M7130平面磨床主軸系統(tǒng)改造設(shè)計(jì)含8張CAD圖

M7130平面磨床主軸系統(tǒng)改造設(shè)計(jì)含8張CAD圖,m7130,平面磨床,主軸,系統(tǒng),改造,設(shè)計(jì),cad 外文資料 Process Planning and Concurrent Engineering The product design is the plan for the product and its components and subassemblies.To convert the product design into a physical entity ,a manufacturing plan is needed .The activity of developing such a plan is called process planning .It is the link between product design and manufacturing .Process planning involves determining the sequence of processing and assembly steps that must be accomplished to make the product .In the present chapter ,we examine processing planning and several related topics. At the outset ,we should distinguish between process planning and production planning ,which is covered in the following chapter. Process planning is concerned with the engineering and technological issues of how to make the products and its parts. What types of equipment and tooling are required to fabricate the parts and assemble the product ? Production planning is concerned with the logistics of making the product .After process planning is concerned with ordering the materials and obtaining the resources required to make the product in sufficient quantities to satisfy demand for it. Process Planning Process planning involves determining the most appropriate manufacturing and assembly processes and the sequence in which they should be accomplished to produce a given part or product according to specifications set forth in the product design documentation.The scope and variety of processes that can be planned are generally limited by the available processing equipment and technological capabilities of the company of plant .Parts that cannot be made internally must be purchased from outside vendors. It should be mentioned that the choice of processes is also limited by the details of the product design.This is a point we will return to later. Process planning is usually accomplished by manufacturing engineers .(Other titles include in industrial engineer.) The process planner must be familiar with the particular manufacturing processes available in the factory and be able to interpret engineering drawings .Based on the planner’s knowledge,skill,and experience ,the processing steps are developed in the most logical sequence to make each part .Following is a list of the many decisions and details usually include within the scope of process planning : .Interpretation of design drawings. The part of product design must be analyzed (materials,dimensions,tolerances ,surface finished,etc.) at the start of the process planning procedure. .Process and sequence. The process planner must select which processes are required and their sequence.A brief description of processing steps must be prepared. .Equipment selection . In general , process planners must develop plans that utilize existing equipment in the plant .Otherwise ,the component must be purchased ,or an investment must be made in new equipment . .Tools ,dies,molds,fixtures,and gages. The process must decide what tooling is required for each processing step.The actual design and fabrication of these tools is usually delegated to a tool design department and tool room ,or an outside vendor specializing in that type of tool is contacted. Methods analysis . Workplace layout ,small tools ,hoists for lifting heavy parts ,even in some cases hand and body motions must be specified for manual operations .The industrial engineering department is usually responsible for this area. .Work standards. Work measurement techniques are used to set time standards for each operation . .Cutting tools and cutting conditions. These must be specified for machining operations ,often with reference to standard handbook recommendations. Process Planning for parts For individual parts,the processing sequence is documented on a form called a route sheet .(Not all companies use the name route sheet ;another name is “operation sheet .”)Just as engineering drawings are used to specify the product design ,route sheets are used to specify the process plan .They are counterparts,one for product design ,the other for manufacturing .A typical route sheet ,illustrated in Fig.21.1,includes the following information: (1) all operations to be performed on the work part ,listed in the order in which they should be performed ; (2) a brief description of each operation indicating the processing to be accomplished,with references to dimensions and tolerances on the part drawing; (3) the specific machines on which the work to be done; and (4) special tooling such as dies molds ,cutting tools,jigs or fixtures ,and gages.Some companies also include setup times ,cycle time standards,and other data.It is called a route sheet because the processing sequence defines the route that the part must follow in the factory .Some of the guidelines in preparing a route sheet are listed in Table 21-1. Decisions on process to be used to fabricate a given part are based largely on the starting material for the part .This