Design and Development of EDM FIXTURE

by

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Acknowledgement
I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible.

DECLARATION

I, [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University.

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Abstract
Windsor Airmotive Asia Pvt Ltd is the leading repair and overhaul shop for CFM56-3/-5/-7 series turbine engine components. During development of a new repair scheme, to replace the inner inducer and outer inducer of the Forward Inner Nozzle Supports (FINS), a major challenge was encountered at the Electric Discharge Machine (EDM). A trial done on a scraped part revealed that 112 vanes have to be aligned before it can be machined by EDM to the inducer. By introducing a semi-automated machining fixture, the alignment of the vanes will be made easier, on top of increasing the utilization of the EDM by 20%. The aim of this project is to develop a machining fixture for the EDM so that the alignment of 112 vanes will be made easier.By developing this fixture, the company can expect to reduce the scrap rate of FINS. These FINS are often scraped because of the inducer wall rub marks that exceed the limits given in the engine manuals.This will also be beneficial to the customers by helping them to reduce their overhaul cost for the engine rebuild. This will increase the reputation of the company, as it is a major breakthrough in the aerospace industry. The project aims to reduce the set-up time from 2.0 hours to 0.5 hours, and the process time from 4.0 hours to 2.5 hours. Through this project, we aim to overcome the misalignment of the vanes while machining. This is done by using a rotating unit with 112 holes drilled for the exact positioning of the vanes to the inducers. The rotating unit will be fixed to a right angled plate of 25mm thick which holds a single hole and a removable pin. The rotating plate will be secured to the angle plate,with bolt and pin, in the required position until the machining is completed. FINS will be fixed onto the rotating unit, and uniform rotation of the part will be ensured. The outcomes of this project is to meet the customer’s demands to replace the inducer without any deviations or discrepancy to the quality of the product and to appropriately use the excess man hours to other process to improve overall performance of the cell.

TABLE OF CONTENTS
Abstract iv
List of Tables i
CHAPTER 1: INTRODUCTION ii
1.1 Introduction ii
1.2 Company Background v 1.2.1 WAA’s Mission vi 1.2.2 WAA’s Goal vi 1.2.3 WAA’s Commitment vi
1.3 Project Background vii
1.4 Project Aim ix
1.5 Project Scope ix
1.6 Expected Outcomes x
1.7 Project Methodology xii
1.8 Conclusion xii
CHAPTER 2: LITERATURE REVIEW xiii
2.1 Introduction xiii 2.1.1 Measurement and Monitoring Techniques xvi 2.1.2 Quality assurance xvi 2.1.3 Clients and suppliers within the organization xvii 2.1.4 Communication and dissemination of information xvii 2.1.5 Delegation of responsibilities xvii 2.1.6 Human resources development xviii 2.1.7 How TQM increases the Organization's Competitiveness xviii 2.1.8 Competitiveness at the macro level xix 2.1.9 Competitiveness at the enterprise level xxi 2.1.10 Reasonable price xxi 2.1.11 Good product xxii 2.1.12 Reasonable delivery time xxii 2.1.13 unique product xxii 2.1.14 New product xxii 2.1.15 Possible Barriers in Organization acting against the Implementation of TQM xxiv 2.1.16 Lack of management commitment xxiv 2.1.17 Inability to change organizational culture xxv 2.1.18 improper planning xxv 2.1.19 Lack of continuous training and education xxvi 2.1.20 Incompatible organizational structure and isolated individuals and departments xxvi
2.2 Non Confirmation Reports Quality Control xxvii 2.2.1 Process Control Management xxix 2.2.3 Electric Discharge Machining xxxii 2.2.4 Heat Treatment xxxiv 2.2.5 Welding xxxvi 2.2.6 Machining – Milling and Turning xxxvii 2.2.7 Discussion xxxix
2.3 Electrical Discharge Coding xxxix 2.3.1 Principle of EDC xl 2.3.2 Characteristics of a layer by EDC xlii
2.4 Fuzzy approach to select machining parameters in electrical discharge machining (EDM) and ultrasonic-assisted EDM processes xlv 2.4.1 Fuzzy logic xlix 2.4.2 Membership function (MF) xlix 2.4.3 Fuzzy expert rules l
2.5 Conclusion l
CHAPTER 3: CURRENT ANALYSIS AND PROBLEM li
3.1 Introduction li
3.2 Current process lii
3.3 Cleaning liii
3.4 Non – destructive testing (NDT) liv
3.5 Remove worn Honeycomb lv
3.6 Spot Welding lvi 3.6.1 Vacuum Brazing Heat treatment: lviii 3.6.2 Leak Testing: lviii 3.6.3 Ageing cycle lviii 3.6.4 Finish Machine lix 3.6.5 Final FPI lix 3.6.6 Final Inspection: lx
3.7 Root Cause Analysis lx
3.8 Conclusion lxi
CHAPTER 4: MODELING OF THE NEW ELECTRICAL DISCHARGE MACHINE lxiii
4.1 Introduction lxiii 4.1.1 two-temperature model lxiii 4.1.2. Molecular dynamics simulation model lxv 4.1.3 Details for combination lxvi 4.1.4. Discharge channel model lxvii
CHAPTER 5: HYBRID LEAN–AGILE MANUFACTURING SYSTEM TECHNICAL FACET, IN AUTOMOTIVE SECTOR lxix
5.1 Introduction lxix
5.2 Technical attributes of the lean and agile manufacturing systems lxxi
5.3 Technical attributes of the lean manufacturing system lxxi 5.3.1 Lean principles and pillars lxxi 5.3.2 Lean approaches lxxii 5.3.3 Lean method lxxiii
5.4 Technical attributes of the agile manufacturing system lxxiv
5.5 Customers’ needs, flexibility in automotive sector, and technical facet of the proposed system lxxv 5.5.1 Customers’ needs in the global arena lxxvi 5.5.2 Flexibility and responsiveness in automotive sector lxxvii 5.5.3 Technical facet of the proposed hybrid lean–agile manufacturing system lxxviii
5.6 Flexible focused factory lxxix 5.6.1 Recent technological advancements uphold flexible focused factories in the automotive sector lxxxii
5.7 Automation lxxxiv
5.8 Globalized fractal E-manufacturing lxxxvii 5.8.1 Recent technological advances uphold the globalized fractal E-manufacturing lxxxix 5.8.2 International business and mass customization lxxxix 5.8.3 The proposed globalized fractal E-manufacturing concept and dimensions xci 5.8.4 Innovative value chain strategies xcvi 5.8.5 Hybrid Keiretsu–Kraljic supply framework xcvii 5.8.6 Managing overseas aspects ciii 5.8.7 Electronic value chain civ
5.9 Designing dynamic manufacturing strategies cvii 5.9.1 System dynamics model of a globalized vehicles hybrid lean–agile manufacturing value chain cviii
5.10 Conclusion cx
CHAPTER 6: CONSIDERATION OF ALTERNATIVES cxiv
6.1 Introduction cxiv
6.2 Benefits of Tack weld process cxv
6.3 Measure the problem for improvement: cxvi 6.3.1 Measuring and prioritizing for the improvements: cxvi
6.4 Effects of over spot welding cxvii
6.5 Alternative methods: cxvii 6.5.1 Cross Train operators cxviii 6.5.2 Process modification: cxviii
6.6 Decision cxviii
6.7 Design stage cxix 6.7.1 Design considerations: cxix
6.8 Conclusion cxix
CHAPTER 7: RESULT AND ANALYSIS cxxi
7.1 Introduction cxxi
7.2 Analysis of the mechanism of material melting cxxii
7.2 Analysis of the mechanism of material disintegration and ablation cxxvi
7.3 Analysis of the solidification process and residual stress cxxviii
7.4 Discussion cxxxiii
7.5 Conclusion cxxxiv
CHAPTER 8: INFLUENCE OF OXIDIZING GAS ON THE STABILITY OF DRY ELECTRICAL DISCHARGE MACHINING PROCESS cxxxvi
8.1 Introduction cxxxvi
8.2 Materials and Methods cxxxvii 8.2.1 Experimental set up cxxxvii 8.2.2 Electrodes and work pieces cxxxviii 8.2.3 Measurements cxxxix
8.3 Experiments cxl
8.4 Results cxli 8.4.1 Discharge behavior cxlii
8.5 Discussion cxliii 8.5.1 Influence of the oxidation on the discharge behavior in DEDM cxliii 8.5.2 Influence of the oxidation on mean removal per spark in DEDM cxlv
8.6 Conclusion cxlvi

