1© 2005 MITPROCESS PLANNING, CAD/CAM &DFM© 2005 MITManufactureUnit ManufacturingProcessesAssembly and JoiningDesign forManufactureMarketResearchConceptualDesignFactory, Systems & Enterprise•Welding•Bolting•Bonding•Soldering•Machining•Injection molding•Casting•Stamping•Chemical vapor deposition© 2005 MITProduct Development CycleSynthesisFunctionalRequirementsAnalysisDesignParametersProcessPlanningQuality controlPackagingShippingCADCAEDesignManufacturingCAMProduction© 2005 MIT2D Drafting v.s. Digital Playdo2© 2005 MIT3 day prototyping by CAD/CAM/CAE-Catia, Euclid, AutoCAD, ProEngineerSolidworks- MasterCAM, PowerMill- Moldflow, C-Flow, ANSYS, I-DEAS© 2005 MITLecture objectives: laying foundationProcess planning~ Why process planning~ How do you do this~ Inputs and resources: Things to think aboutCAD and CAM~ What are the key issues that make them important~ What you will do with these tools in labDFM~ Why is DFM important© 2005 MITPerspective on today’s lectureWhat is process planning?~ Engineering activity that determines appropriate procedure for transforming raw materials into a final product as specified by engineering design.What can we accomplish in one lecture?~ Impractical to cover all aspects of process planning in one lecture~ Understanding of what needs to be considered~ How to make a basic process plan~ Consider DFM© 2005 MITThe big pictureEssential for timely information and material flowThese are essential for success in manufacturingCADCAMEquipmentProcess planningTesting DesignMaterialVerificationPeople3© 2005 MITWhy process planning?Structured approaches~ Certainty and repeatability~ Improve/optimize/troubleshoot ~ Saving time and $ by avoiding mistakes~ Divide responsibilities© 2005 MITIntroduction to process planningFunctional requirements~ Design specifications~ Manufacturing scheduleConstraints~ Mfg. Processes~ Process capability~ Training / skill© 2005 MITIntroduction to process planningPlanning parameters / resources~ Equipment~ Space~ People~ MaterialReal world vs. class projects~ Complexity of parts and number of parts~ Multi-people/plant/country activity~ You cannot do this “on the fly” with real products© 2005 MITThings to addressProcess plans address:~ Type of manufacturing processes~ Sequence of manufacturing processes~ Manufacturing equipmentFactoryInputsPeopleToolingTestingMaterialEquipmentOutputSafety req.ByproductsEnergyInformationEvaluateMfg. Processes4© 2005 MITThings to address cont.Process plans can be complex and cover more:~ Materials and material flow~ Testing of inputs/outputs~ Documentation/tracking~ Other resource interactions in the process systemFactoryInputsPeopleToolingTestingMaterialEquipmentOutputSafety req.ByproductsEnergyInformationEvaluateMfg. Processes© 2005 MITCore steps of process planningEmbodiment Plan execution Translate plan Execute planGeneratetangibleMachine(i.e. mill)Blueprint/CADPlanningFileexchangeFeaturegenerationSketch/ideaUser inputG CodeCAMCost Rate Quality FlexibilityWhat about:© 2005 MITStarting process planningForm a plan to create the geometry~ Break the formation of the part’s geometry into steps (operations)Sketch can be very useful: Emulate the machine ~ You are the machine and the pencil is the tool~ Always think, can it be made as you are sketching?~ Sketch the subsequent geometry you see after each operation© 2005 MITCOMPONENTSC B HalvesBlockBedplateAssembly BoltsBlock BedplateraJRδeJLBlock BoreBedplate BoreCLCLδeMAX = 5 micronsERRORASSEMBLYExample: Ford Duratec engine5© 2005 MITInitial process planningFlow charts are useful toolsUse CAM or other tools to translate your plan for other resourcesPartial plan to form geometry for 2.3L Ford Duratec / 3.0L Jaguar engine:Note some steps/operations are missing, I’ve included the steps we will need for the exampleOperation. #10•Mill Joint Face•Drill/Bore 16 Holes•Drill Bolt HolesOperation. #30•Drill Bolt HolesOperation. #50•Press in 8Dowels•Assemble•Load Bolts•Torque BoltsOperation. #100•Semi-finish crank bores•Finish crank bores© 2005 MITIterated process planPartial plan to form geometry for 2.3L Ford Duratec / 3.0L Jaguar engine:Operation. #10•Mill Joint Face•Drill/Bore 16 Holes•Drill Bolt HolesOperation. #30•Drill Bolt HolesOperation. #50•Press in 8Dowels•Assemble•Load Bolts•Torque BoltsOperation. #100•Semi-finish crank bores•Finish crank boresOperation. #10•Mill Joint Face•Drill/Bore 3Holes•Drill Bolt HolesOperation. #30•Drill Bolt HolesOperation. #50•Press in 3Pegs•Assemble•Load Bolts•Torque BoltsOperation. #100•Semi-finish crank bores•Finish crank bores© 2005 MITDuratec manufacturing line© 2005 MITEquipment and tooling resourcesSome things to think about when assigning equipment~ Is it capable (power, required degree of freedom/axes,stiffness, etc.)~ Is it reliable (what is the mean time to failure and how does that affect the process)~ Is it robost~ Cost and pay back period~ Service: set up and repair/maintenance~ Does the tooling provide proper constraint6© 2005 MITHuman resourcesBenefits:~ Human resources are very flexible!!!~ Visual identification capabilities~ Dexterity and manipulation ability is good~ Knowledge and skill reservoirs © 2005 MITHuman resources cont.Limitation on assigning human resources~ Cost: X salary by ~ 2 – 3 to obtain total cost~ Preparation: Training~ Health: Repetitive stress injuries~ Performance: Strength/loads/Speed~ Reliability~ Generally speaking, not repeatable© 2005 MITSafety concernsWhat does this mean to process planning:~ Designers, manufacturing personnel usually review the part for reasonable hazards (heavy weight, sharp edges, fragile, hazardous materials, etc.)~ This should be a specific part of the process plan!!!© 2005 MITMaterial inputsThe balance of material:~ If you run out of material, you lose money, time, customers….~ Storing material cost money, space and timeMeans to route and control the flow of material~ Tooling~ Pallets~ Robots~ People~ Conveyors, overhead cranes, automated guided vehicles, etc.7© 2005 MITMaterial handlingThe circulatory system of the processMaterial handling failure = process failureConsiderations:~ Inspection/verification know your inputs / trust but verify~ Multi-source Redundancy~ Time sensitive Food/beverage, etc. with expiration dates© 2005 MITInformation inputs and handlingMeans to transfer and manipulate information~ If you can not communicate, you can not