new iprod meeting university novi sad 25. – 28.11.2013 teaching...

1 01.07.2011 KIT – Universität des Landes Baden-Württemberg und nationales Forschungszentrum in der Helmholtz-Gemeinschaft www.kit.edu

IPEK – Institut für Produktentwicklung

IPROD Meeting University Novi Sad 25. – 28.11.2013 Teaching basics in Product Development – SPALTEN Prof. Dr. Ing. Albert Albers / OI Norbert Burkardt, Chief Engineer Education

2 01.07.2011

Karlsruhe Institute of Technology One institution. Two missions.

Staff

350 Professors

23.500 Students

650 Million Euros Budget

8.000

3 01.07.2011

IPEK Institute of Product Engineering

4 01.07.2011

2 professors

7 research groups 5 senior engineers 62 scientists 20 technical staff

education since 1996 50 Ph.D. 14 lectures over 300 student assistants ~3000 coached students

equipment automotive test labs high performance computing test vehicles mech. & elec. workshops

IPEK Institute of Product Engineering Karlsruhe Facts

Prof. Albert Albers – KaLeP: Karlsruher Lehrmodell für Produktentwicklung – Ein Ansatz zur Kompetenzerfassung in der Ingenieurausbildung

5 01.07.2011

IPEK Research Approach Research Fields

Research Designs the Future.

optimization lightweight design condition monitoring design methods and management friction systems NVH / driveability mechatronic systems appliance and power tool design Competence Measurement

in Teaching Programs

KIT – University of the State of Baden-Württemberg and National Research Center of the Helmholtz Association

Dipl.-Ing Burkhardt, Norbert | Karlsruhe, 24th and 25th of November

www.kit.edu

Product Development – Development Management April 2013 www.hectorschool.com

7 01.07.2011

Innovation

Ident-Nr. 110091

8 01.07.2011

Idea for a product – product of an idea

?

9 01.07.2011

WHAT IS A PROBLEM ??

Ident-Nr. 111004

10 01.07.2011

Types of problems

Ident-Nr. 109666

t

target

present

present

E.g. Production rejects IT-problems Customer rejects due to defects

E.g. Develop new product Prototype SOP Increase production output

Emergency situation

Scheduling situation target

11 01.07.2011

Emergency situation Target: Retrival of the initial PRESENT state

Types of problems in product design

Ident-Nr. 109670

t

TARGET

PRESENT

12 01.07.2011

Scheduling situation Target: Definition of a new TARGET state and adapting the PRESENT state

Types of problems in product design

Ident-Nr. 109672

TARGET

PRESENT t

13 01.07.2011

Subjektive perception of the difficulty of the problem Subjektive perception of the PRESENT-TARGET process Subjektive perception of the urgency Difference between PRESENT and TARGET is already existent

Emergency situation Difference between PRESENT and TARGET will only be existend in the future

Scheduling situation: Chances und risks

Complexity of processes and interrelations vary on a wide range

Characteristics of a problem

Ident-Nr. 109673

14 01.07.2011

Functionality of physiological brain structure Short-time memory

Ability to abstract and logical thinking Evolution focuses on problems of medium dimensions and low complexity

Effort/time minimizing as natural principle of evolutionary systems

Human beings tend to simplify and to static perception of problems

Safety ambition Remain in existing schemes

Causes for errors in problem solving

Ident-Nr. 109679

Source: „Integrierte Produktentwicklung“, Klaus Ehrlenspiel, 3. Auflage

15 01.07.2011

Influencing factors on creativity

Problem solving needs creative thinking

Ident-Nr. 109678

Creativity

Fantasy

Knowledge Experience

16 01.07.2011

From neurobiologic point of view the brain is not made for learning by heart of following instructions, but for solving of problems A brain can not be changed by pulling and pushing The brain has to be touched emotionally

Activation of the emotional centres in the midbrain leads to dispersion of neuroplastic transmitters which show effects comparable to brain-fertilizer

People only achieve their full creative potential for problem solving if they get stimulated by enthusiasm

Enthusiasm is an important and effective multiplier for neuronal remodeling processes

Influences on our problem solving potential

Ident-Nr. 110999

source: Prof. Dr. G. Hüther, Neurobiologist

17 01.07.2011

Meta competences are found in the frontal lobe Inner attitudes Convictions

based on which we decide and assess

Those cannot be influenced by instructions and advice, but only by new positive experiences Einstein: „The problems that extist in the world today cannot be solved by the level of thinking that created them.“

Motivation for creative problem solving

source: Prof. Dr. G. Hüther, Neurobiologist Ident-Nr. 111000

18 01.07.2011

Precise Identification of problem: facts / presumptions Enforce a sequence: analysis solution Generate a variety of solutions Choose the best solution Learn for the future

