Product Design and Design Process

Engineering Design

What is Design ?
As many definitions as many there are designs . because process of design is such a common human experience

Engineering Design
As per Websters Dictionary

To fashion after a plan

Is this definition complete?
If NO..What is missing in it.?

the essential fact that to design is to create something that has never been

Engineering Design
Engineering Designer, artist, sculptor, a composer, a playwright and other creative members practice design by this definition Professional practice of Engineering 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

Engineering Design
Ability to Design is both a Science and an Art Science : 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 something

We can discover what has already existed but has not been known before
Design should not be confused with Discovery Design is the product of Planning and Work Invention: Design may or may not involve invention as some are truly inventive but most are not

Engineering Design
What is a Good Design ? Good design requires both Analysis and Synthesis

Analysis
Decomposing problem into manageable parts To understand performance/behavior of parts in service using appropriate discipline of science/engineering and computational tools Usually involves simplification of real world problems through models

Synthesis
Identification of Design Elements that will comprise Product Its decomposition into parts Combination of part solutions into a total workable system

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 the individual 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

Engineering Design
Conclusion
Engineering Design extends beyond the boundaries of Science As a Design Engineer during professional career you may have 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

The Design Process

Problem identification
(market analyst-design brief)

Specifications
Concepts Layouts Drawings Product

Conceptual design
(Product designer)

Embodiment design
(Design Analyst)

Detail design
(Development & Research Engineer)

Manufacture
(Process Planner and Production Engineer)

Design Process
Product Design

Consumer goods Appliances, missiles, jets, planes

Complex Engineering System

Electric power generating system Petrochemical plants Building/bridge design

Static Product Vs Dynamic product

A change in design concept takes long time period. Incremental changes occur at sub-system and component level Examples: refrigerators, automobiles etc Exists in market where customer is not eager to change and does not demand significant improvement Fashion or styling play a little role Market characterized by stable number of large producers High price competition and little research Product are similar to each other Technology is stable and mature Users dont demand significant improvements Industries standards may even restrict 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 many small producers Involves active market research Companies seek new product Technology is rapidly advancing There is a high product differentiation and low industry standardization More emphasis is placed on product research than on process research

Importance of Design Process

Product cost commitment during phases of design process
70~80% = for Design commitment 25% = for manufacture

5% = for design 95% = for material, manufacture, labor, capital

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 designed into it Design process should be conducted so as to develop, quality cost competitive products in the shortest time possible

Design Process
PROBLEM SOLVING METHODOLOGY IN DESIGN PROCESS Problem Definition Gathering Information

Generation of alternative solution

Evaluation of alternatives Communication of Results

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 the problem

Definition of any special technical terms

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 find or 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?

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

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

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

Organization for Design

Organization is arranged based on Function Project

Functional Organization
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

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

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

Light Weight Project Organization (Functional)

In this functional links are stronger than project links so called functional organizations Works well in stable business environment where product predominates in market due to technical excellence
Project Manager Responsible For Scheduling Coordination Arranging meetings Functional Manager Responsible For Budget Personnel matters Performance evaluation

Heavy Weight Project Organization

Has the advantage in introducing radically new products, especially where speed is important Project Manager
Responsible For Has complete budgetary authorities Make most of the resource allocation decisions Plays a strong role for personal evaluation

Functional Manager
Although each person belongs to functional unit but has little authority and control

Concurrent Engineering

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

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

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 in succession 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 and prepares a prototype for testing.

The Traditional Product Development Process (Serial Design Process)

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 Customer requirements (sales and marketing) Conceptual design (Industrial designers) Detailed design and analysis (engineering)

Manufacturing

Distribution and Sales

Support and Service

Disposal (not our problem)

Concurrent Product Development (Systematic Integrated Product Design Approach)

Simultaneous decision making by design teams Integrates product design & process planning Details of design more decentralized Needs careful scheduling - tasks done in parallel

Design Support Customer Engineering

Sales

Manufacturing

Breaking Down Barriers

Sequential Vs. Concurrent Product Development

Activity A
Sequential Activity B Activity C

Time to market

Concurrent Competitive Advantage!

