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For Highest Precision And Rigidity: New Drylin Linear Bearings For Shafts

For highest precision and rigidity: new drylin linear bearings for shafts

In order to be able to move linear bearings on shafts with high precision, igus has now developed the W360CM series. The new polymer linear bearings consist of an aluminium housing and a thin liner, which ensure smooth and quiet operation combined with high rigidity. The bearings have hardly any clearance and allow precise movements. Thanks to the use of iglidur W360 high-performance polymers, the user does not need external lubrication. The dimensions of the new series match metallic ball bushings, so that they can be easily converted 1:1.

Linear guides are used wherever goods or objects need to be moved from A to B, or equipment or machines need to be adjusted. Precision often plays a major role for users, for example in microscope tables or in X-ray equipment. Therefore, the motion plastics specialist igus has now developed the linear plain bearing series W360CM. It ensures the highest precision and rigidity in drylin R shaft guides. The long-lasting sliding elements of the bearings are characterised by a thin wall thickness and high strength. They are produced cost-effectively in injection moulding from the high-performance polymer iglidur W360. The material enables very quiet and smooth operation. The operating temperature range is between 0-50 degrees Celsius. Due to the thin wall thickness and the higher material strength, the linear bearings ensure a low bearing clearance at the operating point due to reduced elasticity. The new bearings – like all plain and linear bearings from igus – are free of lubrication and therefore free of contamination and maintenance.

New polymer bearings convince in the test

The W360CM linear bearings can be easily mounted in all drylin housings as well as in all standard receptacles for linear ball bushings. This means that ball-based solutions can be converted 1:1 without a construction wall using the maintenance-free solution. The design of the new linear bearings is simple: the liners are pressed into the housing until a pre-loaded snap hook is inserted into a groove. Thus, the films are secured against displacement even under high loads and temperatures. The new drylin R series was also able to convince in tests in the in-house 3,800 square metre laboratory at igus in Cologne. Gauge measurements to check bearing clearance and precision showed that the W360CM series bearings performed far better than coated linear bearings.



Cleanliness For Optimal Diagnostics And Therapy

Cleanliness For Optimal Diagnostics And Therapy

X-ray tubes are the basis of a number of diagnostic and therapeutic procedures in medicine. Manufacturing precision and cleanliness of the individual parts are key factors for the functional reliability and longevity of these high-tech components. A leading manufacturer relies on equipment from Ecoclean and UCM for cleaning.

Shortly after the discovery of X-rays by Wilhelm Conrad Röntgen on November 8, 1895, the development and manufacture of X-ray tubes at Philips Medical Systems DMC GmbH began with Carl Heinrich Florenz Müller, a glassblower born in Thuringia. As early as March 1896, he made the first X-ray tube in his workshop in Hamburg. Three years later, the technology pioneer was granted the first patent for an X-ray tube with water-cooled anti-cathode. The breathtaking pace of tube development and the enormous success of X-ray technology spurred demand worldwide, turning the craftsman’s workshop more and more into a specialist factory for X-ray tubes. In 1927, Philips, the only shareholder at the time, took over the factory.

Innovation and High Manufacturing Precision

Ever since then, the company has been shaping X-ray technology with innovative solutions and continuous improvements. The products used in Philips Healthcare systems, as well as those sold under the Dunlee brand, contribute significantly to advances in diagnostic imaging, computer tomography and interventional radiology. 

“Besides modern manufacturing technologies, high precision and ongoing process optimisation, component cleanliness plays an important role in ensuring the functional reliability and longevity of our products,” says André Hatje, Senior Engineer for Process Development in the X-ray Tubes Division. Residual particle contamination specifications that have to be met when cleaning the various X-ray tube parts underline this: a maximum of two 5 µm particles and one 10 µm particle.

Removing Molybdenum Grinding Dust With a Standard System

The high cleanliness requirements were one criterion when the plant for cleaning spiral groove bearing components was replaced. The bearings, which form the heart of high-tech X-ray tubes, are made of molybdenum. After the groove structure has been applied by laser, a dry grinding step is performed. This is followed by cleaning, during which the grinding dust and any traces of smoke from the laser process still present in the grooves must be removed. To simplify process validation, among other things, a compact standard machining was needed for this cleaning process. Against this backdrop, the process developer approached several cleaning equipment manufacturers, including Ecoclean GmbH in Filderstadt. 

