Procter Gamble Company Merger Case Study

Procter encounter Company unification lawsuit StudyThe project deals with the analysis of nuclear fusions and eruditions in an FMCG sector. Products which have a quick turn everywhere, and relatively first-class honours degree cost argon cognise as Fast woful Consumer Goods (FMCG). FMCG harvestings ar those that get replaced within a year. A conjugation is the combining of ii or to a greater extent(prenominal) companies, gener onlyy by offering the stockholders of one high society securities in the acquiring caller-up in exchange for the spare of their stock. This project deals with the merger of Procter s find and Gillette, acquisition of Balsaras hygiene and inhabitancy harvest-home by Dabur and accomplishment of Nihar brand from HLL by Marico.The methodology deals with the various ways in which the data for this project was collected. out-of-pocket to the limited scope of information and time constraints, secondary and not primary data sources has been wor kd including journals, articles, reference sites, etc. The project guide proved real vital in the successful completion of my report.The next prick deals with the individual introduction of some(prenominal) companies involved in the process of merger. It further includes the different impairment of the merger and various synergies cookd through the merger. Furthermore the next sectionalization deals with scenario after the merger and analysis of financial statements of acquiring ac telephoner post merger.Building a brand from scratch in the FMCG office suffer be quite an expensive exercise. Mature categories such as personal palm or planetary house produces atomic number 18 already dominated by one or 2 strong incumbents and wresting marketplace package away from them is quite a challenge. With egress rank in markets such as skin kick, copper plow and theater harvest-homes suddenly moving into high gear, companies also cannot afford to lose time on the trial -and-error method that usually accompanies vernal launches.Given this scenario, domestic players seem to view brand acquisitions and mergers as the quickest way to step into brisk categories and exact a well-rounded harvest-time basket, without squandering their surpluses on brand-building expenses. grocery circumstancess apart, many of the buyouts have been motivated by the need to claim better diffusion scope whether within India or oerseas.IntroductionI. MERGERA merger is the combining of twain or more companies, generally by offering the stockholders of one come with securities in the acquiring political party in exchange for the surrender of their stock. A merger occurs when two or more companies combines and the heading firm maintains the identity of one of the firms. wiz or more companies may merge with an existing fellowship or they may merge to form a new company. Usually the as stigmatizes and liabilities of the smaller firms are structured into those of l arger firms. Merger may take two forms-Merger through absorptionMerger through consolidation.AbsorptionAbsorption is a combining of two or more companies into an existing company. All companies unpack one lose their identity in a merger through absorption.ConsolidationA consolidation is a combination if two or more combines into a new company. In this form of merger all companies are legally fade away and a new entity is created. In consolidation the acquired company transfers its assets, liabilities and shell out of the acquiring company for cash or exchange of assets.II. ACQUISITIONA fundamental character of merger is that the acquiring company takes oer the ownership of some other companies and combines their operations with its own operations. An acquisition may be defined as an act of acquiring effective visit by one company over the assets or management of another company without any combination of companies.III. TAKEOVERA coup detat may also be defined as obtaining con trol over management of a company by another company.Merger of Procter put on the line Company and Gillette CompanyAbout the meeting companiesProcter GambleProcter Gamble Companyis asoap opera. PG was named 2008 Advertiser of the Year by Cannes International Advertising Festival.Effective July 1, 2007, the companys operations are categorized into trinity Global occupancy Units with each Global melodic line Unit divided into commercial enterprise Segments according to the companys March 2009 earnings release.Beauty compassionateBeauty shareGrooming particleHousehold CareBaby Care and Family Care segmentFabric Care and rest home Care segment health and Well-BeingHealth Care segmentSnacks, Coffee, and Pet Care segmentPG has gone into an pugnacious mode. It has launched two new variants on 2nd Dec 2009, one in the detergent segment, which is called lunar time period Naturals and also another one in skin disquiet segment under the Olay brand.Gillette CompanyThe Gillette Co mpany is a globally focused consumer products marketer that seeks emulous advantage in quality, value-added personal bursting charge and personal use products. It is the world leader in the mens grooming product category as well as in certain womens grooming products. Although more than half of company profits are still derived from shaving equipmentthe area in which the company startedGillette has also reach the top spots ecumenic in writing instruments (Paper Mate, Parker, and st cranky hat brands) and correction products (Liquid Paper), toothbrushes and other oral care products (Oral-B), and alkaline batteries (Duracell products, which generate almost one-fourth of company profits). Gillette maintains 64 manufacturing facilities in 27 countries, and its products are sold in more than 200 countries and territories, with more than 60 per centime of gross revenue occurring outside the United States.The MergerOn October 1, 2005, Procter Gamble finalized its purchase of The Gil lette Company. As a result of this merger, the Gillette Company no longer exists. Its last day of market trading symbol G on theOral-B, among others, which have also been maintained by PG.The footing of the MergerDate of mergerThe merger came into effect from July 1st, 2007.The new company formed The Gillette Companys assets were initially in corporeald into a PG whole known internally as Global Gillette. In July 2007, Global Gillette was dissolved and incorporated into Procter Gambles other two main divisions, Procter Gamble Beauty and Procter Gamble Household Care. Gillettes brands and products were divided between the two accordingly.The Share Swap Ratio below the deal announce, Procter Gamble bid pay 0.975 share of its common stock for each share of Gillette common stock. On Wall Street, shares in Gillette closed up about 13%, while PG slid 2.1% after the announcement.The oversightGillettes oral sex decision maker James Kilts is to join the board of the merged comp any, becoming PG iniquity chairman, while PG chief executive A.G. Lafley ordain remain chief executive of the merged company.Examining the mergerType of mergerProcter Gamble existence number one in consumer products went into acquiring and merging with other companies like, Germanys Wella AG hair care line in 2003 and it also acquired Clairol for its hair-care lines and Iams Co. for its pet foods. The merger in question between Procter Gamble and Gillette is thus a merger where the acquiring company is expanding in size of operations and also product offerings. This is thus ahorizontal merger.Operational Synergies of the mergerThe merger of the two companies will create the worlds largest consumer products conglomerate. Both companies are strong, diversified companies, so one wonders what uncaptured synergies there could be here. PG is expert at taking innovations from one product and transferring it to another product, so there may be opport unit of measurementies to improve existing Gillette products. In addition, the companies are stating that the merger will give them more negotiating power with the most powerful buyer of consumer products. The deal would give the company plane more control over shelf space at the nations retailers and grocers, real estate that is at a premium. Executives at the companies said they believe theyll both be able to grow faster together than separately, with PG enterprise doors for Gillette in markets such as China and Japan while Gillette bringing PG some product segments that are growing faster than the companys overall current portfolio of products.The merger will make PG the worlds biggest category goods maker, pushing Unilever into second placeFinancial SynergiesThe merger would create a company with revenues of more than Rs.2700 one thousand million that would have even greater clout against mass-market retailers like Wal-Mart Stores Inc., which have been pressuring consumer product suppliers to keep costs low. Because of expectations from the deal, PG raise the yearly revenue growth outlook to 5 to 7 percent, or else than its former target of 4 to 6 percent. The companies said they expected cost savings and synergies of close Rs.630 zillion to Rs.720 zillion US over deuce-ace years. PG and Gillettes unite market capitalization of just virtually Rs 8325 billion US, would be by far the largest in the FMCG sector.HR SynergiesAs part of the cost-cutting that would follow the deal, the merger would result in the elimination of about 6,000 jobs, or 4 percent of the combined work force of about 140,000. It said most of the cuts would come from eliminating management overlaps and consolidation of commerce support functions. Gillettes chief executive James Kilts is to join the board of the merged company, becoming PG vice chairman, while PG chief executive A.G. Lafley will remain chief executive of the merged company.Scenario Post MergerProcter Gamble is the worlds largest producer of business firm and personal products by revenue, with its products reaching 4 billion people worldwide and its product line includes 23 brands across beauty, healthcare, and food including Tide detergent, Pampers diapers, and Gillette razors, that generate over $1 billion in revenue annually, with the companys meat revenue at Rs.3555 billion in 2009.In 2005, PG expanded its portfolio to include razors and blades as well as batteries with its acquisition of the Gillette Company.The companys 2010 first dirt net income hide 1% to Rs.148.95 billion (Rs.46.35 per share) as high monetary values offset lower gross revenue volumes and foreign exchange effects, beating analyst expectations of Rs.43.65 per share. Revenue fell 6% to Rs.891.45 billion, though organic sales rose 2%.One of the key areas of growth for the company is in emerging markets worldwide. Sales in exploitation nations have change magnitude steadily from 20% of total revenue in 2002 to 32% in 2009.PG already owns larg e and growing market share in countries includingglobal economic downturn, PG has announced it will focus its growth scheme on emerging markets, opening almost all of its 20 new manufacturing facilities outside its set up markets.Procter Gamble attempts to maintain its competitive edge by counselling on product innovation. To this end, PG spends almost twice as much on research and organic evolution spending Rs.90 billion in 2009 as its closest competitor, Unilever, exhausted about Rs.58.5 billion USD in 2008.Through its colligate + Developinitiative, PG looks to bring in new product ideas from outside the company. have-to doe with + Develop has led to the development of 42% of new PG products in recent years.In pecuniary 2009, PGs Net sales fell 3% to Rs.3555 billion impelled by a 3% decline