Friday, November 14, 2014

332112 - Productivity and Industrial Engineering in Nonferrous Metals Forging

The automotive and aerospace industries make heavy use of 6000 and 7000 series aluminum alloy forgings. The consumer goods industries rely heavily on parts forged in copper alloys such as brass.
The electronics industry makes use of forged copper components.

The characteristics of forged parts strength, reliability and economy are what makes them ideal for vital automotive and truck applications. Forged components are commonly found at points of shock and stress such as wheel spindles, kingpins, axle beams and shafts, torsion bars, ball studs, idler arms, pitman arms and steering arms. Another common application is in the powertrain, where connecting rods, transmission shafts and gears, differential gears, drive shafts, clutch hubs and universal joints are often forged. Although typically forged from carbon or alloy steel, other materials such as aluminum and microalloyed steels are seeing great advances in forged auto and truck applications.

Forging Notes For Non-Ferrous Metals

FOUR STRATEGIC IMPERATIVES for the Industry identified by Forging Industry Association

ƒ Operational Excellence – Higher levels of operational excellence needs to be achieved by improving productivity and efficiency, and reducing costs, waste, and environmental impact. Operational excellence reflects a strategic mindset in which the industry casts a critical eye on the current practices, methods, techniques, and processes of forging and asks how can we do it better.

ƒ Capability Development – Capability development both at the industry and firm levels has to focus on  workforce development, best practices, technology development, and the pursuit of new markets. Capability development reflects a strategic mindset in which the industry looks behind the activity to the skills, expertise, and know-how that enable the activity. It asks “What do we currently know and what else could we know in the future?
This is a critical next step in becoming stronger and more competitive because it increases  the
industry’s ability to adapt and pursue new markets. New capabilities that are hard to imitate
enable a sustainable competitive advantage.

ƒ Collaborative Partnerships – Collaboration with multiple stakeholders, including government agencies, academic institutions, customers, suppliers, and even competitors is needed to support growth. With both operational excellence and capability development, the focus tends
to be inward, with the industry examining itself. Collaborative partnership, on the other hand,
reflects a strategic mindset that is more outward looking. It asks “What could we know and do
together?” This is another critical step toward becoming stronger and more competitive because
it allows for more than a purely adversarial conception of business. Government is seen as a
research partner rather than indifferent regulator. Foreign firms are seen as potential allies rather
than just potential threats.

ƒ Product & Market Innovation – Deliberate and systematic customer focus at an industry level is required. Product and market innovation reflects a strategic mindset in which the industry casts a critical eye on the relationship with customers. It asks “How well do we serve our customers, how might we serve them better, and who else might we be able to serve?”

This is the capstone of becoming stronger and more competitive. It recognizes that value is defined by the customer and that what customers desire is always subject to change. To understand and serve migrating customer needs, an industry must be able to reinvent both its product and the relationship it has with its customers.

Simulation of the forging Process

The Advantages derived from Virtually Simulating the forging process

Simulation of the forging process provides means to minimize production defects through a better understanding of the material flow in the die cavities.

More specifically simulation of the process allows engineers to:

test different configuration with changes in the billet dimension, its position with respect to the dies, the dies shape, all without having to physically produce the dies and test them in the real world.

increase collaboration with the customer who can evaluate and approve the proposed changes in the design on the basis of objective evidence provided by the software.

improve part quality, starting from the geometry to the elimination of folds and internal defects.

reduce scrap material

improve the die life by decreasing punches and insert stresses, deflection and wear

make the correct press choice, avoiding overloading and balancing action on the press components

Forging Companies
Drop forging on non-ferrous metals


Production Processes: The Productivity Handbook
Roger William Bolz
Industrial Press Inc., 1977 - Technology & Engineering - 1089 pages
Reviews all the latest developments and refinements, including their design details, materials, practical tolerances, and working finishes. Features over 1,200 charts and illustrations in 69 chapters. Allows the reader to objectively evaluate and compare different processes and equipment with their inherent advantages for any particular application.

No comments:

Post a Comment