Equipped for Fine Cleaning

The machine for immersion and spraying processes is operated with the same acidic cleaning medium previously used at Philips and has a footprint of just 6.9 m2. It is fitted with three flood tanks for the washing step and two rinsing processes. Their flow-optimised, cylindrical design and upright position prevent dirt from accumulating in the tanks. In addition, each tank has a separate media circuit with full-flow filtration so that the cleaning and rinsing fluids are filtered during filling and emptying as well as in the bypass. The deionised water used for the final rinsing process is treated in the integrated Aquaclean system. 

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A*STAR And Arcstone Open S$18M Joint Lab To Accelerate Digital Manufacturing In Singapore

A*STAR And Arcstone open S$18M Joint Lab To Accelerate Digital Manufacturing In Singapore

The Agency for Science, Technology and Research (A*STAR) and local manufacturing software company Arcstone opened a joint laboratory at A*STAR’s Advanced Remanufacturing and Technology Centre (ARTC) to develop smart manufacturing solutions to help businesses speed up digital transformation to make operations more efficient, effective, and sustainable. Minister for Trade and Industry Mr Gan Kim Yong graced the joint lab’s opening.

This era of Industry 4.0 allows for real-time extraction and monitoring of operational data, as well as the ability to control machines digitally and remotely. Today’s manufacturing execution systems (MES) face limits, however, such as in the optimisation of production processes. Against this backdrop, A*STAR and Arcstone will collaborate to give today’s MES added intelligence – or “adding a brain to the body”, as Arcstone says.

With a total investment of S$18 million over three years, the A*STAR-Arcstone joint lab will transform Arcstone’s existing solutions into a next-generation MES suite. The MES will incorporate technologies such as artificial intelligence and the Industrial Internet of Things (IIoT) to help manufacturers make better decisions – through visualisation, control, optimisation, and sustainability. For example, the MES will not only provide information about what is happening in a production process in real time but also recommend ways to improve that process, such as by optimising production scheduling.

Manufacturers, including local SMEs, will be able to tap on these smart manufacturing solutions to increase manufacturing transparency and improve production scheduling across the supply chain, paving the way for more competitive and robust supply chains. The solutions will also help manufacturers go green by enabling them to optimise energy usage. The joint lab will place special emphasis on the user-interface for the MES, making it easy to configure and use, especially for first-timers. The joint lab will work on projects in the following areas:

  1. Improve production through real-time visibility
  2. Control production using IIoT technologies
  3. Optimise production using simulation and artificial intelligence
  4. Make production greener through data and optimisation

Collaborating with A*STAR will help Arcstone halve the time needed for its own R&D to achieve its goals. The joint lab aims to create about 30 engineering jobs over the next three years.

Professor Alfred Huan, Assistant Chief Executive, Science and Engineering Research Council, A*STAR, said, “The challenging economic environment sends a reminder to many companies of the constant need for innovation to stay competitive. At A*STAR, we collaborate with companies such as Arcstone to help them build new capabilities to move up the value chain. Such public-private partnerships continue to play an important role in encouraging businesses to adopt technologies to differentiate themselves from the competition. This collaboration with Arcstone is also an example of how local SMEs can deploy their new solutions to help other local SMEs speed up digital transformation in their factories, driving increased digitalisation across the board.”

Mr Willson Deng, Chief Executive Officer, Arcstone, said, “Our goal with the joint lab is to rapidly produce cutting-edge technology to give SMEs and global manufacturers a leg up in efficiency, productivity, and most importantly, long-term sustainability and environmental competitiveness. We are confident about achieving this goal, for we have in ARTC a trusted R&D partner that will bring us results – we know this from years of collaboration with ARTC’s scientists and engineers.”


