Transcript Document

Design Process
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Welcome
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New Global Paradigm
• Companies must deliver products to “local”
markets
• Economy is international
• Best-in-World people, materials, skills,
processes, and technologies
• Remote collaboration beyond the local
enterprise
• Speed and quality are the competitive
advantage
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The Realities
• Higher productivity from smaller work teams
• Higher demand for quality, robustness, and
reliability
• Responsiveness to customers
– Speed to market
– Performance in market
• Global competition
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Design Process
• Robust design positively impacts cost and market
attributes (penetration, acceptance, brand)
• Robust design in a marketable skill
• Design projects bring new products to market
• Project management is a skill which not many engineers
can master, but leads to promotion, leadership, and
compensation
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Product Design & Management
• Key responsibility in global economy
– Balances business and engineering
– Implements business strategy
• Integration over the value and supply chain
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Customer requirements
Innovation
Process orientation
Teamwork, leadership, and management
Strategy and planning
Problem solving: “Bringing order to chaos”
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Top 5 Reasons for Project/Design Failure
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Lack of problem definition
Lack of documentation of requirements
Insufficient front end planning
Unrealistic project plan
Underestimate project scope
Lack of risk identification and management
– Insufficient contingency planning
– Classification on risk
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What is Quality?
• A subjective term for which each person has
his or her own definition
• Technical usage, quality can have two
meanings:
– 1. the characteristics of a product or service that
bear on its ability to satisfy stated or implied
needs
– 2. a product or service free of deficiencies
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Six Sigma Quality Methodology
• A measure of quality that strives for near
perfection
• A process must not produce more than 3.4
defects per million part produced
• Fundamental objective: the implementation
of a measurement-based strategy focused on
process improvement and variation reduction
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Risk – Not Just a Four Letter Word
• Risk
– The possibility of suffering harm or loss; danger.
– A factor, thing, element, or course involving
uncertain danger; a hazard
• Risk Management
– The process used to identify potential harmful
outcome, estimate the probability of the
outcome, and develop a contingency plan to
mitigate the risks
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A Situation…to make a point
• Circa 1880s – the early industrial
age, buildings began to spring up
all over the US
• People began to use elevators as
buildings grew taller
• Early elevators were very slow
• People complained about the
slowness of elevators
• What is the problem?
The twin elevators in San Diego's St. James
Hotel were billed as the "fastest in the world"
when installed in 1913, but the hotel notes
that the world has sped up while the
elevators have not.
Credit: Ina Fried
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The Obvious Problem
• Is the problem that “Elevators move too slow.”?
• Action: Design elevator which is faster and safer – in
1880s it is too expensive!
• Many companies decided to design and build a safer and
faster elevator
• Engineers focused on: larger motors, slicker pulley
designs, better gears, more power conversion
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Another Approach
• Recast the problem: “Elevator speeds are just
fine. People are crazy”
• Or another definition: “People think elevators
move to slow”
• One company decided to solve this problem
• Engineers focused on: the passenger in the
elevator
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Question Passengers in Elevators:
• Are elevators too slow?
• What is making passengers think the elevator
is slow?
• Is it possible to distract a passenger during
their ride?
• What can be done to make a passenger more
comfortable?
• Are passengers scared of heights?
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Passenger (Customer) Research
• Passengers did indeed think elevators were a
lot slower then they actually were
• Passengers had an exaggerated sense of time
during the ride due to:
– Had nothing to do but stare at the walls and
think about the safety of the elevator
– Thought focused on being suspended in the
air by a thin cable – passengers were
preoccupied with the fear of falling
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A Solution
• Give passengers something to do while
standing in the elevator
• Limited room for additional items – So
brainstorming yielded:
– Install mirrors in elevators to make passengers
think about something else besides danger
– Make passengers think about “Was their hair
combed properly?” or “Did her makeup look
okay?” or ….
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The Follow Up
• Passengers did become distracted
• Fear of falling – no longer a preoccupation
• Passengers believed elevators with mirrors
were faster – even though the speed was
exactly the same
• The elevator design had not been changed at
all
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The 21st Century
• Today’s elevator pull three G’s of acceleration
as they rocket passengers towards their
destination floor
• Most modern elevators have mirrors, lights to
flash the floors, video screens with ads or
other visuals and audio to distract passengers
on their ride
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FAILURE IS THE MOTHER OF
INVENTION:
THE STORY OF THE BEVERAGE CAN
• PROBLEM: Keep food from spoiling
• SOLUTION: In 1809 Nicholas Appert invented
a process for preserving food in glass bottles
by filling them with water to kill the bacteria.
