Manufacturing

Engineering
Handbook
HWAIYU GENG, CMFGE, PE
Amica Research,
Palo Alto, California

Second Edition

New York  Chicago  San Francisco  Athens  London  

Madrid  Mexico City  Milan  New Delhi  
Singapore  Sydney  Toronto

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 To our mothers who cradle the world
To our earth who gives us life

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 Contents in Brief

Part 1 Product Development and Design . . . . . . . . . . . . . . . . . . . . . . . . 1.1

Part 2 Manufacturing Automation and Technologies . . . . . . . . . . . . . 9.1

Part 3 Hot and Cold Working, Welding, and Fabrication . . . . . . . . . . 16.1

Part 4 Metalworking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23.1

Part 5 Robotics and Machine Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31.1

Part 6 Composites, Plastic Processing, and Moldmaking . . . . . . . . . . 33.1

Part 7 Manufacturing System Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36.1

Part 8 Industrial Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41.1

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 Contents

Contributors   xvii
Preface   xix
Acknowledgments   xxi
Technical Advisory Board Members   xxiii

Part 1.  Product Development and Design . . . . . . . . . . . . . . . . . . . . . . . . . 1-1

Chapter 1. Advanced Manufacturing with Cloud, Internet of
Things, and Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3
1.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3
1.2 Advanced Manufacturing and Sustainable Manufacturing . . . . . . . . . . . . . . . . . . 1-4
1.3 Advanced Manufacturing Technologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4
1.4 Advanced Manufacturing and Global Manufacturing . . . . . . . . . . . . . . . . . . . . . . . 1-7
1.5 Internet of Things and Advanced Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-8
1.6 Sustainable Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-9
1.7 The Future of Advanced Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-11
1.8 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-12
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-13
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-14

Chapter 2.  Global Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1

2.1 The Rise of Global Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1
2.2 The Global Manufacturing Enterprise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2
2.3 Innovative Products for Global Markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2
2.4 Manufacturing Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3
2.5 Business Models for Global Manufacturing Enterprises . . . . . . . . . . . . . . . . . . . . . 2-4
2.6 Manufacturing Paradigm Transitions Over Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-5
Acknowledgment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7

Chapter 3.  Design for Manufacture and Assembly . . . . . . . . . . . . . . . . . 3-1

3.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1
3.2 Maximum Part Size . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1
3.3 Design for Drilling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2
3.4 Design for Milling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2
3.5 Design for Turning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3
3.6 Design for Sheet Metal Fabrication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3
3.7 Design for Injection Molding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-5
3.8 Design for Additive Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6
3.9 Design for Assembly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-8
3.10 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-9
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-9

Chapter 4.  Design of Experiments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1

4.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1
4.2 Brief History of Design of Experiments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1
4.3 Statistical Methods Involved . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1
4.4 Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1
4.5 Objectives of Experimental Designs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1

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 viii    Contents

4.6 Selection of an Experimental Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-2

4.7 ANOVA-Based Experimental Designs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-2
4.8 Single-Factor Design or Completely Randomized Design . . . . . . . . . . . . . . . . . . . 4-2
4.9 Calculations for Single-Factor ANOVA Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-2
4.10 Single-Factor ANOVA Table . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-2
4.11 Two-Factor Design or Randomized Block Design . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3
4.12 Calculations for Two-Factor ANOVA Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3
4.13 Two-Factor ANOVA Table . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3
4.14 Two-Factor with Interaction Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4
4.15 Calculations for Two Factor with Interaction ANOVA Tables . . . . . . . . . . . . . . . . . 4-4
4.16 Two Factor with Interaction ANOVA Table . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4
4.17 Factorial Base Experimental Designs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4
4.18 Full Factorial of Two Factors at Two Levels (22) Design . . . . . . . . . . . . . . . . . . . . . . 4-5
4.19 Full Factorial 22 Design with Two Replications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5
4.20 Full Factorial 22 Design—Linear Equation Model . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5
4.21 Full Factorial 22 Design Calculations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5
4.22 Observations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6
4.23 Full Factorial Three Factor with Two Levels (23) Designs . . . . . . . . . . . . . . . . . . . . . 4-6
4.24 Graphical and Statistical Analysis of a Full Factorial 23 Design . . . . . . . . . . . . . . . 4-6
4.25 Software Application Example . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-7
4.26 Additional Thoughts on Factorial Designs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-14
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-14

Chapter 5.  Design for Six Sigma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1

5.1 Introduction and Motivation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1
5.2 The DFSS Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1
5.3 The Identify Phase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2
5.4 The Design Phase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-3
5.5 The Optimize Phase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-5
5.6 The Validate Phase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-6
5.7 Comparing DFSS with Other Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-6
5.8 Deploying DFSS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-6
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-9

Chapter 6.  Value Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-1

6.1 History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-1
6.2 Importance of Value Engineering in Today’s Market . . . . . . . . . . . . . . . . . . . . . . . . 6-1
6.3 What Is Value Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-1
6.4 Putting Value Engineering to Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-2
6.5 Application of VE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-4
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-5

Chapter 7. Basic Tools for Tolerance Analysis of

Mechanical Assemblies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1
7.1 Part I: Introduction to Tolerance Analysis of Assemblies–1D . . . . . . . . . . . . . . . . 7-1
7.2 Part 2: Introduction to 2D Tolerance Analysis of Assembly . . . . . . . . . . . . . . . . . . 7-6
7.3 Part 3: Introduction to Analysis of 2D Assembly Tolerance Models . . . . . . . . . . 7-11
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-16

Chapter 8.  Quality Function Deployment . . . . . . . . . . . . . . . . . . . . . . . . . 8-1

8.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-1
8.2 Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-1
8.3 The Expanded House of Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-2
8.4 Example . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-3
8.5 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-4
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-4
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-4

Part 2.  Manufacturing Automation and Technologies . . . . . . . . . . . . . 9-1

Chapter 9.  Computer-Aided Design and Manufacturing . . . . . . . . . . . 9-3
9.1 Boundary Representations and Free-Form Surface Design . . . . . . . . . . . . . . . . . . 9-3
9.2 Free-Form Geometry Manufacturing Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-3
9.3 The Manufacturing Steps: Analysis for Manufacturing . . . . . . . . . . . . . . . . . . . . . . 9-5
9.4 Pending Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-9
9.5 Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-10
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-10

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 Contents    ix

Chapter 10.  CNC Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-1

10.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-1
10.2 Principle and Fundamentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-1
10.3 Multipath Processing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-6
10.4 Network Integration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-6
10.5 Simulation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-9
10.6 Operation, Safety, and Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-9
10.7 Green Manufacturing and Energy Savings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-12
10.8 Future Trends and Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-13
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-14
Further Readings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-14

Chapter 11.  Adaptive Control for Machining Operations . . . . . . . . . . . 11-1

11.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11-1
11.2 Principle and Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11-1
11.3 Application . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11-3
11.4 Financials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11-8
11.5 Future and Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11-9
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11-9

Chapter 12.  Manufacturing Simulation . . . . . . . . . . . . . . . . . . . . . . . . . . . 12-1

12.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12-1
12.2 Simulation Concepts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12-2
12.3 Simulation Applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12-3
12.4 Conducting a Simulation Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12-4
12.5 Economic Justification of Simulation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12-5
12.6 Future and Sources of Information on Simulation . . . . . . . . . . . . . . . . . . . . . . . . . . 12-6
12.7 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12-6
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12-6

Chapter 13. Foundations of Microsystems (MEMS) Manufacturing . . . . 13-1

13.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13-1
13.2 Technology Fundamentals of MEMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13-3
13.3 How Are MEMS Made? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13-5
13.4 What Are the Applications of MEMS? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13-14
13.5 MEMS Is a Green Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13-15
13.6 Future Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13-15
13.7 Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13-15
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13-15
Further Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13-17

Chapter 14.  Nanotechnology and Nanomanufacturing . . . . . . . . . . . . 14-1

14.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-1
14.2 What Is Nanotechnology? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-1
14.3 Why Nanotechnology Is Important . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-1
14.4 History of Nanotechnology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-1
14.5 Fundamental Methods of Fabrication on the Nanoscale . . . . . . . . . . . . . . . . . . . . 14-3
14.6 Nanotechnology Metrology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-6
14.7 Nanotechnology Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-7
14.8 Applications and Markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-8
14.9 The Relationship Between MEMS and Nanotechnology . . . . . . . . . . . . . . . . . . . . . 14-8
14.10 Future Directions and Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-8
14.11 Implications and Regulations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-8
14.12 Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-9
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-9

Chapter 15. Additive Manufacturing or 3D Scanning

and Printing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15-1
15.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15-1
15.2 The Rise of Additive Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15-1
15.3 Scanning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15-3
15.4 Computer Aided Design and Computer Assisted Modeling . . . . . . . . . . . . . . . . . 15-4
15.5 Additive Manufacturing/3D Printing Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15-4
15.6 Additive Manufacturing/3D Printing Applications . . . . . . . . . . . . . . . . . . . . . . . . . . 15-4
15.7 Supply Chain and “On-Demand” Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . 15-7
15.8 Green Additive Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15-7

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15.9 Future Growth and Capabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15-7

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15-7
Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15-8
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15-9

Part 3.  Hot and Cold Working, Welding, and Fabrication . . . . . . . . . . 16-1
Chapter 16.  Heat Treatment: Principles and Practices . . . . . . . . . . . . . . 16-3
16.1 Principles of Heat Treatment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16-3
16.2 Ferrous Heat Treatment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16-12
16.3 Nonferrous Heat Treatment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16-19
16.4 Heat-Treatment Equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16-22
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16-28
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16-29

Chapter 17.  Metalcasting Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17-1

17.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17-1
17.2 Metalcasting Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17-1
17.3 Casting Economics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17-7
17.4 Environmental and Safety Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17-7
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17-8

Chapter 18.  Powder Metallurgy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18-1

18.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18-1
18.2 Powder Metallurgy Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18-2
18.3 Part Design Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18-4
18.4 Materials and Properties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18-5
18.5 Comparison to Competing Metalworking Technologies . . . . . . . . . . . . . . . . . . . . . 18-6
18.6 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18-6
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18-7
Information Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18-7

Chapter 19.  Welding, Brazing, and Thermal Cutting . . . . . . . . . . . . . . . 19-1

19.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-1
19.2 The Essence of Welding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-2
19.3 Arc Welding Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-3
19.4 Oxyfuel Gas Welding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-7
19.5 High Energy Beam Welding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-7
19.6 Resistance Welding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-7
19.7 Solid-State Welding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-8
19.8 Other Welding Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-10
19.9 Soldering and Brazing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-10
19.10 Welding and Material Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-12
19.11 Welding Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-14
19.12 Nondestructive Weld Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-15
19.13 Welding Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-15
Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-16
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19-16

Chapter 20.  Pressworking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20-1