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More Than Half Manufacturers Are Boosting Their Sustainability Agenda With Technology

More Than Half Manufacturers Are Boosting Their Sustainability Agenda With Technology

Manufacturing organizations are setting ambitious sustainability targets for the coming decade with 20 percent aiming for carbon-neutral operations and two in five (40 percent) setting their sights on 100 percent renewable operations by 2030. This is according to a new report from the Capgemini Research Institute entitled, Sustainable operations: A comprehensive guide for manufacturers, which reveals that only 51 percent of manufacturing organizations globally are aiming to align with the temperature contribution target of the Paris Agreement. Within this cohort, Germany (68 percent) and France (67 percent) are leading the pack with respect to their manufacturers being on track to achieve the targets.

The report also reveals that manufacturers are boosting their sustainability agenda with technology, as more than half (56 percent) of organizations are currently prioritising the deployment of digital technologies for sustainability.

According to the report, strong progress in sustainable manufacturing is helping organizations realise the benefits of sustainability initiatives. 89 percent of organizations implementing sustainability initiatives see an enhanced brand reputation and 81 percent noted an improved environmental, social and governance (ESG) rating of their company. 79 percent achieved improved efficiency and productivity and more than half reduced packaging costs and boosted employee motivation levels. The report also finds that 9 in 10 organizations have seen a reduction in waste (98 percent) and greenhouse gas emissions (94 percent) as a result of implementing sustainability practices — both of which are top priorities  for manufacturers.

However, despite high ambitions, only a few are on track to becoming sustainable manufacturers. According to the report, the manufacturing sector lacks a comprehensive focus on sustainability, and the maturity of sustainability practices remains low: only 10 percent of organizations employ a holistic approach to sustainable manufacturing. Across industries, consumer products is the most sustainable sector (15 percent), followed by industrial and capital goods (11 percent) and automotive (10 percent). Furthermore, only 11 percent of sustainability initiatives are actively being scaled across organizations and just one in five agree that sustainability is fully integrated into their manufacturing strategy. While 38 percent of organizations are prioritizing Scope 1 emissions (direct emissions that the organization owns or controls), even fewer are focusing on Scope 2 (indirect emissions such as generating the electricity used by the organization) and Scope 3 (all other indirect emissions that occur in a company’s value chain), neglecting other carbon drivers beyond internal processes.

“There is a paradox in the fact that only 11 percent of green sustainability initiatives are actively being scaled across organizations, while the benefits realised by companies adopting sustainability initiatives are huge,” comments Corinne Jouanny, Chief Innovation Scaling Officer at Capgemini Engineering.

“Technologies and data are critical to accelerating the sustainability agenda. We’re seeing growing investments in digital technologies by manufacturers who are forming partnerships with established technology firms and startups to further develop their sustainable solutions. This is leading organizations to a full range of opportunities to reconcile profitable growth and sustainability.”

Addressing the barriers to success

Less than one in three manufacturing organizations have alignment between sustainability executives and business executives on their sustainability priorities.

According to the report, manufacturers need to go beyond existing lean and green practices – reduce, reuse, recycle – to a more comprehensive approach, one that incorporates recover, redesign and remanufacture. While most organizations focus on direct emissions to achieve their carbon-neutrality goal, much of the carbon footprint for manufacturers lies within the indirect emissions of their organization, and that of their value chain.



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The Global Supply Chain Crisis—Could We Have Seen This Coming?

The Global Supply Chain Crisis—Could We Have Seen This Coming?

In the world of supply chain, we can never be too sure of what will happen next. APMEN interviewed Oliver Stein, Director at South East Asia, JAGGAER to understand how the pandemic has disrupted manufacturing supply chains and how we can mitigate the risks.  

Could we have seen the global supply chain crisis coming?

Oliver Stein (OS): In the world of supply chain, we can never be too sure of what will happen next. Take the recent Suez Canal incident – who could have foreseen a 200,000-tonne ship getting stuck in the world’s busiest shipping route?

That said, it would not be wholly untrue to say that decades of taking back-office functions for granted may have contributed to the current supply chain crisis. Pre-pandemic, we saw many organisations giving far too little importance to their supply chain operations – whether this was ensuring they have the right channels and suppliers in place or digitising their back-office functions so they can rely on predictive technology tools to ensure business resiliency. 