He was awarded 12 000 francs by the French
government.
– In 1810 Appert wrote a book L’art de Conserver
(very successful and profitable).
THE STORY OF THE BEVERAGE CAN
(continued)
• PROBLEM: Bottles break easily.
• SOLUTION: Peter Durand (London) devised a sealed
tin container.
• PROBLEM: How to open the tin. Soldiers used
knives, bayonets, and even rifle fire. A tin of roast
veal carried on one of William Parry’s Arctic
expeditions bore the instruction, “Cut round on the
top near the outer edge with a chisel and hammer.”
The can (iron) was .2” thick and weighed a pound
(empty).
THE STORY OF THE BEVERAGE CAN
(continued)
• SOLUTION(S):
– 1. Use steel (stronger and thinner).
– 2. Create specialized tools for opening cans
• 1858 Ezra Warner (Connecticut) got a patent for a can
opener that was describes as “Part bayonet, part sickle
[with a] large curved blade.”
• 1870 William Lyman (Connecticut) patented a can
opener with a wheel that revolved around a center hole
punched in the can.
THE STORY OF THE BEVERAGE CAN
(continued)
• PROBLEM: Lyman’s can opener had to be
adjusted for each can size and the punching of
the center hole had to be exact.
• SOLUTION: Modern style can opener was
patented in 1925. There is still room for
improvement.
THE STORY OF THE BEVERAGE CAN
(continued)
• PROBLEM: Thin cans lacked stiffness and
buckled.
• SOLUTION(S):
– 1. Add a rim at top and bottom.
– 2. Corrugate the sides.
THE STORY OF THE BEVERAGE CAN
(continued)
• PROBLEM: Beverage cans opened with can
openers had jagged edges and too big an
opening.
• SOLUTION: The “Church Key” can opener.
• PROBLEM: It kept getting lost or you didn’t
have it with you when you needed it.
• SOLUTION: Cans with discardable pull tabs,
called pop tops.
THE STORY OF THE BEVERAGE CAN
(continued)
• PROBLEM: What to do with pull tabs after
removal?
– Discard them? – Littering
– Make chains? – Artistic
– Drop them in the can? – Dangerous
• SOLUTION: Pop tops that stay attached to the
can.
• PROBLEM: Some people with long finger nails or
weak, arthritic fingers cannot open them.
• AND SO ON, AND ON, AND ON, AND …...
Winter Quarter
Lect 2
P. 25
A Situation…to reinforce a point
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When typewriter came on the scene, secretaries typed so fast, the type bars jammed
together and prevented the machine from operating efficiently
Engineers looked at letters in common English words, then redesigned the key layout
to slow down the typing speed of secretaries to minimize the possibility of the
jamming of key type bars
All English computer keyboards remain based upon the early layout of typewriters –
which limit typing speed!
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The Legacy of a Solution
• Roman chariots -> Roman road design -> rail
spacing in Europe
• Fonts -> showed importance of individual or
institution -> selection in word processors
today to make a personal statement
• Beware: what you design could impact
civilization for 1000 years or more!
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What is a problem?
• A question to be considered, solved, or
answered
• A situation, matter, or person that presents
perplexity or difficulty
• A misgiving, objection, or complaint
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THE ENGINEERING METHOD
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RECOGNIZE AND UNDERSTAND THE PROBLEM
GATHER DATA (AND VERIFY ITS ACCURACY)
SELECT GUIDING THEORIES AND PRINCIPLES
MAKE ASSUMPTIONS WHEN NECESSARY
SOLVE THE PROBLEM
VERIFY THE RESULTS
PRESENT THE SOLUTION
ENGINEERING PROBLEM TYPES
• Create a new product
– Invention/conceptualization
– New/modified design of existing product
• Cost reduction
– Do it faster, cheaper, better
– example:
Personal computers
ENGINEERING PROBLEM TYPES
• Develop or change a procedure
– Example: Warehouse inventory -- Instead of
having 3 month's inventory go to "just in time"
• Human factors
– Make our lives longer, better, easier
– Examples: cruise control, moving sidewalks,
management tools
TYPES OF INFORMATION
FOR PROBLEM SOLVING
• GIVENS: The initial condition of the problem
• OPERATIONS: The various actions we are allowed
to perform
• GOALS: The desired final condition of the
problem
• PROBLEM STATE: The state of the problem at any
specific point in time
• SOLUTION: Completely specified the GIVENS,
OPERATIONS, GOALS, and succession of
PROBLEM STATES to get to GOAL state
STEPS IN PROBLEM SOLVING
• IDENTIFY THE PROBLEM
– YOU CAN’T FIX IT IF YOU DON’T KNOW WHAT IS
BROKEN.
