Report on Product Development

Summer Training in: Quality

Needles Private Limited A-8, Sector-57, Noida

Table of Content
Executive summary Serial no. 1.0 Methodology 1.1 Product Development 1.2 Characteristics of Product development 1.3 Description of Product to be Studied 2.0 Needle Bending Machine 2.1 Introduction 2.2 Basic Design 2.3 Use 2.4 Parts of The machine 2.4 Bill Of Material 2.5 Processes Involved

2.6 Operations On Lathe 2.7 Operations on milling machine 2.8 Operations on Grinding Machine 3.1 Conclusion 3.2 References

Executive Summary
Importance of New Product Development in a Country is increasing day By day for providing quality product with punctuality at affordable price and always maintains delivery schedule according to buyers requirement. S a l e s m a n a l w a ys h a v e t o f o l l o w u p t h e e x i s t i n g c u s t o m e r a l w a y s h a v e t o t a k e c a r e customer. Sometimes customer focuses various kinds of problem. Sale executive solve it .To prepare this report I mostly depend on the experience and, secondary data beside this. We also use primary data are originated by the quantitative research. Primary data are collected from the direct observation. Secondary data are collect from t h e c o m p a n y i n s i g h t , a d v e r t i s i n g , r e l a t e d p u b l i c a t i o n a n d m a n y m o r e . B a s e d o n t h i s information we prepare this qualitative report based on observation for providing insights of the report topic.

About the Company

Quality Needles Pvt. Ltd. (QN) was incorporated in 1983 and commenced production about 2 years later. Starting from a small factory shed of about 100 sq.m. area, it has grown steadily over the years and now stands on a total land area of around 3,200 sq.m. with a covered area housing the offices and manufacturing facilities of around 2,500 sq.m. The Company has specialized in the manufacture of surgical suture needles and is thus a single product company in a way. However, its production range covers a very wide range of products and some 2,000 different types and sizes of needles for a large number of diverse customers located all over the world are produced every year. Typically, the Company manufacturers approx. 40 million needles per year. Quality Needles Pvt. Ltd. is certified as a ISO 13485/ISO 9001 from DNV Norway and manufactures needles to whatever specifications the customer may specify, including Eyed Needles to IS 9165:1992 of the Bureau of Indian Standards, needles conforming to the German (draft) standard DIN:13170 and U.S. Federal Specification GGN 211 b. Atraumatic needles are manufactured both of drilled-end and channel type, and are made from stainless steel to AISI 420 / Werkstoffnummer 1.4031 and maraging grade steel to AISI 455 & AISI 470.

The Product
Quality Needles manufactures a complete range of needles, extending from the smallest microneedles for ophthalmic surgery to the largest post mortem needles; veterinary needles for animal surgery. QN also manufactures special needles including sternotomy needles, Cardiovascular Needles, Premium point Needles for plastic surgery, temporary cardiac pacing leads, cruciate needles etc. All needles manufactured are subjected to a rigid Quality Assurance protocol.

The grade of steel used is martensitic grade of stainless to German specification Werkstoff nr. 1.4031, equivalent to BS: EN 56D, JIS: SUS 420 J2 or AISI: 420. The selection of this grade is as per international practice for manufacture of superior quality suture needles. The steel wire is imported from some of the worlds best manufacturers, either from UK, USA or Japan. The composition is further restricted to ensure better hardenability and corrosion resistance of the needles. Close control of the metallurgical properties is achieved by hardening the needles in a controlled atmosphere muffle furnace, followed by tempering in a re-circulating type furnace. The hardness is controlled to VPN 525 625, which ensures adequate stiffness while eliminating brittleness. All needle points are honed to ensure the highest standards of sharpness. The needles are polished to remove micro-asperities on the surface by a series of mechanical operations followed by electro-polishing. This reduces tissue drag to a minimum during the suturing operation. Needles are siliconised if so specified by the customer.

Product development
Definition The creation of products with new or different characteristics that offer new or additional benefits to the customer. Product development may involve modification of an existing product or its presentation, or formulation of an entirely new product that satisfies a newly defined customer want or market niche.

Product development is a broad field of endeavor dealing with the design, creation, and marketing of new products. Sometimes referred to as new product development (NPD), the discipline is focused on developing systematic methods for guiding all the processes involved in getting a new product to market. There are a number of organizations dedicated to supporting product development professionals, such as the Product Development and Management Association (PDMA) and the Product Development Institute (PDI). According to the PDMA, the organization's mission is "to improve the effectiveness of people engaged in developing and managing new products - both new manufactured goods and new services. This mission includes facilitating the generation of new information, helping convert this information into knowledge which is in a usable format, and making this new knowledge broadly available to those who might benefit from it."

System ofdefinedstepsand tasks suchas strategy, organization, concept generation, marketing plan creation, evaluation, and commercialization of a new product. It is a cycle by means of which an innovative firm routinely converts ideas into commercially viable goods or services.

In business and engineering, product development (PD) is the term used to describe the complete process of bringing a product to market. A product is a set of benefits offered for exchange and can be tangible (that is, something physical you can touch) or intangible (like a service, experience, or belief). There are two parallel paths involved in the PD process: one involves the idea generation, product design and detail engineering; the other involves market research and marketing analysis. Companies typically see new product development as the first stage in generating and commercializing new products within the overall strategic process of product life cycle management used to maintain or grow their market share. 1.Idea Generation

is often called the "fuzzy front end" of the PD process Ideas for new products can be obtained from basic research using a SWOT analysis (Strengths ,Weaknesses, Opportunities & Threats). Market and consumer trends, company's R&Ddepartment, competitors, focus groups, employees, salespeople, corporate spies, trade shows, or ethnographic discovery methods (searching for user patterns and habits) may also be used to get an insight into new product lines or product features. Lots of ideas are being generated about the new product. Out of these ideas many ideas are being implemented. The ideas use to generate in many forms and their generating places are also various. Many reasons are responsible for generation of an idea. 2.Idea Generation Brainstorming of new product, service, or store concepts - idea generation techniques can begin when you have done your OPPORTUNITY ANALYSIS to support your ideas in the Idea Screening Phase Concept Development and Testing Develop the marketing and engineering details Investigate intellectual property issues and search patent data bases Who is the target market and who is the decision maker in the purchasinprocess? What product features must the product incorporate? What benefits will the product provide? How will consumers react to the product? How will the product be produced most cost effectively? Prove feasibility through virtual computer aided rendering and rapid prototyping What will it cost to produce it?

Testing the Concept by asking a number of prospective customers what they think of the idea usually via Choice Modelling.

