Cylinder head of KamAZ-740 engine

Contents

Introduction

1 Project Feasibility Study

1.1 Design Analysis

1.2 Working Conditions Analysis

1.3 Selection of process route option

and its feasibility study

2 Process section

2.1 Initial data

2.2 Development of repair drawing

2.3 Justification of lot size

2.4 Determination of the sequence of operations,

selection of equipment, devices, cutting and

auxiliary tool

2.5 Calculation of the annual scope of work of the site

2.6 Calculation of the composition of workers

2.7 Calculation of number of machines

2.8 Calculation of production areas

3 Organizational section

3.1 Organization of technical control at the site

3.2 Planning Solutions

3.3 Layout Plan of Mechanical Section

3.4 Organization of the site operation

Conclusion

List of sources used

Summary

The topic of the course project "Organization of the technological process of restoring the secondary shaft of the KamAZ5320 checkpoint" Includes a calculation and explanatory note and a graphic part on 3 sheets.

The introduction defines the tasks of the car repair system in market relations.

In the section of the feasibility study, the design of the part to be repaired was analyzed, its operating conditions were analyzed, the technological route was selected and its feasibility study was carried out.

The section of process calculation presents the part defect map, the part lot size is calculated, the sequence of operations is determined, equipment, accessories, cutting and auxiliary tools are selected. The annual scope of work of the site, the number of employees, the number of equipment and production areas were calculated.

In the organizational section, the organization of technical control on the site is justified, planning solutions are considered, the layout plan of the locksmith-mechanical section is developed, the mode of operation of the site is selected.

Introduction

One of the most important directions in the transition of the national economy to market relations is the widespread, rational use of raw materials, fuel and energy and other material resources. Strengthening work in this direction is considered as an integral part of the economic strategy, the largest lever for improving production efficiency in all parts of the national economy.

One of the largest reserves of economy and frugality is the restoration of worn out parts. Restoration of worn-out parts of machines provides saving of high-quality material, fuel, energy and labor resources.

To restore the working capacity of worn-out parts, 5-8 times less technological operations are required compared to the manufacture of new parts.

According to GOSNITI, 85% of the parts are restored with wear of no more than 0.3 mm, i.e. their operability is restored when applying a coating of insignificant thickness.

However, the life of restored parts compared to new ones, in many cases, remains low. At the same time, there are examples where the resource recovered by progressive methods is several times higher than the resource of new parts.

The basis for improving quality is the use of advanced technologies for restoring parts.

When restoring the primary shafts, there is a need to find new, more progressive methods of restoration that could increase the life of the parts at a relatively low cost.

The project makes a deep analysis of various methods of restoring hardening by surface plastic deformation of primary shafts.

One of the best methods is to strengthen rolling with a ball.

Based on this, the project developed the technological process of restoration, modernized universal equipment for hardening rolling processing, made a technical and economic assessment of the proposed design and the whole project.

1 Feasibility study

1.1 Characteristics and operating conditions of the part

Round rods include parts that have a cylindrical shape with a length significantly larger than the diameter of the part. Round rods include piston pins, clutch drive axes, water pump rollers, pivots, reverse gear unit axes, pushers, gearbox shafts, cardan shafts and cardan crosses, rear axle shafts and axles, rotary trunnions, steering shafts, inlet and outlet valves, crankshafts and distribution shafts, etc. For their manufacture, structural medium-carbon and alloyed steels, high-strength cast iron are used. In most cases, the working surfaces are quenched with high frequency currents or cementation (cyanidation), followed by quenching and low temperature release.

Round rods are very diverse in shape and size, but according to technological features they are divided into straight round rods, that is, smooth, and rods with a shaped surface, or stepped. Straight round rods have the simplest geometric shape. Rods with shaped surface have more complex shape. They can be with splines on one or more stages of the rod, with threads, with a flange on the end of the rod, with grooves for the exit of the grinding wheel or without grooves, but with roundings of a small radius at the points of transition from one stage to another (galley). Threads, flats, annular grooves, fillets, slots for keys, holes on cylindrical surfaces of rods are stress concentrators.

