Practice for troubleshooting a thermal transformation step - P106
Practice for troubleshooting a thermal transformation step | |||||||
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Document Type | Practice | ||||||
Document Identifier | 106 | ||||||
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Objective functions |
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MSTE workflow | Troubleshooting | ||||||
Prerequisites |
Introduction[edit | edit source]
One of the critical aspects to the composites manufacturing process is the proper control of the thermal transformation of the polymer matrix material. This is achieved through careful control of the equipment processing parameters and understanding of the system interactions involved in the manufacturing process (MSTEP (Material, Shape, Tooling, Equipment and Process)). Improper thermal transformation of the matrix can be a root cause for failure of a composite part. Symptoms of this are: unsatisfactory in-service performance (material properties are not as expected); failed inspection(s) during quality control; failed measured process parameters in the production process and/or a reduction in Tg.
Scope[edit | edit source]
This document is to be used when an existing thermal transformation step is not performing as expected. It provides guidance on how to methodically trouble-shoot and fix the problem.
Significance[edit | edit source]
A failed production process can be identified at three possible points in time (listed worst to best case scenario):
1. Worst Case - In-service (failure)[edit | edit source]
Part failure due to in-service performance:
- structural performance
- life-cycle performance
- environmental performance
- shape distortion
- visual surface appearance
- etc.
2. Improved Case - Quality control (inspection)[edit | edit source]
Failure during quality control testing:
- traveller coupons
- hardness test
- DSC analysis for degree of cure of matrix sample
- maximum allowable void content
- target fibre volume fraction (Vf)
- etc.
3. Best Case - During process monitoring[edit | edit source]
When an in-process measurement fails due to process control not being maintained:
- measured part temperature history not as expected
- measured tool temperature history not as expected
- measured equipment temperature history (or other process parameter) not as expected
- etc.
Prerequisites[edit | edit source]
Recommended KPDs to review before, or in parallel with this document:
Relevant Case Studies[edit | edit source]
Recommended case studies to review before, or in parallel with this document:
Workflow[edit | edit source]
In order to determine the root cause of failure, the best solution is to approach the performance of the process step using a system-based approach (refer to the Systems Knowledge volume). This means checking the performance of the equipment and tooling as well as the parameters of the part and material(s). Moreover, initial conditions of the system should be investigated along with the boundary conditions as a function of time. These latter points are often overlooked but may contribute significantly to the overall response of the system. Examples of common causes of failure during thermal transformation are listed below:
- M - Material chemistry changed
- S - Part geometry/features changed without notice
- T - Initial tool temperature was not as expected, tooling features changed (eg. substructure closed up)
- E - Fan failed, pressure not achieved, airflow obstructed or not behaving as expected
Anyone of these points may significantly affect the final outcomes of the system, thus resulting in failure. This is true whether it is a processing specification failure, inspection failure, or in-service failure.
The first step in any thermal management workflow is to define processing specifications if not already done (eg. the intended part quality metrics). From there, for a troubleshooting workflow, there are typically three major steps that must be taken. These are:
- Define the representative production scenario
- Perform a system thermal assessment
- Analyze the system thermal assessment
The first step defines the family of parts that are being manufactured (eg. thick laminates, thin laminates, sandwich panels, etc) and their associated geometry. From this, the lead and lag temperature locations on the part should be determined. The second step refers to setting up the necessary instrumentation to measure the thermal response of the part (based on lead/lag locations), and then running the thermal cycle. Finally, the last step analyzes the results to determine if the part passed or failed spec. An optional step prior to performing the system thermal assessment is to perform a sub-system thermal assessment of just the equipment and tooling. This ensures that the appropriate thermal specifications can be met by the equipment alone and by the equipment with the addition of tooling. In this regard, the sub-system assessment is an analysis of E and TE, whereas the full system assessment is an analysis of MSTE.
If the part passed specifications, the assessment, including all changes and maturations to the system, should be documented. Conversely, if the part failed specifications, then the troubleshooting process repeats, with the necessary changes made. One important realization is that it is possible to measure false positives and false negatives during the thermal assessment. For example, in a high-temperature processing scenario, if a thermocouple reads that the maximum temperature of the part is much higher than desired, it may actually be that the thermocouple is not properly shielded from the environment and is in fact measuring the much higher air temperature; thus giving a false negative. Similarly, if the thermocouple is not properly shielded from the environment and the part temperature is higher than that of its surroundings (during the exotherm for example), the thermocouple may read a lower part temperature than is true; thus giving a false positive. These factors must be considered and mitigated against in order to reliably troubleshoot the thermal transformation step.
Related pages
About | Help |
Welcome
Welcome to the CKN Knowledge in Practice Centre (KPC). The KPC is a resource for learning and applying scientific knowledge to the practice of composites manufacturing. As you navigate around the KPC, refer back to the information on this right-hand pane as a resource for understanding the intricacies of composites processing and why the KPC is laid out in the way that it is. The following video explains the KPC approach:
Understanding Composites Processing
The Knowledge in Practice Centre (KPC) is centered around a structured method of thinking about composite material manufacturing. From the top down, the heirarchy consists of:
- The factory
- Factory cells and/or the factory layout
- Process steps (embodied in the factory process flow) consisting of:
The way that the material, shape, tooling & consumables and equipment (abbreviated as MSTE) interact with each other during a process step is critical to the outcome of the manufacturing step, and ultimately critical to the quality of the finished part. The interactions between MSTE during a process step can be numerous and complex, but the Knowledge in Practice Centre aims to make you aware of these interactions, understand how one parameter affects another, and understand how to analyze the problem using a systems based approach. Using this approach, the factory can then be developed with a complete understanding and control of all interactions.
Interrelationship of Function, Shape, Material & Process
Design for manufacturing is critical to ensuring the producibility of a part. Trouble arises when it is considered too late or not at all in the design process. Conversely, process design (controlling the interactions between shape, material, tooling & consumables and equipment to achieve a desired outcome) must always consider the shape and material of the part. Ashby has developed and popularized the approach linking design (function) to the choice of material and shape, which influence the process selected and vice versa, as shown below:
Within the Knowledge in Practice Centre the same methodology is applied but the process is more fully defined by also explicitly calling out the equipment and tooling & consumables. Note that in common usage, a process which consists of many steps can be arbitrarily defined by just one step, e.g. "spray-up". Though convenient, this can be misleading.
Workflows
The KPC's Practice and Case Study volumes consist of three types of workflows:
- Development - Analyzing the interactions between MSTE in the process steps to make decisions on processing parameters and understanding how the process steps and factory cells fit within the factory.
- Troubleshooting - Guiding you to possible causes of processing issues affecting either cost, rate or quality and directing you to the most appropriate development workflow to improve the process
- Optimization - An expansion on the development workflows where a larger number of options are considered to achieve the best mixture of cost, rate & quality for your application.