me 407 - introduction to design - part 1

7/29/2019 ME 407 - Introduction to Design - Part 1

1/97

Introduction to

En ineerin Desi nPart I

.MiddleEastTechnicalUniversity

Ankara06531,TURKEY1956

ME 4 0 7 I n t r o t o D es ig n ( I )


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WhatisDesign?

system[C.Alexander] Agoaldirectedproblemsolvingactivity[L.B.Archer]

Decisionmakinginthefaceofuncertaintywithhigh

penaltiesforerror[M.Asimov] Relatingproductwithsituationtogivesatisfaction

[S.Gregory]

Theperformingofaverycomplicatedactoffaith. .

ME 4 0 7 I n t r o t o D es ig n ( I ) 2


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DefinitionofDesign

orarrangeexistingthingsinanewway

tosatisfyarecognizedneedofsociety



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Design

Designisallaboutsolvingproblems

simu taneous y.

FourCsofDesi n

Creativity

omp ex y: Decisionsonmanyvariables

Choice:

Selectionamongsolutionsatalllevels Comprimise



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Design(Contd)

synthesis: Decomposetheprobleminto

mana eable arts

Understandtheirbehaviors

en ca ono es gne emen s

Inte rationof artialsolutionsintoaworkablesystem



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Design vs.ScientificMethod1



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DesignProcess1



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Example MarvelofDesign

Boeing777

Desi nedb CATIA

7000Workstationsinvolved

238 desi n teams

3 millionparts(including fasteners)

Newmaterials:

,

composites

Ti Al M Metalallo s

Over100differentmanufacturing

processes

ME 4 0 7 I n t r o t o D es ig n ( I ) 8BuildingBoeing777


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Building787(Contd)



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DesignMorphology

Morris Asimov ro osed 7 hases of desi n

1. ConceptualDesign

. m o men es gn

3. DetailDesign

4. PlanningforManufacture5. Plannin for Distribution

6. PlanningforUse

. ann ng or e remen



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Primary Design Steps2



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RecognitionofaNeed

Designprocessstartswiththerecognitionofa

need:

To fill a certain a in the market OR

Toeliminateadissatisfactionwithanexisting

Reducecost

Improveitsuserfriendliness

ange sappearance

Improveaestheticappeal



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WhyDevelopNewProducts?

Tofillamarketgap:

Exam le:moreefficientcarsduetorisin fuelcosts:

H brid cars electriccars.

Toeliminateadissatisfaction:

xamp e:moreu ar an mus c v eop ayers:

Musicplayerswithtouchscreeninterfaces.



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NewProducts(Contd)

Whiledevelopingnewproducts,new

technologiesarefrequentlyexploited: Example:UseofTeflon innonstickpans

Teflon was ori inall develo ed for s ace

applications)

,

creates)theneed:

Example:Smartphones,tabletcomputers.



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AWordtotheWise

IfIhadaskedpeoplewhattheywanted, theywouldhavesaidfaster

.

HenryFORD



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ProblemDefinition

ProblemStatement(orProblemdefinition)s ou nc u e Objectives/Goals

Features: Required(musthave)features

Desired(nicetohave)features Constraints:

Soft(betternottohave)

Presentstate Criteriatoevaluatethedesign



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ProblemDefinition(Contd)

Thisprocessisiterative innature:

Initial roblem definition

Developaproblemstatement

Seconditeration(moreinformationgathered) Developadetailedproblemstatement

Thereisdesignreviewattheendwheretocontinueortoterminatethe

.

Aformalmeetingduringwhichthemembersofthedesignteamreport

theirprogresstomanagement.

Often,theresultsoftheactivitiesinthisphasedeterminehowthedesign

problemisdecomposedintosmallermoremanageable designsubproblems.

decompositionoccurslaterinthedesignprocess.



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Example MarinerIV

SenttoaMarsmissionin1965.

Anee wasrecognize to esignaretarder(dampener)toeliminatean dama eswhenthesolarpanelsweredeployed.

Millionsofdollarswerespentbutnovia eso utionwaspro uce .

Furtheranalysisshowedthatthere

designafterall.

Wasteofmoneyandresourcesbecauseofexercisingpoorproblemdefinitionpractice.



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StepsinProblemDefinition

STEP1:Identifyingyourcustomersandtheir

needs. STEP2:Gatheringinformationfromcustomers

Generatecustomersre uirements .

