SKU: 85390726333

ATS Diesel 303-901-2380 68Rfe Performance Valve Body Fits 2012-2018 6.7L Cummins With Solenoid Pack

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Description

ATS Diesel 303-901-2380 68Rfe Performance Valve Body Fits 2012-2018 6.7L Cummins With Solenoid PackThe valve body is considered the nervous system of the transmission; the valve body is responsible for converting the electrical signals from the TCM into hydraulic actions. The 68 RFE uses a non synchronous, clutch to clutch design. This means that the shifts from gear to gear must be timed perfectly thereby releasing and applying a friction clutch to achieve an flawless shift. Because of the sensitivity of the hydraulic circuits, we heavily modified

The valve body is considered the nervous system of the transmission; the valve body is responsible for converting the electrical signals from the TCM into hydraulic actions. The 68-RFE uses a non-synchronous, clutch-to-clutch design. This means that the shifts from gear to gear must be timed perfectly thereby releasing and applying a friction clutch to achieve an flawless shift.

Because of the sensitivity of the hydraulic circuits, we heavily modified many areas of the valve body. Hydraulic oil flow is ported to certain clutch packs where additional pressure is needed. The accumulator piston seals have been redesigned to ensure hydraulic pressure integrity. The accumulator plate is made of high-grade material to compensate for the additional pressure that the accumulator pistons and springs exert during heavy power situations.

Also, the ATS 68-RFE valve body can be installed in a stock transmission for increased transmission capacity. When our performance valve body is installed in a good stock transmission you can expect the transmission to hold on average an additional 100HP. When the valve body is installed with the addition of the ATS Co-Pilot transmission controller your stock transmission will hold power levels of 200HP over stock.

Understanding what our performance valve body does vs our Co-Pilot does can be confusing so this is a brief description. The valve body allows for increased pressure to the clutch packs which provides for higher transmission power capacity. That being said the valve body must be commanded by the TCM to be able to produce the higher line pressure.

The TCM presents a problem, the TCM does not have the ability to command the line pressure that the transmission needs to be able to hold the higher HP levels. If the Co-Pilot is installed on a stock valve body then the stock valve body does not have the ability to produce or handle the higher line pressure that is being commanded.

Because of these two issues you only get partial line pressure gains when only the performance valve body or the Co-Pilot is installed separately. Because of the complexity of the 68-RFE electrical and hydraulic system in order to get the full effect of the valve body the Co-Pilot should be installed in addition to the valve body.
Features:

  • ATS 68RFE Performance Valve Body Assembly with Upgraded OEM Cast Channel Plate
  • With Solenoid Pack
  • Transmission Model: 68RFE
  • Engine Manufacturer: Cummins
  • Fits: 2012-2018 RAM
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SKU: 85390726333

