84数控机床应用现状分析

1目录1前言···················································································································32数控机床应用国内外现状························································································42.1数控机床应用的国外现状···············································································42.2数控机床应用的国内现状···············································································53对现状进行分析····································································································63.1管理方面····································································································63.2技术方面····································································································63.2.1用户盲目选型，致使货不对路································································63.2.2零件生产高度离散···············································································73.2.3数控加工集成应用处于起步阶段·····························································73.2.4数控刀具系列化应用层次相对较低··························································73.2.5数控工艺技术和产品检验技术积累有限····················································73.2.6操作工技术水平和素质参差不齐·····························································84改善现状的措施····································································································94.1管理途径····································································································94.1.1建立结构件数控加工单元，实现“规模”生产。··········································94.1.2严格用人制度，提高操作人员队伍素质。·················································94.1.3加快数字化车间的建设步伐，提高综合管理水平。·····································94.2技术途径··································································································104.2.1合理选择加工工艺路线·······································································104.2.2做好数控机床刀具的选用与编程···························································144.2.3提高数控从业人员综合素质·································································154.2.4做好传统加工与数控加工合理衔接工艺工作············································165结束语··············································································································18参考文献：···········································································································192数控机床应用效率分析机械制造及自动化0601班韩强指导教师：王家忠摘要：从数控机床的国内外现状出发，介绍了我国数控机床应用与世界先进国家的差距，讨论了数控机床应用效率不足的原因，并从管理途径和技术途径提出改善的措施。旨在为数控机床更加合理有效的应用提供参考。关键词：CAM效率数控机床局限性TheanalysisofCNCefficiencyAbstract:FromthepresentsituationofCNCmachine,CNCmachineappliedinChinaareintroducedwiththeadvancedcountries,discussestheapplicationofCNCmachineefficiency,andinsufficientfrommanagementwaysandtechnicalwaystoimprovethemeasures.Aimedatncmachinemorereasonableandeffectiveapplicationofreference.Keywords:CAMEfficiencyNumericalcontrolmachineLimitations331前言当今世界工业国家数控机床的拥有量反映了这个国家的经济能力和国防实力。目前我国是全世界机床拥有量最多的国家（近300万台），但我们的机床数控化率仅达到1．9％左右，这与西方工业国家一般能达到20％的差距太大。日本不到80万台的机床却有近10倍于我国的制造能力。数控化率低，已有数控机床利用率、开动率低，这是发展我国21世纪制造业必须首先解决的最主要问题。每年我们国产全功能数控机床3000～4000台，日本1年产5万多台数控机床，每年我们花十几亿美元进口7000～9000台数控机床，即使这样我国制造业也很难把行业中数控化率大幅度提上去。因此，国家计委、经贸委从“八五”、“九五”就提出数控化改造的方针，在“九五”期间，我协会也曾做过调研。当时提出数控化改造的设备可达8～10万台，需投入80～100亿资金，但得到的经济效益将是投入的5～10倍以上。因此，这两年来承担数控化改造的企业公司大量涌现，甚至还有美国公司加入。“十五”刚刚开始，国防科工委就明确提出了在军工企业中投入6．8亿元，用于对1．2～1．8万台机床的数控化改造[1]。数控加工作为机械加工的先进形式，在很多行业得到了推广和应用，但数控加工本身也面临一个很大的问题，即数控设备的资产原值较大，一台未能充分发挥其性能的数控设备不仅会成为制约产品加工的瓶颈，也会成为企业经营的负担，因此，无论从技术进步的角度还是从企业经营的角度，提高数控效率都是一个永恒的话题[2]。442数控机床应用国内外现状2.1数控机床应用的国外现状数控机床出现至今的50年，随科技、特别是微电子、计算机技术的进步而不断发展。美、德、日三国是当今世上在数控机床科研、设计、制造和使用上，技术最先进、经验最多的国家。因其社会条件不同，各有特点[3]。美国的特点是，政府重视机床工业，美国国防部等部门不断提出机床的发展方向、科研任务和提供充足的经费，且网罗世界人才，特别讲究“效率”和“创新”，注重基础科研。因而在机床技术上不断创新，如1952年研制出世界第一台数控机床、1958年创制出加工中心、70年代初研制成FMS、1987年首创开放式数控系统等。由於美国首先结合汽车、轴承生产需求，充分发展了大量大批生产自动化所需的自动线，而且电子、计算机技术在世界上领先，因此其数控机床的主机设计、制造及数控系统基础扎实，且一贯重视科研和创新，故其高性能数控机床技术在世界也一直领先。当今美国不仅生产宇航等使用的高性能数控机床，也为中小企业生产廉价实用的数控机床(如Haas、Fadal公司等)。其存在的教训是，偏重於基础科研，忽视应用技术，且在上世纪80代政府一度放松了引导，致使数控机床产量增加缓慢，於1982年被后进的日本超过，并大量进口。从90年代起，纠正过去偏向，数控机床技术上转向实用，产量又逐渐上升。德国政府一贯重视机床工业的重要战略地位，在多方面大力扶植。特别讲究“实际”与“实效”，坚持“以人为本”，师徒相传，不断提高人员素质。在发展大量大批生产自动化的基础上，於1956年研制出第一台数控机床后，一直坚持实事求是，讲求科学精神，不断稳步前进。德国特别注重科学试验，理论与实际相结合，基础科研与应用技术科研并重。企业与大学科研部门紧密合作，对用户产品、加工工艺、机床布局结构、数控机床的共性和特性问题进行深入的研究，在质量上精益求精。德国的数控机床质量及性能良好、先进实用、货真价实，出口遍及世界。尤其是大型、重型、精密数控机床。德国特别重视数控机床主机及配套件之先进实用，其机、电、液、气、光、刀具、测量、数控系统、各种功能部件，在质量、性能上居世界前列。如西门子公司之数控系统和Heidenhain公司之精密光栅，均为世界闻名，竞相采用。日本政府对机床工业之发展异常重视，通过规划、法规(如“机振法”、“机电法”、“机信法”等)引导发展。在重视人才及机床元部件配套上学习德国，在质量管理及数控机床技术上学习美国，甚至青出於蓝而胜於蓝。日本也和美、德两国相似，充分发展大量大批生产自动化，继而全力发展中小批柔性生产自动化的数控机床。自1958年研制出第一台数控机床后，1978年产量(7,342台)超过美国(5,688台)，至今产量、出口量一直居世界首位(2001年产量46,604台，出口27,409台，占59%)。战略上先仿后创，先生产量大而广的中档数控机床，大量出口，占去世界广大市场。在上世纪80年代开始进一步加强科研，向高性能数控机床发展。在策略上，首先通过学习美国全面质量管理(TQC)，变为职工自觉群体活动，保产品质量。进而加速发展电子、计算机技术，进入世界前列，为发展机电一体化的数控机床开道。日本在发展数控机床的过程中，狠抓关键，突出发展数控系统。55日本FANUC公司战略正确，仿创结合，针对性地发展市场所需各种低中高档数控系统，在技术上领先，在产量上居世界第一[4]。2.2数控机床应用的国内现状纵观我国数控技术近50年的发展历程，特别是经过4个5年计划的攻关，总体来看取得了以下成绩：a.奠定了数控技术发展的基础，基本掌握了现代数控技术。我国现在已基本掌握了从数控系统、伺服驱动、数控主机、专机及其配套件的基础技术，其中大部分技术已具备进行商品化开发的基础，部分技术已