Vehicle Design Lecture 1

11/7/2022
Vehicle Design (AU‐415)
Fall Semester 2022
Assad Anis, Assistant Professor, Deptt. of Automotive & Marine

Engineering
NED University of Engineering & Technology, Pakistan
Sessional Assessment
• Mid‐Term Examinations 20 Marks
• Final Examinations 60 Marks
• Mini Projects 10 Marks
• Case Study 10 Marks
Assad Anis, Automotive Department, NED University of Engg. & Tech.
CLO’s
• Comprehend the concepts of vehicle design
process and strategies.
• Apply principles of mechanics to Automotive

Structures.
• Apply vehicle design assessments techniques

vehicle design and development process.
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INTRODUCTION
Contents
 History
 Total Design Concepts
 Vehicle Design process
 Vehicle Design Parameters and Specifications
 Automotive Materials
VEHICLE DESIGN CONCEPTS
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Influence of Design
The first and most important stage
in setting up effective
manufacturing operations is to get
the product design right.
The case to be made is that
manufacture can be used as a
competitive weapon and should
not be viewed simply as providing
constraints to the designer.
Manufacture should not be seen as
limiting what the designer can do
but rather to enable the designer
to realize his product, provide a
service to the consumer and make
money.
The Development & Production Cycle
production cycle
represents the lead time
taken between customers
placing an order and
receiving the goods where
those goods were
manufactured to their
order and not simply taken
from stock.
The development cycle
represents the time taken
between
identifying a market need
and producing a new
product to meet that need
(i.e. product introduction),
Where Manufacture has been used as Effective
Weapon?
1. The right material at the right
• Toyota Production System (TPS), Mr Taiichi Ohno (1988) place at the right time.
• JIT (Just‐in‐Time) Concepts 2. Continuous process
Production leveling, also improvement (Kaizen).
known as production 3. Respect for the worker.
smoothing or – by its
Japanese original term –
heijunka (平準化), is a
technique for reducing
the mura (unevenness)
which in turn
reduces muda (waste). It
was vital to the
development of production
efficiency in the Toyota
Kanban is a
Production scheduling
System and lean
manufacturing. The goal is
system for lean
to produce intermediate manufacturing
goods at a constant rate so
that further processing and just‐in‐time
may also be carried out at manufacturing.
a constant and predictable
rate.
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Just in time philosophy (JIT/LP)
 Management strategy that aligns raw‐material orders
from suppliers directly with production schedules.
 Adopted by Toyota in the 1970s
 Increases efficiency and decrease waste by receiving
goods only as they need them for the production
process, which reduces inventory costs
 Also called Toyota Production System
 The success of the JIT production process relies on
steady production, high‐quality workmanship, no
machine breakdowns, and reliable suppliers.
RM = Raw Material, WIP = Work in Progress, FG = Finished
Good
The three types of inventories are raw materials, which depicts the amount of raw materials the company has
bought to work during the period of the statement, Work in progress, which shows the amount of work that is
currently underway and finished foods, which shows the actual storable final good inventory that the company
can sell immediately.
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Production Model
 Basis of all production models
 The process starts with the customer needs
 Analysis of the market is done by experts
 Supply components are then ordered from
vendors
 The product is then fabricated and
assembled
 The final product is then dispatched to sales
 Inspection and test are integrated with
supply, fabricate and assemble processes
 These mainNeither JIT or MRP will be effective in too many bottlenecks. OPT (Optimized
processes are enveloped by
Production Technology is used.
control mechanisms for production
MRP, SPC, OPT
• Material requirements planning (MRP) is a • Statistical process control (SPC) is a method
production planning, scheduling, of quality control which employs statistical
and inventory control system used methods to monitor and control a process. It

employs run charts, control charts, DOE (design of
to manage manufacturing processes. Most MRP
experiments) techniques etc.
systems are software based, but it is possible to
• Optimized Production Technology (OPT)
conduct MRP by hand as well.
• The processes and methods used to transform
• An MRP system is intended to simultaneously
tangible inputs (raw materials, semi‐finished goods,
meet three objectives:
subassemblies) and intangible inputs (ideas,
– Ensure materials are available for
information, knowledge) into goods or services.
production and products are available for delivery to
customers.
– Maintain the lowest possible material and product
levels in store
– Plan manufacturing activities, delivery schedules
and purchasing activities
Product Development Model
 Similar to the machine design process
 A market survey is conducted using sampling

