Groupe PSA will produce surgical masks on its Mulhouse site

Groupe PSA will produce surgical masks from August 2020 on its Mulhouse site
A production capacity of 10 million masks in France per month, to cover the equipment needs of Group employees and support organizations that fight against the virus and exclusion
The training of teams dedicated to this project will be organized from June 2020

in Groupe PSA, 28-05-2020

“Since the start of this crisis, the Group’s priority has been to protect its employees and we have decided to invest in this production, which will start this summer. This decision, shared with the trade unions, makes us collectively stronger to win against the Covid-19 “indicates Xavier Chéreau, Director of Human Resources and Transformation of Groupe PSA.

The sanitary crisis has led the Group to deploy a protocol of reinforced health measures at each of its sites to protect its employees. This protocol provides in particular for the distribution of two to four masks per day per employee.

To support the implementation of this protocol, the Group has decided to be autonomous by producing masks in France from August 2020.

Machines are manufactured by a French company on the national territory. Production will be organized in two concomitant phases:

  • From August 2020, an automated line will be implemented on the Mulhouse site and a dozen Group employees will be dedicated to the production of masks.
    In parallel, a second automated line will be put into operation at our French partner, which will produce masks for the Group and will continue this production for a year.
  • From August 2021, this second line will be transferred to Mulhouse and the Group’s teams will, in this scenario, ensure all of the production.

Ultimately, 10 million masks could be produced monthly in Mulhouse, for the protection of Group employees and organizations fighting against the virus and exclusion.

The Mulhouse site has all the sanitary characteristics necessary to manufacture this type of material.

Employees dedicated to the production of masks will be trained by our partner from June.


Mercedes cerrará su planta de Vitoria durante el mes de agosto

La dirección de Mercedes de Vitoria ha vuelto a reducir su capacidad de producción de vehículos para este año porque las previsiones de pedidos no se están cumpliendo y ha decidido cerrar la planta en agosto, mes en el que los trabajadores disfrutarán de sus vacaciones.

in Expansíon, / EFE, 28-05-2020

Así lo ha confirmado, en declaraciones a Efe, el presidente del comité de empresa, Igor Guevara, después de mantener una reunión con los directivos de esta planta en la que trabajan alrededor de 5.000 personas.

A principios del pasado mes de marzo la dirección anunció que estudiaba ampliar la producción de 2020 hasta las 159.000 unidades pero la fábrica paró el 16 de marzo como consecuencia de la pandemia de coronavirus y tras un ERTE reanudó su actividad de manera paulatina el 27 de abril.

La empresa rebajó entonces en unas 30.000 unidades las previsiones de producción de las furgonetas Vito y Clase V y las fijó en 129.700.

También decidió que la plantilla trabajara cuatro sábados de junio y tres de julio y modificó las vacaciones de agosto, mes en el que la fábrica seguiría operativa durante dos semanas.

Este jueves la dirección ha optado por disminuir de nuevo la cifra de los vehículos que se producirán este año en otras 6.200 unidades, con lo que la producción final de este año será de 123.500 furgonetas, ha explicado Guevara.

Además, la empresa ha cambiado su opinión sobre el calendario laboral de los próximos meses y ha decidido que no se trabaje los sábados de junio y julio ni durante todo el mes de agosto.




Post-corona recovery plan taking shape as auto industry makes concrete recommendations to Commission

At EU level, the first tangible proposals to help Europe’s auto industry overcome the massive fallout of the COVID-19 pandemic, while facing the monumental challenge of making the transition to carbon-neutral mobility, were presented yesterday. The fact is that we are far from a done deal, as many hurdles still need to be overcome. Over the past few weeks our industry has made clear what exactly is needed for a successful restart of Europe’s auto sector.

in ACEA, 28-05-2020

Message from ACEA’s Director General – May 2020

You might already have read that the European Commission presented an ambitious plan yesterday, which seeks to help the European economy to recover from the impact of the coronavirus. I was happy to see that the Commission recognises the massive challenges faced by automobile manufacturers across Europe and rightly acknowledges that the auto sector is one of the hardest hit by the coronavirus crisis.

