MANUFACTURING HEAT TREAT

First Acquisition Made in Plan to Develop a Leading Thermal Processing Company

Diamond Heat Treat has agreed to be acquired by Calvert Street Capital Partners. Diamond Heat Treat is based in Rockford, Illinois. Diamond represents the initial investment in the strategy to build a leading thermal processing company focused on value-added services. Central to this strategy is identifying and bringing together leading businesses that share a focus on world-class safety, quality, service, and advanced technology.
Mike Sobieski, CEO of the thermal processing strategy, commented: “Diamond represents our initial investment and we are delighted to partner with the Diamond team. The company, founded in 1996, has a long and well-deserved reputation for quality and service. We want to thank Bill Akre, Dan Neiber and Bill Denning and acknowledge their accomplishments. They have built an excellent company, and their priority has been to continue the success of the business and provide opportunities for their people. We are honored to continue – and hopefully build upon – their legacy.”
John Hubbard, Chairman, remarked, “I am excited that Diamond is our first step in building a best-in-class company that offers a range of advanced technologies. I believe that there is a tremendous opportunity to offer specialized services to address the evolving technological challenges in the marketplace. We look forward to announcing future acquisitions.”
As announced previously, Calvert Street has partnered with leading executives to build a meaningful thermal processing business. The team, which includes Don Longenette and Lewis Lance in addition to Mike Sobieski and John Hubbard, consists of highly experienced individuals who have spent their careers in thermal processing. This team has complementary skill sets and will be responsible for the day-to-day activities of the thermal processing platform.
Calvert Street is a Baltimore, Maryland-based private equity firm focused on investing in industrial service businesses in the lower middle-market. Since its inception in 1995, Calvert Street has focused on partnering with skilled management teams of privately held businesses to drive profitable growth and organizational transformation. The thermal processing partnership builds upon Calvert Street’s experience in other high-value add industrial sectors, including testing and inspection and precision machining.

First Acquisition Made in Plan to Develop a Leading Thermal Processing Company Read More »

360 Degree Part Design: Listen to Your Heat Treat Department

Publisher’s Note: Joe Powell, President of Akron Steel Treating Company and IQ Technologies, raises a very compelling point that part designers should work closely with heat treaters to achieve the lowest possible cost of production. In his introduction, he lists out some lofty goals that were set by an ASM Committee back in 1999…a meeting I was fortunate to attend. The goals were lofty then, and they continue to be lofty now. Mr. Powell offers a road map for getting closer to these goals.

Enjoy the read.

Doug Glenn, Publisher


By Joe Powell, President, Akron Steal Treating & IQ Technologies

 

It’s now 2017, almost 18 years since the ASM R+D committee set forth its Vision 2020, a list of goals for the heat treating industry by the year 2020:

BACKGROUND AND INDUSTRY NEEDS

Industry needs have been determined from the information brought forth by various

committee efforts and surveys over the last five years. Heat treating industry executives identified many of these needs, and prepared a view of the ideal future. This view has been named Vision 2020, and the established performance targets, based in energy, environment, productivity and quality, and industry performance are:

  • Reduce energy consumption by 80%
  • Improve insulation
  • Achieve zero emissions
  • Reduce production costs by 75%
  • Increase furnace life ten-fold
  • Reduce the price of furnaces by 50%
  • Achieve zero distortion and maximum uniformity in heat treated parts
  • Return 25% on assets
  • Create 10-year partnerships with customers.”

It appears our industry has a way to go before meeting the Vision 2020 goals.  Whether you work for a captive heat treating division of a part manufacturer or do heat treating at a commercial heat treating shop for many different part manufacturers, the goals set forth in 1999 are still worth pursuing.

What can we do to speed up the process of achieving these goals?   

The above goals can be summarized as making “better parts” at a total lower cost of manufacture.   Heat treating is a crosscutting technology.  To become more efficient in the heat treating process we must look at not only our heat treating processes, but also look concurrently “upstream” and “downstream” from the heat treating process.  All the parties in the part making value stream must collaborate to eliminate waste in each of their own processes as well as the waste that occurs from the interaction between each process.  Doing the proper processes in the right order is also key to eliminating waste.  For example, create a “near net shape” part before carburizing so the carburize layer that took so long to diffuse into the part is not removed in the post-hardening grinding operation.