List of Figures
Figure 1.1 Braze voids found at the vanes in the part during incoming inspection vii
Figure 1.2 Cracks in tubes found during incoming inspectionFigure 2 Cracks in tubes found during incoming inspection viii
Figure 1.3 Erosion found in the inducer during incoming inspection viii
Figure 1.4 Simulation done using a scrapped part xi
Figure 2.5Line drawing of EDM xxxiii
Figure 2.6 Heat Treatment of Steels xxxv
Figure 2.7 Heating and Cooling of Metal Bar xxxvi
Figure 2.8 Effect of Over-welding xxxvii
Figure 2.9 Machine Shop Lathe xxxvii
Figure 2.10 Turning Process xxxviii
Figure 2.11 Typical Milling Tool Work piece xxxviii
Figure 2.12 Milling Process xxxix
Figure 2. 13 Principles of EDC xlii
Figure 2.14 Cross Section EDC layer xliii
Figure 2.15 X-Ray Diffraction of hard layer by EDC xliii
Figure 2.16 Relationship between average hardness and discharge current xliv
Figure 2.17 Relation between extra hardness and discharge duration xlv

List of Tables
Table 1: Principles of TQM xxiii
Table 2 The technical facet of the hybrid lean–agile manufacturing system in terms of lean and agile aspects. lxxix
Table 3 Dependent variables in the globalized vehicles hybrid lean–agile manufacturing value chain system dynamics model cx
Table 4 Parameteres of the Experiment cxli
CHAPTER 1: INTRODUCTION