• DETERMINE WHAT IS REQUIRED FOR THE
SOLUTION
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WHAT IS KNOWN?
WHAT IS UNKNOWN?
ANY RESTRICTIONS OR LIMITATIONS?
ANY SPECIAL CASES?
STEPS IN PROBLEM SOLVING (CONT’D)
• DEVELOP A STEP-BY-STEP PLAN (ALGORITHM).
– HOW ARE YOU GOING TO FIX IT?
• OUTLINE THE SOLUTION IN A LOGIC DIAGRAM
• EXECUTE THE PLAN.
– KEEP TRACK OF WHAT WORKS AND WHAT
DOESN’T.
STEPS IN PROBLEM SOLVING (CONT’D)
• ANALYZE THE SOLUTION
– REVISE THE PLAN AND RE-EXECUTE AS NEEDED.
– KEEP THE GOOD PARTS OF THE PLAN AND ALTER
THE NOT-SO-GOOD ONES.
• REPORT / DOCUMENT THE RESULTS
– LET YOUR BOSS KNOW HOW YOUR IDEA WORKED
( in a written report ).
Problem Definition
• “The formulation of a problem is often more
essential than its solution” – Albert Einstein
• Objectives or purpose pursued by the
research/development itself
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The Process
• “An organized group of related activities that work together to
transform one or more kinds of input into outputs that are of value
to the customer” – M. Hammer, The Agenda Crown Business, NY
2001
Ad-Hoc
• Discovery
• No set timing
• Unpredictable
results
• Long-term
returns
Learning
• Loose structure
• Planning difficulties
• Less predictable
results than desired
• Medium-term
returns
Mature
• Structured methods
• Planned
tasks/milestones
• Predictable results
• Short-term returns
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Process: Key ideas
• A group of activities, not just one.
• Activities are not random or ad hoc; they are
related and organized.
• All activities must work together toward a
common goal
• Processes exist to create results for your
customers – the individuals who give you
value for your work
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Process: Value Chain
• Each activity or step contributes to the end
result
• Some activities directly contribute value, while
others may not
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Process: Design and Development
Phase 1
Idea
Phase
• Investigate
market needs,
potential, and
technology
• Evaluate
program
feasibility and
viability
Phase 2
Concept
Phase
• Define
customer
requirements
• Identify
product
concepts
• Gain approval
and
investment to
move forward
Phase 3
Planning
Phase
Phase 4
Design
Phase
Phase 5
Development
Phase
• Define on
launch
objectives
• Define
partners
interaction
• Plan the
program
and
schedule
• Design
prototypes
• Test product
proof of
concept
• Develop
product
• Test for
functionality
and
performance
• Test for
customer
acceptance
Phase 6
Launch
Phase
• Launch and
sell
• Provide
customer
support
• Identify
process
improvements
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Project Schedule
• Activities – to complete the process
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Case: Energizer Batteries
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Targeted at disabled and
elderly
Eliminates:
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Small and cumbersome
loading issues with arthritic
hands and fingers
Dropping and losing it on the
floor
Frustration of loss of
independence
Solves a real problem
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Case: The Talking Bottle
• Original goal: to manufacture a disposable talking
bottle that provides audible label information and
thus makes information about their medications
more accessible to people who are elderly, visually
and cognitively impaired, illiterate, or speak a
different language
• 20 percent of nursing home residents are only there
because they don't take their medicines correctly
• Lets doctors and pharmacists give verbal instructions
that you can access by pushing a button on the
bottle
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