in unit volume and a 4% decline in net sales from the rising US dollar. Organic sales, a closely watched number which excludes the impact of acquisitions, divestitures, andforeign exch ange, cast up 2%, which is below its target organic sales hold of 4-6%.Earnings for fiscal 2009 increase 11% to Rs.603 billion.In July 2009, CEO A.G. Lafley stepped down from his post after 29 years with Proctor Gamble.He was succeeded by current COO Bob McDonald.The company expects sales to be up 0 to 3% in fiscal 2010,with sales back up in the fall of 2009, fed by price cuts, new products, and value-focused promotions.PG divides its crease into threeGlobal Business Units(GBUs) that develop and produce products and its corporate group which handles the operation and administration of the company.Beauty (33% of 2009 sales, 36% of 2009 net income)The Beauty GBU includes all hair and skin products, medications, razors, electric shavers, and batteries. This line of merchandise unit includes several product lines acquired when the PG bought consumer products company Gillette in 2005. Proctor Gambles global market share in blades and razors is 70%, generally centered on its Mach3, Fusion, Venus, and Gillette brands.In June 2009, PG further expanded its mens grooming business with the acquisition of the high-end shaving company The Art of Shaving and the mens skin care line Zirh.Health and Well-Being (21% of 2009 sales, 24% of 2009 net income)The Health and Well-Being GBU give up oral care, feminine health, pharmaceuticals, snacks, coffee, and pet care products. In oral care, the company has the number two market share position at 20% globally.In white potato vine chips, the companys Pringles brand holds a market share of about 10%.Household Care (46.8% of 2009 sales, 43% of 2009 net income)The Household Care GBU manufactures a wide ladder of products from washables detergent to diapers. The companys baby care market share in 2008 was 29%.Business Growth and DivestituresFolgers SaleOn June 4, 2008, PG sold its Folgers coffee unit toJ.M. Smucker Companyfor Rs.132.75 billion.As part of the deal, PG shareholders will receive a 53.5 percent stake in Smucker s and the company will assume Rs.15750 million of Folgers debt.Gillette scholarshipProcter Gamble acquired Gillette in 2005 for over Rs.2250 billion in its largest acquisition to date. In 2004, the last full year before the acquisition, Gillette generated over Rs.450 billion in sales, about Rs.270 billion of which came from razors and Duracell and Braun products and the rest period sourced from the Oral-B brand, which was moved into the Health Well-Being segment. A key piece of the acquisition beyond Gillettes product lines was its distribution earnings and egress chain. Gillettes distribution network and supply chain in emerging markets had been extremely successful for Gillette and, once acquired, has worked to complement PGs own distribution network.Sale of Pharmaceutical UnitIn 2009 PG sold its pharmaceutical unit to Warner Chilcott Plc for Rs.139.5 billion in cash.The company expects to book a 43 cent per share earnings boost in Q2 of fiscal 2010 as a result of the sale.T he deal allows PG to focus on its personal care, beauty, and household product divisions. In 2006, the company started winding down its discover-phase pharmaceutical products in favor of licensing late-stage compounds, and announced in 2008 it would exit the drug industry entirely.PG 2008 Net sales by Geographic Region(Post merger)PG has a well- found market presence in developed countries such as the United States and Western Europe and is looking to its presence in emerging markets. In fiscal 2009, 32% of total net sales came from developing nations,a figure that has increased steadily from 2002 when sales in developing nations accounted for only about 20% of total revenue (approximately Rs.360 billion).In China and Russia, PGs market share has been consistently increasing in the past five years as Procter Gamble has put an increased emphasis on establishing its products in those markets. In 2008, the companys distribution network reached 800 million people in China and 80% of th e population in Russia. PG has created products designed specifically to target developing nations. The average Mexican spends about Rs.9000 a year on PG products, Chinese per-capita spending is only about Rs.135 and India per-capita spending Rs.45.Increasing sales in China and India to the levels in Mexico would add Rs.1800 billion in sales to the companys overall revenue.Research Development focuses both inside and outside the companyIn 2009, PG spent approximately Rs.91.8 billion on Research Development, nearly Rs.45 billion more than its closest competitor, Unilever.The two most important factors in PGs innovation process are its practice of consumer demand research and its Connect and Develop RD structure. First, when come in new markets, PG sets up in-home visits with consumers in order to fully understand the needs and desires consumers have for household and personal products. This way, PG gets directly to its customers and is able to give to their needs. PG also incorp orates consumers foreplay into the RD process through its Connect and Develop initiative. Through Connect and Develop PG has an online interface set up where people can submit product ideas and provide input on topics that PG places on the web-portal. PG staff then sorts through the ideas and work with the most promise ones. This process is not responsible for the entire RD that PG does, but approximately 42% of new products in the last several years were influenced by or originated from Connect and Develop.Tide Stain Release, a stain-removing detergent released in July 2009, has garnered 10% market share in the US as of November 2009.The Bounce Dryer Bar, an automatic laundry freshener released in August 2009, has captured 7% of the North American model sheet market as of November 2009.Commodity PricesA diversified consumer products manufacturer, PG depends heavily on a wide basket of global commodities for manufacturing its goods, the prices for which have risen nearly 50% sinc e 2002. Nearly half of the companys cost of goods is directly related to commodity goods. The company has increased prices due to higher costs of oil and other raw materials. In its conference call, the company stated that it expected raw material costs to increase Rs.135 billion in 2009.The company has raised prices on rain shower dishwashing detergent, Iams pet food, and Gillette razors to counter the increasing cost of oil in the first half of 2008.PG instituted broad price adjustments in Q1 2010 to close widening price gaps in several businessesincluding North American laundry, tissue, andtowel, and several Eastern European markets.CompetitionProcter Gamble provides the broadest and biggest portfolio of products in the household and personal care industry with 24 billion-dollar brands. PG generates 43% more revenue than its closest competitor,LOreal, and Reckitt Benckiser.Here are somekey factsabout the two firms.Cincinnati-based Procter Gamble was established in 1837 and mad e its name selling soap and candles to U.S. political relation soldiers during the civil war.Boston-based Gillette spends around Rs.2700 million annually on advertising.In May the razor-maker paid a reported 40 million pounds (Rs.3393 million) to sign international association football star David Beckham to a three-year deal as its global face.Procter Gamble employs a workforce of 110,000 worldwide and has a market capitalization of Rs.6345 billion. Gillette employs 29,400 employees worldwide and has a market capitalization of Rs.2025 billion.Gillettes profit beat market expectations last October after Hurricane Ivan spurred the buying of Duracell batteries.LimitationsDue to pretermit of data the financial statements analysis of Procter Gamble was not carried out. shutdownThus the acquisition and integration of Gillette was the largest and most successful in the history of Procter Gamble. PG acquired Gillette, which is best known for its shaving products, in 2005 for Rs.2565 b illion. The merger between Procter Gamble and Gillette is a horizontal merger where the acquiring company is expanding in size of operations and also product offerings. The merger created various synergies like financial, operation and human choice synergies. After the merger Procter Gamble integrated dodges in 26 countries, spanning five geographic regions, representing about 20% of sales. Gillette is a catalyst that makes PG a better brand-builder and a stronger innovation leader. There is no doubt that PG and Gillette are stronger together than alone, and both the companies together can deliver accelerated growth targets over the balance of the decade. Acquisition of Balsarashygiene and home product by DaburAbout the merging companiesDabur CompanyDabur India Limitedis the fourth largest FMCG Company in India and Dabur had a turnover of approximately Rs.2,834 Crore Market Capitalisation of over Rs 10,000 Crore, with brands like Dabur Amla, Dabur Chyawanprash, Vatika, Hajmola and Real. The company has kept an eye on new generations of customers with a range of products that cater to a modern lifestyle, while managing not to alienate earlier generations of loyal customers. Dabur has global presence in 50 countries products are available in the markets of gist East, South-East Asia, Africa, the European Union andAmerica.Dabur is an investor friendly brand as its financial performance shows. The companys growth rate rose from 10% to 40%. The expected growth rate for two years was two-fold. Theres a great champion of responsibility for investors funds on view. This is a direct extension of Daburs philosophy of taking care of its constituents and it adds to the sense of trust for the brand overall.The company, through Dabur Pharma Ltd. does toxicology tests and markets ayurvedic medicines in a scientific manner. They have researched new medicines which will find use in O.T. all over the country therein opening a new market. Dabur Foods, a subsidiary of Dabu r India is expecting to grow at 25%. Its brands of juices, namely, Real and Active, together make it the market leader in the Fruit Juice Category. Dabur Ranked AmongIndias close to Trusted Brands of 2007 By Economic Times-Brand Equity.Products of Dabur Underhealth careproducts it has brands like Hajmola, Pudin Hara, Dabur Chyawanprash, Glucose D, Dabur Lal tail,etc. Inhome carerange consist of product like Odinil,Odomos,odopic,etc. Underpersonal carerange it has product like Vatika,Gulabri,Dabur Red Toothpaste,etc. Infood rangeit has brands like Real Active ,HOMMADE-range of ready made pastes, soups, coconut milk tomato puree Dabur has guar gum plant,a natural gum used in foods industrial applications. Dabur also produces ayurvedic medicines.Balsara CompanyThe Balsara group manufactures and markets its products, in India and Internationally. The throng has a domestic annual sales turnover of Indian Rs. 2 billion, and a quick growing international sales turnover of Indian Rs. 350 million. The Group is professionally managed, with manufacturing, sales, distribution and administrative facilities located throughout India, in addition to its international operations.In the Indian market, 60% of the Balsara Groups sales turnover of Indian Rs. 2 billion comes from Personal Hygiene Products (Promise, Babool and Meswak oral care ranges) and 40% is derived from Household Products (Odomos insect repellents, Odonil communication channel Fresheners, Sani Fresh toilet cleaners and Odopic dish washing products). Balsara has a wide national sales