7/9/2018 Hot Topping Techniques for Riser Feeding Consistency

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ISSUES AND IDEAS

Hot Topping Techniques for Riser Feeding Consistency

Floating cover lids can dramatically improve the consistency of a riser's feeding e ciency.

Jan 15, 2009

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Floating cover lids

For years foundries have used various different materials — from silica sand, to rice hulls, to designed to replace
insulating and exothermic material blends — to cover the tops of open risers in an effort to help traditional powder hot
toppings.
reduce heat loss from the top of the riser into the atmosphere, thereby improving the performance
Floating cover lids designed to
of the riser. replace traditional powder hot
toppings.
These materials are known as “hot toppings” because they keep the top of the riser hot while the
casting solidifies. Ashland has developed low-density aluminum-silicate ceramics for use in its line of EXACTCAST® riser
sleeves and core and mold components, and now this technology is being used to create insulating and exothermic Floating
Cover Lids (FCL) to replace the traditional hot topping materials — a different application that shows vastly improved results.

Metalcasting is notable for its array of process variables, all of which influence the quality of finished castings. One way to
improve any process is to remove as many variables as possible, making the operation more consistent. Hot toppings can be
made in various formulations, many of which are specifically formulated for the type of metal being poured and the size of the
i T i ll th d d t f d dh tt i t i li l q i l tt i t l 10% f th
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riser. Typically the recommended amount of a powdered hot topping material is a layer equivalent to approximately 10% of the
riser’s diameter, or a minimum thickness of about 0.50 in., whichever is greater.

However, many times it is easier to just fill a container and dump the topping on the metal in the riser after the mold is
poured. Instead of having a different container for each riser size, typically a common container is used for all sizes. If less
topping is needed for a smaller riser the decision is left to individual discretion. If more is needed, multiple scoops of hot
topping may be applied. Rarely is the amount of hot topping optimized for the specific riser in which it is applied.

The time between when the metal enters the mold and when the hot topping material is applied is critical. If too much time
elapses, a skin can form on the top of the riser, reducing its ability to pipe down and feed the riser. An inadequate amount of
hot topping material can cause a similar problem. There is also an assumption that all of the hot topping material poured onto
the top of the metal actually lands and stays on top of the metal. Unfortunately, many times this does not happen. Sometimes,
in the rush to get the material on top of the riser, a portion of the material spills off onto the top of the mold. In foundries
where cooling fans sit next to the molds being poured, the flow of air can blow hot topping material off the riser.

Floating Cover Lids can be placed in the riser cavity prior to pouring, and provide an immediate insulating and/or exothermic
cover for the metal as the metal enters the riser cavity. This minimizes the radiant and convection heat losses from the metal,
and helps maintain molten metal’s temperature, thereby maximizing the riser’s feeding capabilities. The FCL shape and size
can be optimized for the specific riser in which it will be used thus eliminating waste and, at the same time, guarantee that the
proper amount of material is being applied every time. The current line of EXACTCAST Floating Cover Lids ranges in sizes
that fit risers from 3 to 22 in. diameter.

The preferred method of application is to place the FCL inside the riser after the mold is closed. This provides additional
protection from dirt and debris, which could fall into the casting cavity as the mold sits in the foundry waiting to be poured. In
order to keep the FCL from falling into the casting cavity there needs to be suitable support, such as sleeves fitted with a
Washburn breaker core, or where the feeder has a “necked down” contact with the casting.

When straight cylindrical risers are used there is nothing within the riser cavity to hold the FCL in place and keep it from
falling into the casting cavity. Foundries simply place the FCL on the rising metal after it has started entering the riser cavity
during the casting pour. Some find it convenient to place rods or nails across the inside of the sleeve to provide support for the
FCL when straight cylindrical sleeves are used. This optimizes the benefits that the FCL offers.

Both lab and field trials confirmed the benefits FCLs:

Consistency
• Provides a controlled and consistent amount of topping.
• Provides a natural vent so molds fill easier.

