I

United States Department of Commerce

Technology Administration

National Institute of Standards and Technology

The Manufacturing Technology Centers Program

A Sampling of Individual Case Histories

NIST Special Publication 830

The Manufacturing Technology Centers Program

A Sampling of Individual Case Histories

Richard Suenram

Manufacturing Engineering Laboratory

National Institute of Standards and Technology

Gaithersburg, MD 20899

February 1992

U.S. Department of Commerce

Rockwell A. Schnabel, Acting Secretary

Technology Administration

Robert M. White, Under Secretary for Technology

National Institute of Standards and Technology

John W. Lyons, Director
National Institute of Standards U.S. Government Printing Office

and Technology Washington: 1992

Special Publication 830

Natl. Inst. Stand. Technol.

Spec. Publ. 830

25 pages (Feb. 1992)

CODEN: NSPUE2

For sale by the Superintendent

of Documents

U.S. Government Printing Office

Washington, DC 20402
CONTENTS

Page

THE MANUFACTURING TECHNOLOGY CENTERS PROGRAM 1

Northeast Manufacturing Technology Center, Troy, NY 1

Southeast Manufacturing Technology Center, Columbia, SC 2

Great Lakes Manufacturing Technology Center, Cleveland, OH 2

Midwest Manufacturing Technology Center, Ann Arbor, MI 2

Mid-America Manufacturing Technology Center, Overland Park, KS 2

A SAMPLING OF INDIVIDUAL CASE HISTORIES 3

UNICO Special Products, Beacon, NY 3

Newburgh Metalizing Corporation, Newburgh, NY 5

Brimfield Precision Inc., Brimfield, MA 7

AccuSpray/Bessam-Aire, Bedford Heights, OH 9

Masco Machine Inc., Cleveland, OH 11

STERIS Corporation, Mentor, OH 13

Roller Bearing Company of America, Hartsville, SC 14

Carolina Equipment and Supply Company Inc., Charleston, SC 16

Doty Scientific Inc., Columbia, SC 17

GLOSSARY 20

iii

The Manufacturing Technology Centers Program

The United States' long-dominant position in the

world's marketplace is declining due to increasingly

sophisticated foreign competition and the swiftness

of changing technologies. There are more than

350,000 manufacturing firms in the U.S. with less

than 500 employees. These firms employ 12 million

workers and account for over 50% of the total of

this country's value added to goods and services.

While many small manufacturing firms have been

able to maintain their competitive edge in smaller

domestic markets and in special technology areas, they simply have not kept pace with the rapidly

changing, computer-driven, global marketplace of

the past decade.

To address this problem, the Omnibus Trade and

Competitiveness Act established the Manufacturing

Technology Centers (MTC) program as a new initiative at the National Institute of Standards and

Technology (NIST). The charge of the program

was to contribute toward improved U.S. industrial

productivity and competitiveness in the growing international marketplace.

In January of 1989 three centers were established. These were the Northeast Manufacturing

Technology Center (NEMTC) located in Troy, New

York, the Great Lakes Manufacturing Technology

Center (GLMTC) based in Cleveland, Ohio, and

the Southeast Manufacturing Technology Center

(SMTC), situated in Columbia, South Carolina.

Since beginning operation in 1989, these three centers have achieved an estimated cost savings of

more than $130 million for the more than 6000

small business firms that they have assisted.

In the spring of 1991 two new centers were es- tablished. They are the Mid-America Manufacturing Technology Center (MAMTC) located in

Kansas City, Kansas, and the Midwest Manufacturing Technology Center (MMTC) in Ann Arbor,

Michigan.

The centers are designed to bridge a technology

gap between sources of manufacturing technology

and the small and mid-sized companies that need

it. Sources of technology consist of a number of

Government research and development laboratories, universities, and other research-oriented organizations as well as commercial sources. Although

the basic charge to each center is the same, "to

transfer advanced manufacturing technologies to small and medium sized manufacturers to improve

their competitive position," each center's approach

is unique, tempered in many respects by the locale

and the type of manufacturing firms being assisted.

The centers provide a wide range of services including individual project engineering, training

courses, demonstrations, and assistance in selecting

and using software and equipment. All centers

have established large data bases of computeraided design (CAD) and computer-aided manufacturing (CAM) software packages as well as a wide

variety of PC-based hardware systems, workstations, and mini-computers which use the software.

This provides small manufacturers an extensive se- lection of state-of-the-art systems with which they can gain hands-on experience. This allows them to

make intelligent decisions on the system selection

that is best suited for their application. In addition

to the computer demonstration facilities, the centers also have demonstration facilities which display

various types of automated metal working equipment (lathes and milling machines), robotics, and

state-of-the-art coordinate measuring machines

which are used to demonstrate the automated machining process. Two of the centers (NEMTC in

New York and MAMTC in Kansas) have mobile

demonstration facilities under construction which

will allow demonstrations of automated equipment

at some of the more remote manufacturing firms,

technology symposia, and other events. These types

of facilities should be extremely useful where larger

territories are being served. Some aspects of the individual centers are highlighted below:

Northeast Manufacturing Technology

Center, Troy, NY

The Northeast Manufacturing Technology Center

is located within the Center for Manufacturing

Productivity and Technology Transfer on the Rensselaer Polytechnic Institute campus in Troy, New

York. NEMTC's principal target region is New

York State (81% of client interactions) with some

satellite operations in Massachusetts (12%), Pennsylvania (5%), and Maine (1%). Their typical client

firms have 25-75 employees and fall into Standard

Industrial Classification (SIC) 3400 (Fabricated

Metal Products) and SIC 3500 (Industrial Machinery and Equipment). NEMTC is strongly tied into

the highly developed outreach program provided by

the New York State Science and Technology Foundation Industrial Technology Extension Service. In

addition, the Hudson Valley Community College

also located in Troy, New York, serves as

1
NEMTC's liaison with a network of community colleges located throughout the Northeast. During 1990

NEMTC initiated 68 field projects with small manufacturing firms in this region.

Southeast Manufacturing Technology

Center, Columbia, SC

The Southeast Manufacturing Technology Center

is located on the campus of the University of South

Carolina in Columbia, South Carolina. SMTC's

client base are the 4000 + small- and medium-sized

manufacturing firms in the state. Typical client firms

have 50-100 employees. Most of the target firms are small rural manufacturers of discrete parts and

metalworking firms with a smaller number specializing in electrical/electronic, plastics, and lumber/

wood products. SMTC's emphasis on technology

transfer is coordinated through the technical colleges throughout the state with primary centers lo- cated at Greenville Technical College in Greenville,

Midlands Technical College in Columbia, and Trident Technical College in Charleston. The SMTC

has worked with 331 firms in technology transfer

projects.

Great Lakes Manufacturing Technology

Center, Cleveland, OH

The Great Lakes Manufacturing Technology Center (GLMTC) was established by the Cleveland Advanced Manufacturing Program (CAMP). CAMP is a 501(c)(3) not-for-profit company incorporated in

Oh

o and headquartered in Cleveland. CAMP is part of

the state of Ohio's eight-center Edison Technology

Center network. GLMTC's client base are the nearly

9000 manufacturing establishments in and around

the Cleveland area. The more general region served,

however, ranges from Minnesota to Pennsylvania in

the Great Lakes area. The GLMTC serves this ex- tended region through a network of affiliated centers known as the Association of Great Lakes

Manufacturing Support Centers. Nearly 40% of the

firms served by the GLMTC are SICs 3400 (Fabricated Metal Products) and 3500 (Industrial Machinery and Equipment) with the remaining firms being

a diverse cross section of manufacturing technologies. Approximately 90% of the firms have less than

100 employees. During 1990 GLMTC initiated 334

technology transfer projects for 197 firms in this re- gion.

Midwest Manufacturing Technology

Center, Ann Arbor, MI

The Midwest Manufacturing Technology Center

(MMTC) was founded as a part of the Industrial

Technology Institute (ITI) located in Ann Arbor,

Michigan. The initial service area for MMTC is the

southern Michigan region which has approximately

4000 manufacturing firms with 800,000 employees.

Two of the core industries in Michigan are automobile production and office furniture manufacturing.

One third of all auto industries (SICs 3711 and

3714) employment is in Michigan. In addition, 40%

of office furniture (SIC 2522) manufacturing is done

in Michigan. Initially, MMTC plans to concentrate

its efforts on the small firms that supply automotive

manufacturers and metal office furniture companies.

These firms specialize in machine tools, tooling,

metal forming, and plastic processing.

Mid-America Manufacturing Technology

Center, Overland Park, KS

The Mid-America Manufacturing Technology

Center (MAMTC) located in Overland Park, Kansas, is a subsidiary of Kansas Technology Enterprise

Corporation (KTEC) which is headquartered in

Topeka, Kansas. KTEC is a non-profit corporation

established by the state of Kansas. The service area

of MAMTC is the entire state of Kansas and several

adjoining counties of Missouri near Kansas City.

This area contains more than 2600 small to medium

manufacturing firms. There is a diverse mix of urban

and rural manufacturing establishments. The three

largest industry groups manufacture agricultural

equipment, fabricated metal products and aircraft

parts. In addition to the Overland Park headquarters

for MAMTC, six regional technology transfer offices are located throughout the state, with a seventh

planned for the Kansas City, Missouri, area. MAMTC also has strong ties to the colleges and vocational technical institutes in the state.

2
A Sampling of Individual Case Histories

The following descriptions of interactions that

the Manufacturing Technology Centers have had

with a number of firms in their respective regions

were selected to reflect the wide variety of assistance that the MTCs can provide to client firms.

