SSM/Squeeze Casting | 2013 Safety Awards | MAY 2014

ALSO INSIDE:2013 SAFETY AWARDS

SEMI-SOLID METAL CASTING TO MEETCAFE STANDARDS(CORPORATE AVERAGE FUEL ECONOMY)

NORTH AMERICAN DIE CASTING ASSOCIATION

NADCA and the NADCA logo above are both registered trademarks of the North American Die Casting Association.

VOLUME 58 NUMBER 3

MAY 2014

PUBLISHERDaniel L. Twarog

EDITORAndrew Ryzner

ADVERTISING & PROMOTIONS MANAGERAthena Catlett

GRAPHIC DESIGNERKristen Castillo

EDUCATION & MEETINGS MANAGERMelisa Ryzner, CMP

EXECUTIVE OFFICES3250 N. Arlington Heights Rd., Ste. 101

Arlington Heights, Illinois 60004

Phone: 847.279.0001Fax: 847.279.0002Email: dce@diecasting.orgWeb site: www.diecasting.org/dce

FEATURES16 Introducing an Improved Process for Semi-Solid Metal Casting of High Integrity Parts A. Koch, K. Tenzek

20 Fire Incident Prevention for NADCA R. Block

22 Energy Conservations in Die Castings Industry Some Practical Examples A. Pari

28 The Role of Temperature During Semi-Solid Metal Processing Dr. F. Czerwinski

33 NADCAs David Laine Scholarship Program Awards Record-Breaking 17 Students D. Hutchins

38 Wage & Benefi t Survey Executive Summary

40 2013 Safety Awards

41 2014 Exhibitor Spotlight

Die Casting Engineer (ISSN 012-253X) is published bimonthly, six times per year, by the North American Die Casting Association, 3250 N. Arlington Heights Rd., Ste. 101, Arlington Heights, Illinois 60004. Periodicals postage paid at Arlington Heights, Illinois 60004 and at additional mailing office. POSTMASTER: Send address changes to address listed above.

Non-member subscription rates: $60 one year U.S., Canada & Mexico; $135 one year other countries (international airmail). Single copies $15 each, except for Suppliers Directory, $35 (Single issues available in North America only).

All material copyright 2014 by the North American Die Casting Association. All rights reserved. Nothing in this magazine may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without permission in writing from the publisher. NADCA is not responsible for any material published in this magazine unless it has been explicitly approved by the NADCA Board of Governors.

DEPARTMENTS02 Chairmans Note03 Letter From the Editor04 Washington Insights08 NADCA Reports10 Dr. Die Cast12 OSHA + EPA Awareness Update15 Ask the Experts47 New Corporate Members48 Corporate Member List52 Chapter News & New Members59 New Products, Services & Solutions60 Industry News & Information62 People in Die Casting64 Classifi ed Advertising 64 Advertising Index

The NADCA logo was hidden here this month. Did you find it?

Eric Treiber, President & CEOChicago White Metal Casting Inc.

NADCA Chairman

Chairmans Note

Mark Your Calendars

Th e 2014 Executive Conference was held in late February in Marco Island, Flor-ida. And what a conference it was. Th e overall attendance of 110+ was believed to be the highest ever (though there was some debate that back in the 1990s, the CEO conference attendance was even higher). Th ose who did attend were treated to a world class conference at an amazing venue. If you did not have the opportu-nity to attend this year, please mark your calendar now for 2015 - February 22-25 at the Marco Island Marriott Beach Resort, Marco Island, FL.

Th e presentations were excellent, and included topics such as: pricing trends in aluminum, magnesium and zinc (with a spirited discussion on the status of the LME and NASAAC aluminum); navigating the Aff ordable Healthcare Act as a small business owner; political, regulatory and legal updates from Washington; and a preliminary view of the 2014 NADCA die casting benchmarking survey. Again, these were just a few of the informative presentations given.

I was able to talk with most of the conference attendees, including a number of individuals for the fi rst time. Repeatedly, I was told that there seemed to be a buzz about this years conference, and many indicated it was the best NADCA Executive Conference they had attended.

Th e North American die casting industry is healthier today than it has been in quite a few years, as evidenced by a number of indicators. Th e strong attendance at this years Executive Conference is certainly an example. In addition, so far in 2014, NADCA members are registering for various education off erings at double the rate that was forecasted. Th is is typically a sign that business levels are growing and management is training new associates, while also making sure that existing team members are exposed to additional training.

So lets strike while the iron is hot. Whats next on the horizon? Th e Plant Man-agement Conference is scheduled for May 21-23 in Charlotte, NC. Included as part of the conference will be a plant tour of Cascade Die Castings world class facility in High Point, NC. You wont want to miss out on an opportunity to tour this TS 16949 registered facility.

Th e Government Aff airs Briefi ng will be held June 10-11. For those who attended the Executive Conference and heard the presentation by Th e Franklin Group (NAD-CAs Washington Representatives), you know that there is much going on in Wash-ington that warrants our attention and requires our voices to be heard on Capitol Hill.

And fi nally, mark your calendar now for the Die Casting Congress & Tabletop that will be held September 22-24 at the Wisconsin Center in Milwaukee. Not only is this expected to be a very widely attended event due to the Midwest location, but with the Wisconsin Center being located in the heart of downtown Milwaukee, attendees will never be far from a cold beer and a brat!

This is typically a sign that business levels are growing and management is training new associates.

From the Editors Desk

Andrew RyznerEditorNorth American Die Casting Association

NADCA Launches Its New Website

NADCA has recently launched a new, updated website at www.diecasting.org. Several months in the making, I think that the improvements that you can see are substantial. You will notice updated sections on the front page News & Head-lines, Quick Links, Featured Topics, Upcoming Events, Classifi eds, and updated Advertisements and Ad sizes for those of you who advertise with us. Overall I think it makes for a much more aesthetic experience to better match current web standards and as you know those standards can and do change every few years. I feel it is important to evolve with those trends.

Th is issue of DCE magazine includes NADCAs yearly Safety Awards for the year 2013. Safety in the workplace is not only important for the obvious reason of keep-ing your employees free of harm, but it also makes your facility a more attractive place to work. Th e Safety Awards honor NADCA Corporate Members that both exceed and meet the average U.S. national safety standards for all of the manu-facturing industry in a given year. Congratulations to all the companies that were awarded the Perfect and Outstanding Safety Awards.

Finally, be ready for the next issue (July) of DCE magazine, as it includes the Suppliers Directory, which is only printed every other year, and serves as the Show Preview for the 2014 Die Casting Congress & Tabletop, which will take place September 22-24, 2014. Th e city for this year is another Midwestern location Milwaukee, WI at the Wisconsin Center. Make sure to mark the date on your calendar. I hope to see you there!

I feel it is important to evolve with those trends.

NADCA Government Aff airs

Three Aluminum Price-Fixing Cases to Move Forward

A U.S. District Court Judge ruled three plaintiff s groups may move forward for now with separate class-action law-suits against Goldman Sachs Group Inc., JPMorgan Chase & Co., their warehousing businesses and the London Metal Exchange (LME) for fi xing aluminum prices by conspiring to reduce the supply of aluminum.

On March 6, 2014, U.S. District Judge Katherine Forrest directed purchaser plaintiff s, commercial end-user plaintiff s and consumer end-user plaintiff s to fi le separate complaints seeking class-action status. Th e defendants will have the right to object to the fi lings. In her order, Judge Forrest designated the law fi rms that will act as co-counsel for each plaintiff group and appointed nine other law fi rms to a steering commit-tee for the direct purchaser plaintiff s.

It is important that U.S. manufacturers have access to globally priced raw materials in a timely manner, said NADCA President Daniel Twarog. Long lead times, supply shortages, outmoded contract terms, and illogical pricing contribute to instability in the aluminum market. Th is drives down manufacturing productivity and encour-ages customers to seek overseas suppliers, said Mr. Twarog.

Judge Forrests ruling comes on the heels of a December 2013 decision by the U.S. Judicial Panel on Multidistrict Litigation to consolidate 26 lawsuits fi led nationwide over aluminum price-fi xing allegations.

Th e North American Die Casting Association (NADCA) is at the forefront of this important issue, submitting testimony to the Senate Banking Subcom-mittee on Financial Institutions and Consumer Protec-tion in January and meeting with representatives of the LME to discuss concerns last year.

House Passes Two Industry Supported Energy Bills

Th e U.S. House of Representatives passed two energy bills supported by manufacturers and other industry groups.

H.R. 2126, the Energy Efficiency Improvement Act of 2014, was passed by the chamber on March 5, 2014 by a vote of 375-36. The legislation directs the Envi-

ronmental Protection Agency (EPA) to establish energy eff iciency best practices for commercial tenants rent-ing space in commercial buildings and creates a new TENANT STAR certif ication program, which the bill models on the existing ENERGY STAR certif ication program. The provision establishes a voluntary, cost-free certif ication and recognition program to promote energy eff iciency during design and occupancy of leased space. The bill also directs federal agencies to implement strategies to increase the energy eff iciency of federal data centers, remove a regulatory barrier to manufacturing large scale water heaters, and would establish a benchmarking and disclosure process for energy consumed in federally leased buildings.