STEP3: Benchmarking(Evaluatecompetitors).

(Designspecifications).

: e arge s orpro uc per ormance.



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Step1:IdentifyYourCustomers

ExternalCustomers:Onesthatpurchaseaproductor

.

InternalCustomers:Differentgroupsinvolvedinthe

desi n rocesswithinthecom an mana ement

manufacturing,sales,technicalservice,oryourinstructors!)

Whatdoesthecustomerwant?



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Step2:GatheringInfofromCustomers

Focusgroups

us omersurveys

Inyourcase,ME407coursestaffmaybe

consideredasboththeclientandsponsorforyourproject.

Workcloselywithuswhendeterminingproblem

definition,designspecifications,andperformance

arge s.



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Step3:Benchmarking

Methodtomeasureacompanysoperationsagainstthebest

.

Selectproduct,processorfunctionalareaofyourcompany.

en y e eyper ormanceme r cs a w emeasure

andusedforcomparison.

,

competitors,companiesindifferentindustrieswhich

erformsimilarfunctions .

Comparebestproductsandprocesseswithinhouse

equivalent. Specifywhattodotomeetandexceedthecompetition.



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Step3:Benchmarking(Contd)

Atoolforbenchmarking:Reverseengineering

Dismantleaproducttodeterminehowitworksandisma ewit t eintento rep icating.

Retaininternalproductexpertstoaidbenchmarking

e or s.

Utilizeindustryconsultantsandsuppliers.

enc mar ngs ou eacon nuousprocess ora

company.



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Step4:GenerateSpecs

Customerrequirementsshouldbetranslatedinto

performance,time,costandqualitymetrics.

Performance:Whatdesignshoulddowhenitisinoperation? Time:Alltimeaspectsofthedesign. Cost:

Allmonetaryaspectsofthedesign.

Quality:Totalityoffeaturesandcharacteristicsofapro uctorserv cet at earon tsa tytosat s ystate

orimpliedneeds.



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Step4:GenerateSpecs(Contd)

Performance:Primaryoperatingcharacteristics Features: Su lements to basic function

Reliability: Doesitbreakdownbeforeitshould? Durability: Lifebeforebreaksdown Serviceability:

Easeandtimetorepair

Conformance:Meetexpectations,standards c : ow oo s, ee s,soun s,sme s, as es PerceivedQuality:Reputation



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Step4:GenerateSpecs(Contd)

Engineeringspecifications(OR designspecificationsORpro uctspeci ications

Restatementofthedesignproblemintermsofparametersthat can be measured and have tar et values.

Theyshouldbe

Discriminatory:revealdifferencesbetweenalternatives Measurable Orthogonal:nooverlappingofrequirements

solution

Measurablebehaviorsoftheproducttobethatwillhelplaterinthedesignprocesstodetermineitsquality.



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Step5:SetTargetsforPerformance

Forthepurposeofmeasuringthequality of

epro uc .

Whatisgood? Setengineeringtargets

(performancetargets).

engineeringrequirements.



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ProductDesignSpecifications(PDS)

documentforthedesignandmanufactureof.

Containsallthefactsrelatedtotheoutcome

oftheproductdevelopment. Willevolveandchan easthedesi n

progresses.



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PDS(Contd)

Producttitle Purposeorfunctiontheproductistoperform

Functionalrequirements

Functionalperformance Physicalrequirements:size,weight,shape,surface

finish,etc.

Lifecycleissues

Timetomarket

SafetyandEnviromentalregulations

Standards.



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PDS Example(CDCase)



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PDS Example(Contd)



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InitialStepsinProjectManagement

Or anize ourdesi nteam

Selectteamleader

Workoutadesignschedule/timetable

Makesuretoreadtheproblemstatementcare u y:

Understandtherequirements



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Team

Teams oalsareasim ortantasindividual oals

Theteammustunderstandthegoalandis

Trustreplacesanxiety

Respect,collaboration,andopenmindareprevalent

Diversityofopinionsareencouraged

Decisionsaremadebyconsensus



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EfficientTeamMember

Contributestodiscussions Good listener

Good communicator

feedback

Selfconfidentbutnotdogmatic



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TeamLeader

Createsopenenvironment Encouragessuggestions

Considersallideas

Maintainsfocus



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EffectiveMeetings

Regularlocation: Convenientforall

Comfortable Suitable fordiscussions

Startontime

Sendemailreminders

Donotbringguest withoutpermission!

