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Davim - Sustainable Machining

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Book:
Sustainable Machining
Author:
Davim / J Paulo
Publisher:
Springer International Publishing
Genre:
Books / Romance novel
Year:
2017;2018
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Cham
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Springer International Publishing AG 2017

J. Paulo Davim (ed.) Sustainable Machining Materials Forming, Machining and Tribology 10.1007/978-3-319-51961-6_1

1. Improving Sustainability of Machining Operation as a System Endeavor

Viktor P. Astakhov 1

(1)

General Motors Business Unit of PSMi, 1792 Elk Ln, Okemos, MI 48864, USA

Viktor P. Astakhov

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Abstract

This chapter elaborates on the attractiveness of the notion of sustainability in machining and points out needs for its improvement. It explains that the chief areas of further improvement in sustainability of machining operations are improvement in modeling of the cutting process and thus in the design of practical machining operations; system considerations of measures to enhance sustainability of machining; and development of proper metrics for sustainability assessment. As such, the proper modeling of machining operation plays the most important role as it allows realizing the idea of virtual machining as a keystone of machining sustainability. The chapter argues that one of the most common mistakes made in known an attempt to improve sustainability of machining operations is a nonsystem approach to the analysis of the result. The latter was exemplified by considerations of errors made in implementation practices of dry and near-dry machining as well in the reduction of the volume of the work material being removed by machining, i.e., the use of near-net-shape blanks.

1.1 Sustainability Versus Bottom Line of Machining Operations

1.1.1 General Idea of Sustainability

The most widely quoted definition of sustainability is based on the concept of sustainable development as defined by the Brundtland Commission of the United Nations [] in 1987:

Meeting the needs of the present without compromising the ability of future generations to meet their own needs.

Or perhaps in sound-bite form (attributed to Robert Gray, a professor at the University of Edinburgh), treating the world as if we intended to stay.

The core of mainstream sustainability thinking has become the idea of three dimensionsenvironmental, social, and economic sustainability. These are often drawn as interlocking ellipses (Fig. ].

Fig. 1.1

Three dimensions of sustainability

These three dimensions are often referred to as the triple bottom line. It is argued that organizations should be preparing three different (and quite separate) bottom lines consisting of three Ps: profit, people, and planet. This triple bottom line is also known as the 3 Es (economic development, social equity, and environment).

The three intersecting ellipses are in a triangle formation as shown in Fig.. The top ellipse labeled Social is shaded in blue. The lower left ellipse is colored green and labeled Environment. The lower right ellipse is colored pink and labeled Economic. The right third of the Environment ellipse overlaps with the left third of the Economic ellipse. The upper third area where these two ellipses overlap also overlaps with the lower third area of the Social ellipse above. There are four areas where the ellipses overlap in varying combinations. On the left side of the overlapping areas, the Social and Environment ellipses overlap. This section is a blue-green color and labeled Bearable. On the right side of the overlapping areas, the Social and Economic areas combine. That area is colored purple and labeled Equitable. On the bottom of the overlapping areas, the Environment ellipse overlaps with the Economic circle. This area is colored brown and labeled Viable. In the center of the overlapping areas, all three ellipses meet and are also colored brown and labeled Sustainable.

The goal of sustainability is, therefore, the satisfaction of basic social and economic needs, both present and future, and the responsible use of natural resources, all while maintaining or improving the well-being of the environment and ecology on which life depends.

1.1.2 Attractiveness of the Notion of Sustainability in Machining and Need for Its Improvement

Metalworking industries around the word are under increasing pressure from more stringent environmental legislation, depletion of raw materials, increasing energy cost, and falling machinist/technologist skill levels.

Many manufacturing companies generally are reluctant to implement/embrace the whole idea of sustainability of the machining process and thus to funding research and implementation of new sustainable machining technologies. According to authors experience, it is largely due to a common perception that high cost of implementation of such technologies will reduce their bottom line and thus competitiveness.

Profiting from sustainable machining technology is not only possible, but also makes business sense in high-, mix-, and even low-volume production, i.e., where the machining profit margin is much smaller due to international competition.

In a sustainable machining operation, the increased profit can be a result of reduced operating costs, reduced materials purchase and waste disposal costs, and reduced water and energy consumption. Adopting sustainable manufacturing practices offers metal machining companies of all sizes a number of cost-effective routes to improve their economic, environmental, and social performance.

Many manufacturing companies try to improve machining operations as machining systems play an important role in the product life cycle as the connection between design and the finished components. The time and cost of transition from specification to commercialization may significantly affect the remaining phases of the product life cycle. Furthermore, the productivity, responsiveness, and machining quality including machined surface integrity are of prime concern. These are critical outcomes of machining operations in manufacturing. Therefore, sustainability of the machining process should be considered in close relations to these outcomes to make the whole concept more attractive to many manufacturing companies.

Many improvements in machines and cutting tools have been made over the last several decades tools enabled them to carry out more effective and productive machining operations. Among them, the following are most noticeable:

Machines with powerful digitally controlled truly high - speed motor spindles were introduced . For example, machines with working rotational speeds of 25,000 rpm and 35 kW motor spindles have becoming common in manufacturing power train facilities in the automotive industry; multi-axis CNC machines with an excess of power and spindles capable of 35,000 rpm rotational speed are also being rapidly introduced in the mold-making industry.
High - pressure through tool metalworking fluid (hereafter MWF), commonly referred to as the coolant, supply has become commonplace . New machines are equipped with a high-pressure (150 bars and more if needed) MWF supply through the cutting tools to provide cooling and lubrication needed for high-speed operations. MWFs cleaned up to 5 m are delivered at constant controlled temperatures suitable for a given machining operation.
Wider use of high - precision tool holders . Old-fashioned tool holders having 7/24 taper developed over half a century ago and sold today as CAT, BT, and ISO are being rapidly replaced with high-precision HSK, developed as a standard defined by DIN (German Institute for Standardization). Balanced hydraulic, shrink fit and steerable tool holders have been developed and widely implemented for high-speed machining to minimize tool run-out and to maximize tool holding rigidity.

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