Some parts of this class have features inherent only to their surfaces. The drive shaft of the gearbox is made integral with the gear; its front support is a ball bearing located in the crankshaft bore. The bearing cavity is filled with lubricant 158 and sealed with a collar. Ball bearing and oil-blowing ring are installed on rear end of shaft with stop against end face of gear, which is locked by ball from turning on shaft. Ball bearing and oil-blowing ring are tightened by ring nut which is locked by strapping of girdle into slots of shaft.

Oil-blowing ring on external surface has right three-start screw thread, which pumps oil into delivery cavity.

Axial travel of the drive shaft is regulated by a set of steel gaskets 0.2 and 0.3 mm thick, installed between the end of the drive shaft cover and the outer bearing race.

Depending on the ratio of length l to diameter d, rigid and non-rigid rods are distinguished. Rigid rods have a ratio of length to diameter in the middle part of not more than 12, i.e. l/d ≤ 12. Non-rigid rods have a ratio of l/d > 12.

When machining round rods, the installation bases are mainly center holes and less often external cylindrical surfaces.

Drive shaft of gearbox in smooth surface sections operates under friction conditions accompanied by alternating loads and mechanical deformations. The destructive factors that reduce the strength of these parts are friction, bending, alternating loads, twisting and cutting. In sections with shaped surface it works under conditions of contact loads accompanied by bending forces. Contact loads, bending and friction are destructive factors.

2.2 Development of repair drawing

The repair drawing is developed in accordance with the requirements of GOST GOST 2.6042000.

In the repair drawing, the places to be restored are made by a solid main line, the rest of the images by a solid thin line. Tolerances for free dimensions (14; 15; 16 quotas) are rounded to tenths of a millimeter .

Repair drawings show only the views, sections, and dimensions required to restore a part.

The repair and fitting dimensions, as well as the dimensions of the part repaired by removing the required minimum metal layer, are indicated in letters, and their numerical values ​ ​ and other data indicate the extension lines or in the table placed in the right upper part of the drawing. Process requirements and instructions are also placed on the repair drawing. The repair dimension designation is performed by adding the index "P" to the part number.

3 Organizational part

3.1 Organization of technical control at the site

Quality of repaired products is assessed by its compliance with the requirements of technical specifications, standards and other documents. A technical inspection service is created for product quality control at the enterprise. The main task of the service is to prevent the production of poor quality products.

The tasks of the technical control service at the production stage also include:

- entrance quality control arriving on the enterprise of raw materials, materials, semi-finished products and components;

- operational control during execution or after completion of certain process operations;

- acceptance control in order to make a decision on the suitability of products for supply and use (GOST 1650481);

-operational monitoring in order to check the correctness of the period of running-in of units and vehicles under operating conditions, observance of periodicity and scope of maintenance, collection and analysis of information on reliability of products of the repair enterprise.

According to the coverage of controlled products, the following are distinguished:

- complete control of all product units in the batch;

-election control, which is characterized by checking one or more units from a certain batch or product flow.

The following are distinguished by the place of inspection:

- stationary control - is performed at a specially equipped control post (section);

-slip control - is performed at the workplace, where the necessary controls are delivered and the controller arrives.

OTK posts are planned, located and equipped taking into account their purpose, the nature of control operations. Control posts specialize in object characteristics (crankshaft control post, body parts control post, etc.).

An important stage in the organization of OTK is the selection of personnel, in which the principle must apply: the superiority of the knowledge of the person in control over the knowledge. The OTK employee must know the process well, be able not only to detect product defects, but also to determine the reason for their appearance, as well as participate in the development of measures to improve the quality of product production.

Areas of modern repair production are organized on the basis of proven in practice technical documentation developed on the basis of advanced technology taking into account the latest achievements in the field of repair and finishing of body units and parts and a sufficiently high degree of equipment, devices and tools. A well-repaired car should not be inferior in reliability and appearance to a new one.

