mora, expertise in thermoplastic injection moulding goes hand in hand with extensive know-how in the decoration of injected parts. To give you a detailed insight into this business, we have gathered the testimony of Vincent COLLARD, Technical Director of the Mora Group.

Mr COLLARD, before highlighting the decoration business, could you briefly introduce yourself.

I’m Vincent COLLARD, Technical Director of the Mora Group. I am responsible for the development team based in Chambost-Allières, which works for all our sites in France, Portugal and Romania.

My career as a mechanical engineer, which began at the UTC in Compiègne, gave me a wealth of experience as a project manager for  car manufacturers and in the field of solar energy for large power plants. In 2016, after several years at Mora as project manager, I took over as the group’s technical director.

What does decoration mean to Mora ?

« At Mora, the injection of thermoplastic parts is at the heart of our business. Decoration, or finishing, enhances this expertise by adding visual elements to injected parts. We apply decoration mainly using pad printing.

This technique uses a specific ink pad, designed to take ink from a mask of defined shape, then apply it precisely to the injected part.

This method ensures that the decorations are durable and robust.

Although other technologies, such as inkjet printing, exist, they are not as suitable in terms of durability and resistance over time. Pad printing therefore remains our preferred method for offering our customers durable finishes.

How long has Mora mastered this expertise ?

« We’ve been pad printing for over 20 years. Over the years, technologies and machines have evolved, and we have constantly updated our equipment to stay at the forefront of innovation. Our multi-head machines, capable of applying different colours, have been complemented by sophisticated automatic lines.

These improvements allow us to integrate decoration perfectly with our core business of plastic injection moulding, offering complete, high-quality solutions. ».

Can you give us a concrete description of the pad printing decoration process ?

«We are currently working on a major project involving automatic pad printing for the CrossJet element. This project is a perfect example of our ability to integrate advanced automation into our decoration processes.

The decoration for this project involves pad printing around a window and printing an arrow and a number. These markings are used to guide the user ergonomically when handling the product, making it easier to apply the medication..

On this product, two elements require particular attention: the cap and the cover.

Cap

For the cap, we use semi-automatic pad printing, enabling us to produce around 200 pieces per hour. This method is suitable for lower production rates, but ensures consistent precision and quality.

Cover

For the cover, which requires the application of two colours on two sides, we set up a fully automated production line capable of producing 1,000 parts per hour. This sophisticated robot is equipped with 12 mandrels and a system for automatic unloading of parts by a robot. A second robot then positions each part on another mandrel of the pad printing machine, which applies the two colours on both sides. A 100% camera check verifies the integrity of the pad printing, guaranteeing optimum quality. Once the decoration is complete, the parts are unloaded onto a conveyor belt for packing and dispatch.

This project has enabled us to take a significant step forward in terms of automation. Thanks to these improvements, we are now able to respond to even higher volumes. For example, we can switch from a 2-cavity rotary mould to a 4+4 cavity mould to increase our production capacity. We are able to adapt our processes to customer requirements.

Why use automated lines and processes for decoration ?

We strive to develop optimised processes adapted to our customers’ requirements, while maintaining high synthetic yield rates (SRR). The OEE is a crucial indicator that assesses our ability to produce finished products over the course of a production day. It takes into account factors such as cycle time, machine downtime and time spent on quality. Our objective is to achieve an OEE of 90%.

This indicator is particularly important in interconnected processes, such as those involving pad printing and plastic injection moulding. As pad printing is directly linked to the injection moulding machine, it is essential that these two processes work in harmony. A problem on the pad printing line must not disrupt production upstream of the injection moulding machine

To avoid such interruptions, we have set up buffer systems. If a problem occurs on the pad printing line, the injection moulding machine continues to produce parts, which are stored in a buffer. When the pad printing machine is operational again, it can retrieve the stored parts and resume the process without interruption.

Having processes that run smoothly is essential if we are not to slow down the business. Through automation and rigorous process management, we ensure continuous, efficient production that meets our customers’ requirements while optimising our production capacity.

What are the practical benefits of automating pad printing ?

Automated pad printing lines minimise product handling, which is crucial for guaranteeing the cleanliness and integrity of decorations, particularly in the medical sector.

In our process, the cap comes out of the injection moulding machine, is picked up by a robot and placed directly on the mandrel. The robot then decorates the cap using pad printing and places it on a conveyor belt. The part is not handled until the end of the process, when it is placed in a cardboard box, which reduces the risk of contamination by human hands.

Our automated system makes it possible to produce two-colour pad printing in a single pass, considerably reducing the risk of quality defects that could occur if two passes were necessary

To validate the quality of each piece, we use 100% camera control. This final step ensures that all decorations meet our quality standards before the pieces are packed and dispatched.

Why trust Mora for the manufacture and decoration of injected parts?

