Unit 1 Introduction To Automation

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Unit 1 Introduction to Automation

Introduction:

1) Automation in Production systems (and)


2) Automated Manufacturing Systems
Automated Manufacturing Systems
Automated manufacturing systems operate in the factory on the physical product. They
perform operations such as processing, assembly, inspection, and material handling, in many
cases accomplishing more than one of these operations in the same system. They are called
automated because they perform their operations with a reduced level of human participation
compared with the corresponding manual process. In some highly automated systems, there is
virtually no human participation.
Examples of automated manufacturing systems include:
• Automated machine tools that process parts
• Transfer lines that perform a series of machining operations
• Automated assembly systems
• Manufacturing systems that use industrial robots to perform processing or assembly operation
• Automatic material handling and storage systems to integrate manufacturing operations
• Automatic inspection systems for quality control.

Automated manufacturing systems can be classified into three basic types:


(1) fixed automation, (2) programmable automation, and (3) flexible automation.
They generally operate as fully automated systems although semi automated systems
are common in programmable automation. The relative positions of the three types of
automation for different production volumes and product varieties are depicted in Figure 1.5.
1) Fixed Automation. Fixed automation is a system in which the sequence of
processing (or assembly) operations is fixed by the equipment configuration. Each operation in
the sequence is usually simple, involving perhaps a plain linear or rotational motion or an
uncomplicated combination of the two, such as feeding a rotating spindle. It is the integration
and coordination of many such operations in one piece of equipment that makes the system
complex.
Typical features of fixed automation are (1) high initial investment for custom-engineered
equipment, (2) high production rates, and (3) inflexibility of the equipment to accommodate
product variety. The economic justification for fixed automation is found in products that are
made in very large quantities and at high production rates. The high initial cost of the equipment
can be spread over a very large number of units, thus minimizing the unit cost relative to
alternative methods of production. Examples of fixed automation include machining transfer
lines and automated assembly machines.
2) Programmable Automation. In programmable automation, the production equipment
is designed with the capability to change the sequence of operations to accommodate different
product configurations. The operation sequence is controlled by a program, which is a set of
instructions coded so that they can be read and interpreted by the system. New programs can
be prepared and entered into the equipment to produce new products. Some of the features that
characterize programmable automation include (1) high investment in general-purpose
equipment, (2) lower production rates than fixed automation, (3) flexibility to deal with variations
and changes in product configuration, and (4) high suitability for batch production.
Programmable automated systems are used in low- and medium-volume production.
The parts or products are typically made in batches. To produce each new batch of a different
item, the system must be reprogrammed with the set of machine instructions that correspond to
the new item. The physical setup of the machine must also be changed: Tools must be loaded,
fixtures must be attached to the machine table, and any required machine settings must be
entered. This changeover takes time. Consequently, the typical cycle for a given batch includes
a period during which the setup and reprogramming take place, followed by a period in which
the parts are produced. Examples of programmable automation include numerically controlled
(NC) machine tools, industrial robots, and programmable logic controllers.
3) Flexible Automation. Flexible automation is an extension of programmable
automation. A flexible automated system is capable of producing a variety of parts or products
with virtually no time lost for changeovers from one design to the next. There is no lost
production time while reprogramming the system and altering the physical setup (tooling,
fixtures, machine settings). Accordingly, the system can produce various mixes and schedules
of parts or products instead of requiring that they be made in batches. What makes flexible
automation possible is that the differences between parts processed by the system are not
significant, so the amount of changeover between designs is minimal. Features of flexible
automation include (1) high investment for a custom-engineered system, (2) continuous
production of variable mixtures of parts or products, (3) medium production rates, and (4)
flexibility to deal with product design variations. Examples of flexible automation are flexible
manufacturing systems that perform machining processes.
3) Reasons for Automation,
Companies undertake projects in automation and computer-integrated manufacturing for good
reasons, some of which are the following:
1. Increase labor productivity. Automating a manufacturing operation invariably increases
production rate and labor productivity. This means greater output per hour of labor input.
2. Reduce labor cost. Increasing labor cost has been, and continues to be, the trend in the
world’s industrialized societies. Consequently, higher investment in automation has become
economically justifiable to replace manual operations. Machines are increasingly being
substituted for human labor to reduce unit product cost.
3. Mitigate the effects of labor shortages. There is a general shortage of labor in many
advanced nations, and this has stimulated the development of automated operations as a
substitute for labor.
4. Reduce or eliminate routine manual and clerical tasks. An argument can be put forth that
there is social value in automating operations that are routine, boring, fatiguing, and possibly
irksome. Automating such tasks improves the general level of working conditions.
5. Improve worker safety. Automating a given operation and transferring the worker from active
participation in the process to a monitoring role, or removing the worker from the operation
altogether, makes the work safer. The safety and physical well-being of the worker has become
a national objective with the enactment of the Occupational Safety and Health Act (OSHA) in
1970. This has provided an impetus for automation.
6. Improve product quality. Automation not only results in higher production rates than manual
operation, it also performs the manufacturing process with greater consistency and conformity
to quality specifications.
7. Reduce manufacturing lead time. Automation helps reduce the elapsed time between
customer order and product delivery, providing a competitive advantage to the manufacturer for
future orders. By reducing manufacturing lead time, the manufacturer also reduces
work-in-process inventory.
8. Accomplish processes that cannot be done manually. Certain operations cannot be
accomplished without the aid of a machine. These processes require precision, miniaturization,
or complexity of geometry that cannot be achieved manually. Examples include certain
integrated circuit fabrication operations, rapid prototyping processes based on computer
graphics (CAD) models, and the machining of complex, mathematically defined surfaces using
computer numerical control. These processes can only be realized by computer-controlled
systems.
9. Avoid the high cost of not automating. There is a significant competitive advantage gained in
automating a manufacturing plant. The advantage cannot always be demonstrated on a
company’s project authorization form. The benefits of automation often show up in unexpected
and intangible ways, such as in improved quality, higher sales, better labor relations, and better
company image. Companies that do not automate are likely to find themselves at a competitive
disadvantage with their customers, their employees, and the general public.
4) Automation Principles and Strategies,
1.USA (Use, Simplify & Automate) Principle,
2.Automation Migration Principle,