Despite the many uncertainties, the global supply chain industry can be reasonably predictable if we know where to look and manoeuvre accordingly. Unexpected events cannot be controlled, but better preparedness can make a world of difference when it comes to staying resilient amidst disruptions. 

How has the pandemic disrupted APAC’s manufacturing industry supply chains?

OS: Every sector was affected in some way by the COVID-19 crisis. For the manufacturing industry, without a doubt, the pandemic caused increased uncertainty and disruption. Manufacturing, arguably, touches more transition points than any other supply chain. Travel restrictions and quarantines heavily impacted logistics capabilities for all nodes in the supply network and brought to light the challenges of having limited network diversity. 

The consequences of having restricted cargo logistics, particularly in air, road and rail were certainly felt across the APAC manufacturing sector, especially in the first half of last year. While cargo movements and supply chain operations slowed down, we saw the demand for products and services going up and up. Customers were reliant on products being delivered to their door with safe distancing measures and manufacturers needed to be able to meet this demand. 

Take the example of an electronics manufacturer, here in SEA. They were impacted at multiple points of their supply chain causing an almost complete halt to their delivery capabilities. The initial disruption started in their ability to source required raw materials. With a large portion of their supplier base suddenly struck down due to COVID and running at limited capacity, sourcing of their key direct goods caused their operations to nearly come to a standstill. Then, even at lower capacity, quarantine rules locked down almost all their manufacturing plants, decimating their production line. To top it all off, their main logistics paths for delivery were ocean freight based and they ended up having multiple containers stuck offshore in Singapore and elsewhere due to docking and delivery restrictions caused by responses to the pandemic. This was the worst-case scenario in terms of pandemic impact – all aspects, from sourcing to delivery, were brought to a grinding halt.

What are the lessons learnt and how can we rethink our strategies?

OS: Limited network diversity makes organisations significantly more vulnerable to disruptions – this was a lesson many organisations learnt the hard way over the past few months. 

Before the pandemic, many businesses were reliant on a single country supplier base or single shipment routes for their supply chain operations. The current supply chain crisis has highlighted the importance of building out a supply base that can respond swiftly to changes. More and more, organisations are now understanding the importance of determining the supplies that are critical to business and ensuring they have a diversified supplier base they can rely upon.

Sourcing and supplier trends are changing, with focus now on far more than just price. Companies should look beyond the cheapest option when procuring items, and instead consider other crucial risk factors such as geographical limitations, ability to deliver, and sustainability. Smart procurement is already possible with today’s technology. Automation, predictive technologies, advanced analytics and streamlined workflows can all aid organisations in allocating budget more effectively and focusing on areas that will provide sustainability and resilience to their supply chains.

What can manufacturers do now to thrive despite the ongoing disruptions?

OS: Understanding the risks associated with each supplier is a key first step. Categorising them in different tiers of risk or segmenting them in terms of importance to the organisation can help in mapping the overall supply chain network. It gives manufacturers a macro view of the potential gaps that could arise from any unexpected event. However, risk assessments and regular check-ins with suppliers can be a time-consuming undertaking. Thankfully, there are many solutions available today that can help automate these regular check-ins, freeing up valuable employee time to focus on more meaningful, strategic work. 

Ultimately, ensuring businesses are not caught out by similar disruptions in the future requires a shift in mentality and consideration of a move from “just-in-time” to “just-in-case” manufacturing methods. Manufacturers must adopt predictive modelling technologies to get a clearer view of their supply chains. Being aware of potential disruptions and hurdles ahead of time will be key to boosting business resilience. When supply chains are responsive to business conditions, the benefits can reach far beyond limiting risk exposure.

How can we build a more resilient supply chain for the future?

OS: Organisations can start by taking a step back and reanalysing their current supply chain functions. Key areas to consider would be base location diversity and supplier networks. Take this time to identify all the potential gaps and possible solutions to mitigate any risks. 

