Secure, accurate workholding sets the stage for consistent machining productivity. Depending on the parts and processes involved, workholding can be as simple and temporary as a plain vise or clamp or as complex and permanent as a machined and fabricated fixture that is custom-designed to hold a unique part.
Coolant is a key component to successful centerless grinding but is often overlooked. Many coolant delivery systems for centerless grinders are under engineered and are often neglected.
Although laser welding is a well-established manufacturing solution, many sheetmetal fabricators have been hesitant to implement the process at their shop.
As both robots and lasers improve their capabilities, they prove to be even better partners in more applications
In what shouldn’t be too much of a surprise, challenges for advanced grinding technology from high tech industries range from handling the most difficult-to-machine materials for aerospace jet engine turbines to series production on automotive drive train lines.
A recent effort by the Norton Advanced Applications Engineering Group demonstrates that for difficult-to-machine materials, grinding can be an economical alternative to other machining processes.
Process improvement encompasses a wide range of tools, techniques and strategies. When properly deployed, shop-floor data collection and monitoring systems can help factory-floor managers leverage key data metrics including overall equipment effectiveness (OEE) and total effective equipment performance (TEEP) that measure machine uptime and pinpoint bottlenecks or other problems in order to improve machining performance.
Not all threaded connections serve similar purposes.The load-carrying needs of an aerospace engine support bolt in a tension assembly greatly exceed those of a simple screw that fastens a cover plate to an electrical wall socket. International thread-acceptance documents and standards recognize this basic engineering fact, and incorporate different thread-inspection requirements into their verification standards.
Taiichi Ohno is often quoted as declaring: “Without a standard, there can be no improvement.” The principles of lean do not work well when everyone is allowed to choose their own work method or work sequence in which to do a job: the outcome is unpredictable; flow and pull are impossible. This reduces throughput and the carefully crafted process develops unanticipated outcomes.
If there is a primary goal for what companies in this sector want to deliver to their customers it is quality. But throughput comes in a fairly close second.