1.1 Introduction As a non-touching machining method, due to its high machining accuracy and broad machining spectrum of materials, electrical discharge machining (EDM) has been widely used in manufacturing industry, especially in the fields referring to hard-to-machine materials or parts with demands of complex shape or high precision. With the need of modern industry and cutting-edge technologies for ultraprecise and nanoscale parts is becoming more and more pressing, new technologies about EDM have been developed to extend the dimension range of EDM to nanometer scale in recent years. For example, using the capacity coupled pulse generator Kunieda et al. developed a device for nano-EDM with which the discharge duration was less than tens of nanoseconds and discharge craters with a diameter of as small as 570 nm were obtained. Using an ultrasmall-diameter tool electrode for machining is another way for nano-EDM. Egashira et al. drilled holes with a diameter of less than 1 m in zinc using a silicon tool electrodes with a diameter of less than 0.15 m. Another new technology for nanofabrication which is termed as nano electrical machining (nano EM), though more like nano-EDM, and in some literatures is definitely identified as nano-EDM, is developed. In this technology, to get an extremely accurate control of the motion of electrodes, equipment like atomic force microscope (AFM), scanning tunneling microscope (STM), and so on which are capable of accurate motion control are utilized to get a gap of several nanometers in length between the two electrodes. Using this method, the diameter of obtained craters can be as small as tens of nanometer. Nano-EDM can be seen as nanoscale EDM, and their fundamental processing mechanisms are similar. Nevertheless, owing to the complexity and randomicity of EDM, the regime of mechanism of EDM is still incomplete, and so is that of nano-EDM. To better understand the mechanism of EDM and improve the EDM technology and related technologies, for example, nano-EDM, lots of researches on the mechanism of EDM have been conducted. In EDM, the discharge channel in which complex physical and chemical phenomena take place is the driver of EDM process, therefore experimental studies, computational simulation studies and theoretical studies of the mechanism of EDM are mainly focused on the discharge channel. The spectroscopy was used to study the discharge channel experimentally [7,8]. In these experiments, highspeed video camera was used to photograph the arc plasma (AP) in EDM, and then the temperature distribution in the AP was depicted by the line pair method. It was found that temperature in the center of the AP can rise to between 4000 K and 8000 K, and the diameter of the AP is about five times of that of the crater. By applying analysis of optical emission spectroscopy to the EDM plasma, an insight into the mechanism of the AR As for the nano-EDM, though its fundamental processing mechanism is similar to that of EDM, some characters of nano-EDM are different from that of EDM. Different from that of EDM, in nano- EDM, the work function of electrode material has no effect on the breakdown process of dielectric, field-emission-assisted avalanche in nanoconfined liquid dielectrics is believed to be the main reason leading to the breakdown process, and additionally, the electrical field required for nano-EDM is 66 times stronger than that for EDM. As for the material removal mechanism of nano-EDM, several models were proposed. Typically, the electron deposited thermal energy leads to the ionization of the dielectrics in the gap, and a current with extremely high current density forms between the two electrodes. A great amount of thermal energy is produced owing to this current, which will cause the heating, melting, vaporizing and eventually ablation of the material. Numerical study is another effective way to reveal the mechanism of EDM. Most of these numerical models are based on the heat transfer theory, especially for the two electrodes, while for the discharge channel, hydrokinetics model or electricity model are integrated into the heat transfer model. It should be noticed that in these models all or part of the material at a temperature higher than the melting point is considered ablated. Under this assumption, some characteristics of EDM were represented, for example, the influence of processing parameters on the shape of crater and the topography of the EDMed surface, the energy distribution, the material removal rate, and so on. However, in these continuum models, the dynamics behaviors of material was not considered, which makes it hard for these models to describe the phenomenon related to material dynamics in EDM, such as the process of material ablation and the evolution of material microstructure. Molecular dynamics simulation (MDS) works at atomic level. MDS allows for dynamics simulation of material and its quantities have explicit physical meanings, which makes it an effective way to study material characters and behaviors in material processing from the atomic point of view. Lots of applications of MDS to laser machining have be reported, medicine research, and so on. Recently, study about micro-EDM with MDS is conducted by Yang et al, however, in their model, electron heat conduction (EHC) which plays the predominant role in heat conduction in metal was neglected, which will inevitably lead to some discrepancy between the simulation results and the reality. Except, few papers about EDM with MDS has been reported as the authors know. To take into account the effect of electron heat conduction to better describe the heat transfer process while maintaining the capacity of dynamics description of MDS, a combined atomistic continuum modeling method was proposed. In this method, the atomistic molecular dynamics simulation model (MDSM) and the continuum two-temperature model (TTM) are integrated using a coupling term by which the deposited thermal energy to the lattice system from the electron system in the TTM are transferred to an additional momentum-dependent force imposing on each atom in the MDSM. This method inherits the advantages of both the TTM and MDSM, and it is quite suitable for the modeling of the nano-EDM process. In this paper, we establish a simulation model for single discharge machining process in nano-EDM by the combined atomistic-continuum modeling method. Based on this computational simulation model, the melting, disintegrating, ablating and solidifying processes of material in single discharge are presented and analyzed to get an insight into the machining process of nano- EDM. The sketch of this paper is as follows. In Section 2, the principle of the combined atomistic-continuum modeling method are reviewed, and details of the modeling process are elaborated. In Section 3 results from the simulations are presented, and based on those simulation data the mechanism of nano-EDM is analyzed.

1.2 Company Background Windsor Air motive Asia (WAA), a wholly owned subsidiary of Barnes Group Inc. USA, is part of the Barnes Aerospace Windsor Air motive Division, a global leader in turbine engine component repair, overhaul and modification services. Strategically located in Singapore, WAA serve customers including airlines and engine overhaul shops in Asia Pacific, Europe, and beyond. WAA has implemented cellular manufacturing and employ the latest lean manufacturing techniques in order to streamline processes. Customer satisfaction is achieved by understanding customer requirements and delivering superior quality and industry leading turn-around times. WAA customers are able to access online order status reports and part number searches enabling instant access to part delivery information. Newer repairs being introduced include those for components of the CFM56-3/5/7, CF6-80, PW4000 growth versions, Trent 700 and Trent 800 engines. WAA technologies, quality and performance have earned them many Source Demonstration Repair approvals, placing them in a select group of repair sources, specially approved by the engines OEM's. 1.2.1 WAA’s Mission WAA mission is to provide the Best Solutions to WAA customers’ engine component problems. "The Best Solutions" are solutions that are technically sound, of superior quality and cost effective.

1.2.2 WAA’s Goal In response to the continual emphasis on cost reduction in the airlines industry, it is WAA goal to produce and provide quality cost effective solutions to WAA customers’ maintenance requirements. WAA does that by strategically investing in new technologies, human resource and skill development. The ultimate goal is to ensure "Complete Customer Satisfaction".

1.2.3 WAA’s Commitment Meeting customers’ needs is always WAA numbe rone commitment. As part of WAA continuous effort to maintain this commitment, both WAA operations in Singapore and USA went through the ISO9002 certification in 1997. In Windsor Airmotive Asia, quality consciousness is second nature. Our on-going total quality management program combines quality consciousness, advanced inspection technologies and continual training to ensure that WAA work will meet the most stringent requirements.

