Search Results

For model year 1994, General Motors has completed the roll out of the 6.5L Diesel Engine, with the introduction of the light duty certified naturally aspirated and turbocharged engines. At the heart of the expanded use of the 6.5L is a new electronic powertrain control system. The objectives for this system were to produce an engine that has less variation, is easier to assemble, low cost and capable of meeting both heavy and light duty future emissions requirements. Control features include Fuel Quantity and Timing, EGR, Wastegate, Glow Plugs, Transmission, Cruise Control and Diagnostics.

The new Allison M6600 and M9600 transmissions incorporate continuous improvement items to achieve greater robustness in terms of reliability and durability. This was partially accomplished by incorporating components from higher - capacity transmissions into current products with minimal redesign and tooling. A key life factor for all transmission components is adequate lubrication and cooling, and improvements in this area were accomplished by decreasing restrictions and better utilization of oil that was previously exhausted to sump. The new transmission models have further enhancements to clutch life through improved control of clutch torque and slip times. These clutch improvements were developed through the use of improved computerized evaluation techniques utilizing lap-top computer programs. Also, a transmission -mounted floating-caliper, disc type park brake with integrated controls is being evaluated as a possible replacement for the current drum-type brake.

By using descriptive charts and graphs, this report provides an analysis of the IDB-C network at the Subsystem level and at the vehicle level, using data comparison between modeling and simulation of the network and measurement and analysis on physical systems.

While long-range planning is important to any organization, because of the constant turnover of volunteer leaders, a long-range strategic plan is crucial for maintaining continuity in a non-profit organization. SAE's strategic planning process resulted in a plan, evaluated and revised annually, which outlines the purpose, missions, and goals of the Society and describes action plans and steps necessary to achieve those goals. SAE's exceptional growth in all areas during the last ten years-for example, membership has grown from 37,000 in 1980 to 58,000 today-is evidence of the success of the process and the plan.