design intoduction

7/30/2019 Design Intoduction

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Product Design

andDesign Process


2/61

Engineering Design

What is Design ?

As many definitions as many there are

designs

. becauseprocess of design is such a

common human experience


3/61
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4/61
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5/61

Engineering Design

As perWebsters Dictionary

To fashion after a plan

Is this definition complete?

IfNO..What is missing in it.?

the essential fact that to design is to

create something that has never been


6/61

Engineering Design

Engineering Designer, artist, sculptor, a composer, a

playwright and other creative members practice designby this definition

Professional practice ofEngineering is concerned with

Design

Then what is the Formal Definition of Design..?

Design establishes and defines solutions to and pertinent

structures for problems not solved before or new solutions to

and which have previously been solved in a different way

Conclusion

Essence of Engineering is DESIGN


7/61

Engineering Design

Ability to Design is both a Scienceand an ArtScience : is learned through techniques and methods used

Art : is best learned by doing Design

Discovery : Is getting the first sight of, or first knowledge of

somethingWecan discover what has already existed but has not been

known before

Design should not be confused with Discovery

Design is the product ofPlanning and Work

Invention:

Design may or may not involve invention as some are truly

inventive but most are not


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Engineering Design

What is a Good Design ?

Good design requires both Analysis andSynthesis

AnalysisDecomposing problem into manageable parts

To understand performance/behavior of parts in service

using appropriate discipline of science/engineering andcomputational tools

Usually involves simplification of real world problems

through models

SynthesisIdentification ofDesign Elements that will comprise Product

Its decomposition into parts

Combination of part solutions into a total workable

system


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Engineering Design

What is a Real World Problem that you intend to design ?

Rarely neat and defined May need many engineering (fluid, solid mechanics etc)

and non-engineering discipline (economics, finance, law

etc)

Input data may be best but out of the scope of theindividual

Constraints may be time, money, societal, environmental

or energy regulations etc.

What is Final Design ?

Is it the best, most efficient. Only time will tell.!!!!! Rarely known the correct answer

One is hopeful that His Design will Work


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Engineering Design

ConclusionEngineering Design extends beyond the boundaries of

Science

As a Design Engineer during professional career you mayhave the opportunity

To create dozens of designs Have satisfaction of seeing them become working

reality

As Scientist during professional career you may have the

opportunity To make one creative addition to human knowledge in your

whole life and many never do so Can discover a new star but can not make one Have to ask an Engineer to do it for him


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The Design Process

Problem identification(market analyst-design brief)

Detail design(Development & Research Engineer)

Embodiment design(Design Analyst)

Conceptual design(Product designer)

Manufacture(Process Planner and Production Engineer)

Specifications

Concepts

Layouts

Drawings

Product


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Design Process

Product Design

Consumer goods

Appliances, missiles, jets, planes

Complex Engineering System

Electric power generating system

Petrochemical plants Building/bridge design


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A change in design concept takeslong time period. Incrementalchanges occur at sub-system and

component level Examples: refrigerators,

automobiles etc Exists in market where customer is

not eager to change and does notdemand significant improvement

Fashion or styling play a little role Market characterized by stablenumber of large producers

High price competition and littleresearch

Product are similar to each other Technology is stable and mature

Users dont demand significantimprovements

Industries standards may evenrestrict change

Because of importance of cost,emphasis is more on process

research than on product research

Basic design concept varies

frequently as the underlying

technology changes

Examples: telecommunication

systems, software etc

Customers may even drive change

Customer seeks to reduce product

cycle time

Market is characterized by manysmall producers

Involves active market research

Companies seek new product

Technology is rapidly advancing

There is a high product

differentiation and low industrystandardization

More emphasis is placed on

product research than on process

research

Static Product Vs Dynamic product


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Importance of Design ProcessProduct cost commitment during phases of design process

70~80% = for Design commitment

25% = for manufacture

5% = for design

95% = for material,

manufacture, labor,

capital


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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 designedinto it

Design process should be conducted so as to develop,

quality cost competitive products in the shortest timepossible


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Design Process

PROBLEM SOLVING METHODOLOGY IN DESIGN

PROCESS

Problem Definition

Gathering Information Generation of alternative solution

Evaluation of alternatives

Communication of Results


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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

objectives

Goals

Current state of affairs

and the desired state

Any constraints placed

on solution of theproblem

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 material 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 findor develop that information

Questions concerned with obtaining information

What do I need to find out?