However, it is disappointing to see that the proposed Recovery Package remains quite brief and vague on the instruments and financial means for the recovery of the European auto industry. As a sector representing the jobs of 13.8 million Europeans, we eagerly await clarity on when and how exactly some of the announced measures – such as fleet renewal schemes to make clean vehicles more affordable, the deployment of alternative fuels infrastructure and fast-tracking of the European Battery Alliance – will be implemented in practice.

Indeed, these discussions are far from over. That is exactly why I would like to provide a recap of all the concrete and immediate proposals that ACEA has made over the past few weeks.

This month’s major milestone was the constructive discussion we had with Frans Timmermans, the Commission’s Executive Vice-President for the Green Deal, and Thierry Breton, Commissioner for Internal Market. We agreed with both Commissioners to jointly work on a strong and green re-launch of the automotive industry, with the aim of stimulating the wider European economy and bolstering the transformation to a carbon-neutral society in parallel.

At that occasion, I stressed that the number one priority of our industry is to revive the market, thereby enabling production to resume at normal levels again at manufacturing sites across the EU. Given the near-total collapse in vehicle sales since the coronavirus took hold of Europe, it will be crucial to provide strong market stimuli to enable vehicle makers to fully re-open production facilities and keep people in jobs.

The 15 CEOs and board members that participated in the conference call with Timmermans and Breton on behalf of ACEA re-iterated their plea for a coordinated re-start of activities and investments along the entire value chain. They explained that, although vehicle and component production is slowly starting to pick up again, there are still huge discrepancies among member states. This is greatly hampering the recovery of an industry that strongly depends on complex supply chains spanning right across the entire European continent.

Indeed, freshly-updated data that ACEA released earlier this month clearly demonstrates the sheer scale of our industry’s manufacturing footprint. This is a timely reminder, as some people tend to forget that 298 automobile assembly and engine production plants operate in Europe, 196 of which are situated within the European Union. Our new interactive map shows that 142 of those plants produce passenger cars, 38 make light commercial vehicles, 58 build heavy-duty vehicles, 58 produce buses, and 71 make engines in Europe.

Since mid-March, however, production at these factories has been severely impacted by the COVID-19 crisis, with plants being closed for 30 working days on average to date. EU-wide production losses because of these factory shutdowns total at least 2,435,824 vehicles so far. And although many of these factories have re-started production to some extent by now, they are all still operating well below pre-lockdown capacity.

The fact that a factory is open again does not mean that output is back at ‘healthy’ levels so to speak, nor that all employees are back at work – on the contrary. Last month alone, registrations of new passenger cars in the European Union posted a year-on-year decline of 76.3%. The fact that most of Europe was under lockdown for the entire month, resulted in the strongest drop in car demand since records began.

In two of the largest EU markets, Italy and Spain, car sales were down by as much as 97%. With most showrooms across the EU closed the whole month of April, the number of new cars sold fell from 1,143,046 units in April 2019 to just 270,682 units last month. And we saw a similar impact on registrations of commercial vehicles in April, which declined by 67.0% compared to last year.

These numbers would have been impossible to imagine just a few months ago. It also means that the whole sector is at risk of liquidity shortages and sees its performance threatened for some time to come. And maybe needless to say, the current crisis in the automotive industry has a significant knock-on effect on other parts of the economy.

If we are to return to full-scale production again, measures will also need to be taken to stimulate demand, given that sales have crashed to an all-time low in many key markets.

That is also why we joined forces with CECRA, CLEPA and ETRMA recently to call for vehicle renewal incentives. Together representing the full automotive supply chain, the four associations proposed a plan comprising of 25 key actions to successfully exit from the corona crisis. Targeting decision makers at EU and national level, the action plan calls for coordinated vehicle renewal schemes for all vehicle types and categories across the EU.

We are convinced that this will boost private and business demand, support economic recovery across the board as well as accelerate a ‘green’ renewal of the vehicle fleet currently on Europe’s roads. Purchase and investment incentives should be based on similar criteria across Europe, drawing on both national and EU funding. Finally, such schemes should be enhanced by scrapping premiums, also taking Europe’s climate ambitions into account.

I strongly believe that it is crucial to bring the entire automotive value chain back into motion now.