Business Analysis Estimate likely selling price based upon competition and customer feedback Estimate sales volume based upon size of market and such tools as the Fourt-Woodlock equation Estimate profitability and break-even point

Beta Testing and Market Testing Produce a physical prototype or mock-up Test the product (and its packaging) in typical usage situations Conduct focus group customer interviews or introduce at trade show Make adjustments where necessary Produce an initial run of the product and sell it in a test market area to determine customer acceptance

Technical Implementation New program initiation Finalize Quality management system Resource estimation Requirement publication Publish technical communications such as data sheets Engineering operations planning Department scheduling Supplier collaboration Logistics plan Resource plan publication Program review and monitoring Contingencies - what-if planning

Commercialization (often considered post-PD) Launch the product

Produce and place advertisements and other promotions Fill the distribution pipeline with product Critical path analysis is most useful at this stage

Product Pricing Impact of product on the entire product portfolio Value Analysis (internal & external) Competition and alternative competitive technologies Differing value segments (price, value and need) Product Costs (fixed & variable) Forecast of unit volumes, revenue, and profit These steps may be iterated as needed. Some steps may be eliminated. To reduce the time that the PD process takes, many companies are completing several steps at the same time (referred to as concurrent engineering or time to market). Most industry leaders see new product development as a proactive process where resources are allocated to identify market changes and seize upon new product opportunities before they occur (in contrast to a reactive strategy in which nothing is done until problems occur or the competitor introduces an innovation). Many industry leaders see new product development as an ongoing process (referred to as continuous development) in which the entire organization is always looking for opportunities. For the more innovative products indicated on the diagram above, great amounts of uncertainty and change may exist which makes it difficult or impossible to plan the complete project before starting it. In this case, a more flexible approach may be advisable. Because the PD process typically requires both engineering and marketing expertise, crossfunctional teams are a common way of organizing projects. The team is responsible for all aspects of the project, from initial idea generation to final commercialization, and they usually report to senior management (often to a vice president or Program Manager). In those industries where products are technically complex, development research is typically expensive and product life cycles are relatively short, strategic alliances among several organizations helps to spread the costs, provide access to a wider skill set and speeds up the overall process.

Also, notice that because both engineering and marketing expertise are usually critical to the process, choosing an appropriate blend of the two is important. Observe that this article is slanted more toward the marketing side. For more of an engineering slant, see the Ulrich and Eppinger, Ullman references below. People respond to new products in different ways. The adoption of a new technology can be analyzed using a variety of diffusion theories such as the Diffusion of Innovations theory. A new product pricing process is important to reduce risk and increase confidence in the pricing and marketing decisions to be made. Bernstein and Macias describe an integrated process that breaks down the complex task of new product pricing into manageable elements. The Path to Developing Successful New Products points out three key processes that can play critical role in product development: Talk to the customer; Nurture a project culture; Keep it focused. The Fuzzy Front End is the messy "getting ended" period of new product engineering development processes. It is in the front end where the organization formulates a concept of the product to be developed and decides whether or not to invest resources in the further development of an idea. It is the phase between first consideration of an opportunity and when it is judged ready to enter the structured development process (Kim and Wilemon, 2002 Koen et al., 2001).It includes all activities from the search for new opportunities through the formation of a germ of an idea to the development of a precise concept. The Fuzzy Front End ends when an organization approves and begins formal development of the concept. Although the Fuzzy Front End may not be an expensive part of product development, it can consume 50% of development time and it is where major commitments are typically made involving time, money, and the products nature, thus setting the course for the entire project and final end product. Consequently, this phase should be considered as an essential part of development rather than something that happens before development, and its cycle time should be included in the total development cycle time. Opportunity Identification Opportunity Analysis Idea Genesis Idea Selection Concept and Technology Development

The first element is the opportunity identification. In this element, large or incremental business and technological chances are identified in a more or less structured way. Using the guidelines established here, resources will eventually be allocated to new projects.... which then lead to a structured NPPD (New Product & Process Development) strategy. The second element is the opportunity analysis. It is done to translate the identified opportunities into implications for the business and technology specific context of the company. Here extensive efforts may be made to align ideas to target customer groups and do market studies and/or technical trials and research. The third element is the idea genesis, which is described as evolutionary and iterative process progressing from birth to maturation of the opportunity into a tangible idea. The process of the idea genesis can be made internally or come from outside inputs, e.g. a supplier offering a new material/technology or from a customer with an unusual request. The fourth element is the idea selection. Its purpose is to choose whether to pursue an idea by analyzing its potential business value. The fifth element is the concept and technology development. During this part of the front-end, the business case is developed based on estimates of the total available market, customer needs, investment requirements, competition analysis and project uncertainty. Some organizations consider this to be the first stage of the NPPD process (i.e., Stage 0). The Fuzzy Front End is also described in literature as "Front End of Innovation", "Phase 0", "Stage 0" or "Pre-Project-Activities". A universally acceptable definition for Fuzzy Front End or a dominant framework has not been developed so far.In a glossary of PDMA, it is mentioned that the Fuzzy Front End generally consists of three tasks: strategic planning, concept generation, and, especially, pre-technical evaluation. These activities are often chaotic, unpredictable, and unstructured. In comparison, the subsequent new product development process is typically structured, predictable, and formal. The term Fuzzy Front End was first popularized by Smith and Reinertsen (1991)[10]. R.G.Cooper (1988)[11] describes the early stages of NPPD as a four step process in which ideas are generated (I), subjected to a preliminary technical and market assessment (II) and merged to coherent product concepts (III) which are finally judged for their fit with existing product strategies and portfolios (IV). In a more recent paper, Cooper and Edgett (2008)[12] affirm that vital predevelopment activities include: Preliminary market assessment Technical assessment

Source-of-supply-assessment: suppliers and partners or alliances Market research: market size and segmentation analysis,

VoC (voice of the customer) research Product concept testing Value-to-the customer assessment Product definition Business and financial analysis

These activities yield vital information to make a Go/No-Go to Development decision. In the in-depth study by Khurana and Rosenthal[13] front-end activities include: product strategy formulation and communication opportunity identification and assessment idea generation product definition project planning executive reviews Economical analysis, benchmarking of competitive products and modeling and prototyping are also important activities during the front-end activities. The outcomes of FFE are the mission statement customer needs details of the selected concept product definition and specifications economic analysis of the product the development schedule project staffing and the budget a business plan aligned with corporate strategy In a paper by Husig, Kohn and Huskela (2005)[14] a conceptual model of Front-End Process was proposed which includes early Phases of Innovation Process. This model is structured in three phases and three gates:

Phase 1: Environmental screening or opportunity identification stage in which external changes will be analysed and translated into potential business opportunities. Phase 2: Preliminary definition of an idea or concept. Phase 3: Detailed product, project or concept definition, and Business planning. The gates are: 1. Opportunity screening 2. Idea evaluation 3. Go/No-Go for development The final gate leads to a dedicated new product development project. Many professionals and academics consider that the general features of Fuzzy Front End (fuzziness, ambiguity, and uncertainty) make it difficult to see the FFE as a structured process,but rather as a set of interdependent activities ( e.g. Kim and Wilemon, 2002).[15] However, Husig et al., 2005 [10] argue that front-end not need to be fuzzy, but can be handled in a structured manner. Peter Koen[16] argues that in the FFE for incremental, platform and radical projects, three separate strategies and processes are typically involved.[16] The traditional Stage Gate (TM) process was designed for incremental product development, namely for a single product. The FFE for developing a new platform must start out with a strategic vision of where the company wants to develop products and this will lead to a family of products. Projects for breakthrough products start out with a similar strategic vision, but are associated with technologies which require new discoveries. It is worth mentioning what incremental, platform and breakthrough products are. Incremental products are considered to be cost reductions, improvements to existing product lines, additions to existing platforms and repositioning of existing products introduced in markets. [ Breakthrough products are new to the company or new to the world and offer a 5-10 times or greater improvement in performance combined with a 30-50% or greater reduction in costs. Platform products establish a basic architecture for a next generation product or process and are substantially larger in scope and resources than incremental projects

PRODUCT DEVELOPMENT PROCESS STEPS STEP 1. RESEARCH Research can be market research or performance research. Market research, on existing prototypes or markets, leads toward new products or upgrades that meet consumer desires. Performance research leads to product improvements for competitive markets, or the invention of innovative new products. This step leads directly to the parameters and concepts that govern the design step. STEP 2. DESIGN

The Design Step carries a concept to a finished set of drawings or other media that govern how to build a physical prototype. Sometimes a product is composed of one or a few individual parts. In that case the design process is a single step. As the number of pieces or components in a product grows, then it is useful to break the design process into two parts, or sub-steps, Preliminary and Final Design. Preliminary Design: If the product is considerably more than a single part made on one machine, such as a typical bicycle with hundreds of parts, then a preliminary design step is useful. This sets the goal for the appearance and performance of the product, with less concern about how to manufacture. The result becomes the framework to organize and direct a detailed, final design. The preliminary design is an 'overall' step. It determines the overall geometry and performance of the product. This step may result in multiple approaches, or concepts, that compete mostly on overall appearance.

Final Design The Final design step is concerned with making the concept manufacturable. It specifies everything needed to govern production. It considers everything on a part level. This results in a complete Bill of Material, drawings, CAD files and plans to source and assemble.

DESIGN ANALYSES

Analyses, such as the finite element analysis above (Glidecycle rear fork), are performed on a design prior to prototyping and testing. These verify peformance, like fit or strength or weight, prior to building a physical prototype. This step lowers the cost and performance risks associated with prototype and

STEP 4. TESTING (PRE-PRODUCTION PROTOTYPES)

Testing of the final 'production-like' prototype is performed to ensure that the performance is met prior to moving the product into production. This step is very similar to the Research step. Testing of the prototype performance maybe be both market analysis, as well as use-testing. Pre-production testing also includes any documented test methods and standards that may exist for the product type. These tests would be repeated for production articles. Testing prototypes lowers the risk of non-compliance with deliverable items.

Note: After first articles are received from production, quality assurance testing is done to ensure and document compliance with established regulations and standard. In consumer products/child products, this step requires a third party test lab certified by CPSC.

STEP 5. HAZARD ANALYSIS The Hazard Analysis is conducted throughout the development process. It is finalized before the product is in production. The goal of the hazard analysis is to identify any potential safety issues that may be presented by the product. If possible, the issues are addressed by design. If not, they are addressed both in instructional literature and product specific warning labels.

STEP 6. MANUFACTURE AND RELEASE

The final part of the development process is placing the product into production. For an in-house manufacture, this includes a product assembly plan. The most expensive part of a new product development is the capital for of the production process required to make it. The manufacturing process is one that can always find improvement, often times the improvement points toward changes in product components. Addtionally, customer responses from use may also point to ways to improve product performance. As long as a product remains in the market, the Product Development Process remains open.

In business and engineering, new product development (NPD) is the term used to describe the complete process of bringing a new product or service to market. There are two parallel paths involved in the NPD process : one involves the idea generation, product design, and detail engineering ; the other involves market research and marketing analysis. Companies typically see new product development as the first stage in generating and commercializing new products within the overall strategic process of product life cycle management used to maintain or grow their market share. There are several stages in the new product development process...not always followed in order:

1. Idea Generation: Ideas for new products can be obtained from customers (employing user innovation), the company's R&D department, competitors, focus groups, employees, salespeople, corporate spies, trade shows, or through a policy of Open Innovation.

2. Idea Screening: The object is to eliminate unsound concepts prior to devoting resources to them. The screeners must ask at least three questions: Will the customer in the target market benefit from the product?, Is it technically feasible to manufacture the product?, Will the product be profitable when manufactured and delivered to the customer at the target price?

3. Concept Development and Testing: Develop the marketing and engineering details and test the concept by asking a sample of prospective customers what they think of the idea

4. Business Analysis: Estimate likely selling price based upon competition and customer feedback, estimate sales volume based upon size of market and estimate profitability and breakeven point. 5. Beta Testing and Market Testing: Produce a physical prototype or mock-up. Test the product (and its packaging) in typical usage situations. Conduct focus group customer interviews or introduce at trade show. Make adjustments where necessary. Produce an initial run of the product and sell it in a test market area to determine customer acceptance

6. Technical Implementation: Involves managerial planning and focusing on feedback. Make necessary adjustments to ensure product is ready for launch

7. Commercialization: Launch the product. Produce and place advertisements and other promotions. Fill the distribution pipeline with product. Critical path analysis is mos

Step 1. IDEA GENERATION The first step of new product development requires gathering ideas to be evaluated as potential product options. For many companies idea generation is an ongoing process with contributions from inside and outside the organization. Many market research techniques are used to encourage ideas including: running focus groups with consumers, channel members, and the companys sales force; encouraging customer comments and suggestions via toll-free telephone numbers and website forms; and gaining insight on competitive product developments through secondary data sources. One important research technique used to generate ideas is brainstorming where open-minded, creative thinkers from inside and outside the company gather and share ideas. The dynamic nature of group members floating ideas, where one idea often sparks another idea, can yield a wide range of possible products that can be further pursued.

Step 2. SCREENING In Step 2 the ideas generated in Step 1 are critically evaluated by company personnel to isolate the most attractive options. Depending on the number of ideas, screening may be done in rounds with the first round involving company executives judging the feasibility of ideas while successive rounds may utilize more advanced research techniques. As the ideas are whittled down to a few attractive options, rough estimates are made of an ideas potential in terms of

sales, production costs, profit potential, and competitors response if the product is introduced. Acceptable ideas move on to the next step.