1.3 Project Background Damage Vane Replacement is the main repair process of Trent 800 Outer Guide Vane (OGV). Trent 800 is a Rolls-Royce Engine model. The total number of damage vane replacement has a strong correlation with the total man hours spent on the OGV repair processes. Vane replacement is a tedious and uneconomical process; these damage vanes are replaced by new vanes, undergoing the brazing process which is very time consuming. If more damaged vanes are to be replaced, the total man hours will increase; hence customers TAT will not be achieved. Currently WAA is receiving High Pressure Turbine Forward Inner Nozzle Support (HPT FINS), from regular customers. Fig. 1.3, 1.4, and 1.5 show the extreme cases whereby the products have to go through major repairs like inducer replacement. Which is believed to be caused due to the recirculation of engine debris from the rotation of high pressure turbine front shaft causeing the inner wall to erode,leading to voids in vanes or cracks in tubes. Although such repairs are needed, WAA does not have an approval for this repair. As such, it will be considered as scrapped. The customers then face the challenge to rebuild the engine after overhaul.
[pic]
Figure 1.1 Braze voids found at the vanes in the part during incoming inspection
[pic]
Figure 1.2 Cracks in tubes found during incoming inspectionFigure 2 Cracks in tubes found during incoming inspection
[pic]
Figure 1.3 Erosion found in the inducer during incoming inspection To resolve this issue, the engine’s Original Engine Manufacturer(OEM) has requested WAA to do a Repair and development (R&D)program to rectify the parts getting scrapped by changeing the inducer, which is a small portion of the HPT FINS. This is advantageous to WAA as it is a source-controlled repair. If successful, WAA can include this as a competitive edge and add to the company’s capability list of products. To complete this process successfully, the EDM fixture plays a major role. As the whole process is lengthy and tedious, WAA has formed a project team consisting of managers, engineers, inspectors and operators. Electric Discharge Machine (EDM) is being used as a complementary machine for making prototypes. New advances make EDM suitable for drilling round holes and complex holes quickly. Dielectric fluid is used to cool and flush the hole as it is drilled. Figure 1.6 shows the line drawing of the EDM.

1.4 Project Aim The aim of this project is to develop machining fixture for EDM in order to overcome challenges faced in the alignment of the 112 vanes and 54 tubes. This can possibly help to increase the utilization of the electric discharge machine by 20 %. By developing this fixture, WAA intents to reduce the scrap rate of such parts to at least 40% to give our customer a good satisfaction by helping them to reduce their overhaul cost for the engine rebuild. Once this whole process is successful, WAA will need to submit a clear report to get the manufacturers approval, as it affects the integrity of the part. Once accepted, it will be considered as a source controlled repair, which will increase the reputation of the company. 1.5 Project Scope This project will identify the design of the fixture. Analysis and team discussions will then be carried out on the challenges and issues by means of observation from other similar machining operation done previously. Once the major issues are identified, they will be worked on to develop new work procedures. This project will develop a new machining fixture which consists of a base plate and a rotating plate. The base plate is a plate attached to the base in 90 degree. The rotating plate is attached to the angle plate using screws and spacers assembled to a nut.

1.6 Expected Outcomes The outcomes of this project is to meet customer’s demands without violating any issues regarding the quality of the product. This new fixture maintains a good quality of the product, thus satisfying our customers. Another target this project is trying to deliver is that if this fixture is developed, maximum utilization of man power will be achieved as semi-skilled workers can be utilized. This fixture is expected to increase the utilization of Electric Discharge Machine by 20%, after its implementation. This fixture will save a lot ofHPT FINS that has developed crack or erosion during the engine run. They will be salvaged and can be reused in the engine. There is currently no such capability in the market. If developed, this will be a source controlled process. This fixture will be helpful for the machinist to maintain good allowable tolerances between the cooling holes and vanes which will play a major role in maintaining good quality for the finished product. The finished product will undergo a final test by checking the airflow. Below is a simple calculation estimate percentage increase in the utilization of the EDM:
Current usage of Electric Discharge Machine
Estimated usage of four, electric discharge machine per year=12800
|Usage of one electric discharge machine per year |= 12800/4 = 3200 Hrs. |

From the company’s data, it is noted that an average of 8 parts have been scraped per year. This is either due to erosion in the inducer, crack developed in the tubes or vanes. Taking into account this information, and the time taken from the simulation process done using a scraped part, it is noted that the estimated time taken to machine the HPT FINS using EDM will be 20 hours.
|Time taken to machine one vane |= 0.5 hours |
|Time taken to machine 112 vanes |= 0.5 x 112 = 56 hours |
|Time taken to machine one tube |= 0.5 hours |
|Time taken to machine 54 tubes |= 0.5 x 54 = 27 hours |
|Total time taken to machine one part |= 56 + 27 = 83 hours |
|Time taken to machine 8 parts |= 83 x 8 = 664 hours/year |
|Total increased usage of the machine |= estimated time required for 8 parts/year |
| |= 664/ 3200 = 0.2075 = 20.75% |

The estimated increase of the machine usage will be 20%
[pic]
Figure 1.4 Simulation done using a scrapped part Since there are currently no available fixture for EDM, a new fixture need to be developed. This new fixture plays a vital role in the success of the inducer replacement for HPT FINS, which helps to increase the companies turn over by 30% and increase the utilization of the Electric Discharge Machine by 20%.

1.7 Project Methodology The topics & literature review are relevant to this project. To successfully complete the machining operation for the Forward Inner Nozzle Support (FINS), this fixture will be implemented. On-going research will be carried on the fixture to understand the fixture and the errors, if any, need to be corrected even though the design and drawing are correct. When the final product is completed, it needs some adjustments before passing it to production quality control team so that they can qualify the fixture for production. This is done by checking against CFM56-3B’s engine manufacture requirements and of the high pressure turbine forward inner nozzle support.

1.8 Conclusion The project aims to reduce the set-up time from 2.0 hours to 0.5 hours, and the process time from 4.0 hours to 2.5 hours. Through this project, we aim to overcome the misalignment of the vanes while machining. This is done by using a rotating unit with 112 holes drilled for the exact positioning of the vanes to the inducers. The rotating unit will be fixed to a right angled plate of 25mm thick which holds a single hole and a removable pin. The rotating plate will be secured to the angle plate,with bolt and pin, in the required position until the machining is completed. FINS will be fixed onto the rotating unit, and uniform rotation of the part will be ensured. The outcomes of this project is to meet the customer’s demands to replace the inducer without any deviations or discrepancy to the quality of the product and to appropriately use the excess man hours to other process to improve overall performance of the cell.