Some of the interactions are quite basic in nature,

ranging from simple CAD/CAM selection and implementation to several interactions that were

unique, providing a definite challenge to the staffs

of the MTCs involved.

UNICO Special Products, Beacon, NY

UNICO Special Products is a small manufacturing firm of 27 employees that has been in busi- ness for approximately 20 years. In 1990 they had

sales revenues of $2-$3 million. It is located on the

East bank of the Hudson river in Beacon, New York,

a small town about one-hour's travel time north of

New York City. It specializes in high-end, custommade countertops for kitchens and baths as well as custom-made shower enclosures. Most of the cus- tom-made countertops are constructed from products like Corian1 by DuPont, Surell by Formica and

Fountainhead by Nevamar. Unlike less expensive

countertop construction which consists of some

form of laminated materials, these acrylic materials

are composed of a solid sheet of acrylic and natural

minerals that has the look and feel of stone or

granite. In addition to the pleasing aesthetic characteristics of the materials, they have a nice feature

from a manufacturing standpoint in that they can be machined using conventional woodworking

techniques and tools. One minor drawback to the

acrylic materials is that they are moderately expensive, costing from $300 to $800 per sheet. It is thus

necessary to keep waste and miscuts to an absolute

minimum.

UNICO is a regional supplier that services primarily the New York City area along with some

parts of northern New Jersey. Typically UNICO

manufactures countertops for approximately 20

kitchens and baths per week (60-80 countertops).

Customers are served through a network of retail

outlets. Customers provide drawings of the custom

countertops to be fabricated, and UNICO manufactures the products according to the

1 Throughout this publication certain companies, commercial

equipment, instruments, or materials are identified in order to adequately describe the situation being discussed. Such identifi- cation does not imply recommendation or endorsement by the National Institute of Standards and Technology, nor does it imply that the items being referred to are necessarily the best

available for the purpose.

specifications provided by the customers through

the retail outlets. As might be expected, in addition to providing a quality custom-built product,

short turnaround time is often necessary to assure customer satisfaction.

In 1989 UNICO purchased a Shoda five-head,

computer-numeric-controlled (CNC) router

system for $250,000 and a personal computer (PC)

based Computer-Aided Design/Computer-Aided

Manufacturing (CAD/CAM) system which they

hoped would address both the quality product fac- tor and shorten turnaround time for their custom

countertops and other products made from acrylic

materials. The router allows five different tool

setups to be configured at one time. It can then be

programmed to carry out a number of machining

functions on a given workpiece. The router's design

makes it extremely convenient for repetitive machining batch-size lots of any given piece using only

one computer setup. UNICO managers realized

that the particular application they had for the machine was not exactly what the machine was designed for, but using this new technology would

provide substantial benefits in a number of areas. UNICO wanted to use the computer-controlled

router to completely cut out their product

Figure 1. Rose inlay created by routing out a pattern in the

acrylic countertop material and then filling with material that is usually used to make repairs in the countertop materials. This

illustrates the versatility of the computer-controlled router for making complex shapes.

3
specialty, custom countertops. The bed of the

router facility was large enough to accommodate

large sheets of the acrylic materials and, using the

appropriate computer commands, the finished

countertop could be machined in a single process

without ever having to move it from the router

work bed. UNICO found that the final product

produced in this fashion was far superior to the ones produced using previous manufacturing techniques which employed a large manual panel-saw

type setup. The improved process yielded a custom

countertop that was precisely machined to within

80 to 100 |xm (a few thousandths of an inch) of the

original specifications. In addition, the smooth finish obtained using the computer-controlled router

eliminated a costly and time-consuming final finish

sanding of many of the machined edges. The precisely machined straight edges of the countertops

allowed much nicer glue joints to be obtained, producing a finished joint that was nearly invisible to the naked eye. It also facilitated the use of intri- cate, decorative inlays in the countertops that

would have been extremely difficult or nearly impossible using manual construction techniques.

A major problem that UNICO encountered was

that it was taking as long as 30 to 45 minutes to program the router to carry out the machining operations for every countertop. Since every countertop was a one-of-a-kind custom built unit, every

one had to be programmed into the computer. Because of this, UNICO was not utilizing the computerized router to its maximum capabilities, in fact

for some more complicated setups, it was still faster to manufacture the countertop using the

router directly without the computer driving it. UNICO contacted NEMTC and asked if the staff

at NEMTC could find a solution to their programming problem. Their goal was to reduce lead time

from order-to-delivery from three weeks to less

than one week. The problem was referred to Frank

Raymond of Hudson Valley Community College in

Troy, New York. Frank is a CAM programming

specialist at Hudson Valley. After visiting UNICO

Figure 2. Electric guitar body, before (left) and

and studying their problem, he was able to write a

series of macro programs which employ numerous

default parameters that will automatically be invoked in the manufacturing process unless changed

during the programming sequence. This has re- duced the time necessary for programming the

computer for an individual countertop to ten minutes instead of the original 45. This now allows

UNICO to manufacture all of its custom-built

countertops on the router. The new process is much faster than the old one which it replaces.

UNICO has reduced its turnaround time from

three weeks to several days. Because of this the

firm has been able to retain its 85% market share

of the work in its territory. The impact of this project on UNICO is estimated to be $200,000.

According to Joe Guarneri, UNICO sales manager, the firm is now receiving a number of its cus- tomer orders in form of full-scale working patterns

instead of engineering drawings. This presents an

additional problem for UNICO since it must first convert the pattern to computer format and then

machine the final product which should match the

working pattern. Unfortunately, this puts the company back into the situation it had originally in that

it takes longer to convert the pattern dimensions

into computer format than it would to just lay the

pattern on a sheet of the acrylic and use the router

directly without the computer driving it to manufacture the countertop. UNICO has again asked for

assistance from Frank Raymond on tackling this

problem, and Frank is currently studying the situation.

As is often the case for a large automated machine, the more it is utilized the more economical

it becomes. In an effort to increase the use time of

the machine, UNICO is now taking on additional

work for the router to fill in slack time in which

the router is not being used for custom countertop

production. UNICO is currently using the router to manufacture a number of different types of products. One such project involves the machining of

electric guitar bodies for a leading electric guitar

the first pass with the computer-controlled router.

4
manufacturer. This is the type of project that the

router was designed to accomplish; i.e., using one

computer program, numerous guitar bodies can be

produced daily. UNICO now has a standing order

for 200 guitar bodies per month. The guitar bodies

are cut from a solid block of hard maple in a twostep process using one set of router bits. In the

first step, all machining operations are performed

on one side of the guitar body; the body is then

turned over and located on the router table with

holes that were cut in the first side. All machining

operations on the second side can then be completed. The whole process takes only a few minutes, and each body is an exact duplicate. This

precise machining also makes the later stages of

the guitar construction much easier.

Newburgh Metalizing Corporation,

Newburgh, NY

Newburgh Metalizing Corporation is a new firm

founded in 1990 which is closely affiliated with

Newburgh Molded Products, a manufacturer of

plastic perfume and cosmetic bottle caps. Both

firms are located in Newburgh, New York, approximately 50 miles north of the New York City area along the Hudson River. Newburgh Molded Products (NMP), an injection molding company, was es- tablished in 1975. A sister company, Foster Forbes,

in Marion, Indiana, manufactures glass bottles and

jars for the cosmetics industry. The total number of

people employed by the two firms and their subsidiaries is slightly more than 100. Together, they

offer perfume and cosmetics companies a completely integrated package for their products. They

are suppliers for many of the leading cosmetics

firms in this country including Avon, Chesebrough

Ponds, Coty, Estee Lauder and others. Their

product line is very diversified and consists of hundreds of different sizes, shapes, and colors of injection molded caps.

Newburgh Molded Products has approximately

20 injection molding machines, some of which are capable of 1.8 MN (400 thousand pounds) of force.

These machines typically produce 10 to 12 caps per

pressing in a molding process that takes only a few

seconds for each batch. Two of these presses are completely automated except for the final packing

of the products into shipping cartons. A particular run for a given cap may last about one week, but

runs of several weeks are not unusual. Lot quantities may run into the hundred thousands. Typical

cost per piece to the buyer is on the order of three

to four cents each for a plain injection molded cap.

Many of the cosmetics firms desire caps for some

of their product lines that look as if they have been

gold, silver, or chrome plated. To do this in an inexpensive fashion requires a bit of old-fashioned

Yankee ingenuity. To fill orders such as these,

Newburgh Molded Products was sending the plastic

bottle caps to I. V. Miller, a firm in Asbury Park,

New Jersey, that specialized in metallic coatings of

Figure 3. A wide variety of the special metalized plastic bottle caps commonly used in the cosmetics industry.

5
plastic parts. In the first quarter of 1990, 1. V.

Miller decided to get out of this line of business

which left Newburgh Molded Products without the

capability to provide metallic-coated plastic caps to cosmetic firm customers. Newburgh Molded Products was offered the chance to purchase the vac- uum metalization operation from I. V. Miller but no one at NMP had any expertise in the plating

process.

At this point, the management at NMP had to make a number of tough business decisions as to

whether it would be feasible to purchase the

vacuum metalization operation, try to find a new

plating firm, or develop a totally new facility in

their plant in Newburgh, New York, which would

incorporate newer, more modern processes in the

manufacturing of these plated caps.

After extended considerations, Peter Polhamus,

President of Newburgh Molded Products, decided

to purchase the metalizing operation and move it to a new facility in Highland, New York, not far

from the Newburgh facility. The new business venture was given the name of Newburgh Metalizing

Corporation. Bill Laurent, the plant manager from

I. V. Miller, was hired to manage the new facility

in New York.