Step 3. CONCEPT DEVELOPMENT AND TESTING With a few ideas in hand the marketer now attempts to obtain initial feedback from customers, distributors and its own employees. Generally, focus groups are convened where the ideas are presented to a group, often in the form of concept board presentations (i.e., storyboards) and not in actual working form. For instance, customers may be shown a concept board displaying drawings of a product idea or even an advertisement featuring the product. In some cases focus groups are exposed to a mock-up of the ideas, which is a physical but generally non-functional version of product idea. During focus groups with customers the marketer seeks information that may include: likes and dislike of the concept; level of interest in purchasing the product; frequency of purchase (used to help forecast demand); and price points to determine how much customers are willing to spend . Step 4. BUSINESS ANALYSIS At this point in the new product development process the marketer has reduced a potentially large number of ideas down to one or two options. Now in Step 4 the process becomes very dependent on market research as efforts are made to analyze the viability of the product ideas. (Note, in many cases the product has not been produced and still remains only an idea.) The key objective at this stage is to obtain useful forecasts of market size (e.g., overall demand), operational costs (e.g., production costs) and financial projections (e.g., sales and profits). Additionally, the organization must determine if the product will fit within the companys overall mission and strategy. Much effort is directed at both internal research, such as discussions with production and purchasing personnel, and external marketing research, such as customer and distributor surveys, secondary research, and competitor analysis. Step 5. PRODUCT AND MARKETING MIX DEVELOPMENT Ideas passing through business analysis are given serious consideration for development. Companies direct their research and development teams to construct an initial design or prototype of the idea. Marketers also begin to construct a marketing plan for the product. Once the prototype is ready the marketer seeks customer input. However, unlike the concept testing stage where customers were only exposed to the idea, in this step the customer gets to experience the real product as well as other aspects of the marketing mix, such as advertising, pricing, and distribution options (e.g., retail store, direct from company, etc.). Favorable customer reaction helps solidify the marketers decision to introduce the product and also provides other valuable information such as estimated purchase rates and understanding how the product will be used by the customer. Reaction that is less favorable may suggest the need for adjustments to elements of the marketing mix. Once these are made the marketer may again have the customer test the

product. In addition to gaining customer feedback, this step is used to gauge the feasibility of large-scale, cost effective production for manufactured products. Step 6. MARKET TESTING Products surviving to Step 6 are ready to be tested as real products. In some cases the marketer accepts what was learned from concept testing and skips over market testing to launch the idea as a fully marketed product. But other companies may seek more input from a larger group before moving to commercialization. The most common type of market testing makes the product available to a selective small segment of the target market (e.g., one city), which is exposed to the full marketing effort as they would be to any product they could purchase. In some cases, especially with consumer products sold at retail stores, the marketer must work hard to get the product into the test market by convincing distributors to agree to purchase and place the product on their store shelves. In more controlled test markets distributors may be paid a fee if they agree to place the product on their shelves to allow for testing. Another form of market testing found with consumer products is even more controlled with customers recruited to a laboratory store where they are given shopping instructions. Product interest can then be measured based on customers shopping response. Finally, there are several high-tech approaches to market testing including virtual reality and computer simulations. With virtual reality testing customers are exposed to a computer-projected environment, such as a store, and are asked to locate and select products. With computer simulations customers may not be directly involved at all. Instead certain variables are entered into a sophisticated computer program and estimates of a target markets response are calculated. Step 7. COMMERCIALIZATION If market testing displays promising results the product is ready to be introduced to a wider market. Some firms introduce or roll-out the product in waves with parts of the market receiving the product on different schedules. This allows the company to ramp up production in a more controlled way and to fine tune the marketing mix as the product is distributed to new areas.

Product to be studied
The product under consideration is The Needle Bending machine. This is an equipment to adjust angle of probe cards pin. NBM series, Needle Bending Machine, is designed to bend probe card pin by proper angle. It adjusts bending angle and end length of the pin depending on users requirement, therefore responds to various pin products, and also obtains constant shape in the bending process. In addition, reading the numbers of pin bending from a counter mounted is available, and it minimizes failure rate by high quality bending process.

Features Minimal size Easy to adjust length and bending angle of probe pin Counter function included Easy to use Failure rate minimized Specification

Bill Of Material:

A bill of materials (sometimes bill of material or BOM) is a list of the raw materials, subassemblies, intermediate assemblies, sub-components, components, parts and the quantities of each needed to manufacture an end product. No physical dimension is described in a BOM. It may be used for communication between manufacturing partners, or confined to a single manufacturing plant. A BOM can define products as they are designed (engineering bill of materials), as they are ordered (sales bill of materials), as they are built (manufacturing bill of materials), or as they are maintained (service bill of materials). The different types of BOMs depend on the business need and use for which they are intended. In process industries, the BOM is also known as the formula,recipe, or ingredients list. In electronics, the BOM represents the list of components used on the printed wiring board or printed circuit board. Once the design of the circuit is completed, the BOM list is passed on to the PCB layout engineer as well as component engineer who will procure the components required for the design. BOMs are hierarchical in nature with the top level representing the finished product which may be a sub-assembly or a completed item. BOMs that describe the sub-assemblies are referred to as modular BOMs. An example of this is the NAAMS BOM that is used in the automotive industry to list all the components in an assembly line. The structure of the NAAMS BOM is System, Line, Tool, Unit and Detail. The first hierarchical databases were developed for automating bills of materials for manufacturing organizations in the early 1960s. At present this BOM is used as a data base to identify the many parts and their codes in automobile manufacturing companies. A bill of materials "implosion" links component pieces to a major assembly, while a bill of materials "explosion" breaks apart each assembly or sub-assembly into its component parts.

A BOM can be displayed in the following formats: 1. A single-level BOM that displays the assembly or sub-assembly with only one level of children. Thus it displays the components directly needed to make the assembly or subassembly.[4] 2. An indented BOM that displays the highest-level item closest to the left margin and the components used in that item indented more to the right.[1] Modular (planning) BOM A BOM can also be visually represented by a product structure tree, although they are rarely used in the workplace The Bill of Material pattern - abbreviated with BOM describes a solution for keeping track of generated software components and valid software component combinations, especially in the case of distributed embedded system development. The idea is to include automatic generated version information in the final binary which enables the unique idenitification which components had been used to generate the final binary. All version information is collapsed into one hashcode which includes in addition to a CM reference the component version id and name, system and component patch level (if applicable), developer id and also time, date and location depending information. In order being able to report and to identify any component combination a global hashcode will be calculated out of all components which do compose the final binary. By storing the global hashcode together with sufficient access methods on the device itself provides methods for device selfvalidation and component identification. A software component in this context is not only software, it is anything which has a specific scope of operation and is exchangeable, like: digital reference images, icons, application code (Java, C, Assembler, etc.), bootstrap loader, programmable hardware (VHDL code), system configuration parameters, system diagnostic application, or digital filter coefficients.