The preceding section leads one to conclude that automation is not always the right answer for
a given production situation. A certain caution and respect must be observed in applying
automation technologies. This section offers three approaches for dealing with automation
projects:1 (1) the USA Principle, (2) Ten Strategies for Automation and Process Improvement,
and (3) an Automation Migration Strategy
1) The USA Principle
The USA Principle is a commonsense approach to automation and process
improvement projects. Similar procedures have been suggested in the manufacturing and
automation trade literature, but none has a more captivating title than this one. USA stands for
(1) understanding the existing process, (2) simplify the process, and (3) automate the process.
A statement of the USA Principle appeared in an article published by the American Production
and Inventory Control Society [5]. The article is concerned with implementing enterprise
resource planning (ERP, Section 25.7), but the USA approach is so general that it is applicable
to nearly any automation project. Going through each step of the procedure for an automation
project may in fact reveal that simplifying the process is sufficient and automation is not
necessary.

Understand the Existing Process. The first step in the USA approach is to comprehend the
current process in all of its details. What are the inputs? What are the outputs? What exactly
happens to the work unit2 between input and output? What is the function of the process? How
does it add value to the product? What are the upstream and downstream operations in the
production sequence, and can they be combined with the process under consideration?
Some of the traditional industrial engineering charting tools used in methods analysis are
useful in this regard, such as the operation chart and the flow process chart [3]. Application of
these tools to the existing process provides a model of the process that can be analyzed and
searched for weaknesses (and strengths). The number of steps in the process, the number and
placement of inspections, the number of moves and delays experienced by the work unit, and
the time spent in storage can be ascertained by these charting techniques.
Mathematical models of the process may also be useful to indicate relationships
between input parameters and output variables. What are the important output variables? How
are these output variables affected by inputs to the process, such as raw material properties,
process settings, operating parameters, and environmental conditions? This information may be
valuable in identifying what output variables need to be measured for feedback purposes and in
formulating algorithms for automatic process control.

Simplify the Process. Once the existing process is understood, then the search begins for ways
to simplify. This often involves a checklist of questions about the existing process. What is the
purpose of this step or this transport? Is the step necessary? Can it be eliminated? Does it use
the most appropriate technology? How can it be simplified? Are there unnecessary steps in the
process that might be eliminated without detracting from function?
Some of the ten strategies for automation and process improvement (Section 1.4.2) can
help simplify the process. Can steps be combined? Can steps be performed simultaneously?
Can steps be integrated into a manually operated production line?