starting material is selected by the product designer.Once the material has been specified ,the range of the possible processing operation is reduced considerably .The product designer’s decisions on starting material are based primarily on functional requirements ,although economics and manufacturability a role in the selection. Route Sheet XYZ Machine Shop,Inc. Part no. 081099 Material 1050 H18 A1 No. Part name Shaft ,generator Stock size 60mm diam,206mm length Operation description Face end (approacx.3 mm).Rough turn to 52.00 mm diam Finish turn to 50.00 mm diam.Face and turn shoulder to 42.00 mm diam.and 15.00 mm lenghth Reverse end.Face end to 200.00mm length.Rough turn to 52.00mm diam.Finish turn to 50.00mm diam Drill 4radial holes 7.50mm diam Mill 6.5 mm deep X 5.00 mm wide slot Mill 10.00 mm wide flat ,opposite side. Planner MPGroover Check by: N.Needed Date 08/12/xx Page 1/1 Comments Dept Machine Tooling Setup Sdt 10 20 30 40 50 lathe L45 Drill Mill Mill L45 G0810 D09 M32 F630 G0810 0.7hr J555 F662 1.5hr 1.0hr 3.0min. 0.5hr 0.7hr 4.8min 5.2min 3.2min 6.2min Fig.21.1 Typical routes sheet for specifying the process plan Table 21-1 Typical Guidelines in Preparing a Route Sheet .Operation numbers for consecutive processing steps should be listed as 10,20,30,etc This allows new operations to be inserted if necessary. .A new operation and number shouled be specified when a work part leaves one workstation and is transferred to another station. .A new operation and number should be specified if a part is transferred to another workholder(e.g...,jig or fixture),even if it is on the same machine tool. .A new operation and number should be specified if the work part is transferred from one worker to another ,as on a production line. Starting raw material Basic process Secondary process Property-enhancing processes Finishing operations Finished part Property-enhancing processes not always required Additionary secondary processes sometimes required following property enhancement Fig.21.2 Typical sequence of processes required in part fabrication A typical processing sequence to fabricate an individual part consists of : (1) a basic process,(2)secondary processes ,(3) operations to enhance physical properties,and (4)finishing operations.The sequence is shown in Fig.21.2. A basic process determines the starting geometry of the workpart.Metal casting ,plastic molding ,and roling of sheet metal are examples of basic processes.The starting geometry must often be refined by secondary processes,operations that transform the starting geometry (or close to final geometry ).The secondary geometry processes that might be used are closely correlated to the basic process that provides the starting geometry.When sand casting is the basic processes,machining operations are generally the second processes .When a rolling mill produces sheet metal,stamping operations such as punching and bending are the secondary processes.When plastic injection molding is the basic process ,secondary operations are often unnecessary,because most of the geometric features that would otherwise require machining can be created by the molding operation.Plastic molding and other operation that require no subsequent secondary processing are called net shape processes.Operations that require some but not much secondary processing (usually machining ) are referred to as near net shape processes.Some impression die forgings are in this category .These parts can often be shaped in the forging operation(basic processes)so that minimal machining (secondary processing )is required . Once the geometry has been established ,the next step for some parts is to improve their mechanical and physical properties .Operations to enhance properties do not alter the geometry of the part;instead,they alter physical properties .Heat treating operations on metal parts are the most common examples .Similar heating treatments are performed on glass to produce tempered glass.For most manufactured parts ,these property-enhancing operations are not required in the processing sequence ,as indicated by the alternative arrow path in Fig.21.2. Finally finish operations usually provide a coat on the work parts (or assembly )surface. Examples inclued electroplating ,thin film deposition techniques ,and painting.The purpose of the coating is to enhance appearance ,change color ,or protect the surface from corrosion,abrasion ,and so forth .Finishing operations are not required on many parts ;for example, plastic molding rarely require finishing .When finishing is required ,it is usually the final step in the processing sequence .Table 21-2 presents some typical processing sequences for common materials used in manufacturing . In most cases,parts and materials arriving at the factory have complete their basic process.Thus ,the first operation in the process plan follows the basic process that has provided the starting geometry of the part ..For example ,machined parts begain as bar stock or castings or forgings,which are purchased from outide vendors.The process