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Mechanical Engineering in the Information Agebarcode
In the early 1980s,engineers thought that massive rearch would be needed to speed up product development.As it turns out ,less rearch is actually needed becau shortened product development cycles encourage engineers to u available technology.Developing a revolutionary technology for u in a new product is risky and prone to failure .Taking shot steps is a safer and usually more successful approach to product development.
rubberduckShorter product development cyclys are also beneficial in an engineering world in which both captical and labor are global.People who can design and manufacture various products can be found anywhere in the world,but containing a new idea is hard.Geographic distance is no longer a barrier to others finging out about your development six months into the process.If you are got a short development cycle,the situation is not catastrophic-as long as you maintain your lead,But if you are in the midist of a six-year development process and a competitor gets wind of your work,the project could be in more rious trouble.
In one respect, manufacturing could be said to be coming full circle. The first manufacturing was a cott
age industry: the designer was also the manufacturing, conceiving and fabricating products one at a time. Eventually, the concept of the interchangeability of parts was developed, production was parated into parated into specialized functions, and identical parts were produced thousands at a time.Today, although the designer and manufacturing may not become one again, the functions are being drawn clo in the movement toward an integrated manufacturing system.
It is perhaps ironic that, at a time when the market demands a high degree of product diversification, the necessity for increasing productivity and reducing cost is driving manufacturing toward integration into a coherent system, a continuous
process in which parts do not spend as much as 95% of production time being moved around or waiting to be worked on.
The computer is the key to each of the twin requirements. It is the only tool that can provide the quick reflexes, the flexibility and speed, to meet a diversified market. And it is the only tool that enables the detailed analysis and the accessibility of accurate data necessary for the integration of the manufacturing system.
物理化学学报Today, nearly every market is a niche market, becau customers are lective. If you ignore the pot
ential for tailoring your product to specific customers’ needs, you will lo the major part of your market share —perhaps all of it. Since the niche markets are transient, your company needs to be in a position to respond to them quickly.
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The emergence of niche markets and design on demand has altered the way engineers conduct rearch. Today, rearch is commonly directed toward solving particular problems. Although this situation is probably temporary, much uncommitted technology, developed at government expen or written off by major corporations, is available today at very low cost. Following modest modifications, such technology can often be ud directly in product development, which allows many organizations to avoid the expen of an extensive rearch effort. Once the technology is free of major obstacles, the rearch effort can focus on overcoming the barriers to commercialization rather than on pursuing new and interesting, but undefined, alternatives.
When viewed in this perspective, engineering rearch must focus primarily on removing the barriers to rapid commercialization of known technologies. Much of this effort must address quality and reliability concerns, which are foremost in the minds of today’ consumers. Clearly, a reputation for poor quality is synonymous with bad business. Everything possible—including thorough inspection at the end of the manufacturing line and automatic replacement of defective products—must be don
e to assure that the customer receives a properly functioning product.
Rearch has to focus on the cost benefit of factors such as reliability. As reliability increa, manufacturing costs and the final cost of the system will decrea.
Having 30 percent junk at the end of a production line not only costs a fortune but also creates an opportunity for a competitor to take your idea and ll it to your customers.
2020高考试题及答案Central to the process of improving reliability and lowering costs is the intensive and widespread u of design software, witch allows engineers to speed up every stage of the design process. Shortening each stage, however, may not sufficiently reduce the time required for the entire process. Therefore, attention must also be devoted to concurrent engineering software with shared databas that can be accesd by all members of the design team.
fileuploadAs we move more fully into the information Age, success will require that the engineer process some unique knowledge of and experience in both the development and the management of technology. Success will require broad knowledge and skills as well as experti in some key social and economic factors at work in the marketplace. Increasingly, in the future, routine problems will not justify heavy engineering expenditures, and engineers will be expected to work cooperatively in solvi
ng more challenging, more demanding problems in substantially less time. We have begun a new pha in the practice of engineering. It offers great promi and excitement as more and more problem-solving capability is placed in the hands of the computerized and unquenched thirst for better products and systems must be matched by the joy of creation that marks all great engineering endeavors. Mechanical engineering is a great profession, and it will become even greater as we make the most of the opportunities offered by the Information Age.
It may well be that, in the future, the compute r may be esntial to a company’s survival. Many of today’s business will fade away to be replaced by more productive combinations. Such more-productive combinations are super quality, super productivity plants. The goal is to design and operate a plant that would produce 100% satisfactory parts with good productivity.
A sophisticated, competitive world is requiring that manufacturing begin to ttle for more, to become itlf sophisticated. To meet competition, for example, a
company will have to meet the somewhat conflicting demands for greater product diversification, higher quality, improved productivity, and low prices.
ananThe company that eks to meet the demands will need a sophisticated tool, one that will allow it t
o respond quickly to customer needs while getting the most out of its manufacturing resources.
The computer is that tool.
Becoming a “sup e r quality, super productivity” plant requires the integration of an extremely complex system. This can be accomplished only when all elements of manufacturing-design, fabrication and asmbly，quality assurance, management, materials handling—are computer integrated.
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In product design, for example, interactive computer-aided-design (CAD) systems allow the drawing and analysis tasks to be performed in a fraction of the time previously required and with greater accuracy. And programs for prototype testing and evaluation further speed the design process.
In manufacturing planning, computer-aided process planning permits the lection, from thousands of possible quences and schedules, of the optimum process.
On the shop floor, distributed intelligence in the form of microprocessors controlled machines, runs automated loading and unloading equipment, and collects data on current shop conditions.
But such isolated revolutions are not enough. What is needed is a totally automated system, linked b
y common software from front door to back.
The benefits range throughout the system. Esntially, computer integration provides widely and instantaneously available, accurate information, improving communication between departments, permitting tighter control, and generally enhancing the overall quality and efficiency of the entire system.
Improved communication can mean, for example, designs that are more producible. The NC programmer and the tool designer have a chance to influence the product designer, and vice versa.
Engineering changes, thus, can be reduced, and tho that are required can be handled more efficiently. Not only do the computer permit them to be specified more quickly, but it also alerts subquent urs of the data to the fact that a change has been made.
The instantaneous updating of production-control data permits better planning and more effective scheduling. Expensive equipment, therefore, is ud more productively, and parts move more efficiently through production, reducing
work-in-process costs.
Product quality, too, can be improved. Not only are more-accurate designs produced, for example, but the u of design data by the quality-assurance department helps eliminate errors due to misunderstandings.
People are enabled to do their jobs better. By eliminating tedious calculations and paperwork—not to mention time wasted arching for information—the computer not only allows workers to be more productive but also frees then to do what only human beings can do: think creatively.
Computer integration may also lure new people into manufacturing. People are attracted becau they want to work in a modern, technologically sophisticated environment.
In manufacturing engineering, CAD/CAM decreas tool design,
NC-programming, and planning times while speeding the respon rate, which will eventually permit in-hou staff to perform work that is currently being contracted out.
Computers have been ud in nearly every manufacturing job. Computers improve the efficiency, accuracy, and productivity of many manufacturing process. Just like the other tools and machines, computers extend human capabilities and make some jobs easier. Every department in manufacturing has found a u for computers.
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In the management department, supervisors and managers u computers to gather information about the progress of work in all the other departments. In marketing, rearchers, advertirs, and sales people u computers to get data on potential buyers, to study market rearch, and to create advertiments.
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