Peter Polhamus also decided to contact the

Northeast Manufacturing Technology Center

(NEMTC), headquartered on the campus of Rensselaer Polytechnic Institute in Troy, New York, to see if the center could provide some assistance with

the implementation of the relocation-modernization

of the plating process. Peter had learned of

NEMTC's mission through their flyers and the New

York State Extension Program. The staff at NEMTC suggested that Peter participate in the

Center for Manufacturing Productivity and Technology Transfer's Manufacturing Internship Program. Under this program Peter could write a proposal to CMPTT (or NEMTC) to have an engineering student work with Newburgh Metalizing

Corporation to assist with the engineering aspects

of relocating the plating process from Asbury Park,

New Jersey, to Highland, New York. The program

provided that NEMTC and the private company

cost-share the support for the engineering student

on a 50/50 basis as he works on the project. The

total cost to Newburgh Metalizing for this type of

interaction was —$12,000.

Senior engineering student Chris Kegan undertook this project. Chris spent some time in New

Jersey studying the metalization operation and

found that production rates needed to be improved

as well as the quality of the product. Vacuum

metalization of the plastic caps is a multistep operation consisting of spraying the caps with a base

coat of an adhesive lacquer, then heating the base

coat to cure it. This is followed by a vacuum metalization step in which the caps are coated with a

thin layer of aluminum by flash evaporation in a vacuum chamber. At this point, the caps are ready

for the final spraying operation which could be a

clear coat in which the caps take on the look of being silver or chrome plated, or they could be

sprayed with any one of a variety of colors of overcoat. Thus, for instance, they could be sprayed with

a gold colored top coat which would give caps the

appearance of being gold plated. The final step in

the process involves curing this top coat, which in

the existing process involves another slow, energyconsuming, oven-drying step.

The existing operation in New Jersey had topped

out at 30,000 pieces per day. The cost to the cos- metics industry is only eight cents per cap, so the

importance of mass production is quite obvious.

Chris pinpointed the major bottleneck in the existing operation as the oven-drying of the spray coatings. The long time required and high cost

associated with this step needed to be improved. A

second area that needed improvement was the

overall quality of the finished product. It was

found that the major problem was with dust particles that wound up sticking to the undried spray

coated caps. Chris found that a number of improvements could be made in the overall process,

each of which would either lower production costs and/or improve the product quality.

In order to eliminate the batch oven-drying bottleneck, Chris suggested that a new state-of-the-art

ultraviolet (UV) lamp curing system be purchased

and integrated into the assembly line process. The

UV equipment incorporates a new style of lamps

that are a major improvement over conventional

arc lamps. The new lamps last five times longer

and reduce the amount of heat transferred to the

part. The cure rate can be decreased to several

seconds exposure with a conveyer rate of 12 meters

(40 feet) per minute. Incorporation of the UV cur- ing process reduces the cycle time for the production from 3.63 hours per cap for the thermal curing

method to 1.35 hours per cap for the UV process.

This translates into the production of an extra

20,000 caps per day, an increase of 66% over the

thermal curing method.

Several improvements were made in the overall

process which led to greatly improved overall

product quality. The dust problem has been minimized by the installation of a 170 m

3/min (6000 ft3/ min) air replacement system in the entire facility

which provides an over-pressure environment. A 73

cm (two foot) diameter tube is located overhead

which extends the length of the production facility.

It has holes located along the length of the tube

which provide an even distribution of fresh air

from the outside. Bringing in fresh air from the

outside from the top of the building forces the flow

6
m

a.a

a,

METALIZING

VACUUM

CHAMBERS

inPu2

D

CL,

LOAD AND

UNLOAD

BASECOAT

c

CONVEYER

LOAD AND

UNLOAD

OVEN

EXHAUST \

LOAD AND

UNLOAD

c

o

>

o

o INTAKE

kPLENUM

>

S3 o

EXHAUST

OVEN

FORKLIFT ACCESS

TOPCOAT

CONVEYER

PLENUM

INTAKE

PACK

STATION

J

uvCURVE

D

UV CURE

Figure 4. Plant layout of the metalizing plant in Newburgh, New York, showing the implementation of the new on-line UV curing

for the metalized bottle caps.

out of the building down to floor level, thus eliminating the major portion of the dust and fumes in

the building. This has greatly increased the product

quality by eliminating imperfections in the metalized caps caused by dust particles sticking to the

freshly sprayed surfaces. In addition, air conditioning and humidity controls were installed to further

facilitate faster curing and drying of the sprayed

parts.

Another major improvement was obtained by

converting to a new type of high-volume, lowpressure (HVLP), automatic paint spraying system.

In the production process at the I. V. Miller company, conventional high-pressure paint spraying

equipment was employed for spraying the lacquer

basecoat and topcoat. These paint guns were powered by 22.4 kW (30 horsepower) air compressors.

The lacquer was sprayed at 400 kPa (60 lb/in

2) with

about 20% efficiency. The HVLP spray system chosen by Newburgh Metalizing is manufactured by

AccuSpray Company of Cleveland, Ohio. Coincidentally, this spray system was developed with the

assistance of the Great Lakes Manufacturing Technology Center. (See the accompanying case history

in this book.) In general HVLP paint spraying sys- tems are 65% to 90% efficient compared with a 20

to 25% efficiency for a conventional high-pressure

spray system. Furthermore, since it is a lowpressure system, a turbine can be used to provide

the air pressure. This eliminates the problem of oil and water contamination, commonly found in compressed air lines, which can ruin the finish. Incorporation of an HVLP spray system cuts down on

the amount of lacquer needed to coat the caps

which results in enormous savings. Typical payback

time on one of these systems is on the order of one

month due to the savings of paint costs alone.

A final addition to the operation was the development of a Lotus spreadsheet which contains information on production, costs, and pricing. The

parameters in this data base can be used to estimate overall costs of the final products on a perpiece basis. Various scenarios can then be tried to see how the parameters chosen affect the cost of

the final product.

Brimfield Precision Inc., Brimfield, MA

Brimfield Precision is a small manufacturing firm

that specializes in the manufacture of class III (implantable) prosthetic body parts such as replacement hip joints and knee implants. The firm is located in Brimfield Massachusetts, a small town

approximately 50 miles southwest of the Boston

metropolitan area. The firm is housed in a modern

1800 m

2 (20,000 ft2 ) facility located in a rustic

7
Figure 5. A variety of the complex-shaped titanium orthopedic

replacement joints that are manufactured by Brimfield Precision.

New England setting. They have been in business

since 1967 and currently have 86 employees. In the

past few years the firm has been in a strong growth

mode with a target of 25% growth per year.

In addition to the implantable prosthetic body

parts, the firm also manufactures a number of the

surgical instruments that are used in the operations

associated with implantation of these devices as well as arthroscopic instruments used in many

state-of-the-art surgical procedures. As one might

envision, in this manufacturing environment the

devices to be produced require a number of complex machining steps, all of which must be done

with great precision. Furthermore, many of the implant devices are made out of titanium, an ex- tremely difficult material to machine. Most of the

surgical instruments are made from stainless steel

which is also a hard-to-machine material. Lot sizes

for the various implants and surgical instruments

range from nearly one-of-a-kind to batches of

10,000.

The nature of their manufacturing process re- quires some rather sophisticated machining equipment. In order to be at the leading edge of their

field, Brimfield precision has developed a strong

Computer-Aided Manufacturing (CAM) program

for all of their machines.

All this has led to the need to improve the firm's

Computer-Aided Design (CAD) operations and to

integrate the CAD with the CAM so that the end

result is one in which the machine tool path can be

computer generated directly from the CAD drawing without going through additional manual conversion routines.

In order to upgrade their CAD facilities, Bill

Lyons, President of Brimfield Precision, and his

staff of engineers began evaluating some of the

CAD packages available in the software market.

After looking at 15 to 20 different systems, they were leaning toward the purchase of a large mainframe computer with a number of attached workstations. The price for a system of this type was

close to $250,000. For a small firm like Brimfield

Precision, this was a difficult decision to make

since it needed to be absolutely certain that the

system chosen would fulfill all of the company's

needs for the next few years. Bill Lyons had

learned of the NIST-sponsored Manufacturing

Technology Program through the Technologies for

Effective Cooperation Network (TECnet) Program.

This program is a satellite operation of the Northeast Manufacturing Technology Center (NEMTC)

which operates out of Tufts University. Bill ar- ranged to visit the Manufacturing Technology Resource Facility (MTRF) on the campus of

Rensselaer Polytechnic Institute in Troy, New

York. The MTRF is operated by NEMTC which is also headquartered at RPI. While there, he talked

with Jerry Crucetti, head field engineer for

NEMTC, and Rick Korchak who is in charge of the

MTRF. The MTRF has over 50 software packages

on line and a variety of hardware configurations

ranging from PCs to workstation environments.

Rick Korchak and his staff are available to assist

people like Bill Lyons and his engineering staff in

order to help them make intelligent decisions as to the best combination of hardware and software for

their particular CAD/CAM application. Rick ar- ranged for Bill Lyons and his engineering staff to attend a one-day CAD-awareness course at the

MTRF. Following this course Bill and his engineering staff spent several days at the MTRF obtaining

hands-on experience with a number of CAD programs. Eventually they narrowed the field down to two or three systems that would be adequate to

handle the workload at Brimfield Precision. In the

end, two workstations were purchased which used

Intel-386 microprocessor based PC technology.

These two computers and the CAD software were

purchased for approximately $30,000 which resulted

in saving Brimfield Precision approximately

$220,000 when compared with the large mainframe

type of package they were originally considering.