Automate the Process. Once the process has been reduced to its simplest form, then
automation can be considered. The possible forms of automation include those listed in the ten
strategies discussed in the following section. An automation migration strategy (such as the one
in Section 1.4.3) might be implemented for a new product that has not yet proven itself.

2) Automation Migration Strategy


Owing to competitive pressures in the marketplace, a company often needs to introduce
a new product in the shortest possible time. As mentioned previously, the easiest and least
expensive way to accomplish this objective is to design a manual production method, using a
sequence of workstations operating independently. The tooling for a manual method can be
fabricated quickly and at low cost. If more than a single set of workstations is required to make
the product in sufficient quantities, as is often the case, then the manual cell is replicated as
many times as needed to meet demand. If the product turns out to be successful, and high
future demand is anticipated, then it makes sense for the company to automate production. The
improvements are often carried out in phases. Many companies have an automation migration
strategy, that is, a formalized plan for evolving the manufacturing systems used to produce new
products as demand grows. A typical automation migration strategy is the following:
Phase 1: Manual production using single-station manned cells operating independently.
This is used for introduction of the new product for reasons already mentioned: quick and
low-cost tooling to get started.
Phase 2: Automated production using single-station automated cells operating
independently. As demand for the product grows, and it becomes clear that automation can be
justified, then the single stations are automated to reduce labor and increase production rate.
Work units are still moved between workstations manually.
Phase 3: Automated integrated production using a multi-station automated system with
serial operations and automated transfer of work units between stations. When the company is
certain that the product will be produced in mass quantities and for several years, then
integration of the single station automated cells is warranted to further reduce labor and
increase production rate.
This strategy is illustrated in Figure 1.6. Details of the automation migration strategy vary
from company to company, depending on the types of products they make and the
manufacturing processes they perform. But well-managed manufacturing companies have
policies like the automation migration strategy. There are several advantages of such a strategy:
• It allows introduction of the new product in the shortest possible time, since production
cells based on manual workstations are the easiest to design and implement.
• It allows automation to be introduced gradually (in planned phases), as demand for the
product grows, engineering changes in the product are made, and time is provided to do a
thorough design job on the automated manufacturing system.
• It avoids the commitment to a high level of automation from the start, because there is
always a risk that demand for the product will not justify it.
5) Types of Automation,
Automation is categorized into three types.
They are, 1)Fixed Automation 2) Programmable Automation 3) Flexible Automation
(1) Fixed Automation
It is the automation in which the sequence of processing or assembly operations to be
carried out is fixed by the equipment configuration. In fixed automation, the sequence of
operations (which are simple) are integrated in a piece of equipment. Therefore, it is difficult to
automate changes in the design of the product. It is used where high volume of production is
required Production rate of fixed automation is high. In this automation, no new products are
processed for a given sequence of assembly operations.
Features:-
i) High volume of production rates,
ii) Relatively inflexible in product variety (no new products are produced).
Ex:- Automobile industries … etc.

(2) Programmable Automation


It is the automation in which the equipment is designed to accommodate various product
configurations in order to change the sequence of operations or assembly operations by means
of a control program. Different types of programs can be loaded into the equipment to produce
products with new configurations (i.e., new products). It is employed for batch production of low
and medium volumes. For each new batch of different configured products, a new control
program corresponding to the new product is loaded into the equipment. This automation is
relatively economic for small batches of the product.
Features:-
i) High investment in general purpose,
ii) Lower production rates than fixed automation,
iii) Flexibility & Changes in products configuration,
iv) More suitable for batch production.
Ex:- Industrial robot, NC machines tools… etc.