Let me stress that we are very thankful for the continued cooperation with, and support from, the European Commission, and I would especially like to thank Commissioners Timmermans, Breton and Schmitt for valuing the strategic importance of the auto sector.

As you can tell, industry has proposed some very concrete plans, we are now counting on both the EU and member states to act and deliver in the short term! The Recovery Package presented by the Commission is a solid starting point, but I sincerely hope that the Commission will show ambition when elaborating on the substance of the plans, so that we can re-launch the automotive sector in a strong and green way.

I am hopeful that the European Commission will explain the details of the planned initiatives as soon as possible. Time is of the essence after all.

Eric-Mark Huitema
Director General of ACEA


Valoración de ANFAC sobre la situación de la industria de la automoción en Barcelona

Ante las noticias sobre Nissan en Barcelona, más allá de las decisiones puramente empresariales y estratégicas de la compañía, que la asociación no puede entrar a valorar, el director general de ANFAC, José López-Tafall, sí quiso resaltar que este cierre tiene que suponer “una ineludible y dolorosa llamada de atención” para todas las Administraciones Públicas al respecto de la situación de la industria de la automoción en España. “Éste tiene que ser el último cierre y una piedra de toque para trabajar duramente en que nuestras fábricas sean las más competitivas de Europa”, señaló López-Tafall.

in ANFAC, 28-05-2020

El director recalcó que “tenemos que ser realmente conscientes de que la industria automovilística española es una joya que hay que proteger. La pandemia del coronavirus ha colocado a nuestras empresas en una situación especialmente difícil. No hay que olvidar que somos el único sector industrial que ha tenido cerrada prácticamente toda la cadena de valor durante más de mes y medio y ese impacto es innegable. Según las previsiones de ANFAC, se van a dejar de fabricar 700.000 vehículos durante 2020, lo que coloca la producción total en el entorno de los dos millones, una cifra que no registramos desde la época de la crisis. Es indispensable movilizar ya, de manera muy urgente, recursos para contener esta situación”.

“La industria de la automoción necesita un compromiso-país y una estrategia a medio plazo, un proyecto estratégico, que, a corto plazo, implique medidas específicas de estímulo del mercado y mantenimiento de la industria, rápidas e intensas que nos permitan superar la crisis. Desde ANFAC, nuestra propuesta, plasmada en el Plan AUTO 2020-40 ya plantea las bases de esta estrategia-país que permitirá mantener la alta competitividad de nuestra industria mientras enfrenta los retos de la nueva movilidad del futuro. Nuestro trabajo ahora es colaborar codo con codo con las administraciones para que esta transformación de la industria de la automoción impulse aún más el peso de la automoción en España, en su aportación al PIB, en el empleo y en la sociedad”, afirmó.


UK car manufacturing plummets -99.7% in April as coronavirus stops production

British car production falls -99.7% in April with 197 units made as coronavirus pandemic closes factories.
Car makers instead turn out more than 700,000 pieces of PPE, including face shields, visors and gowns, to support UK’s healthcare workers.
Lowest monthly output since Second World War drives year-to-date production down -27.6%, with 121,811 fewer cars built.
Revised independent outlook now expects sub-1 million units in 2020 with lost production costing sector up to £12.5bn.

in SMMT, 29-05-2020

UK car production fell to its lowest level since the Second World War in April, down -99.7%, according to figures released today by the Society of Motor Manufacturers and Traders (SMMT).1 As the coronavirus crisis forced plants to close, just 197 premium, luxury and sports cars left factory gates in the month, models that had been assembled prior to shutdowns with only finishing touches needed.

In April, instead of making cars for the UK and global export markets, many manufacturers refocused efforts on producing personal protective equipment (PPE), including face shields, visors and medical gowns for use by healthcare professionals. During the pandemic car makers have now made some 711,495 pieces of PPE, with others helping make medical equipment, including high-tech ventilators as part of the Ventilator Challenge UK Consortium.2

Output for both the domestic and overseas markets was severely curtailed in the month, with 152 cars built for export and 45 for customers in the UK. The exceptional month follows a particularly weak April 2019, when volumes fell -44.5% year on year due to temporary shutdowns as manufacturers sought to mitigate the impact of an expected end-March Brexit.

