In metal cutting, tool selection is almost a problem that every process engineer must face.
Tool selection has many issues to consider, and accordingly there are many principles, such as the efficiency principle, the processing accuracy principle, the stability principle, the economical principle, and so on.
Let us first talk about the principle of efficiency. The principle of efficiency is in fact inseparable from other principles, especially the economic principle. The main purpose of requiring efficiency is to ensure the economics of the entire process. But efficiency is particularly important, so let it be independent and discuss it separately.
The principle of efficiency is first and foremost under the premise of ensuring acceptable processing accuracy and acceptable stability. Without this basic condition, efficiency cannot be discussed. Just as we want our vehicles (such as cars) to bring us faster speeds, safety is first. In the event of a plane crash, many people will carefully consider whether they will continue to choose to travel by plane. The airline will also revisit the existing security strategy. Without security, the aircraft will not be the preferred means of transportation. The same is true for the selection of tools.
Second, we will not emphasize efficiency under all conditions. There are some constraints on the pursuit of efficiency. The improvement of the machining efficiency of one part needs to be commensurate with the efficiency of other parts, and the improvement of the efficiency of one process needs to be commensurate with the efficiency of other processes. If these constraints are ignored and efficiency is pursued blindly, it will be thankless. Just like the train from Shanghai to Beijing, it starts at about 8 o'clock in the evening and arrives at 10 o'clock in the next morning. If you can arrive early at 8 o'clock, perhaps the most popular; but if you reach 6 o'clock in advance, the popularity may decline instead. Because the conductor will arrange the beds one or two hours before arrival, most passengers will not be too happy to get up at 4 or 5 in the morning. The same is true of factories, especially in the production conditions of the assembly line. What we need to solve is the "bottleneck" process in the entire assembly line. As long as the production capacity of this process is increased, the production capacity of the entire production line can be increased, the production capacity of the entire product can be improved, and the manufacturing cycle can be shortened. This is what many companies expect. The demand for stand-alone or flexible manufacturing systems is not the same. They are less constrained, that is, less relevant to other processes. Due to the flexibility, the shortening of a part or the manufacturing cycle of a certain process often means that the equipment can be put into the production of other parts or other processes, thereby creating more benefits.
In today's increasingly fierce market competition, the expectations of companies for process engineers are not to solve simple process problems, but to expect that process engineers can make greater contributions to the company. If our process engineers can start from the enterprise's overall situation and contribute to the improvement of manufacturing processes, they will surely gain the approval and approval of the business owners.
According to the survey data of foreign modern metal processing companies, the proportion of the tool itself in the manufacturing cost is not very high, usually between 2% and 4%, and the high is about 7%. However, the impact of the tool on machining efficiency is very great. A few hundred thousand dollars of equipment can play its due role, often depends on a few dollars in the tool. An example of a cost analysis I've ever received shows that a 30% reduction in purchase price (without any change in tool performance) or a 50% increase in tool life (usually dependent on the toolmaker's technological advances) can only reduce manufacturing costs1 % or so because tool costs only account for 4% of total manufacturing costs. However, if the processing parameters can be increased by 20%, the manufacturing cost can be reduced by approximately 15%. Although if the cutting speed is increased by 20%, the tool cost will be increased by 50%, but the total cost will be drastically reduced because the processing cycle is shortened.
Tool selection has many issues to consider, and accordingly there are many principles, such as the efficiency principle, the processing accuracy principle, the stability principle, the economical principle, and so on.
Let us first talk about the principle of efficiency. The principle of efficiency is in fact inseparable from other principles, especially the economic principle. The main purpose of requiring efficiency is to ensure the economics of the entire process. But efficiency is particularly important, so let it be independent and discuss it separately.
The principle of efficiency is first and foremost under the premise of ensuring acceptable processing accuracy and acceptable stability. Without this basic condition, efficiency cannot be discussed. Just as we want our vehicles (such as cars) to bring us faster speeds, safety is first. In the event of a plane crash, many people will carefully consider whether they will continue to choose to travel by plane. The airline will also revisit the existing security strategy. Without security, the aircraft will not be the preferred means of transportation. The same is true for the selection of tools.
Second, we will not emphasize efficiency under all conditions. There are some constraints on the pursuit of efficiency. The improvement of the machining efficiency of one part needs to be commensurate with the efficiency of other parts, and the improvement of the efficiency of one process needs to be commensurate with the efficiency of other processes. If these constraints are ignored and efficiency is pursued blindly, it will be thankless. Just like the train from Shanghai to Beijing, it starts at about 8 o'clock in the evening and arrives at 10 o'clock in the next morning. If you can arrive early at 8 o'clock, perhaps the most popular; but if you reach 6 o'clock in advance, the popularity may decline instead. Because the conductor will arrange the beds one or two hours before arrival, most passengers will not be too happy to get up at 4 or 5 in the morning. The same is true of factories, especially in the production conditions of the assembly line. What we need to solve is the "bottleneck" process in the entire assembly line. As long as the production capacity of this process is increased, the production capacity of the entire production line can be increased, the production capacity of the entire product can be improved, and the manufacturing cycle can be shortened. This is what many companies expect. The demand for stand-alone or flexible manufacturing systems is not the same. They are less constrained, that is, less relevant to other processes. Due to the flexibility, the shortening of a part or the manufacturing cycle of a certain process often means that the equipment can be put into the production of other parts or other processes, thereby creating more benefits.
In today's increasingly fierce market competition, the expectations of companies for process engineers are not to solve simple process problems, but to expect that process engineers can make greater contributions to the company. If our process engineers can start from the enterprise's overall situation and contribute to the improvement of manufacturing processes, they will surely gain the approval and approval of the business owners.
According to the survey data of foreign modern metal processing companies, the proportion of the tool itself in the manufacturing cost is not very high, usually between 2% and 4%, and the high is about 7%. However, the impact of the tool on machining efficiency is very great. A few hundred thousand dollars of equipment can play its due role, often depends on a few dollars in the tool. An example of a cost analysis I've ever received shows that a 30% reduction in purchase price (without any change in tool performance) or a 50% increase in tool life (usually dependent on the toolmaker's technological advances) can only reduce manufacturing costs1 % or so because tool costs only account for 4% of total manufacturing costs. However, if the processing parameters can be increased by 20%, the manufacturing cost can be reduced by approximately 15%. Although if the cutting speed is increased by 20%, the tool cost will be increased by 50%, but the total cost will be drastically reduced because the processing cycle is shortened.
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