Building a supply base that can respond to shifting conditions is crucial. With the visibility gained from identifying potential risks and opportunities to strengthen supplier performance, the next step is to look to design strategies and build relationships that drive positive outcomes. Some of these include:

  • Managing by category: Not all categories are equally important. Know which ones are critical to your business and manage them strategically.
  • Diversifying the supply base: Many organisations have learnt the importance of this the hard way in recent times. Expanding the list of qualified suppliers is one of the most fool-proof ways to build a resilient supply chain. 
  • Engaging for the long term: Squeezing suppliers to drive down costs is a short-term strategy with limited pay-off. Take the time to build a partnership that benefits both organisations and when challenges arise, the relationship will pay off. 

Thankfully, there are many solutions and platforms out there that can help organisations adopt a smarter, more efficient approach to supply chain management. Picking solutions that are not one-size-fits-all but instead flexible enough to support your unique business needs and challenges will be key.


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Hexagon And Plex Systems Announce Partnership To Deliver Smart Manufacturing Solutions

Hexagon And Plex Systems Announce Partnership To Deliver Smart Manufacturing Solutions

Hexagon, a global leader in sensor, software, and autonomous technologies, and Plex Systems, the leader in cloud-delivered smart manufacturing solutions, has announced a new strategic partnership.  The global partnership will enable Hexagon’s Manufacturing Intelligence division and Plex to co-sell Plex MES to Hexagon manufacturing customers, helping them to take control of the plant floor through full visibility and connectivity and realise the promise of Industry 4.0.

“There’s no question that more connected, data-driven approaches to manufacturing are central to bringing better products to market faster and more cost-effectively with confidence.” said Paolo Guglielmini, president of the Manufacturing Intelligence division at Hexagon.

“Plex brings valuable experience to our customers, and its impressive open MES solution augments our technologies offering a path to ramp up shop floor efficiency by bringing together data from siloed processes to solve manufacturing problems faster and more collaboratively.”

Hexagon and Plex share a common vision for smart manufacturing, offering manufacturers an incremental path to achieve greater automation and Industry 4.0 adoption. Using Plex’s robust Manufacturing Execution System (MES) with integrated quality control, Hexagon customers will be able to augment their workflows by streaming quality measurements, engineering data and other manufacturing information into Plex’s MES creating a digital system of record in real-time.  Manufacturers will benefit from enhanced visibility and control over their inventory and manufacturing processes, while gaining deeper insight, traceability and opportunities for continuous innovation by combining Plex and Hexagon’s digital solutions.

“We are thrilled to partner with Hexagon, an organisation that is just as dedicated to delivering smart manufacturing solutions as we are and with a global scale,” said Bill Berutti, CEO at Plex. “Smart manufacturing isn’t something that will happen years down the road … it’s real, it’s imperative and it’s happening now.”

Hexagon and Plex will partner in opportunities, initially in Europe and India, where Hexagon prospects and customers have MES needs. The combination of Hexagon and Plex for these manufacturers provides a fully digitalised solution from plant measurement and metrology to managing end-to-end production.

“Smart manufacturers are seeking continuous product and process improvements to ensure that quality is measured, enforced and managed in a closed-loop across design, production and inspection,” said Reid Paquin, research director, at IDC. “This new partnership will enable manufacturers to do just that and on a global level.”


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Google Cloud And Siemens To Cooperate On AI-Based Solutions In Manufacturing

Google Cloud And Siemens To Cooperate On AI-Based Solutions In Manufacturing

Google Cloud and Siemens has announced a new cooperation to optimise factory processes and improve productivity on the shop floor. Siemens intends to integrate Google Cloud’s leading data cloud and artificial intelligence/machine learning (AI/ML) technologies with its factory automation solutions to help manufacturers innovate for the future.

Data drives today’s industrial processes, but many manufacturers continue to use legacy software and multiple systems to analyse plant information, which is resource-intensive and requires frequent manual updates to ensure accuracy. In addition, while AI projects have been deployed by many companies in “islands” across the plant floor, manufacturers have struggled to implement AI at scale across their global operations.

By combining Google Cloud’s data cloud and AI/MLmachi capabilities with Siemens’ Digital Industries Factory Automation portfolio, manufacturers will be able to harmonise their factory data, run cloud-based AI/ML models on top of that data, and deploy algorithms at the network edge. This enables applications such as visual inspection of products or predicting the wear-and-tear of machines on the assembly line.