20.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20-1
20.2 Common Pressworking Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20-2
20.3 Tooling Fundamentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20-3
20.4 Press Fundamentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20-6
20.5 Common Materials for Pressworking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20-9
20.6 Safety Considerations for Pressworking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20-10
20.7 Technology Trends and Developments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20-10
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20-12

Chapter 21.  Laser Materials Processing . . . . . . . . . . . . . . . . . . . . . . . . . . . 21-1

21.1 Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21-1
21.2 Understanding of Laser Energy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21-1
21.3 Laser Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21-3
21.4 Laser-Material-Processing Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21-4
21.5 Laser Machining Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21-5
21.6 Review of Other Laser-Material-Processing Applications . . . . . . . . . . . . . . . . . . . 21-9

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21.7 Concluding Remarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21-11

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21-11

Chapter 22.  Abrasive Jet Machining . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22-1

22.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22-1
22.2 The Cutting Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22-2
22.3 Equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22-3
22.4 Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22-7
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22-7
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22-7

Part 4.  Metalworking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23-1

Chapter 23.  Metalcutting, Turning, and Milling . . . . . . . . . . . . . . . . . . . 23-3
23.1 Mechanics of Metal Cutting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23-3
23.2 Turning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23-6
23.3 Milling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23-10
23.4 Failure Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23-12
23.5 Operating Conditions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23-14
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23-17
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23-17
Acknowledgment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23-18

Chapter 24.  Holemaking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24-1

24.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24-1
24.2 Methods for Machining Holes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24-1
24.3 Drilling Holes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24-2
24.4 Drill Types . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24-2
24.5 Milling Holes and Cavities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24-4
24.6 Milling Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24-4
24.7 Boring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24-5
24.8 Boring Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24-5
24.9 Reaming, Skiving, and Roller Burnishing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24-6
24.10 Deep-Hole Machining . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24-8
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24-10

Chapter 25.  Threading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25-1

25.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25-1
25.2 Methods for Cutting Screw Threads . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25-1
25.3 Establishing the Method and Operation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25-2
25.4 Thread Turning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25-2
25.5 Thread Milling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25-9
25.6 Thread Whirling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25-11
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25-12

Chapter 26.  Rolling Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-1

26.1 Rolling Process Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-1
26.2 General Characteristics of the Rolling Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-2
26.3 Rolling System Geometrics and Characteristics . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-8
26.4 Process Economic and Quality Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-10
26.5 Rollable Forms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-12
26.6 Rolling Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-16
26.7 Rolling Blank Requirements and Related Effects . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-17
26.8 Die and Tool Wear . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-19
26.9 Rolling Equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-20
26.10 Process Control and Gaging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-25
26.11 Operational Uses of Rolling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-26
26.12 Future Directions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-27
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-27

Chapter 27.  Tapping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27-1

27.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27-1
27.2 Machines Used for Tapping and Tap Holders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27-1
27.3 Tap Nomenclature . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27-3
27.4 Influence of Material and Hole Condition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27-4
27.5 Effects of Hole Size . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27-4

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27.6 Workpiece Fixturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27-4

27.7 Tap Lubrication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27-6
27.8 Determining Correct Tapping Speeds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27-6

Chapter 28.  Fundamentals of Gear and Gear Manufacturing . . . . . . . 28-1

28.1 Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28-1
28.2 Different Kind of Gears . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28-1
28.3 Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28-3
28.4 Gear Nomenclature . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28-3
28.5 Gear Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28-5
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28-5

Chapter 29.  Grinding Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29-1

29.1 Grinding Fundamentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29-1
29.2 High-Performance Grinding Using Conventional
Abrasive Wheels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29-10
29.3 High-Performance Grinding Using CBN Grinding Wheels . . . . . . . . . . . . . . . . . . . 29-18
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29-29
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29-32
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29-32

Chapter 30. Electrical Discharge Machining and

Electrochemical Machining . . . . . . . . . . . . . . . . . . . . . . . . . . 30-1
30.1 EDM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30-1
30.2 The Principle of EDM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30-1
30.3 Types of Die-Sinking EDM Machine . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30-2
30.4 Types of Wire EDM Machine . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30-3
30.5 Use of Die-Sinking EDM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30-5
30.6 ECM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30-7
30.7 ECM Applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30-8
30.8 Advantages and Disadvantages of ECM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30-8
30.9 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30-8
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30-8

Part 5.  Robotics and Machine Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31-1

Chapter 31.  Robotics and Automation . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31-3
31.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31-3
31.2 Robotics Principles and Fundamentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31-3
31.3 Common Types of Industrial Robots . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31-3
31.4 Welding Robots . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31-4
31.5 Picking, Packing, and Palletizing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31-4
31.6 Robotic Loading and Unloading—Machine Tending . . . . . . . . . . . . . . . . . . . . . . . . 31-7
31.7 Robot Vision Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31-8
31.8 Robot Operations, Safety, and Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31-10
31.9 Green Manufacturing and Energy Savings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31-11
31.10 Conclusions and Future Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31-12
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31-12

Chapter 32.  Machine Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32-1

32.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32-1
32.2 Operating Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32-1
32.3 Elements of a Machine Vision System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32-2
32.4 Machine Vision Working with Robots . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32-9
32.5 Vision Systems for Inspection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32-10
32.6 Automation Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32-12
32.7 Green Technology Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32-13
32.8 Trends in Machine Vision Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32-13
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32-14

Part 6.  Composites, Plastic Processes, and Moldmaking . . . . . . . . . . . 33-1

Chapter 33.  Polymer-Composites Manufacturing Processes . . . . . . . 33-3
33.1 Introduction to Composites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33-3
33.2 Fiber-Reinforced Thermoset Molding Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33-5
33.3 Fiber-Reinforced Thermoplastics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33-7
33.4 Vacuum Bagging Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33-12

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33.5 Resin-Transfer Molding Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33-13

33.6 Structural Reaction Injection Molding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33-14
33.7 Continuous Fiber-Reinforced Composites Prepreg Layup . . . . . . . . . . . . . . . . . . . 33-15
33.8 Filament Winding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33-18
33.9 Pultrusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33-19
33.10 Braiding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33-20
33.11 Tailored Fiber Placement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33-20
33.12 Hybrid Composites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33-21
33.13 Outlook . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33-22
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33-23

Chapter 34.  Plastic Molding Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34-1

34.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34-1
34.2 General Considerations for Molding Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34-1
34.3 Thermoset Molding Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34-2
34.4 Thermoplastic Molding Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34-6
34.5 Evolution of the Injection Molding Machine . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34-12
34.6 New Approaches in Plastic Molding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34-14
34.7 A Short Review of Die Casting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34-15
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34-15
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34-15

Chapter 35.  Injection Molds for Thermoplastics . . . . . . . . . . . . . . . . . . . 35-1

35.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35-1
35.2 Injection Mold Component Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35-1
35.3 Part Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35-2
35.4 Production Rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35-2
35.5 Types of Molds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35-2
35.6 Cavity Layouts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35-4
35.7 Hot Runner Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35-5
35.8 Steels Common to Mold Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35-5
35.9 Mold Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35-5
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35-6

Part 7.  Manufacturing System Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36-1

Chapter 36.  Lean Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36-3
36.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36-3
36.2 Concept of Lean Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36-4
36.3 Lean Production as a Corporate Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36-5
36.4 Methodology and Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36-5
36.5 Procedure for Implementation of Lean Production . . . . . . . . . . . . . . . . . . . . . . . . . 36-15
36.6 Future with Advanced TPM and Lean Organization . . . . . . . . . . . . . . . . . . . . . . . . . 36-16
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36-16

Chapter 37.  Six Sigma and Lean Manufacturing . . . . . . . . . . . . . . . . . . . 37-1

37.1 Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37-1
37.2 Six Sigma Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37-1
37.3 Concept and Philosophy of Six Sigma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37-2
37.4 The History of Six Sigma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37-2
37.5 The Strategic Concept for Successful Six Sigma . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37-2
37.6 Roles and Accountabilities in a Six Sigma Organization . . . . . . . . . . . . . . . . . . . . . 37-4
37.7 The Tactical Approach for Six Sigma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37-4
37.8 Obstacles in Six Sigma Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37-8
37.9 Opportunities with Successful Six Sigma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37-8
37.10 Six Sigma and Lean Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37-8
37.11 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37-9
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37-10
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37-10

Chapter 38.  Flexible Manufacturing Systems . . . . . . . . . . . . . . . . . . . . . 38-1

38.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38-1
38.2 FMS Definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38-1
38.3 FMS Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38-2
38.4 Applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38-2
38.5 Justification and Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38-3
38.6 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38-5

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 xiv    Contents

38.7 Operation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38-7

38.8 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38-8
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38-9

Chapter 39.  Assembly System Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39-1

39.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39-1
39.2 Type of Assembly Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39-2
39.3 Assembly System Design Procedure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39-2
39.4 Automated Inspection and System Launch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39-4
39.5 Summary and Future Trend . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39-4
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39-4

Chapter 40.  Work Cell Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40-1

40.1 Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40-1
40.2 Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40-1
40.3 Types of Manufacturing Cells . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40-2
40.4 How to Plan a Manufacturing Cell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40-2
40.5 Value Stream and Multicell Installations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40-9
40.6 Checklist for Cell Planning and Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40-12
40.7 Conclusions and Future Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40-13
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40-14
Further Readings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40-14

Part 8.  Industrial Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41-1

Chapter 41. Quality: Inspection, Test, Risk Management,
and SPC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41-3
41.1 ISO 31000:2009 Will Impact What You Do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41-3
41.2 Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41-3
41.3 Introduction to Inspection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41-3
41.4 Introduction to Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41-4
41.5 Introduction to Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41-4
41.6 Introduction to Statistical Process Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41-5
41.7 SPC Planning and Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41-6
41.8 SPC Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41-6
41.9 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41-15
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41-15
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41-15

Chapter 42.  Engineering Economics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42-1

42.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42-1
42.2 Fundamental Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42-1
42.3 Equivalence and the Mathematics of Compound Interests . . . . . . . . . . . . . . . . . . 42-1
42.4 Methods for Selecting Among Alternatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42-5
42.5 After-Tax Economy Studies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42-7
42.6 Incorporating Price-Level Changes into the Analysis . . . . . . . . . . . . . . . . . . . . . . . 42-11
42.7 Treating Risk and Uncertainty in the Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42-13
42.8 Compound Interest Tables (10%) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42-14
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42-14

Chapter 43.  Industrial Ergonomics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43-1

43.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43-1
43.2 The Working Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43-1
43.3 Workstation Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43-6
43.4 Cumulative Trauma Disorders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43-8
43.5 Work Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43-11
43.6 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43-16
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43-16

Chapter 44.  Work Measurement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44-1

44.1 Work Measurement—Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44-1
44.2 Work Sampling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44-4
44.3 Learning Curve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44-7
44.4 Performing Studies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44-8

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 Contents    xv

44.5 Current Computer Applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44-8

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44-10
Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44-10

Chapter 45.  Operations Research in Manufacturing . . . . . . . . . . . . . . . 45-1