As a result of the interactions with NEMTC,

Brimfield Precision now has the ability to do all of

its own CAD/CAM in-house design and development work. The company has also expanded its

8
operations to include custom design and development work for other firms. It has the ability to re- ceive IGES or DXF format CAD drawings from

client firms electronically. Once the drawing is re- ceived and transferred to computer memory, it can be displayed on the computer screen in a matter of

minutes. This greatly facilitates the design work

that the company does for client firms.

Now that Brimfield has the enhanced computer

capabilities, NEMTC is working with Bill Lyons to establish a computerized production control system

for inventory management and computer tracking

of manufactured parts.

AccuSpray/Bessam-Aire, Bedford

Heights, OH

AccuSpray and Bessam-Aire are sister companies

that share common manufacturing facilities in Bedford Heights, Ohio, an eastern suburb of Cleveland. Bessam-Aire is owned by Joe Marg and

AccuSpray is owned by his son Ken. AccuSpray has

33 employees and specializes in high-volume, lowpressure (HVLP), paint spraying equipment. This

system of paint spraying is relatively new to the

market but definitely the way of the future.

Bessam-Aire has 40 employees. The firm manufactures general air handling equipment which is used in factory environments which require large

exhaust systems in combination with replacement

make-up air ducts. Bessam-Aire has been in busi- ness for 30 years while AccuSpray is relatively

newer, being founded in 1981. Together they have

yearly sales in excess of $18 million. These two

companies have had several interactions with the

Great Lakes Manufacturing Technology Center

(GLMTC) involving plant reorganization, installation of business computer systems for each company, a CAD expansion project, and a redesign of

some key products in the AccuSpray product line.

After several visits to the AccuSpray/BessamAire manufacturing facility and numerous talks

with the management and engineering staff, Hal

Feightner and the staff at the GLMTC prepared

four studies and presented the results to Joe and

Ken Marg. The total cost for these studies to Bessam-Aire/AccuSpray was approximately $15,000.

As described below, the return on this investment

has been manyfold.

Improving the manufacturing facilities began

with the plant layout. As presently configured, the

current plant layout was not efficient, with AccuSpray and Bessam-Aire staff and facilities being

haphazardly strewn throughout the facility. The

sprawling 5,500 m

2 (60,000 ft2) building that houses

the two companies is rectangular in shape with a

dividing wall down the length of the building. All

the shipping was done out of one side of the building which presented a serious materials flow problem. Hal suggested that the first thing on the

agenda should be the reorganization of the entire

facility. AccuSpray was relocated to occupy 1800 m

2

(20,000 ft

2) of space, principally on one side of the

building, and Bessam-Aire the other. A large opening was cut in the middle of the large central dividing wall to allow forklift access to both sides of the

building. The AccuSpray operation was laid out so

that it now has its own shipping doors on the opposite side of the building from Bessam-Aire. AccuSpray's Ken Marg relied heavily on his own staff to implement the relocation of AccuSpray's facilities. After the relocation was completed, the staff was

organized into three six-person teams which has

streamlined the production process. One team now

handles only the shipping aspects of the operation,

and the other two assemble the spray guns and

compressor systems. Each team essentially has its own workcell environment, and parts are within

easy reach of the personnel who are doing the as- sembly operations. This team-assembly concept

along with the improved plant layout has greatly

improved the overall operation. Prior to implementation of the GLMTC plan, the production cycle,

setup-assembly-shipping, took three weeks. It now

takes two to three days. Ken Marg is currently fine

tuning the process by converting to a continuous

assembly scheme which would time output to

match the incoming order flow. He hopes that this

would cut the total time to a one-day turnaround.

All of the improvements have increased the profit

margin from 25% to 45% on the new spray guns.

Bessam-Aire's heat exchanger production facilities were organized into three assembly lines, similar to those used on automobile production lines.

Previously, various aspects of the production had

been scattered throughout the building. The machine shop was moved to a more convenient location and reorganized to take up less space.

The results of this reorganization enabled AccuSpray to avoid building a new plant which saved

the company an estimated $500,000. The plant re- organization required little capital investment, but

resulted in important productivity increases for

both AccuSpray and Bessam-Aire. Material flow

was improved and in-plant travel and shipment

backlogs were reduced. The plant reorganization

enabled AccuSpray to keep up with increased demand and maintain quality during a critical period

of growth.

While the AccuSpray facilities were being relocated, the GLMTC staff began work with the

Bessam-Aire side of the company which resulted in

the Bessam-Aire production facilities being greatly

9
improved. Bessam-Aire's product line is the design

and construction of large air-handling sheet metal

ductwork for factory installations that require large

amounts of air to be exhausted from the workplace

environment. In a typical installation, many "standard" components are used, but of course each installation is also somewhat of a custom job which

requires a new design of components and special

placement of vents and air intakes in locations that are specific to the job at hand. Before the assess- ment by the GLMTC staff, all drawings were done

by hand on an individual basis which sometimes re- quired several weeks to complete. GMLTC's

Feightner suggested that the staff involved with

preparing the drawings for the custom-made

Bessam-Aire products consider using ComputerAided Design (CAD) for preparing the drawings to be mailed out to potential customers. Key potential users were queried and all requirements combined

to establish the key elements needed in a software

system. The staff at GLMTC then reviewed a number of software packages and assisted the staff at Bessam-Aire in the selection process. Now drawings for new installations can be facilitated in a matter of several days using an array of more-orless standard sub-drawings which can be pieced to- gether quickly to form a final working drawing.

This allows Bessam-Aire to respond quickly to companies requesting installation of air handling

systems. In addition, changes and modifications are

quickly and easily made with minimal effort. It is estimated that for each workstation in operation,

Bessam-Aire will save $40,000 per year. BessamAire currently has three workstations in operation

and a fourth is being considered.

The low-pressure paint spraying market is growing rapidly due, in part, to some stringent environmental legislation which has recently become

effective in California, Texas, and New York which

bans the use of spray guns that can not put at least

65% of the paint on the target. Similar laws are pending in 28 other states. High-pressure paint

spraying is a very inefficient process which uses a good deal of solvent and is at best only 20-30% ef- ficient in the transfer of paint to the target. In a

typical high-pressure system, compressed air at 200-500 kPa (30-80 lb/in2) is used to drive the

paint and solvent from the spray gun to the target.

So in addition to being inefficient, a source of compressed air, either from a tank of air or bulky compressor itself, is necessary. The high-volume,

low-pressure spraying method on the other hand

operates using a different principal. Typically 13-66

kPa (2-10 lb/in2) is all that is needed to operate

the system. At these low pressures, a lightweight

centrifugal compressor can be used to generate the

pressure differential. The process of putting paint on the target is much more efficient, typically 65-

90%.

AccuSpray has been a leader in this field for a number of years, but it is not resting on its laurels.

The firm is always striving for improvement in the

product line. In addition to constant tweaking of

the gun and nozzle assembly which is done inhouse by the AccuSpray engineering staff, Ken

Marg felt that the compressor that was being used

in all of AccuSpray's line of paint spraying systems

could stand some improvements. AccuSpray's lowpressure equipment currently utilizes a centrifugal

compressor which satisfies all environmental

Figure 6. AccuSpray's Chief Engineer, Bob Amicarelli, preparing to shoot a test spray

pattern with one of AccuSpray's new HVLP spray guns that are designed for continuous-duty spray applications.

10
restrictions; however, it suffers from some drawbacks in that it needs servicing regularly. Ken felt that a number of improvements could be made in

the design but needed engineering assistance in

bringing his ideas to fruition. Since he had already

had previous interactions with the GLMTC, he approached the staff at GLMTC for assistance with

the engineering aspects of this problem. GLMTC

called in several members of the engineering staff

from Cleveland State University to discuss the re- design of the centrifugal compressor used in the

paint spraying operation. The engineering staff es- sentially started from scratch and designed a completely new compressor. The new compressor

operates at lower speed (3,600 rpm vs. 12,000 rpm)

which allows it to be run in a direct drive fashion

from a more standard electric motor rather than a geared design or a high-speed electric motor. The

new design is less expensive to maintain and lasts

much longer than the original model. It generates

less heat (exhaust gas at the paint gun is 88 °C vs. 149 °C (190 °F vs. 300 °F) for the old compressor)

and as a result is 50% more efficient than the original model.

In order to attain these improvements, more effi- cient rotor blades were designed using airflow and

aerodynamic modeling equations. The number of

compressor stages were optimized, and the compressor's rotational axis was changed from a vertical to a horizontal design. In addition, oil-fed

journal bearings similar to those employed in en- gine crankshafts were employed in lieu of ball

bearings at the ends of the shaft. The shaft design

was modified by removing more metal. Finally a low-cost housing was designed to replace the highpriced casting used in the old unit. Presently, AccuSpray has not yet implemented this new

compressor design but is exploring the possibilities

of having the engineering staff at CAMP design a

series of new compressors for the various different

models of AccuSpray's paint systems. This would

allow each system to employ the optimum compressor. For instance, in the low-priced end of AccuSpray's product line which taps the home owner or nonprofessional market, a unit designed with less

costly ball bearings instead of oil-fed journal bearings would be adequate.

AccuSpray expects to have sales of over $11 million in 1991 which is a 57% increase over 1990.

The firm predicts an increase in sales 2-3 fold over

the course of the next two years, and the numbers

could be even greater if other states follow California, Texas, and New York in enacting stricter environmental legislation. It is interesting that

AccuSpray is faced with a marketing paradox in

that many of its distributors also sell paint and thus

would rather sell less-efficient, high-pressure, paint

spray systems so they can sell more paint. The distributors realize that every time they sell an AccuSpray gun to a customer, they will be selling half as much paint to that same customer.