[blocktext align=”left”]Heat treating considerations must become part of the design and engineering processes from their inception. Heat treaters must give their input for what material is best for the part application, considering not only the desired part fit and function, but the needed physical and mechanical properties. [/blocktext]

Two of the above goals: “reduce production costs by 75%” and “achieve zero distortion and maximum uniformity in heat treated parts” will require innovations in not only heat treating processes, but also heat treating equipment.   The modeling of the heat treating process must become an integral part of the FEA modeling of the part design.  The designer should focus on fit and function as well as achieving the needed mechanical properties, all at the lowest overall cost of manufacture.   Part design engineers cannot meet these goals employing the same heat treating processes and using the same alloys of material that have been used for the last 100 years.   Innovations in heat treatment must be developed collaboratively, crosscutting the many silos of expertise that are needed for making the part.

Part distortion after heat treatment costs part makers billions of dollars each year in post-heat treat operations.  Achieving predictable part distortion after quenching with optimal grain refinement for a given alloy of steel depends on selecting the proper heat treat methods, e.g., proper racking, uniform heating, uniform atmosphere protection and most importantly the proper quenching process.  However, the selection of the optimal quenching method is only enabled by a coordinated choice of the type of alloy used.  Although higher alloy steel allows the use of gas quenching, air hardening steels usually mean higher cost.  In addition, a higher hardenability steel does not always equate to the optimal hardness, ductility and part compressive surface stress state.  The part designer must work with both the steel maker and the heat treater to optimize all three dimensions of hardened part properties.

Again, heat treating considerations must become part of the design and engineering processes from their inception. Heat treaters must give their input for what material is best for the part application, considering not only the desired part fit and function, but the needed physical and mechanical properties.  If we are to minimize waste in post-heat treat operations to achieve proper fit and function, at the lowest overall cost of manufacture, we need to collaborate with all the parties in the part making value chain.

Heat treating equipment in most heat treating departments is the same basic designs as decades ago.   The sunk costs in equipment the heat treater often dictates what heat treat processes will be done to the parts with little or no regard to the effect heat treatment has on total overall cost of manufacture.  Since heat treatment costs are typically between 5% to 10% of the total part cost, demonstrated cost savings from innovative heat treatments alone are rarely enough to justify a change to a new type of processing equipment even if demonstrated to be clearly better.

However, if the total cost of heat treatment includes an examination of the waste created “upstream” and “downstream” of the heat treatment process, often a change in heat treat processes can be shown to have a much larger effect on lowering he overall cost of parts making while making a better part for the end-user.  Achieving a proper balance of hardness and ductility in the part can be enhanced by also achieving a higher compressive surface stress state after quenching.   Higher compressive residual stresses can significantly increase part performance or yield higher power density at nominal cost.   Regardless of part hardness, compressive residual surface stress will usually enhance part wear and fatigue performance.   But to enable the optimal intensive quench that gives compressive residual surface stresses requires the part designer to collaborate with the heat treater.

A faster quench cooling rate usually will provide higher hardness to a deeper level in the part for a given alloy of steel.   Most heat treat metallurgists believe the higher cooling rate also means more part distortion or a higher probability of part cracking.  So many parts are designed around higher alloy air hardening grades of steel to get lower distortion after quenching.  However even gas quenching can cause unacceptable distortion in thin parts with complex shapes.

[blocktext align=”right”]Modern heat treat process modeling and intensive quenching practices have shown that the relationship between the probability of part cracking and rate of quench cooling is a bell curve. [/blocktext]

Modern heat treat process modeling and intensive quenching practices have shown that the relationship between the probability of part cracking and rate of quench cooling is a bell curve.  While it is true at very low cooling rates, such as gas quenching and molten salt quenching, there is a very low probability of part cracking, we also now know that at very high cooling rates which are uniformly applied to the part shell from the very beginning of the quench, the probability of part cracking is also very low.   The key is to eliminate the non-uniformity part cooling caused by film boiling at the very beginning of the quench process.