The main reasons for unsatisfactory quality of repair are: unsatisfactory control of materials, semi-finished products and spare products of external supplies; non-compliance with technical requirements for inspection and sorting of parts, for assembly operations, for finishing works; unsatisfactory organization of production logistics and poor organization of jobs; violation of technological discipline; unsatisfactory provision of technical control to prevent scrap in production.

In order to avoid the production of poor quality products, in addition to the continuous improvement of the repair process, the introduction of new equipment, new technological processes and mechanization tools, as well as the improvement of the general technical culture of production, it is necessary to organize proper control in the main areas of car repair, as well as control of materials and spare parts coming to the plant, necessary for the restoration of destroyed or worn out car parts.

Quality control of materials and spare parts coming to the plant is usually entrusted to the factory laboratory and the supervisors servicing the relevant warehouses. As a result of the inspection, as you know, compliance or non-compliance of the product quality with the specifications is revealed.

Since inspection operations cannot change the quality of repaired units and parts, the main task of the inspection is to prevent scrap. For this purpose, it is necessary to organize a product check at each stage of the production process so that the quality of the operations can be affected on time. It is common knowledge that the quality of products is ensured primarily by the correct preparation and maintenance of the production process, the state of equipment, tools and equipment, the qualifications and attitude of workers to their work.

All these conditions depend on the direct executors and production managers - workers, craftsmen, shop managers, who create products and play a decisive role in ensuring the quality of repairs. Thus, the quality of the product is created during its repair, and not during inspection. Considering that a large number of operations are subject to inspection during the repair of parts, when organizing technical control, it is advisable to transfer control of intermediate operations (operational control) directly to the executors themselves - the worker, foreman or site master.

The technical control equipment should be obliged to monitor certain complex intermediate operations and the acceptance of finished products. Control over the observance of technological discipline and prevention of scrap should be carried out by production masters. In some cases, he justified the experience of granting the right to highly qualified workers to hand over their finished products themselves, bypassing the technical control department. However, such an event can be allowed only if the workers achieve a high quality of the work they perform and if there is stability in the quality of the products repaired by them.

A prerequisite for the correct organization of technical control in production areas is the technological preparation of production processes in a single complex with control operations. It is also necessary to provide workplaces and areas where the quality check of the performed operation (complex of operations) is provided with the necessary control tools. The Technical Control Service can perform its functions more easily when it is independent of the production administration.

When raising a sense of high personal responsibility for the quality of work in conjunction with the use of progressive technology in the area of ​ ​ restoration of basic and basic parts, it is also possible to introduce, according to the experience of some enterprises, defective production of products and delivery of them from the first presentation.

The most important task of the repair enterprise, like any other, is to ensure the high quality of the products produced. The main task of technical control at the site is not only to check the quality of the products produced, but also to prevent all malfunctions and deviations in the production work that lead to marriage.

In the area of repairing the crankshaft of the KamAZ740 car, as in the whole enterprise, semi-independent control was applied, which reports directly to the head of the enterprise. Semi-independent control is the most acceptable for repair enterprises as fairly objective control.

The highest form of organization of quality control in the conditions of the repair enterprise is the control performed by the worker himself.

To implement this form of control organization, it is necessary to systematically improve the skills of workers, bring the technical conditions for performing the operation to the attention of each worker, and instil in the workers a sense of responsibility for the quality of work.

Technical control is divided into the following types:

1) At the place of inspection:

1.1) At a specially equipped post or site;

1.2) At the workplace of the work manufacturer;

1.3) On control and adjustment equipment used in maintenance and maintenance of rolling stock.

2) By degree of coverage:

2.1) Selective control of finished products;

2.2) Selective control of maintenance and maintenance technology compliance for individual operations;

2.3) Mandatory control of all finished products;

2.4) Mandatory control of compliance with the entire technological process of a certain type of maintenance and maintenance of rolling stock.

