128
Figure 8.1 Component integration analysis flow chart.
8.5 COMPONENT INTEGRATION CASE STUDY
129
Figure 8.2 Four-cylinder fuel rail produced by brazing a fabricated assembly.
times as little as one step. Extremely complex component geom- etries can be cast in one piece. As a result, secondary operations
such as machining may be minimized or eliminated entirely.
8.5 COMPONENT INTEGRATION CASE STUDY
Automotive fuel systems offer an excellent example of part inte- gration using a high integrity die casting process. Many automo-
tive fuel system components are manufactured by brazing together numerous preformed tubes and stampings. Shown in Figure 8.2 is
a brazed fuel rail composed of 15 individual components. The
130
COMPONENT INTEGRATION USING HIGH INTEGRITY PROCESSES
Figure 8.3 Four-cylinder fuel rail produced using the semi-solid metalworking
process.
brazed assembly is also plated for external corrosion protection. The dimensional variability of the final brazed component is com-
pounded by the tolerances within each of the individual compo- nents making up the final product.
Automotive fuel rails are also manufactured using several high integrity die casting processes, including semi-solid metalworking
and squeeze casting. An example fuel rail manufactured using semi-solid metalworking is shown in Figure 8.3. Fuel rails man-
ufactured using high integrity die casting processes are typically made up of one part cast near net shape with minimal secondary
machining. Since no compounding of tolerances exists when there is one part, improved dimensional control is a major benefit in
this application.
REFERENCES
1. Boothroyd, G., and P. Dewhurst, Product Design for Assembly, Boothroyd Dewhurst, Wakefield, RI, 1991.
2. Vinarcik, E., ‘‘Minimizing Cost through Part Integration,’’ Engineered Cast- ing Solutions,
Winter 1999, p. 56.
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9
VALUE ADDED SIMULATIONS OF
HIGH INTEGRITY DIE CASTING PROCESSES
9.1 INTRODUCTION TO APPLIED COMPUTER
SIMULATIONS
All products follow nearly the same sequential steps in develop- ment; specifically
1. research and development, 2. concept or advanced engineering,
3. product design, 4. process design,
5. process planning, 6. product launch, and
7. production.
The number of uncontrollable variables or noise factors that may cause problems to occur increases as a product moves out of the
research laboratories through the stages of product development into the hands of the customer. At the same time, the number of
factors that may be used to control or solve problems declines. This relationship between problem potential and avenues for prob-
lem solution is shown graphically in Figure 9.1.
1
132
VALUE ADDED SIMULATIONS OF DIE CASTING PROCESSES
Noise Factors
Control Factors
Number of F actors
Upstream Downstream
R D Adv
anced Engineer
ing
Product Design Product Design
Product Design Product Launch
Production End User
Figure 9.1 Control factors and potential problems in the product development
cycle.
The cost to solve problems also increases as a product matures. As more concept and design decisions are made, resources are
consumed. This is shown graphically in Figure 9.2 with the life cycle cost lever.
2
As a product approaches launch, resources have been expended to build tooling and test processes. Changes at this
stage of a product’s life cycle require many steps to be repeated, often with increased cost due to overtime in a desire to meet
timing plans.
Figure 9.2 illustrates the benefits of predicting and solving problems early in a product’s life cycle. Addressing problems late
in development or after launch is a drain on resources and lowers a company’s competitiveness.
Don Clausing presents three levels of competence when ad- dressing problems during a product’s life cycle
3
: 1. Problems are found. Wishful thinking allows many to be
swept downstream. A large number end up in the market- place.
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