The benefit of “uniform + intensive” quench cooling is predictable part distortion and optimal grain refinement for a given alloy of steel.  In addition, intensive quench cooling develops “current” compressive surface stresses that hold the part like a die.  Even after tempering, high residual compressive surface stresses remain when designed into the part with the proper material alloy selection and the proper uniform and intensive quench process make for better parts at a total lower cost.   An added benefit is the elimination of the oil quenchants for increased safety, decreased environmental impact and cleaner parts without washing.

CONCLUSION:        

As heat treaters today, we must find the optimal processes and apply them in the best available equipment that eliminates the pains of heat treating from distortion and non-uniform properties for not only our customers, but our customers’ customer.  Obviously, we heat treaters cannot do this in a vacuum.  (Pun intended!)  Heat treating is integral and crosscutting with many different process technologies in the part making value stream.

For the heat treating industry to achieve the goals set forth for us so long ago, we must collaborate with all the other members in the part making value chain to optimize the heat treating processes we have always used and in some cases find new ways.  The simple fact is everyone at each step of part design and manufacture must collaborate to eliminate waste for the benefit of all in the lean value stream.  The order of processing is also very important.  To get it all right, the part making value map cannot be done from the individual silos of expertise.

Therefore, the selection of the optimal heat treatment process for a better part at a lower overall cost of manufacture is only enabled by a collaboration of the part designers, material makers and manufacturing engineers all working with their heat treater.

360 Degree Part Design: Listen to Your Heat Treat Department Read More »

Essential Criteria for Brazing: Proper Joint Fit-up

Source:  Vac Aero International, Inc.

We look now at the third of the seven important criteria that should be followed in order to insure good brazing, namely, the importance of good gap clearance (joint fit-up). We’ll see how reasonably tight joint clearances can significantly improve overall joint quality, whereas poor fit-up often yields poor brazing results (which could then hurt the reputation of the company doing the brazing.)

Read More: Essential Criteria for Brazing:  Proper Joint Fit-up by Dan Kay

Essential Criteria for Brazing: Proper Joint Fit-up Read More »

SCHMOLZ + BICKENBACH and TSINGSHAN to Form Joint Venture

Clemens Iller - CEO of SCHMOLZ + BICKENBACHClemens Iller – CEO SCHMOLZ + BICKENBACH

SCHMOLZ + BICKENBACH, a global leader in special long steel, and TSINGSHAN GROUP, a world leader in stainless steel, announced the formation of a Joint Venture in China. The JV company is 60 percent owned by SCHMOLZ + BICKENBACH and 40 percent by TSINGSHAN and will operate under the name Shanghai Xinzhen Precision Bar Co. Ltd. out of Shanghai (China).

By creating the JV, SCHMOLZ + BICKENBACH and TSINGSHAN share the common ambition of further growth in the Chinese stainless long steel market. The combination of SCHMOLZ + BICKENBACH’s technical know-how with TSINGSHAN’s strong market position in China creates a world-class supplier of special bright bars that is able to meet the growing demand in the region.

The JV focuses on the production of a wide range of drawn bright bars with a reliable and flexible supply chain, leveraging technical expertise, operational excellence and deep customer and market knowledge of both parties.

Key feedstock will comprise stainless steel wire rods from TSINGSHAN as well as from SCHMOLZ + BICKENBACH’s Business Units Ugitech and Deutsche Edelstahlwerke which are recognized as a global benchmark in quality and performance. Deep understanding of end-use applications coupled with a local manufacturing capability in China will allow to comprehensively delivering industry-specific
value proposition to customers through this partnership. To further strengthen its leading position, Shanghai Xinzhen Precision Bar will invest in additional equipment that allows expanding the offering to higher performance steel grades.