and distribution system that makes products available in 10, 54,000 retail outlets. The system is supported by a distribution network of 4 Zonal Offices, 13 Branches, 24 Regional Warehouses, and 1700 Distributors in 1500 towns.The mission of the Balsara Group of Companies is to be a leading provider of superior quality personal and household products, ingredients and packaging materials to consumers and customers on the Indi an sub-continent and throughout the world.The AcquisitionOn January 27, 2005 Dabur India today announced the acquisition of Balsara Hygeine and collection plate Care businesses for Rs. 143 crores and said it would look at more buyouts to capitalise on the consolidation in the sector.The company board of Dabur approved the acquisition of unconditional stake in three Balsara group companies Balsara Hygiene Products, Balsara Home Products and Besta Cosmectics. With the acquisition of the Rs. 143-crore Balsara Group in an all cash deal, Dabur India will have oral care brands such as Promise, Babool, Meswak mosquito repellents such as Odomos and household products such as Odonil and Odopic under its fold.Dabur India will acquire the entire promoters stake in the three companies 99.4 per cent in Balsara Hygiene, 100 per cent in Balsara Home Products and 97.9 per cent in Besta Cosmetics.The Terms of the AcquisitionDate of the acquisitionThe merger came into effect from 1st April 2006.The new company formed According to the deal Dabur will take full control of Balsaras entire brand portfolio which consists of oral care brands like Promise, Babool, Meswak mosquito repellants like Odomos and household products like Odonil, Odopic. The deal also includes takeover of Balsaras operations consisting of three manufacturing facilities at Kanpur, Silvassa and Baddi and about 600 employees. Dabur India will also acquire the entire promoters stake in the three companies 99.4 per cent in Balsara Hygiene, 100 per cent in Balsara Home Products and 97.9 per cent in Besta Cosmetics.The Share Swap Ratio Under the deal announced, Dabur India Ltd will acquire Balsaras hygiene and home product businesses in an Rs 143 crore all-cash deal. While Rs one hundred twenty crore will be funded through internal accruals, the balance Rs 23 crore will be raised through debt.Examining the AcquisitionType of mergerThe Rs 1,300-crore fast-moving consumer goods major Dabur India acquired unsoundedP rocter Gamble Company Merger Case StudyProcter Gamble Company Merger Case StudyThe project deals with the analysis of mergers and acquisitions in an FMCG sector. Products which have a quick turnover, and relatively low cost are known as Fast Moving Consumer Goods (FMCG). FMCG products are those that get replaced within a year. A merger is the combining of two or more companies, generally by offering the stockholders of one company securities in the acquiring company in exchange for the surrender of their stock. This project deals with the merger of Procter Gamble and Gillette, acquisition of Balsaras hygiene and home product by Dabur and Acquisition of Nihar brand from HLL by Marico.The methodology deals with the various ways in which the data for this project was collected. Due to the limited scope of information and time constraints, secondary and not primary data sources has been used including journals, articles, reference sites, etc. The project guide proved very vital in th e successful completion of my report.The next section deals with the individual introduction of both companies involved in the process of merger. It further includes the different terms of the merger and various synergies created through the merger. Furthermore the next section deals with scenario after the merger and analysis of financial statements of acquiring company post merger.Building a brand from scratch in the FMCG space can be quite an expensive exercise. Mature categories such as personal care or household products are already dominated by one or two strong incumbents and wresting market share away from them is quite a challenge. With growth rates in markets such as skin care, hair care and household products suddenly moving into high gear, companies also cannot afford to lose time on the trial-and-error method that usually accompanies new launches.Given this scenario, domestic players seem to view brand acquisitions and mergers as the quickest way to step into new catego ries and acquire a well-rounded product basket, without squandering their surpluses on brand-building expenses. Market shares apart, many of the buyouts have been motivated by the need to acquire better distribution reach whether within India or overseas.IntroductionI. MERGERA merger is the combining of two or more companies, generally by offering the stockholders of one company securities in the acquiring company in exchange for the surrender of their stock. A merger occurs when two or more companies combines and the resulting firm maintains the identity of one of the firms. One or more companies may merge with an existing company or they may merge to form a new company. Usually the assets and liabilities of the smaller firms are merged into those of larger firms. Merger may take two forms-Merger through absorptionMerger through consolidation.AbsorptionAbsorption is a combination of two or more companies into an existing company. All companies except one lose their identity in a me rger through absorption.ConsolidationA consolidation is a combination if two or more combines into a new company. In this form of merger all companies are legally dissolved and a new entity is created. In consolidation the acquired company transfers its assets, liabilities and share of the acquiring company for cash or exchange of assets.II. ACQUISITIONA fundamental characteristic of merger is that the acquiring company takes over the ownership of other companies and combines their operations with its own operations. An acquisition may be defined as an act of acquiring effective control by one company over the assets or management of another company without any combination of companies.III. TAKEOVERA takeover may also be defined as obtaining control over management of a company by another company.Merger of Procter Gamble Company and Gillette CompanyAbout the merging companiesProcter GambleProcter Gamble Companyis asoap opera. PG was named 2008 Advertiser of the Year by Cannes Int ernational Advertising Festival.Effective July 1, 2007, the companys operations are categorized into three Global Business Units with each Global Business Unit divided into Business Segments according to the companys March 2009 earnings release.Beauty CareBeauty segmentGrooming segmentHousehold CareBaby Care and Family Care segmentFabric Care and Home Care segmentHealth and Well-BeingHealth Care segmentSnacks, Coffee, and Pet Care segmentPG has gone into an aggressive mode. It has launched two new variants on 2nd Dec 2009, one in the detergent segment, which is called Tide Naturals and also another one in skin care segment under the Olay brand.Gillette CompanyThe Gillette Company is a globally focused consumer products marketer that seeks competitive advantage in quality, value-added personal care and personal use products. It is the world leader in the mens grooming product category as well as in certain womens grooming products. Although more than half of company profits are still derived from shaving equipmentthe area in which the company startedGillette has also attained the top spots worldwide in writing instruments (Paper Mate, Parker, and Waterman brands) and correction products (Liquid Paper), toothbrushes and other oral care products (Oral-B), and alkaline batteries (Duracell products, which generate almost one-fourth of company profits). Gillette maintains 64 manufacturing facilities in 27 countries, and its products are sold in more than 200 countries and territories, with more than 60 percent of sales occurring outside the United States.The MergerOn October 1, 2005, Procter Gamble finalized its purchase of The Gillette Company. As a result of this merger, the Gillette Company no longer exists. Its last day of market trading symbol G on theOral-B, among others, which have also been maintained by PG.The Terms of the MergerDate of mergerThe merger came into effect from July 1st, 2007.The new company formed The Gillette Companys assets were initially incorporated into a PG unit known internally as Global Gillette. In July 2007, Global Gillette was dissolved and incorporated into Procter Gambles other two main divisions, Procter Gamble Beauty and Procter Gamble Household Care. Gillettes brands and products were divided between the two accordingly.The Share Swap Ratio Under the deal announced, Procter Gamble will pay 0.975 share of its common stock for each share of Gillette common stock. On Wall Street, shares in Gillette closed up nearly 13%, while PG slid 2.1% after the announcement.The ManagementGillettes chief executive James Kilts is to join the board of the merged company, becoming PG vice chairman, while PG chief executive A.G. Lafley will remain chief executive of the merged company.Examining the mergerType of mergerProcter Gamble being number one in consumer products went into acquiring and merging with other companies like, Germanys Wella AG hair care line in 2003 and it also acquired Clairol for its hair-care lin es and Iams Co. for its pet foods. The merger in question between Procter Gamble and Gillette is thus a merger where the acquiring company is expanding in size of operations and also product offerings. This is thus ahorizontal merger.Operational Synergies of the mergerThe merger of the two companies will create the worlds largest consumer products conglomerate. Both companies are strong, diversified companies, so one wonders what uncaptured synergies there could be here. PG is adept at taking innovations from one product and transferring it to another product, so there may be opportunities to improve existing Gillette products. In addition, the companies are stating that the merger will give them more negotiating power with the most powerful buyer of consumer products. The deal would give the company even more control over shelf space at the nations retailers and grocers, real estate that is at a premium. Executives at the companies said they believe theyll both be able to grow fas ter together than separately, with PG opening doors for Gillette in markets such as China and Japan while Gillette bringing PG some product segments that are growing faster than the companys overall current portfolio of products.The merger will make PG the worlds biggest household goods maker, pushing Unilever into second placeFinancial SynergiesThe merger would create a company with revenues of more than Rs.2700 billion that would have even greater clout against mass-market retailers like Wal-Mart Stores Inc., which have been pressuring consumer product suppliers to keep costs low. Because of expectations from the deal, PG raised the annual revenue growth outlook to 5 to 7 percent, rather than its earlier target of 4 to 6 percent. The companies said they expected cost savings and synergies of about Rs.630 billion to Rs.720 billion US over three years. PG and Gillettes combined market capitalization of about Rs 8325 billion US, would be by far the largest in the FMCG sector.HR Syner giesAs part of the cost-cutting that would follow the deal, the merger would result in the elimination of about 6,000 jobs, or 4 percent of the combined work force of about 140,000. It said most of the cuts would come from eliminating management overlaps and consolidation of business support