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4.8 ★★★★★
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Michael Stephens
Lexington, US
★★★★★ 4
Good but not as good
Format: Kindle
Freedom From Fear #1 was one of the most interesting and informational books I've ever read. Part Two was interesting but I did not learn much more about the war than I had known before other than the fact that, while Japan lost the war, Anglo-Saxons are no longer in control in the Far East. I somewhat disagree with his ending ideas about the "good" war, that it wasn't so "good" after all in it's outcome. However, those who fought in it and their families would probably disagree.
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Reviewed in the United States on May 22, 2014
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Peter Sorenson
Draper, US
★★★★★ 5
The Innovator's DNA - Disruptive Research - Disruptive Writing
A Politically Correct Status Quo It is politically correct in management circles to say that you are "results oriented" or that you "drive for results" in your organization. The status quo in business schools is to indoctrinate students in the delivery skills of analyzing, planning, detail-oriented implementing, and disciplined executing. This book and the research upon which it is based disrupts that politically correct status quo. Clayton Christensen has spent close to two decades creating the research, conceptual, and application foundation of the disruptive innovation body of knowledge. He has been working for more than 8 years with Jeff Dyer and Hal Gregersen, both gifted researchers, teachers, and consultants in their own right, on this project. These guys are a disruptive "dream team" of contributors. This book articulates an extension of the disruptive innovation body of knowledge that clearly describes an individual profile of the disruptive innovator and an organizational profile of an organization that makes disruptive innovation happen. So what makes this book disruptive? The first thing is timing. It arrives on the scene at a time when innovation is one of the most critical components of a solution to our global financial and organizational mess. If we are to get out of our morass of debt and sluggish growth and respond to the continually emerging challenges of a burgeoning global society it will ride on the backs and wings of innovation. The status quo must be disrupted for us to survive and thrive! Second is the audacity of the core models. The authors claim that innovation can be learned at both the individual and organizational level. Individuals can increase their ability to discover (Discovery Quotient - DQ) and learn to be more innovative. They cite the four specific behavioral skills of asking questions, engaging in observations, networking with people who have a different point of view, and experimenting to figure out what can work as the common elements of what innovators do. They also identify the cognitive skill of associational thinking, the ability to find connections between ideas that do not seem to be related to each other, as the connection between the behavioral skills and the generation of ideas. They extend their claim that the innovation competency can be learned to the organizational domain by saying that organizations can become more innovative through developing and leading people, designing and implementing processes, and advocating and living by philosophies that support innovation. These two arguments stand in stark contrast to the beliefs and practices of a vast majority of leaders and institutions. (For a diagram of the Model see [...]) 'And all of this is built upon the third source of disruption: research. Their work is based on well-founded research into the "DNA" of the world's leading innovators and the world's most innovative organizations. The authors conducted nearly 100 interviews of world class innovators and their colleagues to get at the heart of what innovators do. They also interviewed and surveyed executives who are not innovators. (Their survey data base has over 5000 respondents in it.) So they have been able to compare and contrast the two populations to more clearly see what it takes to effectively innovate. They have also done research on business results attributable to innovation. Collaborating with HOLT (a division of Credit Suisse) they were able to craft a measurement called the "innovation premium." This measure identifies if an organization's market capitalization can be accounted for by existing cash flows or if there is an innovation influence on the stock price. By using this measure, they have been able to clearly and objectively identify which organizations are benefiting from innovation. Yet to Explore The tension in the balance of influence and power between the leaders with predominantly "Discovery" or "Delivery" mindsets is an area that has yet to be explored. If the premises of this book are sound, and I believe they are, we need to figure out how to manage that tension and balance in order to generate, incubate, and strengthen innovative ideas as we bring them to full fruition in the marketplace. Great ideas that are not delivered upon are simply recreational pursuits that do not build great people, great institutions, and great societies. So there is work yet to do. Invest Your Time and Effort This book makes a significant contribution to both the disruptive innovation body of knowledge and the evolving body of practice on innovating disruptively. It is well worth reading, pondering, and acting upon.
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Reviewed in the United States on August 18, 2011
A
Verified Purchase
Amazon Customer
Bozeman, US
★★★★★ 5
Inspiring and well-written
This is a very interesting book written by some Harvard profs. They did a large national survey of innovative businesses and their leaders. The book posits that innovative people follow five skills: associating, questioning, observing, networking, and experimenting. These skills can be found at the individual or organizational level. The idea is that most people have these skills in their DNA and can bring them out with some practice. There are a lot of interesting and inspiring examples like Steve Jobs and Jeff Bezos. Although this book seems like a self-help type book with a lot of hype, it has an academic underpinning. Any organization that is interested in promoting innovation could benefit from encouraging these 5 skills. If you are interested in innovation or creativity in business or any organization that produces something, you will like this book. The books is a little distracting to read because it has sidebars all through it giving interesting examples that break up reading concentration. Aside from that, it is a well-written book that is easy and enjoyable to read. I enjoyed the book greatly and found it to be inspiring.
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Reviewed in the United States on December 5, 2015
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Stephen Collins
Grantham, US
★★★★★ 4
Great read and research. But what about daily application for regular people?
The research piece behind this book might be the next thing I read, as I'm intrigued by the academic rigor applied. The reveal and living examples of the five skills - questioning, networking, experimenting, observing and associating - are tangible and approachable given their articulation through well-known and highly visible entrepreneurs running innovative companies. There's much to be gleaned by looking at the way these people behave and, even through simple emulation, enhancing one's own skills. My only real disappointment with the book is its limited approach to practical, daily application for those not yet at the top of the tree. It's rather a different kettle of fish for the innovation-minded, but stuck in bureaucracy, worker who wants to make things better, is still motivated, and hasn't been crushed by the machine. How does that person actively innovate? And, in some cases, get away with it? This book (or an accompanying volume) focussing on daily, in-work, innovation would be useful.
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Reviewed in the United States on May 23, 2013
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Verified Purchase
Annette
Draper, US
★★★★★ 5
A Favorite Book on Innovation
Format: Hardcover
Very well written and enough stories to help the true content stick. This is a favorite book of mine and has lead to interesting conversations to boot.
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Reviewed in the United States on September 29, 2025

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