Also Known As Somtimes referenced as a Manifest file, however then usual compile time information is not included, nor a digital signature of valid component combination. Some configuration management (CM) systems (like ClearCase/Rational and CM Synergy/Telelogic) do have a similiar concept under the same name BOM, but then it is coupled with the CM system itself, it also does not include pre-built components and not non real software components like VHDL code, etc. which are mission critical to have in the same scope as real software components.

Benefits 1. The pattern provides an effective method for device version identification even in the case that the software components (which are composing the embedded device) are still subject to significant 2. change. The BOM pattern supports a device, or product self-validation concerning its versioning information 3. without the need that a user has to control the version by pushing a check version button. The BOM pattern provides a solution concerning individual component versioning, even in the case 4. that different components had to be clustered into one CM object (due to CM performance and constraints given by the required administration). 5. The BOM provides removable glue between the otherwise complete decoupled build and CM system. It links the build process in time, location, developer, site, patch-level, etc. with the version 6. information provided inside the component and the CM object where the component is hosted. 7. It supports an agile embedded system development by including cross-cutting concerns for the 8. version identification and calculation and this even over non software components (VHDL, configuration parameters, etc.) which are a significant part in embedded system developments

Bill of Materials Features: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. use stock or non-stock components perform global replacement of components create user-defined cost groupings apply optional routing definition create user-defined fields for each assembly setup new bills easily with copy-from functionality track engineering change orders (ECO) use unique configuration of labor and machine time for each bill. take advantage of extensive comments and descriptive notes areas import ASCII files handle scrap percentages

12. process overlap enabled (if interfaced to MR application) 13. perform advanced online inquires 14. use multiple units of measure 15. use comprehensive standard cost management with General Ledger 16. choose standard, LIFO, FIFO, or average costing handle lot-tracked and serialized inventory

interface

Lathe
Lathes were developed as early as the 15th century and were known as "bow" lathes. The operator rotated the workpiece by drawing a bow back and forth, either by hand or with the use of a foot treadle. Next came Bessons lathe in 1568, which was driven by a cord passing over a pulley above the machine. This in turn drove two other pulleys on the same shaft which rotated the workpiece and a crude, wooden lead screw, which in turn allowed the operator to remove metal from the piece being machined. The screw cutting lathe originates in the 17th century. Development and advancements have continued and today we have sophisticated computerized controlled lathes.

Lathes have allowed man to reshape, machine and manufacture many precision cylindrical components made of various types of metal, wood, plastics, and other materials. Without the lathe, man would still be trying to produce cylindrical components

2. Lathes Types and Uses.

A. General. The lathe is a machine tool used principally for shaping Articles of metal, wood, or other material. All lathes, except the vertical Turret type, have one thing in common for all usual machining operations; The workpiece is held and rotated around a horizontal axis while beingFormed to size and shape by a cutting tool. The cutter bit is held eitherBy hand or by a mechanical holder, then applied to the workpiece. PrincipalCapabilities of the lathe are forming straight, tapered, or irregularly Outlined cylinders, facing or radial turning cylindrical sections, cuttingscrew threads, and boring or enlarging internal diameters. The typical lathe provides a variety of rotating speeds and suitable manual andautomatic controls for moving the cutting tool.

b. Types of Lathes. Lathes can be conveniently classified as enginelathes, turret lathes, and special purpose lathes. All engine lathes andmost turret and special purpose lathes have horizontal spindles and, for that reason, are sometimes referred to as horizontal lathes. The smaller lathes in all classes

may be classified as bench lathes or floor or pedestallathes, the reference in this case being to the means of support.

c. Engine Lathes. (1) General. The engine lathe is intended for general purpose lathe workand is the usual lathe found in the machine shop. The engine lathe may be bench or floor mounted; it may be referred to as a toolroom-type lathe, or a sliding-gap or extension-type lathe. The engine lathe consists mainly of a headstock, a tailstock, a carriage, and a bed upon which the tailstock and carriage move. Most engine lathes are back-geared and high torque, which is required for machining large diameter workpieces and taking heavy cuts. The usual engine lathe has longitudinal power and crossfeeds for moving the carriage. It has a lead screw with gears to provide various controlled feeds for cutting

LATHE OPERATIONS threads. Engine lathes are made in various sizes; the size is determined by the manufacturer. Generally, the size is determined by the following measurements: either (a) the diameter of the workpiece will swing over the bed, or (b) it will swing over the cross-slide, and (c) the length of the bed, or (d) the maximum distance between centers. For example, using method (a) and (c), a 14 inch x 6-foot lathe has a bed that is 6 feet long and will swing work (over the bed) up to 14 inches in diameter. The maximum distance between centers indicates the dimension, in inches, of the longest length of material that can be placed in the lathe (2) Bench-Type Engine Lathe. (a) The bench-type engine lathe , is the most common general purpose screw cutting lathe normally found in a smallshop. It commonly has an 8 to 12 inch swing and a 3 to 5 foot bed length, the size being limited by the practicality of bench mounting. The bench upon which the lathe is mounted may be a standard wood-topped shop bench ora special metal lathe bench with drawers for storing the lathe accessories. (b) The bench-type engine lathe is generally powered by an electric motor, mounted to the bench behind the lathe headstock, and is driven by means of a flat leather belt. Some bench lathes use an underneath motor

drive where the drive belt passes through a hole in the bench. This arrangement is convenient where space in the shop is limited. The benchtype engine lathe is generally equipped with the necessary tools, chucks, lathe dogs, and centers for normal operation. The lathe may have a quickchange gearbox for rapid change of threading feeds, or gears may have to be installed singly or in combination to achieve the proper threading feeds. The bench lathe may or may not have a power-operated crossfeed drive.

LATHE OPERATIONS FIGURE 1. BENCH-TYPE ENGINE LATHE. (3) Floor-Mounted Engine Lathe. The floor-mounted engine lathe (figure 2 on the following page) or pedestal-type engine lathe, is inherently more rigid than the bench-type lathe and may have a swing as great as 16 or 20 inches and a bed length as great as 12 feet, with 105 inches between centers. The drive motor is located in the pedestal beneath the lathe headstock. A tension release mechanism for loosening the drive belt is usually provided so that the drive belt may be quickly changed to different pulley combinations for speed changes. The headstock spindle is back-geared to provide slow spindle speeds, and a quick-change gearbox for controlling the lead screw is installed on all currently manufactured floor-mounted lathes. The floor-mounted engine lathe usually has a power-operated crossfeed mechanism. (4) Toolroom Lathe. The toolroom lathe is an engine lathe equipped with more precision accessories and built to greater standards of accuracy than standard engine lathes. It may be either floor-mounted or a bench-mounted. The toolroom-type lathe is usually supplied with a very

LATHE OPERATIONS precise lead screw for threading operations. It comes equipped with precision accessories such as a collet, chuck attachment, a taper attachment, and a micrometer stop. Therefore, work of a better class and of a more complete nature may be accomplished on a toolroom-type engine lathe. FIGURE 2. FLOOR-MOUNTED ENGINE LATHE.