Th e bill, introduced by Rep. David McKinley (R-WV) and Rep. Peter Welch (D-VT), is the fi rst signifi cant bipartisan energy initiative approved by the House in the 113th Congress.

Th e House also passed H.R. 3826, Th e Electricity Security and Aff ordability Act, by a vote of 229-183. Rep. Ed Whitfi eld (R-KY) developed the bill in response to Environmental Protection Agencys new greenhouse gas emissions standards. Th e standards, as introduced by the EPA, are unattainable with currently available technology and would eff ectively ban coal for use in energy produc-tion, aff ecting the cost and reliability of energy.

H.R. 3826 requires the EPA to set emissions targets based on commercially viable technology and requires Congress to review and set a start date for the EPAs new standards for existing power plants, giving energy suppliers time to make necessary compliance invest-ments and maintain coal and natural gas as viable power plant fuels while keeping prices low.

Th e EPA introduced the new power plant standards in September 2013 and rules for existing plants are expected out in June 2014.

NADCA Signs Letter to Congress on Workforce

In March, NADCA joined with other leaders from manufacturing, education, and non-profi ts by sending a letter to the U.S. House and Senate supporting work-force develop and job training programs. In a recent survey, 88% of NADCA members reported they cur-

NADCA GOVERNMENT AFFAIRS

rently have skilled job openings.Many of our members face signifi cant challenges

recruiting qualifi ed employees, said NADCA President Daniel Twarog. Our industry is growing but we cant expand if we cant fi nd the right workers.

A study conducted by Deloitte and the Manufacturing Institute showed there are 600,000 skilled manufactur-ing positions open in the United States. Th e challenges coming from Washington do not only surround decreased federal funding for job training initiatives, but also that Congress has not updated some of these programs since 1998. NADCA is working with House and Senate leaders on moving a bill to reauthorize the Workforce Investment Act (WIA), which expired in 2004.

NADCA Coalition Comments on OSHA Reporting Rule

NADCA offi cially signed comments with its partners, the Coalition for Workplace Safety (CWS), opposing a proposal released by OSHA late in 2013. Th e proposed rule requires businesses with 20 or more employees to

fi le incident/accident reports electronically on an annual basis (those with more than 250 employees fi le quarterly) which they will make public. Th e comments state that the proposed rule does nothing to advance safety, but rather increases regulatory burdens and removes confi dentiality of employer/employee regulatory information.

Th e NADCA coalition believes that workplace safety is everyones concern and improving safety can only happen when all partiesemployers, employees, and OSHAhave a strong working relationship. Without providing the data with meaningful context, the infor-mation is not a reliable measure of an employers safety record or its eff orts to promote a safe work environment. OSHA is expected to fi nalize the proposed rule shortly.

NLRB Revives Ambush Elections Rule

After their defeat on Capitol Hill and the courts, supporters of the NLRB Ambush Election rule recently reissued the proposal. Th rough the Coalition for a Democratic Work-place, NADCA supported offi cial comments opposing the rule which shortens the time between when a union election

NADCA GOVERNMENT AFFAIRS

is called and the vote to as little as 7-10 days.Originally part of the Employee Free Choice Act bill

which failed on Capitol Hill, this is the second attempt by the NLRB to implement the Ambush Election rule after a court ruled last year it violated the law. Th e NLRB is expected to fi nalize the rule in the coming months; however, numerous court challenges are again expected by its opponents.

Climate Change Champion to Chair Senate Clean Air Subcommittee

After Sen. Max Baucus (D-MT) resigned his seat to become the U.S. Ambassador to China, a game of musical chairs began throughout the Senate. His departure created a vacancy at the powerful Senate Finance Committee as well as aff ecting the Senate Environment and Public Works Committee, which has overseas the EPA and other impor-tant regulatory agencies. Taking over the Clean Air and Nuclear Energy Subcommittee is Sen. Sheldon Whitehouse (D-RI) while Freshman Sen. Cory Booker (D-NJ) will chair the Oversight Subcommittee.

Th e shuffl e will have a signifi cant impact on regula-tions and actions under the Clean Air Act, including the National Ambient Air Quality Standards (NAAQs). Th e new Clean Air Subcommittee Chair Whitehouse led the eff ort among 28 Democratic Senators in March to hold the fl oor all night to discuss climate change. Th e Senator is the leading voice in the Senate for action on this issue.

New Toxic Substances Control Act Bill; Hearing Held

The Chairman of the House Energy and Commerce Subcommittee on Environment and the Economy, Rep. John Shimkus (R-IL), released a draft proposal to update the Toxic Substances Controls Act (TSCA). The bill, the Chemicals in Commerce Act (CICA), is based on a bipartisan Senate proposal, S. 1009, the Chemical Safety Improvement Act (CSIA), champi-oned by the late Sen. Frank Lautenberg (D-NJ) and Sen. David Vitter (R-LA).

Th e House Subcommittee has held roughly a half dozen hearings on TSCA. Th e law provides the EPA with the authority to require reporting, record-keeping and testing requirements, and restrictions relating to chemical substances and/or mixtures. While TSCA excludes certain substances such as food, drugs, cosmet-ics and pesticides; hundreds of items used in manufac-turing are covered including polychlorinated biphenyls

(PCBs), asbestos, radon and lead-based paint. Th ere is considerable pressure on policymakers to update TSCA; with some sides calling for the inclusion of more chemi-cals on the controlled list, while others seeking are a more updated approach.

U.S. House Passes Environmental Regulatory Reform Bill

Th e U.S. House passed a bill supported by manufacturers to reform the environmental regulatory process and help speed up permits for businesses seeking to create jobs and expand. Th e Responsibly and Professionally Invigorating Development Act (RAPID) seeks to expedite the per-mitting process by requiring the lead agency to provide a schedule with deadlines, which all participating agencies must also adhere to in their review process. If an agency does not comply, the permit is deemed approved.

Th e bill targets delays at the local level generated as a result of compliance with federal laws and requirements such as completion of an Environmental Impact Statement (EIS) or Environmental Assessment under the National Environmental Policy Act (NEPA). Th e bill places time limits on these various actions to streamline the process.

Senate Report Focuses on EPAs Use of Secret Science

Republicans on the Senate Environment and Public Works Committee released a report in March titled, EPAs Playbook Unveiled: A Story of Fraud, Deceit, and Secret Science. Th e report spends considerable time on an employees manipulation during EPAs deci-sion process in 1997 to establish National Ambient Air Quality Standards (NAAQs) for fi ne Particulate Matter (PM2.5) and ozone. Regulators and lawmakers have based virtually all of their Clean Air Act and air quality proposals since 1997 on the NAAQs data.

Th e report found that the EPA rushed the NAAQs review process, relied on data deemed too week even by their own standards, and exaggerated the health bene-fi ts of the proposed regulation. Late last year, NADCA submitted formal comments to several states in the process of recommending which areas within their boundaries the EPA should designate as not attaining new air quality standards being developed. If states do not meet the new standards by 2020, non-attainment areas will face similar restrictions on manufacturing and economic activity as are in place today.

Webinar Schedule

di ti / bi

NORTH AMERICAN DIE CASTING ASSOCIATION

Date Webinar Time Host

5/2/14 Die Design and Process ControlPart 8 - Thermal Design Example 2 1pm CDT Scott Kirkman

5/6/14 Operator Training Part 9 - Recognizing and Controlling Flow Defects 2pm CDT Jeff Brennan

5/7/14 SMED SeriesPart 3 - SMED Analyzing and Improving 12pm CDT Alex Monroe

5/7/14 Operator TrainingPart 10 - Recognizing and Controlling Porosity 2pm CDT Jeff Brennan

5/13/14 Operator TrainingPart 11 - Eliminating Solder and Flash Defects 2pm CDT Jeff Brennan

5/14/14 Porosity Management Part 1- Understanding Porosity 12pm CDT Ed Herman

5/16/14 Die Design and Process ControlPart 9 - Thermal Control 1pm CDT Scott Kirkman

5/21/14 Porosity Management Part 2 - Die Design 12pm CDT Ed Herman

5/28/14 Porosity Management Part 3 - Casting Design 12pm CDT Ed Herman

6/4/14 Porosity Management Part 4 - Process Control 12pm CDT Ed Herman

6/6/14 Die Design and Process ControlPart 10 - Basic Die Casting Die - Holders and Locking 1pm CDT Scott Kirkman

6/11/14 Metallurgy of Aluminum Die Cast AlloyPart 1 - Alloy Effects, Phase Diagrams, Microstructure 12pm CDT David Neff

6/18/14 Metallurgy of Aluminum Die Cast AlloyPart 2 - Impurities and Melt Treatment 12pm CDT David Neff

6/20/14 Die Design and Process ControlPart 11 - Basic Die Casting Die - Inserts and Fit 1pm CDT Scott Kirkman

Attending a webinar is an excellent way to obtain information without the hassle or cost of travel! These 60 minute presentations will not only address vital information on the topic but also provide adequate time for questions, answers, and discussion.

