Palestra 1 - Otimização do processo produtivo

© WZL/Fraunhofer IPT

Process chains in toolingThe design of technological process chains as a key factor to success

Kristian ArntzFraunhofer IPT, Aachen, Germany

International Seminar: Application of new technologies in the metal mechanic sector

Joinville, Brazil, September 2011

Seite 1© WZL/Fraunhofer IPT

Presentation outline

Introduction1

Examples of typical process chains3

Adjusting levers for process chains2

Conclusions5

Approach for technology chain configuration4


IntroductionProduction technology in Aachen, Germany

Fraunhofer Institute for Production Technology IPTn Institute of the Fraunhofer-Gesellschaftn Founded in 1980n approx. 400 employees

Laboratory for Machine Tools and Production Engineering (WZL)n Institute of the RWTH Aachen Universityn Founded in 1906n approx. 570 employees

WZLforum gGmbHn Educational training and qualificationn Founded in 1992 as Aachen Demonstration Laboratory for

Integrated Production Engineering ADITECn 22 employees


The Fraunhofer Institute for Production Technology IPTExecutive Director

n Prof. Fritz Klocke

Board of Directors

n Prof. Fritz Klocke, Prof. Christian Brecher, Prof. Robert Schmitt, Prof. Günther Schuh

Activities

n Process Technology

n Production Machines

n Production Quality and Metrology

n Technology Management

Affiliated Organizations

n Fraunhofer Project Group Mechatronic Systems Design, Paderborn, Germany

n Fraunhofer Center for Manufacturing Innovation CMI Boston, USA

We operate a quality management system certified according to DIN ISO 9001:2008


IntroductionHighlights from current EIP-competition and Survey (I/II)Vertical integration Employees distribution

Construction / Order preparation

Production Try Out / Quality

StandardizationProportion of non-variable parts of a typical tool [today]

5 7521,1

average

Maximal achievable proportion of non-variable parts [in future]

5 9538,3

average

81,6%

79,5%

79,3%

76,6%

76,4%

Depth of added value EIP-participants

2005

2006

2007

2008

2009

Depth of added value EIP Top 10 68,5%

74,5%

25,5%

Division of work/specialization must increase in the future

appliesdoes not apply

Division of labour

Source: Survey „Operative Exzellenz im Werkzeug- und Formenbau“, n=64, 2010


IntroductionHighlights from current EIP-competition and Survey (II/II)

Process performance

Differentiation

5,04

6,54On time delivery

6,21

6,08

Low running time

Quality of the tool

Price of the tool

Evaluation:1 = not promising7 = very promising

Differentiation

1092

2007

2006

Top 102009 1847

2008

1178

1409

1443

2009

-24%

Value per day [€/day]

78,1%

100,0%

2009 74,3%

2008 73,4%

2007 75,7%

aim

2006

-26%

On time delivery [%]

Distribution33,3%New customers

in new sectors

30,2%New customers in established sectors

Controlling and liquidity planning

Liquidity planning exact to the week

Source: Survey„Operative Exzellenz im Werkzeug- und Formenbau“, n=64, 2010


IntroductionThere is a trend for automation and no saturation in the market

0% 20% 40% 60% 80%

Integratedmeasurement

Job-Management

Machine interlinking

Handling systems

20112004

Automation arrangements in milling technology*

Automation arrangements in die sinking technology*

0% 20% 40% 60% 80%

Integratedmeasurement

Job-Management

Machine interlinking

Handling systems

20112004

*Source: Competition Excellence in Production 2004 / 2011

n Automation is an essential element of tool and die makers

n Handling systems andmachine interlinking still provide high potentials

n There still is a noticeable increase of automation efforts in the branch

n Summarized the development does not measure up to former expectations


Increasing level of technology Academization

IntroductionAn increasing level of technology and academization enable industrialization

Source images: Audi AG; Deckel Maho Gildemeister; t-mobile;

Industrialization

Synchronization

Process standardization

Product standardization

Focusing & Cooperation

Technology- and manufacturing

chains

MachinePerformance

ProcessTechnology

Capital AssetsSystematic Use of

Knowledge

Long-termEducation

AdvancedTool

Performance

Professional Research


Process standardization complements and supports product standardization

Source: Klotzbach 2007

Process outcome in production needs to be included in the examination to enable benefits from all advantages of standardizations.

Processstandardization

Flow productionPulsing

Productstandardization

Value creation systems for

industrial tool making

Value creationsystems for

industrialtool making

Cooperation

Focusing

Employees + Change

Administration



Introduction1



Conclusions5



Adjusting leversWhat to think about when starting?

n Where can we find adjusting levers within process chains?

