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Patent US4716647 - Machine tool - Google Patents
A machine tool comprises a spindle stock (11) that can be moved about several axes relative to a work plate. Tools can be transferred, preferably by means of gripper arms, from a magazine position in the tool magazine into a working position in a tool carrier of the spindle stock (11), or vice versa....http://www.google.com/patents/US4716647?utm_source=gb-gplus-sharePatent US4716647 - Machine tool
Publication number US4716647 A
Application number US 06/906,315
Also published as DE3620343A1, DE3620343C2, DE8526544U1, EP0216261A2, EP0216261A3, EP0216261B1
Publication number 06906315, 906315, US 4716647 A, US 4716647A, US-A-4716647, US4716647 A, US4716647A
Inventors Hans-Henning Winkler, Eugen Rutschle
Original Assignee Chiron-Werke Gmbh
Patent Citations (17), Referenced by (28), Classifications (21), Legal Events (7)
US 4716647 A
A machine tool comprises a spindle stock (11) that can be moved about several axes relative to a work plate. Tools can be transferred, preferably by means of gripper arms, from a magazine position in the tool magazine into a working position in a tool carrier of the spindle stock (11), or vice versa. At least one of the tools is designed as a handling element. The working space of the spindle stock is provided with at least one work magazine for accommodating workpieces.
In order to be able to machine the workpieces in various ways, in particular along several axes, the handling element is designed as a gripper element (29) and provided with externally operated clamping jaws (66) for gripping one or more workpieces (30) contained in the work magazine and transferring them into a machining station designed for holding and/or positioning a workpiece during or for machining of the workpiece (30). The tool carrier of the spindle stock (11) comprises a connection element (53, 62) for supplying energy for operating the clamping jaws (66).
(a) A spindle stock having spindle means for receiving either a toolholder, or a gripping element, said spindle having drive means for rotation about predetermined angles about a rotating axis;
(b) a working table disposed proximate said spindle stock, said working table being subdivided into a working area and a mounting area;
(c) means for displacing said spindle stock along three coordinate directions relative to said working table;
(d) a first toolholder magazine attached fixedly to said spindle stock for joint displacement therewith and being provided with a predetermined number of said toolholders having standard coupling means for being inserted into and clamped in said spindle, said toolholder magazine further having conveying means for transporting said toolholders into transfer positions on two sides of said spindle stock;
(e) a gripping element having first jaw means for grasping workpieces, said gripping element comprising said standard coupling means and first coupling means for cooperating with second coupling means, disposed in said spindle, for feeding energy from said spindle to said gripping element for actuating said first jaw means;
(f) two gripper arm means, disposed on either side of said spindle stock for alternately transferring said toolholders or said gripping element from one of several transfer positions into said spindle and vice versa;
(g) workpiece holding means fixed on said working area of said working table and having second jaw means for holding and rotating said workpieces for subsequent machining; and,
(h) a workpiece magazine fixed on said mounting area of said working table at a distance from said workpiece holding means and having a predetermined number of storage cells means for receiving unmachined and machine workpieces.
2. The machine tool of claim 1 wherein said working table includes a surface extending perpendicular to the spindle stock rotating axis and further comprising means for rotating said working table by 180° to alternately move said working area and said mounting area into close proximity to said spindle stock.
3. The machine tool of claim 2, wherein said tool magazine is shaped as a horse-shoe and is arranged in a plane extending perpendicularly to said rotating axis and around the latter.
4. The machine tool according to claim 3, wherein said first and second coupling means connect a pressure fluid line provided in said spindle stock with a fluid-operated drive of said gripping element, when said gripping element is clamped in said spindle stock.
5. The machine tool of claim 4, wherein said pressure fluid line is arranged at a periphery of said spindle stock.
6. The machine tool of claim 4, wherein said pressure fluid-line is arranged along said rotating axis.
7. The machine tool of claim 4, wherein a pressure sensor is connected to said pressure fluid line.
8. The machine tool of claim 1, wherein orthogonal drive means are provided for further rotation of said first jaws about an axis perpendicular to said rotating axis.
9. The machine tool of claim 8, wherein said spindle stock is provided with clutch means to permit said rotation to be carried out selectively either about said rotary axis or about said axis extending perpendicularly thereto.
10. The machine tool of claim 1, wherein said gripping element is provided with clamping jaws having a profile adapted to said workpiece to be gripped.
11. The machine tool of claim 1, wherein an actuating force of said clamping jaws is adjustable.
12. The machine tool of claim 1, wherein said gripping element is provided with a plurality of clamping jaws, said clamping jaws being adapted to be actuated separately.
13. The machine tool of claim 1 further comprising control means for effecting the following operations:
(aa) transfer of said gripping element from one of said transfer positions into said spindle by means of one of said gripper arm means with said first jaw means being open;
(bb) rotation of said working table to move said workpiece magazine on said mounting area into close proximity of said spindle stock and displacement of said spindle stock to take said gripping element into a first position adjacent one of said unmachined workpieces in said workpiece magazine;
(cc) closing of said first jaw means by feeding energy to said gripping element to grasp said unmachined workpiece, and remove same from said workpiece magazine;
(dd) rotation of said work table by 180° to move said workpiece holding means on said working area into close proximity to said spindle stock and displacement of said spindle stock to take said gripping element into a second position adjacent said workpiece holding means and introducing said unmachined workpiece into said second jaws being open;
(ee) closing of said second jaw means and opening of said first jaw means;
(ff) transfer of said gripping element from said spindle means into one of said transfer positions by means of one of said gripper arm means while simultaneously transferring a first toolholder from another of said transfer positions into said spindle means by means of said other gripper arm, and means;
(gg) actuating of said drive means for continuous rotation of said spindle and of said means for displacing said spindle for machining said unmachined workpiece by means of a tool comprised in said first toolholder.
14. The machine tool of claim 19 further comprising control means for effecting the following operations:
(bb) displacement of said spindle stock to take said gripping element into a first position adjacent one of said unmachined workpieces in said workpiece magazine;
(cc) closing of said first jaw means by feeding energy to said gripping element to grasp said unmachined workpiece;
(dd) displacement of said spindle stock to take said gripping element into a second position adjacent said workpiece holding means and introducing said unmachined workpiece into said second jaw means being open;
(ff) transfer of said gripping element from said spindle into one of said transfer positions by means of one of said gripper arm means while simultaneously transferring a first toolholder from another said transfer positions into said spindle by means of said other gripper arm means;
(gg) actuating of said drive means for continuous rotation of said spindle and of said means for displacing said spindle for machining said unmachined workpiece by means of a tool comprised in said first toolholder;
(hh) removal of said first toolholder from said spindle and insertion of said gripping element thereinto;
(ii) grasping of said workpiece by said gripping element;
(kk) rotation of said workpiece about said predetermined angle;
(ll) transfer of said workpiece into said workpiece holding means;
(mm) rotation of said workpiece about a second axis, not parallel to said rotating axis by means of said workpiece holding means; and
(nn) removal of said gripping element from said spindle and insertion of a second toolholder thereinto for subsequent machining of said workpiece.
a spindle stock;
a work table that can be rotated about an axis extending parallel to the spindle stock axis in such a manner that when said work table is rotated by about 180°, one one-half of said work table is located in a working area of said spindle stock, and wherein one-half of said work table carries a workpiece magazine, while another half carries a processing station, said spindle stock being disposed for movement about several axes relative to the work table;
a tool magazine;
at least one gripper arm for transferring tools from one magazine position in the tool magazine into a working position in a tool carrier of the spindle stock, or vice versa, at least one of the tools being designed as a handling element and the working space of the spindle stock being provided with at least one work magazine for accommodating workpieces, said handling element having a gripper element with externally operated clamping jaws for gripping one or more workpieces contained in the work magazine and transferring them into a machining station designed for holding and/or positioning a workpiece for machining thereof by means of a tool, the tool carrier of the spindle stock comprising connection means for supplying energy to operate the clamping jaws.
The present invention relates to a machine tool comprising a spindle stock that can be moved about several axes relative to a work plate, a tool magazine and at least one gripper arm for transferring tools from one magazine position in the tool magazine into a working position in a tool carrier of the spindle stock, or vice versa, at least one of the tools being designed as a handling element and the working space of the spindle stock being provided with at least one work magazine for accommodating workpieces.
A machine tool of this type has been known already from German Patent Specification No. 28 52 846.
The known machine tool comprises a spindle rotatable about a horizontal axis, and a tool magazine mounted above the said spindle and arranged to revolve about a vertical axis in the manner of a turret. A two-armed gripper can be rotated about an axis extending parallel to the spindle axis, above the spindle, for withdrawing tools from the tool magazine and positioning them in a tool carrier of the spindle stock, or vice versa. In front of the spindle stock, there is provided a table that can be displaced along a horizontal axis, vertically to the spindle axis, and on which one or more workpiece pallets are provided. The workpieces are processed by means of a tool clamped in the spindle while they are positioned in the workpiece pallet.