For a complete list of webinars, including cost and start time or to register please visit: www.diecasting.org/webinar.

NADCA NEWS

NADCA and NAM Partner to Achieve Goal of 500,000 Industry Certifi cationsArlington Heights, IL - Th e Manufacturing Institute and its partners in the Skills Certifi cation System, including the North American Die Casting Association (NADCA), announced signifi cant progress toward achieving a fi ve-year goal to award 500,000 industry-based certifi cations to individuals. Over the past year, the certifi cation partners have issued 117,189 certifi cations, an increase of over 30 percent, bringing the total to 294,478 certifi cations issued since 2011. With 80 percent of manufacturers citing a moderate to severe shortage of skilled workers, this is an important step in closing the skills gap and increasing the competitiveness of U.S. manufacturing.

NADCA is using our die casting educational resources to create certifi cate programs which complement the cur-riculum developed for the Manufacturing Skills certifi cation system, said Daniel Twarog, president of the North Ameri-can Die Casting Association. We are working with some community colleges, and would like to work with more, in order to integrate the die casting resources into the standard courses on basic manufacturing skills. Any die caster inter-ested in partnering with a local community college or trade school should contact NADCA so we can work with that organization to incorporate die casting in their training.

To view the rest of this press release please visit www.diecasting.org/newsletter/2014/031914/21.htm.

Innovative Die Castings Wanted - Submit Your Entry to the International Die Casting Design CompetitionArlington Heights, IL - To be a winner in todays economy, you must meet and even exceed expectations. In a com-petitive global market, customers take notice of the best. NADCA knows that competition improves the competitor. With its annual Die Casting Competition, it recognizes and rewards the outstanding casting designs of the year.

Entering and winning is one of the best ways to gain visibility with leading decision-makers. Th e competition is open to aluminum, magnesium, zinc die castings and other alloy families. Any number of castings may be entered. However, a separate entry form is required for each cast-ing or assembly of castings. In addition, the metal surface cannot be improved or concealed by tumbling, shot blast-ing, coating or other surface treatments.

Judging is conducted by an independent panel of experts from the die casting industry, with no ties to eligible companies. Th e four equally weighed criteria are ingenuity of casting/product design; overall quality; cost savings; and

market-expanding potential. Winning castings will be dis-played during the 2014 Die Casting Congress & Tabletop in Milwaukee, WI and winners will be honored during the Die Casting Awards Luncheon. NADCAs Die Casting Engineer Magazine, NADCAs Website and the NADCA Design Website will also feature the winning castings.

Th is competition helps promote increased use of die castings by recognizing and publicizing outstanding designs. For more information on the 2014 International Die Casting Design Competition please visit, www.diecasting.org/castings/competition or email Daniel Twarog at twarog@diecasting.org.

Th e deadline to submit your casting is June 30, 2014. Dont hesitate!

Correction From NADCAs March DCE MagazinePage A9 from the March issue of Die Casting Engineer magazine contained a misprint of a photo-graph of a casting award winner. Th e Aluminum Die Casting 1 to 10 Lb category had the cor-rect credit given to Don Carter - Shiloh Industries, for the part - Clutch Retainer Annulus. However, the photograph shown was not correct. Th e image on the left is the correct photograph.

NADCA encourages comments, suggestions and/or complaints regarding errors that warrant correction. If you see anything you would ever like to comment on, please contact Andrew Ryzner, Editor of DCE magazine at ryzner@diecasting.org.

UPCOMING EVENTS

NADCA to Host 2014 Die Casting Congress & Tabletop in Milwaukee, WIArlington Heights, IL - Th e 2014 Die Casting Congress & Tabletop will be held September 22-24, 2014, at the Wisconsin Center in Milwaukee, WI. Th is event will include three days of Congress sessions. Th e Congress session schedule for 2014 has been adjusted to create more time for those attending sessions to also attend the show exhibits. In addition, the Design Awards Luncheon has been combined with the Industry Awards Luncheon to provide a united complimentary awards event.

NADCA Reports

Th e technical presentations at this years congress ses-sions were among the best ever to accompany a Tabletop show. Investigators demonstrated a unique understanding of applicable scientifi c principles and practical die cast issues. In addition, all the sessions I attended were void of annoying attempts at salesmanship. Session attendance was very good, with few empty seats even in the late afternoon, said Andrew D. Behler, P. E., Vice President, Blue Ridge Pressure Cast-ings Inc. at the 2013 Die Casting Congress & Tabletop.

In addition to the Congress sessions, this tabletop show will feature more than 70 exhibitors and the International Die Casting Design Competition.

Th e tabletop shows are a great value for exhibitors. I received high quality leads that are industry specifi c. By exhibiting I have the opportunity not only to reach the die casting industry but also to support the association, said Michael Hicks, Vice President, DMS, at the 2013 Tabletop.

Th e 2013 Die Casting Congress & Tabletop attracted over 780 attendees (over 334 diff erent companies were represented) and 110 companies showcased the latest technology, research and services available to the die casting industry. NADCA expects another fantastic turnout at the 2014 Die Casting Congress & Tabletop held in Milwaukee, WI!

TOOLS & RESOURCES

NADCA Launches New Website with Upgraded Features for MembersArlington Heights, IL - NADCA has recently transi-tioned to its newly designed website. Th is newly designed site off ers members a sleek new look, updated content, new advertising options and a more user-friendly registration area for webinars and events. As with any major overhaul there may be a few bugs to work out here and there.

Please contact webmaster@diecasting.org if you encoun-ter an error or have any issues operating the new site.

Updated NADCA Publications Available Via iTunes and AmazonArlington Heights, IL - With the continued growth of eReaders such as the iPad, Kindle and Nook, NADCA is continuing the process of making various publications avail-able on these devices. NADCA has recently updated the following publication available for purchase on Amazon and iTunes. Th is publication can be purchased for just $9.99.

Extending Die Life: Maintenance & Welding Strategies Previously released titles include:

Porosity Management: Advanced Analysis Evaluation of Surface Finishes on Aluminum Die Castings Die Casting Defects - Causes and Solutions Die Casting Defects - Troubleshooting Guide Porosity in Die Castings: An Overview and Analysis Safe & Reliable Die Clamping Die Casting Porosity Guidebook Die Casting Shipment Report 2011 Energy Saving Manual High Integrity Die Castings Master Die Casting Process Modeling As NADCA continues to convert publications we will

make sure to keep you posted on the newest developments and availability on other devices.

Calendar of EventsMay 15, 2014

Committee MeetingsArlington Heights, IL

May 21-23, 2014Plant Management Conference

Charlotte, NC

June 10-11, 2014Government Aff airs Briefi ng

Washington, D.C.

June 10, 2014Board of Governors Meeting

Washington, D.C.

June 11, 2014Die Materials Meeting

TBD

June 12, 2014R&D Meeting

TBD

September 22-24, 2014Die Casting Congress & Tabletop

Milwaukee, WI

September 23, 2014Committee Meetings

Milwaukee, WI

September 24, 2014Board of Governors Meeting

Milwaukee, WI

October 15, 2014Die Materials Meeting

Arlington Heights, IL

October 16, 2014R&D Meeting

Arlington Heights, IL

October 19-25, 2014Italy DelegationSirmione, Italy

February 22-25, 2015Executive Conference

Marco Island, FL

October 5-7, 2015Die Casting Congress & Exposition

Indianapolis, IN

NADCA REPORTS

Whos Dr. Die Cast? Robert P. McClinticDie Casting Consultant

Bob McClintic & Associates2544 Almar Street

Jenison, MI 49428-9108

rmcclintic@ameritech.netwww.drdiecast.com

616.669.2932

Dr. Die Cast Training Our Customers?

Anyone serving the current group of customers will experience numerous Title Block Standards that are a mismatch for the die casting drawing. Th e standards will have been copied word for word from a die casting drawing somewhere within the customers company. Sometimes this is due to company mergers when two or more companies engineering standards are somehow morphed together instead of doing a thor-ough review and consolidation of the standards. How can we as sup-pliers address this condition? In a phrase, by training our customers. Experienced senior engineers that are slightly younger than dirt must train our emerging customer base. Now before you start dust-ing off your books and courses on persuasion, you might want to ask the customer why they chose that procedure in the fi rst place.

What are some of the misconcep-tions that would lead a designer to copy title blocks?

1. Die castings are similar to plastic parts and therefore have similar dimensional capabilities.

2. All alloy casting processes are similar.

3. All die casting products can produce the same tolerances regardless of the alloy.

4. Didnt ask.5. Previous experience with

a die casting.

6. Tighter tolerances will insure I get better quality.

7. Tolerances are free.8. Die/tooling life is not related to

tolerances.9. Th e size of the casting has noth-

ing to do with the tolerances.10. Th e annual volumes have noth-

ing to do with development costs.

11. Didnt have time to review the options.

12. Didnt have the authority to change (top down).

13. Add your own

What are some of the problems asso-ciated with copying standards?