plan begains with the machining operations in the company’s own plant .Stempings begin as sheet metal coils or strips that are bought from the rolling mill.These raw materials are supplied outside sources so that the secondary processes,property-enhancing operations ,and finishing operatios can be performed in the company’s own factory. In addition to the route sheet ,a more detailed description of eac operation is usually prepared. This is filed in the particular production department office where the operation is performed.It lists specific details of the operation ,such as cutting conditionsand toolings(if the operation is machining )and other instructions that may be useful to the amchine operator. Processing Planning for Assemblies The type of assembly method used for a given product depends on factors such as : (1) the anticipated production quantities ;(2) complexity of the assembled product ,for example ,the number of distinct components ;and (3)assembly processes used ,for example ,mechanical assembly versus welding .For a product that is to be made in relatively small quantities ,assembly is usually performed on manual assembly lines .For simple products of a dozen or so components,to be made in large quantities ,automated assembly systems are appropriate .In any case ,there is a precedence order in which the work must be accomplished .The precedence requirements are sometimes portrayed graphically on a precedence diagram. Process planning for assembly involves development of assembly instructions,but in more detail .For low production quantities,the entire assembly is completed at a single station .For high production on an assembly line ,process planning consists of allocating work elements to the individual stations of the line, a procedure called line balancing.The assembly line routes the work unit to individual stations in the proper order as determined by the line balance solution.As in process planning for individual components ,any tools and fixtures required to accomplish an assembly task must be determined ,designed,and built;and the workstation arrangement must be laid out. Make or Buy Decision An important question that arises in process planning is whether a given part should be produced in the company’s own factory or purchased from an outside vendor ,and the answer to this question is known as the make or buy decision .If the company does not possess the technological equipment or expertise in the particular manufacturing processes required to make the part ,then the answer is obvious: The part must be purchased because there is no internal alternative .However ,in many cases ,the part could either be made internally using existing equipment ,or it could be purchased externally from a vendor that process similar manufacturing capability. In our discussion of the make or buy decision ,it should be recognized at the outset that nearly all manufactures buy their raw materials from supplies .A machine shop purchases its starting bar stock from a metals distributor and its sand castings from a foundry .A plastic molding plant buys its molding compound from a chemical company.A stamping press factory purchases sheet metal either fro a distributor or direct from a rolling mill.Very few companies are vertically integrated in their production operations all the way from raw materials ,it seems reasonable to consider purchasing at least some of the parts that would otherwise be produced in its own plant.It is probably appropriate to ask the make or buy question for every component that is used by the company . There are a number of factors that enter into the make or buy decision .We have complied a list of the factors and issues that affect the decision in Table 21-3 .One would think that cost is the most important factor in determining whether to produce the part or purchase it .If an outside vendor is more proficient than the company’s own plant in the manufacturing processes used to make the part ,then the internal production cost is likely to be greater than the purchase price even after the vendor has included a profit .However ,if the decision to purchase results in idle equipment and labor in the company’s own plant ,then the apparent advantage of purchasing the part may be lost .Consider the following example .Example 21.1 Make or Buy Decision The quoted price for a certain part is $20.00 per unit for 100 units .The part can be produced in the company’s own plant for $28.00. The components of making the part are as follows : Unit raw material cost = $8.00 per unit Direct labor cost =6.00 per unit Labor overhead at 150%=9.00 per unit Equipment fixed cost =5.00 per unit ________________________________ Total =28.00 per uniit Should the component by bought or made in-house? Solution :Although the vendor’s quote seems to favor a buy decision ,let us consider the possible impact on plant operations if the quote is accepted.Equipment fixed cost of $5.00 is an allocated cost based on investment that was already made .If the equipment designed for this job becomes