(5) Sliding Gap-Type Floor-Mounted Engine Lathe. The sliding gap-type floor-mounted lathe or extension gap lathe contains two lathe beds, the top bed or sliding bed, and the bottom bed (figure 3 on the following page). The sliding bed mounts the carriage and the tailstock and can be moved outward, away from the headstock as desired. By extending the sliding bed, material up to 28 inches in diameter may be swung on this lathe. The sliding bed may also be extended to accept between centers workpieces that would not normally fit in a standard lathe of the same size. Except for the

LATHE OPERATIONS sliding gap feature, this lathe is similar to the floor-mounted engine lathe. d. Turret Lathes. (1) General. The turret lathe is a lathe used extensively for the highspeed production of duplicate parts. The turret lathe is so named because it has a hexagonal turret, or multiple tool holder, in place of the tailstock found on the engine lathe. Most turret lathes are equipped with a pump and basin for the automatic application of a coolant or cutting oil to the workpiece.

FIGURE 3. SLIDING GAP-TYPE FLOOR-MOUNTED

ENGINE LATHE.

(2) Floor-Mounted Horizontal Turret Lathe. The floor-mounted horizontal

turret lathe is intended for quick turning of bar stock and chucked workpieces with a minimum amount of adjustments between operations. The lathe uses a collet chuck

LATHE OPERATIONS and a hollow headstock spindle for feeding bar stock into the machine, or may use a universal scroll chuck for swinging the workpiece. The size of the horizontal turret lathe is usually given as the diameter of bar stock that can be fed into the lathe through the headstock spindle. The size can also be classified by the swing. The turret of the turret lathe is usually power operated. It contains an indexing mechanism for bringing the tools (held on its six faces) against the workpiece in a preselected order. Separate feed stops are provided for each face of the turret. A quick handindexing four-sided turret is commonly mounted on the front of the crossslide, and a holder for one or more tools often is mounted on the rear. The cross-slide may be either hand or power operated. e. Special Purpose Lathes. (1) General. Some lathes have characteristics that enable them to do certain work well. Some of these lathes are of the heavy-production type where large numbers of identical parts must be produced to make the operation more economical. Other special purpose lathes are specialized for machining specific items and cannot be adapted to the common types of lathe operations. (2) Bench-type Jeweler's Lathe. The bench-type jeweler's lathe is

actually a miniature engine lathe designed for the precision machining of small parts. The usual jeweler's lathe contains a collet-type chuck, lead screw, change gears for threading operations, and a precise manual crossfeed. Controls and feeds are calibrated in smaller increments than with the engine lathe and, as a result, workpieces of small dimensions can be machined to a great degree of accuracy. The jeweler's lathe is belt driven by an independent motor which can be mounted above or behind the lathe. (3) Other Special Purpose Lathes. Other special purpose lathes include the production lathe, the automatic lathe, the automatic screw machine, the brakedrum lathe, the crankshaft lathe, the duplicating lathe, the multispindle lathe, and lathes designed for turning car axles or forming sheet metal.

LATHE OPERATIONS f. Essential Features of The Lathe. (1) General. To learn the operation of the lathe, one must first be familiar with the names and functions of the principal parts. In studying the principal parts in detail, remember that all lathes provide the same general function even though the design may differ among manufacturers. Figure 4 on the following page provides a general illustration of the parts normally found on a lathe. For specific details on a given lathe, refer to the manufacturer's technical manual for that machine. (2) Bed and Ways. The bed is the base for the working parts of the lathe. The main feature of the bed is the ways which are formed on the bed's upper

surface and which run the full length of the lathe. The tailstock and carriage slide on the ways in alignment with the headstock. The headstock is normally permanently bolted at one end (at the operator's left). (a) The ways are accurately machined parallel to the axis of the spindle and to each other. The V-ways are guides that allow the carriage and the tailstock to move over them only in their longitudinal direction. The flat way takes most of the downward thrust. The carriage slides on the outboard V-ways which, because they are parallel to the V-ways, keep the carriage in alignment with the headstock and tailstock at all times. This is an absolute necessity if accurate lathe work is to be done. Some lathe beds have two V-ways and two flat ways, while others have four V-ways. (b) For satisfactory performance of a lathe, the ways must be kept in good condition. A common fault of careless machinists is to use the bed as an anvil for driving arbors or as a shelf for hammers, wrenches, and chucks. Never allow anything to strike the ways or damage their finished surfaces in any way. Keep them free of chips. Wipe them off daily with an oiled cloth to help preserve their polished surface. (3) Headstock. (a) The headstock carries the head spindle and the mechanism for driving it. In the belt-driven type headstock, the driving mechanism consists merely of a cone pulley that drives the spindle

LATHE OPERATIONS - OD1645 - LESSON 1/TASK 1 FIGURE 4. GEAR-HEAD ENGINE LATHE. directly or through the back gears. When the spindle is driven directly, it rotates the cone pulley. When the spindle is driven through the back gears, it rotates more slowly than the cone pulley, which in this case turns freely

on the

LATHE OPERATIONS - OD1645 - LESSON 1/TASK 1 spindle. Thus two speeds are available with each position of the belt on the cone; if the cone pulley has four steps, eight spindle speeds are available. (b) The geared headstock shown in figure 5 is more complicated but more convenient to operate, because the speed is changed by changing or by shifting the gears. This headstock is similar to an automobile transmission except that it has more gear-shift combinations and, therefore, has a greater number of speed changes. A speed index plate, attached to the headstock, indicates the lever positions for the different spindle speeds. To avoid damage to the gear teeth, the lathe is always stopped before the gears are shifted. FIGURE 5. SLIDING GEAR TYPE HEADSTOCK. (c) Figure 5 shows the interior of a typical geared headstock that has 16 different spindle speeds. The driving pulley at the left is driven at a constant speed by a motor located under the headstock. Various combinations of gears in the

LATHE OPERATIONS headstock transmit power from the drive shaft to the spindle through an intermediate shaft. Use the speed-change levers to shift the sliding gears on the drive shaft and the intermediate shaft to line up the gears in different combinations. This produces the gear ratios needed to obtain the

various spindle speeds. Note that the back gear lever has a high and low speed for each combination of the other gears. (d) The headstock casing is filled with oil to lubricate the gears and the shifting mechanism contained within it. The parts not immersed in the oil are lubricated by either the splash produced by the revolving gears or by an oil pump. Be sure to keep the oil to the full level as indicated on the oil gage, and drain and replace the oil when it becomes dirty or gummy. (e) The headstock spindle is the main rotating element of the lathe and is directly connected to the workpiece which revolves with it. The spindle is supported in bearings at each end of the headstock through which it projects. The section of the spindle between the bearings carries the pulleys or gears that turn the spindle. The nose of the spindle holds the driving plate, the faceplate, or a chuck. The spindle is hollow throughout its length so that bars or rods can be passed through it from the left and held in a chuck at the nose. The chuck end of the spindle is bored to a Morse taper to receive the solid center. The hollow spindle also permits the use of the draw-in collet chuck (to be discussed later in this lesson). At the other end of the spindle is the gear by which the spindle drives the feed and the screw-cutting mechanism through a gear train located on the left end of the lathe. A collar is used to adjust the end play of the spindle. (f) The spindle is subjected to considerable torque because it drives the work against the resistance of the cutting tool, as well as driving the carriage that feeds the tool into the work. Because of the torque and pressure applied to the spindle, adequate lubrication and accurately

adjusted bearings are absolutely necessary.