45.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45-1
45.2 Operation Research Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45-1
45.3 Future Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45-9
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45-9

Chapter 46. Supply Chain Management: Principles and

Structures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46-1
46.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46-1
46.2 Defining Supply Chain Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46-1
46.3 The Evolution of Supply Chain Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46-5
46.4 Supply Chain Structures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46-6
46.5 Supply Chain Maturity Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46-10
46.6 Trends in Supply Chain Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46-11
46.7 Goals of Today’s Supply Chains . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46-11
46.8 Working Together . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46-12
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46-12

Index follows Chapter 46

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This page intentionally left blank

Larry S. Aft, PE   Aft Systems, Inc., Cumming, Georgia (chaps 4, 8, 44)
Jay Boyle   Aft Systems, Inc., Cumming, Georgia (chap 4)
David Bruce   FANUC America Corporation, Rochester Hills, Michigan (chap 31)
Ken Chase, PhD   Brigham Young University, Provo, Utah (chap 7)
Dennis Chen, PhD   Shieh Yih Machinery Industry Company, Taoyuan, Taiwan (chap 20)
David Curry, PhD, CHFP, CSP   Packer Engineering Group, Montgomery, Illinois
(chap 43)
Claude Dinsmoor   FANUC America Corporation, Rochester Hills, Michigan (chap 31)
Gershon Elber, PhD   Computer Science Department, Technion, Haifa, Israel (chap 9)
Gerald A. Fleischer, PhD   University of Southern California, Los Angeles, California
(chap 42)
Kevin Fleischmann  American Foundry Society – The Institute, Schaumburg, Illinois
(Chap 17)
Charles A. Garniewicz  Kinefac Corporation, Worcester, Massachusetts (chap 26)
Wesley Garrett  FANUC America Corporation, Rochester Hills, Michigan (chap 31)
Hwaiyu Geng, CMfgE, PE   Amica Research, Palo Alto, California (chaps 1, 23)
Howard A. Greis (Deceased)  Kinefac Corporation, Worcester, Massachusetts (chap 26)
Noel A. Greis  Kinefac Corporation, Worcester, Massachusetts (chap 26)
Sebastian Goris  University of Wisconsin-Madison, Madison, Wisconsin (chap 33)
H. Lee Hales   Richard Muther and Associates, Marietta, Georgia (chap 40)
S. Jack Hu, PhD  Department of Mechanical Engineering, The University of Michigan, Ann Arbor,
Michigan (chap 39)
R. G. Handy, PhD  University of North Carolina, Charlotte North Carolina (chap 29)
Charles Harrell, PhD   Brigham Young University, Provo, Utah (chap 12)
Daniel H. Herring   The Herring Group, Inc., Elmhurst, Illinois (chap 16)
Michael A. Huff, PhD  MEMS & Nanotechnology Exchange (MNX) Corporation for National
Research Initiatives, Reston, Virginia (chaps 13, 14)
Takao Izumi  TPM Research Institute, Japan Management Association Consultants Inc., Tokyo,
Japan (chap 36)
Mark Jackson, PhD   Bonded Abrasives Group, Cambridge, Massachusetts (chap 29)
Nishant Jhaveri  FANUC America Corporation, Rochester Hills, Michigan (chap 31)
Mark Johnson   Tapmatic Corporation, Post Falls, Idaho (chap 27)
T. R. Kannan, PhD  Geometric Limited, Chennai, India (chap 3)
Mark J. Kiemele, PhD  Air Academy Associates, Colorado Springs, Colorado (chap 5)
00_Geng_FM_pi-xxiv.indd 17
Contributors
Jeonghan Ko, PhD  Department of Industrial Engineering, Ajou University, Suwon, Korea
(chap 39)
Dr. Yoram Koren  The University of Michigan, Ann Arbor, Michigan (chap 2)
Cyrus Kuo   Shieh Yih Machinery Industry Company, Taoyuan, Taiwan (chap 20)
Chaman Lall, PhD   Metal Powder Products Company, Westfield, Indiana (chap 18)
Gisbert Ledvon   GF Machining Solutions, Lincolnshire, Illinois (chap 30)
John Lenz, PhD   CMS Research, Inc., Oshkosh, Wisconsin (chap 38)
V. Jorge Leon, PhD   Texas A&M University, College Station, Texas (chap 45)
John Meyer, PhD, PE  Edison Engineering, Saint Charles, Illinois (chap 43)
Duane K. Miller, PhD   The Lincoln Electric Company, Cleveland, Ohio (chap 19)
J. S. Morrell, PhD  Y12-National Security Complex, Oak Ridge, Tennessee (chap 29)
Roderick A. Munro, PhD   RAM Q Universe, Inc., Suttons Bay, Michigan (chap 41)
Mark A. Nash  Pinnacle Partners, West, LLC, Edmond, Oklahoma (chap 37)
John H. Olsen, PhD   OMAX Corporation, Kent, Washington (chap 22)
Tomoaki Onizuka   JMA Consultants, Inc., Tokyo, Japan (chap 6)
Tim A. Osswald, PhD  University of Wisconsin-Madison, Madison, Wisconsin
(chap 33)
Michel Pasquier  CMD Gears Company, Cambrai, France (chap 28)
Scott L. Peters  Molded Marketing LLC, Smithville, Ohio (chap 34)
John Puentes  University of Wisconsin-Madison, Madison, Wisconsin (chap 33)
Sheila R. Poling   Pinnacle Partners, Inc., Oak Ridge, Tennessee (chap 37)
Christer Richt  Sandvik Coromant, Sandviken, Sweden (chaps 24, 25)
David Frederick Ross, PhD, CFPIM, CSCP  APICS, Chicago, Illinois (chap 46)
Jerry G. Scherer   FANUC America Corporation, Hoffman Estates, Illinois (chaps 10, 11)
Michael Sharpe   FANUC America Corporation, Rochester Hills, Michigan (chap 31)
Fred G. Steil   FGSteil Consulting, Cape Coral, Florida (chap 35)
Sophronia Ward, PhD   Pinnacle Partners, Inc., Oak Ridge, Tennessee (chap 37)
Perry C. West   Automated Vision Systems, Inc., San Jose, California (chap 32)
M. D. Whitfield   Solar Turbines, San Deigo, California (chap 29)
David C. Willens   Kinefac Corporation, Worcester, Massachusetts (chap 26)
Linda D. Williams   University of Arkansas for Medical Sciences, Little Rock, Arkansas (chap 15)
Y. Lawrence Yao, PhD   Columbia University, New York, New York (chap 21)
Wenwu Zhang, PhD   Ningbo Institute of Materials Technology and Engineering, Chinese Academy
of Science, Ningbo, China (chap 21)
xvii
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 Preface

Planning, designing, and managing a manufacturing process requires technical know-how

relating to advanced manufacturing technologies, available best practices, optimum operating
efficiency, and more.
All engineers and managers face challenges in a cross-functional environment that com-
prises of engineering, manufacturing, production control, quality assurance, continuous
improvement, and business departments. For every manufacturing project, we must hash out
the following:
• What are the problems?
• What are the data?
• What are the unknowns?
• What are the constraints?
• What are the feasible solutions?
• How the solution is validated?
The list can go on and on. Our challenges could be:
• to design and build an optimal manufacturing process,
• to apply best practices in improving yield and quality, and
• to manage manufacturing operations in reducing costs and carbon footprint, etc.
How does one apply technical and business knowledge to come up with an optimum solution
plan that considers factors including advanced manufacturing technologies, hype cycle, scalabil-
ity, agility, resilience, best practices, and rapid time to productivity and value with sustainability?
A good understanding of essential manufacturing processes will enable one to plan, design,
implement, and manage manufacturing projects successfully.
The goal of this handbook is to provide readers with essential manufacturing knowledge
that is required to implement and manage manufacturing processes. This handbook embraces
both conventional and advanced manufacturing technologies, as well as best practices that are
being used in the manufacturing industry.
The second edition of Manufacturing Engineering Handbook covers the following sections:
1. Product Development and Design
2. Manufacturing Automation and Technologies
3. Hot and Cold Working, Welding, and Fabrication
4. Metalworking
5. Robotics and Machine Vision
6. Composites, Plastic Processes, and Moldmaking
7. Manufacturing System Design
8. Industrial Engineering
Discussion in the following topics:
• Advanced Manufacturing, Cloud Computing, Internet of Things, and Sustainability
• Additive Manufacturing, Microelectromechanical Systems, and Nanomanufacturing
• Design for Manufacturing and Assembly, Design for Six-Sigma, Value Engineering
• Computer-Aided-Design and Manufacturing
• Robotics, Machine Vision
• Laser Technology, Abrasive Jet, Welding, Metalforming, Heat Treatment, Casting, and
Powder Metallurgy
• Metalworking, Gear Manufacturing, Grinding, and Metal Rolling
• Composites, Plastic Processes, and Moldmaking,

xix

00_Geng_FM_pi-xxiv.indd 19 16/09/15 9:53 PM

 xx    Preface

• Lean Manufacturing, Six-Sigma

• Quality and Risk Management, Engineering Economics, Industrial Ergonomics,
Supply Chain Management, and many more processes and technologies.
Each chapter includes essential principles, design and operations considerations, best
practices, future trends, references, and further readings. The principles cover fundamentals
of a technology and its applications. Design and operational considerations include system
design, operations, safety, environment issues, maintenance, economy, and best practices.
There are useful tips for planning, implementing, and controlling operational processes. The
future trends, references, and further reading sections provide visionary views and a list of
relevant books, technical papers, and websites for additional reading.
This Manufacturing Engineering Handbook is specifically designed to provide technical
knowledge for those who are responsible for the planning, designing, implementation, and
management of manufacturing processes. It is also useful for decision makers who are respon-
sible for strategic decisions regarding technology investments and capacity planning. The
following professionals and managers will find this handbook to be an enlightening and useful
resource:
• C-suite (Chief Technology Officer, Chief Operating Officer, Chief Financial Officer)
• Manufacturing Engineering
• Industrial Engineering
• Operations
• Production Control
• Quality Assurance
• Design Engineering
• Environment, Health, and Safety
• Lean, 6-Sigma, and Continuous Improvement Programs
• Supply Chain
• Procurement
This handbook is authored by fifty-eight world-class professionals from nine countries
around the world. It covers the breadth and depth of advanced and sustainable manufacturing
processes that accelerate the pace of innovation to produce quality products with yield and
reduction in energy consumption and carbon emissions.
This handbook is a valuable reference for professionals as well as a textbook for courses in
manufacturing processes at college. It is sure to be the most comprehensive single-source
guide ever published in this field.

Hwaiyu Geng, CMfgE, P.E.