1. Surface f inish require-ments are inappropriate for a mechanical die casting prod-uct especially die castings. (Chrome polished surface or Class A call out on an oth-erwise functional casting.)

2. As-cast tolerances require fre-quent core replacement and/or tool repair and/or replacement

3. Die castings with dimensional tolerances similar to plastic injection molding. Increased tool maintenance costs to both the die caster and customer.

4. Aluminum die casting dimen-sional tolerances that are the same as zinc or magnesium increasing the tool maintenance costs.

5. Low volume products that involve lots of close tolerance as-cast cores that could be more cost eff ective as machined features.

6. Non-standard, tighter tolerances cost extra. Either in additional tool maintenance, higher scrap, lower productivity.

7. Accelerated tool replacement due to lack of allowances for normal tool heat checking.

8. X-ray standards that create extra processing and inspection costs with little improvement in functionality.

9. Notes that refer to External Customer Standards Documents that are either obsolete or not readily available to the supplier.

10. Material standards that are non-standard materials (such as specifying an extrusion or sand cast alloy for die castings.)

11. Th read and tap sizes that are British Standard confused with English Standard i.e. U.S. or S.A.E.

12. Designer needs to specify whether the die casting draw-ing or the 3D casting model takes precedent.

13. CPK on non-critical features that add costs, especially when variable gaging is required to validate.

14. Low draft conditions that increase the diffi culty to cast/eject and decrease tool life.

DR. DIE CAST

15. Incorrect revision level. Fea-tures added after the quote that increase tooling and castings costs.

16. Packaging or dunnage that may be defi ned on the drawing that is assumed as free.

17. Etc.When is the appropriate time to

address the notes? It is not as one die caster commented, After they receive the purchase order. In the life cycle of the design this is nearly too late to reopen the conversa-tion. Most designers are already working on the next project by the time the tooling order is placed and are reluctant to revisit the design. What if the design was by an outside design source? Th ey may not even be present by the time the tooling P.O. is placed.

Th e time to address design and tolerance concerns is sooner rather than later. Th e time to initially cri-tique the drawing is during the quot-ing process. For many companies, the design still has some fl exibility during the quoting process.

What is a good reference tem-plate when critiquing drawing notes? In Section 8 of the 2009 E-606 NADCA Product Speci-fi cations Standards for Die Cast-ings there is a Checklist that outlines the cost eff ect of various specifi cations and tolerances. Every sales engineer should be intimately familiar with these pages. Be prepared to discuss the real costs associated with each level. Dont be afraid to challenge the standards with something like, Do you really need that for your customer or the functionality of the casting?

What about existing castings, sometimes referred to as legacy castings? Most customers today are looking for ways to reduce costs. By the time you have worn out a die cast die you and your staff are the resident experts on the strengths and weaknesses of their castings. Why not be proactive and suggest changes that could not only increase reliability but reduce costs? Rather than just doing a form letter stating that the cavities are reach-ing the end of their life, how about reopening the conversation on the current operating standards? Th ey might just be grateful, and wouldnt that be a welcome improvement to the business relationship.

*RYHUQPHQW$IIDLUV%ULHQJIn conjunction with NAMs 6th$QQXDO0DQXIDFWXULQJ6XPPLW

NORTH AMERICAN DIE CASTING ASSOCIATION

June 10-11, 2014 :DVKLQJWRQ'&ZZZGLHFDVWLQJRUJPHHWLQJVJDE

OSHA + EPA Awareness Update

OSHA + EPA Update

Crisis Management Impacts, Prerequisites, and Business Continuity for Enterprise

Risk ManagementWhen it comes to crisis and enterprise risk management, are you prepared? And just how do business managers determine their organizations preparedness?

Crisis Management Standards and GuidelinesFirst, it is important to review the standards and guide-lines used for the development of an eff ective crisis management program:

Seven Planning StepsTh ere are seven planning steps for crisis management, as outlined below:

1. Th reat Assessment - Th e organization must per-form a process/functional assessment on what may be impacted by a crisis. Examples include manufacturing equipment/process, raw material supply, inventory of product, shipping/receiving, IT, fi nance, customer data, safety, environmental releases, utilities, and logistics.

2. Business Impact Assessment - Management must rate and rank the business impacts to determine those needing mitigation. Th e assessment will determine the signifi cance of each event to the business. Man-agement should then determine mitigation plans. Where an emergency program does not exist, a new program should be developed.

3. Emergency Response Plans - Emergency response plans are to be developed to the degree necessary to ensure that the organization will survive a crisis. A typical emergency plan includes strategic plan, emergency response, prevention, mitigation, recovery, and continuity. Plans must also include the process for managing leadership, communication, the fl ow of information, and direction of recovery.

4. Business Recovery Plans - Th e recovery plans must include short- and long-term priorities for restoration of functions, services, resources, facilities, programs, and infrastructure. It is very important for an organization to make short-term timeline decisions prior to a crisis: Determine what must be done and by whom in the

fi rst two hours, six hours, twelve hours, twenty-four hours, two days, and beyond

Assign senior management for oversight/decision-making duties

Nominate/train a crisis management team Develop needed controls to eff ectively ensure

response/recovery

GUIDELINE REQUIREMENT(S)

ISO/OSHAS Management System

The organization shall establish, implement and maintain a procedure(s) to identify potential emer-gency situations.

The organization shall periodically review and revise its emergency preparedness and response plans.

NFPA 600

5.3 Risk Assessment: The entity shall identify & moni-tor hazards, determine likelihood of their occurrence and the vulnerability of people, property, the environ-ment and the ENTITY itself to those hazards.

5.5 Mitigation: The entity shall develop and imple-ment a mitigation strategy that includes the mea-sures to be taken to limit or control the consequences, extent or severity of an incident that cannot be reasonably prevented.

ASIS: Business ContinuityGuidelines

11.1.2 Perform Risk Assessment

11.1.3 Conduct Business Impact Analysis

11.2.2 Develop Mitigation Strategies

11.3.5 Execute the Plan

OSHA + EPA AWARENESS UPDATE

Verify and validate measures to establish risk benefi ts of responses developed

Assure maintenance of alert guides and contact lists Include legal and professional advice readiness prior

to needing service Determine internal trained/assigned communication

resource for all external communication required after an event to give one consistent voice

5. Training - All employees and outside contractors must be trained on all applicable emergency plans; management should also consider including training for community emergency response support teams. Training should be documented, and competency of those trained must be verifi ed. Allow for employee suggestions/improvement during training exercises.

6. Auditing & Evaluation of Plans - Each emergency plan must be audited for: Inclusion of all possible scenarios Completeness of tasks Training and understanding by employees

and outside contractors

Verifi cation that warning systems are known and understood

Completion of trials for each emergency plan Completion of actions and impacts lists development

During an audit, it can be good to shake things up. Always complete a post-incident review after any incident occurs. Auditors must verify management meetings, review of each emergency plan, and results of each exercise. Use a corrective/preventive action program to document continu-ous improvement of your crisis management program.

7. Maintenance - You must have an ongoing review of the emergency procedures and work instructions, and continually improve them using management by walk-ing around techniques. Update/review plans yearly with employees Update/review threat assessment and plans as new

building, processes, or equipment are added to facility Verify that emergency plans meet all legal requirements Use internal auditing and corrective/preventive

action programs for improvement Verify status of emergency plans in management

meeting sessions

2014Doehler AwardNominations

The DOEHLER AWARD is presented annually for outstanding contributions to the advancement of the die casting industry or to the art of die casting as represented by:

Technical Achievement As measured by significant scientific contributions of a metallurgical or engineering nature relating to the die casting process, including casting alloys, die steels and die practices, finishing methods, machine design and related subjects.

Advancement in Plant Operations Of a management or administrative nature and related to the operational phases of the industry; safety procedures, devices, and techniques; practical mechanical advances and other accomplishments directly related to efficiency, economy and safety of plant operation.

Other Activities Not primarily of a scientific or operational nature that result in the enhancement of the reputation and acceptability of die castings. All contributions to the art of die casting and advancement of the industry are to be evaluated on the applicability of the contribution to the die casting industry as a whole.

Your response should detail the nominees contributions to the die casting industry that meet the criteria and include the names of any other NADCA members who are in support of the nomination. The deadline for nominations is Monday, June 30, 2014. All nominations received will be submitted, in confidence, to the NADCA Awards Committee for consideration.

NORTH AMERICAN DIE CASTING ASSOCIATION

Submit Nomination to:

North American Die Casting Association3250 N. Arlington Heights Rd., Ste. 101

Arlington Heights, IL 60004

P: 847.279.0001 F: 847.279.0002E: twarog@diecasting.org

OSHA + EPA AWARENESS UPDATE

Kestrel Management Services, LLC199 East Badger Road, Suite 200

Madison, WI 53713Phone: 608.226.0531

Fax: 608.226.0536www.kestrelmanagement.com

Kestrel Management Services, LLC is a proud member of NADCA and an independent consultancy providing industry with compliance support services in development of Regulatory Compliance and Enterprise Risk Management programs and systems including safety and health, environmental protection, sustainability, quality and operational eff ectiveness.