(4) Tailstock.

(a) The primary purpose of the tailstock is to hold the dead center to support one end of the work

LATHE OPERATIONS being machined between centers. However, it can also be used to hold live centers, tapered shank drills, reamers, and drill chucks. The tailstock moves on the ways along the length of the bed to accommodate work of varying lengths. It can be clamped in the desired position by the tailstock clamping nut. (b) The dead center is held in a tapered hole (bored to a Morse taper) in the tailstock spindle. The spindle is moved back and forth in the tailstock barrel for longitudinal adjustment. The handwheel is turned which turns the spindle-adjusting screw in a tapped hole in the spindle. The spindle is kept from revolving by a key that fits a spline, or keyway, cut along the bottom of the spindle. (c) The tailstock body is made in two parts. The bottom, or base, is fitted to the ways; the top can move laterally on its base. The lateral movement can be closely adjusted by setscrews. Zero marks inscribed on the base and top indicate the center position and provide a way to measure setover for taper turning. (d) Before inserting a dead center, a drill, or a reamer into the

spindle, carefully clean the tapered shank and wipe out the tapered hole of the spindle. After a drill or reamer is placed into the tapered hole of the spindle, make sure that the tool will not turn or revolve. If the tool is allowed to revolve, it will score the tapered hole and destroy its accuracy. The spindle of the tailstock is engraved with graduations which help in determining the depth of a cut when a piece is drilled or reamed. (5) Carriage. (a) The carriage carries the crossfeed slide and the compound rest which in turn carries the cutting tool in the toolpost. The carriage slides on the ways along the bed (figure 6 on page 14). (b) Figure 6, view B, shows a top view of the carriage. The wings of the H-shaped saddle contain the bearing surfaces which are fitted to the Vways of the bed. The cross piece is machined to form a dovetail for the crossfeed slide. The crossfeed slide is closely fitted to the dovetail and has a tapered gib which fits between the carriage

LATHE OPERATIONS dovetail and the matching dovetail of the crossfeed slide. The gib permits small adjustments to remove any looseness between the two parts. The slide is securely bolted to the crossfeed nut which moves back and forth when the crossfeed screw is turned by the handle. The micrometer dial on the crossfeed handle is graduated to permit accurate feed. Depending on the manufacturer of the lathe, the dial may be graduated so that each division

represents a 1 to 1 ratio. The compound rest is mounted on top of the crossfeed slide. (c) The carriage has T-slots or tapped holes for clamping work for boring or milling operations. When the lathe is used in this manner, the carriage movement feeds the work to the cutting tool which is revolved by the headstock spindle. (d) The carriage can be locked in any position on the bed by tightening the carriage clamp screw. The clamp screw is to be used only when doing work for which longitudinal feed is not required, such as facing or cuttingoff stock. Normally, the carriage clamp is kept in the released position. The carriage is always moved by hand to make sure that it is free before the automatic feed is applied. (6) Apron. The apron (figure 2 on page 5) is attached to the front of the carriage. It contains the mechanism that controls the movement of the carriage for longitudinal feed and thread cutting. It controls the lateral movement of the cross-slide. One should thoroughly understand the construction and operation of the apron before attempting to operate the lathe. In general, a lathe apron contains the following mechanical parts: (a) A longitudinal feed handwheel for moving the carriage by hand along the bed. This handwheel turns a pinion that meshes with a rack gear that is secured to the lathe bed. (b) Gear trains driven by the feed rod. These gear trains transmit power from the feed rod to move the carriage along the ways and to move the cross-slide across the ways, thus providing powered longitudinal feed and crossfeed.

LATHE OPERATIONS . (c) Friction clutches operated by knobs on the apron are used to engage or disengage the power-feed mechanism. (Some lathes have a separate clutch for longitudinal feed and crossfeed; others have a single clutch for both.)

Milling Machine Used For Preparing the Parts Of the Needle Bending Machine
Horizontal milling Machine was used in preparing the mild steel and other parts of the machine. The milling machine gave the rough cutting for the parts. UNIVERSAL HORIZONTAL MILLING MACHINE The basic difference between a universal horizontal milling machine and a plain horizontal milling machine is the addition of a table swivel housing between the table and the saddle of the universal machine. This permits the table to swing up to 45 in either direction for angular and helical milling operations. The universal machine can be fitted with various attachments such as the indexing fixture, rotary table, slotting and rack cutting attachments, and various special fixtures

GRINDING MACHINE After the milling Machines job is done, grinding machine is used to impart precise surface finish. The grinding machine consists of a power driven grinding wheel spinning at the required speed (which is determined by the wheels diameter and manufacturers rating, usually by a formula) and a bed with a fixture to guide and hold the work-piece. The grinding head can be controlled to travel across a fixed work piece or the workpiece can be moved whilst the grind head stays in a

fixed position. Very fine control of the grinding head or tables position is possible using a vernier calibrated hand wheel, or using the features of numerical controls. Grinding machines remove material from the workpiece by abrasion, which can generate substantial amounts of heat; they therefore incorporate a coolant to cool the workpiece so that it does not overheat and go outside its tolerance. The coolant also benefits the machinist as the heat generated may cause burns in some cases. In very high-precision grinding machines (most cylindrical and surface grinders) the final grinding stages are usually set up so that they remove about 200 nm (less than 1/100000 in) per pass - this generates so little heat that even with no coolant, the temperature rise is negligible.