00_Geng_FM_pi-xxiv.indd 20 16/09/15 9:53 PM

 Acknowledgments

The Manufacturing Engineering Handbook (second edition) is a collective collaboration of an

international community consisting of scientists, technologists, and engineers from eight
countries around the world. Fifty-eight contributors plus 12 members of Technical Advisory
Board have contributed to this handbook. Many others from both industry and academia
offered their comments and suggestions while I prepared the handbook.
I am indebted to the Technical Advisory Board members who contributed their unique and
invaluable perspectives to this handbook that meets the needs of a broad audience. I thank the
Technical Advisory Board for their diligent review of the handbook chapters for its technical
accuracy. My special thanks to Professor Koren Yoram, member at National Academy of
Engineering, who spent numerous hours collaborating the structure of the handbook, and
recommending several world-class contributors.
I would like to express my deep gratitude to the contributors who despite of their busy
schedule, dedicated their time to this book and shared their wisdom and valuable experience.
Without the work of Technical Advisory Board members and contributors, the Manu­
facturing Engineering Handbook could never have completed.
I am grateful to other professionals who were really helpful in various ways. Thanks to the
following for their extensive support, suggestions, and contributions:
• Ken Chase, Ph.D., Brigham Young University
• Blanche Chen, SEYI, Taiwan
• Ron D. Davis, Kennametal, Inc.
• Michael Huff, Ph.D., MEMS and Nanotechnology Exchange
• John McCormick, General Electric
• Eiichi Nakamura, TPM Company of JMA Consultants, Inc., Japan
• Tim Osswald, University of Wisconsin-Madison
• Cathy Powell, FANUC America Corporation
• Takuya Sasaki, TPM Company of JMA Consultants, Inc., Japan
• Jerry Scherer, FANUC America Corporation
• Kim Vuona, Kinefac Corporation
Thanks are also due to Robert Argentieri, editorial Director at McGraw-Hill Professional for
his support and commitment. Thanks to Harleen Chopra, Anubhooti Saxena, and their pro-
duction team at Cenveo Publisher Services to complete this book with quality.
This handbook benefits from the following organizations and institutes for their contribu-
tion and the use of copyright materials:
• Society of Manufacturing Engineers: http://sme.org/
• Institute of Industrial Engineers: http://www.iienet2.org/
• American Society of Mechanical Engineers: https://www.asme.org/
• SEMI: http://www.semi.org/en/
• SAE International: http://www.sae.org/
• APICS: http://www.apics.org/
• National Tooling and Machining Association: http://www.ntma.org/
• Advanced Manufacturing National Program Office, NIST: http://www.nist.gov/
manufacturing-portal.cfm
• Sustainable Manufacturing, the U.S. Department of Commerce: http://www.trade.gov/
competitiveness/sustainablemanufacturing/
• American Machinist: http://americanmachinist.com/

xxi

00_Geng_FM_pi-xxiv.indd 21 16/09/15 9:53 PM

 xxii    Acknowledgments

• Robotics Magazine-IEEE: http://ieeexplore.ieee.org/xpl/RecentIssue.jsp?reload=true&

punumber=100
• Modern Machine Shop: http://www.mmsonline.com/
• NASA Tech Briefs: http://www.techbriefs.com/about-footer-64
• Aerospace Manufacturing: http://www.aero-mag.com/
• Material Handling and Logistics: http://mhlnews.com/
• Assembly Magazine: http://www.assemblymag.com/
• Adhesives and Sealants Industry: http://www.adhesivesmag.com/
• Control Engineering: http://www.controleng.com/magazine.html
• Cutting Tool Engineering: http://www.ctemag.com/
• Metal Finishing: http://www.metalfinishing.com/
• Vision Systems Design: http://www.vision-systems.com/index.html
• Welding Design & Fabrication: http://weldingdesign.com/
Finally, I wish to thank my wife, Limei, who is a constant source of support and encourage-
ment; my daughters, Amy and Julie, and grandchildren for their understanding and support
while I was preparing this book.

00_Geng_FM_pi-xxiv.indd 22 16/09/15 9:53 PM

 Technical Advisory Board Members

Larry Aft, P.E., IIE Fellow, ASQ Fellow, Aft Systems, Inc., Cumming, Georgia
Yihlin Chan, Ph.D., U.S. Department of Labor (Retired), Salt Lake City, Utah
Marcos Chao, Ph.D., Lean Enterprise China, Shanghai, China
Suman Das, Ph.D., Georgia Institute of Technology, Atlanta, Georgia
Hwaiyu Geng, CMfgE, P.E., Amica Research, Palo Alto, California
Yoram Koren, Ph.D., Member of National Academy of Engineering, University of
Michigan, Ann Arbor, Michigan
Claire Kuo, SEYI, Taoyuan, Taiwan
V. Jorge Leon, Ph.D., Texas A&M University, College Station, Texas
Tim Osswald, Ph.D., University of Wisconsin, Madison, Wisconsin
Chung Park, Ph.D., Dow Chemical (Retired), Canton, Massachusetts
Scott Peters, Molded Marketing LLC, Smithville, Ohio
David Ross, Ph.D., APICS, Chicago, Illinois

xxiii

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 PART 1
PRODUCT DEVELOPMENT
AND DESIGN

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This page intentionally left blank
 Chapter 1
Advanced Manufacturing
with Cloud, Internet of Things,
and Sustainability
BY
HWAIYU GENG, CMfgE, PE Amica Research, Palo Alto, California

1.1 INTRODUCTION World Population and Production

The Industrial Revolution (IR) was a period in which major technological 100,000
changes occurred in agriculture, textiles, transportation, mining, railroad,
manufacturing, and other fields that had unprecedented and profound effects
Population (in millions), production

on population, human life, living standards, economic policies, culture, and

(in billions of 1985 U.S. dollars)

social structure.1
The first IR began in Great Britain somewhere between 1760 and 1830. Production
While the precise start and end of the IR is debatable, it marked a major turn- 10,000
ing point in human history.2 The introduction of steam power, the railroad,
and the utilization of water wheels transformed manual labor from homes to
powered machines in factories. The second IR emerged, between 1870 and
1900, with the introduction of the internal combustion engine, electric power
generation, running water, communication, chemicals, and petroleum. It is
worthwhile to mention that machine tools were invented in the late 1800s as 1000
a result of powered machines (e.g., textile machines, internal combustion
engines, etc.), which in turn created a demand for metal frames and compo- Population
nents made from machine tools.
In 1881, Frederick W. Taylor, the founder of scientific management, started
his time management work. His associates, Frank and Lillian Gilbreth, were
the founders of the motion-study technique. 100
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
By 1900, manufacturing technologies, tools, and management processes
were evolving rapidly.3 On October 1, 1908, the first Ford Model T rolled
off of the assembly line. Ford’s engineers developed interchangeable parts Year
that reduced waste, saved time, and made it easier to assemble cars. By Figure 1.1 World population and production. (Source: The Federal Reserve Bank of
1913, the Ford assembly line could assemble an entire chassis in 1 hour and Minneapolis.)
33 minutes.
By 1927, the last year the Model T was manufactured, Ford built a car every
24 seconds. During the IR, many spin-off inventions were developed that
impacted the airplane industry, the production of air-conditioning systems, as
well as interstate highways infrastructure, and other industries.4 The effects of The cloud-computing concept dates back to 1950s, and virtual machine
the IR subsequently expanded from Great Britain through Europe, North operation systems were being used in the 1970s at IBM.5 Not surprisingly, the
America, and to the rest of the world. The growth of production overtook the big data boom started in the late 2000s. Research done by Hilbert and Lopez
growth of population during this time, and continued to grow (Fig. 1.1). published in Science6 indicates that the percentage of digital data was 20% in
We can trace computers, the Internet, and the World Wide Web back to the 1986 and grew to 97% in 2007.
1960s. In 1977, Steve Jobs and Steve Wozniak built Apple][ the first company The Third Industrial Revolution: How Lateral Power Is Transforming Energy,
to successfully mass-produce microcomputers. By the early 1980s, the first by Jeremy Rifkin,7 describes “how the five pillars of the Third Industrial
programmable logic controller (PLC), called Modicon, had replaced hardwire Revolution will create thousands of businesses and millions of jobs.” It has
relay systems that controlled machinery and factory manufacturing lines. been broadly anticipated that the fourth IR, which evolves around “the
During that time, numerical control (NC), direct numerical control (DNC), Internet of Things” (IoT), also known as the Cyber Physical Systems (CPS),
flexible machining system (FMSs), and computer-integrated-manufacturing has already begun to develop. It is worth mentioning that the “islands of
(CIM) system were proliferating in factories of future, but mostly were struc- automation” that have been present in manufacturing factories since the
tured as islands of automation. Internet-based companies, called “dotcoms,” 1970s is a pioneering model of the Industrial Internet.
were developed and reached their climax in the late 1990s. But the dotcom For every IR, innovations are the driving force which lead to productivity
bubble burst in the early 2000s. growth, GDP increases, and improvements in living standards.

1-3

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 1-4     Advanced Manufacturing with Cloud, Internet of Things, and Sustainability

1.2 ADVANCED MANUFACTURING AND SUSTAINABLE
MANUFACTURING
Fraunhofer-Gesellschaft (FG), founded on March 26, 1949 in Munich, is a
government-supported not-for-profit organization focusing on future sights
for industrial research.8 In 1951, FG was granted research funding from the
Marshall plan through the European Recovery Program. It was the first time
this kind of funding was accepted within government circles. Fraunhofer had
been the pipeline for innovations and it derived its capital from research
revenue. Fraunhofer had expanded from the original Fraunhofer Institute in
1954 to 67 to applied research institutes in 2012 with a €233 million budget.
Modeled after the Fraunhofer Institutes, the U.S. government has been
developing advanced manufacturing institutes through public and private
partnerships within the United States. There are six manufacturing institutes
as of 2014 with a plan that will “consist of up to 15 dynamically linked
regional clusters of manufacturing innovation.”
1.2.1 The Definition of Advanced Manufacturing
In a report to the president of the United States, the National Institute of
Standards and Technology (NIST) defines advanced manufacturing (AM) as
“a family of activities that (1) depend on the use and coordination of information,
automation, computation, software, sensing, and networking, and/or (2) make
use of cutting edge materials and emerging capabilities enabled by the physical
and biological sciences, for example, nanotechnology, chemistry, and biology.
This involves both new ways to manufacture existing products, and especially
the manufacture of new products emerging from new advanced technologies.”9
1.2.2 The Definition of Sustainable Manufacturing
What is sustainable manufacturing (SM)? The U.S. Department of Commerce
sums it up as:10 “the creation of manufactured products that use processes that
are non-polluting, conserve energy and natural resources, and are economi-
cally sound and safe for employees, communities, and consumers.” In this
handbook, advanced manufacturing and sustainable manufacturing are used
synonymously.
1.3 ADVANCED MANUFACTURING TECHNOLOGIES
The U.S. President’s Council of Advisors on Science and Technology (PCAST)
presented a report entitled “Report to the President on Capturing Domestic
Competitive Advantage in Advanced Manufacturing.”11 The following AM
technologies were described in this Public-Private Manufacturing Innovation
Institute:12
• Additive manufacturing
• Nanotechnology and nanomanufacturing
• Industrial robotics
• Advanced material design and synthesis
• Advanced sensing, measurement, and process control
• AM equipment and testing
• Information technologies, visualization, and digital manufacturing
• Flexible electronics
• Advanced forming
• Sustainability
There are other emerging technologies that could be found in many publi-
cations or websites, such as the National Council for Advanced Manufacturing,
MIT Technology Review, IDC Manufacturing Insights, Global Manufacturing
Outlook, and many other research institutes and consortiums around the
world.
1.3.1 Advanced Material Design and Synthesis
By definition, advanced material includes “making use of cutting edge materi-
als.” We use wide bandgap (WBG) material and carbon fiber to illustrate the
characteristics of advanced materials.
Wide Bandgap Semiconductors
Hidden inside every piece of electronics is a technology called power elec-
tronics. It can be found in inverters that connect solar panels or wind turbines
to the electric grid, in a laptop power supply, in industrial motors, and in
electric vehicles, among others. “As items such as our phones, appliances, and
cars advance, current electronic power grid will no longer meet our needs,
making it necessary to invest in the future of this technology.”13 Silicon (Si)
substrate technology has been used in semiconductors for the last 50 years
and has reached its limit in power conversion. Power electronics that use
WBG semiconductors can operate at higher temperatures (300°C), higher
frequencies, and 10 times higher voltage and can eliminate up to 90% of the
power losses in electricity conversion (Fig. 1.2). WBG materials include com-
pounds such as gallium nitride (GaN), silicon carbide (SiC), aluminum gal-
lium nitride (AlGaN), and indium gallium nitride (InGaN).