The news comes as the latest independent analysis suggests annual UK car production could fall below one million units in 2020, which would represent lower volumes than in 2009 and possibly a third lower than expected in January pre-crisis.3

Although the UK’s 168,000 automotive manufacturing employees are now starting to return to work, with around half of the country’s car and engine plants set to be operating by the end of May, factories are scaling up production along different timescales and, with strict social distancing measures in place, output initially will be restricted with a predicted loss of up to some 400,000 units by year end, compared with the January outlook, and a cost to industry of up to £12.5 billion at factory gate prices.4

Mike Hawes, SMMT Chief Executive, said,

With the UK’s car plants mothballed in April, these figures aren’t surprising but they do highlight the tremendous challenge the industry faces, with revenues effectively slashed to zero last month. Manufacturers are starting to emerge from prolonged shutdown into a very uncertain world and ramping up production will be a gradual process, so we need government to work with us to accelerate this fundamentally strong sector’s recovery, stimulate investment and safeguard jobs. Support to get all businesses through this short-term turmoil will ensure the UK’s many globally-renowned brands can continue to make the products that remain so desirable to consumers the world over and, in turn, help deliver long-term prosperity for Britain.

Notes to editors

1: Annual UK car production totals during WW2. (NB, monthly production records go back as far as 1946, when, in April, some 15,348 cars were manufactured. Prior to April 2020, the lowest month on record for volume output was January 1946 with 6,319 units produced)

1940 – 1,949
1941 – 5,117
1942 – 5,468
1943 – 1,649
1944 – 2,108
1945 – 16,938

2: SMMT member research conducted May 2020 – 711,495 pieces of PPE made so far
3: 2009 – 999,460 units. Auto Analysis January pre-pandemic base outlook 1.27 million cars
4: Independent research conducted by Auto Analysis May 2020. 400,000 loss compared with January pre-pandemic base outlook 1.27 million


Groupe Renault presents its draft plan to reduce fixed costs by more than 2 billion euros over three years

The objective of reducing fixed costs by more than 2 billion euros over 3 years aims to restore the Group’s competitiveness and ensure its long-term development within the framework of the Alliance.

The draft plan is based on the efficiency of operations within Groupe Renault: by simplifying processes, reducing the diversity of components within vehicles and adjusting industrial capacities.

The planned changes will be implemented in consultation with the social partners and local authorities within the framework of an ongoing dialogue.

in Groupe Renault, 29-05-2020

As promised when it announced its annual results, Groupe Renault today presents its transformation plan, which aims to achieve savings of more than €2 billion over three years and to lay the foundations for a new competitiveness.

The difficulties encountered by the Group, the major crisis facing the automotive industry and the urgency of the ecological transition are all imperatives that are driving the company to accelerate its transformation.

The draft plan will strengthen the company’s resilience by focusing on cash flow generation, while keeping the customer at the centre of its priorities. It is based on a more efficient approach to operational activities and rigorous management of resources.

Beyond this, the draft plan aims to lay the foundations for Groupe Renault’s long-term development. In France, the Group would be organized around strategic business areas with a promising future: electric vehicles, LCVs, the circular economy and high value-added innovation.

These major regional centres of excellence based in France would be at the heart of the Group’s recovery. In Flins and Guyancourt, the Group would reorganise its activities.

If Groupe Renault plans to make the necessary workforce adjustments to enable a return to profitable and sustainable growth, it is committed to ensuring that they are carried out through exemplary dialogue with social partners and local authorities.

This workforce adjustment project would be based on retraining measures, internal mobility and voluntary departures. It would be spread over three years and would concern nearly 4,600 posts in France, to which would be added the reduction of more than 10,000 other positions in the rest of the world.

I have confidence in our assets, our values and in the management of the company to succeed with the envisaged transformation and to return our Group to its full value by deploying this plan. The planned changes are fundamental to ensure the sustainability of the company and its development over the long term. It is collectively and with the support of our Alliance partners that we will be able to achieve our objectives and make Groupe Renault a major player in the automotive industry in the years ahead. We are fully aware of our responsibility and the planned transformation can only be achieved with respect for all our Group’s stakeholders and through exemplary social dialogue,”  said Jean-Dominique Senard, Chairman of the Board of Directors of Renault.

