The Manufacture of a New Generation of Headlamp Reflectors

Author(s):  
J F Monk ◽  
L S Morgan

This paper reviews the development and implementation of a radically new manufacturing system for the production of advanced automobile headlamp reflectors using a thermosetting plastics material. The new system has replaced the traditional method which involved pressed and fabricated steel reflectors. This project has required wide ranging interaction of many business functions. They include sales and marketing, material process and production research and development, product design and development, and factory production engineering. Product design in particular has benefited from the improved optical performance of the new reflectors, providing beams of a higher photometric output and having a more closely defined pattern. This has been achieved whilst product quality, durability and competitiveness have been improved. In addition, the high aspect ratio headlamps made possible by the plastics reflectors have allowed lower vehicle bonnet designs, resulting in lower coefficients of drag and thus improved fuel economy.

2014 ◽  
Vol 474 ◽  
pp. 103-108 ◽  
Author(s):  
Roman Ružarovský

Production engineering is currently characterized with continuously changing and expanding, producers have to be flexible in this regard. It means that need to offer production possibilities, which can respond to the quick change. Engineering product development is focused on supporting CAD software; such systems are mainly used for product design. The integration of flexible manufacturing systems and subunits together with product design and of engineering is a possible solution for this issue. Product designers use different types of CAD systems that are incompatible with each other. To enter a new product, it is necessary to transform CAD data and re-enter into the production system used by the manufacturer. The solution is to generate NC data directly from a CAD model and transform the data uploading to control system of flexible manufacturing system. The integration of flexible manufacturing systems and subunits together with product design in CAD and of engineering is a possible solution for this issue. Integration is possible through the implementation of CIM systems. Such an explanation and finding a connection between CAD and production system ICIM 3000 from Festo Co. is engaged in the research project and this contribution.


2018 ◽  
Vol 4 ◽  
Author(s):  
Étienne Boisseau ◽  
Jean-François Omhover ◽  
Carole Bouchard

The ‘open approach’ is rooted in the open-source and free-software movements. Its application has spread to more fields than computer engineering. Product design is impacted as well: we observe new stakeholders and practices challenging current structured design processes and leading to industrial successes. Open-design appears to be promising yet disruptive. Moreover, its distinctive features remain unclear.This paper aims to popularize this new concept, as well as to give both researchers and practitioners an overview of current research on open-design, and its consequences on design. For this, we conducted a systematic quantitative bibliometric analysis of 624 entries corresponding to the keyword ‘open-design’ in theScopusdatabase. This supports a qualitative synthesis of scientific literature, enabling us to summarize practices falling under the umbrella term ‘open-design’. As such, this paper traces the evolution of product design and the open approach. It also analyzes the impact of open-design on the design process as presented in the scientific literature. Finally, this paper develops a typology of open-design of tangible artifacts that distinguishes among three currently reported varieties of practice:do-it-yourself,meta-design, andindustrial ecosystems. As the major contribution of this paper, this typology is developed as a final discussion.


Author(s):  
Omer Yaman ◽  
Bicheng Zhu ◽  
Utpal Roy

Determination of appropriate product design criteria depends on the requirement specifications as well as their interrelations with other life cycle process information. Although the representation of the design requirements for creating a desirable product/part is a necessity, most of the time it has been carried out by the designer based on his/her own experiences. Such requirement handling processes need deep understanding of the product design, materials, manufacturing, working environments, finance and regulations, and are normally cost ineffective and error prone. Furthermore, very little attentions have been paid to the development of a structured requirement modeling for future intelligent applications. After a systematic study on the categorization of product design related information and requirements, this paper proposes an ontological framework for representing information and knowledge about the engineering product requirements. To demonstrate the use of the proposed requirement model and its role in the requirement management process, a case study related to an automotive brake rotor has been discussed in detail.


Author(s):  
Paul Trott ◽  
Andreas Hoecht

The United States and European economies have witnessed an enormous increase in the amount of specialized business services, which now provide critical inputs to firms in all sectors. It is this area of the economy which has witnessed huge expansion and development. KIBS include traditional professional business services such as accountancy and law, but also a new generation of KIBS such as IT expertise and internet development. Coupled to this growth has been an increase in the level of outsourcing. Outsourcing was originally confined to peripheral business functions and mainly motivated by a cost saving logic, but has now developed into a routine strategic management move that affects not only peripheral functions but the heart of the competitive core of organisations. This chapter analyses previous research and adopts a conceptual perspective in investigating the innovation-related risks to the organisation that can arise from strategic outsourcing. It uses the example of KIBS outsourcing to highlight the increased risks that arise from a move from traditional to strategic outsourcing and discusses some measures that managers can take to attempt to control these risks.


2008 ◽  
Vol 59 (6) ◽  
pp. 626-637 ◽  
Author(s):  
J.-P. Pernot ◽  
B. Falcidieno ◽  
F. Giannini ◽  
J.-C. Léon

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