“By partnering in drawn bar activity with highly respected TSINGSHAN we will establish local downstream production capability in China,” SCHMOLZ + BICKENBACH CEO Clemens Iller commented. “This marks a milestone in our efforts to better serve global customers located in China and consolidates our leading position in technical products, mainly for the Automotive and Electronics industries. Beyond that, we can address several market segments such as Industrial Equipment or Food & Beverage that offer niches with excellent growth potential.”

Mr Huang Weifeng, Vice Chairman of TSINGSHAN GROUP, said: “TSINGSHAN is one of the worldwide major players in the stainless steel industry and Shanghai Decent Group, the JV partner, is a member company of TSINGSHAN. The joint venture is an excellent example of win-win cooperation in the stainless steel industry.”

TSINGSHAN is a global leader endeavor to the excellence operation of complete stainless steel production chain with more than 26’000 employees. It currently operates a bar drawing facility in Shanghai under the name Shanghai Xinzhen Special Steel Co. Ltd. SCHMOLZ + BICKENBACH is a leading global producer, processor and distributor of special long steel products, operating with a global sales and services network in an attractive niche market. It enjoys strong customer relationships globally in various application industries and an extensive international footprint. This partnership will help to further consolidate its existing strong presence in Chinese markets.

SCHMOLZ + BICKENBACH and TSINGSHAN to Form Joint Venture Read More »

Allied Mineral Products, Inc. to Acquire Pryor Giggey Co.

Allied Mineral Products, Inc. announces the intent to purchase Alabama-based Pryor-Giggey Co., a monolithic refractory and precast shapes company with plants in Anniston, AL and Chehalis, WA. The acquisition is expected to be completed by the end of January.

“Pryor Giggey’s workforce, product line and manufacturing locations in the U.S. will be great additions to Allied,” said Jon R. Tabor, Allied’s President and CEO. “This acquisition will allow Allied to be more agile in supplying customers in the Southeast and West coast while providing a new global platform for Pryor Giggey products. We will leverage our strengths to benefit both Allied and Pryor Giggey customers.” Allied plans to expand these facilities in the near future. It is expected that Allied will have the capability to ship Allied and Pryor Giggey products from all four of its North American facilities in the future.

“We are excited to join the Allied family,” said Mike Chieppor, President, Pryor Giggey Co. “Pryor Giggey’s high level of customer service, product offerings and reputation will fit perfectly with Allied and how they do business.”

The similarities between Allied and Pryor Giggey go beyond customer service and technical offerings. Both are ESOP companies (employee-owned) with strong cultures of employee ownership and have been in business for a combined 123 years.

Business will be conducted as normal for both companies in the near term.

Allied Mineral Products, Inc. was founded in 1961 and is a leading global manufacturer of monolithic refractories and precast, pre-fired refractory shapes with nine manufacturing facilities in seven countries, three precast shapes facilities and two research and technology centers. Allied sells its products in more than 100 countries. In the U.S., Allied manufactures at its headquarters location in Columbus, OH and in Brownsville, TX. Allied serves a wide variety of industries with innovative refractory solutions and exceptional service and support, backed by expert engineering and research teams and over 130 sales representatives. Allied is proud to be an employee-owned company.

Pryor Giggey was founded in 1948 and manufactures a broad line of monolithic refractories and precast shapes in the U.S. With manufacturing facilities in Anniston, AL and Chehalis, WA, the company serves industries including aluminum, foundry, power generation, cement and steel. Their diverse sales force covers the United States and Canada.

Allied Mineral Products, Inc. to Acquire Pryor Giggey Co. Read More »

Just Throw Some Heat at It

Source:  Flame Treating Systems

Since a blog is usually some way for the author to try and educate readers about some topic, let’s start the New Year with busting some widely held misconceptions about heat treating in general, and flame hardening in particular.

Very often larger companies have inhouse staff engineers responsible for figuring out the machinery needed to process parts throughout the production line. These P.E.’s usually have good mechanical and spatial skills, but invariably lack the specialized knowledge of heat treating. We have heard more than once, after being called in to redesign a process that couldn’t be salvaged, the engineers didn’t think the heat treating process was that complicated. “You’re just throwing some heat at it,” we’ve heard again and again.