Masco Machine Inc., Cleveland, OH

Masco Machine Inc. designs and builds completely automated machining centers which are used in automotive, truck, tractor, and heavy machinery production line facilities producing engine

blocks, crank- and camshafts, transmissions, and a wide variety of similar machined steel components.

It is a privately held company in business since

1962, located in Cleveland, Ohio, with an annual

sales of $15 million. The company has 85 employees and is housed in a modern 6,500 m

2 (70,000

ft

2) facility. It manufactures a standard line of automated CNC single- and multi-spindle machining

centers as well as custom-built machining centers to user specifications. (Its largest machine was designed for a workpiece measuring up to 4 m (13 ft)

in diameter, 10.7 m (35 ft) in length, and weighing

9,000 kg (20,000 lb).

Masco has had two interactions with the Great

Lakes Manufacturing Technology Center

(GLMTC). In 1989 Masco wanted to upgrade its computer facilities in order to streamline its operations. Masco was at the leading edge of its trade,

but its computer facilities were near saturation.

Two separate areas were addressed in the study

carried out by staff of the GLMTC. The first area

is the office systems division and the second area is the design and engineering laboratory.

For the office system environment, Masco was

using a series of Apple Macintosh computers, two

PC-AT computers, and an older system that was

not directly compatible with either Apple or PC

systems. The engineering lab also used several

PC-AT computers. Coordination between these sys- tems was manual; i.e., they were not connected via a local area network (LAN). Bob Eckert and Gary

Conkol of GLMTC worked with Steve Fedor of

Masco to develop a comprehensive plan to improve

office systems computational power. After reviewing the computer environment at Masco the

GMLTC staff made a number of suggestions. First,

Masco needed to upgrade its current computers to make them state-of-the-art, and GMLTC recom- mended several new additional computers be

added. The next logical step would be to add a minicomputer to act as a multitasking file server. Following this, a LAN system should be installed to connect all the current Apple computers, PC-AT

computers, and several new workstations together.

In addition, the LAN should also link the design

and engineering laboratory to the office systems.

The GLMTC staff suggested that Masco contact

11
several major vendors and let the vendors propose

a block diagram of the expansion as they would

recommend it. GLMTC would then assist Masco in

evaluating the vendors' proposed equipment and

software systems.

As a result of these studies, Masco has begun

implementation of a number of the recommendations. The office system group and the engineering

laboratory have both acquired additional computers, and others have been upgraded. The networking question is still being addressed, but it is the

next step in the computer systems upgrade.

The second interaction that GLMTC has with

Masco is still evolving. It involves proof-of-process

metrology on a transmission component manufactured by Ford Motor Company. Masco utilizes a technique known as "microfinishing" or "superfinishing" which uses abrasive belts to finish even the

hardest steel parts to a mirror finish. Typically, aluminum oxide or silicon carbide belts are used in

this process. Finishes as smooth as ~ 1 \im (30 microinches to 10 microinches) can be obtained. This

unique finishing process frees the surface metal

from fragmented and smeared metal particles produced in previous machining operations. In addition, the surface integrity is restored by eliminating

surface burns and stresses. In the current engineering project with Ford Motor Company, Masco is to develop the equipment and techniques necessary to produce a transmission part in the Ford Motor

Company production line. In the existing process,

the part is rough-turned, ground, and then rollerburnished to the necessary size and finish.

In the new process being proposed by Masco, the

part goes directly to the microfinishing process af- ter being turned, thus eliminating the grinding and

burnishing steps while increasing the quality of the

finished part. The assistance to be provided by

GLMTC involves process metrology of the machined parts using an optical comparator, critical

evaluation of the measurements to be made, and

documentation of the results. Edward Cambron of

the CAMP affiliated Unified Technology Center's

(UTC's) quality group and Michael Kolbe and Jack

Wright of the GLMTC staff are in charge of performing the measurements using state-of-the-art

metrology equipment available at the UTC. Steve

Fedor of Masco is assisting in obtaining these measurements in order to obtain a better understanding of the equipment features and capability in the

MRF. An optical comparator was chosen for these

measurements over conventional instruments, since

it is equipped with glass scales, an electronic edge

detector, and a calculating digital readout. On relatively smooth surfaces, dimensional readings within

± 2.54 \xm ( ± 0.0001 inch) repeatability can be obtained. Rough surfaces provide more of a challenge

because care must be taken in order to avoid hitting "peaks and valleys" of the tool marks. Another

advantage of using the optical comparator for these

measurements was the ability to observe form variations which can be indicative of certain process

variables. For instance, when one of the first units

produced was tested, it was noticed that tapers of

several ten thousandths were present on the ends

of a cylindrical area, which produced a slight

Figure 7. A transmission part being tested on the optical comparator at the GLMTC's Manufacturing Resource Center.

12
barrel-shaped distortion in the part. Steve Fedor of

Masco noted that this could be caused by excessive

pressure on the part during axis reversals of the

machine and said that he could adjust the machine

to eliminate this.

In the initial phase of the work, a total of 12

parts are to be measured, both before and after the

microfinishing process. The cost to Masco for the

project was $600. With a conservative estimate of

savings of $0.20 per part produced and Ford Motor

Company's estimated production of 12,400 parts

per week, the new process would mean an annual

savings of over $125,000 for Ford. Furthermore, it

is anticipated that the proposed process would produce a superior part to the one currently in use. While such advantages are difficult to quantify,

they would likely produce additional savings in

terms of overall product performance and decreased warranty repairs.

For Masco, a small company, successful completion of this project may also open up considerable

new sales potential for several more systems in fol- lowing years. It is estimated that Masco could realize an increase of $600,000 in sales by demonstration

of proof-of-process with the Ford Motor Company

part.

STERIS Corporation, Mentor, OH

STERIS Corporation is a manufacturer of sterilizing systems for surgical instruments. It is a privately held firm that began operations five years

ago. The business is headquartered in Mentor,

Ohio, a suburb of Cleveland. Currently STERIS

has 94 employees and is in the midst of rapid

growth, with projected sales of $50 million in 1995.

Until recently, it sold only on the domestic market,

but this year it has expanded into the European

market.

STERIS manufactures and markets a unique liquid chemical sterilization system for surgical instruments that utilizes an oxidative chemical solution of

30% peroxyacetic acid (CH3COOOH) that contains

a proprietary mixture of corrosion inhibitors and

buffers that maintain a neutral pH. The solution

used in the sterilizer is effective at 50 °C (122 °F) in

12 minutes of contact. The STERIS PROCESSTM is more effective than glutaraldehyde at reaching con- taminated surfaces and does not present the hazards associated with glutaraldehyde, ozone, steam,

or ethylene oxide. The STERIS PROCESSTM was

born from the need for a low-temperature sterilization system that would rapidly sterilize delicate surgical, dental, and diagnostic instruments without

harming the plastics and other composite materials

that were used in constructing the instruments.

Candidates for the STERIS PROCESSTM are any

immersible medical instruments, such as microsurgery instrument sets, flexible endoscopes and

forceps, rigid endoscopes, and video cameras that are often used in minimally invasive surgical and

diagnostic procedures.

The STERIS SYSTEM 1TM sterilization unit was

designed to accommodate a variety of different instrument trays. The most common tray simply utilizes a rectangular configuration in which general

surgical instruments can be placed for sterilization.

Three other tray designs are currently offered with

the sterilization unit which are designed specifically

for a given instrument with a complex shape, such

as an endoscope. The tray design is optimized to

attain a maximum flow of sterilizing solution

around the instrument(s) being sterilized. The instrument trays are offered as additional accessories so that only the required trays need be purchased

by any given customer.

A major difficulty encountered by Norman Siegel

and his product development group at STERIS fo- cuses on the design and construction of new instrument trays for the instruments. The majority of

these require extremely complex shapes. Since

STERIS SYSTEM 1TM was designed to be a turnkey, user-friendly system that anyone could use, a major tray design constraint centers around the

standard chemical charge that is used in the sterilizing system. The chemical charge comes prepackaged and is designed for a 10 liter working volume.

STERIS was spending an inordinate amount of

Figure 8. STERIS SYSTEM 1TM sterilization unit showing the complex shape of the instrument tray necessary for sterilization of an endoscope.

13
time and effort on new tray design. In order to design a new tray, a working prototype mold had to be constructed. Depending on the complexity of

the tray, this working prototype could cost as much

as $20,000. Following this, test trays were thermoformed and trial runs made in the sterilization sys- tem. Design errors of only 3 mm (1/8 inch) in some

parts of the trays lead to volume errors of 0.5 liters.

If the volume was too large (i.e., > 10 liters), the

working prototype had to be remachined at a cost

of several thousand dollars, following which the

whole prototyping sequence had to be reinitiated.

Many techniques were tried in order to minimize

the trial-and-error nature of the design process, but

none were found to work well. Norman Siegel had

grown up with computers and was well versed in

their use. He realized that the best way to design

trays would be to use some sort of CAD/CAE

package, but he also knew that there are literally

hundreds of software CAD packages on the market. At this point he contacted the GLMTC for as- sistance on the selection of the best software

package for STERIS' application. Gary Conkol, the

GLMTC's Technical Program Manager, and David

Thomas-Greaves, Manager, Technology Application Engineering of the GLMTC, assisted STERIS

in the selection of an appropriate CAD system for use in optimizing tray designs. As is typical for all of the Manufacturing Technology Centers, the staff

in charge of the demonstration facility is thoroughly

familiar with all the latest software packages and

state-of-the-art hardware. Demonstrations and tests of three major software packages and four different

hardware platforms were conducted and quotes obtained. GLMTC charged STERIS $1200 for this

service. It was found that a system meeting

STERIS Corporation needs would cost between

$45,000 and $60,000 for one workstation. The potential for STERIS, however, was estimated to be

over $110,000/yr in labor savings alone based on

eight hours a day utilization. Additional benefits

derived from faster time to market (up to 65%,

better initial design resulting in fewer prototypes,

and application to new products were not quantified. The specific recommendation was to purchase

a CAD system for tray design and apply it to complete assembly design as internal expertise increases.