(3) Flexible Automation


A computer integrated manufacturing system which is an extension of programmable
automation is referred to as flexible automation. It is developed to minimize the time loss
between the changeover of the batch production from one product to another while reloading.
The program produces new products and changes the physical setup i.e., it produces different
products with no loss of time. This automation is more flexible in interconnecting workstations
with material handling and storage systems.
Features:-
i) High investment for a custom engineering system.
ii) Medium Production rates
iii) Flexibility to deal with product design variation,
iv) Continuous production of variable mixtures of products.
Ex:- Flexible manufacturing systems (FMS)
6) Automation using Hydraulic/Pneumatic Systems, Electrical/Electronic Systems
7) Automated Assembly Systems - Selection criteria, components, applications

Automated Assembly Systems:


1) Types and Configurations,
2) Part Feeding Devices,
3) Part Orientation Devices,
4) Part Conveying Devices,
5) Feed tracks,
6) Escapements and Part placing mechanism,
7) Parts Delivery at workstations,
8) Single-station and Multi-station Assembly Machines
Chapter 17

Automated Assembly Systems

Chapter Contents
17.1 Fundamentals of Automated Assembly Systems
17.1.1 System Configurations
17.1.2 Parts Delivery at Workstations
17.1.3 Applications
17.2 Analysis of Automated Assembly Systems
17.2.1 Parts Delivery System at Workstations
17.2.2 Multistation Assembly Machines
17.2.3 Single-Station Assembly Machines
17.2.4 Partial Automation
17.2.5 What the Equations Tell Us

The term automated assembly refers to mechanized and automated devices that perform
various assembly tasks in an assembly line or cell. Much progress has been made in the
technology of assembly automation in recent years. Some of this progress has been mo-
tivated by advances in the field of robotics. Industrial robots are sometimes used as com-
ponents in automated assembly systems (Chapter 8). In this chapter, automated assembly
is discussed as a distinct field of automation. Although the manual assembly methods
described in Chapter 15 will be used for many years into the future, there are significant
opportunities for productivity gains in the use of automated methods.
Like the transfer lines discussed in the preceding chapter, automated assembly sys-
tems are usually included in the category of fixed automation. Most automated assembly
systems are designed to perform a fixed sequence of assembly steps on a specific product.

488

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Sec. 17.1 / Fundamentals of Automated Assembly Systems 489

Automated assembly technology should be considered when the following conditions


exist:

• High product demand. Automated assembly systems should be considered for


products made in millions of units (or close to this range).
• Stable product design. In general, any change in the product design means a change
in workstation tooling and possibly the sequence of assembly operations. Such
changes can be very costly.
• A limited number of components in the assembly. Riley [11] recommends a maxi-
mum of around a dozen parts.
• The product is designed for automated assembly. In Chapter 24, the product design
factors that allow for automated assembly are explored.

Automated assembly systems involve a significant capital expense. However, the


i­nvestments are generally less than for the automated transfer lines because (1) work units
produced on automated assembly systems are usually smaller than those made on trans-
fer lines and (2) assembly operations do not have the large mechanical force and power
­requirements of processing operations such as machining. Accordingly, in comparing an au-
tomated assembly system and a transfer line with the same number of stations, the assembly
system would tend to be physically smaller. This usually reduces the cost of the system.

17.1 Fundamentals of Automated Assembly Systems

An automated assembly system performs a sequence of automated assembly operations


to combine multiple components into a single entity. The single entity can be a final prod-
uct or a subassembly in a larger product. In many cases, the assembled entity consists of
a base part to which other components are attached. The components are usually joined
one at a time, so the assembly is completed progressively.
A typical automated assembly system consists of the following subsystems: (1) one
or more workstations at which the assembly steps are accomplished, (2) parts feeding
­devices that deliver the individual components to the workstation(s), and (3) a work han-
dling system for the assembled entity. In assembly systems with one workstation, the work
handling system moves the base part into and out of the station. In systems with multiple
stations, the handling system transfers the partially assembled base part between stations.
Control functions required in automated assembly machines are the same as in the
automated production lines of Chapter 16: (1) sequence control, (2) safety monitoring,
and (3) quality control. These functions are described in Section 16.1.3.

17.1.1 System Configurations

Automated assembly systems can be classified according to physical configuration. The prin-
cipal configurations, illustrated in Figure 17.1, are (a) in-line assembly machine, (b) dial-type
assembly machine, (c) carousel assembly system, and (d) single-station assembly machine.
The in-line assembly machine, Figure 17.1(a), is a series of automatic workstations
located along an in-line transfer system. It is the assembly version of the machining transfer
line. Synchronous and asynchronous transfer systems are the common means of transport-
ing base parts from station to station with the in-line configuration.