Read More:  Just Throw Some Heat at It by Flame Treating Systems

Just Throw Some Heat at It Read More »

Jorgensen Forge Acquired

Source:  Forging

Jorgensen Forge, a Tukwila, WA, open-die forger and ring-rolling operation, has emerged from Chapter 11 bankruptcy as one of three companies now owned by CE Star Holdings LLC, a company formed to buy the assets from Constellation Enterprises, which filed for creditor protection in May.

The Seattle-area plant forges low alloy and stainless grades of steel, aluminum alloys, titanium alloys, and nickel-based alloys. Production equipment includes four open-die presses and two ring-rolling mills. It also offers heat-treating and machining, and it has special capabilities for “marine shafting” as well as full testing and inspection services. Its customers are manufacturers supplying aerospace, energy, defense, and general industrial markets.

Read More: Jorgensen Forge Acquired, “Even Better Positioned” by Robert Brooks

Jorgensen Forge Acquired Read More »

Effective Furnace Scheduling

 By John Young, Young Metallurgical Consulting

Effective furnace scheduling requires the inclusion of several key elements.

“Customer” Demands:  Manufacturers with in-house heat treat departments have internal customers who, like customers the world over have one thing in common, they want to provide parts to you tomorrow and have them processed and ready yesterday.  These internal customers cause frustration and angst but their work is what pays the bills.

Product & Process Variables:  There are numerous product and furnace process variables all of which must be considered when scheduling.  Common variables include:

  • Material grade and chemistry
  • Atmosphere carbon potential
  • Hardening and tempering furnace temperatures
  • Ammonia addition for carbonitriding and the purge time required when finished
  • Belt speeds
  • Cycle times
  • Variable quench programs

Process changes are necessary but minimizing the degree of variation between consecutive product runs is the goal.  The more significant the change, the longer the gap time required to allow the furnace to stabilize with the new furnace parameters.  Gap time is an unrecoverable cost – wasted time and money.

Sample Furnace Scheduling Sheet

 

 

Sample Furnace Scheduling Sheet

Quality issues can also be caused by not allowing sufficient time between significant process parameter changes.  If the proper gap time is not provided, the end of one lot or the beginning of the next may experience quality issues.

Each heat treat department must determine the balance of efficiency and customer service that works best for their operation.

Developing a close working partnership with your internal customers is beneficial for both parties.  Heat treating is typically at or near the end of the manufacturing cycle and all the lead time has been utilized by the previous steps.  Teach them the basics of your operation and explain the ways they can help you provide better service and delivery. By providing as much information as possible about their delivery requirements, you can schedule to meet their demands.

Rush jobs are the nature of the business and will always be with us. They are inevitable but they can be reduced. I know of one customer who provided parts at 3:00 PM and asked for impossible results for the next morning.  After numerous conversations with the heat treat department, the part supplier finally understood the heat treat process and now allows one, two, or even 3 days for results. Encourage part suppliers to give you next week’s Hot List at the end of the current week.

Heat treat scheduling is never easy but it can be improved to help your operation.


About Young Metallurgical Consulting

Young Metallurgical Consulting works with in-house heat treat departments to teach the day-to-day processes necessary to manage and improve their area of operation. In-house heat treaters will learn the aspects of heat treating that are not taught in a classroom and can only be gained through direct, hands-on experience. Contact John Young at john@youngmetallurgicalconsulting.com.

John Young
John Young, Young Metallurgical Consulting

 

Effective Furnace Scheduling Read More »

Heat Treat Basics: Optimizing Process Heating Systems

  Source:  Reliable Plant

Dr. Arvind Thekdi, an Energy Expert for the U.S. Department of Energy, routinely conducts energy assessments to improve energy efficiency of process heating systems at industrial plants. During the assessments, he often encounters questions that indicate confusion about how process heating systems operate. In this article, Dr. Thekdi provides some basic information about process heating systems, and offers solutions for reducing heat losses to increase efficiency.

Read More: Ask an Energy Expert:  Optimizing Process Heating Systems by Dr. Arvind Thekdi

Heat Treat Basics: Optimizing Process Heating Systems Read More »