methods to acquire the needs of the population
 Product specifications are made in correspondence

with the market requirements
 A quick and rough design is made using simple tools

and block diagrams
 On the basis of this rough design a more detailed

design is produced using modern tools
 The final design is produced using conventional

manufacturing processes and are then introduced
into the market
 These processes are bounded by control mechanisms

for development
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PDS (Process Development Specifications)
• A product design specification (PDS)
is a statement of how a design is
made (specify the design), what it is
intended to do, and how far it
complies with the requirements.
Requirements may be gathered in the
Product Requirement Specification
(PRS). Its aim is to ensure that the
subsequent design and development
of a product meets the needs (or
requirements) of the user. Product
design specification is one of the
elements of product lifecycle
management.
QUALITY FUNCTION
DEPLOYMENT (QFD)
Quality Function Deployment
Quality Function Deployment (QFD) is a process and set of
• Quality Function Deployment (QFD) is a structured
tools used to effectively define customer requirements and
approach to defining customer needs or requirements
convert them into detailed engineering specifications and
and translating them into specific plans to produce
plans to produce the products that fulfill those requirements
products to meet those needs.
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FAILURE MODE AND
EFFECT ANALYSIS (FMEA)
Failure Mode Effect Analysis (FMEA)
• Failure Mode and Effects • Developed in the 1950s,
Analysis, or FMEA, is a FMEA was one of the earliest
methodology aimed at allowing structured reliability
organizations to anticipate improvement methods. Today
failure during the design stage it is still a highly effective
by identifying all of the possible method of lowering the
failures in a design or possibility of failure.
manufacturing process.
Definition
 A systematic method of identifying and preventing
product and process problems before they occur.
 Focused on preventing defects, enhancing safety, and
increasing customer satisfaction.
 Ideally, FMEAs are conducted in the product design or
process development stages, although conducting an
FMEA on existing products and processes can also yield
substantial benefits.
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History
 First formal FMEAs were conducted in the aerospace industry in the mid‐
1960s and were specifically focused on safety issues.
 FMEAs became a key tool for improving safety, especially in the chemical
process industries.
 The goal with safety FMEAs was, and remains today, to prevent safety
accidents and incidents from occurring.
 FMEA process standardizes the approach and establishes a common language
that can be used both within and between companies. It can also be used by
nontechnical as well as technical employees of all levels.
 The automotive industry adapted the FMEA technique for use as a quality
improvement tool.
Failure Mode & Effect Analysis (FMEA)
• FMEA is a method for identifying
– potential or known failure modes and
– providing corrective and preventive actions.
• The FMEA Process:
– Identify potential or known failure modes
– Identify the effects and causes of each failure mode
– Prioritize the identified failure modes based on the frequency of occurrence,
the severity of the failure mode, and the likelihood of detection
– Provide for follow‐up corrective and preventive actions
– Follow up
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Purpose of FMEA
 A formal FMEA process should be a part of a
comprehensive quality system.
 While FMEAs can be effectively used alone, a

company will not get maximum benefit without
systems to support conducting FMEAs and
implementing improvements that are a result of
the FMEAs.
 Effective identification of causes and effects of

failure modes.
 Prevent defects from happening in the first place
 Boosts production and improves cost saving
 Improves customer satisfaction
 Effective elimination of risks
 Effective deployment of corrective measures
ISO 9000 (A family)
 ISO 9000 is a family of standards for quality
management systems.
 When an organization achieves ISO 9000

certification, that organization has developed,
instituted, and uses systems capable of
controlling processes that determine the
acceptability of its product or services.
 ISO 9001:2000, which combined the earlier