In a context of uncertainty and complexity, this project is vital to guarantee a solid and sustainable performance, with customer satisfaction as a priority. By capitalizing on our many assets such as the electric vehicle, by capitalizing on the resources and technologies of Groupe Renault and the Alliance, and by reducing the complexity of development and production of our vehicles, we want to generate economies of scale to restore our overall profitability and ensure our development in France and internationally. This project will enable us to look to the future with confidence,” added Clotilde Delbos, interim Chief Executive Officer of Renault.

The project includes the following main elements:

  • Improving efficiency and reducing engineering costs, by taking advantage of the strengthened assets of the Alliance, approximately €800 million:
    • Streamlining vehicle design and development: reducing component diversity, increasing standardization, Leader – Follower programs within the Alliance.
    • Optimization of resources: concentration of the development of strategic technologies with high added value in the engineering sites of Ile-de-France; optimization of the use of R&D centres abroad and subcontracting; optimization of the means of validation through the increased use of digital.
  • Optimization of production saving approximately €650 million
    • Acceleration of plant transformation through the generalization of Industry 4.0
    • Process improvement in new engineering projects: accelerating digitalization and “design to process”.
    • Right sizing of industrial capacities:
      • Global production capacity revised from 4 million vehicles in 2019 to 3.3 million by 2024 (Harbour reference).
      • Adjustment of production headcount.
      • Suspension of planned capacity increase projects in Morocco and Romania, study of the adaptation of the Group’s production capacities in Russia, study of the rationalization of gearbox manufacturing worldwide.
    • In France, four working hypotheses for optimizing the production will be the subject of in-depth consultation with all stakeholders, in particular the social partners and local authorities:
      • Renault is launching a consultation process on the Douai and Maubeuge plants to study the creation of an optimized centre of excellence for electric vehicles and light commercial vehicles in northern France.
      • Open reflection on the reconversion of the Dieppe plant at the end of the production of the Alpine A110.
      • In Flins, the creation of a circular economy ecosystem on the site, including the transfer of Choisy-le-Roi’s activities
      • At the Fonderie de Bretagne, Renault is launching a strategic review.
  • Increased efficiency of support functions, approximately €700 million
    • Optimization of general and marketing costs: digitalization to optimize marketing costs, rationalization of the organization and reduction of costs related to support functions, etc.
  • Refocusing activities for a better allocation of resources
    This refocusing on the Group’s core business through a change in its scope would concern in particular:

    • Part of the RRG integrated distribution network in Europe.
    • The transfer of Groupe Renault’s stake in Dongfeng Renault Automotive Company Ltd (DRAC) in China to Dongfeng Motor Corporation and the cessation of Renault branded passenger car combustion engine activities in the Chinese market.

These plans will be presented to employee representative bodies in accordance with applicable regulations.

The estimated cost of implementing this plan is in the order of €1.2 billion.



About Groupe Renault

Groupe Renault has manufactured cars since 1898. Today it is an international multi-brand group, selling close to 3.8 million vehicles in 134 countries in 2019, with 40 manufacturing sites, 12,800 points of sales and after-sales and employing more than 180,000 people.

To address the major technological challenges of the future, while continuing to pursue its profitable growth strategy, Groupe Renault is focusing on international expansion. To this end, it is drawing on the synergies of its five brands (Renault, Dacia, Renault Samsung Motors, Alpine and LADA), electric vehicles, and its unique alliance with Nissan and Mitsubishi Motors. With a 100% Renault owned team committed to the Formula 1 World Championship since 2016, the brand is involved in motorsports, a real vector for innovation and awareness.



Novares exits bankruptcy proceedings following shareholder investments, loans

French-based automotive component supplier Novares Group exited pre-receivership legal proceedings following an 146 million euro ($161 million) investment by its existing shareholders and financing from “a pool of banks.”

in Plastics News, by Sarah Kominek, 28-05-2020

The commercial court of Nanterre, France, approved the deal May 28, according to a Novares news release. The company had filed for receivership, which is similar to U.S. Chapter 11 protection, on April 29.

