Palestra 1 - Otimização do processo produtivo

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

Kristian Arntz
Fraunhofer IPT, Aachen, Germany

International Seminar: Application of new technologies in
the metal mechanic sector
Joinville, Brazil, September 2011

© WZL/Fraunhofer IPT

Presentation outline
1 Introduction

2 Adjusting levers for process chains

3 Examples of typical process chains

4 Approach for technology chain configuration

5 Conclusions

© WZL/Fraunhofer IPT Seite 1

Introduction
Production technology in Aachen, Germany
Fraunhofer Institute for Production Technology IPT
n Institute of the Fraunhofer-Gesellschaft
n Founded in 1980
n approx. 400 employees

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

WZLforum gGmbH
n Educational training and qualification
n Founded in 1992 as Aachen Demonstration Laboratory for
Integrated Production Engineering ADITEC
n 22 employees


The Fraunhofer Institute for Production Technology IPT
Executive 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
We operate a quality
n Fraunhofer Project Group Mechatronic Systems Design, Paderborn,
management system
Germany
certified according to
n Fraunhofer Center for Manufacturing Innovation CMI Boston, USA
DIN ISO 9001:2008


Introduction
Highlights from current EIP-competition and Survey (I/II)
Vertical integration Employees distribution
81,6%
79,5%
Depth of added value 79,3%
EIP-participants
76,6%
2005
76,4% 2006
2007
Depth of added value
68,5% 2008
EIP Top 10
2009 Construction / Production Try Out / Quality
Order preparation

Standardization Division of labour
Proportion of non-variable parts of a typical tool [today]
Division of work/specialization 74,5%
21,1 must increase in the future
5 75 25,5%
applies
average
does not apply
Maximal achievable proportion of non-variable parts [in future]

38,3
5 95

average

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


Introduction
Highlights from current EIP-competition and Survey (II/II)
Controlling and liquidity planning Differentiation
On time delivery 6,54

Low running
time 6,21

Quality of the
6,08
tool
Price of the
tool 5,04
Evaluation: Differentiation
1 = not promising
Liquidity planning exact to the week
7 = very promising

Process performance Distribution
Value per day On time New customers
[€/day] delivery [%] 33,3%
in new sectors
2006 1092 2006 78,1%
New customers in
30,2%
2007 1178 2007 75,7% established sectors

2008 1443 2008 73,4%

2009 1409 2009 74,3%
Top 10 aim 100,0%
1847
2009
-24% -26%

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


Introduction
There is a trend for automation and no saturation in the market
Automation arrangements in milling technology*
n Automation is an essential
Handling systems
element of tool and die
Machine interlinking
makers
2011

Job-Management
2004 n Handling systems and
machine interlinking still
Integrated
measurement provide high potentials
0% 20% 40% 60% 80%
n There still is a noticeable
increase of automation efforts
Automation arrangements in die sinking technology* in the branch
Handling systems n Summarized the development
does not measure up to
Machine interlinking
2011 former expectations
2004
Job-Management

Integrated
measurement

0% 20% 40% 60% 80%

*Source: Competition Excellence in Production 2004 / 2011


Introduction
An increasing level of technology and academization enable industrialization

Increasing level
of technology
Industrialization Academization

Advanced
Machine Process Long-term
Tool
Performance Technology Education
Focusing & Cooperation Performance

Product standardization
Technology- and Professional Systematic Use of
Capital Assets manufacturing Process standardization Research Knowledge
chains
Synchronization

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


Process standardization complements and supports product
standardization
Employees + Change

Administration

Value creation Product Process
systems for standardization standardization
industrial
tool making Value creation
systems for
industrial tool
making

Pulsing Flow production

Focusing

Cooperation

Process outcome in production needs to be included in the examination to enable benefits from all
advantages of standardizations.
Source: Klotzbach 2007


1 Introduction




5 Conclusions


Adjusting levers
What to think about when starting?
n Where can we find adjusting levers within process
chains?

Material Flow

– 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


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!
Subsequent using of
technologies

Complete machining with
HSC

Integrated use of
technologies
Lead time
Strength of HSC milling
n High cutting speeds, precision and reproducibility, low manual efforts
Strength of EDM
n High aspect rations, very hard material, good process control
Successful combination of both technologies
n Product specific process chain configuration, Machine networks and automation


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 levers
Optimal 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


1 Introduction




5 Conclusions


Today’s classification of the most important hard machining
technologies
Aspect ratio (L/D)
25

EDM
Casting
20
mold
near future
forge-
15 tools
Milling injection
mold fine blanking tools
10 Pressing
tools
technical
injection molds Grinding
5
Today’s
possibilities State of the art
0
20 30 40 50 60 70
Workpiece hardness (HRC)
Source: YASDA, H. Otsubo 2002