WIDE BANDGAP
Semiconductors
to increase the energy efficiency
WBG power chips
and reliability of power electronics from a processed
semiconductor
wafer

Application
Industrial motor Consumer electronics Conversion of
systems and data centers solar and wind energy
Power
electronic Variable frequency drive Rectifier Inverter
system M
DC DC
AC
End use AC DC

Current
energy
savings
opportunity*
* Annual U.S.
household demand

–100,000 homes

6.9 million homes 1.7 million homes 750,000 homes

Figure 1.2 WBG semiconductors and power electronics. (Source: U.S. Department of Energy.)

01_Geng_ch01_p1.1-1.14.indd 4 15/09/15 3:30 PM


+45°
90°
–45°
Figure 1.3 Nonwoven stitched composite material with an insert reflects warp clock. (Source: Maintenance Technician Handbook-
Airframe, Volume 1, FAA, the U.S. Department of Transportation.)
In the United States, laptops and mobile devices use at least 2% of all the
available electricity. The WBG technology could make converter three to five
times smaller in size and save billion dollars of energy consumption. With
advanced R&D, the rethinking manufacturing processes, and product testing,
we can accelerate WBG technology that is up to 10 times more powerful than
IC chips that are currently on the market.
Advanced Composite Materials
Advanced composite materials are being used in the aerospace industry,
military vehicles, and luxury cars. In 2014, the U.S. government launched an
advanced composite manufacturing institute to do research on advanced
fiber-reinforced polymer composites which combine strong fiber with tough
plastics. The composite materials are lighter and stronger than steel. “An
advanced composite is made of a combination of fibrous materials embedded
in a resin matrix” and achieves specific structural properties.14 The mechani-
cal properties of composite material are built from fiber orientation, which
produce optimum structure properties such as stiffness, dimensional stability,
and strength of a composite laminate (Fig. 1.3).
Graphite fiber is designed in three-dimensional graphene layers that are
very expensive to make. It has been used both in the aerospace and automo-
bile industries. Carbon fiber is designed in two-dimensional graphene layers
and has been used for structural aircraft or automobile applications, including
floor beams, wing structure, and car frames. Carbon fiber is 10 times stronger
than steel, yet only one quarter of the weight, but about 5 to 10 times more
expensive than steel.
Although advanced composites are stronger and lighter, they are intricate,
expensive, and require large amounts of energy to manufacture (Fig. 1.4).
These composites are not sustainable and are difficult to recycle. One of the
aims of the Advanced Composite Manufacturing Institute is to overcome
these barriers.
Figure 1.4 Oxidized fibers move to a high-temperature furnace, where material is
converted into carbon fiber at Oak Ridge National Laboratory’s Carbon Fiber
Technology Facility (CFTC). The CFTC enables companies to test low-cost carbon
fiber for use in several industries including the clean energy sector. (Photo courtesy of
Oak Ridge National Laboratory.)
01_Geng_ch01_p1.1-1.14.indd 5
ADVANCED MANUFACTURING TECHNOLOGIES    1-5
0°
90°
1.3.2 Additive Manufacturing
The National Additive Manufacturing Innovation Institute was created
through the U.S. Additive Manufacturing initiative. This new public-private
institute includes a consortium of manufacturing firms, universities, com-
munity colleges, and nonprofit organizations. They focus on applied research
related to additive manufacturing materials, technologies, and processes.
additive manufacturing is often referred to as 3D printing. Similar to an office
printer that transfers 2D CAD files onto paper, a 3D printer prints (or depos-
its) thin layer of material, one after another, based on a CAD file. The mate-
rial could be pulverized stainless steel that is melted by a laser or electronic
beam, or powdered plastic or composites that are bonded by spraying binder
over the powder. 3D printing has been applied in various industries including
aerospace, automotive, medicine, consumer goods, and a host of others. The
freedom of design and manufacturing that does not require the justification
of making a die or a mold makes 3D printing one of the most flexible manu-
facturing processes. According to the Wall Street Journal, the worldwide
market for 3D printing totaled $2.2 billion in 2012, up 29% from 2011.15 The
IDC estimated that the growth rate for the 3D printing market will increase
29% from 2012 to 2017.
Although the 3D printing process has limitations such as slow speed and
low efficiency as compared to traditional manufacturing process, manufac-
turers have used the process to make the following components:16
• Air cooling ducts for the environmental control system in the F-18 Super
Hornet fighter jet
• 3D-printed titanium nacelle hinge bracket replacing cast-steel in the
Airbus A320
• 3D-printed metal components in Tornado Aircraft
Starting in 2015, General Electric (GE) is using 3D printing to produce fuel
nozzles, jet engine components, at 25,000 pieces annually. The conventional
technique used to make GE’s jet engine fuel nozzles consists of casting and
welding about 20 small pieces together. 3D printing utilizes laser beams to
melt cobalt-chromium powder, thus creating 20-µm-thick layers one by one.
No expensive materials are being machined out and wasted, which saves both
expensive materials and energy to do the work. Figure 1.5 illustrates how
products manufactured from 3D printing can save material and energy costs.
The 3D printing process makes a stronger part that has a continual metal-
lurgical grain path. However, the 3D printing technique does require highly
skilled workers. There is a learning curve to overcome in developing com-
puter code and to operate 3D printers.
Figure 1.5 Jet engine fuel nozzle. Left: Casting product. Right: 3D printing product.
(Courtesy of General Electric.)
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 1-6     Advanced Manufacturing with Cloud, Internet of Things, and Sustainability
1.3.3 Supply Chain Opportunity with 3D Printing
As 3D printing expands with economies of scale, more goods will be manu-
factured at or close to the point of use. Medium- to low-volume products,
slow-moving stock keeping units, or spare parts in warehouses are all good
candidates to use 3D printing. The supply chain of 3D printing processes
includes R&D centers, logistics personnel, software providers, bulk material
suppliers, manufacturers, fulfillment centers, and customer service centers.
The trend is that the manufacturers and related supply chains will rethink
their operations and strategies.17 Traditional supply chains consider global
value chains that encompass the value and quality of components. The mate-
rials reach their final destination for mass or batch final production. This
traditional supply chain takes inconceivable effort and involves long lead
times to orchestrate, fabricate, ship, and assemble at the final destination.
High carbon footprints are unavoidable due to the nature of the procurement
and manufacturing processes. On the other hand, 3D printing consists of a
local 3D printing hub and reduced inventory as well as a warehouse at cus-
tomized volume.18 The supply chain changes from component to bulk materi-
als that are much simpler to plan, transport, and manage. 3D printing will
then have a smaller carbon footprint due to reduced supply chain logistics and
the nature of the manufacturing process.
1.3.4 Micro and Nanomanufacturing
“Many scientists consider the first half of this century to be the age of nano-
technology.” Nanotechnology includes many disciplines such as physics,
chemistry, materials science, medicine, and engineering.19 Nanotechnology is
applied when creating many new products that address our challenges, such as
clean energy, stronger yet lighter materials, environmental sensors, medical
devices and drugs to treat diseases, and techniques to clean up the environ-
ment. Micro- and nanomanufacturing (MNM) are processes that are used to
create devices on the micro- or nanoscale—which is described as being mea-
sured from 1 to 100 nm (1 nm is 1 billionth of 1 m)—and which do not rely
on clean room fabrication. Nanoscale materials have larger surface areas than
similar volumes of bulk-scale materials which allow more interaction with
other materials surrounding them. Nanoscale materials behave very differ-
ently from their bulk states. A single-walled carbon nanotube at 1 nm diameter
(1/100,000 the diameter of a human hair) is incredibly strong at its size.
MNM processes allow us to fabricate products by design and are not lim-
ited by the availability of stock material. MNM processes manufacture prod-
ucts in a bottom-up approach, i.e., putting certain molecules together with
very little or no waste. Top-down manufacturing processes, on the other
hand, start with a stock material, forging, or casting to remove materials by
machining and welding components together.
The devices may be made using the same techniques as used in microelec-
tromechanical systems (MEMSs) except they are made in micro- or nanoscale
by employing advanced photolithography, molecular beam epitaxy, and etch-
ing methods (Fig. 1.6).
“Most benefits of nanotechnology depend on the fact that it is possible to
tailor the essential structures of materials at the nanoscale to achieve specific
properties, thus greatly extending the well-used toolkits of materials science.
There are already over 800 everyday commercial products that rely on
nanoscale materials and processes. Using nanotechnology, materials can
Figure 1.6 An array of X, Y, and Z (3D) planar MEMS nanomanipulators and a six
degree-of-freedom hexapod MEMS nanomanipulator, with embedded probes. The
microsphere is manipulated within the chamber of an SEM microscope. (Source: NIST.20)
01_Geng_ch01_p1.1-1.14.indd 6
effectively be made to be stronger, lighter, more durable, more reactive, more
sieve-like, or as better electric conductors, among many other traits.”21 Some
examples of MNM applications are:
• Nanotechnology rechargeable battery systems
• Nanostructured thin-film solar panels
• Nanoscale semiconductors and light-emitting diode lights
• Radio frequency identification (RFID) ink using in turbine blades
• Car frames and bodies
• Carbon nanotube used to make windmill blades
MNM’s benefits include:
• Energy savings
• Environmentally friendly
• Stiff and lightweight
• Tough and durable
Pushing nanotechnology and nanomanufacturing from lab-scale processes
toward commercialization will not happen until tools such as manufacturing
processes, quality-control methods, and metrology (advanced imaging and
x-ray scattering methods) are further developed.
1.3.5 Intelligent Robotics and Vision System
The International Federation of Robotics (IFR) announced that “in 2013,
about 179,000 industrial robots were sold worldwide, again an all-time high
and 12% more than 2012.” The world’s largest industrial robots markets,
including China, Germany, Japan, South Korea, and the United States, all
showed increased sales in 2013 over 2012. The automotive industry and metal
and machinery were the main drivers of the growth. The nanotechnology is
also enabling submicron self-powered robots.
Machine vision (MV), a sensing technology with one or more cameras
attached to a robot with interface built into the robot controller, has added to
the flexibility of advanced robot systems. MV systems use cameras to measure
variations and position the next motion and to handle the workpiece quickly
and accurately with repeatability.
Robotics is one of the key technologies in smart manufacturing that has the
potential to be as transformative as the Internet. The following are excerpts
from the Computing Community Consortium Roadmap for U.S. Robotics:22
• Three factors drive the adoption of robots: economic growth, quality of
life, and safety of our first responders during an emergency event.
• Robots (need) to be smarter, more flexible, and able to operate safely in
less structured environments shared with human workers.
• In the aftermath of the earthquake in Fukushima, the deployment of
robots for assessment of the magnitude of the damage and assessment of the
(unsafe) environmental impact.
• Through adoption of robots in flexible manufacturing, it is possible to
generate production systems that are economically competitive to outsourcing
to other countries with lower wages.
• Robotics technology has advanced sufficiently to allow for “human-
augmented” labor that enables acting on the vision of coworkers who assist
people with dirty, dull, and dangerous tasks.
To be successful, robots must share risk and responsibility with human so
to democratize in manufacturing environment. Robotic systems entail to be
smarter, perceptive, human-like dexterous, interactive, integrated with CPS,
flexible, and can operate safely sharing with humans or other robots in a less
structured environment.
Drivers in the Internet age include wireless networking, cloud computing,
big data, and analytics. “Cloud robotics,” shift the demanding processing, data
management, and analytics to the cloud. The concept of cloud robotics can be
on demand, sharing data and “open-source” code such as the rising popular-
ity of the robot operating system, regular backups, software updates, and
security maintenance. Huge data centers hosting the cloud can collect data,
accumulate shared datasets, perform analytics, and take corrective action.
Large companies have been the major users of robots since they can afford to
maintain full-time costly resources in coding, operating, and maintaining
them. Small companies, benefitted by the IoT and the Industrial Internet (see
the following section), can use robots with economics.
Driverless car, the self-driving car, or robot car is an autonomous car (AC)
capable of fulfilling the human transportation capabilities of a traditional car.
AC is a major branch under robotics. The AC is equipped with vision, sen-
sors, connectivity, and big data analytics via the cloud to share maps, data, etc.
As of 2014, the states of California, Nevada, and Florida allow blind people to
drive an AC on the highway.
1.3.6 Best Practices in Manufacturing
There are many best practices that can be learned from global manufacturing
communities. The Toyota Production System (TPS), Total Productive
15/09/15 3:30 PM
 ADVANCED MANUFACTURING AND GLOBAL MANUFACTURING     1-7

