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Technical Paper

Machinability Evaluation of Crankshaft Bearing Cap Materials

THIS STUDY WAS DEVELOPED in response to a component fatigue strength test which determined that if the current #3 engine bearing cap were used in the 2.5L Turbo application, it would be over stressed. Proposed solutions for solving this problem included: a redesigned grey iron cap with additional material in the highly stressed areas, or a cap made from either nodular iron or a free machining steel using current specifications. One of the manufacturing concerns about switching materials is the perceived difference in the machinability of nodular iron and steel. A single point turning evaluation was carried out by Chrysler Motors' Machinability Development Laboratory to compare the machinability of various materials proposed for use in engine bearing caps. Materials tested included: SAE G2500 grey cast iron, the current production material; SAE D45-12 nodular cast iron; and SAE steel grades 1117, 1137, 1215, 12L14, 1215, and 1215 modified (Incut 200).
Technical Paper

Effects of Steel Surface Texture on Appearance After Painting

An extensive investigation was conducted to assess the influence of steel sheet surface finish (i.e. topography or “texture”) on painted surface appearance. Ten sets of steel panels representing a variety of shot blast, EDT, laser, and bright surface textures were painted simultaneously using advanced solvent-based luxury vehicle paint systems. Paint appearance was measured using a relatively new Autospect instrument and also in terms of conventional Distinctness of Reflected Image (DOI). The results are discussed in detail with respect to 1) the influence of different steel surface textures on paint appearance, 2) the evolution of surface topography during painting, and 3) the implications of this work.
Technical Paper

What Every Engineer Should Know About Finite Element Analysis Methods

The scope of Finite Element Analysis in the Product Development Cycle is given. A brief review of the development process is given. A brief description of the analysis method is presented. A description of how it works, how is it implemented, and where do I use it are included. The entire range of questions are answered through, how do I train for it, how do I manage it, along with what are the limitations and what are the benefits of this analysis method.
Technical Paper

The Development of a Knowledge-Based System for the Nondestructive Inspection of Composites

The increased use of a wide variety of recently developed engineered materials and associated processes, for producing vehicular components, has posed a significant challenge to those charged with the responsibility of knowing, developing and/or applying inspection and testing technology to support the quality assurance of these materials, processes and resulting products. This challenge can be more easily and effectively met, within the constraints of time, expertise and other available resources, if computerized knowledge-based systems are employed to enhance the identification, acquisition and application of advanced inspection technology. This paper provides an overview of developments underway to implement this approach in an automotive environment.
Technical Paper

What Every Engineer Should Know About Solid Modeling

A brief description of part creation on the computer by solids is presented. The capabilities, use, and benefits of this method in the product development cycle is given. Solid modeling as the basis for downstream C A E work and specific examples are discussed.
Technical Paper

Improving the Product/Process Relationship

Product Engineering, Component Supply and Vehicle Assembly are the main forces that transform ideas, customer research and technical information into products. Quality professionals, and others, have advanced many concept models about improved Product and Process Development based upon the application of new tools and systems to Engineering, Procurement/ Supply and Manufacturing/Assembly relationships. Regardless of the concept model, the problem of effecting operating change in U.S. automotive business practices has both behavioral and technical implications. While many studies have emphasized the application of quality tools and systems as a means to improve Product/Process development, they often overlook the cultural change that is necessary to transition from a 75-year history of strong vertical organizations to the “Networking” implicit with new concept models. The availability of improved tools and systems alone will not insure behavioral change.