In order to permit a workpiece pallet with completely processed workpieces to be exchanged against a new workpiece pallet containing workpieces that are still to be processed, it is provided in the case of the known machine tool that a pallet gripper can be changed in instead of a usual machining tool. The pallet gripper can be positioned in the tool carrier of the spindle just as any other tool and carries on its forward hand a hook-like structure. The shape of the hook-like structure matches that of a corresponding counterpart on the workpiece pallet. The pallet gripper mounted in the spindle can then be used to displace the workpiece pallet containing the machined workpieces from its holder on the transversely moving table to a platform provided behind the workpiece pallet, viewed from the spindle along a line forming the extension of the spindle axis. Analogously, the workpiece pallet containing the workpieces which are still to be machined, can be drawn by the same pallet gripper from the said platform onto the movable table and towards the spindle.
A similar machine tool has been known before from U.S. Pat. No. 4,090,287.
This known machine also comprises a spindle with horizontal axis in which a transfer rod, provided with a hook on its forward end, can be fitted instead of the usual tools. Here, too, the transfer rod serves to displace workpiece pallets, which are provided with a corresponding counter-part, in the direction of the spindle axis from a supply platform to a working platform, or vice versa.
In both described cases of machine tools, the pallet gripper and the pallet are merely brought into form-locking engagement, and this is absolutely sufficient because it is only necessary to displace the workpiece pallets in the direction of the spindle axis.
Accordingly, it only possible with the two known machine tools to machine a plurality of workpieces arranged on the pallets in fixed position. However, in certain applications, this restricts the degrees of freedom of the machining operations quite considerably because workpieces which are tightly packed in a workpiece pallet are of course not accessible with the equal ease from all sides so that, generally, machining operations carried out on workpieces loaded on such pallets can be carried out only from one direction. However, this restriction is in conflict with the actual object of machine tools of this type, which are usually described also as "machining centers", because it is of course the purpose and objective of the plurality of tools that can be changed in in such machining centers to machine the workpiece as completely as possible, i.e. to carry out all the machining steps required with only a single mounting operation. By striving for this aim one intends not only to reduce the machining time as a whole, but also to increase the machining accuracy because a workpiece which remains unchanged in the position in which it has been mounted originally, can of course be machined with greater accuracy than a workpiece which has to be mounted anew several times.
Now, it is the object of the present invention to improve a machine tool of the type described above in such a manner that while maintaining minimum set-up times, a considerably greater number of different processing steps can be carried out on the workpiece in a single pass.
According to the invention, this object is achieved by an arrangement in which the handling element is designed as a gripper element and provided with externally operated clamping jaws for gripping one or more workpieces contained in the work magazine and transferring them into a machining station designed for holding and/or positioning a workpiece during or for machining thereof by means of a tool, the tool carrier of the spindle stock comprising a connection element for supplying energy for operating the clamping jaws.
The object underlying the invention is achieved in this manner completely and perfectly because according to the invention only a single or at best a small number of workpieces is fed at a time into the machining position where it is easily accessible for the tool of the machine tool for machining operations of the most different types.
If the workpiece is fed, for example, to a dividing attachment, it can be rotated about one or more axes and machining operations can be carried out along different axes in a single mounting position. Compared with the hooks of the pallet grippers known from the prior art with their unvariable design, the externally-operated clamping jaws of the gripper elements provide the advantage that workpieces of the most different types can be gripped and handled without the need to make special constructional arrangements on the workpieces.
Due to the fact that the workpieces are transferred from the magazine to the machining stations either individually or in groups of several workpieces, minimum set-up times are obtained because the workpiece is completely machined without the user of the machine tool having to interfere. In many cases this makes up by far the gain in time achieved when a plurality of workpieces are machined arranged in pallets because in cases where workpieces arranged in pallets according to the prior art are to be machined along several axes, they have to be mounted anew for every machining operation while the machine tool according to the invention permits even the most complex workpieces to be machined completely in single pass.
According to a preferred embodiment of the invention, the tools and the gripper element are provided with a standard outer taper while the end of the spindle stock is provided with a standard inner taper.
This measure provides the considerable advantage that the machine tool according to the invention can be designed in the conventional manner because due to the use of standard tapers the gripper element can be designed in the same manner as the usual tools so that only minor modifications, if any, may be required on the machine tool.
According to another preferred embodiment of the invention, the tool magazine is arranged at the spindle stock, and there are provided at least two gripper arms for withdrawing a tool or the gripper element from the tool magazine and positioning it in the tool carrier of the spindle stock, or vice versa, in push-pull operation.
This feature provides the considerable advantage that short machining times are rendered possible by the fact that after transfer of the workpiece into the machining position and unloading of the gripper element from the spindle stock, a tool can be positioned in the spindle stock immediately without having to return the gripper element to the magazine first. In this manner, another notable reduction of the machining times is achieved.
It is particularly preferred in the embodiment of the invention just described to give the tool magazine the shape of a horseshoe and to arrange it in a plane extending perpendicularly to the vertical axis of the spindle stock and around the latter.
This measure provides the advantage that a very large number of tools and, if required, also of gripper elements can be arranged in a single magazine which is located in the direct neighborhood of the spindle stock so that the short transfer paths between the magazine and the tool carrier of the spindle stock provide a further reduction of the set-up times.
According to another embodiment of the invention, the tool magazine is arranged at a distance from the spindle stock, and the tools or gripper elements are picked up by displacing the spindle stock.
This feature is of particular advantage in cases where special tools or special gripper elements are to be used according to the invention which, due to their large dimensions, cannot be accommodated in a usual tool magazine. This may be the case, in particular, if multiple tools or multiple gripper elements are to be used according to the invention for machining and/or gripping simultaneously a plurality of workpieces.
Another embodiment of the invention is characterized in that the connection element connects a pressure fluid line provided in the spindle stock with the fluid-operated drive of the gripper element when the gripper element is clamped in the spindle stock.
Still another embodiment of the invention is characterized in that a pressure fluid line is provided on the spindle stock and connected via a connection element with a fluid-operated drive of the gripper element when the gripper element is clamped in the tool carrier.
This feature provides the advantage that the gripper element can be operated by external energy supply and that the pressure fluid line, in particular a compressed-air line, can be connected without any problems by causing the necessary connection element to close automatically when the gripper element is clamped.
According to a variant of this embodiment of the invention, the pressure fluid line is arranged at the periphery of the spindle stock.
This feature provides the advantage that existing machine tools can be adapted easily since it is only necessary to run a pressure fluid line along the outside of the spindle stock and down into the area of the tool carrier of the spindle stock.
According to another variant of this embodiment of the invention, the pressure fluid line is arranged along the rotary axis of the spindle stock.
This measure requires of course some more constructional changes of the machine tool, however it opens up the very favorable possibility to rotate the gripper element, in particular through the spindle motor, so that the workpiece held by the gripper element can be rotated at desire about the rotary axis of the spindle during its transfer from the magazine to the processing station.
Finally, it is provided in one embodiment of the invention to connect a pressure sensor to the pressure fluid line.
This feature provides the advantage that it permits to detect, in a very simple manner and without any additional position sensors, if the gripper element has actually gripped a workpiece because it can be assumed that the gripper element is closed when pressure fluid is supplied through the pressure fluid line.
According to still another embodiment of the invention, a stepping control is provided for controlling a spindle motor in such a manner that the spindle rotates the gripper element, when the latter is mounted, by a pre-determined angular step. Such angular rotation may be about the rotary axis of the spindle or about an axis extending perpendicularly thereto.
This feature provides the advantage that expensive dividing attachments can be dispensed with when only simple turning operation have to be carried out. This possibility is provided, for example, when the processing station is provided with chucking means with two clamping jaws for receiving the workpiece and holding it during the machining operation, and when the workpiece has to be turned only by 90° or 180° about one axis of coordinates in order to permit the next operation to be carried out. The rotation can of course be carried out also in several steps, between which the workpiece is held by the chucking means, for example for turning the workpiece upside down. However, it goes without saying, that other defined angular steps of, say, 45°, 60° or the like can also be carried out in this manner.