The Relationship between TPS (JIT) and TPM

Toyota Production System (TPS) =

Eliminating the 16 Big Losses with TPM
uncompromising elimination of waste (ask “why?” five times)
Multi-process handling
Toyota production Breakdown loss
Flow production
system Setup and adjustment loss
Zero defects
Just-in-time production Cutting-tool replacement loss
Kanban (the means by which the system is operated) Startup loss
Zero inventory
The 2 pillars of TPS

Minor stops and idling loss

Production leveling (for coping with diversification)
Speed loss

Smaller lots and quicker changeovers Quality defect and rework loss
Totally standardized operations Shutdown loss
1 Cycle times
Management loss
2 Task sequences
3 Standard WIP (work in progress) Motion loss
Autonomation (stop the line if anything goes wrong) Logistic line organization loss
Logistics loss
Visual control “Andon” (trouble lights)
Measurement and adjustment loss
Availability (ready to operate whenever needed)
Yield loss
Reliable maintenance Energy loss

Changeovers-time reduction Consumables loss

From better operations to better equipment
The Toyota Production System (from ‘The Toyota Production System’ by Taichi Ohno)

TPM: To engage all levels and functions in an organization to maximize the overall effectiveness of production equipment.

Figure 1.7 Toyota Production System and Total Productive Maintenance. (Courtesy of Japan Management Association Consultants, Inc.)

Maintenance and Management (TPM) system (Fig. 1.7), and 5-S plus Safety 1.4 ADVANCED MANUFACTURING AND GLOBAL
(Fig. 1.8) are examples that should always be considered and incorporated in MANUFACTURING
AM environments. Evolving the IR into the global economy and global supply chains is inevitable.
The Boeing 787 global value chain that considers value and quality brought
Boeing 787 assembly parts from countries in four continents. Dr. Yoram
Koren, professor at the University of Michigan and a member of the National
Academy of Engineering, has described global manufacturing as follows:
• Global manufacturing is the integration and interdependency of world
Sort Set in order markets and resources in producing consumer goods
(Organization) (Orderliness) • Global manufacturing drivers
–– Government’s openness to foreign trade and international cooperation
Clearly distinguish Keep needed
–– Industries desire to grow in global markets
needed items from items in the –– New or innovative technology that facilitate globalization
unneeded items correct place to The United States outsourced its manufacturing and much of its pollution to
and eliminate allow for easy and other countries, but some of the pollution is blowing back to the United States
the latter Sustain immediate retrieval (Fig. 1.9). We are in a global manufacturing community and all countries
(Discipline)
Make a habit of
maintaining established
This is the Keep the workshop 25.0%
procedures
condition we swept and clean 19.0%
support when we
13.0%
maintain the first three
pillars 7.5%
Standardize Shine 4.0%
(Standardized (Cleanliness) 2.0%
cleanup)
0.8%
0.4%
0%
Figure 1.8 Eliminate waste. (Source: NIST http://www.epa.gov/lean/environment Figure 1.9 Annual average percent of black carbon pollution related to Chinese
/methods/fives.htm.) exports. (Courtesy of University of California—Irvine.)

01_Geng_ch01_p1.1-1.14.indd 7 15/09/15 3:30 PM

 1-8     Advanced Manufacturing with Cloud, Internet of Things, and Sustainability
around the world must work together in order to enjoy economic growth and
a sustainable environment.23
1.5 INTERNET OF THINGS AND ADVANCED
MANUFACTURING
To modernize machine-to-machine interaction over the Internet, Internet
Protocol (IP) address was changed from 32-bit base to IP version 6 that has a
128-bit base (=2128) with a total of 340 undecillion IP addresses (340 × 1036 or
340 trillion trillion trillion addresses). Mobile and smart devices such as lap-
tops, tablets, wearable smart bands, or smart phones as well as sensors, such
as RFID, at manufacturing floor or end products with IP addresses, are com-
municating constantly.
The IoT, also known as CPS, is defined as: “. . . the name for the combina-
tion of the IoT and system control. So rather than just being able to ‘sense’
where something is, CPS adds the capability to control the ‘thing’ or allow it
to interact with the physical world around it.”24
The McKinsey Global Institute forecasted that there will be 50 billion indi-
vidual connections to the IoT by 2020. There will be $2 to $6 trillion in sales
relating to the IoT by 2025. The Gartner 2013 Report forecasted that, by 2020,
the IoT will result in $1.9 trillion in global economic add-value through sales
into diverse end markets.
The IoT interconnects governments, transportation, healthcare, financial
institutions, educational institutions, manufacturing industries, smart grids,
smart cities, smart homes, and many others in a macro view (Fig. 1.10). For
this chapter, our focus will be on the interrelationship between AM and its
components within the IoT and the Industrial Internet.
Municipal command
and control center
Cloud and services
Smart
grid
Hospital
optimization
Responsive
store
Comms
network
optimization
Intelligent
city
Intelligent
Hospital
Intelligent
medical
devices Connected
ambulances
Figure 1.10 Roving Report: Intel intelligent systems framework simplifies the “Internet of Things.” (Courtesy of Intel Corporation. http://embedded.communities.intel
.com/community/en/applications/blog/2012/09/11/roving-reporter-intel-intelligent-systems-framework-simplifies-internet-of-things.)
1.5.1 Cloud and Manufacturing
According to the definition by NIST, cloud computing has five characteristics:
on-demand self-service, broad network access, resource pooling, rapid
expansion, and measured services. The cloud has been modeling similar to
utility companies (power, water, and natural gas). It is deployed in public,
private, or hybrid sectors. Major high-tech companies, such as Amazon,
Google, Hewlett-Packard, and Microsoft, have IT and facility expertise in
managing data centers. They offer computing space as a service and the users
can scale per demand and pay as you go.
Cloud computing has various service models including Software-as-a-
Service, often simply referred to as SaaS. Autodesk and SAP are good exam-
ples of SaaS. IBM offers Infrastructure-as-a-Service (IaaS) to Whirlpool
(a major U.S. appliance company) to help transition from an on-promise
hosting environment to a global cloud model. Disaster- Recovery-as-a-
Service (DRaaS) ensures your data is protected and recoverable by you and
your customers. Cloud service is secure, controlled, reliable, and economic.25
01_Geng_ch01_p1.1-1.14.indd 8
1.5.2 Big Data and Manufacturing
The IDC has forecasted that the size of big data will rocket toward
8 zettabytes (1 ZB = 1 × 1021 bytes) by 2015. Today, the Library of Congress
holds 147 million of assets that is equivalent to 462 terabytes (1 TB = 1 × 1012
bytes) of digital data; 8 ZB is equivalent to 18 million Libraries of Congress. In
the manufacturing world, big data is generated from simulations, CAE/CAD/
CAM, sensors within a CIM, supply chain, customer relationship management,
information collected by sensors in the “Industrial Internet,” and many more
applications used for analytics.
1.5.3 IoT and Manufacturing
In the late 1970s, Apple ][ computers successfully entered the market (Apple
did it again with its iPhone in 2007). IBM followed with the personal com-
puter (PC): the IBMjr, PS/1, and then the Advanced Technology model. To
avoid competition with their PCs, IBM introduced, at a premium price, a
patented Industry Standard Architecture (ISA) bus/slot. This triggered the
“PC compatible” market that then became popular and at a much lower price.
With the availability and affordability of PC compatibles, many manufactur-
ing technologies were developed and proliferated in the “factory of automa-
tion.” Numerical controls (NCs) evolved from punched cards, then paper
tapes to 5.25'' disks, and finally direct numerical controls (DNCs) and distrib-
uted NCs. NC machines evolved into computerized numerical controls
(CNCs) that had the capability to store and validate NC programs on CNC
machines. Flexible machining systems (FMSs) grew into flexible manufactur-
ing systems. Programmable logic controllers (PLCs) allowed the remapping
of electric circuits by changing logic diagram in computer without hard wire.
Supervisory control and data acquisition (SCADA) orchestrated and
Factory
optimization
Logistics
optimization
Home energy
management Traffic flow
optimization
Intelligent
factory
Intelligent
highway
Traffic
Intelligent cameras
digital Automated
signage car system
controlled energy uses and other functions in a factory—from material require-
ment planning (MRP) which then advanced to MRP II, and then to enterprise
resources planning (ERP). Other technologies such as manufacturing execution
systems (MESs), computer-integrated manufacturing (CIM), CIM, local area
networks (LANs), and needed protocols were also evolving. These technologies
further advanced manufacturing processes, productivity, and transformed
economies as well as created many islands of automation in a factory.
Today, most of these technologies have aged and are now augmented with
manufacturing technologies such as supply chain management. The adaption
of the Internet and advanced IT technologies, such as the wide area network
and Wi-Fi, has brought the economy to the next level of IR. Obviously, there
will be even more islands of factory created through IoTs.
Each individual entity within the IoT manages its business, using the World
Wide Web and the cloud to collect big data, performs analytics, and executes
required actions. The entities include aviation, power, rail, oil, and gas to
governments, healthcare, financial institutions, and educational institutions.
15/09/15 3:30 PM

