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All around the world, steps are being taken to improve the quality of our environment. Prominent among these are the definition, implementation, and attainment of increasingly stringent emissions regulations for all types of engines, including off-highway diesels. These rigorous regulations have driven use of technologies like after-treatment, advanced air systems, and advanced fuel systems. Fuel dispensed off-highway is routinely and significantly dirtier than fuel from on-highway outlets. Furthermore, fuels used in developing countries can be up to 30 times dirtier than the average fuels in North America. Poor fuel cleanliness, coupled with the higher pressures and performance demands of modern fuel systems, create life challenges greater than encountered with cleaner fuels. This can result in costly disruption of operations, loss of productivity, and customer dissatisfaction in the off-highway market.

Catalytic converters have become a viable aftertreatment system for reducing emissions from on-highway diesel engines. This paper addresses the development and production qualification of a catalytic converter. The testing programs that were utilized to qualify the converter system for production included emissions performance, emissions durability, physical durability, and field test programs. This paper reports on the specific tests that were utilized for the emissions performance and emissions durability testing programs. An explanation on the development of an accelerated durability test program is also included. The physical durability section of the paper discusses the development and execution of laboratory bench tests to insure the catalytic converter/muffler maintains acceptable physical integrity.

Most of the history of systems engineering has been focused on processes for engineering a single complex system. However, most large enterprises design, manufacture, operate, sell, or support not one product but multiple product lines of related but varying systems. They seek to optimize time to market, costs of development and production, leverage of intellectual assets, best use of talented human resources, overall competitiveness, overall profitability and productivity. Optimizing globally across multiple product lines does not follow from treating each system family member as an independently engineered system or product. Traditional systems engineering principles can be generalized to apply to families. This article includes a multi-year case study of the actual use of a generic model-based systems engineering methodology for families, Systematica™, across the embedded electronic systems products of one of the world's largest manufacturers of heavy equipment.

Engineering new technology and products challenges managers to balance design innovation and program risk. To do this, managers need methods to judge future results to avoid program and product disasters. Besides the traditional prediction tools of schedule, simulations and “iron tests”, process control standards (with measurements) can also be applied to the development programs to mitigate risks. This paper briefly discusses the theory and case history behind some new process control methods and standards currently in place at Caterpillar's Electrical & Electronics department. Process standards reviewed in this paper include process mapping, ISO9001, process controls, and process improvement models (e.g. SEI's CMMs.)

The need to accurately measure and record the payload of large off-highway mining trucks was identified by The Broken Hill Proprietary Co. Ltd. (BHP). In response. Caterpillar designed and developed a system to fufill that need. The payload carried by mine haul trucks has a strong influence on production rates and costs. The system developed should enable payloads to be much better controlled than has been previously possible. The system also provides a number of mine management features. The development of the system is described from the concept stage to the production stage. Final production capabilities of the microprocessor based system are described. Payload measurement capabilities, diagnostic capabilities, data storage, and data extraction methods are discussed.

Since the advent of P/M technology as a near net shape production process, millions of mechanical components of various shapes and sizes have been produced. Although P/M continues to be one of the fast growing shaping processes, it suffers from the inability to produce intricate geometry's such as internal tapers, threads or recesses perpendicular to pressing direction. In such cases application of machining as a secondary forming operation becomes the preferred alternative. However, machining of P/M parts due to their inherent porosity is known to decrease tool life and increase tool chatter and vibration. Consequently, several attempts have been made to improve the machinability of P/M materials by either addition of machinability enhancing elements such as sulfur, calcium, tellurium, selenium, etc., or by resin impregnation of P/M parts.

During the early 1990s, the Track-Type Tractors Division (TTTD) of Caterpillar Inc. experienced several challenges. The Division faced increasing global competition in the midst of an economic recession. Although intense plant modernization and reorganization occurred in the five previous years, the business unit was not profitable. In 1993, Track-Type Tractors Division instituted its solution -- a change in its culture. Previously, the culture hindered the division’s ability to move forward. This was revealed in a 1992 review detailing the major obstacles inhibiting management from achieving divisional goals. The division leaders recognized that a change in business philosophy, as opposed to further plant modernization, was required to achieve production goals and stay globally competitive.

Today’s business climate and economy demand new, innovative strategies from the initial kickoff of research and development - to the mining of ore from the earth - to the final inspection of a finished product in a mid-western factory. From startup companies with two employees to the largest companies, the world faces new and challenging requirements every day. The demands from companies, customers, executives, and shareholders continue to drive for higher outputs with more efficient use of personnel and investments. Fortunately, the rate of technology continues to exponentially accelerate, which allows those at the cutting edge of technology to capitalize. Caterpillar has been a pioneer in advanced technology since its inception and has been developing the foundation for autonomy over the past four decades.