CHAPTER 2: LITERATURE REVIEW
2.1 Introduction Quality is every body’s business so in order to understand more about quality the study done by quality America according to Quality America Inc. (ReVelle, 2004), was use full, there are number of tools that says about quality it is very close to 100 and comes in various forms such as brainstorming, focus groups, check lists, charts and graphs, diagrams. In a different vein, Engine manuals and standards operation procedures are TQM tools as well. In further analyses to identify qualitative and quantitative data that will be use full to this fixture design was from the book. These tools can identify procedures, ideas, statistics, cause and effect concerns and other issues related to process control management. These quality tools are used to enhance the effectiveness, efficiency, standardization and overall quality of procedures. The TQM tools used during this project are Cause and Effect, Ishikawa or Fishbone Diagrams that are designed by Kauro Ishikawa. From this research it is understood that keeping quality in mind before brainstorming to design a fixture, will be an advantage to design a better fixture, since fixture is the one major factor to maintain the quality of the product (Virwani, 2007). Total quality management at its core, is an approach to management for a long standing success by means of customer satisfaction. In the endeavor of TQM, each affiliate of an organization gets involved in the improvement of procedures, services, products and the milieu in which they operate. Total quality management may be summed up as a system for management for a sort of organization that has its focus con verged on its customers and which encompasses each of the staff members in the incessant advancement. It makes use of effective communications, data and strategy to incorporate the quality discipline into the activities and culture of the organization. Barriers often develop in the implementation process that disassociates TQM from 'real world' results and, potentially, from 'real world' people. Profitability, organizational attitudes, management style, and more are all issues that can stall the TQM implementation process. Today's business climate is such that business is more competitive than at any other time in the past, and only those willing to increase efficiency while reducing costs will truly prosper over the long term. TQM provides a pathway to achieving that long view and ingrained competitiveness for which organizations strive (Zhang, 2010). Total quality management is a philosophy of management which encompasses each of the facets of quality which are relevant to the organization as well as the consumer. Universally, the approach of TQM has appeared to be a feasible means of improving quality, increasing productivity and cutting down costs. Total quality management encompasses every level of the management of an organization, taking in management of procedures, formation of strategy and policy, leadership, management of human resources, and the management of significant resources. Further, it indicates the outcomes and approval of the concerned parties like the society, consumers and employees. The organizations having TQM incorporated produce an extensive variety of indicators to compute and enhance their performance with reference to the mentioned factors. Harmonized methods which define the criterion to evaluate the TQM take in the national as well as the regional schemes like the quality for awarding the Baldridge award in the United States (Sánchez, 2009). The prime objectives of the total quality management are allied to the continuous improvement and customer satisfaction; both the two are critical for constructive outcomes of the enterprise. The significance of customer satisfaction depends on the verity that consumers or clients in open economies are the only grounds for the existence of any productive procedure. Be computing the propensities in the relevant markets of the customers, an organization stabs to internalize the satisfaction of the customers in their system of production (Gopal, 2004). Nevertheless, with the continuous change of the environment of the organization, profitability and customer satisfaction may be maintained only if human resources, procedures and products are improved incessantly. The unremitting enhancement in the productive system of an organization entails, for instance, that any type of nonconformity or error in the production system requires being detected at the earliest and then resolute for progressing to the situation of zero error. Therefore, constant progression necessitates the institution of feedback methods for doing away with the identified failures in quality at their very basis (Jiang, 2005). The continuous improvement and consumer satisfaction; both are vigorous notions leading to an unremitting supervision and tweaking of the various aspects of quality management. The practices of quality management can be described as the methods for accomplishing the objectives associated to the continuous improvement as well as consumer satisfaction. Generally, the practices of TQM optimize the effectiveness as well as the efficiency of a particular system of production, whereas, conventional practices of management are typically related to just the maximization of the efficiency of the production system. Hence, the major dissimilarity between the approaches of total quality management and conventional management is that practices of total quality management intend to internalize the idea of customer satisfaction in various actions of the organization. This leads to several means of arranging the system of production and the employment of various technologies. For instance, the philosophy of total quality management does not essentially lead to the conventional large scale economies. Prospects of incessant improvement may lead to improvements in efficiency however they would be executed only in case they are attuned with the factors relevant to the customer satisfaction. In majority of the enterprises, the institution of the philosophy of TQM is escorted with the change in the organizatio (Sánchez, 2009). Hence, institution of a culture of TQM is a long standing procedure in an organization. The philosophy of total quality management is arranged in a top down order whereas its true merits are established at the operational stages. Management of the methodical development of cross-functional innovation and primary procedures of production are frequently the most feasible elements of the total quality management. Relating to this, several tools of total quality management can be executed concurrently by employing the principles and objectives of TQM to steer the change in organization which escorts with their execution. For officially describing, defining and managing the objectives relevant to the continuous improvement and customer satisfaction in the inclusive function of management, there are certain principles that are generally applied in the approach of the total quality management (Zhang, 2010).

2.1.1 Measurement and Monitoring Techniques For systematically internalizing the customer satisfaction and enhancing the quality of procedures, the organization ought to establish and compute the pertinent, consistent indicators. These indicators are frequently computed with the assistance of geometric procedures and techniques for quality control (Egashira, 2010).

2.1.2 Quality assurance Total quality management generally diminishes the inspection based quality assertion and endorses the formalization of quality as a function of management by means of institution of systems of quality management. For instance, an organization can establish several types of documentation like work instructions, procedures, manuals, etc that are pertinent to any action or measure which may impact quality. The appropriate operation of a system of total quality management may be ascertained to the consumer by means of exterior validation which is termed third party or second part certification (Huang, 2012).

2.1.3 Clients and suppliers within the organization Concerns regarding quality inside an organization should be analyzed, executed and supervised as a procedure. This entails the necessity of various operational departments to analyze their alliances with respect to clients and suppliers albeit the transactions transpire inside an organization. Further, the major quality procedure may further be classified into sub-procedures which are also frequently cross-operational (Jiang, 2005).

2.1.4 Communication and dissemination of information For the reason that concerns are dynamic and cross-operational, quality management asserts an influential stress on communication. For instance, any alterations in the system of total quality management require being communicated to the staff members, clients, suppliers and the society. Moreover, the right and good quality of products, to a particular extent, depends on the exterior elements like the wishes of the customer and the inputs of the supplier (Schfer, 2002).