General objectives of problem solving methodology

Ident-Nr. 109683

19 01.07.2011

SPALTEN… describes an universal methodology for dealing with problems bases on experience and research results on problem solving and systems engineering can be applied both on future orientated developing problems and on spontaneous problems can be applied both on technical problems and on non-technical problems

Problem Solving Methodology SPALTEN Basics and range of application

Ident-Nr. 109684

20 01.07.2011

SPALTEN… integrates many tools of problem solving to a holistic method has to be applied with adjusted concretion and abstraction level depending on task. This embeds all sub-processes as well should always be used problem adapted to optimize profit/effort relation

Problem Solving Methodology SPALTEN Basics and range of application

Ident-Nr. 109685

21 01.07.2011

Problem solving methodology SPALTEN:

Methods for problem solving in product development

S – Situation analysis

P – Problem isolation

T – Analysis of consequences

A - Alternative Solutions

L – Solution selection

E – Decision and implementation

N – Review and learning

Prob

lem

ana

lysi

s So

lutio

n se

arch

So

lutio

n im

plem

enta

tion

Situation diagnostics

Problem diagnostics

Variety of solutions

Selection of solution

Chances and risks

Project management

CIP

Continous inform

ation check

Continous check of problem

solving team

Continous Im

provement P

rocess and Ideas Storage

Ident-Nr. 110995

22 01.07.2011

SPALTEN Activity flow and interrelations SA to AL

Ident-Nr. 109736

PL Team (PLT)

SA PE PLT ok. ? AL

Information about the problem

targets

way unclear

way clear

TA

Problem No Problem

Way

~

IC* IC*

solution search Process of the P-analysis

*IC: information check

23 01.07.2011

SPALTEN Activity flow and interrelations SA to AL

Ident-Nr. 109737

Solutions search

AL LA PLT ok? TA EU NL

PLT ok?

PLT ok?

PLT ok?

IC IC IC IC CIS PL

Team Feed- back LV1

LV2

LV3

.....

Solution moti- vation

Risk Scenario

Solution moti- vation

Chances Scenario

Problem?

Problem?

Action plan Result ?

No problem

solution implementation

Solution implementation

Way

~

24 01.07.2011

The first step of a problem solving process is to select a qualified PST Before every SPALTEN-activity, the PST is to be checked with respect to qualification and competence and has to be adapted if necessary In case of very limited HR

Employ persons according to actual demands Compensation of missing types by motivation and moderation

Systematic Problem Solving ProblemSolvingTeam (PST)

Ident-Nr. 109738

25 01.07.2011

Ideas for proceeding and problem solving are generated continuously during the problem solving process by PST

Those ideas are fixed immediately and deposited in the CIS, to be used at any time during the problem solving process (PSP)

The PST appoints a responsible CIS organizer in the first meeting

Systematic Problem Solving Continous Ideas Storage (CIS)

Ident-Nr. 112263

26 01.07.2011

Continous Ideas Storage (CIS) Examples

Ident-Nr. 112264

27 01.07.2011

Information base used effectively? (ist aktueller Wissens-/Informationsstand ausreichend?)

Check ratio profit / effort

Is level of detail of process step adequate to situation?

Information about process status to be processed to affected institutions (e.g. departments, customer, ...)!

Systematic Problem Solving Information Check (IC): Questions and Activities

Ident-Nr. 112265

28 01.07.2011

SPALTEN Integration of SA in activity flow and interrelations

Ident-Nr. 109736

PL Team (PLT)

SA PE PLT ok. ? AL

Information about the problem

targets

way unclear

way clear

TA

Problem No Problem

Way

~

IC* IC*

solution search Process of the P-analysis

*IC: information check

29 01.07.2011

Situation = Information demanding action Situation analysis = situation evaluation Objective:

Identification and cognition of situation Define target course and procedure of PSP Create information base for generation of alternative solutions

S P A L T E N SA

Ident-Nr. 109744

30 01.07.2011 Ident-Nr. 112266

Clarify situation

Determine situation handling

SA 1

SA 2

SA 3

SPALTEN - SA Segmentation in 3 sub-activities

Comprehend and classify situation

31 01.07.2011

SPALTEN – SA 1 and SA 2 comprehend and clarify situation

Ident-Nr. 109746

SITUATION

Causes?

- symptoms - assumptions/ facts - backgrounds

System?