Contamination
• Helps prevent debris from getting into the mold cavity while waiting to be poured.
• Blocks incidental metal splashes from falling into the casting cavity during the pour.
• Eliminates the potential for sand contamination that occurs when powdered hot toppings are inadvertently scattered over
the top of cores instead of into the feeder cavities.

Timing
• Allows for the placement within the riser cavity prior to mold filling, eliminating the need to apply a topping after the mold is
poured.
• Immediately covers the metal as it enters the riser cavity, eliminating inefficiencies related to the late addition of traditional
hot topping materials.
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Environmental
• Eliminates nuisance dust generated when powdered hot toppings are applied.
• Reduces the amount of smoke generated compared to some hot topping materials.

Ashland’s EXACTCAST Floating Cover Lids can dramatically improve the consistency of a riser’s feeding efficiency. Many of
the foundry variables are eliminated when FCLs are used, such as: how much hot topping was used, when was it applied, and
did it really cover the riser evenly. Lab and foundry tests confirm the overall performance and consistency improvements when
EXACTCAST FCLs are used compared to the use of traditional hot topping materials.

Ron Aufderheide is a principal development engineer, global technology, with Ashland Casting Solutions.

TAGS: MELT/POUR

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Clear, common-sense policies will give employees a sense of the purpose for their work.

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ISSUES AND IDEAS

Eight Tactics for a High-Performance Enterprise

It isn’t complicated: Valuing employees and "doing the right thing" lead to exceptional performance.

Sue Bingham | Jun 01, 2018

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It’s no secret that the workforce and the nature of work itself are changing rapidly. Many businesses, particularly large ones,
cannot adjust. If an organization is not actively promoting and integrating the following eight guidelines, that organization is
already behind and will be negatively affected as the workforce shrinks and traditional management practices continue.

The roots of the problem are traditional management practices and HR policies created to catch “bad apples”. Start with the
premise that most employees, say 95%, are good people. That leaves 5% who are bad apples. Often this 5% occupies a much
larger share of managers’ time and attention. To try to rid the organization of these people, policies are instituted that
effectively penalize or insult the majority. When treated the same as the 5%, 95% feel embarrassed and de-valued. Worse, the
policies establish a bureaucratic system that makes it nearly impossible to get rid of those whom they were established to
address.

These eight tactics will shape a clear and common-sense policy:

1. Positive assumptions about people. Dealing with the 5% — employees that lie, give minimal effort, and avoid
responsibility — will taint your assumptions about people, and encourage a desire to micromanage everyone. Evidence of this
is seen when managers restrict access to specific areas (rooms, cabinets and tool cribs) for some team members; accept
performance ‘minimums’ rather than ‘maximums’; guard information; and avoid self-management. It becomes irrational for
employees to feel valued, and so the organization receives compliance, not commitment.

Leading with positive assumptions about the quality and integrity of the majority of the workforce promotes pride, passion,
and accountability.

2. Identification and elimination of negatives. Anything that minimizes, rather than maximizes a person’s feeling of
value to the organization is a “negative.” Many of these are almost invisible to the people who can eliminate them, e.g.:
providing water or coffee, but not for all; reserving parking for executives; punitive policies for some but not all; differences in
holiday and vacation schedules; late performance appraisals and wage increases, etc.

Most of these negatives are easy to eliminate. Put yourself in the shoes of their hourly-paid employees to recognize them.

3. Mutual trust and respect. Progress toward mutual trust and respect can be made by doing the first two elements. And,
if a business wants to be able to unlock supplies and equipment and treat people as responsible adults, there must be
recognition that there probably will be some theft and deceit until the 5% are gone. However, they will have created a high
trust environment for the rest. In addition, create the standard that trust is a requisite attribute in order to receive a job offer.
Clearly communicate trust as a core value and treat any violation of trust as a dischargeable offense.

4. Two-way communication. Share information, be open, and avoid secrets. Speak to everyone at every level as you would
a neighbor you like. Remember that people, regardless of the work they do, have the same desire for involvement and respect
as managers and senior leaders do.

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