Deploying AI to the shop floor and integrating it into automation and the network is a complex task, requiring highly specialised expertise and innovative products such as Siemens Industrial Edge. The goal of the cooperation between Google Cloud and Siemens is to make the deployment of AI in connection with the Industrial Edge—and its management at scale— easier, empowering employees as they work on the plant floor, automating mundane tasks, and improving overall quality.

“The potential for artificial intelligence to radically transform the plant floor is far from being exhausted. Many manufacturers are still stuck in AI ‘pilot projects’ today – we want to change that,” said Axel Lorenz, VP of Control at Factory Automation of Siemens Digital Industries. “Combining AI/ML technology from Google Cloud with Siemens’ solutions for Industrial Edge and industrial operation will be a game changer for the manufacturing industry.”


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2021 Metals Analysis Outlook: Optimising Production Through Connectivity

2021 Metals Analysis Outlook: Optimising Production Through Connectivity

Despite being a year of huge disruption, the year 2020 has accelerated change for many companies. Find out more in this article by Hitachi High-Tech Analytical Science.

There’s always an opportunity with a crisis. Whilst 2020 was a year of huge disruption, with industries having to cope with sudden changes in demand, issues with supply and restrictions on the ability to operate, it did accelerate change for many companies. Especially when it comes to big Industry 4.0 trends including connectivity, big data, smart factories, and sustainability.

Thanks to new technologies being deployed throughout companies, IIoT (Industrial Internet of Things) is enabling the collection of more and more information every day, including from manufacturing equipment.

Today, many analysers collect data on the instrument themselves. Our Hitachi handheld analysers, for example, are able to store measurements remotely. More models also have connectivity enabled, which is the real game-changer for enabling remote, real-time decision making. This, we predict, will be a key theme for 2021.

What Do We Mean By Connectivity?

The vision is that analytical instruments will have either Wi-Fi, Ethernet, USB, or in the future, 4G/5G functionality, depending on the industrial environment. The next step would be for analysers to have the ability to share and integrate operational technology (OT) data. But today, most of the connectivity is around data sharing and automation.

Connectivity in the future could also mean that analysers could integrate to process control systems and communicate with other machines and resources. Ultimately, the end goal is to speed up processes, optimise performance, reduce waste, and ensure product quality.

Leveraging Technologies to Make Manufacturing Greener

Industry 4.0 has uncovered an opportunity for positive action when it comes to sustainability, by leveraging technologies to make processes more efficient and greener.

Foundries, for example, have for years championed the green movement by being the ultimate recyclers of raw materials. However, many are also looking at what green technology can do to help reduce material waste. Each process step should have the right solution in place: incoming inspection, melt shop floor, central lab and outgoing inspection. Connected analytical instruments can feed data to a central point, where quality issues can be easily spotted and subsequently rectified to reduce wastage and save cost.

The same concept can be applied further down the supply chain within fabrication, but equally at OEM level. Ensuring each process step has a focused solution that enables data collection can help reduce wastage and deliver greener manufacturing.

Big Data is Power

One reason information rules in the metals industry is through its ability to make manufacturing quality assurance and control processes simpler and faster. However, whilst the quantity of data available is colossal, the question is how manufacturers turn this into something of value – recognising patterns and predicting behaviour to make informed decisions.

Even if thousands of measurements are taken each day, data from the analyser can help manufacturers optimise production in a number of ways, including:

  • Increased product quality by identifying defects at the earliest stage in the process.
  • Machine failure predictions and diagnostics leading to well-timed preventative work, reduced downtime and less risk of sudden failures that are so damaging to business.
  • Reduced costs through the use of big data for predictive analytics, shortening the quality assurance process.

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Machining Aluminium Components Economically

Machining Aluminium Components Economically

In machining aluminium alloys, here is what will help manufacturers reduce unit costs and achieve process reliability. Article by Walter AG.

