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The document discusses the engineering design process and teamwork. It describes the typical steps in the engineering design process as recognizing needs, problem definition, research, conceptualization, synthesis, evaluation, optimization, and presentation. It also discusses important aspects of effective teamwork such as clear goals, complementary skills, good leadership, open communication, and priority of team needs over individual needs. Conflict resolution approaches like collaboration and listening are emphasized for resolving issues within engineering design teams.
The document discusses the engineering design process and teamwork. It describes the typical steps in the engineering design process as recognizing needs, problem definition, research, conceptualization, synthesis, evaluation, optimization, and presentation. It also discusses important aspects of effective teamwork such as clear goals, complementary skills, good leadership, open communication, and priority of team needs over individual needs. Conflict resolution approaches like collaboration and listening are emphasized for resolving issues within engineering design teams.
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The document discusses the engineering design process and teamwork. It describes the typical steps in the engineering design process as recognizing needs, problem definition, research, conceptualization, synthesis, evaluation, optimization, and presentation. It also discusses important aspects of effective teamwork such as clear goals, complementary skills, good leadership, open communication, and priority of team needs over individual needs. Conflict resolution approaches like collaboration and listening are emphasized for resolving issues within engineering design teams.
Droits d'auteur :
Attribution Non-Commercial (BY-NC)
Formats disponibles
Téléchargez comme PDF, TXT ou lisez en ligne sur Scribd
Lnglneers apply physlcal laws, chemlcal laws and prlnclples, and maLhemaucs Lo deslgn mllllons of producLs and servlces LhaL we use ln our everyday llves. 1here are elghL baslc sLeps consuLuung Lhe deslgn process regardless of Lhe background of Lhe englneer and Lhe sysLem Lo be deslgned. Lnglneerlng ueslgn rocess 8ecognlzlng Lhe need for a producL or a servlce. Lnglneerlng ueslgn rocess roblem denluon and undersLandlng MosL lmporLanL sLep Ask many quesuons roblem musL be well-dened See Lhe le problem.pdf Lnglneerlng ueslgn rocess 8esearch and preparauon uo noL relnvenL Lhe wheel Lnglneerlng ueslgn rocess ConcepLuallzauon CeneraLe some ldeas or concepLs LhaL could oer reasonable soluuons. uo noL perform any deLalled analysls yeL. Lnglneerlng ueslgn rocess SynLhesls 8egln Lo conslder deLalls erform calculauons, run compuLer models, make declslons. Lnglneerlng ueslgn rocess Lvaluauon 8esL soluuon musL be ldenued among alLernauves. 8un compuLer slmulauons, make experlmenLs. Lnglneerlng ueslgn rocess Cpumlzauon lnlual ueslgn erform Analysls LvaluaLe 8esulLs of Analysls Can 1he ueslgn be lmproved? Modlfy ueslgn llnal ueslgn Lnglneerlng ueslgn rocess resenLauon 8oss, colleagues, cusLomer Cral wrluen CharLs, reporLs, drawlngs 1eamwork A deslgn Leam ls a group of lndlvlduals wlLh complemenLary experuse, problem solvlng skllls, and LalenL who are worklng LogeLher Lo solve a problem or achleve a common goal. A good Leam ls one LhaL geLs Lhe besL ouL of each oLher. 1he lndlvlduals maklng up a good Leam know when Lo compromlse for Lhe good of Lhe Leam and lLs common goal. Communlcauon ls an essenual parL of a successful Leamwork. 1eamwork Common LralLs of good Leams: 1he pro[ecL asslgned Lo a Leam musL have clear and reallsuc goals. 1hese goals musL be undersLood and accepLed by all Leam members. 1eamwork Common LralLs of good Leams: 1he Leam should be made up of lndlvlduals wlLh complemenLary experuse, problem solvlng skllls, background, and LalenL. 1eamwork Common LralLs of good Leams: 1he Leam musL have a good leader 1eamwork Common LralLs of good Leams: 1he Leam leadershlp and Lhe envlronmenL ln whlch dlscusslons Lake place should promoLe openness, respecL, and honesLy. 