At Mora, we stand out from our competitors who focus solely on pad printing thanks to our complete mastery of the manufacture of injected parts. This integrated expertise enables us to offer significant advantages:

We have the ability to automate the decoration process immediately after injection, which translates into high output rates and reduced costs. By avoiding the additional costs associated with transporting and handling parts, we can offer competitively priced products while maintaining superior quality.

Less handling of parts means less risk of impact and contamination. By minimising these human interventions, we can guarantee better part integrity, which is crucial for demanding sectors such as the medical sector.

Camera inspection is now an essential part of our process. Each part is inspected and qualified as soon as it leaves the production line. This ensures accurate and consistent pad printing, guaranteeing compliance with specifications in terms of template, dimensions and absence of defects such as run-outs. This rigour enables us to aim for zero defects

By integrating pad printing into our injection moulding process, we guarantee not only the decoration but also the overall quality of the part.

C Each stage is designed to optimise cycle time and part quality, strengthening our competitive position in the market.

Article dans DeviceMed, magazine de référence en matière de fabrication de dispositif médical

Spécialisé dans la production de pièces plastiques de haute technologie, le groupe Mora s’appuie sur un parc machines complet et moderne, des salles propres ISO7/ISO8 et, au travers de sa filiale Sofami, sur des moyens de fabrication de moules qui viennent d’être enrichis de 2 centres d’usinage.

Fort de plus de 50 années d’expérience dans la plasturgie, le groupe Mora réalise un chiffre d’affaires annuel de 35 millions € au service des secteurs du médical, de l’automobile et de la défense. Dès 1998, il s’est doté d’une salle de production en atmosphère propre. Un pas supplémentaire a été franchi en 2019, avec l’installation de 2 salles blanches ISO 7 pour son site de production de Chambost-Allières à 50km au nord-ouest de Lyon, qui s’est alors spécialisé dans la production exclusive de composants et ensembles pour les secteurs médical, paramédical et pharmaceutique.

A ce jour, le groupe met à la disposition de ses clients pas moins de 4 salles propres ISO7/ISO8 sur 1600 m² et 34 machines électriques de dernière génération, ainsi que de nombreux équipements et services annexes pour des prestations partielles ou complètes. Outre des moyens de contrôle qualité de haute technologie, l’acquisition d’un appareillage de comptage particulaire a permis de gérer les risques de contamination à un niveau revendiqué par Mora comme le plus faible du secteur.

Le groupe Mora propose également son expertise dans la fabrication de moules d’injection, au travers de sa filiale Sofami, dotée des moyens de fabrication les plus modernes de la profession, et qui emploie 30 personnes. Pour faire face à sa croissance, Sofami vient de réceptionner 2 centres d’usinage 3 et 5 axes ultra-modernes.

Le groupe Mora se positionne comme partenaire dans le développement, la validation, l’industrialisation et la production à un très haut degré d’intégration et de qualité, et garantit une confidentialité absolue dans le déroulement des projets.

A voir sur le stand B98 de Pharmapack.

Antoine Gervais, 45, joined the family-owned Mora International group at the beginning of 2022 after having spent over 20 years in industry and services. A graduate of Supaero and with a Masters of Science from Stanford University, Antoine Gervais started his career with Dassault-Aviation in 2001, firstly in the engineering and design department in Paris then with the certification department in Bordeaux.

In 2006 he completed his education with an MBA from INSEAD then worked in turn for Jet Aviation, a leader in technical services for business aviation, then for SR Technics, a company specialized in aeronautical maintenance and engineering. In 2016 and until he joined Mora, he was Managing Director for the Swissport group’s airport activities in Geneva and Nice. In parallel, Antoine Gervais has been a Mora International board member for 5 years.

Clément Lacroix, Chairman of the Board of Directors of Mora International and representative of the next generation of the family-owned group’s shareholders, says: “We are delighted to welcome Antoine Gervais as managing director of Mora International. The years he spent on the company’s board of directors have paved the way for a natural transition to this executive role, in which he will be able to continue developing the company”.

Antoine Gervais says: “I am delighted to be back in an engineering and technical development environment. The company has high growth potential, so I began by meeting Mora International’s customers in order to consolidate existing partnerships and forge new ones over the long term. This announcement is also an opportunity to thank Jean-Pierre Lacroix very warmly, who has run the Mora International group for more than 30 years, expanding it and passing it on in a family setting”.

With 320 staff, Mora International is a high-tech industrial group specialized in plastics among other things for the medical, automotive and defence sectors. From design and development to the fabrication of tools and equipment and injection of plastic parts, Mora International controls the entire value chain for the benefit of a demanding and diversified clientele. Founded in France over 50 years ago, the group also operates in Portugal and Romania, and works closely with top-tier customers.

Further information can be obtained from Carole Breton: 

carole.breton@mora-int.com

Phone : +33 (0)4 74 03 19 61