Our advisory and strategic focused practice is led by a team of senior consultants and principles averaging over 30 years of direct industry experience. We have both the capability and know-how to understand and meet the needs of our clients. We focus on business-centric results.

Contact NADCA or Bill Bremer, the NADCA member contact of Kestrel Management at:bbremer@kestrelmanagement.com for additional information.

Getting Started on Crisis ManagementWhere does an organization start?You should begin by reviewing current emergency plans, expe-rience with any prior events, and industry/market situations.

How does an organization know if its plans are adequate? Ask yourself:

Are there plans for every possible scenario? Do the plans include all steps required for mitigation? Do the plans include internal communication and

information updates to employees and external sources?

How does an organization know its plans will work?All emergency plans must be trialed and reviewed by man-agement upon completion of trial for verifi cation.

What is your companys process? Are roles and responsibilities known, understood,

and documented? Does each employee know his/her role and demon-

strate competence during trials and audits? How are back-up roles deployed, trained and verifi ed?

How does the organization communicate crisis management information?

Is there a communication plan in place that includes all employees and external parties (i.e., emergency responders, regulators, suppliers, insurance, customers and fi nancial institutions)?

Enterprise Risk ManagementTo help ensure the overall enterprise risk management of your organization, you need to review the following:

Claims, accidents, and workers compensation Business , property, and special premiums Policy consolidation options Formal emergency response and loss prevention programs Policy costs and payment terms Low-incident, high-risk potential Claims and credit history Policy document management Loss prevention scenarios Contractor insurance liability and company listing

on contractor policy Comparison of coverages to risk and loss levels

How do you know if your coverage is current/comprehensive? Conduct a review/consider use of specialized resources

or assessment guide Fully examine all possible risks Determine all crisis scenarios Quantify loss potential Update and outline crisis management plans and options Rate, rank, and prioritize the plans Update plans to both highlight and remediate

your risk concerns Establish a compliance plan for all safety and loss

standards that apply to your businessFinally, conduct a continuous Plan-Do-Check-Act

cycle until you are satisfi ed with the cost benefi ts of your planning. By following these steps, your organiza-tion will help ensure itself of being prepared for and surviving a crisis incident.

Ask the Experts...

What advantages of SSM and squeeze casting should be considered (as compared to standard HPDC) when designing cost-eff ective parts?

Th e primary advantage of both the SSM and squeeze casting processes is their

ability to employ low-Fe alloy of the A356, A357 types to make sound cast-ings that can be solution heat treated (for the T-4, T-6 or T-7 tempers) with-out blistering, thus both are suitable for production of structural castings for a variety of automotive, military and aerospace applications. Th ere are, however, important diff erence between SSM and squeeze; Squeeze tends to be a higher-cost process in terms of input material (primary for squeeze versus secondary for HPDC) and cycle time

(typically 1+ minute for squeeze versus 30 seconds + for HPDC) and is also limited to thicker cast sections (5 or 6 mm or more for squeeze versus 1-2 mm for HPDC) and therefore higher cast weight; the rheocasting version of SSM, on the other hand, can easily employ both primary and secondary alloys, and is capable of cycle times and cast section thicknesses equal to or even less than HPDC, so can be very cost eff ective for reducing the weight of crash sensitive and other automotive parts where mini-mum weight is paramount to reduced fuel consumption and CO2 emissions. - Consultant

Th e following are the advantages of the SSM and Squeeze castings

over the Standard HPDC: Less air entrainment. Less shrinkage. Less porosity. Higher pressure tightness. More sound casting. Fine and homogenous

microstructure. Improved mechanical strength. Less cost on parts with above

requirements. - Director

A: A:

Introducing an Improved Process for Semi-Solid Metal Casting of High Integrity Parts

Kristen Tenzek, Development EngineerAjax-TOCCO Magnethermic

Warren, Ohio

Alan Koch, Development ConsultantAjax-TOCCO Magnethermic

Warren, Ohio

Abstract

A process has been developed that can produce high integ-rity parts to meet the new CAFE standards and higher performance requirements in the marketplace. Moreover, the new process can be set up to produce both 10-20% fraction solid (fs) slurry that can be poured directly into the shot sleeve of a die casting machine to reduce casting porosity and other part defects in castings, and produce semi-solid slugs (40-50% fs) that can be poured directly into a shot sleeve for forming into high integrity components. Th e process features a non-contact, continuous method to monitor the development of the slurry structure. Th e process is able to sense, and can be adjusted for, variation in the melt chemistry to ensure delivery of consistent fraction solid material to the casting machine. Th e process can be added to an existing HPDC cell. Th e features of this process address shortcomings that have limited the commercializa-tion of semi-solid processes in the past.

Introduction

Since the late 1960s and early 1970s, when the initial research was done at MIT, Semi-Solid Metal (SSM) pro-cessing and casting has been a topic of interest in the metals industry. With the new CAFE standards and higher per-formance requirements in the marketplace, further devel-opment of SSM processes looks to be a promising method by which to create parts to meet those standards, thereby increasing commercialization opportunities.

Some of the advantages of SSM processing are:1. Reduction of shrinkage porosity since the material is

already partially solidifi ed.2. Reduction of dwell/curing time in the mold, again,

since the material is partially solidifi ed.3. Ability to be able to fi ll a mold cavity in a laminar

fl ow regime, thus minimizing turbulence and the associated entrapment of gases.

4. Potential increase in die life due to reduced thermal cycling and less heat that has to be absorbed and dis-sipated through the casting mold.

5. Semi-solid material can fi ll both thin sections and thick sections with reduced defects; thus, allowing maximized physical properties to be achieved.

Some factors limiting commercialization of SSM process-ing historically have been:

1. Th e expense and complexity of the processing and billet heating equipment.

2. Th e absence of the means to measure the fraction solid of material during processing, particularly in view of recent information on the infl uence of melt chemistry on Process Stability.1 (Kaufmann & Uggowitzer p. 226)

3. Th ere are many variables in the SSM production process and the high pressure casting processes that are either not easily controlled, or cannot be accurately measured with a view to the control of the overall process.

Figure 1a Low fs 380 Alloy Slurry being poured from the ATM processor.

Figure 1b Slice Test of an A-356 Semi-Solid slug poured from the ATM Processor.

To utilize the advantages and minimize the concerns of SSM processes up to this point, this new process addresses features that are desirable in a controllable SSM casting process. For example, process stability is the key issue in determining future investment in new processes. Th e most important parameter allowing control of the SSM processes is the alloy composition. (Kaufmann & Uggowitzer, p. 254). Th e fraction solid of a batch or charge of slurry material at a specifi c temper-ature is extremely sensitive to the chemical composition of the melt. An example given by the cited reference indicates that A356 alloy at 586 C at the extremes of the chemical composition spec limits for Silicon can be at 47% fs or 37%fs, which can signifi cantly alter the mold fi lling behavior of the material. Most SSM systems rely on temperature feedback to control the pro-cess. If melt chemistry cannot be controlled or at least refl ected in some manner, then melt temperature alone is not a reliable process control parameter.1 (Kaufmann & Uggowitzer, p. 236-256)

Traceability of a formed part back to the material processing and casting parameters is a desirable and oftentimes necessary quality system requirement in the production of high performance and high liability components. If a monitoring system for key parameters can identify when a process is outside of acceptable control limits, then out of spec parts can be rejected at the production cell instead of at downstream operations, after additional work and expense has been expended.

Previous technology was often hard to operate due to complexity of the equipment or to the previously mentioned lack of reliable process feedback and process instability. Th erefore, a process that was well-defi ned and relatively easy to operate would be benefi cial.

Some systems have multiple charges in process at a time in order to meet production rate targets or to allow suffi cient time for the necessary spherical micro-structure to develop (ripen). Th ese types of systems typically incurred a high loss of material in process if an interruption was experienced either in the process-ing of the SSM material or at the casting machine. An interruption in the thixocasting case usually resulted in an expensive loss of slugs in process with addi-tional downtime expense for recovery and restart of the system. A single charge processor unit that can deliver a repeatable slurry or slug charge to a casting machine at a typical die casting cycle time would be advantageous.

Discussion

A new system has been developed at Ajax -TOCCO Magnethermic that addresses these concerns. Th e ATM system consists of a single crucible based, metal process-ing unit that is able to control the cooling/heating of metal delivered to it.3 Th e induction coil is closely coupled to the crucible, which allows for a rapid response in both cooling and heating of the system as needed for rapid cycle times.

Th e unit is powered by a dual frequency induction power supply. A Load Analyzer module in the induction unit sends coil feedback to the systems data acquisition pack-age. Th is coil feedback is used to sense the occurrence of the liquidus point of the alloy and monitor the cooling of the semi-solid metal to the desired condition for casting.