Where can I find it and how can I get it?

How credible and accurate is the information? How should the information be interpreted for my specific need?

When do I have enough information?

What decisions result from the information?


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Generation of alternative solutions (Ch-5)

It is vital to a successful design

Involves

Use of creativity

Application of physical principles and qualitative reasoning

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

Engineering analysis (about service performance)

Cost estimation (cost comparison)

Design for manufacture (life cycle)

Simulation and simulated service testing

Experimental testing of full sized prototypes


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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

60% time in discussing designs and preparing written documentation

of designs

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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Design Process

Morphology of Design - (Seven phases of design)

1. Conceptual design 2. Embodiment design 3. Detail design

4. Planning for

manufacture

5. Planning for

distribution

6. Planning for

use

7. Planning for

retirement of

product


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Organization for Design

Organization is arranged based on

Function

Project

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

Functional Organization


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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 to loose their cutting edge functional capabilities with

such intense focus on project goal

Less economical than functional organization

Large corporations establish project organization for large critical

projects


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Project Organization

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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Light Weight Project Organization (Functional)

In this functional links are strongerthan project links so called functional

organizations Works well in stable businessenvironment where product pre-

dominates in market due to technical

excellence

Project Manager Functional Manager

Responsible For

Scheduling Coordination

Arranging meetings

Responsible For

Budget Personnel matters

Performance

evaluation


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Heavy Weight Project Organization

Has the advantage inintroducing radically

new products, especiallywhere speed is important

Project Manager Functional Manager

Responsible For

Has complete budgetaryauthorities

Make most of the resource

allocation decisions

Plays a strong role for

personal evaluation

Although each person

belongs to functionalunit but has little

authority and control


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Concurrent Engineering


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Trends in Product Development

Increased variety, mass customization

Increased focus on customer requirements

Decreased product lifecycles

Increased product complexity

Decreased time to market

More designs by suppliers


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In the Past...

Instructions to supplier:

Here are the engineering drawings for a set of

brakes.

Supplier submits bid, and if accepted makes

brakes according to the drawings


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Today

Instructions to supplier:

Design a set of brakes that can stop a 2200 pound

car from 60 miles per hour in 200 feet ten times insuccession without fading. The brakes should fit into a

space 6 x 8 x 10 at the end of each axle and be

delivered to the assembly plant for $40 a set.

Supplier submits design specifications andprepares a prototype for testing.

Th T diti l P d t D l t P


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The Traditional Product Development Process

(Serial Design Process)

Customer requirements

(sales and marketing)

Conceptual design

(Industrial designers)

Support and

Service

Distribution

and SalesManufacturing

Detailed design

and analysis

(engineering)

Disposal

(not our problem)

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

C P d D l


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Concurrent Product Development

(Systematic Integrated Product Design Approach)

Customer

Sales Manufacturing

Design

Support Engineering

Simultaneous decision making by design teams

Integrates product design & process planning

Details of design more decentralized

Needs careful scheduling - tasks done in parallel


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Breaking Down Barriers

S C


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Sequential Vs. Concurrent

Product Development

Activity C

Activity B

Activity A

Time to market

Sequential

Concurrent

Competitive

Advantage!