A second workstation should also be considered for

backup, training, and modelling support.

STERIS currently has purchased one CAD/CAE

workstation and is using it to design additional instrument trays for the sterilization system. It has

helped immensely to cut down on design costs for

these trays and makes it much easier for STERIS

to initiate designs for new instruments as they are developed for the medical industry. STERIS is now

purchasing additional equipment to expand their

CAD/CAE capabilities.

Roller Bearing Company of America,

Hartsville, SC

Roller Bearing Company of America (RBC) is a major supplier of bearings to a wide range of end

users, including farm equipment, marine power,

aircraft, and construction equipment industries.

The firm is headquartered in Hartsville, South Carolina, a small town of 8000 people, located in the

middle of a rich agricultural region of South Carolina's delta. RBC has been in business since the

early 1900s and moved to South Carolina in 1964.

Since 1964 its manufacturing facilities have grown

from 2,800 m

2 (30,000 ft2) to more than 7,900 m

2

(85,000 ft

2). The company currently has 174 employees. Its product line consists of spherical plain

radial bearings; precision-ground, heavy-duty,

needle roller bearings; and cam followers. RBC's

needle bearing line encompasses a variety of sizes

from those with a small 0.635 cm (0.2500 inch)

bore to those with a rather massive 58 cm (23.000

inch) outside diameter.

The manufacturing of roller bearings is a field

where the technology employed has been in use for

some time. Many of the machines now in use were

designed and developed well before the advent of

the CAD/CAM revolution of the last decade. In

situations such as this it is easy for management to take the status quo approach and not want to make

changes in a time-proven system. The progressivethinking management at RBC, headed by Charles

Holmes, however, realized that to remain competitive in the 1990s improvements would have to be

made in many of the techniques currently employed in the roller bearing manufacturing process.

In September 1990, Charles Holmes attended

one of the CEO breakfast meetings sponsored by

the Southeast Manufacturing Technology Center

(SMTC). These meetings are held periodically

throughout the state of South Carolina 40 as a way

of introducing local firms to the facilities and ser- vices available to them through the SMTC. The

meeting attended by Charles Holmes was held in

Florence, South Carolina, a major city not far from

RBC's Hartsville headquarters. At this breakfast

meeting he met Curtis Rhodes of the SMTC. Following the meeting additional conversations were

held which eventually led to several interactions between the SMTC and RBC. Charles realized that

the technical specialists associated with the SMTC

had expertise in a wide variety of areas, some of

which could be applied directly to help in making

improvements in the manufacturing environment at RBC.

Charles Holmes arranged for Curtis Rhodes, a

technical specialist of the SMTC, to visit the Roller

Bearing Plant in Hartsfield, SC. Following the site

14
visit, Curtis had a number of suggestions for improving some of the manufacturing processes at RBC.

One of the areas where there was a mutual feeling that improvements could be made was in the

heat treating process of the bearing materials. Following the rough machining of bearing parts, the

parts next go through a heat treatment process

where the hardness is raised to Rockwell 60-62 °C.

This is a through-hardening process where the

parts are heated to approximately 800 °C (1500 °F)

followed by a quench.

The furnaces are batch type and either electrically or propane heated. Curtis Rhodes carried out an energy analysis with a goal to determine the feasibility of reducing energy costs. He performed an

analysis to determine the efficiency of the furnaces

as they were operated. Then the energy used for

the heat treatment was determined by the amount

of propane used in one month for heat treatment.

The minimum energy absorbed that would be re- quired is determined by the heat capacity of the

bearing material and the weight of bearing parts

heat treated during the one-month period. The difference between the propane energy purchased and

absorbed in the metal are the resultant losses. The

losses primarily occur through the furnace doors

and walls and from the gases released to the stack.

The furnace efficiency is the ratio of the energy

absorbed by the metal to the fuel energy released

during combustion. The study performed by Curtis

indicated the losses were significant. As a result of

this study RBC made a number of modifications

both in its process stream and ovens themselves

which resulted in a much-improved furnace effi- ciency.

The SMTC also assisted RBC corporation in a

totally separate area from the heat treatment process described above. As one might expect, for an

industrial process which produces high-precision

parts, an area that RBC devotes a good deal of

time to is that of metrology, and how best to certify

that the bearings being produced meet the exacting

standards required for this type of part. Typically

tolerances of ±10 (xm (±0.0004 inch) must be

maintained in the construction of bearing races and

tolerances of ± 2.54 \im ( ± 0.0001 inch) must be

maintained in the rollers. In addition, surface finish, roundness, and hardness specifications must be

met. Currently each piece is checked to ensure that

the tolerances are within the required specifications. Curtis Rhodes suggested that Carol Whinham, a technical specialist of the SMTC, be called

in to assist RBC in improving the metrology operations. Carol has had extensive experience in the area of statistics. After a thorough review of manufacturing operations at RBC, Carol suggested that

the machine tool operators at RBC attend a course

taught by William Barkman of Martin Marietta

Energy Systems, Inc., of Oak Ridge, Tennessee.

Figure 9. Machine tool operators course on "Deterministic Manufacturing" taught by

William Barkman of Martin Marietta Energy Systems of Oak Ridge, Tennessee. As a

result of this course, RBC now has a much clearer understanding of the intricacies of the machine tools currently on the plant floor and is in excellent position to begin the next phase of improvements which would be the acquisition of some new CAM-driven

machine tools.

15
Mr. Barkman's course, entitled "Deterministic

Manufacturing," was held at RBC and was well at- tended by both the machine tool operators and

management. The subject of the course involves

procedures that can be used to benchmark the

characteristics of individual machine tools that are used in the manufacturing process to determine the

reproducibility of the machining operations and

how various parameters affect the final dimensions

of the product. This is a time-consuming process,

but once the machine operators have worked out

the details for an individual machine, the process can easily be repeated for all the similar machines

used in the manufacturing process. Once each machine has been benchmarked, small corrective ac- tions can be implemented while the products are

still in the fabrication cycle which take into account

small differences inherent in the individual machines. This improvement is not one that is costly

in terms of capital equipment outlays. The results,

however, should improve the final product.

Carolina Equipment and Supply Company

Inc., Charleston, SC

The Carolina Equipment and Supply Company is a

small, family-owned business that specializes in cus- tom-built, high-pressure, industrial cleaning equipment. Its business operations are located in North

Charleston, South Carolina. It has been in business

for 18 years and currently has 38 employees.

The Carolina Equipment and Supply Company

markets a diverse line of high pressure, water-based

spray equipment that can be used in a variety of commercial cleaning operations such as removing graffiti

from concrete walls, stripping paint from automobiles for repainting, and for removing barnacles from

the hulls of ships. The process used is one in which a low volume of water at pressures of up to 80 MPa

(12,000 lb/in2) is ejected through a nozzle. Controlled

amounts of air and sodium bicarbonate are seeded

into the high-pressure stream of water to provide

some degree of abrasive action. In addition, the nozzles can be designed to rotate which gives the highpressure water stream a pulsating effect similar to a massage head on a shower. This makes the stream even more effective for cleaning purposes. The end

result is a cleaning process that is extremely effective

yet not detrimental from an abrasive standpoint (unlike sandblasting, for instance). Since the cleaning

equipment is somewhat standardized, it is generally

only necessary to adapt the equipment to the new

process or application being considered. Most of the

equipment packages sold by Carolina Equipment are custom designed and are generally one-of-a-kind cus- tom-built packages. As such, in the process of marketing these packages, the firm typically must build

several prototypes to both test equipment and to demonstrate concepts to clients. This can be expensive, especially if after demonstration, the client decides not to go forward with the acquisition of the

equipment.

Carolina Equipment and Supply Company was re- cently approached by a leading South Carolina electronics manufacturer to develop a glass-cleaning

system that would replace a current manual cleaning

operation. During the manufacturing process involved in the production of some ceramic capacitors,

it is necessary to clean the remnants of the previous

production cycle from a glass plate that had been

used to grow the devices. The current cleaning process being used is a manual cleaning operation that

takes as long as 10 to 15 minutes. Furthermore, the

situation is such that the process requires a high volume of these plates each day (as many as 3000 per

day), leading to a very labor-intensive cleaning process. After studying the situation, Larry Fulmer,

president of Carolina Equipment and Supply, and his

technical staff designed a high-pressure nozzle sys- tem that would perform the desired cleaning operation in approximately ten seconds. The custom-built

equipment was fashioned after an automated assembly line process. In the process the plates are placed on a conveyer assembly where they pass over the au- tomated spray cleaning equipment.

Following cleaning, the plates are rinsed, dried,

and stacked for reuse in the capacitor fabrication

process. Larry Fulmer and his staff felt that the process they had designed would work, but because the

project was of such a large magnitude, Carolina

Equipment and Supply did not have the available re- sources to build a full-scale mock up in order to demonstrate feasibility of the process.