functions. Gillettes chief executive James Kilts is to join the board of the merged company, becoming PG vice chairman, while PG chief executive A.G. Lafley will remain chief executive of the merged company.Scenario Post MergerProcter Gamble is the worlds largest producer of household and personal products by revenue, with its products reaching 4 billion people worldwide and its product line includes 23 brands across beauty, healthcare, and food including Tide detergent, Pampers diapers, and Gillette razors, that generate over $1 billion in revenue annually, with the companys total revenue at Rs.3555 billion in 2009.In 2005, PG expanded its portfolio to include razors and blades as well as batt eries with its acquisition of the Gillette Company.The companys 2010 first quarter net income fell 1% to Rs.148.95 billion (Rs.46.35 per share) as higher prices offset lower sales volumes and foreign exchange effects, beating analyst expectations of Rs.43.65 per share. Revenue fell 6% to Rs.891.45 billion, though organic sales rose 2%.One of the key areas of growth for the company is in emerging markets worldwide. Sales in developing nations have increased steadily from 20% of total revenue in 2002 to 32% in 2009.PG already owns large and growing market share in countries includingglobal economic downturn, PG has announced it will focus its growth strategy on emerging markets, opening almost all of its 20 new manufacturing facilities outside its established markets.Procter Gamble attempts to maintain its competitive edge by focusing on product innovation. To this end, PG spends almost twice as much on research and development spending Rs.90 billion in 2009 as its closest competitor , Unilever, spent about Rs.58.5 billion USD in 2008.Through itsConnect + Developinitiative, PG looks to bring in new product ideas from outside the company. Connect + Develop has led to the development of 42% of new PG products in recent years.In fiscal 2009, PGs Net sales fell 3% to Rs.3555 billion driven by a 3% decline in unit volume and a 4% decline in net sales from the rising US dollar. Organic sales, a closely watched figure which excludes the impact of acquisitions, divestitures, andforeign exchange, increased 2%, which is below its target organic sales range of 4-6%.Earnings for fiscal 2009 increased 11% to Rs.603 billion.In July 2009, CEO A.G. Lafley stepped down from his post after 29 years with Proctor Gamble.He was succeeded by current COO Bob McDonald.The company expects sales to be up 0 to 3% in fiscal 2010,with sales back up in the fall of 2009, fed by price cuts, new products, and value-focused promotions.PG divides its business into threeGlobal Business Units(GBUs ) that develop and produce products and its corporate group which handles the operation and administration of the company.Beauty (33% of 2009 sales, 36% of 2009 net income)The Beauty GBU includes all hair and skin products, medications, razors, electric shavers, and batteries. This business unit includes several product lines acquired when the PG bought consumer products company Gillette in 2005. Proctor Gambles global market share in blades and razors is 70%, primarily centered on its Mach3, Fusion, Venus, and Gillette brands.In June 2009, PG further expanded its mens grooming business with the acquisition of the high-end shaving company The Art of Shaving and the mens skin care line Zirh.Health and Well-Being (21% of 2009 sales, 24% of 2009 net income)The Health and Well-Being GBU provide oral care, feminine health, pharmaceuticals, snacks, coffee, and pet care products. In oral care, the company has the number two market share position at 20% globally.In potato chips, the compan ys Pringles brand holds a market share of approximately 10%.Household Care (46.8% of 2009 sales, 43% of 2009 net income)The Household Care GBU manufactures a wide range of products from laundry detergent to diapers. The companys baby care market share in 2008 was 29%.Business Growth and DivestituresFolgers SaleOn June 4, 2008, PG sold its Folgers coffee unit toJ.M. Smucker Companyfor Rs.132.75 billion.As part of the deal, PG shareholders will receive a 53.5 percent stake in Smuckers and the company will assume Rs.15750 million of Folgers debt.Gillette AcquisitionProcter Gamble acquired Gillette in 2005 for over Rs.2250 billion in its largest acquisition to date. In 2004, the last full year before the acquisition, Gillette generated over Rs.450 billion in sales, about Rs.270 billion of which came from razors and Duracell and Braun products and the remainder sourced from the Oral-B brand, which was moved into the Health Well-Being segment. A key piece of the acquisition beyond Gille ttes product lines was its distribution network and supply chain. Gillettes distribution network and supply chain in emerging markets had been extremely successful for Gillette and, once acquired, has worked to complement PGs own distribution network.Sale of Pharmaceutical UnitIn 2009 PG sold its pharmaceutical unit to Warner Chilcott Plc for Rs.139.5 billion in cash.The company expects to book a 43 cent per share earnings boost in Q2 of fiscal 2010 as a result of the sale.The deal allows PG to focus on its personal care, beauty, and household product divisions. In 2006, the company started winding down its discover-phase pharmaceutical products in favor of licensing late-stage compounds, and announced in 2008 it would exit the drug industry entirely.PG 2008 Net sales by Geographic Region(Post merger)PG has a well-established market presence in developed countries such as the United States and Western Europe and is looking to its presence in emerging markets. In fiscal 2009, 32% of total net sales came from developing nations,a figure that has increased steadily from 2002 when sales in developing nations accounted for only about 20% of total revenue (approximately Rs.360 billion).In China and Russia, PGs market share has been consistently increasing in the past five years as Procter Gamble has put an increased emphasis on establishing its products in those markets. In 2008, the companys distribution network reached 800 million people in China and 80% of the population in Russia. PG has created products designed specifically to target developing nations. The average Mexican spends about Rs.9000 a year on PG products, Chinese per-capita spending is only about Rs.135 and India per-capita spending Rs.45.Increasing sales in China and India to the levels in Mexico would add Rs.1800 billion in sales to the companys overall revenue.Research Development focuses both inside and outside the companyIn 2009, PG spent approximately Rs.91.8 billion on Research Development , nearly Rs.45 billion more than its closest competitor, Unilever.The two most important factors in PGs innovation process are its practice of consumer demand research and its Connect and Develop RD structure. First, when entering new markets, PG sets up in-home visits with consumers in order to fully understand the needs and desires consumers have for household and personal products. This way, PG gets directly to its customers and is able to cater to their needs. PG also incorporates consumers input into the RD process through its Connect and Develop initiative. Through Connect and Develop PG has an online interface set up where people can submit product ideas and provide input on topics that PG places on the web-portal. PG staff then sorts through the ideas and work with the most promising ones. This process is not responsible for the entire RD that PG does, but approximately 42% of new products in the last several years were influenced by or originated from Connect and Develop.Ti de Stain Release, a stain-removing detergent released in July 2009, has garnered 10% market share in the US as of November 2009.The Bounce Dryer Bar, an automatic laundry freshener released in August 2009, has captured 7% of the North American fabric sheet market as of November 2009.Commodity PricesA diversified consumer products manufacturer, PG depends heavily on a wide basket of global commodities for manufacturing its goods, the prices for which have risen nearly 50% since 2002. Nearly half of the companys cost of goods is directly related to commodity goods. The company has increased prices due to higher costs of oil and other raw materials. In its conference call, the company stated that it expected raw material costs to increase Rs.135 billion in 2009.The company has raised prices on Cascade dishwashing detergent, Iams pet food, and Gillette razors to counter the increasing cost of oil in the first half of 2008.PG instituted broad price adjustments in Q1 2010 to close widenin g price gaps in several businessesincluding North American laundry, tissue, andtowel, and several Eastern European markets.CompetitionProcter Gamble provides the broadest and biggest portfolio of products in the household and personal care industry with 24 billion-dollar brands. PG generates 43% more revenue than its closest competitor,LOreal, and Reckitt Benckiser.Here are somekey factsabout the two firms.Cincinnati-based Procter Gamble was established in 1837 and made its name selling soap and candles to U.S. government soldiers during the civil war.Boston-based Gillette spends around Rs.2700 million annually on advertising.In May the razor-maker paid a reported 40 million pounds (Rs.3393 million) to sign international soccer star David Beckham to a three-year deal as its global face.Procter Gamble employs a workforce of 110,000 worldwide and has a market capitalization of Rs.6345 billion. Gillette employs 29,400 employees worldwide and has a market capitalization of Rs.2025 bi llion.Gillettes profit beat market expectations last October after Hurricane Ivan spurred the buying of Duracell batteries.LimitationsDue to lack of data the financial statements analysis of Procter Gamble was not carried out.ConclusionThus the acquisition and integration of Gillette was the largest and most successful in the history of Procter Gamble. PG acquired Gillette, which is best known for its shaving products, in 2005 for Rs.2565 billion. The merger between Procter Gamble and Gillette is a horizontal merger where the acquiring company is expanding in size of operations and also product offerings. The merger created various synergies like financial, operation and human resource synergies. After the merger Procter Gamble integrated systems in 26 countries, spanning five geographic regions, representing about 20% of sales. Gillette is a catalyst that makes PG a better brand-builder and a stronger innovation leader. There is no doubt that PG and Gillette are stronger togeth er than alone, and both the companies together can deliver accelerated growth targets over the balance of the decade. Acquisition of Balsarashygiene and home product by DaburAbout the merging companiesDabur CompanyDabur India Limitedis the fourth largest FMCG Company in India and Dabur had a turnover of approximately Rs.2,834 Crore Market Capitalisation of over Rs 10,000 Crore, with brands like Dabur Amla, Dabur Chyawanprash, Vatika, Hajmola and Real. The company has kept an eye on new generations of customers with a range of products that cater to a modern lifestyle, while managing not to alienate earlier generations of loyal customers. Dabur has global presence in 50 countries products are available in the markets of Middle East, South-East Asia, Africa, the European Union andAmerica.Dabur is an investor friendly brand as its financial performance shows. The companys growth rate rose from 10% to 40%. The expected growth rate for two years was two-fold. Theres a great sense of res ponsibility for