LEADER 05270nam 2200649Ia 450 001 9910456417503321 005 20200520144314.0 010 $a1-4175-0535-4 010 $a1-280-96627-0 010 $a9786610966271 010 $a0-08-047399-7 035 $a(CKB)111090529102678 035 $a(EBL)288841 035 $a(OCoLC)171114108 035 $a(SSID)ssj0000228180 035 $a(PQKBManifestationID)11175527 035 $a(PQKBTitleCode)TC0000228180 035 $a(PQKBWorkID)10148628 035 $a(PQKB)10953689 035 $a(MiAaPQ)EBC288841 035 $a(Au-PeEL)EBL288841 035 $a(CaPaEBR)ebr10169691 035 $a(CaONFJC)MIL96627 035 $a(EXLCZ)99111090529102678 100 $a20040407d2003 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aProcess planning$b[electronic resource] $ethe design/manufacture interface /$fPeter Scallan 210 $aAmsterdam ;$aLondon $cButterworth-Heinemann$d2003 215 $a1 online resource (497 p.) 300 $aDescription based upon print version of record. 311 $a0-7506-5129-6 320 $aIncludes bibliographical references and index. 327 $afront cover; copyright; table of contents; front matter; Preface; Acknowledgements; body; 1 Introduction to manufacturing; 1.1 Introduction; 1.2 Aims and objectives; 1.3 What is manufacturing?; 1.4 What is a manufacturing system?; 1.5 Inputs and outputs of a manufacturing system; 1.6 Common characteristics of a manufacturing system; 1.7 Developing a manufacturing strategy; 1.8 Manufacturing organizational structures; 1.9 Categories of manufacturing system; 1.10 Processing strategies; 1.11 Plant layout; 1.12 Manufacturing engineering; 1.13 Summary 327 $aCase study 1.1: Re- organization at Edward Marks Ltd*Case study 1.2: Manufacturing at Stickley Furniture*; 2 What is process planning?; 2.1 Introduction; 2.2 Aims and objectives; 2.3 Design and manufacture cycle; 2.4 What is process planning?; 2.5 Process planning O? the design/ manufacture interface; 2.6 Process planning activities; 2.7 Process planning and industrial engineering; 2.8 Process planning and quality assurance; 2.9 Process planning and production planning; 2.10 Process planning methods; 2.11 Basic process planning terminology; 2.12 Summary 327 $aCase study 2.1: Manufacturing at McCall Diesel Works*Case study 2.2: Planning at High Performance Pumps*; 3 Drawing interpretation; 3.1 Introduction; 3.2 Aims and objectives; 3.3 Engineering communication; 3.4 Identifying useful supplementary information; 3.5 Material and specification; 3.7 Equivalent parts ( interchangeability and standardization); 3.6 Special material treatments; 3.9 Tool references; 3.8 Screw thread forms; 3.10 Dimensional tolerances; 3.11 Limits and fits; 3.12 Gauge references; 3.13 Geometrical tolerances; 3.14 Surface finish 327 $a3.15 Identifying the critical processing factors3.16 Summary; Case study 3.1: Standardization at JH Engineering*; Case study 3.2: Analysis and interpretation of adapter ring; Material evaluation and process selection; 4.1 Introduction; 4.2 Aims and objectives; 4.3 Basic classification of materials for manufacture; 4.4 Basic material properties; 4.5 Metals; 4.6 Ceramics; 4.7 Polymers; 4.8 Composites and semiconductors; 4.9 Material selection process and methods; 4.10 Material evaluation method; 4.11 Manufacturing processes; 4.12 Process selection; 4.13 Process and operations sequencing 327 $a4.14 SummaryCase study 4.1: Material evaluation for a car alternator*; Case study 4.2: Material and process selection for car bumpers*; 5 Production equipment and tooling selection; 5.1 Introduction; 5.2 Aims and objectives; 5.3 Production equipment for specific processes; 5.4 Factors in equipment selection; 5.5 Machine selection method; 5.6 Tooling for specific production equipment; 5.7 Factors in tooling selection; 5.8 Tooling selection method; 5.9 Summary; 6 Process parameters; 6.1 Introduction; 6.2 Aims and objectives; 6.3 Factors affecting speeds, feeds and depth of cut 327 $a6.4 Surface cutting speeds 330 $aProcess Planning covers the selection of processes, equipment, tooling and the sequencing of operations required to transform a chosen raw material into a finished product. Initial chapters review materials and processes for manufacturing and are followed by chapters detailing the core activities involved in process planning, from drawing interpretation to preparing the final process plan. The concept of maximising or 'adding value' runs throughout the book and is supported with activities.Designed as a teaching and learning resource, each chapter begins with learning objectives 606 $aManufacturing processes$xPlanning$xData processing 606 $aProduction planning 608 $aElectronic books. 615 0$aManufacturing processes$xPlanning$xData processing. 615 0$aProduction planning. 676 $a658.503 700 $aScallan$b Peter$0627433 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910456417503321 996 $aProcess planning$91212917 997 $aUNINA