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490 Chap. 17 / Automated Assembly Systems

Components added at stations (6)

Components added at stations

Asby
y Aut
sb

A ut
A ut

sb
A
Asby Asby Asby Asby Asby Asby

y
Starting Completed Starting A
base parts Aut Aut Aut Aut Aut Aut assemblies base parts
Asby
Aut
Sta Sta Sta Sta Sta Sta
1 2 3 n–2 n–1 n y
sb
(a) A ut
Asby A
Aut

Completed
assemblies
(b)

Components added at stations


Starting
base parts Components added at one station
Asby Asby Asby Asby Asby
A ut

Aut Aut Aut Aut Aut


sb
A
y

y
sb Asby
Asby Asby Asby Asby Asby A ut Starting Completed
Aut Aut Aut Aut Aut A base parts Aut assemblies
Completed
assemblies (d)
(c)

Figure 17.1 Types of automated assembly systems: (a) in-line, (b) dial-type, (c) carousel,
and (d) single station.

In the typical application of the dial-type machine, Figure 17.1(b), base parts are loaded
onto fixtures or nests attached to the circular dial. Components are added and/or joined to
the base part at the various workstations located around the periphery of the dial. The dial-
indexing machine operates with a synchronous or intermittent motion, in which the cycle
consists of the service time plus indexing time. Dial-type assembly machines are sometimes
designed to use a continuous rather than intermittent motion. This is common in beverage
bottling and canning plants, but not in mechanical and electronics assembly.
The operation of dial-type and in-line assembly systems is similar to the operation
of their counterparts for processing operations described in Section 16.1.1, except that
assembly operations are performed. For synchronous transfer of work between stations,
the ideal cycle time equals the operation time at the slowest station plus the transfer time
between stations. The production rate, at 100% uptime, is the reciprocal of the ideal cycle
time. Owing to part jams at the workstations and other malfunctions, the system will al-
ways operate at less than 100% uptime.
As seen in Figure 17.1(c), the carousel assembly system represents a hybrid between
the circular work flow of the dial-type assembly machine and the straight work flow of the
in-line system. The carousel configuration can be operated with continuous, synchronous,
or asynchronous transfer mechanisms to move the work around the carousel. Carousels
with asynchronous transfer of work are often used in partially automated assembly sys-
tems (Section 17.2.4).

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Sec. 17.1 / Fundamentals of Automated Assembly Systems 491

In the single-station assembly machine, Figure 17.1(d), assembly operations are per-
formed on a base part at a single location. The typical operating cycle involves the place-
ment of the base part at a stationary position in the workstation, the addition of components
to the base, and finally the removal of the completed assembly from the station. An impor-
tant application of single-station assembly is the component placement machine, widely
used in the electronics industry to populate components onto printed circuit boards. For
mechanical assemblies, the single-station cell is sometimes selected as the configuration for
robotic assembly applications. Parts are fed into the single station, and the robot adds them
to the base part and performs the fastening operations. Compared with the other three
system types, the cycle time is longer in a single-station assembly system because all of the
assembly tasks are performed sequentially instead of simultaneously. Hence, production
rates are inherently slower. Single-station assembly systems are analyzed in Section 17.2.3.

17.1.2 Parts Delivery at Workstations

In each of the configurations described earlier, a workstation accomplishes one or both of


the following tasks: (1) a component is delivered to the assembly work head and added to
the existing base part in front of the work head (at the first station in the system, the base
part is often deposited onto a work carrier or pallet fixture), and (2) a fastening or joining
operation is performed at the station to permanently attach components to the existing
base part. In the case of a single-station assembly system, these tasks are carried out mul-
tiple times at the single station. Task (1) requires the parts to be delivered to the assembly
work head. The parts delivery system typically consists of the following hardware:

1. Hopper. This is the container into which the components are loaded at the worksta-
tion. A separate hopper is used for each component type. The components are usu-
ally loaded into the hopper in bulk. This means that the parts are randomly oriented
in the hopper.
2. Parts feeder. This is a mechanism that removes the components from the hopper
one at a time for delivery to the assembly work head. The hopper and parts feeder
are often combined into one operating mechanism. A vibratory bowl feeder, pic-
tured in Figure 17.2, is a very common example of the hopper-feeder combination.

Feed track

Outlet
Bowl

Bowl support frame


Suspension springs
Electromagnet

Base

Support feet

Figure 17.2 Vibratory bowl feeder.