investors funds on view. This is a direct extension of Daburs philosophy of taking care of its constituents and it adds to the sense of trust for the brand overall.The company, through Dabur Pharma Ltd. does toxicology tests and markets ayurvedic medicines in a scientific manner. They have researched new medicines which will find use in O.T. all over the country therein opening a new market. Dabur Foods, a subsidiary of Dabur India is expecting to grow at 25%. Its brands of juices, namely, Real and Active, together make it the market leader in the Fruit Juice Category. Dabur Ranked AmongIndias Most Trusted Brands of 2007 By Economic Times-Brand Equity.Products of Dabur Underhealth careproducts it has brands like Hajmola, Pudin Hara, Dabur Chyawanprash, Glucose D, Dabur Lal tail,etc. Inhome carerange consist of product like Odinil,Odomos,odopic,etc. Underpersonal carerange it has product like Vatika,Gulabri,Dabur Red Toothpaste,etc. Infood rangeit has brands like Real Active ,HOMMADE-range of ready made pastes, soups, coconut milk tomato puree Dabur has guar gum plant,a natural gum used in foods industrial applications. Dabur also produces ayurvedic medicines.Balsara CompanyThe Balsara Group manufactures and markets its products, in India and Internationally. The Group has a domestic annual sales turnover of Indian Rs. 2 billion, and a rapidly growing international sales turnover of Indian Rs. 350 million. The Group is professionally managed, with manufacturing, sales, distribution and administrative facilities located throughout India, in addition to its international operations.In the Indian market, 60% of the Balsara Groups sales turnover of Indian Rs. 2 billion comes from Personal Hygiene Products (Promise, Babool and Meswak oral care ranges) and 40% is derived from Household Products (Odomos insect repellents, Odonil Air Fresheners, Sani Fresh toilet cleaners and Odopic dish washing products). Balsara has a wide national sales and distrib ution system that makes products available in 10, 54,000 retail outlets. The system is supported by a distribution network of 4 Zonal Offices, 13 Branches, 24 Regional Warehouses, and 1700 Distributors in 1500 towns.The mission of the Balsara Group of Companies is to be a leading provider of superior quality personal and household products, ingredients and packaging materials to consumers and customers on the Indian sub-continent and throughout the world.The AcquisitionOn January 27, 2005 Dabur India today announced the acquisition of Balsara Hygeine and Home Care businesses for Rs. 143 crores and said it would look at more buyouts to capitalise on the consolidation in the sector.The company board of Dabur approved the acquisition of controlling stake in three Balsara group companies Balsara Hygiene Products, Balsara Home Products and Besta Cosmectics. With the acquisition of the Rs. 143-crore Balsara Group in an all cash deal, Dabur India will have oral care brands such as Promise, Babool, Meswak mosquito repellents such as Odomos and household products such as Odonil and Odopic under its fold.Dabur India will acquire the entire promoters stake in the three companies 99.4 per cent in Balsara Hygiene, 100 per cent in Balsara Home Products and 97.9 per cent in Besta Cosmetics.The Terms of the AcquisitionDate of the acquisitionThe merger came into effect from 1st April 2006.The new company formed According to the deal Dabur will take full control of Balsaras entire brand portfolio which consists of oral care brands like Promise, Babool, Meswak mosquito repellants like Odomos and household products like Odonil, Odopic. The deal also includes takeover of Balsaras operations consisting of three manufacturing facilities at Kanpur, Silvassa and Baddi and about 600 employees. Dabur India will also acquire the entire promoters stake in the three companies 99.4 per cent in Balsara Hygiene, 100 per cent in Balsara Home Products and 97.9 per cent in Besta Cosmetics.The Sh are Swap Ratio Under the deal announced, Dabur India Ltd will acquire Balsaras hygiene and home product businesses in an Rs 143 crore all-cash deal. While Rs 120 crore will be funded through internal accruals, the balance Rs 23 crore will be raised through debt.Examining the AcquisitionType of mergerThe Rs 1,300-crore fast-moving consumer goods major Dabur India acquired Mum

The Material And Process Requirements For Driving Shaft Engineering Essay

The Material And cover Requirements For Driving Shaft technology EssayBased on my research, a apparent movement fit out, movement archeological site or propeller capture it away is a mechanically skillful component for transmitting torque and rotation that usually utilize to connect new(prenominal) components of a drive train that trick non be connected directly because of distance or the need to al misfortunate for relative movement between them.Besides that, drive have it aways carrying an important role as mailman of torque in driveline application. They atomic number 18 subject to torsion and shear stress, equivalent to the difference between the input torque and the load. Therefore, they must be strong complete to bear the stress, whilst over pulling also much additional weight as that would in turn increase their inertia.Drive blastoffs frequently incorporate one or more than than universal joints or jaw couplings, and sometimes a splinted join or prismatic join to allow for variations in the alignment and distance between the driving and driven componentsBased on the functions that has been discussed in previous, I know that the material of drive shaft must be strong decorous to bear the stress, precipitate weight which able to reduce the overall automobile weight and thus, increase their inertia at the same time.For the mechanical properties that take for drive shaft including the susceptibility to minimize the losses in transmission, soaringer(prenominal) tensile volume material, exalted torsional strength and light weight. Therefore, I would like to suggest that polymer matrix mingled is more suitable as a chosen material that female genital organ be apply in driveline application.1.1 Design FactorsIn the progress of my research in driveline application, I found out that marketing considerations are paramount in the motor car industry. There are two factors make this particular application dinky to the industry.On the o ne hand, vehicles are solid in the market place on claims of increased comfort, luxury and smoothness of operation. On the other hand, the manufacturer is as well seeking to provide the maximum per seduceance with the minimum fuel usage at the same time.Thus, usually these two requirements are conflicting. For exemplar, a decrease in body panel thickness reduces mass and so increases performance and fuel efficiency, but this change also increases internal noise. Therefore, some automobile industry has top much modal in doing research and recently, they pee an idea which utilize deoxycytidine monophosphate character (polymer matrix composite) in drive shafts which able to contributes to achieving both aims simultaneously.The factors to be optimized in a shaft aft(prenominal) meeting the basic operating requirements just outlined is mass, smoothness of ride and cost. This is because reducing mass is importantTo wear out performance of vehicle and reduce fuel consumption.To re duce un-sprung mass and so improve vehicle handling and ride.To reduce the residual out of balance forces from rotating move and so further improve smoothness in use.2.0 Material SelectionBased on the research of different type of material of drive shaft or propeller shaft in driveline application, I have chosen polymer matrix composite as the material selection in driveline application.2.1 Introduction to Polymer hyaloplasm CompositePolymer Matrix Composite is the material consisting of polymer matrix combined with a fibrous reinforcing dispersed phase. Polymer matrix composites are very popular due to their low cost and simple fabrication methods.Use of non-reinforced polymers as structure materials is limited by low level of their mechanical properties such as tensile strength of one of the strongest polymers (epoxy resin) is 20000 psi (140 Mpa). In addition to relatively low strength, polymer materials posses low impact resistance as well.Besides that, the reinforcement tends to be stiffer and stronger than the matrix providing severeness and strength. Reinforcement is laid in a particular direction, within the matrix, so that the resulting material will have different properties in different directions. As example, composites have anisotropic properties. This characteristic is exploited to optimize the design and provide high mechanical performance where it is needed.2.2 Design of a Composites ShaftAccording to A.W. Thompson from Bristol Composite Materials Engineering Ltd, He has mentioned the two typical shafts side by side, one do in sword and the other in composites as shown in telephone number 1.Figure 1 Composite Drive Shaft (Upper) with Steel ShaftThe illustration shows the simplicity of the design do possible by carbon eccentric. The combination of high stiffness and low density in the composite enables a longer shaft to be made without reaching a comminuted swirl induce. The whirling speed of a rotating shaft is the speed at which it b ecomes unstable and defluxions occurs normal to the axis of rotation. The emolument in whirling speed is such as to enable roughly two voice vane shaft to be replaced with a single composite part.Besides that, weight and cost are reduced by dispensing with the central universal joint and the associated bearing. Moreover, N.V.H (Noise, Vibration and Harshness) factors are improved by the consequent isolation of the move overenger compartment from drive line vibration following skip of the centre bearing from underneath the drivers seat. Further simplifications in N.V.H are possible by modification to the orientations of the fibres in the properller shaft tube, which effect longitudinal and radial stiffness.2.3 modestness Selecting Polymer Matrix Composite as Material in Driveline ApplicationThe basic attraction of polymer matrix composite materials for driveshaft application is that they make it possible to increase the shaft length, which is otherwise constrained by bending resonance. For m each vehicles, a one piece composite shaft may replace a two piece steel shaft which simplifies both the shaft and installation in the vehicle.Besides that, by using fibre reinforced composites, it is possible to arrange the fibre orientations in the tube so that the bending modulus has a high foster (above 100Gpa) whilst the specific gravity is low ( downstairs 1.6). This leads to a favourable specific bending modulus and an enhanced decisive speed as well.Figure 2 Critical Speeds for Automotive PropshaftAccording to A.W. Thompson from Bristol Composite Materials Engineering Ltd, the relationship between shaft length and critical speed for tubes suitable for automotive propshaft is illustrated in Figure 2.The graph shows that, for a particular application where a critical speed of 8000 rev/min is acceptable, the longest shaft possible out of steel is 1250 mm whereas a composite shaft of 1650 mm could be achieved.Thus, the maximum length for either shaft is reduced depending on the compliance of the end connections. For acceptable NVH (Noise, Vibration and Harshness), there must also be an equal to(predicate) margin between vibration drivers and bending resonance of the shaft. Nevertheless, it is principally true that a composite shaft can be made longer than a steel shaft and that for