unutilized because of a decision to purchase the part ,then the fixed cost continues even if the equipment stands idle .In the same way ,the labor overhead cost of $9.00 consists of factory space ,utility ,and labor costs that remain even if the part is purchased .By this reasoning ,a buy decision is not a good decision because it might be cost the company as much as $20.00+$5.0+$9.00=$34.00 per unit if it results in idle time on the machine that would have been used to produce the part .On the other hand ,if the equipment in question can be used for the production of other parts for which the in-house costs are less than the corresponding outside quotes ,then a buy decision is a good decision ., Make or buy decision are not often as straightforward as in this example .The other factors listed in Table 21-3also affect the decision .A trend in recent years ,especially in the automobile industry ,is for companies to stress the importance of building close relationships with parts suppliers .We turn to this issue in our later discussion of concurrent engineering. Computer-aided Process Planning There is much interest by manufacturing firms in automating the task of process planning using computer-aided process planning (CAPP) systems .The shop-trained people who are familiar with the details of machining and other processes are gradually retiring ,and these people will be available in the future to do process planning .An alternative way of accomplishing this function is needed ,and CAPP systems are providing this alternative .CAPP is usually considered to be part of computer-aided manufacturing (CAM) .However ,this tends to imply that CAM is a stand-along system .In fact ,a synergy results when CAM is combined with computer-aided design to create a CAD/CAM system .In such a system ,CAPP becomes the direct connection between design and manufacturing .The benefits derived from computer-automated process planning include the following: .Process rationalization and standardization .Automated process planning leads to more logical and consistent process plans than when process is done completely manually .Standard plans tend to result in lower manufacturing costs and higher product quality. .Increased productivity of process planner . The systematic approach and the availability of standard process plans in the data files permit more work to be accomplished by the process planners. .Reduced lead time for process planning . Process planner working with a CAPP system can provide route sheets in a shorter lead time compared to manual preparation . .Improved legibility . Computer-prepared rout sheets are neater and easier to read than manually prepared route sheets. .Incorporation of other applicaton programs. The CAPP program can be interfaced with other application programs,such as cost estimating and work standards. Computer-aided process planning systems are designed around two approaches.These approaches are called : (1) retrieval CAPP systems and (2) generative CAPP systems .Some CAPP systems combine the two approaches in what is known as semi-generative CAPP.  中文譯文 工藝規(guī)程制訂與并行工程 產(chǎn)品設(shè)計(jì)是用于產(chǎn)品,及它的部件裝配的計(jì)劃. 為了把產(chǎn)品設(shè)計(jì)轉(zhuǎn)換成一個(gè)實(shí)際物體 ,這需要一個(gè)制造計(jì)劃。而制訂一個(gè)這樣的計(jì)劃的行動(dòng)就叫做工藝規(guī)程制訂。它是產(chǎn)品設(shè)計(jì)和制造之間的連接.工藝規(guī)程制訂包括決定加工順序和制造產(chǎn)品所必須完成的裝配步驟.在以下文章中,我們將解釋工藝規(guī)程制訂和他的一些相關(guān)主題。 文章開始, 我們應(yīng)該區(qū)別在下列文章中被反復(fù)提到的工藝規(guī)程制訂和生產(chǎn)計(jì)劃。工藝規(guī)程制訂與如何制造產(chǎn)品和它的零件等工程技術(shù)問題有關(guān).制造零件和裝配產(chǎn)品需要什么樣的設(shè)備和工具? 工藝規(guī)程制訂與產(chǎn)品制造物流管理有關(guān)系。它在工藝規(guī)程制訂后面與原料分類及獲得滿足制造充分?jǐn)?shù)量產(chǎn)品要求的資源有關(guān). 工藝規(guī)程制訂 工藝規(guī)程制訂包括決定最適當(dāng)?shù)闹圃旒把b配步驟和順序,在這些順序和步驟中他們必須根據(jù)所提出的詳細(xì)的設(shè)計(jì)說明書規(guī)范完成給定零件或產(chǎn)品制造. 能夠被計(jì)劃的工藝范圍和多樣性通常由于公司車間可用設(shè)備和技術(shù)能力而受到限制.在公司內(nèi)部不能夠制造的零件必須到外部市場購買. 工藝規(guī)程制訂所提及的工藝選擇同樣也受到詳細(xì)設(shè)計(jì)資料的限制.我們稍后將會(huì)回到這一點(diǎn). 工藝規(guī)程制訂通常是由制造工程師完成的.( 工業(yè)工程師擁有其他權(quán)利.) 工藝制訂者必須熟悉工廠中詳細(xì)可用的制造流程并且能夠說明工程圖?；谥朴喺叩闹R(shí)，技術(shù)和經(jīng)驗(yàn), 用于制造每個(gè)零件的工藝步驟以最合乎邏輯的順序被發(fā)展制訂。下列各項(xiàng)是在工藝規(guī)程制訂范圍里的許多決定和詳細(xì)資料: .設(shè)計(jì)圖的說明. 在工藝規(guī)程制訂的開始,產(chǎn)品設(shè)計(jì)的這一部分( 材料，尺寸，公差 ,表面處理,等等)必須進(jìn)行分析。 .工藝和順序. 工藝制訂者必須選擇哪一個(gè)工藝是必需的及必需工藝的序列。此外還必須準(zhǔn)備好一個(gè)簡短的工藝步驟描述. .設(shè)備選擇. 大體上,工藝制訂者必須逐步展開利用工廠現(xiàn)有機(jī)器的計(jì)劃.另外,組件必須被購買或在新設(shè)備上的投資必須被制定. .工具,沖模,鑄模,夾具,量具. 工藝必須決定每個(gè)工序需要什么工具.這些工具的實(shí)際設(shè)計(jì)和制造通常通過委派工具設(shè)計(jì)部門和工具庫或者聯(lián)系專攻那種工具制造的外面廠商來完成. .方法分析. 車間規(guī)劃,小工具,提升重物的提升間,甚至在一些人工操作情景中的肢體動(dòng)作也被指定. .操作步驟. 工作測量技術(shù)被用來為每個(gè)操作設(shè)定時(shí)間標(biāo)準(zhǔn)。 .切削工具和切削條件. 這些必須對(duì)加工操作通過推薦標(biāo)準(zhǔn)手冊(cè)來進(jìn)行詳細(xì)說明. 零件工藝規(guī)程制訂 進(jìn)路表 包含 XYZ在內(nèi)的機(jī)械工廠 零件號(hào) 081099 材料 1050 H18 A1 序號(hào) 零件名稱 發(fā)電機(jī)軸 產(chǎn)品尺寸 60mm diam,206mm length 操作內(nèi)容 面向末端(0.003mm).粗車直徑至52.00mm.在50.00mm處結(jié)束車削面向并車削長15.00mm直徑為42.00mm的軸肩 退刀結(jié)束.表面加工至200.00mm長.粗車直徑到52.0mm.至50.mm車削結(jié)束. 鉆4個(gè)直徑為7.5mm的孔 銑6.5mm深x方向5.00mm寬的槽 在對(duì)面銑寬10.00mm的槽 制訂者 MPGroover 校核: N.Needed 日期08/12/xx 頁數(shù) 1/1 注釋 加工方法 設(shè)備 裝備