According to a variant of this embodiment of the invention, the spindle stock is provided with coupling means to permit the angular movement to be carried out selectively either about the rotary axis or about the axis extending perpendicularly thereto.
This feature provides the advantage that the driving power necessary for rotating the gripping element can be derived from the spindle motor regardless of the axis about which the rotation is to be effected. It is then possible to provide a coupling acting radially and another coupling acting axially so that use can be made of the rotary movement of the spindle either about the same axis or about an axis extending perpendicularly thereto. It goes, however, without saying that the rotary movement of the gripper element can be effected and/or controlled also by the external power which is anyway supplied to the gripping element for actuating the clamping jaws.
According to another embodiment of the invention, the clamping jaws are provided with a profile adapted to the workpiece to be gripped.
This feature provides the advantage that the frictional engagement of the workpiece by the externally operated clamping jaws can be supplemented by a form-locking engagement so that, for example, very heavy workpieces can be lifted, the lifting force being limited only by the axial holding force of the spindle which is usually very high.
According to a further embodiment of the invention, the actuating force of the clamping jaws is adjustable, preferably continuously adjustable.
This feature provides the advantage that the holding force of the clamping jaws can be adapted to the material and the surface properties of the workpiece to be processed. If, for example, a workpiece has a finely machined surface, the actuating force of the clamping jaws can be adjusted to a very low value so that any damage to the surface is safely avoided.
According to certain embodiments of the invention, a gripper tool is provided with a plurality of gripper elements. The clamping jaws of the said plurality of gripper elements can, preferably, be actuated separately.
This feature provides the advantage that a certain number of workpieces, for example 4 or 6 workpieces, can be gripped simultaneously and handled in the manner described above. In the case of workpieces differing from each other, it is then possible, due to the fact that the clamping jaws of the individual gripper elements can be adjusted individually, to set different operating forces or to effect different rotary movements of the individual workpieces.
Finally, a particularly favorable effect is achieved according to the invention when the spindle stock is arranged beside a work table that can be rotated about an axis extending parallel to the spindle axis in such a manner that when the work table is rotated by, preferably, 180°, one half of the work table is located in the working area of the spindle stock, and when one half of the table carries a workpiece magazine, while the other half carries the processing station.
This feature provides the advantage that the workpiece magazine is "moved up" to the spindle stock, without the need to displace the latter a long way, so that the gripper element can initially remove a completely processed workpiece from the processing station and then, after rotation of the work table by, for example, 180°, load the workpiece so removed into the work magazine. When this procedure is employed, the work magazine is arranged far outside of the working area of the spindle so that the work magazine with the partly processed and partly not yet processed workpieces contained therein, cannot be soiled by splashing drilling coolant or chips flying around. This provides the advantage that the gripper elements always pick up clean workpieces when exchanging the latter, so that there is no risk that a metal chip sticking to the workpiece may prevent the workpiece from being gripped or may damage the clamping jaws of the gripper element.
It is understood that the features that have been explained above and which will be described hereafter can be used not only in the stated combinations, but also in other combinations or individually, without leaving the scope of the present invention.
FIG. 1 shows a diagrammatic overall view of one embodiment of a machine tool according to the invention;
FIG. 2 is a greatly enlarged representation of a gripper element suited for use in a spindle stock or machine tool according to the invention;
FIG. 3 is a very diagrammatic representation of a spindle stock with rotatable gripper arm;
FIG. 4 shows a representation similar to FIG. 3 of a variant of the embodiment shown in FIG. 4;
FIG. 5 is a greatly enlarged representation of the clamping jaws of a gripper element according to the invention, for form-locking engagement of the workpiece;
FIG. 6 shows a multiple gripper tool;
FIG. 7 is a very diagrammatic representation, in reduced scale, of a spindle stock with a work table designed as rotary table.
In FIG. 1, the table of a machine tool is designated by reference numeral 10. The machine tool comprises a spindle stock 11 which can be displaced, by means of a drive 12 which is indicated in the drawing very diagrammatically, along a vertical axis 13 in the direction indicated by double arrow 14, along a longitudinal axis 15 in the direction indicated by double arrow 16, and along an axis extending perpendicularly to the axes 13 and 15.
A magazine 20 of horseshoe shape is arranged about the spindle stock 11. In the front view shown in FIG. 1, the two forward ends of the said magazine can be seen on both sides of the spindle stock 11. The magazine 20 is provided with openings 21, 22 in the area of these ends. In the left opening 21, a part of an endless conveyor belt 23 can be seen by means of which tools 24 can be fed along a double horseshoe-shaped track in the magazine 20 so that the tools can be made available, by proper selection of the openings 21, 22, for being picked up from or re-loaded into the magazine 20. A left gripper arm 25 and a right gripper arm 26 are arranged on the spindle stock 11 in such a manner that the spindle stock 11, the magazine 20 and the gripper arms 25, 26 can all be displaced by the drive 12. One thus obtains a variable tool-changing plane which helps reduce the necessary re-tooling times.
It can be clearly seen in FIG. 1 that the right gripper arm 26 is in the magazine position in which it has just withdrawn a tool 24 from the magazine 20 by its free end 27, or just about to re-load the tool into the magazine.
In contrast, the left gripper arm 25 is shown in its operating position in which it holds a gripper element 29, which will be described hereafter in greater detail with reference to FIG. 2, in a tool carrier of the spindle stock 11. At the lower end of the gripper element 29, a workpiece 30 can be seen.
Except for the gripper element 29 and the workpiece 30, all details of the spindle stock, including the before-described individual units, have been described already in applicant's prior U.S. patent application Ser. No. 872,696, the disclosure of which is herewith incorporated in the present application by reference.
It can be further seen in FIG. 1 that a pallet 35 with workpieces 30a . . . 30n is arranged on the right side of the table 10. On the left side of the spindle stock 11, there can be seen a first dividing attachment 36 with a jaw chuck 37 that can be rotated in the direction indicated by arrow 38 about an axis 39 extending perpendicularly to the drawing plane.
On the left side of the said first dividing attachment 36, a second dividing attachment 45 with a jaw chuck 46 can be seen which can be rotated in the direction of arrow 47 about an axis 48 extending in parallel to the longitudinal axis 15.
It is of course possible to provide additional dividing attachments or other holding means for the workpieces 30a . . . 30n in other positions.
Reference numeral 40 in FIG. 1 finally designates an external tool magazine arranged at a distance from the displaceable spindle stock 11 in a position which is, preferably, fixed in space. The external tool magazine 40 serves for receiving special, in particular bulky, tools or gripper elements which cannot be accommodated in the tool magazine 20 due to their big dimensions. This applies in particular to multiple tools or multiple gripper tools permitting a plurality of workpieces to be processed and/or picked up simultaneously.
For changing in such a tool 41 in so-called "pick up" operation, the tool or gripper element used last is first transferred back into the tool magazine 20 by means of one of the gripper arms 25 or 26 and a special program control. The gripper arms 25, 26 then move into their magazine position, and the spindle stock 11 is displaced until it reaches a position in the area of the external tool magazine 40 in which the bulky tool 41 can be picked up directly by the tool carrier of the spindle. Upon completion of the processing or gripping process, the bulky tool 41 is re-loaded into the external tool magazine 40 in the same manner, whereafter the next tool 24 or gripper element 29 can be picked up in the magazine 20 by one of the gripper arms 25 or 26 and loaded into the tool carrier of the spindle.
The operation of the machine tool shown in FIG. 1 is as follows:
At the moment the machine tool is switched on, both gripper arms 25, 26 are in their magazine positions, the pallet 35 contains workpieces 30a . . . 30n that are to be machined, and the dividing attachments 36, 45 are empty.
Now, the conveyor belt 23 is moved until the gripper element 29 appears at one of the openings 21, 22 where it is picked up by the gripper arm 25 or 26 on the respective side. The gripper arm 25 or 26 then moves to the operating position and positions the gripper element 29 in the tool carrier of the spindle stock 11. The spindle stock 11 is now displaced in a manner to permit the gripper element 29 to pick up one of the workpieces 30a . . . 30n in the pallet 35, and once the workpiece 30 has been picked up, it is transferred to one of the dividing attachments 36 or 45, depending on what machining operations are to be carried out.
During the before-described operations, the other gripper arm 25 has picked up the tool 24 required first from one of the openings 21 or 22 of the magazine, and is now waiting ready in the magazine position. As soon as the workpiece 30 has been positioned in one of the jaw chucks 37 or 46 by means of the gripper element 29, the latter is removed from the tool carrier of the spindle stock 11 and replaced by the tool 24, by oppositely directed movements of the gripper arms 25, 26.
Thereafter, all the desired tools 24 are changed in one after the other in the same manner until all machining operations have been carried out on the workpiece 30. It is understood that during these operations, the dividing attachment 36 or 45 used at any time may perform rotary movements of the workpiece 30, for example to permit inclined bores, chamfers or the like to be machined.