automotive platforms where a two-piece steel shaft with centre support bearing is specified a one-piece composite shaft may be acceptable.This fundamental material property advantage is a powerful technical driver for composite shafts, and substantial weight savings can be achieved. unrivalled-piece shafts also simplify the design and engine room of the vehicle floor pan.Therefore, based on explanation above, it is obviously that I have chosen carbon fiber composite (one type of the polymer matrix composite) as the material for drive shaft and further material properties will be discuss in detail later as well.2.3.1 Material Property of nuclear number 6 grapheme Composite (Polymer Matrix Composite)According to Core Composites, Division of ROM Development Corporations research, the material properties of Carbon Fiber Composite are as belowFeaturesBenefitsExtremely High StiffnessWith a variety of modulus available from standard 33 msi to ultra high modulus pitch over 125 msi carbon fiber has the highest specific modulus of all the commercial reinforcing fibers.High Tensile StrengthThe strongest of all commercial reinforcing fibers in tension. Especially good for the tension skin on composite laminates.Excellent Corrosion ResistanceUsed in reinforcing concrete, carbon has good alkaline resistance as well as resistance to salt water supply and many other chemical environments.Excellent Fatigue PropertiesUsed as a primary reinforcement for fatigue prone products such as cleaver and go turbine blades as well as dischargeshore power and driveline application.Excellent Compression PropertiesProper fiber sizing for the resin matrix sele cted can acquit impressive compressive properties but this quality can be quite elusive to measure with standard ASTM test methods and careful test specimen preparation is critical to achieve accurate result.Low Coefficient of Linear ExpansionCarbon is a good alikeling reinforcement for molds that will see temperature and where parts need tight dimensional stability.2.3.2 Composite Shaft PerformanceAccording to the research that done by Tetsuyuki Kyono, Composites Development Center, Toray Composites (America), Inc. about the carbon fiber composites applications for auto industries, they have mentioned about carbon fiber composite drive shaft having crush worthyiness. Crash load generated during head collision can be absorbed by newly certain(prenominal) joining technology with no adhesive between carbon fiber composite tube and steel adapter.This technology can add proficientty value to twirlenger cars in addition such as weight and noise reductions. Therefore, the performa nce data of the composite shaft should be take consideration as one of the main section in choosing the best material to apply in driveline application.Thus, they have evaluated torque carrying capability as index of shaft performance. One of typical data has been shown in Figure 3. It is noted composite drive shaft performed as expected up to 150-C at electrostatic torsional test and showed much better fatigue resistance than steel system shown as target.Figure 3 Torsional Strength of Drive Shaft for 2000 Nm course of studyIn Figure 4, residual torque carrying capabilities after exposure to various environments are shown in percentage compare with control data. As shown below has shown the reduction in performance of composite drive shaft is very minimal.Figure 4 Residual Torsional Strength (%) after Environmental Testing2.3.3 Proving Test subsequently the obvious laboratory tests above to show static strength and stiffness, fatigues tests are important as well. Carbon fibre has an excellent performance in fatigue and glass fibre is as good as most metals.A composite shaft has withstood 106 cycles of maximum torque as compared with the 104 cycles typically required of a steel shaft. Shafts were fitted to cars to gain pass experience and demonstrate satisfactory operations. Such testing demonstrates that the component really works and meets all the criteria required.In this application, for instance, road use showed thatTemperature resistance to underbody environment was satisfactoryCorrosion resistance (example to salt spray was not a problem)Creep loading resistance was fittedResistance to flying stone damage was not a problemEnd attachment strength was adequateShock load capability was adequateBased on the proving test that has been done by A.W.Thompson, we knew that polymer matrix composites is suitable to be taken as material in driveline application such as do drive shaft or propeller shaft as well due to its attractive material properties and more affordable cost as well if compare with others material such as steel.2.3.4 Crash Performance of Composite PropshaftsAccording to Dr Andrew Pollard, GKN Technology, Wolverhampton, UK, he stat that increasing public interest in safe vehicles is encouraging car manufacturers and their suppliers to design components and systems that will perform well in a crash (2). The propeller shaft in rear- and fourwheel- drive cars is good example of this.Figure 5 Behaviour of Propeller Shafts in Frontal CrashIn a frontal crash, the propeller shaft transmits forces from the engine/gearbox building avert to the rear axle. Many vehicles today have a two-piece propeller shaft that can buckle at the centre bearing in any direction, depending on the joint position at impact. It is therefore virtually impossible to predict the axial force and the energy absorbed by the shaft in a crash.This is illustrated in Figure 5, contrasted with the behavior of a propeller shaft with a defined axial break-dance mode. The target for crash-optimized propeller shafts is to achieve a defined behavior of axial force and displacement during an impact and consequently controlled energy absorption as shown in Figure 5.3.0 Manufacturing Process of Carbon FiberThe puzzle out for making carbon fibers is part chemical and part mechanical. The precursor is drawn into long strands or fibers and then heated to a very high temperature with-out allowing it to come in contact with oxygen. Without oxygen, the fiber cannot burn. Instead, the high temperature causes the atoms in the fiber to vibrate violently until most of the non-carbon atoms are expelled. This process is called carbonization and leaves a fiber composed of long, and tightly.The fibers are coated to entertain them from damage during flatus or weaving. The coated fibers are wound onto cylinders called bobbins.The fibers are coated to protect them from damage during tip or weaving. The coated fibers are wound onto cylinders called bobbins. M oreover, the inter-locked chains of carbon atoms with only a few non-carbon atoms remaining.Here is a typical sequence of operations used to form carbon fibers from polyacrylonitrile.3.1 SpinningFirst Acrylonitrile plastic powder is coalesce with another plastic, like methyl acrylate or methyl methacrylate, and is reacted with a catalyst in a conventional suspension or solution polymerization process to form a polyacrylonitrile plastic.Second The plastic is then spun into fibers using one of several different methods. In some methods, the plastic is mixed with certain chemicals and pumped finished tiny jets into a chemical bath or quench chamber where the plastic coagulates and solidifies into fibers. This is similar to the process used to form polyacrylic textile fibers. In other methods, the plastic mixture is heated and pumped through tiny jets into a chamber where the solvents evaporate, leaving a solid fiber. The spinning step is important because the internal atomic structur e of the fiber is formed during this process. three The fibers are then washed and stretched to the desired fiber diameter. The stretching helps align the molecules within the fiber and provide the basis for the formation of the tightly bonded carbon crystals after carbonization.3.2 StabilizingForth Before the fibers are carbonized, they need to be chemically altered to convert their linear atomic bonding to a more thermally stable ladder bonding. This is accomplished by heating the fibers in air to about 390-590 F (200-300 C) for 30-120 minutes. This causes the fibers to pick up oxygen molecules from the air and rearrange their atomic bonding pattern. The stabilizing chemical reactions are complex and involve several steps, some of which occur simultaneously. They also generate their own heat, which must be controlled to avoid overheating the fibers. Commercially, the stabilization process uses a variety of equipment and techniques. In some processes, the fibers are drawn through a series of heated chambers. In others, the fibers pass over hot rollers and through beds of loose materials held in suspension by a flow of hot air. Some processes use heated air mixed with certain gases that chemically accelerate the stabilization.3.3 CarbonizingFifth Once the fibers are stabilized, they are heated to a temperature of about 1,830-5,500 F (1,000-3,000 C) for several minutes in a furnace filled with a gas mixture that does not contain oxygen. The lack of oxygen prevents the fibers from burning in the very high temperatures. The gas pressure intimate the furnace is kept higher than the outside air pressure and the points where the fibers enter and exit the furnace are sealed to keep oxygen from entering. As the fibers are heated, they begin to leave out their non-carbon atoms, plus a few carbon atoms, in the form of various gases including water vapor, ammonia, carbon monoxide, carbon dioxide, hydrogen, nitrogen, and others. As the non-carbon atoms are expelled, the remaining carbon atoms form tightly bonded carbon crystals that are aligned more or less parallel to the long axis of the fiber. In some processes, two furnaces operating at two different temperatures are used to better control the rate de heating during carbonization.3.4 Treating the SurfaceSixth After carbonizing, the fibers have a surface that does not bond well with the epoxies and other materials used in composite materials. To give the fibers better bonding properties, their surface is slightly oxidized. The addition of oxygen atoms to the surface provides better chemical bonding properties and also etches and roughens the surface for better mechanical bonding properties. Oxidation can be achieved by immersing the fibers in various gases such as air, carbon dioxide, or ozone or in various liquids such as sodium hypochlorite or nitric acid. The fibers can also be coated electrolytically by making the fibers the positive terminal in a bath filled with various electrically condu ctive materials. The surface treatment process must be carefully controlled to avoid forming tiny surface defects, such as pits, which could cause fiber failure.3.5 SizingSeventh After the surface treatment, the fibers are coated to protect them from damage during winding or weaving. This process is called sizing. Coating materials are chosen to be compatible with the adhesive used to form composite materials. Typical diligence materials include epoxy, polyester, nylon, urethane, and others.Eight The coated fibers are wound onto cylinders called bobbins. The bobbins are loaded into a spinning machine and the fibers are twisted into ribbons of various sizes.3.6 Quality meetThe very small size of carbon fibers does not allow visual inspection as a quality control method. Instead, producing consistent precursor fibers and nearly controlling the manufacturing process used to turn them into carbon fibers controls the quality. Process variables such as time, temperature, gas flow, and chemical composition are closely monitored during each phase of the production.The