2.1.5 Delegation of responsibilities Prospects for incessant innovations or improvement are most efficiently and effectively realized at the functional levels. This entails that the workers and employees of each operational department require incorporating the notion of quality into their everyday functional activities. Everyone is supposed to be the manager of quality. This is frequently denoted as the customary change which is required by an organization to experience for implementing the total quality management effectively. With respect to flexibility, cost and time, it would be ineffective if each operational department was to institute its autonomous unit for quality assurance. This might result in supplementary layer of hierarchy upbeat for the inspection of quality concerns and it might deject the involvement relating to the execution of the principles of total quality management at every single level of the organization. The TQM organizations therefore typically extend the responsibilities of the employees (Gopal, 2004).

2.1.6 Human resources development Stress on the employees’ satisfaction and training is one amongst the main principles of the philosophy of TQM and it is critical in terms of the execution of other principles of TQM. Total quality management stresses on the institution of a circumstance which enables the occurrence of the organizational change. In any organization, the flourishing incorporation of continuous improvement and customer satisfaction relies on the human factors in the end, for the reason that technology at all times be replicated by the contenders (Schfer, 2002). TQM organizations ad infinitum get their employees trained at every level. Employees require being trained to realize and implement the techniques of measurement for performing their extended responsibilities, to realize the principles of TQM and their influence on the quality and to have adequate skills for realizing innovations.

2.1.7 How TQM increases the Organization's Competitiveness The extensive dispersal of the techniques of total quality management makes an organization, a monetary division and ultimately a nation more spirited and viable. At the country wide level, the extensive espousal of total quality management makes a payment to the cumulative indicators of economic efficiency, improved innovation and advancement of human resources that are of importance in the achievement of increased levels of competitiveness and productivity. Worldwide acclaimed, reliable schemes of quality assurance avert the technical barriers to business and enable the access to markets. Comparable merits can be achieved for the enterprise networks (Jiang, 2005). The techniques of total quality management make a payment to quality innovation, flexible systems of production and improved quality all through the production chain. Additionally, the contemporary propensities to contract out the non-principal activities of competence lead to the augmenting employment of procedure based schemes of quality assurance. For the reason that such schemes for quality assurance diminish the costs of transactions between the clients and suppliers, augmented cost effectiveness can be obtained in the production chain.

2.1.8 Competitiveness at the macro level As defined by the world competitiveness report, competitiveness is the capability of an organization or a country to engender comparatively more wealth than its contenders in terms of proportion in the global markets. Global competitiveness at the national level can be evaluated in accordance to the scheme employed by the world competiveness report. Quality makes a significant payment to the global competitiveness of a country. For instance, the techniques of total quality management are a significant element in economic flourish of the organizations of the United States which made their production more competitive and more accommodating. In this regard, quality assurance is of significance relative to the global business. For instance, diminishing the costs of transactions of business within trade blocks is enabled when the quality of the transitioned products conforms to specific standards of quality that are mutually realized. The competitive performance is not confined to idiosyncratic organizations however to a particular extent; it is dependent on the functioning of all the various sectors of the industry or particular production chains. For instance, the competitive functioning of an organization is impacted by the functioning and interaction with its subcontractors and suppliers in forward as well as backward linkages in the connected or same sectors. Philosophies regarding the competitive development of the industry stress the endorsement of the intra firm redeployment and the institution of enterprise networks (Schfer, 2002). Networks can be groupings or partnerships constituted of service or manufacturing institutions and firms. They can be extremely flexible, informal, personalized and multifunctional. For instance, an enterprise network in a specific supply chain can comprise of various extensive exporting ventures which uphold associations with a network of minor organizations which impart the desired services and materials. Markets are expanding in terms of number of participants as well as volume and hence the global pressures for competitiveness are escalating. To encounter such augmented pressures of competitiveness, big organizations identify the core areas of their business in accordance with their respective competitive advantages outsource or subcontract all other actions. As big organizations tend to be more dependable on suppliers, they seek for long standing relationships, improved communications, and reliability. The monetary flourish of these types of enterprise networks has not transpired by means of beneficial access to land or capital, labor, low cost elements of production however rather from a specific effectual economic and social institution of the enterprise network. The internalization of the concerns regarding quality inside the supply chain lead to lowered costs of transaction and enhanced viability, and in this manner making a payment to the enhanced competitive performance of each sector (Gopal, 2004). The principles of total quality management which appear to be particularly pertinent to obtaining sufficient flows of information in enterprise networks and the internalization of issues regarding quality in the production chain are monitoring and measurement of quality assurance, dissemination of information and communication. Exchange of information and communication inside enterprise networks is critical for diffusing enhanced innovations, flexibility and efficiencies. To a particular extent, unremitting improvement is dependent on the active cooperation and participation of clients, subcontractors, and suppliers. Furthermore, innovation and flexibility in the production change can be enabled and enhanced if the clients and suppliers employ comparable techniques of statistical procedure. Quality is a significant criterion in the production chain, in terms of assessment of the suppliers of services and products. Hence, quality assurance is critical for the competitive functioning of the suppliers (Virwani, 2007).

2.1.9 Competitiveness at the enterprise level The critical concern which establishes the competitive flourish of any organization is the potential to incorporate the outcomes of quality enhancement that is critical for the customer satisfaction, taking into count the actions of profitability. Organizations, in open economies, which are slightly more competitive, compared to their contenders, extend the share of market for the reason that customers are contended with their particular traits of their services or products. Customer satisfaction can be allied to a single or more of the specific facets of the services or products of an organization (Schfer, 2002).

2.1.10 Reasonable price The price of the service or product must be aligned with the demands and requirements of the client for the respective service or product.

2.1.11 Good product The quality of the service or the product requires being consistent or being complied with the preordained specifications.

2.1.12 Reasonable delivery time
The client requires having the service or the product within a particular frame of time else the service or the product would have no worth.

2.1.13 unique product Everyone wishes for a service or a product which is only slightly dissimilar or which is precisely suitable to one’s personal requirements and demands. This necessitates that producers must be potential of fulfilling this stipulation for the diversity of the service or product.