– Initial state of raw material– What’s the performance of used technologies?

§ Technical standpoint§ Economic standpoint

– Process interface quality (e.g. clamping systems)

n 80% to 95% of the lead time consists of waiting times which means that there is no value-adding process during this time

– Motivation for process step reductions– Handling systems– Closed loop process chains

Material Flow


Adjusting levers The initial state of the raw material influences the first process steps

n The first process step is defined by the raw material state

n The range of raw material state is wide:– Unhardened steel with low tolerances and low surface quality

up to– Pre-manufactured (hardened) blanks with precise dimensions,

surfaces and pre-formed shapes

n The vertical outsourcing in case two is expensive as the supplier accomplishes necessary process steps, but:

n Manifold advantages:– Concentration on core competencies– Concentration on high-value adding processes– Lower in-house complexity– Lower technology diversity

n Disadvantages are:– Know-how transfer to the supplier– Transaction and coordination costs– Dependency of foreign companies


Adjusting levers There are three possible configurations!

Strength of HSC millingn High cutting speeds, precision and reproducibility, low manual effortsStrength of EDMn High aspect rations, very hard material, good process controlSuccessful combination of both technologiesn Product specific process chain configuration, Machine networks and automation

Lead time

Subsequent using of technologies

Complete machining with HSC

Integrated use of technologies


Adjusting levers Complete hard machining

5-axis complete machining

n Substitution of complex EDM processes

n Increased surface quality and accuracy

n New machine bearing and damping concepts

n Die and material specific process technology

Savings

n No electrode production und positioning

n Radical lead time reduction und less clamping effort

n Reduced manual finishing due to increased surface quality und accuracy


Adjusting leversOptimal efficiency utilization of technologies

Intelligent process combinations

n Utilization of technology specific strengths and avoidance of technology specific weaknesses

n A waste minimized combination is necessary in order to use the whole potential of such a combination

n A prevailed process chain in the course of intelligent combinations is an automated electrode milling and EDM process

Improvements

n Highly automated processes are possible

n High resource utilization



Introduction1



Conclusions5



Today’s classification of the most important hard machining technologies

Source: YASDA, H. Otsubo 2002

20 30 40 50 60 700

5

10

15

20

25

Castingmold

Today’s possibilities State of the art

near future

Milling

Workpiece hardness (HRC)

Aspect ratio (L/D)

EDM

Grinding

injectionmold fine blanking tools

forge-tools

Pressingtools

technicalinjection molds


Adjusting leversProcess example: Hard milled crank shaft die

Surface polishingElectrode millingCavity conditioningBurr millingDrilling of the flush boringsFace milling of the die blockDrilling of the transport borings

Processing time26,2 hours

Processing time54,5 hours

EDM and further processing operations

Complete machining on a machining centre Source: Krupp Gerlach

Process chain comparison for a crankshaft die

Advantage of complete machining of dies

n only one machine in use

n less process steps

n 50% shorter processing time

n 83% shorter running time

n 40% lower production costs

n no qualified manual labor

n higher production tolerance

n higher environmental friendliness


Adjusting levers Using synergy with complementary technologies!

30 h processing time

24

18

12

6

completeHSC

HSC + EDM (graphite)

Milling +EDM (Cu)

rough machiningresidual materialmachining

Process chain options

finishing orelectrode millingEDM

0

15 h processing time

12

9

6

3

HSC-finishing

0

Tool-diameter

< 4mm

< 2 mm

< 1 mm

Materialn Tool steel 1.2083n 56 HRC

Geometry n Surface areasn Small and deep groovesn Smallest inside radius: 0,15

< 1 mm

Substitution by EDM



Introduction1

Conclusions5





Approach for technology chain configurationApproach

n The production systematic offers an approach for process variance reduction

n For this reduction a frequency analysis of process chains is necessary

n For this analysis, the most frequent process chains get analyzed in detail:

– Identical chains as sub-chains– Production operation is missing („gap“)– Production operation is inverted – Production operation is different

n Aims: – Technological approach for an evaluation of the

identified process chains– Technological solution statements for harmonization of

chains with similarities

n Solution statements:– Technology change– Technology substitution

§ Technology performance extension § Constructive adaptation§ New technologies

n Frequency of process chains is recorded

n Similarities are well known

n Subsumption is possible to some extent

n Design has to take account of the defined process chains


Approach for technology chain configurationTechnology changes and substitutions enable lean process chains

EDM

EDM

Technology changes Technology substitution by design

Technology performance extension

Milling

n Arbitrary exchange of technologies is possible

n Performance area can be increased by technology improvement ( Milling vs. EDM)

n Areas also need to be considered in which this technology is more profitable than other potential technologies (consequently two graphics – a technical and an economic one – enfold)

Technology chain configuration can be improved by a reasonable technology strategies (optimizing, investments, new technologies) and by design adaption.