o y youwon ea e oa en


ld


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DesignFolder

Why? Tokeepyouorganized

Tofacilitategroupsdiscussions

Togetyourpointsacross Toretrieveinformationeasil

Toserveyouasareference

Tomonitoryourprogress


i ld (C d)


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DesignFolder (Contd)

Folderwillinclude:

Yourunderstandingofproblemdefinitionand

re uirements Meetingschedule

Designsketches/drawings

Draftsofyourimportantreports

Resultsofsurvey Projectmanagementplan


P j Pl i


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ProjectPlanning

Planning:

en y ng eyac v es

Orderin theminse uence

Scheduling:

Puttingtheplanintoatimeframeinthe

calender


P j t M t T l


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ProjectManagementTools

arc ar s an agrams

N twork lo ic dia rams Organizationcharts

Criticalpathmethod(CPM)

technique(PERT)


G tt Ch t


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GanttChart

Fundamentalprojectmanagementtool

.

Couldincludeinteractions/flowamongvarious


Primary Design Steps


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Primary Design Steps


A Word to the Wise


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AWordtotheWise

haveanopinion

Fikir hibi lm k i in bil i hibi

olmakgerekir.

U urMUMCU


Gathering Information


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GatheringInformation

Wheretofindit

Howtogetit

Howaccuratetheinfois

need

Whentostopcollectinginfo


Gathering Information


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GatheringInformation

Primarysources: Secondarysources:

n erne

Patents

ex oo s

Individuals

,

Literaturepublishedbyvendors,su liers etc.

Experts

ProfessionalEngineers

Companyreports Tradejournals

Articles/papers/theses

Technicalforums

Technicalreports

Codes&Standards(ISO,DIN)

On inecourses

Productusermanuals


Design Paradox1


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DesignParadox1


METU Library / E-resources


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METU Library / E-resources



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Remarks on Patent Survey


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RemarksonPatentSurvey

Patentsurve isacontinuous rocesstakingplaceinthreestages:

Infogathering/inspiration

Refiningdesign/infoonsubsystems+components

Checkingtheultimatedesignforpatentrights

violation


Patent Survey Resources


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PatentSurveyResources

Somepopular websitesforpatentsurvey:

. .

www.epo.org (espacenet)

. .

www.delphion.com

. .

www.tpe.gov.tr


A Historical Note Info from Patents


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AHistoricalNote InfofromPatents


. .

Ubi Erant Nos?


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Ubi Erant Nos?


Concept


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Concept

A concept is an idea that is sufficiently

that govern its behavior.

e es gn pro em as s us o come upwith a solution that will implement anovera unct on.

Once function is well understood, logicalstep is to generate concepts that can

otentiall rovide that function. Concepts are means for providing function.


Attributes of Creative Designer


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AttributesofCreativeDesigner

Creativity and intelligence: Little correlation.

. Informationinvisualformatismoreefficientinconveying

.

Canbeimprovedwithpractice.

. Alldesignersstartwithwhattheyknowandmodifythisto

meet the s ecific roblem at hand.

Knowledgeofexistingproducts.

ideaswhichrequiresdomainknowledge.


Creative Designer (Contd)


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Creative esigner(Cont d)

Creativityandrisktaking: Attributeofcreativeen ineers. Willingnesstotakeanintellectualchance.

approachtoproblemsolving.

r e a v yan prac ce: rongcorre a on.


EnhancingCreativeThinking


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g g

Developacreativeattitude:

Con i encet atyoucanprovi eacreativeso ution.

Buildyourconfidencewithsmallsuccesses.

n oc your mag na on:

Begintoaskquestionssuchaswhy andwhatif.

imagination. Be ersistent:

Creativityrequireshardwork.

Problemsmustbepursuedwithpersistence.

Example: Edisontested6000materialsbeforehediscoveredtherightfilamentforthelightbulb.


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CreativeThinking(Contd)


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g ( )

Developanopenmind:

Bereceptive towardsnewideas,regardlessof

theirori in. Suspendyourjudgment:

.

Criticaljudgmentinhibitscreativeprocess.