Th e system has a small footprint that allows it to be incorporated into most existing die cast cells. Standard holding or dosing furnaces can be used as molten metal sources. Th e process requires good incoming molten metal temperature control. Incoming metal temperatures that have been used for A356 alloy have been in a range from 625 C to 650 C. with +/- 2 C control point repeatabil-ity. Th e system can deliver slurry to a standard die cast machine or to an HVSC machine.

Figure 2 Chart showing the relationship of the liquidus of the metal temperature (red) with the slope change of the Load R Signal (blue) during consecutive cooling cycles.

As mentioned above, previous SSM methods have not had a means, other than temperature, to determine the process conditions of the charge. Temperature is not a good indicator of fs since it is sensitive to the chemistry of the alloy. In Europe, a Laser Induced Plasma Spec-troscopy, LIPS system has been used to continuously monitor melt chemistry. Th is points out the importance of controlling chemistry for consistent melt properties and downstream processes.

Th e ATM unit uses the coil feedback of the load to sense the liquidus point of the molten metal as it cools. When this point is determined, a value of the pouring point can be calculated on the basis of a predetermined resistance change in the load. Th is method links the active process to any changes in the alloy chemistry that would be seen as a shift of the liquidus point.

Summary

380 and 356 Alloys have been successfully processed in the unit. Examples of the typical microstructures are shown in Figure 4. Moreover, the process was able to produce similar, spheroid microstructure in both the low fs and high fs test runs.

During initial casting trials using 380 alloy with the same casting equipment and mold, parts were made using both the standard die casting parameters and separately groups were cast using slurry material and process settings. Tensile results averaged 1.5% Elonga-tion for the standard HPDC samples and 3.5% for the slurry samples. Also, cycle times were comparable to the HPDC cycle time due to the reduction in dwell.

Figure 4a Microstructure of 356 Alloy Slurry Processed in the ATM System

Figure 4b Microstructure of Alloy 380 Slurry processed in the ATM System.

Figure 5a Spheroid microstructure from Slurry 02/09/2012.

Figure 5b Spheroid microstructure from Semi-Solid Slug 06/04/2013.

Figure 3 Liquidus Temperature vs. Si % of 380 Alloy; Casting Trial Data.

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What is the Marketplace?The Marketplace is NADCAs new online store. You can purchase the items below. Trying to register for someone else? No problem! This is also an option in the new Marketplace.

Purchase Publications Register for Conferences Register for Courses Register for Webinars

How to Buy?Simply add the item or items to your shopping cart and proceed to checkout! To view more details on items available in the Marketplace visit: www.diecasting.org/store.

NORTH AMERICAN DIE CASTING ASSOCIATION

www.diecasting.org/store

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PLACE

Comparisons were made of parts costs using several casting methods. Th ese comparisons were made consider-ing the same casting (7lbs suspension arm) and standard equipment and parameters typical to the individual pro-cesses. Th e relative trimmed part costs are shown below:

1. HPDC 100% ($11.64)2. ATM Slurry 104%3. Squeeze Cast 125%4. Perm. Mold 115% six station5. Perm. Mold 190% single station

All trimmed parts; 356 Alloy. HPDC included as a ref-erence for part rate, all the other processes usually consid-ered high integrity processes.

Conclusion

Th e ATM system is a state of the art process and equip-ment package. Th e system provides a method to monitor the development of the fs and reference it to the melt chemistry, a critical variable in metal casting processes. Metal condi-tion is traceable through the data acquisition and monitor-ing system, and can be linked to a cell part quality system.

Th e system provides a method to provide high integrity parts at a competitive cost; a signifi cant factor in terms of new CAFE standards and higher performance require-ments in the marketplace.

References 1. Kaufmann, Helmut, and Uggowitzer, Peter J., Metallurgy

and Processing of High Integrity Light Metal Pressure Cast-ings. Berlin: Schiele & Schn, 2007. Published Book

2. de Figueredo, Anaceleto ed. Science and Technology of Semi-Solid Metal Processing. Worcester, MA: Worcester Polytech-nic Institute, 2001. Published Book

3. US 8241390.B2 Patent, Semi-Liquid Metal Processing and Sensing Device and Method of Using Same. published 2009-04-16, granted 2012-08-14, fi led 2008-10-10, inventor Koch, Alan A, assigned Ajax-TOCCO Magnethermic.

Additional Information

For more information about the ATM Slurry System, contact Bob Riccardi at Ajax-TOCCO Magnethermic at 330.372.8511, rriccardi@ajaxtocco.com.

About the AuthorsAlan Koch has been involved in metal processing, casting and related support activities for over 30 years. He is currently a development consultant with Ajax-TOCCO Magnethermic in Warren, Ohio.

Kristen Tenzek is a development engineer at Ajax TOCCO Magnethermic. She has a Bachelors of Science degree in Phys-ics from Kent State University, and has taken graduate-level classes in Optics and Materials at Cleveland State University.

Fire Incident Prevention for NADCA

Randy BlockKestrel Management Services, LLC

Madison, Wisconsin

Kestrel Management Services, LLC was asked to observe multiple NADCA member sites looking for ways to help members identify issues of concern within their own organizations concerning fi re prevention. Th is report is a guide to help members to better understand what to look for, how to assess compliance, and, ultimately, how to reduce the likelihood of a fi re incident.

Legal Requirements - Th e fi rst step for any NADCA member is to verify that they know and understand all legal requirements that apply to their organizations. Below are the OSHA requirements for fi re prevention, which include:

Industrial Fork Truck - 29 CFR 1910.178 - Not utiliz-ing a daily fork truck checklist. Not securely attaching molten metal crucible to forks by chain or screw.

Hot Work - 29 CFR 1910.252 - Not utilizing required Hot Work Permit. Not training or identifying the Fire Watch personnel. Not clearing fi re area for minimum of 35 feet. Not using a tarp to prevent possible fi re.

Walking/Working Surfaces - 29 CFR 1910.22 - Rail-ings insuffi cient. No three inch toe guards for plat-forms greater than four feet off of fl oor.

Personal Protective Equipment (PPE) - 29 CFR 1910.132 - PPE not being utilized by employees; no eye protection, no safety vest and face shield while working around molten metal. No purchasing specifi cations for PPE defi ned. No Hazard Assessment for determining required PPE.

Electrical Safety - 29 CFR 1910.303 - Floor space clearance requirements not defi ned from power panels, based on Voltage. No labels on power panels.

Explosive Dust - 29 CFR 1910 Subpart R & S and www.osha.gov/publications/combustiblesdustposter.pdf - Poor housekeeping to remove dust from overhead piping, light fi xtures and ceiling fans.

National Fire Protection Association (NFPA) - 70 (e) - No Arc Flash study. No PPE requirements for those performing electrical work. No Th ermo Imaging of electrical circuits.

Process Safety Management (PSM) - 29 CFR 1910.119 - Management not reviewing if under requirements per Appendix A.

Hand and Power Tools - 29 CFR 1910.242 - Must purchase Square D logo safe power tools. Must repair any frayed power cords.

Pressurized Cylinders - 29 CFR 1910.110 - Pressur-ized cylinders not stored correctly. Pressurized cylinders stored near power panels. Pressurized cylinders allowed on manufacturing fl oor, not chained and secured.

Not only is each organization required to follow these requirements, but they are also required to train employees, verify that outside contractors are meeting these requirements, and show evidence of a valida-tion activity by management. Management must verify training, as appropriate, and document that daily, weekly, monthly, semi-annual, and annual actions of employees and management meet all applicable legal requirements as stated by regulations. See www.osha.gov for further information on these critical requirements for fi re prevention and what constitutes governance under the General Duties clause.

Management Responsibilities - Only management can determine acceptable actions by employees. Management must make its desires and requirements known, under-stood, and followed by all onsite personnel. In many cases, management has worked very hard to earn TS/ISO certifi -cations. Each organization should use the fundamentals of a management system for fi re prevention. A management system approach would include:

Internal audits of facility and legal requirements focusing on fi re prevention.

Verifi cation of training. Verifi cation on outside contractors meeting legal

requirements; based on job functions and duties. Use of corrective/preventive action (CAPA)

program for fi re prevention, including timeline and identifi cation of responsibilities.

Verifi cation activity by management of actions identi-fi ed by CAPA as meeting internal requirements.

Management review topic on fi re prevention activities. Accountability of supervisors and management

to meet all legal requirements. Improved and documented preventive

maintenance programs.In addition, an organization needs to have a strong near

miss program. Once management knows and understands the legal requirements to follow, it will be easier for super-visors and management to identify when and where a near miss (which may now not even be considered) is occurring. Near miss information will guide an organization towards rectifi cation activities to prevent an actual occurrence in the future. Management and hourly workforce must defi ne a fi re incident in the same manner. Otherwise many fi res may not be reported to management for inclusion as an issue of concern to rectify.

