Peter Ronge, Manufacturing Director of Peer Inc. () said: "The high-precision machining and parts package work unit project started five years ago can basically achieve no manual operation. Now, three work units produce 750,000 to 100 per year. Thousands of spare parts. Work 7 days a week. Operate 24 hours a day. Only 9 operators are required. Tolerances are guaranteed between 10Î¼ and 15Î¼, 100% inspection. The reason for the success of this project is that we choose to establish with important suppliers. Partnerships, such as Mori Seiki Co. Ltd. (), Fanuc Robotics Inc () and Mitutoyo American Corp. (). To reach an agreement with suppliers, not to buy all the work units at once, but to form a team together Efforts to make the first unit of work run successfully, then pay the money and continue with the next order." Peer hired Mr. Ronge to manage the project. His way is to make all people involved with him in an equal position. When a problem occurs, it does not mean pointing and canceling or belittle orders, but instead focuses on what steps must be taken to resolve the problem and make the first unit of work complete successfully. "Structural partnerships with suppliers. We rely on manufacturing products to make profits rather than crush the profit margins of suppliers," said Mr. Ronge. "We would not say anything like 'This must be done' or 'You Without this delivery, I canceled the bill. 'We're talking to the experts on an equal footing.' I need to do 'or' I want parts to be loaded in another way' in this way, then the head of the machine, The person in charge of the robot, the person in charge of the hydraulics, and the person in charge of the coordinate measuring machine were all astounded. After two years of hard work, the first functional work unit was successfully completed.â€ The work unit is for specific machining applications, but Ronge pointed out that the unit has high flexibility for machining any kind of plastics, including a combination of machining and component assembly. He mentioned that the first unit encountered many problems while running, but the second one was much easier to go to the third. It takes less time than drafting a bill. They hope that they will be added to the fourth unit and possibly the fifth one. There will be no problem at the end of this year. All external support agencies are located less than one hour from Peer and emergency services can be completed quickly. Peer's information technology department can allow external support personnel to log in to the work unit via the communication line, including the network camera installed in the work unit. When the unit of work goes offline, the automation person in charge can remotely access the unit of work controller tuning program. "Achieving such an effect is a very pleasant surprise. If not all of us are fully committed to our efforts, we cannot achieve this effect," said Ronge. What is in the work cell? Each work cell that is 30 feet wide and 10 feet long (9.1 meters long and 3.1 meters wide) consists of two processing areas and a component assembly area. Each processing area has a Mori Seiki vertical machining center, a Fanuc robot, a compressed air blast system and two small conveyor belts for the input and output of the component assembly area. Component assembly includes a bushing press-in system, a bushing distribution system and a Fanuc transfer robot equipped with a visualization system. How the work unit works The operator places the set of castings on the loading table, and the look-ahead robot takes a casting from the loading table and mounts it on one of the eight fixture tables in the machining center. The machining center processes a hole in the casting. The robot removes the workpiece from the fixture in the machining center, jets compressed air to clean the part, places it on the conveyor belt, transfers it to the assembly area, and the transfer robot installs it in the bushing press-in system from the bushing distribution system. Take a split sleeve and place it on a small rotating table. The robot scans the split when it rotates. The transfer robot then transports the liner to the hole into which the press-in system is inserted into the casting, and then removes the liner-equipped component onto the conveyor belt and returns it to the processing area. The care robot removes the parts from the conveyor belt and mounts them back to one of the eight clamping tables for final shape processing. Deburring after processing is completed and then placed on the CMM fixture. The CMM measures the hole diameter, X position, Y position and Z height. The test results are recorded in the MeasureLink database and are displayed in color code on the screen. The part information is divided into green, yellow, or red according to its accuracy within the tolerance zone. Parts that are out of the tolerance zone are placed on the finished pallet by the caretaker robot spraying the red flag - the offending product. Qualified parts are also placed in the tray. CMM and Online Testing Selecting a CMM as a process control tool rather than an instrument that performs inspection after completion has two advantages. First, online CMM can provide 100% inspection to help reduce costs and can be processed day and night. In some shifts can be left unattended. If the robot places the part in the wrong position or on chips or other impurities, the CMM test will trigger the part as a failed part. Second, and more importantly, 100% inspections allow Peer to take full advantage of customer tolerances. If not detected, a very high process index CPK is needed to ensure zero defects. And achieving a high process index CPK requires the use of a more costly process, such as grinding or grinding. In Peer's case, the shop can focus on the processing technology to allow the CMM to remove rejects outside the normal distribution curve. Closed-loop control is costly The system includes Ovation Engineering Inc's EZ-Comp controller, which can correct the G code in the machining center controller to compensate for tool wear or other problems based on out-of-tolerance data in the CMM. "Ovation's automatic adjustment system was used before the robots were used, and the robots had completely different concepts and priorities," Ronge said. "The robots will behave when they shouldn't be working. It should wait for the automatic adjustment system to calculate and reset. But It does operate in the right way, according to its priority and the way we set it, which conflicts with the Ovation system. Over compensation is usually formed due to lag. It still works because it slows down at the beginning When machining, but this is not a satisfactory solution.â€ Peer did not perform closed loop control of the profiling adjustment by programming, but instead controlled it manually. â€œOnce the initial installation is complete, it requires only a few adjustments, and usually only one person per shift can handle these issues,â€ Ronge said. â€œBy observing unqualified parts, you can know what's going on and make quick adjustments.â€ The operator is not in the vicinity and will automatically stop when the non-conforming parts exceed the preset value.We are currently looking for other ways to form a closed loop program, but this is not the main problem.How to keep tight under unattended conditions? Tolerance "If I learn that someone can leave aluminum unattended and maintain accuracy at 10Î¼, I would be joking about it, but that is exactly what we are doing," Ronge said. â€œThe secret is the material. . We have developed an aluminum alloy in cooperation with a local casting factory. Its quality is very stable so that we can maintain close tolerances unattended. In addition, it does not save money on tools. The use of diamond tools with excellent tool suppliers has achieved excellent performance. During the two-year development cycle, tool suppliers came to see what kind of performance they could get using their knives. Now they have brought new products that enable us to operate at a stable cost. Looking forward to new tooling technology - coating. Better tools and better fixtures allow for short cycle times. Do not destroy it easily. Peer knows that there will be many new technologies or software to shorten the processing cycle, but factory managers are very cautious when they decide to change. Changes may break the existing work process or have a negative impact on the overall situation. It will waste a lot of costs, and Peer's managers believe that keeping 100% of the existing process running has already kept ahead.. After two years of concentrated R&D, Peer has high quality, high productivity and low labor costs. After three years of operation, if they want to increase productivity, they would rather clone existing mature work units rather than re-develop new ones, Ronge said that the existing work unit configuration is flexible enough to process existing products, old products or new products. Through cooperation with external experts, Peer reached its goal, and now is the harvest season.
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