2.1.14 New product Customers switch from former services or products which entail the above mentioned features to the ones which are stronger, contemporary, in vogue, faster, better and co0mprise of the latest materials. The competitive functioning of the organizations in international customer markets are ascertained by their ability to cope concurrently with the competitive aspects of innovation, flexibility, delivery time, quality, and price. To be precise, at the enterprise level, competitiveness might be merely applying the notion of unremitting improvement to the factors which resolute the competitive aspects of the organization (Huang, 2012). Hence, the notions of continuous improvement and customer satisfaction, form the grounds for some specific strategies including; institution and management of the product design and advancement for anticipating and responding in a timely manner to the altering conditions of the market (innovation); optimization of the inclusive time of lead (delivery time); intending for zero defects as in quality in the activities of the organization in general (quality); and the realization of the prime competencies and capitalization on the productivity of labor and capital (efficiency). An outline of the principles of total quality management, pertinent practices for quality management, their preferred aims and the enterprise level factors for competition are displayed in the table below.
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Table 1: Principles of TQM The principles of total quality management presented here must be observed as corresponding o these practices since the philosophy of total quality management may impart the inclusive direction for the more feasible instruments of quality management. The application of the techniques of quality management is typically realized as a method to escalate the competitive performance of an organization.

2.1.15 Possible Barriers in Organization acting against the Implementation of TQM The barriers in the way to the implementation of total quality management are unlimited; they roll up in every sector including education, government, services, and manufacturing. Hence, it is significant for every organization to comprehend and shun such barriers prior to as well as in the duration of the implementation of total quality management. Researches and studies reveal fifteen distinctive barriers acting against the implementation of the total quality management which are mutual for every sort of organization and with every level of management. Amongst the whole lot of barriers, here are presented and discussed, the ones that afflict the organizations.

2.1.16 Lack of management commitment Every sort of organization goes through low interest and participation of employees in their programs relating to total quality management when commitment to management is lacking at any stage. Lacking or even negligible support from the administration and the chief executive officer obstruct the effective implementation of total quality management. For instance, total quality management would not flourish in case the management is just aggravated by the external pressures like requiring to meet the standards of an authorizing agency or to satisfy the board of directors. In case, the staff members observe inconsistencies, in whatever management perceives, and what it does in actual, they would lose faith and interest in the total quality management. For effectual implementation of the TQM, the administrative members ought to have an evidently communicated purpose for implementing total quality management, be reliable in its execution of the principles of TQM, and not take it as the newest fad of management.

2.1.17 Inability to change organizational culture It has been established by many that altering the culture of an organization to display that total quality management is intricate and necessitates a great deal of time. Researches reveal that usually 3-5 years are required to apply total quality management into an organization. Initially, the fright for alteration should be eliminated from the organization, feeble relations of labor management should be resolute, and the emphasis of the organization should vary from the quo of the status. In the US, unluckily, organizations are impetuous and impulsive and frequently emphasize on the quick resolution to acquire the desired outcomes. For the culture of an organization to vary, the endeavor should be dedicated to it and endorse all the endeavors for variation and the principles of total quality management should be steadily employed so they become an essential constituent of the way organizations operate.

2.1.18 improper planning Yet another barrier in the way to implementing total quality management is produced by the deficit of lucidity in the plan of implementation and the malfunction to endorse open conversation amongst the participants. Several problems in implementation of TQM may be prevailed over with appropriate planning. For a successful implementation plan of TQM, the three core components are acquiring nationwide commitment; communicating the goals, vision and mission of the organization; and imparting open communication regarding the new emphasis of the organization. Any controlling group such as the board of directors should participate since the time of commencement.

2.1.19 Lack of continuous training and education Education and training is a continuing procedure which enables unremitting improvement in the quality of any organization. Leader engrossed in the implementation of total quality management must realize the educational requirements of the organization and should be resourceful in fulfilling those requirements cost effectively and efficiently. Education and training must be informal as well as formal, for instance, employed a leading group of consultants to educate its vice presidents to be the instructors for the remaining staff of the organization. This strategy displays the commitment of the management to total quality management and ascertains that the principles of TQM are steadily instructed to each of its staff members.

2.1.20 Incompatible organizational structure and isolated individuals and departments Management policies and autocratic structure of organizations may result in problems in the implementation of total quality management in an organization. In case, the culture of an organization is an issue, proportion of the planning procedure must be reorganizing with a definite intention and overt anticipated upshots. When the principles of total quality management are employed, the detachment of the departments and individuals tend to disband with the passage of time. Teamwork is a vital constituent of the milieu of total quality management and some achievement has been identified by the leaders who employed the principles of total quality management to resolute a few of the most vulnerable territory conflicts which abounded in their organizations. Tools like workflow diagrams, fishbone diagrams, and brainstorming may be effectual in realizing the misinterpretations and incongruities which are frequently the major ground for these types of feuds.

2.2 Non Confirmation Reports Quality Control In today’s competitive market there is enormous completion for a particular product if it’s a manufacturing company and for repair and overhaul companies also is effected by the completion by who repairs the product effectively and efficiently, so in order to lead the market companies should be focused in quality as well as quantity which lead the researches don by different people in the industry say that the modern day, quality is defined as important factor required by customer, says (Benhabib, 2003). He also says that immediately after the product is sent tot the customer with a defect there is rejection which intern results in higher costs. And these if occurs in frequent intervals the customer might look for other vendors and the company loses its reputation in the market When two companies manufacturing companies compete in the market producing the same product the one that leads the market is the one that leaves “the company with the lowest variation about the nominal value provides better customer satisfaction. Also, a company with the lowest variation as well as the highest percentage of their product population within their specification limit will have the best quality and the highest customer satisfaction.”