Setproblemboundaries:

Develo boundariesofthe roblemin uestion. Thisdoesnotlimitcreativity,butratherfocusesit.


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CreativeThinking(Contd)


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g ( )

Creativeexperienceoftenoccurswhenindividualisnot

.

Fillthemindandimaginationwiththecontextofthe

roblem. Relaxandthinkofsomethingelse.

solution. TheEureka! ex erience.

Conciousandpreconciousmindcommunicatesbypictures

andsymbols.

Itisimportanttocommunicateeffectivelythrough3D

sketches.


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AWordtotheWise


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Invention is95 ercent ers irationand5percentinspiration.

ThomasA.EDISON


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FourStagesofProblemSolving


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repara on: emen so epro emare

examined.

Incubation: Sleepontheproblem

suddenlyemerges.

Verification: Solutionischeckedagainstthe

desired result.


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Brainstorming


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g

Atechniquetogenerateideasinanonthreatening,

unin i itingatmosp ere.

Fourfundamentalprinciples:

Criticism isNOTallowed!

Ideasbroughtforthshouldbepickedupbyotherpeople

n egroup.

Participantsshoulddivulgeallideasenteringtheirminds

.

Keyobjectiveistoprovideasmanyideasaspossible

. 20to30ideaswithinhalfanhourorso.


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Brainstorming (Contd)


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ra nstorm ngsess onnee sa ac tator:

Tocontrolgroup

Torecordideas

Some uestions mi ht stimulate the flow of ideas: Whichnewideascanarisefromcombiningpurposesorfunctions?

Whatelse?

Isacertaincomponentnecessary?

Isthereanewwaytouseit?


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Further Questions


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Canthepresentadvantagesoftheexistingsolutionsbefurtherimproved?

Arethereanyotherapplicationsoftheexistingsolution?

Cantheexistingsolutionbemodified?

Canthedrawbackstotheexistingsolutionbeovercome?

owcanper ormance,qua y,an appearanceo e

existingsolutionbefurtherimproved?

itmoreeffective?

Isitpossibletorearrangeparts?

Isitpossibletomakethesolutionmorecompact?


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Concept Generation & Evaluation


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Problem Decomposition Absolute Criteria

Explore for Ideas Go-no-go Screening

External InternalRelative Criteria

Pu h conce t selectionto Team to Team Decision matrix

Analytic hierarchy process

Explore Systematically

(Morphological Chart)BEST CONCEPT


64

AWordtotheWise


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Ifyougenerateoneidea,itis

pro a yapoorone. yougenera e

twent ideas, ouma havea ood

one.

DavidG.ULLMAN


ConceptualDecomposition


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Acommontactic:divideandconquer

Brea asystem ntosu systems

withinsubsystemsisstrongerthanbetweenthem


DecompositioninTwoDomains


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ProductorPart Subassembliesand

components

Determinesubfunctionstoachieve

overallfunctionality


Decomposition in Physical Domain


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FormfollowsFunction


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Greatadvantageoffunctional

decomposition:

thatmostlikelywouldbeskippedifrap ymove ontostructura es gn


FunctionalDecomposition


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Energyflow

Materialflow


MethodofFunctionalDecomposition


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STEP1:Stateoverallfunctionthatneedstobeaccomplished. STEP2:Createdescriptionsofsubfunctions(verbnounpairs)

Decomposeoverallfunction.

.

Reasons:

Decompositioncontrolsthesearchforthesolutionstothedesignproblem.

F ner unct ona eta s ea sto etterun erstan ngo t e es gnpro em.

Breakingdownthefunctionsofthedesignmayleadtorealizationthatthereareexistingcomponentsthatcanprovidesomeofthefunctionality.

u e nes:

Considerthequestionwhat?,not how?.

Useobjectsonlydescribedintheproblemspecificationoroverallfunction.

Breakthefunctiondownasfinelyaspossible.

Consideralloperationalsequence.


FDMethod(Contd)


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Guidelines:

Theflowsmustbeinlogicalortemporal

order.

Redundantfunctionsmustbeidentifiedandcombined.

Energyandmaterialmustbeconservedas

.


FDMethod(Contd)


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STEP4:Refinethesubfunctions Guidelines:

Decomposesubfunctionsintosubfunctions

untilatomic (primitive)subfunctionsappear.