A few years ago, chassis components made of aluminium were still reserved for the premium segment in the vehicle market. Steering knuckles, suspension arms and wheel carriers for medium-class and small cars were predominantly made of cast iron or forged steel. This has changed in the last few years.

Since then, significantly reducing the CO2 emissions of a vehicle has become a top priority in vehicle construction. One way to do this is reducing the vehicle weight. A reduction in weight of 100 kg means 0.3 l to 0.4 l less fuel consumption.

Even with electromobility as an alternative to the combustion engine, the weight of the vehicle is a key factor—the lighter the car, the higher the battery range. Materials like forged wrought aluminium alloys or ductile cast aluminium alloys with a low silicon content can therefore increasingly be found in all vehicle classes.

With the changeover to other materials, the challenges in machining also change. Machining aluminium alloys requires different machining strategies compared to existing materials in use, especially under the conditions of high cost pressure and strict machining quality and process reliability requirements. The machining tools used are an important factor here. Many automotive suppliers already count on machining specialist Walter AG for this.

“Aluminium alloys are the optimal material for the automotive industry. The alloys are light, with sufficiently high strength, and can be machined at speeds that are very different from those of traditional cast iron or steel materials. However, this does not mean that they are easy to machine. Above all, the long chips are a risk factor when it comes to a stable process. In addition, build-up on the cutting edge can quickly form on the cutting edges of the tools. It then soon becomes difficult to comply with the specified tolerances when it comes to the fit sizes and the surface quality. In this respect, users are dependent on the quality of the machining tool and the right technology,” says Fabian Hübner, Component and Project Manager for Transportation at Walter.

Creating Complex Bores

Above all, the integration of solid bores represents a technical and economic challenge in the production of chassis components made of aluminium alloys. While pre-forged recesses are often bored with larger bores, such as the wheel hub bore on the wheel carrier, smaller bores such as on the suspension arm are, in contrast, created in the solid material. The often high complexity of the contours to be drilled and the very strict requirements of the accuracy of the bore and of the surface quality also need to be considered.

Mostly, the smaller bores act as adaptors for plain bearings and dampers. This requires more than simply setting a bore. For example, defined end faces or chamfers must also be fitted, in order to allow you to fit bearing bushings or damping elements in the next production step. Consequently, up to five machining steps per bore quickly follow. 

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Unlocking New Additive Applications In Asia With Chemical Vapor Smoothing

Unlocking New Additive Applications In Asia With Chemical Vapor Smoothing

Additive3D Asia in collaboration with Additive Manufacturing Technologies (AMT), jointly hosted their first webinar for the Asia Pacific region entitled “Unlocking New Additive Applications in Asia with Chemical Vapor Smoothing”.  Speaking at the session were Mr. Jason Joo, Co-Founder of Additive3D Asia and Mr. Joseph Crabtree, CEO and Founder of AMT.

The webinar addressed the current key challenges of 3D printing and the quality issues of 3D printed parts. AMT gave a deeper insight with actual case studies and demonstrated how AMT’s PostPro Chemical Vapor Smoothing patented technology can benefit users. This includes better strength, surface finishing, smoothness, and watertightness to the 3D printed part close like from injection moulding process.

To deliver a better 3D printing experience, Additive3D Asia who is AMT’s authorised PostPro Production Partner offers the Post Processing treatment as a Service to all customers in Singapore and across the APAC region.

Suitable for all Fused Deposition Modeling (FDM), Selective Laser Sintering (SLS) and HP MultiJet Fusion (MJF) and other Powder Bed Fusion (PBF) technology, the Chemical Vapor Smoothing can now process up to 95 percent of the different 3D printing materials available in the open market. Varies industries from Aerospace, Automotive, Medical, Consumer Products, Lifestyles, Industrial and others will be able to experience up to 200 percent of return to their business by switching to this new post processing technology.

“Collaborating with Additive3D Asia is another example of AMT’s commitment to unlock the full potential of additive manufacturing across the globe. We are delighted to have Additive3D Asia as our first official production partner in Singapore and look forward to supporting their business growth and open up new opportunities for high-quality, customised applications,” commented Mr. Joseph Crabtree

To watch the recording of the webinar, visit:


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