1 thomas bradley csu mech. engineering fall 2014 professional learning institute innovation david...

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Thomas BradleyCSU Mech. EngineeringFall 2014

Professional Learning Institute Innovation

David AccomazzoSiemens PLM

2 Colorado State University © Thomas Bradley, 2014

PLI Agenda 8:30 - 10:00 AM

• 8:30-9:00 – Case Studies on Siemens Industry Software (David)

• 9:00-9:45 – Innovation in a Modern Engineering Context (Thomas)

• 9:45-10:00 – Wrap-up and Questions


Introductions

• Thomas H. Bradley– Associate Professor, Department of Mechanical

Engineering• David Accomazzo– Director, Western Region, Global Sales & Services• 10y with Siemens • MSC/Nastran, HP, Autodesk and Motiva• BS and MS in Mechanical Engineering from UC Irvine

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Case Studies on Siemens Industry Software

David AccomazzoSiemens PLM

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Innovation in a ModernEngineering Context

Thomas BradleyCSU Mech. Engineering

Fall 2014


Agenda

• Thesis : To innovate in a information age applications, we need new tools and techniques

• Challenges to traditional models of innovation• Engineering’s ongoing data revolution• What tools will enable innovation for the future?


Traditional Models of Innovators

• Innovation– Dream, Create, Invent, Pioneer, Imagine!


Traditional Models of Innovation

• In the past a innovator was a single person – Charles Kettering (General Motors Research)• Automotive Electrical, Fueling, HVAC Systems, Diesel

Locomotives

– L.R. Glosten (Naval Architect)• FLIP research vessel

– Sikorsky, von Braun, HenkelBrunelleschi, Jobs, Edison, etc.

http://commons.wikimedia.org/wiki/File:FLoatingInstrumentPlatform.jpg


Challenges to Traditional Innovation

• Scope of Engineering is becoming larger– System size, hierarchy, and complexity is

increasing

Firesmith, et al., 2009



• Rates of Innovation are Increasing– Product development cycles are increasing in pace

• Why can’t that work come home? Mr. Obama asked. Mr. Jobs’s reply was unambiguous. “Those jobs aren’t coming back,” he said…“The speed and flexibility is breathtaking,” the executive said. “There’s no American plant that can match that.”

• “People will carry this phone in their pocket, he said. People also carry their keys in their pocket. “I won’t sell a product that gets scratched,” he said tensely. The only solution was using unscratchable glass instead. “I want a [unscratchable] glass screen, and I want it perfect in six weeks.”

CHARLES DUHIGG and KEITH BRADSHERPublished: January 21, 2012, NY Times



• Needs for innovation are becoming greater– Systems are becoming more

critical to a broader set of stakeholders

– Technology build-out is a private industry concern



• The bandwidth of a single engineer is not improving


How Many Stars?



• Somewhere between 5 and 9 bits of input is all that humans can take-in, classify, order, compare

But didn’t I just make the case that engineering is getting more complicated?

How can we be expected to innovate when no person can understand an entire problem?

Maybe it is impossible to innovate on the projects that David talked about…


Engineering’s Ongoing Information Revolution

• When engineering educators talk about the state of engineering education we talk about 3 “missed revolutions”– Three things that we did not teach you in school

• The Quality Revolution • The Entrepreneurship Revolution• The Information Technology Revolution

– But that are central to US business and engineering practice in industry

• They give us examples of how to innovate in a real-world industrial contextGoldberg and Sommerville, 2014



• The Quality Revolution– Preexisting state-of-the-art said that quality was

derived from • 100% Testing, customization, design for longevity

– Japanese industry said that quality could be derived from • Statistical process control, robust design, reliability-

based design, Kaizen

– Has changed every aspect of US manufacturing between 1990-present



• The Quality Revolution

– Empowers the individual and small groups within a huge production system

– Continuous improvement provides motivation for innovation

http://site.xavier.edu/polt/typewriters/underwood5small.jpghttp://www.tomorrowcars2014.com/wp-content/uploads/2013/06/2014-Toyota-Prius-Hybrid.png

VS.

http://site.xavier.edu/polt/typewriters/underwood5small.jpg

http://site.xavier.edu/polt/typewriters/underwood5small.jpg

http://www.tomorrowcars2014.com/wp-content/uploads/2013/06/2014-Toyota-Prius-Hybrid.png





• The Entrepreneurship Revolution– As the conventional corporation devolved in

1975-1990, the US experienced a giant growth in entrepreneurship

– Now, the emphasis on entrepreneurship is embedded in many major US companies• Silicon Valley• Woodward• United Technologies (Sikorsky, Carrier, Pratt&Whitney)• General Motors

DF Kuratko, 2005



• The Entrepreneurship Revolution– Even within these mega-corporations, there is the

opportunity to innovate• Take on risk • Develop intellectual property• Bring innovation to the market



• The Information Revolution– We see it everywhere in our everyday life, and you

will see it in your engineering career• Data is ubiquitous• Every engineering artifact has a dataset on its

requirements/design/manuf/testing/costing/disposal lifecycle attached to it

– Many opportunities for innovation by taking advantage of the richness of new information



• Automotive Powertrain Design– Every modern vehicle provides real-time

feedback to the vehicle engineering process• Conditions of use, Diagnostics, Infrastructure

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• Each of these Revolutions have succeeded by enabling small groups to

• How can we understand a problem when there is so much information?


What tools will enable innovation for the future?

• The fundamental process of innovation in engineering is design decision making– As a result of your

engineering education, you will be well trained in engineering analysis (modeling)


• Objectives for Modern Engineering Design Tools – Handle the complexity of modern requirements,

analysis, validation, testing, manufacturing, end-use

– Allow the designers to concentrate on innovation, creativity, and unexplored possibilities

– Enable teamwork, decision making, and communication within a larger organization




• Case Study of Next-Next Generation Toyota Gasoline Hybrids – In order to make long-term product design

decisions, we must consider• Automotive engineering, policy projections, customer

preference projection, manufacturing, cost projections, environmental impact, macro-economic projections…

– All these groups … telling you what not to do !



• Case Study of Next-Next Generation Toyota Gasoline Hybrids – Design Space

Exploration– Inverse

Design

• OngoingCSU/TEMA Research

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• Case Study of EcoCAR2 PLM Software

1 thomas bradley csu mech. engineering fall 2014 professional learning institute innovation david...

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