Five S Program Many of the NADCA members loca-tions lacked a comprehensive 5S workplace organization program. Implementation of a workplace organization program must be driven from the very top of manage-ment. Only top management can create the environment needed and give visibility and importance to the program needs for long-term viability. Th is workplace organiza-tion program creates a fundamental diff erence between a successful fi re incident prevention program and a com-pany waiting for the next incident to occur. Without the ability of management and hourly workforce employees to defi ne their workplace organization tasks, nothing will improve. Once workplace organization program structure has been defi ned, the fi rst task is to sort everything in the workplace. Determine proper quantities of items to keep in workplace. Next is to set in order and determine how to organize what is left. Storage should include fl oor, rack-ing, cabinets, carts and storage bins. Shine the workplace includes more than just cleaning. One must clean fl oor, equipment, walls, ceiling, bathrooms, light fi xtures and even ceiling fans. Management must maintain this appear-ance after completion and develop preventive measures to keep it clean. To maintain the improved appearance of the facility will require paint, lighting, dust removal, minimizing spills and improved maintenance of equipment and building. Standardize every location and tool used. Put a system in place to ensure everybody does their work in same manner. Management must train, complement employees and train again. Management must support and sustain this workplace improvement program for it to remain successful over time.

Workplace disorganization examples include: Pallets and cardboard strewn about instead of given a

specifi c location. Pallets and cardboard leaning against power panels

instead of lying fl at. Cardboard used as improvised shields on equipment. Floors cluttered with unused materials and oily. Propane tanks not stored properly. Tools and cleaning supplies not stored correctly.

Culture - It is important for management to accurately assess the culture of their organization - without wearing rose-colored glasses. Many organizations spend time and resources on quality, environmental, health, and safety requirements. Most do not spend the same resources needed to elevate fi re prevention as a worthy component of a successful organization. It is not until there is a fi re or catastrophic incident that management looks at prevention. By then it is too late. Th e best time to review fi re preven-tion eff orts is before a fi re incident ever occurs. It is hard to quantify fi re incident savings until a facility burns down. Th e actual building and equipment costs are just one small component of the actual damage. A companys sterling reputation may take a big hit. Th e insurance company will evaluate the organization diff erently. Customers will wonder if they should move their molds and business elsewhere. Th e supply chain may invoke change against the organization. Employees will wonder if management is competent and is capable and assured of meeting their safety needs.

Maintenance - It appears that many maintenance depart-ments are understaff ed and not capable of meeting preventive maintenance requirements. Th e workload is not adjusted and prioritized against any criteria other than safety require-ments. Why would fi re prevention not also get a high priority from management? Of note, maintenance does not appear to be able to keep up with equipment oil leaks. Management should review the practice of allowing hosing to be on fl oor. Th is action hinders cleaning the fl oor and determining the location of oil leaks, and prematurely shortens the life of every hose being rubbed against equipment during cycling process. Who is responsible and verifi es that equipment repairs are completed in a manner that is acceptable and correct? When has somebody in management been reprimanded or disci-plined for shoddy work being performed?

Random Observations - Th ere are a number of observa-tions made - some small, yet important tasks - that com-panies should address and incorporate into daily practices to prevent fi res:

Eliminate home blindness by management. Improve cleanliness of facility. Place lids on all garbage cans. Place rags in auto-close fi re prevention containers. Develop PM and cleaning program for all ceiling

ventilation fans and all fl oor fans. Develop specifi c locations for propane tanks on

molding equipment and storage of all propane tanks used for pre-heating of molds.

Defi ne fl oor space clearance requirements for each power panel and maintain clearance requirements.

Verify location of fl ammable pressurized cylinders and their proximity to a power panel.

Clean and organize maintenance shop and all work benches.

Defi ne cleaning of overhead piping to remove dust, zinc, and magnesium to assure this is not a gateway path for a fi re to move quickly through a building.

Give all wood and cardboard used by manufacturing an assigned location.

Eliminate use of two or more power cords to supply power. Hard pipe location to supply power, as required. Ensure fl ammable metal fi lings are stored in bucket

with lid. Pallets should be stored laying fl at instead of

standing on edge. Bar lube containers should not be placed on hot oil units. Propane tanks stored inside the building should be moved

outside and stored in an approved locked storage system. Storage racks must be labeled to defi ne weight limits -

vertical and horizontal.Fire incident prevention should - and must - be a high

priority for management. By focusing resources on this important aspect of the business, the long-term survival of the organization and the safety of its employees will be enhanced.

Energy Conservations in Die Castings Industry - Some Practical Examples

A.Pari, DirectorCRP (India) Private Limited

Chennai, India

Abstract

Th e manufacturing sector is undergoing a serious chal-lenge amidst the global economic slowdown. We need to look at the internal, as the external environment is out of our control. Th e major areas that the industry could look into are cost cutting measures and energy conservation, with the latter being the most signifi cant amongst them.

Th e die casting industry is highly energy intensive, and there is a lot of potential for energy conservation.

Th is paper will highlight some of the measures imple-mented successfully, thereby helping fellow die casters in order to apply the same ideas in their organizations.

Introduction

CRP (India) Private Limited is a leading manufacturer of High Pressure Die Casting Products in India. It was founded in the year 1975 by Mr. N. Kunchithapatham, one of the pioneers in the country, in the fi eld of die cast-ing in terms of design and manufacturing of HPDC dies as well as production of castings.

CRP is a one-stop solution provider for the HPDC Products, having expertise in product design, die design, die manufacturing, die casting, machining, surface fi nish-ing, powder coating, assembly and testing.

CRP has joined with Twin City Die Castings Company (USA) in September 2009 to promote a joint venture in India called CRP-TCDC Die Castings India Private Limited (CTI) to cater to the growing needs of technical and engineered die castings.

Th e adaptation/implementation and eff ective use of newer technologies in the fi eld of die casting has made CRP a cost-eff ective and preferred source for the customers. Th e most important of these implemented technologies are those pertaining to energy conservation. Most of the power is consumed by the melting furnaces and the die casting machines themselves. Recent technological developments, such as energy effi cient tower furnaces and the all-electric die casting machines are already available to the die casting community to adopt and solve. Th e effi ciency of this equip-ment has improved signifi cantly due to global competitions and continual improvements. Numerous solutions are being provided in this regard from a huge list of suppliers and hence are not included in this paper.

Instead this paper will highlight some interesting exam-ples of practical energy conservation solutions adapted, their simplicity and their benefi ts. Th is will be very useful not only to our fellow die casters, but to the industry as a whole.

Examples

Th e following examples explain the many approaches towards the application of various energy conservation solutions in the die casting facilities.

Example 1: Use of Natural Light

Natural light is one of the signifi cant sources of energy and it is often ignored at many shop fl oors and offi ces. In tropi-cal countries like India, this can be augmented for up to 12 hours thus leading to substantial saving of energy.

Th e buildings and offi ces were designed and some modi-fi ed so as to allow the natural light to come in. Depending on the need, the intensity of light was reduced by making use of vertical blinds in the offi ces. If the heat input to the room is too high (east and west walls) then a double glazed glass is used to prevent the excess heat from entering into the room. Th is becomes more important in the case of air conditioned rooms.

In the shop fl oors, the number of natural roof panels is decided by the exact need of lighting levels and locations. Th ese roof panels are made of fi berglass or polycarbonate material - having very good light trans-mission with up to 99% UV shielding, stabilized, strong and lightweight. Th ese panels are weather and tempera-ture resistant. Th ese panels are also incorporated into the side walls to allow more natural light. In addition to being natural and energy effi cient these lights improve the ambience of the workplace.

Figure 1 Shop fl oors with natural light rooftops.

Whenever there is a fl uctuation of light in the day time, the automatic light sensors are introduced into the circuit to on/off /dim the lights. Th is is ensuring the ideal light with optimum power consumption. Th e less frequently used areas such as rest rooms and corridors are fi tted with motion sensors with auto on/off and daylight sensing fea-tures to further save the otherwise wasted energy.

Example 2: Use of Natural Ventilation

Th ere are several sources of heat, fumes, smoke and vapors in the foundry and they are necessary to be exhausted out of the shop fl oors continuously and effi ciently. Generally a lot of energy is used for this purpose.

Extractors are fi tted on to the high points on the roof at periodic intervals and also over some specifi c hot spots such as furnace areas. Th ese roof extractors use the natu-ral fl ow of air on the surface of the roof coupled with the fl ow of air through the extractors, in order to rotate. No power is needed here thereby saving substantial energy. Th ey seldom need to be maintained.

Example 3: Natural Draught Cooling Towers

Cooling towers are one of the utilities that are switched on fi rst and switched off last. In colder countries they are not switched off even during the holidays so as to prevent the circulating water from freezing.

Any small saving of energy here is going to be of great signifi cance over the years. Th e natural draught cool-ing towers use special nozzles to atomize the water and coupled with the natural fl ow of air, it tends to bring down the water temperature.

It uses the circulating pump pressure itself for this purpose thereby eliminating the power used for the forced fl ow fan motor.

Figure 3 Roof extractors over the die casting shop fl oor.

Figure 2 Die casting shop fl oor with natural roof panels. TechnicalArchive

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Th ey are simple in construction (FRP), and easy to repair and clean. Maintenance is almost none. Th e return on invest-ment is typically around 6 months.