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492 Chap. 17 / Automated Assembly Systems

Wiper blade (to wipe


upright or stacked parts
back into hopper)

Cutout (to drop


To feed cup-shaped parts facing
track down back into hopper)
Parts enter
from hopper
(a)

Rail (to reorient parts


To feed Parts enter
from flat orientation)
track from hopper
(b)

Figure 17.3 (a) Selector and (b) orientor devices used with
parts feeders in automated assembly systems.

3. Selector and/or orientor. These elements of the delivery system establish the proper
orientation of the components for the assembly work head. A selector is a device
that acts as a filter, permitting only parts in the correct orientation to pass through.
Incorrectly oriented parts are rejected back into the hopper. An orientor is a device
that allows properly oriented parts to pass through, and reorients parts that are not
properly oriented initially. Several selector and orientor schemes are illustrated in
Figure 17.3. Selector and orientor devices are often combined and incorporated into
one hopper-feeder system.
4. Feed track. The preceding elements of the delivery system are usually separated
from the assembly work head by a certain distance. A feed track moves the com-
ponents from the hopper and parts feeder to the location of the assembly work
head, maintaining proper orientation of the parts during the transfer. There are
two general categories of feed tracks: gravity and powered. Gravity feed tracks
are most common. In this type, the hopper and parts feeder are located at an
elevation above that of the work head. Gravity is used to deliver the components
to the work head. The powered feed track uses vibratory action, air pressure, or
other means to force the parts to travel along the feed track toward the assembly
work head.
5. Escapement and placement device. The escapement removes components from the
feed track at time intervals that are consistent with the cycle time of the assembly
work head. The placement device physically places the component in the correct
location at the workstation for the assembly operation. These elements are some-
times combined into a single operating mechanism. In other cases, they are two
separate devices. Several types of escapement and placement devices are pictured
in Figure 17.4.

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Sec. 17.1 / Fundamentals of Automated Assembly Systems 493

Rotary indexing
table Stack of parts
Feed track
Feed track

Empty nest

Flow of
parts
Empty nest Rotary indexing
table
(a) (b)

Pick-and-place
device
Parts Feed
track

Work carriers

From
feeder
(c)
(d)
Work
carriers

From feeder

Work carriers

Pick-and-place
device
(e)

Figure 17.4 Various escapement and placement devices used in automated assembly
systems: (a) and (b) horizontal and vertical devices for placement of parts onto dial-
indexing table; (c) escapement of rivet-shaped parts actuated by work carriers; (d) and
(e) two types of pick-and-place mechanisms that use suction cups to pick up parts.

The hardware elements of the parts delivery system are illustrated schematically
in Figure 17.5. A parts selector is illustrated in the diagram. Improperly oriented parts
are returned to the hopper. In the case of a parts orientor, improperly oriented parts are
reoriented and proceed to the feed track. A more detailed description of the various ele-
ments of the delivery system is provided in Boothroyd, Poli, and Murch [3].

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494 Chap. 17 / Automated Assembly Systems

Parts improperly
oriented fed
back into hopper
Selector
Hopper

Feed track Assembly


work head

Work carrier
Escapement
and
placement

Figure 17.5 Hardware elements of the parts delivery system at


an assembly workstation.

17.1.3 Applications

Automated assembly systems are used to produce a wide variety of products and subas-
semblies. Table 17.1 presents a list of typical products made by automated assembly.
Table 17.2 provides a representative list of assembly processes that are performed
on automated assembly machines. It should be noted that certain assembly processes are
more suitable for automation than others. For example, threaded fasteners (screws, bolts,
and nuts), although common in manual assembly, are a challenging assembly method to
automate. This issue is discussed in Chapter 24, which also provides some guidelines for
designing products for automated assembly.

Table 17.1   Typical Products Made by Automated Assembly


Alarm clocks Fuel injectors Pumps for household appliances
Ball bearings Gearboxes Small electric motors
Ball point pens Lightbulbs Spark plugs
Cigarette lighters Locks Wrist watches
Computer diskettes Mechanical pens and pencils
Electrical plugs and Printed circuit board
sockets assemblies

Table 17.2   Typical Assembly Processes Used in Automated Assembly Systems


Automatic dispensing of adhesive Snap fitting
Insertion of components (electronic assembly) Soldering
Placement of components (electronic assembly) Spot welding
Riveting Stapling
Screw fastening (automatic screwdriver) Stitching

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