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Role Of Design Engineer

No longer totally responsible for product

design

Responsible for more than what wastraditionally considered design

Merging of design engineer and

manufacturing engineer

M i l t f C t E i i


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Main elements of Concurrent Engineering Cross-functional teams

It is a heavy weight project organization used most frequently

with Concurrent Engineering Skills from functional areas embedded in design teams

Functional units and cross-functional teams must build mutualrespect and understanding for each others needs, requirements

and responsibilities Parallel design

Refers to each functional area

Implementing their aspect of design at the earliest possible timeroughly in parallel

All groups provide input to the development of product designspecifications

Nearly continuous communication between functional units anddesign teams is necessary

Decidedly different from the old practice

M i l t f C t E i i


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Main elements of Concurrent Engineering

Vendor partnering(a form of parallel engineering)

Technical expertise of vendor for certain components isemployed as an integral member of cross-functional designteams

In conventional process vendors are selected by a biddingprocess after the design has been finalized

In CE, key vendors, known for proficient technology, reliabledelivery and reasonable costs are selected only in design processbefore 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 shouldminimize the time for receipt of parts


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Conventional

Collaboration

Communication face-to-face discussion,

memos, telephone,

whiteboard, bulletin board,

wall charts, etc.

Collaboration

meetings, collocated

workgroup

Knowledge management notebooks, binders, printed

reports, photocopies,

drawings, forms, data files

Virtual

Collaboration

Communication

fax, telephone, mail

email, discussion groups,shared whiteboard,videoconferencing

Collaboration application sharing, shared

network workspace (files inshared directories)

Knowledge management Product data management

system, documentmanagement system,distributed databases


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Geographically Distributed Teams

Transparentglobal network

Enterprise dataand information

Company A Company B

Company A Company B

C t Aid d E i i (CAE) i D i


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Computer Aided Engineering (CAE) in Design 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, Interactionbetween CADCAM

Data base management system (DBMS), spread sheet software, MathCAD, MatLab,

Mathmatica, Maple etc


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Design to Codes and Standards

Much designs are not very different from what has been done

in the pastChief Aspects

Makes the best practice available to everyone, ensuring efficiency and safety

Promotes interchangeability and compatibility

CODE

Collection of laws and rules that assists aGovernment agency in meeting its

obligation to protect the general welfare bypreventing damage to property or injury or

loss of life to persons

Tell the engineer what to do and when

under what circumstances

Usually are legal requirements, e.g.

building code, pressure vessel code etc.

Often incorporate national standards

into them by reference

STANDARD

A general agreed upon set ofprocedures, criteria, dimensions,

materials and parts

Tell engineer how to do it

Usually regarded as

recommendations, that do not

have force of law

This way standards become

legally enforceable


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TYPES OF DESIGN STANDARDS

PERFORMANCESTANDARDS

Published for manyproducts

Examples:

For seat belts, autocrash safety etc.

TEST METHOD

STANDARDS

For measurement ofproperties

Examples:

Yield strength, thermalconductivity, sensitivityetc.

CODE OF

PRACTICE

Provides detaileddesign methods for arepetitive technical

problem

Examples:

Design of piping, heatexchanger Pressurevessel etc. ASME, BS


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STANDARDS PREPARATION

1. Often prepared by individual companies for their own

proprietary use e.g. dimensions, tolerances, forms,

processes etc.


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STANDARDS PREPARATION

2. By group of companies of the same industrial sector

Sponsored by Industry Trade Association i.e. AmericanInstitute of Steel Construction (AISC), AmericanNational Standard Institute (ANSI), InternationalOrganization for Standardization (ISO) etc.