Range of production

Milling

Range of production after design adaption

Technology substitution

New Technologies

n New technologies enable a combination of the potentials of technology changes and performance extensions

n In the course of this, well planned investment appraisals are necessary


tact

ical

oper

atio

nal

stra

tegi

c

Approach for technology chain configurationDescription of possible measures

Technology changes

Technology substitution by design

Technology performance extension

Technology substitution

n Technology changes are possible in case of the possibility that the component can be manufactured with another technology considering technical and economic issues.

n Which technological constraints have to be considered?

– Geometry– Surface layer– Surface conditions– Material behavior– Manufacturing history

n Which economical constraints have to be considered?

– Production time – Impact on lead time– Comparison of process costs

n Optimization of existing technologies

– Contouring– Process parameters– Tools– etc..

n Capital assets– Machines– Controls– CAM programs

n Innovation strategy

n Component geometries which requires a certain technology must be abolished

n This approach requests a bidirectional play between the design department and production, in order to adapt the designs


Approach for technology chain configurationExample: Analysis of technology performance

Analysis of technology performance values

Aspect ratio

Maximum possible detail level*

*smallest gap between elements / smallest outline radius

Maximum possible surface quality

Maximal possible tolerances

Maximal possible material hardness

Side effects: Consideration of surface layer, manufacturing history, microstructural changes, etc.

Technology performance - Milling

1.2343 1.2083 1.2379Performance value

Aspect ratio

Detail level

Surface Quality

Tolerances

Hardness

Material

774 99774 99

774 99774 99

774 99774 99

774 99774 99

774 99774 99

774 99

774 99

774 99

774 99

774 99

After accomplished this analysis, the actual technology performance gets compared to theoretically possible performance. The next step would be an improved technology portfolio


Approach for technology chain configurationSystematically optimized technology interfaces with zero point clampings

Analysis of the machinery

Clamping process-analysis

Analysis and structuring of the range of products

Evaluation of Clamping Systems Specification documents

Konstruktion Fertigung

Change Management

Mitarbeiter Prozesse

Detailed R

amp-up

PlanningCho

ice

of

Cla

mpi

ng C

yste

ms Konstruktion Fertigung

ProzesseMitarbeiter

Ramp-upChange Management

Change Management

Mold Design Manufacturing

Employees Processes

Mold Design Manufacturing

Employees Processes


Approach for technology chain configurationPotential analysis of complete hard machining

Process Implementation

SWO

T –

Anal

ysis

Strengths

Weaknesses

Opportunities

Threads

Product analysis and geometry check

Performance analysis of existing milling resources and process know how

Bas

ic d

ecis

ion

info

rmat

ion

n Definition of a theoretic ideal process n consideration of the geometry requirements

Ideal Process

n Comparison of the ideal process and possible firm specific processes

n considering existing resources and possible capital assets

n Derivation of a best-practice solution

Firm Specific Process

Process – Definition

n Complete hard machining offers a wide range of opportunities

n For many firms a complete hard machining is the universal remedy

n But this is wrong: It is not suited for any product program

n Furthermore it requires high-performance resources and a deep understanding of the milling technology

n CAM programming is difficult and complex



Introduction1

Conclusions5





Conclusionn Process chain design include two different questions

– What are the right technologies for my company considering technological and economical issues?

– What is the right sequence of technologies within the factory?

n A first analysis must begin with the three levers:– Vertical integration: Where does my process chain starts?– Technologies: What’s the performance of my technologies?– Technology and machine interfaces: Quality of process connection

n The Fraunhofer IPT offers a comprehensive and proven procedure for designing lean and efficient process chains

n Integrated machining processes and complete hard machining offers powerful procedures to design efficient (sub-) process chains


Your contact to Fraunhofer IPT

Dipl.-Ing. Kristian Arntz

Head of department Laser Materials Processing Fraunhofer Institute for Production Technologie IPTSteinbachstraße 17, 52074 AachenPhone: +49 241 89 04-121Mobile:+49 174 1902817Fax: +49 241 89 04-6121Mail: [email protected]

Palestra 1 - Otimização do processo produtivo

Technology

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