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Figure 5 Companies with Difference in Variation (Benhabib, 2003)

[pic] Figure 2.1 Companies with Difference in Percentage of Population within Specification Limit W. Edwards Deming, believes in quantitative, statistically valid, control systems in his method of systematic and methodical approach (Beckford, 1998). He also believes in lean production. “These traits can be seen in one of his principal methods, the PDCA cycle – Plan, Do, Check, Action, as illustrated in the figure below”.
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Figure 2.2 PDCA Cycle But there is another method that has been developed by Another Deming is Statistical Process Control (SPC), to address a special and common causes and assisting diagnosis of quality problems.. A process will be in control when considering a randomly inspected parts gives a result of variations fall within pre-determined upper and lower limits, and collecting these data’s and putting into a chart. And compare “the ones that fall outside the normal variations are considered as ‘special’ while those that are within the norms are considered as ‘common’ causes”. Special means those reworks caused by an operator or machine. Common causes are those that are inherent in the design of the production process. Eradication of special causes enabled a shift in focus to common causes to further improve quality.
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Figure 2.3 Control Chart with Specification Limits But Joseph M. Juran believes is that management is largely responsible for quality, quality can be well maintained by giving the operator’s a good training, together with aproper planning. He also says that management should be the one responsible for 80% of the total quality problems. “His work is focused on planning, operational issues, management’s responsibility for quality and the need to set goals and targets for improvement. He adopts a top-down approach in terms of changing management behaviour through quality awareness, training and then spilling down new attitudes to supporting management levels.”

2.2.1 Process Control Management Manufacturing process control is the element of quality management system, which is the set of policies, procedures and processes used to ensure the quality of a product and product safety to customer. It is widely acknowledged that process control management improves quality, production rate, product safety, work environment and avoid litigation. Number of sources relate and use during project as follows.

2.2.1.1 Material Properties
In this fixture design, the issue faced was to select the appropriate material for the fixture from the research it is under stood that since EDM uses the die – electric water which is not corrosive and acts as an insulator between the component and the electrode the low cost material with properties mentioned by(Cheremisinoff, 1996)
Mild steel has the following mechanical properties: (Cheremisinoff, 1996)
|Tensile strength |430 N/mm2 |
|Yield strength |230 N/m2 |
|Elongation |20 % |
|Tensile modulus |210 kN/mm2 |
|Hardness |130 DPN |
|Corrosion resistant |pH 5 |
|Heat resistant |450oC |

2.2.1.2 Design Guidelines
Designing a fixture is the most important factor for a company to sustain in this competitive market, if a fixture has a wrong design its going to cost the companies profit to decrease and loose to the competitors, but a good fixture can turn the table and helps the company to lead the market, to understand about what is a fixture all about (Dent, 1961) says thata fixture is a device which is used for locating, holding, and supporting a component during operation. Knowing about the fixture now the question is to design the fixture there are few people here explain about the methods to apply when considering the fixture like the one Nee, et al., 2004 say that fixture design consists of a different. which are listed below. Y. Wang explains that fixture is an important aspect of the manufacturing process. Fixture performance is critical to product quality. A machining fixture has two basic functions,To locate the component to a right position in relation to cutting tools, and to hold the component tightly, so that it will not move during the machining.

[pic] Figure 2.4 Aspects of Fixture Design Dent explains that once all the dimension and the requirements are collected from the component a fixture planning can be done from the geometry of the component a line drawing of the fixture can be developed After this step is done, we should have obtained the fixture type and complexity, number of the component per fixture, orientation of component within fixture, locating datum faces, clamping surfaces, and support surfaces. Developing a fixtureline drawing is to visualize the fixture. Only after this line drawing is completed we can think about an appropriate position for the clamps and locating pins Fixture line drawing produced in the sketches the can be transferred to CAD system of the practical embodiment of the conceptual locators, clamps and supports. By which it will be easy to get some ideas of using standard clamps and locator to be used to minimize the time in manufacturing. Fixture body will be the one carrying all the required elements on them so it has to be rigid in order to withstand the weight of the spares and the component. Fixture designing can be done in different stages. Likeinformation gathering and analysis, planning identifying the equipment etc. in stage 1.Once this stage is completed the next stage will be to identify the cutters to be used to machine the component without any interference so it is advice to identify the location and number of clamps need to secure the component. Collecting al the datas now the final stage will be to design the main body of the fixture.Dr. W.Edwards Deming (1900 – 1993) revolutionized quality and productivity in the Japanese industries I 1950’s. But in 1980’s Dr. Joseph M. Juran (1904). Another leader in the quality changes in American industries introduced the Pareto Principle Darimon et.al. “increased metal removal rate in machining thin walled casting by adding supports to the fixture scheme and improving the dynamic rigidity of the workpiece. Their method was largely experimental in nature. Mittal.et.al. proposed a dynamic model for the fixture –workpiece system and used it to obtain the effects of locaters and clamps on linear and angular errors”.

2.2.3 Electric Discharge Machining Nowadays the components are more complicated with small holes and thin feather like slots this was a night mare to machinist, but by the innovation of the EDM machines it come to an end and these types of slots and holes made possible. EDM was developed in 1940s says .{Singh,2004#7} which has been developed word wide for manufacturing difficult moulds and forged materials, becoming an traditional method of process when low stress is desired since these machines does not require heavy cutting forces, these machines also are used to machine on newly developed material like composite materials and high-tech ceramics, Inconel, carbides to name a few. The tip shape of a blind micro hole produced using micro electrical discharge machining varies with respect to the process parameters used during arching. The usual tip shape is a blunt geometry within the common range of applications, however, underspecific machining condition sand machining depths, the tip shape changes drastically to an inverted concaved shape. The origin of such tip deformation in micro electric discharge machining of bling micro holes was investigated. It was observed that debris particles produced during machining accumulated at the tip. The phenomena iselaborated experimentally with the affecting parameters to describe the wear mechanism. Open gap voltage, pulse energy and tool rotation speed are examined as varying parameters during the experiments. And it was observed during the experiments that the size of the crater increases with an increase in current, which ultimately affects the surface finish and materialovercut. The calculations of the material removal rate (MRR) and electrode wear were, based on the measurement of machined volume and percentage weight loss respectively.
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Figure 2.5Line drawing of EDM
2.2.4 Heat Treatment From the research of understanding the process of heat treatment and the change of structures during the heating process were needed to make the fixture more reliable and rigid. The changes of the material properties before and after the heat treat cycle was discussed in this book, which has a tremendous impact on the distortion during welding. Braith Waite explanation about distortion occurred during welding with a simple graph was useful to understand more about the welding process. Heat treatment – temperature/solution [Mild steel contains 0.05% – 0.25% carbon. (