Ifnewob ectsareneeded sto .


Example 1 - Bicycle


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Example 2 CT Scanner


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CTScanner Machine

FD of CT Scanner1


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MorphologicalMethod(Contd)


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:themagainstthefunctions.

enerateasmanyconceptsasposs e oreac unct on.

Ifthereisafunctionforwhichthereisonlyoneconceptual

, .

Keepconceptsasabstractaspossibleandatthesamelevel.

STEP2:Combineconceptstogeneratealternative


MorphologicalChart


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Mor holo icalChartarran esthefunctionsandsubfunctionsinlogical

Listpossiblehows foreachsubfunction

comprisedesignconceptsthatmight

no or g na y egenera e


Example:AMorphologicalChart


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functions

means foreach

Chartfunctionsandmeans & ex lorecombinations


Checkoutformoreinfo:http://www.betterproductdesign.ne

Example:IRWINQuickGrip1


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Checkoutformoreinfo:http://www.betterproductdesign.ne

SL300Video

Example TennisBallPitcher


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Machinethathelps

tennisskills:

Forehand

ME 4 0 7 I n t r o t o D es ig n ( I ) 82Video

FunctionsofTennisBallsPitcher


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Firststepistoidentifytheimportantfunctionsthat must be erformed b the roduct:

Ballintake/collection

Sendthemtothepitcher

a p c ng

Acceleratetheballthethedesiredspeed Optional: Givetheballaspin(formaximum

flightstability!)

Balldirectioncontrol Controldirectionoftheball


GenerateConcepts


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eve opmu p eso u ons o mp en esefunctions.

specificfunction

Itmay ormaynot incorporateanovelidea.

Atthisstage,dontbetooconcernedaboutthemachineelementsofthesolutions.

Focusontheproblem!

Weshalldealwiththecomponentsatlatterstages

(detaileddesign!)


GenerateConcepts(Contd)


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,morphologicalchartoftheproduct.

. Combineviablesolutionstogeneratemultiple

.

Acertainsolutionmayfulfillmultiplefunctions. Itmayvoidtheothersolutionsinyourmorphologicalchart.

Roughlyspeaking,aconceptisanoverallsolutionasconceivedbythedesigner!

Usuallyembodiesoneormorenovelideas!


BallPitcher Solutions/Concepts


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Where were we?


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ConceptEvaluation

h l d


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Howcanaroughconceptualideaevaluated?

,uncertainandevolving.

Evaluationinvolves Comparison


Evaluation (Contd)


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abstraction.

Asanexam le considerthefunction:Tomovesomeob ect Concept1:Tousefluidpressure

Concept2:Linearelectricmotor

theabstractionorviceaversa.

Comparisonscanbe

Absolute:setofrequirements

Relative:withotherconce ts


AbsoluteCriteriaFilters


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Evaluation based on:

Feasibilityofdesign

Technologyreadiness

DonotgotoR&D,justcheckiftechnologyis

matureenough

Gonogoscreening

Customerrequirements questions

Eliminatenogos


Go/NoGoScreening

E h t i t h ld b


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Eachcustomerrequirementshouldbetrans ate ntoquest onst atcan eaddressedbyeachconcept.

Answers:

Maybe(go)(workonweakareas)No nogo

Ifaconcepthasafewnogoresponses,

modifytheconceptrather.


PughsConceptSelectionProcess


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RelativeComparison method

Choosereference concepts

Decideiftheconceptinquestionise er,worseors m ar o e

reference


PughsConceptSelectionProcess

1 Choose criteria


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1. Choosecriteria. ormu ate ec s onmatr x

3. Clarifydesignconcepts

4. Choosethedatumconcept

5. Runthematrix

6. Evaluatetheratings.

8. Planfurtherwork

. econ wor ngsess on


Example Ball Pitcher


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Further Refinement


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Next?

Read B1 (Class reader)


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ReadB1(Classreader)

GatherInfo

MachineElements

atents

Createaprojectmanagementplan

Teameffort!

Begingeneratingconcepts


References


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1. DavidG.Ullman, MechanicalEngineering

DesignProcess, McGrawHillPublishing,3rd

edition,2003.

. . ,

MaterialsandProcessingApproach,Mcraw u s ng, r e t on, .


me 407 - introduction to design - part 1

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