Now, if the tool 30 is to be changed, the gripper element 29 is once more changed in by means of the gripper arms 25, 26, and the workpiece 30 can either be transferred by one dividing attachment 36 to the other dividing attachment 45, or be returned to the pallet 35.
The before-described processes are now repeated cyclically until all workpieces 30a . . . 30n have been machined completely.
FIG. 2 shows a greatly enlarged representation, in the form of an exploded view, of the details of the gripper element 29, related to the tool carrier of the spindle stock 11.
In FIG. 2, reference numeral 50 designates the lower end of the spindle stock 11 provided with an inner taper 51, in particular a standard inner taper.
According to one embodiment of the invention, a compressed-air bore 52 ending at the bottom in a first part 53 of a plug-and-socket connection is provided on the periphery of the spindle stock 11. The compressed-air bore 52 is connected to a line 54 leading on the one hand to a pressure sensor 55 and, on the other hand, to a pressure supply unit 57, via a switching valve 56.
The upper end of the gripper element 29 is formed by an outer taper 60 matching the inner taper 51 of the spindle stock 11. Preferably, the outer taper 60 is a DIN taper of the type usual with tools employed in machine tools.
At the upper end of the gripper element 29, one further sees a second part 62 of a plug-and-socket connection which coacts with the first connection part 53 on the spindle stock 11 when the gripper element 29 is mounted.
A channel 63 leads from the second connection part 62 to a piston/cylinder unit 64 which operates, for example via a toggle linkage 65, clamping jaws 66 by which the workpiece 30 can be gripped safely.
According to a variant of the embodiment shown in FIG. 2, the compressed-air supply, instead of being arranged on the periphery of the spindle stock 11 or the gripper element 29, is ensured by corresponding lines arranged along the rotary axis, i.e. the vertical axis 13 of the spindle stock 11, as indicated at 52a in the area of the spindle stock 11 and at 63a in the area of the gripper element 29.
The difference between these two embodiments is to be seen in the fact that when the compressed-air supply is arranged on the periphery, only the clamping jaws 66 can be actuated, while the gripper element 29 has to be fixed against rotation in the operating position. If, however, the compressed-air supply is arranged along the rotary axis of the spindle stock, the gripper element 29 can be rotated in the mounted condition, for example by means of the spindle motor anyway provided. This permits the workpiece 30 gripped by the clamping jaws 66 to be rotated at a speed that can be pre-set. Considering that the drive of the spindle stock can set exactly any given angular position, it is possible also to give the workpiece 30 any desired defined position.
Now, when the gripper element 29 according to FIG. 2 is clamped in the tool carrier of the spindle stock 11, the connection parts 53, 62 are joined operatively so that a pressure agent, in particular compressed air, can be supplied to the lines 52, 63 via the switching element 56. This causes the piston/cylinder unit 64 to be actuated and the clamping jaws 66 to be closed via the toggle linkage 65. Once this has occurred, the pressure sensor 55 detects, without the need to establish a separate connection to the gripper element 26, that the clamping jaws 66 must be closed because pressure is being supplied to the lines 52, 63. When thereafter the pressure is relieved by closing the switching valve 56, the clamping jaws 66 will open again, preferably automatically by the action of a helical spring 67 provided in the piston/cylinder unit 64, or the like.
FIG. 3 shows a very diagrammatic representation of a spindle stock 70 with a gripper element 71 mounted in its tool carrier in the manner described above. For rotating the gripper element 71 about a vertical axis 72 of the spindle stock 70, by a defined angular step 73 of, say 90°, 180°, or the like, a spindle motor 74 connected with the gripper element 71 via an operating connection 75, consisting usually of the tool carrier of the spindle, is caused to rotate correspondingly by means of a suitable stepping control 76. This can be achieved in a particularly simple manner when the spindle motor 74 is designed as a stepping motor and the stepping control 76 emits a defined number of pulses which cause the spindle motor 74 to rotate by a defined angular step so that the gripper element 71 performs the desired angular rotation 73. The same applies of course by analogy when the gripper element 71 is provided with a separate rotary drive which is then actuated directly by the stepping control 76 and which may derive its actuating force and its control signals for example in the same manner as described for the clamping jaws 76 in FIG. 2 with their compressed-air connection lines.
FIG. 4 shows a variant of the embodiment shown in FIG. 3, where a miter gear 77 is arranged on the gripper element 71 to permit the gripper element 71 to be rotated by an angular step 78 relative to a transverse axis 79 extending perpendicularly to the vertical axis 72.
There are different possibilities of performing this rotary movement. On the one hand, the rotary movement of the spindle motor 74 can be transferred to the gripper element 71 directly by the miter gear 77. On the other hand, however, there may be provided a radial coupling 80 and an axial coupling 81 by means of which the gripper element 71 can be rotated by the spindle motor 74 alternatively about the vertical axis 72 (in the disengaged position of the axial coupling 81) or about the transverse axis 79 (in the disengaged position of the radial coupling 80). However, it is of course also possible in this case to provide the gripper element 71 with a separate corresponding rotary drive and the relevant control.
FIG. 5 shows a very enlarged section of a gripper element 90 with clamping jaws 91 which are provided on their inside with a pre-determined profile 92. In the case shown in FIG. 5, the profile 92 has the shape of a regular polygon. This permits workpieces 93 exhibiting a circular cross-section to be gripped not only by frictional, but also by form-locking engagement. The holding force of the gripping element 90 is not limited in this case by the actuating force of the clamping jaws 91, but rather by the holding force of the spindle in which the gripper element 90 is mounted.
FIG. 6 shows a diagrammatic representation of a multiple gripper tool 100 provided with a single usual outer taper 101 and corresponding connection means for being clamped in the tool carrier of a spindle in the manner described already in connection with FIG. 2 for a single gripper element.
However, contrary to the embodiment shown in FIG. 2, the multiple gripper tool 100 shown in FIG. 6 comprises a frame 102 carrying on its lower face several gripper elements 103, 103a, 103b arranged in a line. The gripper elements may also be provided in two-dimensional arrangement, as indicated in FIG. 7 at 103a' by the dash-dotted line. The gripper elements 103, 103a, 103a', 103b, whose number is not limited by the example shown in FIG. 6, grip at the same time several workpieces 104, 104a, 104a', 104b for handling them in the manner described before. For operating the clamping jaws 66 of the different gripper elements 103, 103a, 103a', 103b, there may be provided a common channel 105 in which case the gripper elements are actuated simultaneously and in the same direction. It is, however, also possible to provide valves 106 in the channel 105 to permit certain ones of the clamping jaws 66 or individual gripper elements to be actuated differently in a defined manner. This applies also to the rotary drives that have been described above in connection with FIGS. 3 and 4 and which may be provided for the individual gripper elements 103, 103a, 103', 103b in identical or different design.
Finally, FIG. 6 shows in diagrammatic representation a metering valve 107 which is arranged within the power supply line for the clamping jaws 66 and which can be adjusted, preferably infinitely, by means of a control line 108. This permits the actuating force of the clamping jaws 66 to be adjusted in a sensitive manner via the control line 108 so that in each case the suitable clamping force can be exerted, depending on whether light-weight or heavy workpieces or such with raw or finely machined surfaces are to be handled.
Finally, FIG. 7 shows a configuration of a machine tool in which a spindle stock 110, with a tool or gripper element 111 mounted therein, is arranged beside a work table designed as a rotary table 112. The rotary table 112 rests on a vertical shaft 113 by which it can be rotated alternately by an angle 114 of, preferably, 180° about a vertical axis 115 extending in parallel to the spindle axis.
Preferably, a splash wall 116 is arranged at the center of the rotary table 112 in order to separate the left half--as viewed in FIG. 7--of the rotary table 112, i.e. the socalled equipment side, from the right half of the rotary table 112, the so-called processing side.
In the representation of FIG. 7, one can see a work magazine 117 with workpieces 118 on the equipment side, while on the processing side one can see clamping means for a dividing attachment 119 with a single workpiece 118a clamped therein.
The operation of the arrangement shown in FIG. 7 is as follows:
In the phase represented in FIG. 7, the workpiece 118a is at first machined completely with the tool 111. Then, a gripper element of the type described above is changed in, while the workpiece 118a is removed from the dividing attachment 119. The rotary table 112 is rotated by 180°, and the workpiece 118a is loaded into a vacant position of the work magazine 117. Then the gripper element picks up from the work magazine 117 a new workpiece which is still to be machined. The rotary table 112 then returns to the position shown in FIG. 7, by rotating about 180°, and the gripper element positions the workpiece that has to be machined in the dividing attachment 119 where it can be machined after a suitable tool has been changed in. The splash wall 116 serves to protect the work magazine 117 on the equipment side from splashing drilling coolant or chips flying around.
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U.S. Classification 483/14, 483/37, 901/37, 483/38, 483/22, 483/19
International Classification B25J15/04, B23Q7/04
Cooperative Classification B25J15/04, B23Q7/046, Y10T483/1707, Y10T483/16, B23Q7/043, B23Q7/045, Y10T483/175, Y10T483/1752, Y10T483/1714
European Classification B23Q7/04D, B23Q7/04E, B23Q7/04C, B25J15/04
Owner name: CHIRON-WERKE GMBH, TALSTRASSE 23, D-7200 TUTTLINGE
Free format text: ASSIGNMENT OF ASSIGNORS INTEREST.;ASSIGNORS:WINKLER, HANS-HENNING;RUTSCHLE, EUGEN;REEL/FRAME:004599/0553
Owner name: CHIRON-WERKE GMBH,GERMANY
Free format text: ASSIGNMENT OF ASSIGNORS INTEREST;ASSIGNORS:WINKLER, HANS-HENNING;RUTSCHLE, EUGEN;REEL/FRAME:004599/0553
Aug 30, 1991 SULP Surcharge for late payment