Larry Fulmer thought it might be possible to use

a CAD system to build 3-dimensional color models

to demonstrate the glass-cleaning operation to the

electronics manufacturing firm, but he didn't feel

he had the necessary expertise to accomplish the

task. At this point, he contacted Tom Pennington,

a technical specialist with the SMTC in Charleston.

Tom thought the idea would be a good way to con- vey the process to the customer. Tom in turn contacted David Reiling and Roger Hsiao of the

SMTC in Columbia. David is a senior technical

specialist with the SMTC whose area of specialization is CAD/CAM. Roger Hsiao is an assistant professor in the mechanical engineering department of

the University of South Carolina who specializes in

CAD. Roger designed a 3-dimensional color model

of the cleaning process and equipment as envisioned by the staff at the Carolina Equipment and

Supply Co. From a series of these models, he constructed a short tape with a video camera. Larry

Fulmer used this videotape to demonstrate to the

electronics firm the concepts of the power washing

16
Figure 10. Three-dimensional CAD artist's conception of the high-pressure cleaning

equipment that was designed by Carolina Equipment and Supply Company to clean

glass plates used in a semiconductor fabrication process.

system that could be used to clean the glass plates.

As a result, the Carolina Equipment and Supply

Company is currently negotiating a contract worth

$250,000 for the design and construction of the

cleaning equipment.

Larry Fulmer believes that this type of delivery

mechanism could be used as a general marketing

tool for the type of equipment that his firm manufactures (custom-built, one-of-a-kind pieces of

equipment). In addition, the prototyping costs

would be cut considerably over trying to develop

full-scale mock-ups of proposed cleaning systems.

He and his technical staff are currently working

with David Reiling who is assisting them with the

acquisition, installation, and training of a CAD sys- tem that can be used by the Carolina Equipment

and Supply Company in future demonstrations.

Doty Scientific Inc, Columbia, SC

Doty Scientific is a high-technology firm that

specializes in a variety of products for the scientific

community. It is located in Columbia, South Carolina. It was established in May 1982 and has grown

from the original four employees to a company

with 50 employees. It has grown at the rate of approximately 30% per year for the past five years. It specializes in the manufacture of complete

sub-assemblies for commercial Nuclear Magnetic

Resonance (NMR) spectrometers. This type of

spectrometer is routinely used in the fields of or- ganic, physical, and analytical chemistry for the

analysis of the molecular structures of many different types of chemical samples ranging from gases

to high-temperature solids. The sub-assemblies

manufactured by Doty Scientific are uniquely designed to hold solid samples such as organic polymers and various solid substances. They feature air

bearings for fast spinning of the sample (up to 25

kHz) and have integral heaters and cryogenic cooling coils for performing the analysis at elevated

temperatures and cryogenic temperatures. The

products manufactured by Doty Scientific are used

in the laboratories of DuPont, Dow Chemical, GE,

IBM, Bell Labs, Lockheed, Shell, Exxon, Proctor &

Gamble, Ford Motor Company, and virtually all major universities worldwide. Annual sales are currently $4 million with 30% of this being in the international arena. Doty Scientific's interactions with the Southeast

Manufacturing Technology Center (SMTC) is in an

area that is totally separate from its highly successful NMR product line. Over the past few years,

Doty Scientific has been in the process of developing a line of unique modular MicroTube Strip

(MTS) heat exchangers that have extremely high

efficiency (2:98%) and relatively low pressure

drop. Heat exchange is one of the most fundamental industrial processes. Improvements in the cost

and efficiency of this basic process will have a beneficial effect on a wide spectrum of U.S. industries,

including cryogenics, air separation, and chemical

process industries. The Department of Energy and

industrial research laboratories have therefore

17
Figure 11. A microtube heat exchanger illustrating the end cap which was produced using the Swiss fineblanking process.

invested considerable effort in developing closedcycle heat engines for automotive use, but these

efforts have as yet not been entirely successful due

to the high costs of materials and fabrication asso- ciated with the production of the heat exchangers.

The heat exchangers being developed by Doty Scientific hold promise of being an order of magnitude less expensive to manufacture than the types

that are currently on the market.

The MicroTube Strip heat exchanger that Doty

is developing consists of an array of several hundred small-diameter stainless steel tubes (sS 1.0 mm

diameter) which are closely spaced on triangular

pitch centers. (See fig. 1.) To form the complete

heat exchanger, a number of identical modules

each containing several hundred tubes are manifolded together into a heat exchanger bank. The

array of tubes are held at the proper separation by

spacers along the length of the tubes. On each end

a header holds the tubes in place and a weld is made between the header and the tubes. Once this

weld is made, a cap is then welded over each end

so that gas can flow through the array of tubes. As

one might imagine, there are numerous difficulties

associated with the construction of such a delicate

device that must be manufactured very precisely.

For efficient flow across the outer shell, the array

of tubes is limited to approximately ten in depth,

but the width can be several centimeters. In prototype models the tube spacers and headers have

been precisely drilled and reamed on an individual,

hole-by-hole basis. Obviously, this is a time-consuming step in the fabrication process and introduces a bottleneck in the fabrication process even

if totally automated equipment is used to drill and

ream the holes. In order to eliminate this bottleneck Doty Scientific began to look into alternative

processes for the construction of the spacers and

headers for the heat exchangers.

For large scale production, a technique that

holds the most promise is one called Swiss

fineblanking. This is a controlled, cold-flow blanking (punching) process that includes the use of a counterpunch and a high-pressure ring indenter

(stripper) which applies sufficient pressure to the

metal surfaces near the punch edges to prevent

normal and planar deformation of the metal during

punching. The technique requires compound dies

and triple-action presses, but it results in minimal

edge fracturing and deformation. The dies used in

this process are fairly expensive, with costs in the

$15,000-$40,000 price range, so it is not cost effective to test a large number of prototypes and procedures in order to obtain the most optimum

fabrication process. In the first attempt at this process, Doty Scientific worked closely with a firm

that specializes in the production of dies for the

Swiss fineblanking process. The initial die was used

to stamp an array of 408 holes in a multiple-hit

process. In the ensuing assembly procedure it was

found that in some cases the assembly could be

done in a straightforward fashion but not on a consistent basis. It was thought that some variations

might be occurring in the hole spacings due to

stresses which developed in the header strip as a

result of using the multiple-hit punching technique.

The staff at Doty Scientific was not able to verify

this with the measurement devices that they had

on the premises. At this point they contacted Dr.

Curtis Rhodes, Director of the Advanced Technologies Program of the SMTC. After several conversations with the staff at Doty Scientific, Curtis

realized that in order to measure the small variations in the punching process that would present

difficulties in the assembly procedure, an extremely

good coordinate measuring machine capable of

making measurements in the 1-2 |xm regime would

be required. Curtis contacted Dr. Philip Nanzetta,

Director of the Manufacturing Technology Program at NIST, to see if it would be possible to have the measurements performed at NIST. Phil

talked with the staff in the Dimensional Metrology

Group in the Precision Engineering Division at NIST. Jay H. Zimmerman and his co-workers in

the Dimensional Metrology Group were in the process of testing and error mapping a new non-contact measuring system which is similar to a coordinate measuring machine. The instrument is state-of-the-art, and it employs a camera-based

data gathering unit which uses 20x-80x magnification lenses. The expanded image of the object being measured is displayed on a computer monitor.

The system is capable of making measurements on

18
the 1.5-2 |xm scale. Jay measured the hole spacings

in the Swiss fineblanked headers and spacers that

were fabricated using a multiple-hit technique. The

measurements confirmed the suspicions of the staff

at Doty Scientific in that the multiple-hit punching

process produced variations in the hole spacings

that were too large to be acceptable in the assembly procedure although the hole spacing within a

given punching was truly impressive with all holes

being nicely formed.

The major limitation with the single-hit fineblanking technique is the extreme die stress that ultimately results in die rupture as the relative hole

spacing is reduced or the number of rows increased. Based on the results of the NIST measurements, it appears doubtful that the multiple-hit

process can be successfully used in production;

however, if slightly wider spaced holes are used, a

single-hit process appears feasible for the fabrication of the header plates and spacers.

In a separate problem concerning the development of automated procedures for assembling the

tube arrays into the spacer and header assemblies,

difficulties were encountered in developing the

proper amount of thrust needed to force the headers and tube spacers over the tube array. A certain

amount of thrust is required to assure the proper

assembly of the tubes into the headers and spacers,

and this will vary somewhat from one unit to the

next. If too much force is used, the modulus of

elasticity of the tubes will be exceeded, and the

tubes will bend or break instead of being forced

through the holes in the headers and spacers. The

staff of Doty Scientific again contacted Dr. Curtis

Rhodes of the SMTC for assistance with measuring

the critical buckling loads for the microtubes being

used in the heat exchangers. Dr. Rhodes

constructed an apparatus which employed an electronic balance to measure the weight necessary to cause the microtubes to buckle. He tested various

lengths of the tubing. Following these experiments,

he was able to compare his results with those predicted from the Euler buckling equation.2 The results of the experiment agreed quite well with the curve predicted from theory suggesting that for

other sized tubes (diameters and lengths) the theoretical equation could be used to determine the

buckling loads. For an array of microtubes, the

buckling force should scale in a linear fashion, so

the thrust of the assembly machines at Doty Scientific can be set accordingly to use a sufficient

amount of thrust to force the tube array through

the headers and spacers but below the limit that

would cause the tubes to buckle.