The world’s information comes from several sources, including govern-
ments, high-tech enterprises (EMC, HP, IBM, and Intel), consumers (WWW,
Alibaba, Amazon, Facebook, Google, Netflix), and machine-to-machine
information by major manufacturers (ABB, GE, Schneider, Siemens).
Machine-to-machine information is produced, transmitted, and captured by
the owner’s networked sensors.26 General Electric calls it the “Industrial
Internet (II)”27 which could be considered as a subset of the CPS.
Many major manufacturing companies have offered servitization. This busi-
ness model extends their products into after-sales service all the way through
the end of the product life cycle. By applying the cloud, collecting big data,
performing analytics to automate processes, optimizing performance, predict,
and planning when a component needs to be replaced servitization eliminate
downtime, extend product life, and minimize the cost of ownership.
The servitization model has been successfully operated by major corpora-
tions. Every day, GE collects more than 30,000 operating hours of machine-
to-machine data from more than 1600 globally deployed power generation
assets, supplemented with a 15-TB database representing more than 100 million
fleet operating hours of big data.28 This II business model has expanded to
it aerospace, railroad, power generation and distribution, and healthcare
businesses.
As the future of IoT in the manufacturing industry is being networked,
logistics and supplier networking will grow enormously complicated; prod-
ucts will be inextricably linked to information. Huge amounts of data will
require rigorous mathematical algorithms and analytics.29
1.6 SUSTAINABLE MANUFACTURING
On November 18, 2012, the World Bank issued a report titled “Turn Down the
Heat: Why a 4°C Warmer World Must Be Avoided.”30 The report described
what the world would be like if it is warmed by 4°C (7.2°F) (Fig. 1.11). “The 4°C
world scenarios are devastating: the inundation of coastal cities; increasing
risks for food production potentially leading to higher malnutrition rates; many
dry regions becoming dryer, wet regions wetter; unprecedented heat waves in
many regions, especially in the tropics; substantially exacerbated water scarcity
in many region, increased frequency of high-intensity tropical cyclones; and
irreversible loss of biodiversity, including coral reef system.” As of 2014, the
phenomenon has been witness in the United States and around the world.
Why a 4°C Warmer World Must Be Avoided”
Scripps institution of oceanography
380 NOAA Earth system research laboratory
Parts per million
360
340
320
1960 1970 1980 1990
Year
Atmospheric CO2 concentrations at
Mauna Loa observatory, Hawaii.
Figure 1.11 Turn down the heat. (Courtesy of NOAA and World Bank.)
Human beings generate all kind of heat from manufacturing goods, build-
ing houses, traveling by cars or airplanes, operating data centers, cloud com-
puting, collecting data and analytics, and other activities that make our life
comfortable. They all require energy in manufacturing environments and
expel both heat and CO2 which are detrimental to our environment. An input
of 1 W used to manufacture goods results in 1 W of heat output. Few of us will
want to change our living standards, but we can reduce heat output by effi-
ciently designing and operating manufacturing processes and reducing waste.
01_Geng_ch01_p1.1-1.14.indd 9
SUSTAINABLE MANUFACTURING    1-9
1.6.1 Sustainable Manufacturing Forces and Drivers
Professor Michael E. Porter’s How Competitive Forces Shape Strategy31
describes the famous “Five Forces” or key elements that lead to state of com-
petition in an industry. What are these forces, and the plan, in which to
achieve sustainable manufacturing (SM) where social responsibility should be
used to guide a company in a responsible manner?
NIST’s overview of SM states: “To achieve sustainability, products, pro-
cesses, and services should meet the challenges not only related to their func-
tions and performance but also to environment, economy, and social issues.
Currently, researchers from different perspectives using various approaches
are addressing these challenges. Companies interested in developing sustain-
able products should be sensitive to sustainability-related standards, design,
and manufacturing techniques and tools.”32
From this overview, three forces or more can be summed up: society, envi-
ronment, and economy. Within each force, there are many drivers that could
be considered:33
• Society
Drivers to consider: Manufacturer should have good relations with
workers, community, government, suppliers, and ensure product safety.
• Environment
Drivers to consider: Manufacturer should use energy and resources
efficiently, use environmental friendly materials, use renewable energy,
minimize waste and emission, and protect the ecosystem.
• Economy
Drivers to consider: Innovation, job creation, generating sales and profit,
and making contributions to government.
1.6.2 Cradle-to-Cradle Sustainable Manufacturing
The one-time popular phrase “cradle to grave” in the 1980s has evolved into
“cradle to cradle” which closely considers the eternal life cycle. During this life
cycle, what are the elements that influence and facilitate SM? All manufactur-
ing goods will go through the following cycle: design (inputs), production
(operations), use (products), and post use (recycling or reuse).34 It is impera-
tive to consider green supply chain from sources to customers for reuse or
recycling as well as green transportation.
“Turn Down the Heat:
(World Bank Report)
80°
60°
0.5
40°
20°
0°
–20°
–40°
1.5
–60°
–80°
–1.0 –0.5 0.0 0.5 1.0 1.5
Relative sea-level change (mm/y)
2000 2010
Present-day rates of regional sea-level rise due to land
ice melt only. (Source: Bamber and Riva 2010.
“…3.2 cm per decade…” )
Green Product Design and Inputs (Raw Material)
SM starts from the product design phase which considers using either new,
biodegradable, recyclable, or reusable materials. An example of new materials
may be WBG that improves performance yet use less energy to operate. New
materials use less energy to manufacture and save energy consumption such
as carbon fiber–replacing steel. The design of new products considers apply-
ing 3D printing to make components that are stronger yet no energy is wasted
in welding and removing material.
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 1-10     Advanced Manufacturing with Cloud, Internet of Things, and Sustainability

Green Manufacturing Process and Efficient
Operations (Green Production)
There are always “low-hanging fruit” opportunities with both low invest-
ments and good returns. Applications of the TPS, or just-in-time (JIT) and
TPM systems provide techniques that will result in process improvement,
production waste reduction, and improvement of overall equipment effective-
ness and efficiency. Any waste-reduction practice reduces the power con-
sumption of machine tools. Other opportunities, such as eliminating the
warm-up time needed for machine tools, reducing idle, and space reduction
(one turn mill center instead of two separated machines) will reduce energy
consumption and space requirements. Always look for waste and consider
recycling materials, cutting tools, coolant, and water in a factory.
• GHG carbon emissions: Pounds of carbon dioxide equivalent emitted
per unit output
• Standard or hazardous wastes disposal, etc.
The Climate Registry provides standards for calculating, verifying, and
reporting greenhouse gas (GHG) emission. It is important to plan and con-
duct benchmarks among like companies. The information is also useful to
benchmark self-trending year over year improvements.
Life-cycle assessment (LCA), also known as a “cradle-to-grave” analysis, is
a tool used to systematically evaluate environmental impacts associated with
a product’s life cycle. LCA provides reliable performance information in order
to achieve life-cycle economy. The International Organization for
Standardization (ISO) has a framework for this, called ISO14040 on LCA.35

Green Factory and Facilities Greenhouse Gas Calculation and Label

SM covers not only materials but also manufacturing processes, and recycles
or reuses materials directly related to the products. It is imperative to con-
sider the impact of the second tier of manufacturing. Manufacturing build-
ings can be designed and constructed using the U.S. Green Building Council’s
Leadership in Energy and Environmental Design (LEED) rating system.
LEED, is the de facto U.S. guideline for the design, construction, and opera-
tion of high-performance sustainable buildings. Electric power used at these
facilities could be generated from solar panels, wind turbines, fuel cells, or
combined heat and power generated at site.
Another option is to purchase green electric power generated from renewal
sources, which has been done by many high-tech companies. Free cooling
using outside air and water should always be considered. Installing energy-
efficient HVAC systems, variable speed drives, direct drive motors, LED light-
ing, and direct current networks are all good green options. Other examples
such as using gray water needed for company ground, hydrogen fuel for fleet
cars and lift trucks could also be considered.
1.6.3 Sustainable Manufacturing Standards and
Measurement
Standards
In order to “practice what you preach” on SM, there are international stan-
dards that can be applied and adhered to. NIST has assembled a comprehen-
sive table that includes international recognized standards (Table 1.1).
Every new car sold in the United States is required by law to post miles per
gallon information which is used to calculate fuel cost of the cars.
The first Carbon Reduction Label was introduced in the United Kingdom
in 200l by the Carbon Trust which indicated the carbon footprint embodied
in a product. Examples of products that feature their carbon footprint include
Walkers Crisps, Kingsmill bread, British Sugar, Cemex Cement, Marshalls
Paving, and Quaker Oats, as well as many more. One of the biggest supporters
of carbon labeling is Tesco, company that has labeled a range of products
including washing detergent, light bulbs, oranges, milk, and toilet paper. In
the not so distant future, we will see more and more green labels posted on
food and consumer products for green conscious consumers.
The same principle could be used in sourcing manufacturing materials.
This calculation might be impacted by “Making CO2 an Energy Asset.”36
1.6.4 Green and Lean Supply Chain Management
Being green and ethical is no longer an option. It is now a necessity for all
companies to participate in a sustainable green supply chain (SGSC). Some of
the key drivers of this are corporate social responsibility, economic competi-
tiveness, market demands, and regulatory requirements.
The Institute for Supply Management (ISM) describes SGSC as: “A model
that aims to make sure the materials and processes being used are environ-
mentally friendly and to eliminate any waste within the supply chain to
become as sustainable as possible. By moving toward an SGSC, organizations
can discover new opportunities to reduce costs.”37 SGSC focuses are in 3D

Table 1.1 Sustainable Manufacturing Standards

Voluntary and regulatory standards and directives Product, process, and service level standards
RoHS ISO 14000 GHG Forest Stewardship
Restriction of Hazardous Environmental Greenhouse Gas Protocol Council Certified Wood
Substances Directive Management Standards
GRI REACH ISO 19011 Energy Star LEED Certified Green-e
Global Reporting EU Chemical QMS and EMS audits Clean Vehicles Certified Organic
Initiative Management Products Labeling
WEEE ELV IPC 1752 Salmon Friendly Cleaner and Green Seal Product
Waste Electrical and EU End of Life Vehicles Materials Declaration Products Greener Standards
Electronic Equipment Directive Management Certification
Directive
BS 8900 Sustainable Mgt IEEE 1680 EPA’s AP42 — — —
IMDS JIG-101 NSF/ANSI STANDARD 140 — — —
(SOURCE: NIST.)