3. Government Specification Standards, as Govt. is the

purchaser of large number of goods and services

4. Defense Product Standards


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Advantages of Standards

Standards play an important role for Protecting public from accidents

Providing firm basis for negotiation and better

understanding between buyer and seller

Reducing cost of design of products stock (standardizedcomponents and tools etc)

In new designs, 20% components are new, 40% are existing

with minor modifications and 40% are reused without

modifications

Role of CAE Gro p Technolog and


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Role of CAE, Group Technology and

CADCAM in Design Standardization

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, reliabilityengineering 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 atlower 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)


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Product Design Specification (PDS)

Essence of Technical Review of design is to comparethe 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

PDS will be studied in detail in CH#2


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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

R d i


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Re-design (Old Design of railcar wheel Vs.improved deign)


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Four factors that lead to success of the product

1. Product planning and research:

Adequate time spent on problem definition, concept generation andevaluation, market research and assessment, technical assessment,

business and financial reviews before embodiment and detail design

stages

2. Product superiority:

that delivers real value to customer i.e. meeting customer needs.

3. Quality marketing:

High in importance is how well the marketing activities were executed

from concept of idea to launch of product in market.

4. Proper organizational design:Successful products are most often developed by cross functional

teams, led by strong product champion, supported by top

management and accountable for the entire project from beginning to

end.


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Five kinds of people needed for technological

innovation

1. Idea generator:The creative individual

2. Entrepreneur:The person who carries the ball and takes the risks

3. Gatekeepers: People who provide technical communication from

outside to inside the organization

4. Program manager:The person who manages without inhibiting

5. Sponsor:The person who provides financial and moral support, often

senior management

Roughly 70 to 80% of people in technical organizations are routineproblem solvers and are not involved in innovation. Therefore it is

important to identify and nurture the small number who gives promise

of becoming technical innovators

Inno ators


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Innovators

People in a technical organization, who are most current withtechnology and who have developed contacts with technical people

outside the organization

Receive information directly and diffuse to others in organization

Tend to be predisposed to do things differently as contrasted withdoing things better

Able to deal with unclear and ambiguous situations without feelinguncomfortable as they have high degree of self-reliance and self-esteem

Respond well to the challenge of diverse projects and the opportunity tocommunicate with people of different backgrounds

A successful innovator is a person who has coherent picture of what

needs to be done, not necessarily a detailed picture

Emphasis goals, not methods of achieving goals

Have been failed in previous ventures and knows why and how to getthem?

Works the element of problem in parallel not serially

Product and Process Cycles


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Product and Process Cycles

Birth Stage Initial Growth Stage Mature stage Decline stage

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

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,

Products at this stage experience considerable competition, Great emphasis is on

reducing the cost of a mature product

When product reaches at this stage, attempts should be rejuvenate it by incrementalinnovation or development of still new applications

Decline Stage: At some stage each product enters in this stage

Sales decrease because a new better product is in the market to fulfill the same societal

needs

Product Life Cycle


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Product Life Cycle


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Problems and Exercise

Q 1.3:

There is a need of building block machine

(4x6x12 in) in the country from highly

compacted soil. Your assignment is to design

a block-making machine with the capacity for

producing 600 blocks per day at a capital cost

of less than Rs 20,000. Develop a needanalysis, a problem statement and a plan for

the information that will be needed tocomplete the design.


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Need Analysis:

Total cost should be less than Rs20,000

Must be capable of being constructed with local

recourses.

Should be easily transportable to different locations

Must be powered with human labor (Why?).

Hydraulic components must be avoided (Why?).


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Need Analysis:

Must Wants

1. Cost less than Rs20,000 1. Able to make block 4x6x12 in

2. Weight less than 60 kg 2. Easily maintained

3. Human powered 3. Easy and Safe operation

4. Local resources (Price) 4. Should handle different types

of soil and cement mixture

5. Easily manufactured

6. Produce 4x6x12 in blocks

7. Produce 600 blocks/day

9. Compressive strength at least

2 MPa


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Information needed:1. Determination of the processing condition

What pressure must be generated?

Curing temperature and time

Effect of different soil cement mixtures on pressure

2. Mechanism for generating pressure

3. Human factors

Magnitude of force that can be produced by a

human

Human fatigue

4. Materials handling

5. Materials for the machine, availability and their properties

design intoduction

Documents