Time? Solutions? intervention possibilities

target direction means

expectations

occurrence

future development?

urgency

intervention → effect

interaction

structure

32 01.07.2011

Which criteria determine priority? Checklist for criterion Explosiveness

Ident-Nr. 109748

no. criteria influence reasonwho ? h m lwe 1 immediate danger

2 deadline3 missed deadline4 interactions5 subcontractor678

customer 1 immediate danger2 deadline3 missed deadline4 interactions5 subcontractor67

competition 1 strategic position improvement2 short-term market volumina3 immediate competition advantage

*h = high, m = medium, l = low

33 01.07.2011

Which criteria determine priority? Checklist for criterion Impact

Ident-Nr. 109749

no. criteria influence reasonwho ? h m lwe 1 corporate mission

2 endangerment potential3 amount4 market position5 sales6 costs7 image - customer relationship8 subcontractor

customer 1 corporate mission2 endangerment potential3 amount4 market position5 turnover6 costs7 image - customer relationship

competition 1 strategic market position2 market volumina3 competition advantage

*h = high, m = medium, l = low

34 01.07.2011

Which movement exists regarding the situation elements? rise, fall, stay

What happens without reaction? short-term, medium-term, long-term

How fast did the changes occur?

How fast can influence be taken?

Which criteria determine priority? Checklist for criterion Movement

Ident-Nr. 109750

35 01.07.2011

SPALTEN Einordnung PE in Ablauf & Wechselwirkungen

Ident-Nr. 107167

PL Team SA PE

PLT i.o. AL

Informationen zum Problem

Ziele

Weg unklar

Weg klar

TA

Problem Kein Problem

Weg

~

IC IC

Lösungssuche Prozess der P-Analyse

36 01.07.2011

Ziel: Identifikation des eigentlichen Problems

Bewusste Klärung des Ist- und des Soll-Zustandes Genaue Ermittlung der Gründe für die Abweichung

Aufstellung und Untersuchung der Kausalkette

SPALTEN Wozu Problemeingrenzung (PE)?

Ident-Nr. 107168

37 01.07.2011

SPALTEN - PE Segmentation in 4 sub-activities

Ident-Nr. 112268

PE 1

PE 2

PE 3

PE 4

locate anomalies

describe and outline anomaly

locate possible causes for anomaly

assess causes by probabilities

38 01.07.2011

SPALTEN – PE Extrusion of window-profile: IS / IS Analysis

Ident-Nr. 112269

IS IS Which object has anomaly?

Which anomaly exactly? Main window profile XY Surface quality under-runs limit

Where did the anomaly occur on the object?

Top side (surface xy, on an area of … mm)

Which similar objects are not affected? Main window profile XX All other profiles of the same category

Which anomaly could have

been occurred, but did not? Other plain surfaces of the profile Other profiles of the same type

39 01.07.2011

SPALTEN – PE Extrusion of window-profile: IS / IS Analysis

Ident-Nr. 112272

IS IS Where exactly was the

object when the anomaly occurred? Not exactly known when and where in the production process

When did the anomaly occur first? When was it observed?

Was first documented at …

Where else could an anomaly occur? Where else could the object be? Surface damages can occur in the following packaging processes

When else could it have occured first?

Max. 2 hours before (because of the testing frequencies

40 01.07.2011

SPALTEN – PE Extrusion of window-profile: IS / IS Analysis

Ident-Nr. 112273

IS IS When and how did it occur

again? Sporadically, periodically, continuously? Started sporadically, 6 hours later it occurred continuously

How will the future development of the anomaly be? Which trend can be recognized?

Surface quality will decrease constantly

When else could it have been identified first?

See above Which other trend could have

been happened? Surface quality could stay on a certain level

41 01.07.2011

SPALTEN Integration of LA in activity flow and interrelations

PL Team SA PE

PLT Okay? AL

Information about the problem

Aims

way not clear

way clear

TA

Problem No problem way

~

IC* IC*

Solution search Process of P-Analysis

*IC: information check Ident-Nr. 110569

42 01.07.2011

Aim: Generation of as many as possible alternative solution propositions to eliminate deviation Conscious solution-variety to increase probability to really find the best solution

SPALTEN What for alternative Solutions (AL)?

Ident-Nr. 109767

43 01.07.2011

SPALTEN Activity flow and interrelations SA to AL

Ident-Nr. 109737

Solutions search

AL LA PLT ok? TA EU NL

PLT ok?

PLT ok?

PLT ok?

IC IC IC IC CIS PL

Team Feed- back LV1

LV2

LV3

.....

Solution moti- vation

Risk Scenario

Solution moti- vation

Chances Scenario

Problem?

Problem?

Action plan Result ?

No problem

solution implementation

Solution implementation

Way

~

44 01.07.2011

Innovation

Ident-Nr. 110091

45 01.07.2011

Innovation – walking on your own roads

„Never you can pass by

somebody if you are

stepping in his

footprints“

Ident-Nr. 106038