text:
Star Achievement Series Presentation Nov 2008 Final
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12 part course developed by Joan Burge, used for training and development on-site with your administrative professionals
1. Star Achievement® is more than a training program. It is a way of thinking… being… and performing.
2. What Is the Star Philosophy? It is a PHILOSOPHY that says to each person: “You have the potential to be a Star Performer at work. It takes the right combination of: ♦ SKILL - Learning new business and people skills, and enhancing those you already have. ♦ ATTITUDE - Achieving and maintaining a positive attitude about your employer, co-workers, clients and self. ♦ TEAMWORK – Participating in and contributing to various team relationships in and out of the organization. ♦ STRATEGY - Setting goals, cultivating networks and knowing that a Star professional image gives you the edge and promotes success.
3. The Star Philosophy is about…

♦ Self-respect and respect for others.

♦ Core values: teamwork, honesty, integrity and opportunity.

♦ Effecting cultural change.

♦ Taking personal responsibility, and being accountable for one’s actions.

♦ A high standard of performance.

♦ Personal transformation and behavioral change.

… And it is a reinforcing philosophy.

It is a way of thinking… being… and performing!

4. Star Performers “ Star Performers are professionals who continually seek new ways of doing things, create better techniques to improve performance and realize they are on a journey that never ends. They know that who they are today is not all they are capable of becoming. They are committed to change – and they think of their organization as a business earning a profit vs. a department spending a budget.” ~ Joan Burge, Founder & CEO of Office Dynamics and Creator of the Star Achievement Series ®
5. Your Organization As each individual is transformed, the business culture is transformed. Amy Liz Pat Rich Mary Tom Pete Dan Legal Human Resources Corporate Finance Communications Jack Ron
6. Benefits of Program

Enhances fundamental skills and develops advanced business skills that enable employees to contribute even more to their organization’s efforts and success.

Turns potential talent into demonstrable competence; results in staff who are equipped to move beyond task work to higher-level functions.

Increases individual productivity and effectiveness; immediate application to job.

Decreases stress levels within the office and increases personal job satisfaction for participating employees and those they work with.

Ensures employees anticipate and meet the increasing demands of today’s changing workplace.

Pinpoints and capitalizes on unique personalities and abilities.

7. Benefits (continued)

Teaches employees to thrive in their chosen professions.

Has a positive domino effect on other employees, who witness graduates’ improved performance and continuing success.

Encourages employees to become increasingly enthusiastic about their contributions in the workplace.

Shows staff that they have the ability and opportunity for even greater contributions.

Instills the skills that will be needed in the future.

Increases productivity on both the managerial and support staff level.

Prepares employees to “roll with the punches and emerge standing” as challenges continue to arise.

8.

Develops “intangibles” that will improve employees’ overall performance and outlook:

- Self-confidence to try new things.

- Creativity and teamwork.

- Well-rounded performance.

- Desire to learn and develop skills continuously to become even better at their jobs.

- Self-motivation to take action and work to full potential.

Teaches entire staff the same philosophy and proven best practices.

Provides a complete educational path.

Changes employees’ old, outdated paradigms about work and career.

Benefits (continued)
9. Testimonial 1 As chief executive officer of a large health benefits company, I can testify to the importance of the executive assistant role and to the value Joan has brought not only to the profession as a whole but to the many Humana executive assistants who have grown, changed and successfully assumed expanded responsibilities through her Star Achievement Series ® program over the past few years. With her trademark combination of hard-minded, research-based advice and her unparalleled respect for the profession’s importance, she instills – with wit and enthusiasm – the courage to excel. Michael B. McCallister President and Chief Executive Officer Humana, Inc.
10. Testimonial 1 As chief executive officer of a large health benefits company, I can testify to the importance of the executive assistant role and to the value Joan has brought not only to the profession as a whole but to the many Humana executive assistants who have grown, changed and successfully assumed expanded responsibilities through her Star Achievement Series ® program over the past few years. With her trademark combination of hard-minded, research-based advice and her unparalleled respect for the profession’s importance, she instills – with wit and enthusiasm – the courage to excel. Michael B. McCallister President and Chief Executive Officer Humana, Inc.
11. Testimonial 1 As chief executive officer of a large health benefits company, I can testify to the importance of the executive assistant role and to the value Joan has brought not only to the profession as a whole but to the many Humana executive assistants who have grown, changed and successfully assumed expanded responsibilities through her Star Achievement Series ® program over the past few years. With her trademark combination of hard-minded, research-based advice and her unparalleled respect for the profession’s importance, she instills – with wit and enthusiasm – the courage to excel. Michael B. McCallister President and Chief Executive Officer Humana, Inc.
12. Testimonial 2 I love teaching Star! The managers and peers of those who have and are taking this course indicate that they definitely see a “huge difference” in the way those administrators are performing. Debbie Gross Chief Executive Assistant to John Chambers Chairman and CEO, Cisco Systems, Inc.
13. Testimonial 3 The Star Achievement Series ® is a quality program that has been tested in various departments within USAir… and one that consistently received high ratings . Ann Amorose Director, Customer Services Training & Development US Air
14. We are happy to say the Star Achievement Series ® had a very positive impact on both the participants as well as the managers. We conducted numerous feedback sessions while the program was being conducted. Here are some of the benefits seen as a result: ♦ improved critical thinking skills ♦ more confidence in decision making and problem solving ♦ improved communication skills ♦ more confidence and assertiveness skills, and ♦ improved self-esteem. I was fortunate to observe the program and witnessed significant learning on a professional and personal level. Leslie Norton Training & Organizational Development Consultant The Children’s Hospital of Philadelphia Testimonial 4
15. Overview

Tri-level, 12-module series based on the Star Achievement philosophy.

Modules follow four main components that Star Achievers must develop to be successful: skill , attitude , teamwork and strategy .

Unique combination is the backbone of the curriculum.

Addresses more than 40 interpersonal and self-development topics.

Covers basic to advanced competencies necessary for outstanding job performance.

Establishes professionalism, elevates standards of performance and heightens awareness of interpersonal tools.

Gives employees the behavioral incentive to continue their growth.

16.

Authored by Joan Burge, founder and CEO of Office Dynamics, and a renowned expert on workplace effectiveness and administrative excellence. Joan’s 36 years of experience in the field adds tremendous value and credibility to the program, assuring buy-in from participants.

Philosophy-based program. While the Star Achievement Series ® may cover topics offered by other training firms or internal programs, the difference is the unique, overall philosophy on which this program is built . The Star Philosophy is woven throughout all the modules. When participants understand and embrace the philosophy, they use it long after the training is over – benefiting themselves and your business.

A 16-year proven track record, including eight years of field testing; evaluated by thousands of professionals, training and development directors, human resource experts, managers and high-level executives.

Outshines Other Programs
17.

Research-based, competency-driven curriculum written from Joan’s personal experiences and education. She also spent seven years researching and field-testing this program nationwide – and Office Dynamics continues to test its validity regularly.

Designed specifically for administrative staff and other support professionals. (Not a management program tweaked to fit office staff.)

Joan Burge is the Master Trainer of the Star Achievement Series ®. She has been teaching the program for 16+ years nationwide to large and small organizations, and to office professionals at every level.