The JTC shall be guided by the following documentation, which shall be permanently located in the department:

1) Regulation on technical control department;

2) Regulation on maintenance and repair of road transport rolling stock;

3) Job descriptions for each TCO employee;

4) OTC instruction on the registration of the car for repair;

5) QTC instruction on quality control of products of workshops and other production units of ARZ and quality of major repairs;

6) Journal of marriage accounting for the products of workshops;

7) Technical specifications for car repair;

8) Adjustment data on car brands;

9) Visual technical documentation (posters, diagram on controlled nodes and mechanisms);

10) Regulatory and technical documentation for maintenance and repair of cars.

The most progressive form of organization of the CTC service is mandatory control of all finished products at a specially equipped post or site with control of compliance with the technological process of all types of maintenance and maintenance of rolling stock. This type of control allows you to timely identify violations of the technological process leading to marriage, prevent its appearance and actively influence the quality of products.

The main method of monitoring compliance with the process is monitoring with the help of instrumentation and tools and visual. Such control should be carried out by the foreman (foreman) of the production site, who is a non-staff employee of the OTC.

Monitoring is the process of comparing the actual results achieved with those planned. Monitoring relates to the procedure for assessing the success of the organization's plans and meeting the needs of the internal and external environment.

The following types of control are distinguished:

- preliminary control. It is carried out before the actual start of work. The main means of carrying out preliminary control is the implementation (not creation, namely implementation) of certain rules, procedures and lines of conduct. The company uses preliminary control in three key areas: human, material and financial resources. In the field of human resources, control is achieved by analyzing the business and professional knowledge and skills that are necessary to fulfill specific tasks of ATP, in the field of material - quality control of services, raw materials to provide high-quality services. In the area of financial resources, the preliminary control mechanism is the budget in the sense that it answers the question of when, how much and what funds (cash, cashless) the organization will need. During the pre-inspection process, it is possible to identify and anticipate deviations from the standards at various points. It has two varieties: diagnostic and therapeutic. Diagnostic monitoring includes such categories as meters, benchmarks, warning signals, etc., indicating that something is not in order in the organization. Therapeutic control allows not only to identify deviations from the standards, but also to take corrective measures.

- monitoring. It is carried out during the work. Most often, its volume is employees, and he himself is the prerogative of their immediate boss. It eliminates deviations from intended plans and instructions. In order to monitor, the control unit needs feedback. All feedback systems have goals, use external resources for internal applications, monitor deviations from intended goals, and adjust deviations to achieve these goals.

- final control. The purpose of such control is to help prevent errors in the future. As part of the final control, feedback is used after the work is completed (at the current one - during its execution). Although final monitoring is too late to respond to problems at the time they occur, it provides management with planning information if similar work is to be done in the future.

At ATP, preliminary control of human resources is carried out by the human resources department for the provision of information by the heads of services and workshops, certification of workers, passing the qualification commission by drivers, etc. Responsibility for the quality of services provided and the provision of ATP materials is assigned to the heads of operational and technical services. The analysis of the business activities of the enterprise is carried out by accounting and planning and economic departments. At the end of the year, a general meeting of all employees is held, where the financial and production activities of the enterprise according to the results of the past year are discussed.

As a rule, control is carried out on the performance of production tasks, in order to increase discipline in the enterprise. Results of control are brought to performers. As a result of the control, there was no lag in the performance of production tasks, there were no delays in work, and a behavior strategy was chosen - to leave everything as it is.

When working with personnel, the administration pays more attention to production, implementation of plans, and the human factor is not taken into account. The possibility of functional growth is minimal, coincidences are not additionally paid.

Unfortunately, middle managers are very reluctant to be distracted by strategic challenges. They spend all their working hours on operational issues, on which the immediate results of their activities and the corresponding encouragement depend. However, many valuable ideas of a strategic nature are put forward by people who have never previously dealt with these issues.

There is a low activity of attending general final meetings, which indicates the lack of interest of workers in the success of the enterprise.