Adjusting levers
Process example: Hard milled crank shaft die
Process chain comparison Surface polishing Advantage of complete
for a crankshaft die Electrode milling machining of dies
Cavity conditioning
Burr milling n only one machine in use
Processing time Drilling of the flush borings
54,5 hours Face milling of the die block n less process steps
Drilling of the transport borings
n 50% shorter processing time

n 83% shorter running time

n 40% lower production costs
Processing time
n no qualified manual labor
26,2 hours
n higher production tolerance
n higher environmental friendliness

EDM and further Complete machining on
processing operations a machining centre Source: Krupp Gerlach


Adjusting levers
Using synergy with complementary technologies!
Material Process chain options
HSC-finishing
n Tool steel 1.2083 30 h processing time
15 h processing time
n 56 HRC
Tool-
24 12
diameter
Geometry 9
18 < 4mm
n Surface areas
n Small and deep grooves 6
< 2 mm
12
n Smallest inside radius: 0,15 3
< 1 mm
6
0

0 HSC +
complete EDM Milling +
HSC (graphite) EDM (Cu)
Substitution
rough machining finishing or by EDM
residual material electrode milling
machining EDM


1 Introduction




5 Conclusions


Approach for technology chain configuration
Approach
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 Frequency of process chains is recorded n Aims:
n Similarities are well known
– Technological approach for an evaluation of the
identified process chains
n Subsumption is possible to some extent – Technological solution statements for harmonization of
chains with similarities
n Solution statements:
– Technology change
n Design has to take account of the defined – Technology substitution
process chains § Technology performance extension
§ Constructive adaptation
§ New technologies


Technology changes and substitutions enable lean process chains
Technology substitution

Technology Technology substitution
Technology changes New Technologies
performance extension by design
n New technologies
enable a combination of
Milling
the potentials of
Milling EDM technology changes and
performance extensions
n In the course of this, well
planned investment
EDM appraisals are
n Arbitrary exchange of technologies is possible necessary
n Performance area can be increased by technology
Range of production
improvement ( Milling vs. EDM)
Range of production after
n Areas also need to be considered in which this technology design adaption
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.

Description of possible measures

Technology changes Technology substitution
n Technology changes are possible in Technology performance Technology substitution by
case of the possibility that the
extension design
component can be manufactured
with another technology considering n Optimization of existing n Component geometries which

operational
technical and economic issues.
technologies requires a certain technology
n Which technological constraints – Contouring must be abolished
have to be considered?
– Process parameters
– Geometry n This approach requests a
– Tools
– Surface layer bidirectional play between the
– etc.. design department and
– Surface conditions

tactical
– Material behavior n Capital assets production, in order to adapt
– Manufacturing history – Machines the designs
– Controls
n Which economical constraints have
to be considered? – CAM programs
strategic

– Production time n Innovation strategy
– Impact on lead time
– Comparison of process costs


Example: Analysis of technology performance
Analysis of technology performance
Technology performance - Milling
values
Aspect ratio Performance value Material
1.2343 1.2083 1.2379
4 7 9 4 7 9 4 7 9
Maximum possible detail level* Aspect ratio
4 7 9 4 7 9 4 7 9
Maximum possible surface quality Detail level
4 7 9 4 7 9 4 7 9
Maximal possible tolerances Surface Quality
4 7 9 4 7 9 4 7 9
Maximal possible material hardness Tolerances
4 7 9 4 7 9 4 7 9

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

After accomplished this analysis, the actual technology performance gets compared to theoretically possible
performance. The next step would be an improved technology portfolio
*smallest gap between elements / smallest outline radius


Systematically optimized technology interfaces with zero point clampings
Mold Design
Konstruktion Manufacturing
Fertigung
Analysis of the
Analysis and
machinery
structuring of the Change

range of M anagement

Clamping
products
Employees
M itarbeiter Processes
Prozesse process-analysis

Evaluation of
Specification documents
Clamping Systems
Clamping Cystems

Detailed Ramp-up
Mold Design
Konstruktion Fertigung
Manufacturing
Choice of

Change Management

Planning
Ramp-up
Change Management

Employees
M itarbeiter Processes
Prozesse


Potential analysis of complete hard machining
Performance analysis of existing milling
resources and process know how Process – Definition

Basic decision information
SWOT – Analysis

Ideal Process
Strengths Opportunities
n Definition of a theoretic ideal process
n consideration of the geometry requirements

Weaknesses Threads
Firm Specific
Product analysis and geometry check n
Process
Comparison of the ideal process and possible
firm specific processes
n Complete hard machining offers a wide range of n considering existing resources and possible
opportunities capital assets
n For many firms a complete hard machining is the n Derivation of a best-practice solution
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 Process Implementation
n CAM programming is difficult and complex


1 Introduction




5 Conclusions


Conclusion
n 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 IPT
Steinbachstraße 17, 52074 Aachen
Phone: +49 241 89 04-121
Mobile:+49 174 1902817
Fax: +49 241 89 04-6121
Mail: kristian.arntz@ipt.fraunhofer.de


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