Goes well beyond traditional, “basic skills” training. Prepares employees for real-world, 21 st -century office challenges.

Office Dynamics’ certified training staff available to assist you.

Outshines Other Programs (cont’d)
18.

High-energy curriculum and interactive sessions. The series focuses on innovative methods of teaching – including role-plays, presentations, exercises, timed activities, puzzle assembly, value auction, group discussions and more.

Manager Orientation and Accessory programs available.

Outshines Other Programs (cont’d)
19. “ Long-term change requires behavioral change. And changing an employee’s behavior requires repeated exposure to the desired skills and attitudes in order to be effective. The Star Achievement curriculum was designed as a Series for this reason.” ~ Joan Burge, Founder & CEO Office Dynamics Worthwhile Investment Star Achievement is a tri-level, 12-part comprehensive program promoting interpersonal and professional excellence!
20. Course Materials

Comprehensive workbooks:

- For class use and individual study.

- Reference manuals between and after classes.

- Action Items and Follow-up Activities expand learning process.

- Star Savers ™ provide quick tips that can be applied right away.

- Resources are listed for individual, continued learning.

Official Star Achievement Series ® Certificate of Completion (optional).

Custom-designed, four-star pin for graduates (optional).

Manager’s Follow-up Activities ensure training is reinforced (optional).

Interim Activities reinforce Series’ concepts (optional).

Motivational lapel pins or Star Momentums ™ available (optional).

21. Star Achievement Series®
22. Level I, Module 1 (Attitude) Be A Star Achiever ™ Full-day workshop: 8:30 a.m. – 4:00 p.m. Prerequisites: None

Overview :

A person’s attitude is a fragile, delicate thing. It can be easily broken by poor self-image, or it can become hard and cold. Attitudes are also susceptible to outside forces, such as family, co-workers and society. Yet they are the foundation upon which our work performance, productivity, relationships and health are built. When employees feel hurt, angry or put down, they cannot do their jobs well. Therefore, it’s important to help them guard and protect positive attitudes – among their most important assets to success in the workplace.

Participants will learn to :

Choose the attitudes they want and need to embrace for success.

Achieve and maintain positive attitudes about employers, managers, co-workers, customers and themselves.

Focus on self change vs. changing others.

Overcome intimidating situations or people.

Recognize and conquer fears that hold them back from advancing in their careers.

Accept criticism as a tool to grow.

Deal with difficult people in a tactful and professional manner that gets positive results.

23. Level I, Module 2 (Skill) Star Achieving Techniques ™ Full-day workshop: 8:30 a.m. – 4:00 p.m. Prerequisites: None

Overview :

In today’s work environment, employees can no longer be merely “good” at the basics. They must be brilliant at the basics! Core business skills, such as communication and time management, are key to developing Star Performing employees with advanced skills that add even more value to the workplace. Today’s office environment is busier than ever before. Almost all employees are managing more projects and juggling priorities with increased pressure for high-quality work. Knowing one’s strengths and areas for growth, along with upgrading fundamental skills, are paramount in today’s fast-paced office.

Participants will learn to :

Embrace the Star Achievement philosophy.

Assess current skill levels, and identify areas for growth.

Record winning personal voice-mail messages.

Leave succinct voice-mail messages.

Write effective e-mails.

Cut the length of phone calls by 40%.

Tap into another person’s communication style to build rapport.

Execute and facilitate successful meetings.

Manage and prioritize tasks.

Challenge and improve current processes that no longer work.

24. Level I, Module 3 (Teamwork) Building A Star Team ™ Full-day workshop: 8:30 a.m. – 4:00 p.m. Prerequisites: None

Overview :

Managers rely on their staff for everything from project follow-through to ensuring internal and external customers are served appropriately. A manager’s daily effectiveness is

increased or decreased depending on the staff’s skill, knowledge and ability. Employees

are dependent on managers to provide clear, specific direction. They need managers to communicate their expectations well so they can effectively meet those expectations. Star Teams don’t just happen overnight. They are created. Most often, the responsibility for building a stellar team is placed upon administrative or support professionals.

Participants will learn to :

Embrace the qualities of good team players.

Clarify their manager’s expectations and perceptions.

Communicate accurate, timely and relevant information.

Initiate conversation with their managers.

Explore hidden communication and its effects on team relationships.

Give positive feedback to their managers.

Listen, not just hear.

25. Level I, Module 4 (Strategy) Reaching Stardom ™ Full-day workshop: 8:30 a.m. – 4:00 p.m. Prerequisites: None

Overview :

Good skills, a positive attitude and strong team relationships are three keys to being a Star Achiever. There is a fourth key to reaching stardom – having a strategy for actualizing your professional self. It is your responsibility to set career goals, to build networks helping you achieve those goals and to reflect a professional image. In today’s highly competitive marketplace, when you might be equal in skills and attitudes to others, what will give you the competitive edge? What will make you stand out, shine and be different?

Participants will learn to :

Navigate their careers through goal setting.

Align professional goals with organizational and department goals.

Turn obstacles into opportunities.

Cultivate internal and external networks. Contacts count!

Expand their network.

Get their unique talents noticed at work.

Present a powerful professional image.

Enhance credibility through visible presentation.

26. Level II, Module 1 (Attitude) Be a Shining Star ™ Full-day workshop: 8:30 a.m. – 4:00 p.m. Prerequisites: Level I Attitude Module

Overview :

Work has become increasingly demanding in all professions, as emphasis in the workplace shifts from individual, specialized performance to multi-functional, generalized performance. Although many employees are in specialized positions, many more are moving into roles that require flexibility and diversified skills. Across industries and professions, employees are being asked to do more work, fulfill various roles, support multiple managers, and still maintain high levels of quality. As a result, interpersonal skills and the ability to manage one’s thoughts and behaviors becomes imperative.

Participants will learn to :

Identify and evaluate elements that may be creating stress at work.

Apply self-management techniques vs. stress-management tips.

Cope with specific types of difficult people.

Listen in order to understand another person’s point of view.

Create a win-win situation when handling conflict.

Listen for underlying issues which can reveal the heart of a conflict.

Develop a healthy work spirit, including:

- Keeping an open mind

- Gaining an even fuller sense of self

- Becoming a risk taker, and

- Being creative in the workplace.

Master their careers.

27. Level II, Module 2 (Skill) Give a Stellar Performance ™ Full-day workshop: 8:30 a.m. – 4:00 p.m. Prerequisites: Level I Skill Module

Overview :

You present yourself to others constantly. You make connections by telephone. You send visual messages to individuals who approach you. Every day you come in contact with many

people: co-workers, customers, vendors and other professionals. Your personal presentation style and speaking abilities will either enhance or detract from points you are trying to make.

Equally important is the ability to communicate needs assertively. There is a fine line between being assertive and being perceived as aggressive. Your ability to communicate clearly with others can be one of your best business assets.

Participants will learn to :

Become more confident when speaking to and in front of others.

Handle challenging situations tactfully.

Project the image they want others to see.

Generate enthusiasm for their ideas.

Communicate their needs assertively.

Gain awareness of the potential risks of being assertive.

Help others see their side to resolve conflicts even more effectively.

Creatively problem solve.

28. Level II, Module 3 (Teamwork) Expanding the Star Team ™ Full-day workshop: 8:30 a.m. – 4:00 p.m. Prerequisites: Level I Team Module

Overview :

Teamwork can be seen in three levels or stages: 1) teamwork, 2) partnership and 3) synergy. It takes more than thinking you know someone to build a partnership. And it takes more than showing up for work each day and merely fulfilling the requirements of your job description. To develop a true partnership with the people you support and work with, you must know their characteristics and understand their work philosophies, preferences and habits.

Synergy becomes the ideal team relationship – one all Star Performers want to strive for. When synergy is achieved, more is accomplished by individuals working and thinking together than if they had teamed up, but worked separately, to achieve the same goal. In other words, two heads are better than one! Synergy is thinking alike on many levels, but also having an appreciation for each other’s differences.

Participants will learn to :

Adapt to and leverage their supervisor’s “manager” or “leader” orientation.

Encourage managers to change ineffective work patterns.

Build a partnership with the management team.

Be cognizant of their manager’s style.

Help their managers maintain a competitive edge.

Apply the “strength in unity” philosophy with peers to boost the bottom line.

Increase overall team productivity.

29. Level II, Module 4 (Strategy) The Contemporary Star Performer ™ Full-day workshop: 8:30 a.m. – 4:00 p.m. Prerequisites: Level I Strategy Module

Overview :

Today’s Star Performing professionals pay attention to emerging work and world trends so

they can prepare for success and remain on the cutting edge. Trends in office technology, workforce diversity and quality requirements can and will impact productivity, effectiveness and the bottom line. Thriving on change is critical to personal and professional success. As organizations continue to experience change, they need employees who embrace the need for high-quality performance and efforts to streamline work. All levels of employees are becoming more involved in decision making, problem solving and leadership.