The deal includes 71 million euros ($79 million) in the form of a loan from banks under the French PGE State Guarantee Scheme, 45 million euros ($50 million) in loans and 30 million euros ($33 million) in equity from Novares’ shareholders Equistone Partners Europe and Bpifrance, according to the release.

“Novares’ total debt has been significantly reduced and converted into equity,” the release said.”The deal secures the future of Novares, allowing it to continue to serve its customers and reopen sites globally … mainly in the U.S., which were closed as a result of the COVID-19 pandemic, as and when, conditions allow.”

The company reopened 13 of its 19 European production sites May 18 following a liquidity injection by shareholders Equiston and BPI of 45?million euros ($49 million).

“We are pleased to have found a deal that gets us over this short-term liquidity hurdle,” Pierre Boulet, CEO of Novares said in the release. “Novares was a solidly-performing company when the pandemic hit, and will continue to be so. … Our customers rely on our products and expertise, and we are committed to ramping up production to deliver in line with their expectations.”

The company filed for bankruptcy protections “as a result of the COVID-19 pandemic, which led to the shutdown of its operations globally for an extended time period and resulted in significant cash-flow shortage,” the release said.

Novares, based in Clamart, France, is a major global injection molder, with 12,000 employees and operations in 22 countries.

Its North American holdings include the former Key Plastics LLC and Miniature Precision Components Inc. businesses.

In North America alone, the company ranks No. 19 in the most recent Plastics News ranking of injection molders, with an estimated $425 million in sales.


picture: Novares Group
Novares makes a range of auto parts, including functional parts for electronics, interior trim and under-the-hood components.

Plastics machinery shipments, outlook drops

The value of first quarter shipments of North American injection molding and extrusion equipment dropped 6.9 percent to $254 million compared to the same period a year ago.

in Plastics News, by Catherine Kavanaugh, 26-05-2020

The preliminary estimate, which comes from the Plastics Industry Association’s committee on equipment statistics, fell 19.6 percent compared to the fourth quarter of 2019.

“The first quarter shipments were expected to come in lower due to the coronavirus shutdowns in March,” Perc Pineda, the association’s chief economist, said in a news release. “Nevertheless, we saw robust growth in single-screw and twin-screw shipments on a year-over-year basis.”

Shipments of single-screw extruders increased 15.5 percent while shipments of twin-screw extruders declined marginally by 0.8 percent. The value of both categories rose significantly, with single-screw extruders up 34.9 percent and twin-screw extruders up 19.3 percent.

Pineda touched on some of the reasons why parts of the plastics machinery industry are faring better than other in the May 20 Plastics News Live webinar. He talked about how some extruders could be modernizing their machine fleets or adding capacity for products like personal protective equipment.

“In terms of growth, it’s probably machines that would actually enhance production capacities of the processors, because if you think about it, production of plastics hasn’t really stopped,” Pineda said. “Those who would optimize production, so you’re talking auxiliary equipment for example and those that offer solutions to plastics processing, would remain healthy for this year, I’d imagine.”

Meanwhile, the value of injection molding equipment shipments fell 23.6 percent from the previous quarter and 11.8 percent from a year ago. The largest end market for these machines is automotive, which is forecast to decrease to 69.6 million units this year. That’s a 22 percent drop compared to 2019.

Pineda said businesses are being very cautious about capital investments despite low interest rates.

“It’s really the weak aggregate demand in the economy that’s causing a lot of businesses to stay on the sidelines” and postpone investment, he said.

“My sense is as they see these things change beginning in the third and onto the fourth quarter, then you will see more action in terms of new orders and quoting activity in the plastics machinery space,” Pineda added.

The equipment statistics committee surveys plastics machinery suppliers every quarter about present market conditions and future expectations. For the coming quarter, 18.5 percent of the respondents expect conditions to either improve or hold steady. That represents a big drop from the fourth quarter of 2019, when 69.4 percent of respondents expected conditions to improve or hold steady.

For the next 12 months, 22.6 percent expect market conditions to be steady to better. That’s down from 73.5 percent in the previous quarter’s survey.