Figure 1. Diagrams of the operation of grinding machines: (a) cylindrical grinder, (b) internal grinder, (c) internal grinder with planetary motion, (d) centerless grinder, (e) centerless internal grinder, (f) surface grinder using the periphery of the wheel, (g) surface grinder using the end of the wheel; (1) grinding wheel, (2) clamp, (3) workpiece, (4) chuck, (5) regulating wheel, (6) workrest blade

Drilling Machines
PURPOSE This chapter contains basic information pertaining to drilling machines. A drilling machine comes in many Shapes and sizes, from small hand-held power drills to bench mounted and finally floor-mounted models. They can perform operations other than drilling, such as countersinking, counterboring, reaming, and tapping large or USES A drilling machine, called a drill press, is used to cut holes into or through metal, wood, or other materials (Figure 6-1). Drilling machines use a drilling tool that has cutting edges at its point. This cutting tool is held in the drill press by a chuck or Morse taper and is rotated and fed into the work at variable speeds. Drilling machines may be used to perform other

small holes. Because the drilling machines can perform all of these operations, this chapter will also cover the types of drill bits, took, and shop formulas for setting up each operation. Safety plays a critical part in any operation involving power equipment. This chapter will cover procedures for servicing, maintaining, and setting up the work, proper methods of selecting tools, and work holding devices to get the job done safely without causing damage to the equipment, yourself, or someone nearby.

operations. They can perform countersinking, boring, counterboring, spot facing, reaming, and tapping (Figure 6-2). Drill press operators must know how to set up the work, set speed and feed, and provide for coolant to get an acceptable finished product. The size or capacity of the drilling machine is usually determined by the largest piece of stock that can be center-drilled (Figure 6-3). For instance, a 15-inch drilling machine can center-drill a 30inch-diameter piece of stock. Other ways to determine the size of the drill press are by the largest hole that can be drilled, the distance between the spindle and column, and the vertical distance between the worktable and spindle.

Figure 6-1. Upright drilling machine.

Figure 6-2. Operations of the upright drilling machine.

Figure 6-3. Determining the size of upright drillign machines.

CHARACTERISTICS All drilling machines have the following construction characteristics (Figure 6-4): a spindle. sleeve or quill. column, head, worktable, and base.

The spindle holds the drill or cutting tools and revolves in a fixed position in a sleeve. In most drilling machines, the spindle is vertical and the work is supported on a horizontal table. The sleeve or quill assembly does not revolve but may slide in its bearing in a direction parallel to its axis. When the sleeve carrying the spindle with a cutting tool is lowered, the cutting tool is fed into the work: and when it is moved upward, the cutting tool is withdrawn from the work. Feed pressure applied to the sleeve by hand or power causes the revolving drill to cut its way into the work a few thousandths of an inch per revolution. The column of most drill presses is circular and built rugged and solid. The column supports the head and the sleeve or quill assembly. The head of the drill press is composed of the sleeve, spindle, electric motor, and feed mechanism. The head is bolted to the column. The worktable is supported on an arm mounted to the column. The worktable

Figure 6-4. Construction of an upright drilling machine.

CARE OF DRILLING MACHINES Lubrication Lubrication is important because of the heat and friction generated by the moving parts. Follow the manufacturer's manual for proper lubrication methods. Clean each machine after use. Clean T-slots. grooves. and dirt from belts and pulleys. Remove chips to avoid damage to moving parts. Wipe all spindles and sleeves free of grit to avoid damaging the precision fit. Put a light coat of oil on all unpainted surfaces to prevent rust. Operate all machines with care to avoid overworking the electric motor. Special Care Operations under adverse conditions require

can be adjusted vertically to accommodate different heights of work. or it may be swung completely out of the way. It may be tilted up to 90 in either direction, to allow for long pieces to be end or angled drilled. The base of the drilling machine supports the entire machine and when bolted to the floor, provides for vibration-free operation and best machining accuracy. The top of the base is similar to a worktable and maybe equipped with T-slots for mounting work too large for the table.

special care. If machines are operated under extremely dusty conditions. operate at the slowest speeds to avoid rapid abrasive wear on the moving parts and lubricate the machines more often. Under extreme cold conditions, start the machines at a slow speed and allow the parts and lubricants to warm up before increasing the speeds. Metal becomes very brittle in extreme cold. so do not strike the machines with hard tools. Extreme heat may cause the motor to overheat. so use intermittent. or on and off, operations to keep the motor running cool.

TYPES OF DRILLING MACHINES There are two types of drilling machines used by maintenance personnel for repairing and fabricating needed parts: hand-feed or power-feed. Other types of drilling machines, such as the radial drill press. numerically controlled drilling machine. multiple spindle drilling machine, gang drilling machine, and turret drill press, are all variations of the basic hand and power-feed drilling machines. They are designed for high-speed production and industrial shops. Drilling depth is controlled by a depth-stop mechanism located on the side of the spindle. The operator of the machine must use a sense of feel while feeding the cutting tool into the work. The operator must pay attention and be alert. to when the drill breaks through the work, because of the tendency of the drill to grab or snag the workpiece, wrenching it free of its holding device. Due to the high speed of these machines, operations that require drilling speeds less than 450 revolutions per minute cannot be performed.

Reaming, counterboring, and counter-sinking may require slower speeds than drilling and may not be able to be performed for all materials on these machines. Hand-Feed The hand-feed drilling machines (Figure 6-5) are the simplest and most common type of drilling machines in use today. These are light duty machines that are hand-fed by the operator, using a feed handle. so that the operator is able to "feel" the action of the cutting tool as it cuts through the workpiece. These drilling machines can be bench or floor-mounted. They are driven by an electric motor that turns a drive belt on a motor pulley that connects to the spindle pulley. Hand-feed machines are essentially high-speed machines and are used on small workplaces that require holes 1/2 inch or smaller. Normally, the head can be moved up and down on the column by loosening the locking bolts. which allows the drilling machine to drill different heights of work.

Figure 6-5. Hand feed drilling machine.

Power-Feed The power-feed drilling machines (Figure 6-6) are usually larger and heavier than the hand-feed. They are equipped with the ability to feed the cutting tool into the work automatically, at a preset depth of cut per revolution of the spindle, usually in thousandths of an inch per revolution. These machines are used in maintenance shops for mediumduty work, or work that uses large drills that require power feeds. The power-feed capability is needed for drills or cutting took that are over 1/2 inch in diameter, because they require more force to cut than that which can be provided by using hand pressure. The speeds available on power-feed machines can vary from about 50 RPM to about 1,800 RPM. The slower speeds allow for special operations, such as counterboring, counter- sinking, and reaming. The sizes of these machines generally range from 17-inch to a 22-inch center-drilling capacity, and are usually floor mounted. They can handle drills up to 2 inches in diameter, which mount into tapered Morse sockets. Larger workplaces are usually clamped directly to the table or base using T-bolts and clamps, while small workplaces are held in a vise. A depth-stop mechanism is located on the head, near the spindle, to aid in drilling to a precise depth.

Figure 6-6. Power-feed drilling machine.

CONCLUSION

The future of new product development is very promising. It not only provides quality product but also maintains the delievery schedule. It provides a wide variety of product which satisfy customers demand. It provides product with a modification in design, creation. It will most likely to be used where quality is as much of a concern. However, many advances in new product development technology are still to be made for guiding all the processes involved in product development.

REFRENCES

Machining fundamentals instructors resource book www.bing.com www.google.com www.wikipedia.com