Participants will learn to :

Recognize predicted work trends and determine how they will affect the future.

Prepare skills and attitudes for the future.

Discover why people resist change.

Recognize the three related aspects of change that affect people’s reactions to it.

Optimize change using 10 proven strategies.

Apply the Star Performance philosophy to quality work.

Develop a “whatever it takes” attitude.

Emerge as respected leaders in the workplace.

Use creative thinking, and determine ways to become a supernova – a rising star!

Stay on the cutting edge.

30. Level III, Module 1 (Attitude) Star Achieving Attitudes ™ Full-day workshop: 8:30 a.m. – 4:00 p.m. Prerequisites: Level I & II Attitude Modules

Overview :

Attitudes are as important to professional success as job skills. They can dramatically affect productivity, interactions with others and reactions to situations. Your attitude frames the picture you have of the world and of other people. Rather than allow people or events to control or shape your attitude, you have the power within you to determine the attitude you want to embrace. This is called “self-management.”

Participants will learn to :

Be conscious of negative thinking that can hamper productivity and effectiveness.

Determine when “bad” analytical thinking hinders success.

Keep emotions under control.

Embrace an attitude of commitment.

Access “free flow thought” even more frequently.

Gain an advantage to achieving goals by doing what makes them happy.

Build confidence in being assertive.

Tactfully voice opinions.

Be aware of the messages their non-verbal communications send to others.

31. Level III, Module 2 (Skill) Be A Stellar Ambassador ™ Full-day workshop: 8:30 a.m. – 4:00 p.m. Prerequisites: Level I & II Skill Modules Overview : You and your co-workers are ambassadors for your organization. Daily, you interact and communicate with internal and external customers, community leaders, vendors, other departments and divisions. You not only represent yourself, but also the people you support. Sometimes, you act as an agent on their behalf, sharing information and giving direction. Ambassadors help improve relations and solve problems. They use their creativity to design even better methods and processes in the workplace, and to improve current situations.

Participants will learn to :

Be ambassadors for your organization.

Become a strong link in the chain of communications.

Recognize when a communication breakdown is occurring.

Build rapport during a communication crisis by matching moods & actions.

Sell ideas up, down and across the organization.

Professionally respond to customers’ concerns.

Tap into their creative energy to solve problems and generate new ideas.

Make problems transparent to management.

32. Level III, Module 3 (Teamwork) Coaching A Star Team ™ Full-day workshop: 8:30 a.m. – 4:00 p.m. Prerequisites: Level I & II Team Modules Overview : Whether you support a person or team of people, or directly supervise co-workers, you are in a unique position to influence others. In fact, you’re in the “relationship building business!” In order for an individual, department, division, company or organization to achieve goals, there has to be a union of talents and a common understanding of the mission at hand. Leading others should not be taken for granted. It is a privilege to guide and coach others. The gift of great leadership is not natural to all people. However, if you are committed to being a stellar coach, you can hone certain leadership attributes.

Participants will learn to :

Complement their team’s talents to meet company/organizational goals.

Get teams to support their efforts to promote group productivity.

Successfully transition to supervisory assignments.

Lead effective team or staff meetings (advanced skills).

Juggle current responsibilities as new ones are added.

Delegate, eliminate and streamline tasks and responsibilities.

Encourage, challenge and coach staff.

Lead by example.

Question and improve processes that no longer work.

Establish team norms.

33.

Overview :

Today’s workplace is transferring employee responsibility from the employer to the

individual. Mastery of self and career are paramount. It is up to you to set the standards

by which you will work and live. Personal mastery starts with your thinking – it is at the

core of your beliefs. It is the way you view yourself. Once you assume responsibility for

your thinking, decisions and vocation, you will orchestrate the career you desire.

Participants will learn to :

Break through self-limiting barriers.

Challenge themselves to be alert to opportunities.

Assume responsibility and be accountable.

Take reasonable risks.

Be proactive with their performance reviews.

Create and maintain business portfolios.

Seek and work with mentors.

Positively respond to new opportunities created by change.

Think like entrepreneurs.

Master interpersonal relationships.

Level III, Module 4 (Strategy) Mastering A Stellar Career ™ Full-day workshop: 8:30 a.m. – 4:00 p.m. Prerequisites: Level I & II Strategy Modules
34. Joan Burge Founder & CEO, Office Dynamics, Ltd. Author & Developer, Star Achievement Series ® Joan Burge is one of North America’s foremost experts, authors and consultants on workplace effectiveness and administrative excellence -- and she’s the founder and CEO of Office Dynamics, a premier training and development provider for progressive employers and success-minded professionals since 1990. A bona fide business success story, Joan spent 20 years working her way to the top – starting as a receptionist and eventually serving in executive administrative positions for Fortune 500 companies before launching her own business and becoming an executive herself. Having worked on “both sides of the desk,” Joan infuses that rare perspective into every one of the training programs she has developed – including the Star Achievement Series ®, the Become a World Class Assistant ™ certificate program for senior administrative professionals, and more than 40 other programs for support staff and management. Office Dynamics’ clients include many world-renowned businesses and organizations, including US Airways, Caterpillar, Humana, McDonald’s, Procter & Gamble, Cisco Systems, Seagate Technology and Synopsys. Contact Joan at : Office Dynamics, Ltd. 2766 Evening Rock Street Las Vegas, NV 89135 800-STAR-139  OfficeDynamics.com  Email: [email_address]
35.

“ This series has literally changed my life. It has reinforced many of my beliefs about my work and attitude, but you have opened my eyes to so many other avenues for me to grow.” – Carol Moore

“ By striving to be a Star Performer on the job, I am more confident, more creative, more efficient. This is one training course where you don’t passively listen in a classroom, then go back to your desk and forget everything you learned. With all the group interaction, activities and workbook exercises, each person is actively involved. I find myself practicing Star principles every day.” – Dixie Dahl

“ I asked the managers to provide me with feedback at some point if they had seen changes in their admins. One stood up immediately and said, ‘I don’t need to wait until later. I can tell you right now that Robbin came back a different person and has been continuing to shine every day since! She’s sharing what she’s learning with others and is definitely energized.’ ” – Annette Brown

“ As I have told Learning and Development, the Star program is the most important course that I have seen that has hit Rockwell Collins in my 14 years with the company. The value of the program to the administrative staff here cannot be put into words.” – Linda White

“ I owe much of my success to you and the Star Achievement Series ®. I always went above and beyond in my Administrative Representative position, but once I started facilitating, my confidence in myself and my professionalism increased.” – Laura Bedeck

“ I know I was becoming complacent in how I did things, and I felt I was extremely good at what I did. Your workshop made me realize I am not as good as I think I am…. That is positive – gives me something to strive for and will help me long term!” – Teresa Colmo

Participant Testimonials 1
36. Participant Testimonials 2

“ I have sat through many evening classes while going to college that lasted up to 3 ½ hours each night. But the 8 hours in this class did not make me feel tired, since the activities and feedback provided me with information to apply.” – Vannessa Carney

“ I look at problem solving in a new way. I utilize techniques we learned when facing challenges. I have more self-confidence, especially when dealing with difficult situations or people. I offer my opinions and feelings more readily and in a tactful manner. I am less afraid to try new things.” – Shari Muecke

“ What I’ve changed as a result of Star Achievement is my whole attitude and my belief in my abilities and potential. I realize that I am a professional, it is up to me to be the best I can be, and that I am a valuable asset to my team.” – Diane Recchio

“ I know that by attending the Star Achievement program I have elevated my position as an administrative professional, and my self-confidence has increased quite a bit.” – Sheila Drum

“ We feel that Star Achievement, coupled with the MOUS program, has had a direct impact on staff retention and staff morale, which was the goal.” – Melanie Ceo

“ Your program made a difference. I am a different person with sharper skills and the right attitude about getting to the ‘next level.’ ” – Karen Moss

“ I wanted to thank you for teaching me all those public-speaking tips, poise, confidence, organizational skills, preparedness, etc., in Star Achievement classes. I put them all to work and won our RCOPO election last night.” – Frances Latta

37.