Role Of Design Engineer

No longer totally responsible for product design Responsible for more than what was traditionally considered design Merging of design engineer and manufacturing engineer

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 mutual respect 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 time roughly in parallel All groups provide input to the development of product design specifications Nearly continuous communication between functional units and design teams is necessary Decidedly different from the old practice

Main elements of Concurrent Engineering

Vendor partnering (a form of parallel engineering) Technical expertise of vendor for certain components is employed as an integral member of cross-functional design teams In conventional process vendors are selected by a bidding process after the design has been finalized In CE, key vendors, known for proficient technology, reliable delivery and reasonable costs are selected only in design process before 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 should minimize the time for receipt of parts

Conventional Collaboration

Virtual Collaboration

Communication Communication fax, telephone, mail face-to-face discussion, email, discussion groups, memos, telephone, shared whiteboard, whiteboard, bulletin board, videoconferencing wall charts, etc. Collaboration Collaboration application sharing, shared meetings, collocated network workspace (files in workgroup shared directories) Knowledge management Knowledge management Product data management notebooks, binders, printed system, document reports, photocopies, management system, drawings, forms, data files distributed databases

Geographically Distributed Teams

Company A

Company B

Enterprise data and information

Transparent global network

Company A

Company B

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, Interaction between CADCAM Data base management system (DBMS), spread sheet software, MathCAD, MatLab, Mathmatica, Maple etc

Design to Codes and Standards

Much designs are not very different from what has been done in the past
Chief Aspects Makes the best practice available to everyone, ensuring efficiency and safety Promotes interchangeability and compatibility

CODE
Collection of laws and rules that assists a Government agency in meeting its obligation to protect the general welfare by preventing damage to property or injury or loss of life to persons

STANDARD
A general agreed upon set of procedures, criteria, dimensions, materials and parts

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

Tell engineer how to do it Usually regarded as recommendations, that do not have force of law This way standards become legally enforceable

Design to Codes and Standards

TYPES OF DESIGN STANDARDS
PERFORMANCE STANDARDS Published for many products TEST METHOD STANDARDS For measurement of properties CODE OF PRACTICE Provides detailed design methods for a repetitive technical problem

Examples: For seat belts, auto crash safety etc.

Examples: Yield strength, thermal conductivity, sensitivity etc.

Examples: Design of piping, heat exchanger Pressure vessel etc. ASME, BS

Design to Codes and Standards

STANDARDS PREPARATION 1. Often prepared by individual companies for their own proprietary use e.g. dimensions, tolerances, forms, processes etc.

Design to Codes and Standards

STANDARDS PREPARATION 2. By group of companies of the same industrial sector Sponsored by Industry Trade Association i.e. American Institute of Steel Construction (AISC), American National Standard Institute (ANSI), International Organization for Standardization (ISO) etc. 3. Government Specification Standards, as Govt. is the purchaser of large number of goods and services 4. Defense Product Standards

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 (standardized components 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, 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

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, reliability engineering 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 at lower 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)

Product Design Specification (PDS)

Essence of Technical Review of design is to compare the 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

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 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

Updates

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

Re-design (Old Design of railcar wheel Vs.

improved deign)

Four factors that lead to success of the product

1. Product planning and research: Adequate time spent on problem definition, concept generation and evaluation, 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.

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 routine problem 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

Innovators
People in a technical organization, who are most current with
technology 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 with
doing things better

Able to deal with unclear and ambiguous situations without feeling

uncomfortable as they have high degree of self-reliance and self-esteem

Respond well to the challenge of diverse projects and the opportunity to

communicate 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 get
them?

Works the element of problem in parallel not serially

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 incremental innovation 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

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 need analysis, a problem statement and a plan for the information that will be needed to complete the design.

Problems and Exercise

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?).

Problems and Exercise

Need Analysis: Must
1. Cost less than Rs20,000 2. Weight less than 60 kg 3. Human powered 4. Local resources (Price) 5. Easily manufactured 6. Produce 4x6x12 in blocks 7. Produce 600 blocks/day 9. Compressive strength at least 2 MPa

Wants
1. Able to make block 4x6x12 in 2. Easily maintained 3. Easy and Safe operation 4. Should handle different types of soil and cement mixture

Problems and Exercise

Problem statement:
The objective of the project is the design and construction of a block making machine. The blocks are to be made of soil cement and are 4x6x12 inches. The machine must be human powered, weight less than 60kg, cost less than Rs20,000 to build and capable of producing 600 blocks/day with 5 person crew. Blocks must have a compressive strength of 2Mpa when cured. The machine should be constructed from local recourses. The machine also should be adaptable to a verity of soil cement mixtures, and to making blocks 4x6x12 in. A crew of 3 persons should be capable of operating the machine to produce 600 block per day.

Problems and Exercise

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.
3.

Mechanism for generating pressure

Human factors Magnitude of force that can be produced by a human Human fatigue

4. 5.

Materials handling Materials for the machine, availability and their properties