carbon fibers, as well as the finished composite materials, are also subject to rigorous testing. Common fiber tests include density, strength, amount of sizing, and others. In 1990, the Suppliers of Advanced Composite Materials Association established standards for carbon fiber testing methods, which are now used throughout the industry.3.7 Health and Safety ConcernsThere are three areas of concern in the production and handling of carbon fibers dust inhalation, skin irritation, and the effect of fibers on electrical equipment.During processing, pieces of carbon fibers can break off and circulate in the air in the form of a fine dust. Industrial health studies have shown that, unlike some asbestos fibers, carbon fibers are too large to be a health hazard when inhaled. They can be an irritant, however, and people working in the area should wear protective masks.The carbon fibers can also cause skin irritation, especially on the back of hands and wrists. Protective clothing or the use of barrier skin creams is recommended for people in an area where carbon fiber dust is present. The sizing materials used to coat the fibers often contain chemicals that can cause severe skin reactions, which also requires protection.In addition to being strong, carbon fibers are also good conductors of electricity. As a result, carbon fiber dust can cause arcing and shorts in electrical equipment. If electrical equipment cannot be relocated from the area where carbon dust is present, the equipment is sealed in a cabinet or other enclosure.4.0 Fabrication Process of Driveshaft by using Polymer Matrix CompositeAccording to the project research that done by Alex Santiago from Texas AM University Kingsville, he has discussed the fabrication process of drive shaft by using polymer matrix composite which is carbon fiber as main material.As reference, the fabrication process by Alex has been taken for m e to discover the hand make drive shaft by using carbon fiber in real life. Thus, the following fabrication process is belonging to Alex from Texas University which is worth to be taken as references in this topic discussion.There are several things to consider when picking a fabrication method. Time is a major(ip) consideration. There is little time for fabrication, so the fabrication process has to be quick. The fiber has to be laid at specific tends to give the shaft certain characteristics. The weave patterns have to be tight and compact. Resin has to be applied evenly. The shaft has to be wound in a way such that the yokes can be easily attached. The easiest fabrication method for creating a hollow tube is filament winding. Filament winding is an automated process in which a filamentary yarn in the form of tow is besottedted by resin and uniformly and regularly wound about a rotating spike. The filament winder can be programmed to work specific and tightly wound patterns.T o create a composite part on the winder, a winding pattern is needed, along with a mandrel, mold release, fiber, resin and hardener, a way to apply even pressure to the part and a curing procedure. The wind patterns were determined by using Laminate Design software created by Dr. Larry Peel. After entering mechanical properties for the resin and tow, different wind angles and layers were tried in the Laminate Design software until the driveshaft had the desired characteristics. plank 1 gives the wind angle and its purpose.The tow, resin and hardener, and adhesive are the most critical elements of the shaft. Each structural component must be carefully selected so that the shaft has good mechanical properties. The tow which was used in the Laminate Design Software calculations was chosen because it is strong, light weight, and aerospace quality carbon fiber. Fiber used by the aerospace, although expensive, is rigorously quality controlled. It was obdurate that this fiber would be un iform, therefore giving the driveshaft uniform properties.The resin and hardener were chosen for several reasons. First, the resin is tough. The resin also has a high viscosity. High viscosity is desired because, with the wet winding process, is easier to control the amount of resin being applied to the tow. Wet winding will be discussed further in the process section. Another reason for choosing this resin is its elongation at break. At 6% elongation at break, it is known that the resin will not be too brittle and that the wound shaft will have some flex for absorbing the shock between shifting gears. Finally this resin was chosen because of its high pot life. After mixing the resin and hardener, there is a little over two hours before it begins to gel. This is enough time to wind the entire shaft before the resin sets up.The adhesive was chosen for a few reasons. Foremost, the adhesive also met the criteria for high tensile lap shear strength at room and elevated temperatures. At room temperature the adhesive has lap shear strength of 4,200 psi. At 250 F the lap shear strength is 2,300 psi. Also, the adhesive is aerospace grade, ensuring high quality.Table 1 Wind Angles4.1 mandrelsIn order to produce the mandrel of a driveshaft, several derivations should have gone through. Mandrels made of cardboard tubing and solid shafts were considered. These ideas were never fabricated because it would be hard to remove the mandrel from the wound tube. The resin would cause the cardboard mandrel to stick to the shaft making it impossible to remove. A solid shaft of steel or aluminum would be heavy, and expensive to create.4.1.1 Mandrel 1Firstly, it was decided to create a mandrel made of steel muffler tubing which was split with a plasma cutter into four parts along its length. The idea was to wind the shaft, let it cure, then dismantle the mandrel and remove the tube. Next, two pieces machined out of steel were created and attached to the muffler tubing which allows t he mandrel to be spun in the filament winder. One end is chucked into the winder the other end has a live center which spins on a center point. This mandrel did not work because the mandrel pieces could not be bolted to the machined ends in a way that they were square. This was due to the fact that the muffler tubing is cold rolled which means it is pre-stressed. Once the tubing was split into four pieces, each piece bowed.4.1.2 Mandrel 2A second mandrel was created using muffler tubing which was split into two pieces. This mandrel was square when bolted into place. To keep the tension of the fiber from displace the gap in the mandrel closed, three round, wooden pucks were evenly spaced through the center of the mandrel.The second mandrel was used to create a coif drive shaft. The pucks were evenly spaced through the center of the mandrel. Shrink wrap tape, which shrinks and applies pressure when heated, is wrapped around the mandrel over the areas where the pucks are. The tape ap plies pressure and keeps the pucks in an upright position as shown in Figure 6. Once the pucks were set in place, a few dry runs were made with no resin. One pass of each fiber angle was wound.Figure 6 Wooden Puck in MandrelOnce the winding began, it became obvious that there was not enough turn around room. When winding a composite part, there are four defined areas on the part. The entire part consists of the head, the turn around, the useable shaft, and the tail. The winding layout is shown in Figure 6. The wind angle is the angle the fiber makes with the center line of the mandrel. The 45 degree and 15 degree wind angles did not have enough friction to stick to the mandrel in the turnaround areas. The fiber began to slip and bunch up, causing misalignment in the pattern.Figure 6 Winding LayoutThis created a new problem. To keep the fiber from slipping, the turnaround area needed to be lengthened. The mandrel at its current length just fits in the curing oven, making it impossibl e to lengthen the mandrel. To alleviate this problem, two pieces of pipe, about one foot long each, were threaded into the ends of the machined pieces as shown in Figure 7. Adding the extensions made more turn around area. These threaded pieces can be removed once the shaft is wound and the resin sets up. When the extensions are removed the mandrel can easily be placed in the oven to finish curing.Figure 7 Mandrel ExtensionsThe wind patterns were tested again with the extended turn around room. The extensions and the change in diameter kept the fiber from slipping, and allowed for full uniform coverage by the fiber. The test patterns were removed, and resin and hardener were mixed and poured into the resin bath to start a practice shaft. The resin bath applies resin to the fiber before it is wound about the mandrel. The resin bath can be seen in Figure 8. A practice shaft was wound using the setup shown in Table 2. A practice shaft was wound for a few reasons. The practice shaft all owed testing of the wind patterns with the resin and the fiber together. Curing temperature and time could be observed. Dismantling the shaft can be attempted, and the shaft can be inspected for proper resin wet out, roundness, and overall strength.Table 2 Practice Shaft Wind Pattern SetupFigure 8 Resin BathThis was a very difficult process. First, the material that wrapped over the end caps had to be cut back in order to expose the bolts holding it to the mandrel. Once this was accomplished we began removing the bolts. Resin had seeped into the threads of some of the bolts causing them to stick. The head of one bolt was twisted off trying to get it out. This bolt was machined out. Once the caps were removed the shaft did not collapse as expected. The gap were the mandrel had been split had filled in with resin. A tubing cutter was used to cut the shaft into sections and then it was split in half with a band saw. A 2 foot piece was spared and slid off the shaft. The ridge left insid e the shaft was 0.125 inches deep. This created a stress riser pipe that severely reduced the integrity of the shaft. It was obvious that this mandrel was not going to work.4.1.3 Mandrels 3Improving upon the mistakes on the previous mandrels, a new, one piece, mandrel was made from aluminum tubing. The tubing maintained a 2.75 inch OD and was readily available. A 16 gauge 2.75 OD tube was purchased. The tubing is normally made for turbo charger inlet ducting. A test piece was cut from the tube to be used for testing. The test piece was wet sanded with 2000 grit sandpaper. A silicone mold release compound was applied to the test shaft. 90 test patterns were wound onto the piece and cured at 250F for 15 hours.We used a higher curing temperature in order to expand the aluminum mandrel while compacting the fiber. After curing was complete, we then placed the test mandrel in the deep freeze that was 20F in order to shrink the aluminum tube. The test mandrel was removed from the freezer. The tube was impacted onto a block of wood while holding the fiber. The mandrel came out with no difficulty. This test was successful.The third mandrel was fitted to the end caps. The end caps were then bolted to the mandrel. Figure 9 shows the net mandrel.Figure 9 Final Mandrel of Driveshaft5.0 ConclusionAs conclusion, the potential for carbon fibre composites (one type of polymer matrix composite) in automotive drive shafts as a means of achieving substantial weight reduction has long been recognized and has been demonstrated in small volume since 1988.Finally, I think that polymer matrix composites is the most suitable materials which can applied in driveline application and engineers should find cost effective applications on it to bring this applications to fruitful use in future.