“ I’m very excited and very thankful to have been part of the Star program. It really helped strengthen many of my weaknesses and enhance my strengths – develop good assessment and strategy tools for setting goals and achieving them. I saw so much growth in everyone and me, too!” – Bernadette Toner

“ Thank you for bringing a quality training program to Humana. My performance at work has improved as a result, and I have been able to implement the ideas and techniques in my personal life as well.” – C. Vanormer

“ Your Star Achievement class has had a lasting effect on me that no other class I’ve taken has ever had.” – Cindy Bonnette

“ I was given an opportunity to do a presentation for some upper management and impressed them all! I am shining here and, to my amazement, others in the company actually notice. I could not shine without having been in the Star Achievement program.” – Tammy Sandlin

“ I feel like my professional career started after I took the Star Achievement Series.” – Vickie Masters

“ I honestly believe the effects of this Series had a role in my getting into management. I didn’t ask for it; they saw the possibility in me. I practice what I’ve learned at work.” – Christee Grant

Participant Testimonials 3
38. Frequently Asked Questions Answered by Star Achievement’s Developer Joan Burge

“ What exactly is Star Achievement?”

Star Achievement is a philosophy-based program. When employees learn to embrace a philosophy, they take it with them after the training has ended and use it in their business and personal lives. Star Achievement is not just a training program. It is a way of thinking… being… and performing!

Star Achievement is a journey – a process. Years of experience teaching this series has shown me that long-term change requires changes in behavior. Changing an employee’s behavior generally requires repeated exposure to the desired skills and attitudes in order to be effective. The Star Achievement curriculum was designed as a Series for this reason.

Star Achievement was written and researched by someone who worked in the administrative capacity for 20 years – me. I know the challenges and obstacles assistants and other support staff face in their particular roles. I know how to speak their language. I know what it takes to be very successful in those jobs! This personal experience adds a tremendous amount of credibility to the program so it is easier to get employee buy-in.

39. FAQs (continued)

“ The topics I see in the curriculum seem similar to other programs we’ve offered to employees. What’s the difference in your program?”

While your frontline, administrative and support staff may participate in continuing education programs, the training may not be designed to meet their specific needs. Often, management training programs are merely adapted for support-staff purposes. While a skill set such as “communication skills” may be taught to both levels of employees, the specific application to each employee’s daily job function is vastly different. Therefore, the training must be different in order to effect real change.

While some of the module topics listed may sound similar to programs you’ve previously conducted, it is important to remember that these topics are combined to be most effective when implemented cumulatively. The information presented in each module builds upon the previous module’s content, growing in complexity as the Series progresses.

40.

“ Do I have to teach the modules as full-day workshops? We’ll never get our staff away for a full day!”

Once you become a certified trainer and your company/organization has paid for its site license, you may roll out the program as you wish. You may hold two-hour sessions or half-day sessions. I have found that the full-day program is very successful because you build momentum as the day progresses. This is a highly interactive program, so participants stay interested and entertained.

I recommend starting with just one module and offering it as a full-day workshop. Don’t try to convince managers to send their staffs to four full-day workshops. If you can get managers to commit to sending their employees to one full day, you will easily convince them for future full-day workshops. Your attendees’ enthusiasm and improved performance will become your walking “billboards.”

FAQs (continued)
41.

“ Are all four modules in a Level taught four days in a row?”

No. The modules should be taught depending on a client’s timeline, budget and logistics. I recommend modules be spaced at least a few weeks apart, but no more than three months apart. Most of our clients offer the modules monthly or bi-monthly. That seems to be most effective in keeping up momentum for participants while allowing sufficient time for them to implement techniques learned in class.

“ Can I customize the material?”

Once you become a certified instructor, you can do some minor customization to the program to incorporate your company values, guidelines and work principles. The more you can tie the Star Achievement concepts to your organization’s beliefs and values, the more powerful the program will become.

FAQs (continued)
42.

“ Is Level I for inexperienced staff and Level II for our advanced, more experienced staff?”

A. The levels do not correlate to the number of years someone has been in the profession. The levels relate to concepts and philosophies taught in Star Achievement , similar to college courses. In more than 35 years in the business world, I have found that experience doesn’t necessarily equate to success in a given profession. Star Achievement Series ® attendees working in the administrative field for more than 30 years have told me they still learned something new in Level I.

FAQs (continued)
43.

“ Can non-administrative staff attend the program?”

While I designed the initial series for administrative support staff, other office professionals had a strong interest in the topics and competencies covered, and they wanted to attend the program, too.

Since 1995, healthcare companies, accounting firms, law firms and other businesses have used the Star Achievement Series ® for their paralegals, corporate library support staff, mailroom staff, office and department managers, and more…. And human resource staff have benefited from the Star Achievement concepts and techniques, as well.

“ What kind of teaching methods are used in the series?”

A. The Series focuses on innovative methods of teaching, including interactive role-playing, presentations, exercises, timed activities, team competitions, case studies, brainstorming, modeling, demonstrations and more. These exercises are energizing, challenging and fun.

FAQs (continued)
44.

“ Once our trainers are certified, do they receive any ongoing support from you?”

Certified trainers have access Office Dynamics’ staff and me whenever they need it. There is no extra charge for this service . I want certified trainers to experience as much success with this program as I have since launching it in 1990. This is a unique, effective program with outstanding results. I also stay in touch with the certified trainers to see how the program is progressing, to check on materials needed for class and to share relevant, new information and any minor changes to the materials.

“ You said this program has a 16+ year proven track record. How often do you update your materials and content?”

A. Since 1990, I have revised the workbooks numerous times. I make it a point to ensure that what we teach in Star Achievement is relevant, timely and consistent with business trends and competencies. Some principles like “attitude is a choice” never change. Topics like “techno etiquette” need to be updated continually.

FAQs (continued)
45. Investment Comparison Sheet
46. Train-the-Trainer Certification

Includes:

Three-day personal instruction on the Star Achievement Series ® by Joan Burge – Developer, Author and Master Trainer of the Series

Fully-scripted Instructor Guide

Comprehensive workbooks with follow-up activities, action items and resources (one for each module)

Master transparencies or PowerPoint slides on CD-ROM

Masters for fun training props that drive home the Star Achievement message

Site license

Certificate of Certification and Star trainer pin

Hints and tips from Joan Burge

Star Starter ™ Fun Kit (this is a mini kit within the kit filled with surprises for the trainer)

Preparation checklist

Room set-up

Time agendas

Resources

Vendor information

Role-playing scenarios

Ongoing support from Joan Burge

Marketing tips for internal promotion

Tips from Joan on customizing materials

47. Train the Trainer Certification (cont’d.)

What will you learn?

Effective use of the participant workbooks.

The typical questions asked by attendees and appropriate responses.

Interpreting the Instructor Guide and how to use it as a springboard to your creativity.

Joan’s secrets for keeping your attendees motivated, even at 2:00 p.m. in the afternoon.

Proven classroom techniques specifically designed for this series.

To weave the Star Achievement theme throughout all your sessions and activities, such as using stars to assign leaders and as rewards.

Maximize your message with props, aids and learning exercises, all specifically designed for the Series.

Gain an in-depth understanding of the Star Achievement philosophy.

Experience the same exercises you will use with your participants.

Tips for planning a stellar celebration for those employees who complete an entire Level.

Just think… No more…

Sifting through volumes of brochures and promotional packets to find the right program for your support and administrative staff.

Testing materials or programs that really don’t meet the needs of today’s staff.

Writing handouts.

Disappointed attendees.

Teaching concepts that don’t truly hit home for your staff.

Figuring out which competencies need to be addressed through training.

Determining learner activities that challenge and teach staff.

Trying to make management programs for your administrative staff.

48. Certified Trainer References Star Achievement Series ® Clients Boeing, Rocketdyne Propulsion Virginia Skellenger (818) 586-2181 Churchill Downs Becky Reid (502) 636-4410 Children’s Hospital Brenda Fischer (205) 939-9059 Cisco Systems Debbie Gross (408) 526-4578 Crowe, Chizek & Co. LLP Aimee Lucas (219) 232-3992 Heald College Kelly Jones (415) 808-1433 Humana, Inc. Janice Seaman (+7 trainers) (502) 580-2764 Kindred Healthcare Inc. Stephanie Warren (502) 596-7325 Luxottica Retail Annette Brown (+3 trainers) (513) 765-6596 Memphis Light, Gas & Water Nedra Bailey (901) 372-5684 National Security Agency Tonya Young (+5 trainers) (443) 623-8270 National Security Technologies, LLC Jo Ann Beall (702) 363-8588 Plante & Moran Melanie Ceo (248) 223-3331 Synopsys, Inc. Joanne Linden (650) 584-4213 Trover Solutions Ginger Wilkinson (502) 454-1216 University of Tennessee Health Science Ctr. Chandra Alston (+9 trainers) (901) 448-1955
bradleyyoung377

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