1eamwork Common LralLs of good Leams: 1eam needs and goals should come before lndlvldual needs and goals. 1eamwork A good Leam has An organlzer. 1hls person ls LrusLed by Lhe members of Lhe Leam and serves as Lhe coordlnaLor of Lhe pro[ecL. Pe/she does noL have Lo be Lhe mosL creauve or Lhe smarLesL member. Powever, he/she should be good aL clarlfylng goals and advanclng declslon maklng. Pe/she should be experlenced and condenL. 1eamwork A good Leam has A creaLor. 1hls person ls good aL comlng up wlLh new ldeas and sharlng Lhem wlLh oLher Leam members. 1eamwork A good Leam has A gaLherer. 1hls person ls enLhuslasuc and good aL obLalnlng Lhlngs, looklng for posslblllues, and developlng conLacLs. 1eamwork A good Leam has A mouvaLor: Pe/she ls energeuc, condenL, and ouLgolng. 1he mouvaLor ls good aL ndlng ways around obsLacles. 1eamwork A good Leam has An evaluaLor. Pe/she ls lnLelllgenL and capable of undersLandlng Lhe scope of Lhe pro[ecL. 1he evaluaLor ls also good aL [udglng Lhe ouLcomes correcLly. 1eamwork A good Leam has A Leam worker who Lrles Lo geL everyone LogeLher because he/she does noL llke frlcuon or problems among Leam workers. A solver who can Lurn concepLs lnLo pracucal soluuons A nlsher who can be counLed on Lo nlsh hls/her asslgned Lasks on ume. ConlcL 8esoluuon When a group of people work LogeLher, conlcLs arlse. 1hese could be because of mlscommunlcauon, personallLy dlerences, or lnLerpreLauon dlerences. ln Loday's muludlsclpllnary, mulu-locauon, mulu-nauonal Leams, Lhls ls even more of an lssue. ConlcL 8esoluuon Accommodaung Leam members are hlghly cooperauve buL Lhelr low asseruveness could resulL ln poor Leam declslons. ConlcL 8esoluuon Compromlslng Leam members moderaLe asseruveness and cooperauon. Powever, compromlsed soluuons should be consldered as a lasL resorL. ConlcL 8esoluuon A beuer approach ls collaborauve conlcL resoluuon. no nger polnung or blamlng. 1he Leam works LogeLher Lo solve Lhe problem. Cood communlcauon ls essenual. Palf of good communlcauon ls llsLenlng. Cood llsLeners do noL lnLerrupL, Lhey allow Lhe speaker Lo feel aL ease. 1hey do noL geL angry or crluclze. 1hey may ask relevanL quesuons Lo leL Lhe speaker know LhaL Lhey are llsLenlng. ro[ecL Schedullng aLenLs When you come up wlLh an lnvenuon, you may le a paLenL Lo sLop oLhers from maklng, uslng, or selllng your lnvenuon. A paLenL appllcauon musL lnclude one or more clalms denlng Lhe lnvenuon whlch musL be new, non-obvlous, and useful or lndusLrlally appllcable. under Lhe W1C AgreemenL on 1rade-8elaLed AspecLs of lnLellecLual roperLy 8lghLs, paLenLs should be avallable ln W1C member sLaLes for any lnvenuons, ln all elds of Lechnology, and Lhe Lerm of proLecuon avallable should be a mlnlmum of LwenLy years. ulerenL Lypes of paLenLs may have varylng paLenL durauons. 1rademark and Servlce Mark A Lrademark ls a name, word, or symbol LhaL a company uses Lo dlsungulsh lLs producL from oLhers. 1he Lrademark rlghL does noL prevenL oLher companles from maklng slmllar producLs, buL lL excludes oLhers from uslng Lhe same or slmllar mark. (lor example, Coca Cola and epsl Cola.) CopyrlghL CopyrlghL proLecLs auLhors of orlglnal works of auLhorshlp". 1hese could be llLerary, dramauc, muslcal, arusuc, and oLher Lypes of lnLellecLual works. 1he copyrlghL proLecLs Lhe form of expresslon used by Lhe auLhors, noL Lhe conLenL or sub[ecL. Anyone could wrlLe a book abouL lnLroducLory elecLronlcs, buL you cannoL copy someone else's book. CopyrlghL durauon ls Lhe llfespan of Lhe auLhor plus 70 years. Lnglneerlng SLandards and Codes Cne needs sLandards for safeLy and rellablllLy ln producLs and servlces. Also, sLandards and codes ensure unlformlLy ln Lhe slzes of parLs and componenLs. 1he lnLernauonal organlzauon ls lSC (www.lso.org). 1here are 18300 publlshed sLandards by lSC. All producLs sold ln Lurope musL comply wlLh CL sLandards. Lxamples of SLandards Craphlcal symbols on Lhe dashboard of cars Lxamples of SLandards 1hls way up Lxamples of SLandards lS8n numbers Lxamples of SLandards lease see Lhe webslLe hup://www.lso.org/ lso/Lhelsocafe.hLm
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