“The coronavirus pandemic continues to disrupt the manufacturing and service sectors of the economy, both impacted by the plastics industry. However, the demand for plastics remains fundamentally healthy, particularly in the medical and consumer essentials spaces, and the economic slowdown is transitory,” Pineda said.

The committee said plastics machinery exports increased 1.6 percent in the first quarter to $358.5 million compared to the previous quarter. Imports were basically flat; up 0.5 percent to $746.3 million. The resulting trade deficit of $387.8 million is flat as well, down 0.6 percent from the previous quarter.

Mexico and Canada continue to be the first and second largest plastics machinery export markets for the United States. Combined exports to the United States, Mexico and Canada Agreement trade partners totaled $153.4 million, or 42.8 percent of total U.S. plastics machinery exports.


INEGI estuda adesivos estruturais para aumentar integridade e segurança de estruturas automóveis

O INEGI está a desenvolver um novo modelo que torna possível prever com mais fiabilidade a fratura das ligações com adesivos estruturais. O objetivo é contribuir para a integridade estrutural no projeto das estruturas dos automóveis, e assim torná-los mais seguros.

in INEGI, 25-05-2020

A utilização de adesivos estruturais na união de componentes “contribui para criar estruturas mais leves e, consequentemente, mais eficientes, razão pela qual são cada vez mais utilizados por fabricantes de automóveis”, conta o Lucas da Silva responsável pelo projeto no INEGI. “Neste contexto torna-se importante conseguir prever com precisão o comportamento e resistência mecânica dos materiais que integramos nos nossos carros”.

Para tal, a equipa do INEGI pretende determinar o envelope de fratura de um adesivo epóxi – isto é, a quantidade de energia necessária para fraturar uma união durante uma situação de impacto, como, por exemplo, um acidente automóvel. “Findo o projeto, pretendemos ter à disposição da indústria um procedimento completo para o design de estruturas de veículos leves, duradouras e seguras, utilizando juntas adesivas para unir materiais de alto desempenho”, afirma o responsável.

Experimentação mecânica é base para criação de modelo

Para este fim, a equipa vai realizar testes experimentais em máquinas desenvolvidas no INEGI para o efeito. Como explica Lucas da Silva, “os testes tradicionais em condições estáticas não representam a realidade de um impacto, pelo que criamos uma máquina que utiliza a queda de peso e outra com uma barra de pressão Split Hopkinson para recriar as condições de carga com maior fiabilidade, e assim obter resultados mais exatos”.

Com base nos resultados da experimentação mecânica, os investigadores vão depois desenvolver os modelos numéricos que efetivamente preveem o comportamento das juntas adesivas sob várias cargas de impacto.

Com a colaboração da Honda R&D Company, consultora do projeto, o modelo resultante vai ainda ser validado em contexto real com uma junta fornecida pelo fabricante de automóveis.

Este trabalho tem como foco a utilização de adesivos em componentes automóveis, porém, estes resultados poderão vir a beneficiar outras indústrias, como a indústria aeroespacial e aeronáutica, onde este tipo de adesivos é também cada vez mais comum.

O projeto Fracture envelope of adhesives at high strain rates (FEASR) é cofinanciado ao abrigo do programa Portugal 2020 e pela Fundação para a Ciência e a Tecnologia (FCT).

General Motors atribuiu pela 4ª vez Prémio de Excelência de Qualidade de Fornecedor à Inapal Metal

É com grande honra e satisfação que a Inapal Metal recebe pela quarta vez do Grupo General Motors, o reconhecimento de fornecedor de excelência.

in Inapal Metal, 28-05-2020

Este reconhecimento só é possível com o empenho, dedicação e profissionalismo de todos os nossos colaboradores, que trabalham todos os dias para oferecer aos nossos clientes um serviço de excelência no desenvolvimento, engenharia, produção e logística dos nossos produtos.

Neste difícil momento que o Mundo, a economia e em particular o nosso mercado atravessam, reforçamos as melhores práticas na proteção de todos, para continuarmos a servir os nossos clientes.

A Inapal Metal é Associada da AFIA desde 1979, para mais informações consulte:

Carta da General Motors