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What is Design ?
As many definitions as many there are designs because process of design is such a common human experience As per Websters Dictionary
the essential fact that to design is to create something that has never been
Engineering Designer, artist, sculptor, a composer, a playwright and other creative members practice design by this definition Professional practice of Engineering is concerned with Design
o Invention
Design may or may not involve invention as some are truly inventive but most are not
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Conclusion
Engineering Design extends beyond the boundaries of Science As Design Engineer during professional career you may have the opportunity
o To create dozens of designs o Have satisfaction of seeing them become working reality
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DESIGN PROCESS
Product Design
Consumer goods Appliances, missiles, jets, planes
Impact of Design
Decision made in the design process: Costs are very little in terms of the overall product cost but have a major effect on the cost of the product Quality can not be built into a product unless it is designed into it Design process should be conducted so as to develop, quality cost competitive products in the shortest time possible
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Problem Definition
Gathering Information
Evaluation of alternatives
Communication of Results
PROBLEM DEFINITION (CH-2) Most critical step True problem is not always as it seems at first glance As this step takes a very small time so often overlooked Formulation starts by writing down problem statement Should include o Objectives o Goals o Current state of affairs and the desired state o Any constraints placed on solution of the problem o Definition of any special technical terms
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GATHERING INFORMATION (CH-4) Most frustrating Problem may be of in the area not related to your previous background or single reference mat not be available related to subject You may get a mountain of reports of previous work So whatever the situation, the immediate action is to identify needed pieces of information and find or develop that information Questions concerned with obtaining information o What do I need to find out? o Where can I find it and how can I get it? o How credible and accurate is the information? o How should the information be interpreted for my specific need? o When do I have enough information? o What decisions result from the information? GENERATION OF ALTERNATIVE SOLUTIONS (Ch-5) It is vital to a successful design Involves o Use of creativity o Application of physical principles and qualitative reasoning o Ability to find and use information EVALUATION OF ALTERNATIVES (Ch-5, 12, 14) Selecting systematically the best among several designs, often in the face of incomplete information Evaluation basis involve o Engineering analysis (about service performance) o Cost estimation (cost comparison) o Design for manufacture (life cycle) o Simulation and simulated service testing o Experimental testing of full sized prototypes COMMUNICATION OF RESULTS (Ch-17) Purpose of design is to satisfy the needs of a customer or client Final design must be communicated properly Communication is usually oral or in written design report form A per recent survey design engineers spend o 60% time in discussing designs and preparing written documentation of designs o 40% time in analyzing design and doing designs Deliverables: detailed engineering drawings, computer programs, working models Not only one time occurrence but a continual oral and written dialogue
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Function Project
Functional Organization
Each individual has only one boss All reports to single vice president Economics of scale, deep expertise develop, clear career paths for specialists Organizational links are between people of similar functions Interactions are forced at level of unit manager Acceptable for a business with a narrow and slowly changing set of product line Can be a problem for a dynamic product situation
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Project Organization
People with different functional expertise are grouped together for product development (development team) Each development group reports to a project manager (Overall responsible) Chief advantage is that it focuses the needed specialty talents on attainment of goals of the project Often project organization is time limited People are reassigned back to the functional units after the goal is achieved Disadvantages of Project Organization Experts tend to9 loose their cutting edge functional capabilities with such intense focus on project goal Less economical than functional organization Very common in start up companies where indeed company project are synonymous Large corporations establish project organization for large critical projects
Matrix Organization
Combines the advantages of both functional and project organizations Each person is linked according to the function and project they work on Each individual has two supervisors ( Functional manager &Project manager) One always is predominates
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In this functional links are stronger than project links so called functional organizations Works well in stable business environment where product pre-dominates in market due to technical excellence Project Manager Functional Manager Responsible for Budget Personnel matters Performance evaluation
Has the advantage in introducing radically new products, especially where speed is important Project Manager Functional Manager Although each person belongs to functional unit but has little authority and control
Has complete budgetary authorities Make most of the resource allocation decisions Plays a strong role for personal evaluation
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CONCURRENT ENGINEERING
Conventional Engineering (Serial Design Process)
All functions carried out serially in distinct and separate departments with little interaction between them Easy to see how design teams will make decisions Cost for serial design process is high (large percentage cast is committed at conceptual and embodiment stage when changes become necessary) Actual process is more in the nature of spiral
Shortens product development time Improves quality Reduces product life cycle costs Main objective: to bring in as many view points and talents at Design Phase so that decisions will be valid for downstream parts of product development cycle like mnfg & field service
Cross-functional teams
It is a heavy weight project organization used most frequently with Concurrent Engineering Skills from functional areas embedded in design teams provide quick and easy decision making communication with functional units Must be approved by the managers of the functional units with decision making authorities Functional units and cross-functional teams must build mutual respect and understanding for each others needs, requirements and responsibilities
Refers to each functional area Implementing their aspect of design at the earliest possible time roughly in parallel All groups provide input to the development of product design specifications Nearly continuous communication between functional units and design teams is necessary Decidedly different from the old practice
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Vendor Partenering
It is a form of parallel engineering Technical expertise of vendor for certain components is employed as an integral member of cross-functional design teams In conventional process vendors are selected by a bidding process after the design has been finalized In CE, key vendors, known for proficient technology, reliable delivery and reasonable costs are selected only in design process before parts have been designed So a strategic partnership is developed It reduces the amount of part design that must be done in house Integrates vendors manufacturing expertise into the design Ensures a degree of allegiance and cooperation that should minimize the time for receipt of parts
Engineers were the first professional group to use computer FORTRAN (first high level language) Drafting automation, 3-D Solid modeling, conversion to 2-D engineering drawings, FEA, design optimization, simulation, rapid prototyping and CAM, Interaction between CADCAM Data base management system (DBMS), spread sheet software, MathCAD, MatLab, Mathmatica, Maple etc
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STANDARD A general agreed upon set of procedures, criteria, dimensions, materials and parts
Tell the engineer what to do and when under what circumstances to so it Usually are legal requirements, e.g. building code, fire code etc. Often incorporate national standards into them by reference
Tell engineer how to do it Usually regarded as recommendations, that do not have force of law This way standards become legally enforceable
PERSPECTIVE/SPECIFICATION CODE
Stated in terms of specific requirements i.e. expected to be achieved However methods to achieve results is not specified
States requirements in terms of specific details in specific situations Leaves no discretion to the designer
TEST METHOD STANDARDS For measurement of properties e.g. Yield strength, thermal conductivity, sensitivity etc.