Sustainability Benchmarking
Professors Robert Kaplan and David Norton once said: “If you can’t measure
it, you can’t manage it.” The following is a structure that illustrates the organi-
zation on “measure performance” (Fig. 1.12).
Depending on the product, the following are commonly used benchmark-
ing metrics using typical calculations. In a macro view, a CO2-GDP ratio
could be useful information in green supply management:
• Material waste: Materials wasted per unit output
• Energy consumption: BTUs per unit output
• Water consumption: Gallons of fresh water consumed per unit output
• Toxic emissions: Pounds of toxic material emitted by the process per unit
output
• Pollutant emissions: Pounds of pollutants emitted by the process per unit
output
(dematerialization, detoxification, and decarbonization) and 4R (reduction,
redesign, reuse or recycling, and remanufacturing).
3D is centered around the reduction in the use of materials, waste, natural
resources, and energy per unit of the product or service. Detoxification aims
to use materials that have a lower level of environmental toxicity, which is less
harmful to humans and the environment. Decarbonization focuses on the
reduction of the carbon footprint released per unit of product and improves
energy efficiency.
Whether it is 4R or 6R (reduce, reuse, recycle, recover, redesign, and remanu-
facture), companies are now focusing on extending the life of a product from
cradle to reuse and remanufacturing, with no waste, and being lean (http://www
.oecd.org/innovation/green/toolkit/actionstepsforsustainablemanufacturing
.htm).

01_Geng_ch01_p1.1-1.14.indd 10 15/09/15 3:30 PM

 THE FUTURE OF ADVANCED MANUFACTURING     1-11

Sustainability standards and reporting

Measure
performance

What to measure How to measure How to report How to verify/validate

Data
Indicators/ Standards
Metrology availability/ International
metrics based
generation

Life cycle Accuracy EU

Engineering GRI
(cradle to cradle Precision ECHA
tools CPD
and cradle to Units EMAS
Dow Jones
grave) Uncertainty ISO
…
Reference data …
Reference materials Business
Measurement methods tools
Predictive tools Compliant
Product Information models based National
level Standards LCA
Measurement methods tools
Measurement devices Federal
Process state
level Voluntary regional
GHG protocol
ISO 14000
Service ISO 19011
level ASTME60 Private/public
IPC 1752 partnership

Regulatory
RoHS
REACH
ELV
WEEE
USEPA

Figure 1.12 Sustainability standards and reporting. (Source: NIST.)

1.7 THE FUTURE OF ADVANCED MANUFACTURING Creativity

The keywords for the future of AM are being researched by major consulting
firms and include the following:
• Innovation, disruptive innovation, breakthrough, innovation business
model, technology investment, changes
• R&D, technology converge, partnership model
• Supply chain, servitization optimization, 3D value chains, near shoring,
or sourcing
• Factory of the future, higher-skilled labor, division of labor, fewer jobs
prepare yourself
• Speed to market, accelerate
• Connected, IT investments
• Global, manufacturing closer to the end market
• Sustainability, energy consumption, clean energy
Innovation is the leading catalyst of IRs and AM.
1.7.1 Creativity, Invention, and Innovation
From the leaders of countries to companies of all sizes, there is endless pro-
motion for becoming innovative. As of 2014, a report by the National Science
Board cites the United States, European Union, and China as the top three
leading countries in R&D expenditures.38 In the same report the top three
countries with a “global triadic patent” are Japan, the European Union, and
the United States. The amount of money spent in R&D seems to not be
directly related to how many patents are invented. The report does show that
it is imperative to understand, promote, organize, and implement a successful
innovation program in a country or company.
Albert Einstein once said: “Creativity is seeing what everyone else has seen
and thinking what no one else has thought.” Creativity is the capability or act
of conceiving something original or unusual.39 Creativity is hard to measure.
As illustrated in Fig. 1.12, a flying man or flying machine were once imagined,
but no further progress was made after the patents were granted.40 There were
many creative thoughts illustrated in the Journey to the West, a classic Chinese
mythological story by Wu Chengen dating back to 1592 which described the
adventures of a Tang Dynasty priest and his three disciples during their
travel to India. In the story, the Monkey King could ride a cloud and fly, clone
himself, see through, along with many more creative ideas that were written
about but could not be done at the time (Fig. 1.13).
Invention
The Merriam-Webster's Dictionary defines “invention” as “discovery, a device
or process originated after study and experiment.” Invention is the creation of
something that has never been made before and is recognized as the product
of some unique insight. The Wright Brothers invented three axes of pitch, roll,
and yaw to control a “heavier-than-air machine that took off on its own
power.”41
Innovation
Innovation is making changes to something that already exists by introducing
new ideas, new processes, new products, or new business models. Apple’s iPod
replaced Sony’s Walkman. Light bulbs were innovated from incandescent, to
CFL energy-saving bulb, to LED light. Flying machines were innovated from

01_Geng_ch01_p1.1-1.14.indd 11 15/09/15 3:30 PM

 1-12     Advanced Manufacturing with Cloud, Internet of Things, and Sustainability

Creativity —flying man/machine (1885) To some extent, creativity, invention, and innovation could be nurtured
(“conceiving something original or unusual”) (Fig. 1.15) or trained using methodology such as the “Triz” technique to har-
ness your brain power. Steve Jobs once said “innovation has nothing to do
with how many R&D dollars you have. When Apple came up with the Mac,
IBM was spending at least 100 times more on R&D. It’s not about money. It’s
about the people you have, how you lead, and how much you get it.”
Disruptive Innovation and Technologies
“Disruptive innovation,” a term coined by Professor Clayton Christensen at
Harvard Business School, is defined as “products, services, or business models
that initially target small, seemingly unprofitable customer segments, but
eventually evolve to take over the marketplace.”42 Disruptive innovation is
often centered on customer problems. It is simple yet convincing, accessible,
and most time cheaper than its competitors.43
Figure 1.13 Left: “THE MODERN FLYING MAN,” Taken from U.S. Patent-office
As a result of disruptive innovation, disruptive technologies (DT) displace
reports. Middle: The Flying Man—Rétif de la Bretonne’s idea. (From an old number of
“Scribner’s Magazine.”), T. W. Mather, “Flying Machines,” THE POPULAR SCIENCE an established technology and shake up the industry. McKinsey Global
MONTHLY, 1885. Right: "JOURNEY TO THE WEST" (Courtesy of www.nipic.com, Institute’s (MGI) listed the 12 “DTs.”44 Obviously, new technologies will
source unknown) become DT to today’s technologies.
The Hype Cycle, developed by Gartner Inc., provides a “graphic representa-
tion of maturity and adoption of technologies and applications.”45 It also dis-
gliders, to propeller planes, to jet engine airplanes. These are all good exam- plays the latest disruptive technologies (Fig. 1.16).
ples of innovations (Fig. 1.14). Sears, JC Penney, and Kmart have seen their
business deteriorating as Wal-Mart and Amazon grew with disruptive busi- 1.8 CONCLUSION
ness models.
For every IR, inventions and innovations are the driving forces leading to
growth in productivity, GDP, and improvements in living standards in this
competitive global market. Connectivity, energy efficiency, and sustainability
are essential. We are emerging to an IoT and globalization at an unprecedented
Innovation ( )
(“implementation of something new”) pace. Manufacturing jobs will demand higher-skilled workers to perform
increasingly complicated manufacturing work. It is imperative to understand
the proven as well as emerging technologies and adapt ourselves and face
these new challenges.
We must prepare ourselves in this rapidly changing and ever-challenging
world. “Where will manufacturing be in next 5 years?”46 The keywords for the
future of advanced management include:
• Innovation
• Connectivity
• Continual improvements
• Continual education
• Clean renewable energy
• Sustainability
Innovation must be built into a company’s culture and award patent win-
ners. Sustainability does not come from the desire of the greener (Y) genera-
Figure 1.14 Innovation: “Implementation of something new.” (Courtesy of Amica tion alone. We must demand and practice sustainability while accelerating the
Association.) pace of innovation.

Creativity and

Invention is an Innovation, but Innovation is not an Invention.

Figure 1.15 Cultivate creativity. (Courtesy of Amica Association.)

01_Geng_ch01_p1.1-1.14.indd 12 15/09/15 3:30 PM

 REFERENCES    1-13

Expectations Internet or things

Natural-language question answering
Speech-to-speech translation Wearable user interfaces
Autonomous vehicles Consumer 3D printing
Smart advisors Cryptocurrencies
Complex-event processing
Data science Big data
Prescriptive analytics In-memory database management systems
Neurobusiness Content analytics
Biochips
Affective computing
Smart robots Hybrid cloud computing
3D Bioprinting systems Gamification Speech recognition
Volumetric and Augmented reality
Consumer telematics
holographic displays Machine-to-machine
3D scanners
Software-defined anything Human communication services
Quantum computing augmentation Mobile health Enterprise 3D printing
Brain-computer interface Quantified self monitoring
Activity streams
Connected home Cloud computing In-memory analytics
NFC Gesture control
Smart workspace Virtual reality
Digital security
Virtual personal
Bioacoustic sensing
assistants As of July 2014
Innovation Peak of Trough Slope Plateau
inflated of of of
trigger expectations disillusionment enlightenment productivity
Time
Plateau will be reached in:
Less than 2 years 2 to 5 years 5 to 10 years More than 10 years Obsolete before
plateau
Figure 1.16 Hype Cycle for emerging technologies, 2013. (Source: Gartner, August 2014.)

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FURTHER READING
Advanced Manufacturing Partnership 2.0, http://www.manufacturing.gov
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Automation, Research Triangle Park, NC, 2009.
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