Communicating within the Learning Disabilities | Reflection

Communicating within the Learning Disabilities Reflection

Stonehenge Essays -- British History, Neolithic People

One of the most mysterious places in the world, Located in Wiltshire, England in a wide open grassy field sits Stonehenge a deck circle of randomly placed rocks. Sometime around 1300 BC the first stage of construction began, mevery experts argue the contrary clock of when Stonehenge was constructed (Historykings, 2011). The most contentious thing about Stonehenge is its use. There are many thoughts of what Stonehenge was apply for, some thoughts whitethorn be based on their religious and spatial beliefs. That Stonehenge was used for different reasons, depending on their religious beliefs they may have different views. Alien landing place or a burial ground? Could Stonehenge have been used as either of these or was it astronomical calendar for people of ancient times. Till this day many scientist still do not know exactly what Stonehenge was used for. After a lot of research scientist found evidence that Stonehenge was built in six different stages (Historykings, 2011). Stonehe nge was abandon for nearly five hundred geezerhood or more in between each different stage of building. Stage one of Stonehenge began in 3000 BC and the completion was in 1520 BC, however its still changing ever day (Hayes, 2011). Stage one of Stonehenge was built by native Neolithic people way before any current things could have been used to help moving these huge bluestones. The Neolithic people dug a circle three-hundred feet in diameter these ditches were known as Aubrey holes. These holes were observe in 1666 by a man named John Aubrey. Scientist found evidence that the Aubrey holes that were dug the ditch with deer antlers which were found in the ditches as well as very old cow remains that are centuries old. The Aubrey holes were twenty f... ...from weathering however no construction has been done to it. Some bluestone has likewise been taken during the medieval times by the Romans. During the 16th century George Villagers dug a lard deep hole within Ston ehenge looking for treasure. However he didnt find any treasure but he found ashes and pieces of burn bone. Also many stones now have holes drilled in them from the river side project conducting test on the rocks. Recent evidence found shows that the ditches or Aubrey holes dug were filled with wooden post that help welsh blue stones that were part of the cremation process. Riverside project also found the area around the holes and the circular bank contained one hundred fifty to two hundred forty cremation remains. These remains found closer to the Stonehenge may have been people of higher social status feeling that they were to be closer to the monument.

Friends of Scouting :: essays research papers

Friends of Scouting, Ladies and Gentlemen, and Eagle Scouts...I would like to start by saying there are no more outstanding batch in this room than the devil young men we honor here. If there were a Congressman, a United States senator, a governor, or even a principal executive officer of a FORTUNE 500 company here today, there would be no one in the room more important than our new Eagle Scouts. They are among the most important people in America.These two new Eagle Scouts are the worthiest members of the greatest youth organization on earth, The Boy Scouts of America. While non alone in serving the fatalitys of children and youth, the BSA is almost the oldest and certainly the most successful.Tonight, you young men join the two percent of all Scouts who have achieved this highest and most noble goal. It is true. Of the millions of boys who have joined the Boy Scouts of America since 1910 (over the past 94 years) only TWO out of each 100 has became an Eagle Scout. By achievi ng the rank of Eagle Scout, each of you has proven to yourself, to your community, to your state, to your country and even to the World that you are Can Do, Will Try person. Id like to quote, the words of Marian Wright Edelman - from her book The Measure of Our Success A letter to My Children and Yours."We need to teach our children--by example--not to be lazy, to do their homework, to pay management to detail, to take care and pride in work, to be reliable, and not to wobble and jerk through life. Each of us must take the initiative to farm our opportunities, not waiting around for favors. We must not assume a door is closed but must push on it. We must not assume if it was closed yesterday that its closed today.""Set goals and work quietly and systematically toward them. We must all resist quick-fix, simplistic answers and easy gains, which often fell just as quickly as they come.""Assign yourself. Dont wait around for your boss, your friends or your parents to direct you to do what you are able to figure out and do for yourself. Dont do just as little as you can to get by.""Be a can do, will try" person.As our newest Eagle Scouts, you need to understand that the happiness in a persons life is directly proportionate to that persons commitment to Excellence, regardless of the persons position in life.

Supernatural Aspects of the Characters and Settings in Macbeth Essays

Supernatural Aspects of the Characters and Settings in Macbeth The supernatural has always intrigued mankind. People gather around to hear ghost stories and see please medallions. Shakespeare realized peoples fascination with the supernatural and used it in many of his tragedies. Macbeth is one of William Shakespeares tragedies about a man, Macbeth, who wishes to become king of Scotland after being told, by one-third witches, that his destiny is to rule Scotland. Macbeths ambition overtakes him so much that he goes on a killing spree. Macbeth ends up killing the king, Duncan his friend, Banquo and rival, Macduff in his pursuit of procuring the crown and memory it. In the end, richesousness does triumph over evil, but not without interactions between the characters and the supernatural. Most of the characters are somehow connected to the supernatural, either by choice or by fate. In Macbeth, Shakespeare uses an underlying motif of the supernatural to control the characters and ad d a new dimension to the play. The motif of faint versus murky is the most prominent etymon throughout Macbeth. The opening scene is dark and desolate with Thunder and lightning and An open place in the stage directions. The thunder and lightning conveys a sense of darkness with an come on storm. The open place shows that the witches prefer to meet in a place free from society where no one can eaves drop on them. The light of day before Macbeths final battle is the major factor that predicts its outcome (Watson 144). Siward states, The day almost itself professes yours, / And little is to do (V. vii. 27-28). Because the battle is fought on a fair day, Macduffs powers are strengthened by the light, and Macbeths pow... ...tson, Robert. Thriftless Ambition Foolish Wishes, and the Tragedy of Macbeth. Modern Critical Interpretations Macbeth. Ed. Harold Bloom. New York. Chelsea House Publishers, 1987. 133-168. Supernatural Aspects of the Characters and Settings in Macbeth Thesis In Macbeth, Shakespeare uses an underlying motif of the supernatural to control the characters and add a new dimension to the play. I. Light vs. Dark A. Scenes 1. Opening 2. Closing B. Lady Macbeth 1. Starts as dark 2. Ends as light II. Sleeplessness A. Sleeplessness is sign of doom 1. Macbeth 2. The sailor B. Witches control sleep 1. The sailor 2. Lady Macbeth III. Heaven vs. Hell A. Inverness is hell 1. excoriate 2. Duncans murder B. Duncan and Macduff are related to heaven 1. Gods servant 2. No faults

Girlfight and Pumping Iron II :: Film Movies

Girlfight and Pumping Iron II Our society tends to define masculinity and femininity according to rigid gender norms that argon learned at young ages. These norms are apparent in language, perceptions, behaviors and pastimes. Since sport is considered a great American pastime, it is a popular realm for the separation of the sexes and the institution of socially defined proper roles for women and men. Sports like bodybuilding and package have come to be viewed as masculine because they involve conventionally masculine traits such(prenominal)(prenominal) as strength and aggression. In contrast, sports such as gymnastics and ice-skating have come to be viewed as feminine because they involve conventionally feminine traits such as charm and grace. Thru documenting the lives of female athletes competing in non-traditional sports for their sex, the movies Girlfight and Pumping Iron II reveal certain social and cultural costs and benefits of gender norm defiance. Girlfight portrays the s port of boxing as the savior for a confused, misunderstood and quite angry teenager who is spiraling down a path of self-destruction. Diana Guzman, the protagonist of the movie, finds discipline, self-respect, balance and love in the most unexpected of places- the boxing ring. By competing, and eventually succeeding in a sport that is not generally a welcome endeavor for females, Diana is adequate to(p) to transcend the bitter world outside the boxing ring and feel senses of acceptance, empowerment, pride, confidence, self-fulfillment and accomplishment. Her unconventional success is a form of communication. She shows young women and men everywhere that it is okay to hit or throw, like a girl, and that beauty can come in many different forms. The same is true for Rachel McLish, Carla Dunlap, Lori Bowen and Bev Francis, the bodybuilders in Pumping Iron II. Their small victories in the gym and on the stage become larger victories in the fight for gender equality. Their biceps bulge out of their bikinis and cry, We can do it too Diana, Rachel, Carla, Lori and Bev serve as strong and powerful feminist role models who believe in themselves and their bodies, defy patriarchy and create rights of passages. However, these females roads to success are not paved with gold. Diana runs into many macho traditionalists who believe that equality is crap and that her energies should be spent elsewhere. Her trainer initially doubts and underestimates her, telling her that, It is not right. Its dangerous.