CODE OF PRACTICE Provides detailed design methods for a repetitive technical problem e.g. design of piping, heat exchanger Pressure vessel etc. ASME, BS (PD)
Published products
for
many
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STANDARDS PREPARATION
1. Often prepared by individual companies for their own proprietary use e.g. dimensions, tolerances, forms, processes etc. 2. By group of companies of the same industrial sector (Sponsored by Industry Trade Association) AISC, ANSI, ISO etc. 3. Government Specification Standards, as Govt. is the purchaser of large number of goods and services 4. Defense Product Standards
ADVANTAGES OF STANDARDS
Standards play an important role for Protecting public Providing firm basis for negotiation and better understanding between buyer and seller Reducing cost of design of products stock (standardized components and tools etc) One of the main Goal of Engineering Design Process In new designs, 20% components are new, 40% are existing with minor modifications and 40% are reused without modifications
CAE plays an important role in design standardization Group Technology Provides formal way of recognizing and exploiting similarities in design (shape, manufacturing process) Coding and classification systems used to identify similarities Computerized GT database provides quick methodology (so duplication avoided) Provides standardization for creating parts and part features Due to feed back of manufacturing costs, high cost design features are avoided CADCAM Interfacing and communication between various computer devices and manufacturing machines National institute of standards technology provided Initial graphics Exchange Specifications (IGES) and Product Data Exchange Specification (PDES) IGES and PDES represent a Neutral Data Format for transferring geometric data between equipment from different CAD systems
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DESIGN REVIEW
Vital aspect of Design Process Provides an opportunity for specialists from different disciplines to interact between generalists to ask critical questions and exchange of vital information Provides a systematic method for identifying Problems with design Aids in determining possible courses of action Initiates action to correct the problem areas Design review teams consist of representatives from Design, manufacturing, marketing, purchasing, quality control, reliability engineering and field service Chairman (Project manager/Chief Engineer) of Design Review should Have broad technical and products knowledge Have not direct responsibility for design under review Design Reviews should be held from 3~6 times in the life of the project Minimum review schedule consists of Conceptual Reviews (greater impact on design, changes can be made at this stage at lower costs) Interim Reviews (When embodiment design is finalized, product architecture, subsystems and performance characteristics are established) Final Reviews (At the completion of detailed design and establishes whether the design is ready for transfer to manufacture)
Two Aspects of Design Review concerned with Elements of design itself (Product Design Specification PDS) concerned with Business of the product Product Design Specification (PDS) Essence of Technical Review of design is to compare the finding against detailed PDS A detailed document that describes what design must be in terms of performance requirements, environment in which it must operate, product life, cost, reliability and host of other design requirements Basic reference document for both product design and design review Business Aspect Concerned with tracking the cost incurred in the project, design effect on marketing and sale, maintaining time schedule Review determines what changes in sources, people and money are required to produce appropriate business outcome
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RE-DESIGN
A common situation in Design Process As a result of Design Review Details of design are changed many times as prototypes are developed and tested
Categories of Re-design Fixes Design modification required due to less than acceptable performance once the product has been introduced into the market place Updates Usually planned as part of the products life cycle before the product is introduced to the market An update may add capacity and improve performance or incorporate its appearance to keep it competitive
Most common situation in re-design is the modification of an existing product to meet new requirements e.g. banning of the use of fluorinated hydrocarbon refrigerants because of Ozone-hole problem, required the extensive re-design of refrigeration system Often re-design results from the failure of the product in service
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Each product goes through cycle from Birth, into an initial growth stage, into a relatively stable period, and finally into a declining state that eventually ends in the death of the product Birth Stage Initial Growth Stage Mature stage Decline stage
Introductory stage: Product is new, consumer acceptance is low, so sales are low, rate of product change is rapid as management tries to maximize its performance or uniqueness Growth Stage: Knowledge of the product and its capabilities reaches to growing number of customers Maturity Stage: Product is widely accepted, sales are stable, grow at the same rate. o Products at this stage experience considerable competition o Great emphasis is on reducing the cost of a mature product When product reaches at this stage, attempts should be rejuvinate it by incremental innovation or development of still new applications Decline Stage: At some stage each product enters in this stage o Sales decreasebecasue a new better product is in the market to fulfil the same societal needs
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