However they need a high footprint in terms of area, as well as the height, but they could be accommodated in any open space such as gardens, roofs, etc. Th e energy saving outweighs this simple shortcoming.

Example 4: Compressed Air Management

Compressed air is an expensive and power consuming input to the die casting shop but is quite often ignored. One CFM (cubic feet per minute) is equivalent to approxi-mately 0.25KW. Th ere is a huge potential for the conserva-tion of energy through the optimization of the air usage and the cost of generating the compressed air. Also, the compressed air utilities are similar to the cooling towers, as they are kept switched on as long as the plant is running.

On a casual visit to a manufacturing facility which produces doors for an automobile, we found heavy sounds of equipment based on compressed air. Our scrutiny revealed that the installed capacity of 3000 CFM for the compressed air far outweighs their actual needs and the team suspected an excessive leak from the components in the air circuit. We suggested their plant maintenance team to test it out on a holiday.

Th e test was conducted by switching off all equip-ment and running as many compressors as required to compensate for the leaks. By observing the loading and unloading time cycles of the running compressors we arrived at their leaking capacity, which was as high as 1500 CFM, more than 50% of overall consumption. Th is was an eye-opener and we decided to make the same study in our own company.

We found that our leakage was more than 20% and the following remedial means were taken:

Replacing the leaking components - pipes, fi ttings, etc. Replacing the rust prone GI pipes with aluminum

and plastic pipes. Introducing air foot switches to the air gauges,

which otherwise will leak the air constantly. Periodic replacement of eff ective parts in time.It is suggested from the above study that every die

casting plant should include an air audit in their system. Th ey may also use an in-line electronic air fl ow measuring equipment to monitor and control on an ongoing basis.

Over and above these, we also saved a signifi cant amount of air through many initiatives, such as optimiza-tion of the spray systems (another major area), re-engineer-ing of the pipe lines in terms of size and friction.

Th e cost of the generation of compressed air also needs to be addressed as it is very energy intensive as well as a constant source of energy dissipation. Hence we have benchmarked and invested in the makes and models from international brands, with very optimum specifi c energy consumption. Only a few brands in the market are pre-pared to share their specifi c energy consumption charts, and we have not considered for investment, those who do not share these inputs.

Another key area of focus should be the sizing and number of the compressors. It is advisable to split the capacity of the compressors into multiple units so that we will have the fl exibility to run the capacity close to the demand. Th e effi ciency is maximum when the compres-sors are running close to the full capacity. Also, we can apply a master-slave system, which is available today with most of the leading manufacturers, in order to manage the demand vs. capacity.

CRP has invested in an air manager to manage three compressors with diff erent capacities - 100, 200,400 CFMs and one 200 CFM Variable speed (SFC). Th is helps in managing the optimum energy consumption by ensuring the correct status of each of the four compressors in the bank depending on the ever changing air demand.

Example 5: Wind Energy

Th e alternate forms of renewable energy have been a subject of debate for the last few decades. Its time has already come with changed scenarios, as some of the sources of renewable energy are not only green but eco-nomical as well.

Figure 4 Natural draught cooling tower near the die cast-ing shop floor.

Figure 5 Compressor bank (left) connected and controlled by an air manager (right).

Leading this pack is wind energy and it is growing very fast in terms of percentage of share in energy generation and number of installations. India is a leading player here, and CRP has utilized this opportunity by regularly invest-ing in wind energy. Today 75% of our need is harnessed through wind energy. Th ey are located about 500 km away, where optimum potential for the wind exists.

Th e local energy distribution company, owned and oper-ated by the state government, takes care of the manage-ment of absorbing the generated power and compensating the same for our plants. Th e responsibility of the upkeep and maintenance of these equipment are with the supplier.

Th ese initiatives are ensuring us not only that the energy is available, but is also economical.

Example 6: Lighting Optimizations

Th e shop fl oor lighting needs to be adequate. Inappro-priate lighting will lead to eye strain and fatigue to the employees. Th e excess lighting will contribute to power loss which otherwise can be saved. Generally the shop fl oors will contain lots of imbalances in lighting at dif-ferent areas in terms of poor or excess illumination with pockets of areas with appropriate lighting.

Time and time again, die casters have used and mas-tered various simulation techniques for the design of the part and the process. When it comes to shop fl oor design they tend to depend on external experts with little knowledge of the die casters perspective. Today the lighting industry has highly matured and off ers a numer-ous easy-to-learn and to apply software tools.

Th ere are several free tools (i.e. Calculux) along with excellent support, and they are available over the web, particularly with luminaire manufacturers. Th ese tools use the product libraries of various brands around the world, to readily pick and place the appropriate combinations of lights and fi ttings.

Figure 6 Wind turbine installation.

Figure 7 Proposed 2D-layout with location of fi ttings (top) and ISO contours of light distribution (bottom).

CRP has tried to adopt these tools by conducting a sample study. A conference room with known light fi ttings is mod-eled and simulated. Th e results were correlated with actual measurement with a simple lux meter and found within a diff erence of 2%. Th is has encouraged the team to use these tools in the future projects to optimize the illuminations in the shop fl oors and offi ces. In one of the immediate projects the contractor suggested 24 fi ttings for a particular shop fl oor, whereas the analysis optimized it to just 14 fi ttings with balanced lighting. A saving of more than 40% (2.5 KWh) on power consumption and as well as investment are achieved.

Th e steps are as follows: Input the simple 2D sketches/dimensions of the shop

fl oor layout into the software. Defi ne the measurement plane/working height. Choose appropriate products from the libraries from

the manufactures available online. Defi ne the fi tting height of the luminaires. Mark the areas with the recommended illumination

in terms of lux. Run the simulation.Th e professional output gives a detailed report which includes: Th e proposed layout with location of fi ttings. Various views. ISO contours of light distribution. Textual and graphical tables. Mountain plot. Detailed Costing sheet.Th e detailed costing sheet is very accurate with necessary

fi nancial inputs - cost of power, burning hours, investment cost, maintenance cost, etc. Th e precision can be further improved by defi ning the life of bulbs, maintenance factors, and so on.

One can learn these simple tools in about a day and fi nish the projects within few hours. Th is gives adequate opportunity for multiple iterations and optimizes the illu-mination and cost. For those who are serious about light-ing and need a detailed analysis much more advanced tools are available in the public domain. All that is required is the will to try, apply and save on energy costs.

Example 7: LED Illuminations

As a continuation of the previous example there are plenty of opportunities to further reduce the cost of lightings by replacing the traditional luminaires with LED.

LED luminaires have come of age in terms of their appli-cations, availability, reliability and economy. Despite being a costly option, its advantages outweigh the shortcomings:

Consumes very little energy, less than 10% of incan-descent lamps and less than 50% of CFLs.

Power demand and infrastructure cost proportionally reduces.

Environmental friendly with low CO2 emission and no use of Mercury. Works at wide range of temperatures including

very low temperature. No sensitivity towards humidity. Instant switch on/off . No eff ect on life due to frequent switching on/off .

Durable towards vibrations and shocks Long life and low maintenance. Very low heat generation, more than 25 times less than

incandescent lamps and close to 10 times less than CFLs.In a recent project for a sister concern of CRP, we

replaced the metal halide fi ttings with LED fi ttings. Th ough cost of the fi ttings was almost 2.5 times, it reduced the energy cost by half and doubled the illumination.

Again for this project, the same software tools were used to compare the traditional and LED options in terms of layout and economy.

It is time for all our shop fl oors are illuminated with LED lights, saving energy and cost.

Conclusion

Th is is testing time for the economy the world over and it is important for all the organizations to look inwards in terms of saving cost and stay competitive.

Th e purpose of this paper is to rekindle the fellow die casters to look for energy saving opportunities.

Energy conservation is the key as die casting is an energy intensive sector. By saving energy, this sector not only saves cost but also gives an immense value to the corporate social responsibility and mitigates so much of damage already done to the environment.

Figure 8 Proposed 3D-layout with location of fi ttings (top) and ISO contours of light distribution (bottom).

The Role of Temperature During Semi-Solid Metal Processing

Dr. Frank Czerwinski, Group Leader, Senior Research ScientistCanmetMATERIALS, Natural Resources Canada

Hamilton, Ontario, Canada

Introduction

When semi-solid metal processing was invented in the early 1970s, it was seen as a very promising technology with great potential applications and capabilities to revolutionize the manufacturing industry. After over four decades of research and despite impressive fi ndings at a laboratory scale, its commercialization progress remains relatively low1. For a new technology to achieve the commercial acceptance in todays market, clear advantages of lower cost and superior product properties must be demonstrated. Th e commercial-ization complexity is magnifi ed by the fact that the semi-solid processing concept has to compete with new and old, already well-established technologies. Th us at present, it is frequently stated that semi-solid processing still requires research and that the critical breakthrough is still expected.

Semi-solid processing is portrayed as the technique being capable to produce in a single step the net-shape product at the low cost similar to casting with the wrought alloy quality2. In practice, however, there are many criteria based on which semi-solid processing is evaluated such as energy savings, net shape and intricate shape capabilities, high part integrity with absent poros