The two problems with the commercial development of the new MicroTube Strip heat exchanger

described above are but a small portion of the

many hurdles that Doty Scientific faces in the development of this new product. In addition to the

problems described above, automated assembly

must be developed, diffusion welding techniques

perfected, and eventually the possibility of using

new super-alloys investigated. The staff at Doty

Scientific are extremely competent, and they hope

to have continued beneficial interactions with the

SMTC. During the next year or so they should be

well on their way toward commercialization of this

new product line. If Doty Scientific is successful in

this venture, the market for an inexpensive heat ex- changer could exceed $10 billion during the next 15

years.

2 Egor P. Popov, "Introduction to Mechanics of Solids," Prentice Hall, Inc. (1968), pp. 515-543.

19
Glossary

CAD Computervl ided Design; the process of

constructing engineering drawings using

a computer and software rather than a

conventional drafting board and instruments.

CAM Computer-^ ided Manufacturing; the

process of using a computer and appropriate software to develop instructions

for computer-controlled machining (typically a lathe or milling machine) to manufacture a part. All movements of

the machine and tool speed are sent by

computer instruction directly to the machine.

CAMP Cleveland A dvanced Manufacturing

Program; a not-for-profit organization

established in 1984 to offer industry one

of the most comprehensive technology

development and transfer programs in

the United States.

CIM Computer integrated Manufacturing; a technique of manufacturing where computers are used throughout an integrated manufacturing process.

CNC Computer Numerically Controlled; a

process of using a computer to control a manufacturing machine, typically a lathe or milling machine, whereby a set of instructions is coded and then downloaded (sometimes punched on a paper

tape) and then transferred to the machine to execute.

DXF A graphics format used by a number of

CAD software programs for transferring

CAD files. GLMTC Great Lakes Manufacturing Technology

Center; one of the three original Manufacturing Technology Centers established in 1989 by the National Institute

of Standards and Technology. It is a division of the Cleveland Advanced Manufacturing Program and is located on

the campus of the Cuyahoga Community College in Cleveland, Ohio.

ITI industrial Technology institute; a notfor-profit organization with a mission to promote the renewal and continuing

vitality of North American manufacturing. It was established in 1982 and

is headquartered in Ann Arbor, Michigan.

IGES initial Graphics Exchange Specification; a set of specifications that defines a neutral data format that allows

for the digital exchange of information

among computer-aided design (CAD)

systems.

JIT iust-in-Time; a system of ordering

materials and overall method of production used in a manufacturing process where the materials arrive shortly

before they are needed thus minimizing the time materials are held in inventory.

KTEC Aransas Technology Enterprise Corporation; a non-profit corporation established by the state of Kansas in 1987

with a mission to create and maintain

employment by fostering innovation,

stimulating the commercialization of

new technologies, and promoting the

creation, growth, and expansion of

Kansas enterprises.

LAN Local A rea Network; an integrated

system of hard-wired small computers

and an appropriate software package

that is used to link the computers to- gether so that messages and data can be transferred throughout the system.

MAMTC Mid-^4merica Manufacturing Technology Center; one of the two new Manufacturing Technology Centers established in 1991 by the National Institute of Standards and Technology. It

is a subsidiary of the Kansas Technology Enterprise Corporation, and it is located in Overland Park, Kansas.

MMTC Midwest Manufacturing Technology

Center; one of the two new Manufacturing Technology Centers established

in 1991 by the National Institute of

Standards and Technology. It is a subsidiary of the Industrial Technology

Institute, and it is located in Ann Arbor, Michigan.

20
MRF A/anufacturing Resource Facility; a joint

venture between Cuyahoga Community

College's Unified Technology Center

(UTC) and the Cleveland Advanced

Manufacturing Program (CAMP). The

facility is located on the campus of

Cuyahoga Community College in downtown Cleveland, Ohio. It features over

$5 million worth of the most modern au- tomated machining equipment, computer hardware, and software. The staff

at UTC and GLMTC provide small to mid-sized manufacturing companies in

the Great Lakes area with hands-on

manufacturing demonstrations, training,

and education necessary for manufacturing modernization and modern-day competitiveness.

MTC Manufacturing Technology Centers; a new initiative at the National Institute

of Standards and Technology. The

charge of the program was to improve

U. S. industrial productivity and competitiveness by advancing the technology

level of small and medium-sized companies.

MTRF Manufacturing Technology R esource

Facility; a CAD/CAM demonstration facility that is designed to assist small

manufacturing firms in their quest for

automating their manufacturing facilities. It is located on the campus of

Rensselaer Polytechnic Institute (RPI)

and is a part of NEMTC. The facility

has numerous hardware configurations

and software packages available for use by small manufacturing firms to become

familiar with current state-of-the-art

CAD/CAM techniques.

NEMTC JVorthFast Manufacturing Technology

Center; one of the three original Manufacturing Technology Centers established in 1989 by the National Institute

of Standards and Technology. It is lo- cated on the campus of Rensselaer Polytechnic Institute in Troy, New York.

NIST National /nstitute of Standards and

Technology; a part of the Department

of Commerce which was formerly the

National Bureau of Standards. The name

change occurred in 1988 as part of the

Omnibus Trade and Competitiveness

Act.

PC-AT Fersonal Computer-Advanced Technology; a series of computers pioneered by

International Business Machines (IBM)

that originally employed Intel-80286 microprocessors. Many companies have

adopted this technology and built computers that employ the same architecture. Eventually this computer series was

upgraded and now consists of 80386 and

80486 processors also.

SMTC Southeast Manufacturing Technology

Center; one of the three original Manufacturing Technology Centers established in 1989 by the National Institute

of Standards and Technology. It is lo- cated on the campus of the University of

South Carolina with additional facilities at the technical colleges spread throughout the state.

SIC Standard industrial Classification; a sys- tem of industrial classification established by the Federal Government and

used to categorize businesses by type of

economic activity. The codes are published in the Standard Industrial Classification Manual published by the

Executive Office of the President, Office

of Management and Budget.

TECnet Technologies for Fffective Cooperation

network; in 1989, NEMTC formalized

arrangements for the establishment of a

satellite operation in Massachusetts to develop a network of metalworking firms

in Hampden County, for the purpose of

identifying and providing group services.

The Massachusetts Manufacturing Resource Center at Tufts University serves

as the administrator and has established

the computer hub, with organization of

training activities being coordinated by

the Machine Action Project (MAP) in

Springfield, Massachusetts.

UTC £/nified Technology Center; an eco- nomic development resource established

by the Cuyahoga Community College

and the Cleveland Advanced Manufacturing Program in Cleveland, Ohio, in

1986 to provide business and industry

with the education and training programs needed to stay competitive.

21

NIST-114A

(REV. 3-89)

U.S. DEPARTMENT OF COMMERCE

NATIONAL INSTITUTE OF STANDARDS AND TECHNOLOGY

BIBLIOGRAPHIC DATASHEET

PUBLICATION OR REPORT NUMBER

NIST/SP 830

2. PERFORMING ORGANIZATION REPORT NUMBER

3. PUBUCATION DATE

February 1992

4. TITLE AND SUBTITLE

The Manufacturing Technology Centers Program: A Sampling of Individual Case Histories

5. AUTHOR(S) Richard Suenram

6. PERFORMING ORGANIZATION (IF JOINT OR OTHER THAN NIST, SEE INSTRUCTIONS)

U.S. DEPARTMENT OF COMMERCE

NATIONAL INSTITUTE OF STANDARDS AND TECHNOLOGY

GAITHERSBURG, MD 20899

7. CONTRACT/GRANT NUMBER

8. TYPE OF REPORT AND PERIOD COVERED

Final

9. SPONSORING ORGANIZATION NAME AND COMPLETE ADDRESS (STREET, CITY, STATE, ZIP)

Same as Item # 6

10. SUPPLEMENTARY NOTES

DOCUMENT DESCRIBES A COMPUTER PROGRAM; SF-185, FIPS SOFTWARE SUMMARY, IS ATTACHED.

11. ABSTRACT (A 200-WORD OR LESS FACTUAL SUMMARY OF MOST SIGNIFICANT INFORMATION. IF DOCUMENT INCLUDES A SIGNIFICANT BIBUOGRAPHY OR

LITERATURE SURVEY, MENTION IT HERE.)

This NIST Special Publication introduces the NIST Manufacturing Technology Centers

(MTC) Program and the organizations which serve as its regional centers. The

purpose of the program is to speed the transfer of advanced manufacturing technology

to U.S. industry, especially small- and medium-sized firms, through a series of

regional technology centers. This brochure highlights a variety of interactions

that the regional centers have had with manufacturing firms. These interactions

are presented in case history format.

12. KEY WORDS (6 TO 12 ENTRIES; ALPHABETICAL ORDER; CAPITALIZE ONLY PROPER NAMES; AND SEPARATE KEY WORDS BY SEMICOLONS)

case histories; Great Lakes Manufacturing Technology Center; Mid-America Manufacturing

Technology Center; Midwest Manufacturing Technology Center; NIST Manufacturing Technology

Centers; Northeast Manufacturing Technology Center; Southeast Manufacturing Technology Center

13. AVAILABILITY 14. NUMBER OF PRINTED PAGES

X UNLIMITED

FOR OFFICIAL DISTRIBUTION. DO NOT RELEASE TO NATIONAL TECHNICAL INFORMATION SERVICE (NTIS).

25

X ORDER FROM SUPERINTENDENT OF DOCUMENTS, U.S. GOVERNMENT PRINTING OFFICE,

WASHINGTON, DC 20402.

15. PRICE

X ORDER FROM NATIONAL TECHNICAL INFORMATION SERVICE (NTIS), SPRINGFIELD, VA 22161.

ELECTRONIC FORM ^ U. S. Government Printing Office: 1992 - 311-943 (62608)

MS7"

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