standards of ISO 9001, 9002, and 9003, defines
the requirements of a comprehensive quality
management system.
ISO(TS)16949
 ISO/TS 16949:2002 takes ISO 9001 one step
further with an emphasis on a process
approach.
 ISO/TS 16949:2002 is based on ISO 9001.
 Contains complementary automotive industry‐
specific requirements adding to the standard
both a process orientation and a focus on the
customer.
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Design FMEA (DFMEA)
 The Design FMEA is a disciplined analysis of the part design with the intent to correct or
prevent the design‐based failure modes prior to the first production run.
 The objective for a product or design FMEA is to uncover problems with the product
that will result in safety hazards, product malfunctions, or a shortened product life.
 Product FMEAs can be conducted at each phase in the design process (preliminary
design, prototype, or final design), or they can be used on products that are already in
production
Product FMEA
DFMEA Process Flow
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Process FMEA
 Process FMEAs uncover process problems related to the
manufacture of the product
 It is helpful when conducting a process FMEA to think in
terms of the five elements of a process: people, materials,
equipment, methods, and environment.
 With these five elements in mind, ask: How can process
failure affect the product, processing efficiency, or safety?
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Process FMEA
FMEA Breakdown
 Review the Process or Product
 Brainstorm Potential Failure Modes
 List Potential Effects for Each Failure Mode
 Assigning Severity Ranking For each failure mode
 Assign an Occurrence Ranking for each Failure Mode
 Assign a Detection Ranking for each Failure Mode and/or Effect
 Calculate the Risk Priority Number for each Failure Mode
 Prioritize the Failure Modes for Action
 Take Action to Eliminate or Reduce the High‐Risk failure Modes
 Calculate the Resulting RPN as the Failure Modes Are Reduced
FMEA Worksheet
 The FMEA process should be documented using an FMEA worksheet
 The worksheet must capture all of the important information about the FMEA and serves as an excellent
communication tool.
 FMEA Worksheet design may vary from organization to organization
 The worksheet is easiest to work with when enlarged to 11 × 17 inches in size or when put on to a large poster
or projected from a computer for use during the team meeting.
 A numbering system to track and access FMEA previously conducted projects is helpful. The numbering system
should enable cross‐referencing to similar FMEAs as well as other improvement activities dealing with the same
product or process.
 Copies of all FMEAs should be kept in a central location so they are easily accessible during audits or internal
process and product reviews
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Review the process or product
 The team should review a blueprint (or engineering drawing) of the product if they are
considering a product FMEA or a detailed flowchart of the operation if they are conducting
a process FMEA.
 If a blueprint or flowchart is not available, the team will need to create one prior to starting
the FMEA process.
 With the blueprint or flowchart in hand, the team members should familiarize themselves
with the product or process.
 For a product FMEA, they should physically see the product or a prototype of it.
 For a process FMEA, the team should physically walk through the process exactly as the
process flows.
 It is helpful to have an “expert” on the product or process available to answer any
questions the team might have.
Brainstorming potential failure modes
 Once everyone on the team has an understanding of the process (or product), team members can begin
thinking about potential failure modes that could affect the manufacturing process or the product
quality.
 A brainstorming session will get all of those ideas out on the table.
 Team members should come to the brainstorming meeting with a list of their ideas.
 In addition to the ideas members bring to the meeting, others will be generated as a result of the
synergy of the group process.
 Because of the complexity of most manufactured products and manufacturing processes, it is best to
conduct a series of brainstorming sessions, each focused on a different element of the product or
process.
 Once the brainstorming is complete, the ideas should be organized by grouping them into like categories
 Grouping the failures will make the FMEA process easier to work through.
 If possible combine some of the interrelated failure modes
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List potential effects of each failure mode
 With the failure modes listed on the FMEA Worksheet, the FMEA team
reviews each failure mode and identifies the potential effects of the failure
should it occur.
 For some of the failure modes, there may be only one effect, while for
other modes there may be several effects.
 This step must be thorough because this information will feed into the
assignment of risk rankings for each of the failures.
Assigning Rankings
 Rankings are based on a 10‐point scale with 1 being the lowest ranking and 10 the
highest.
 It is important to establish clear and concise descriptions for the points on each of
the scales, so that all team members have the same understanding of the rankings
 The scales should be established before the team begins the ranking process.
 The more descriptive the team is when defining the ranking scale, the easier it
should be to reach consensus during the ranking process.
 Ranking scales should be common for all FMEAs
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Assign a severity ranking
 The severity ranking is an estimation of how serious the effects would be if
a given failure did occur.
 It is necessary to estimate the severity based on the knowledge and

expertise of the team members
 It is important to note that because each failure may have several different
effects, and each effect can have a different level of severity.
 The effect should be rated and not the failure
 Each effect should be given its own severity ranking, even if there are
several effects for a single failure mode
Design FMEA Severity Evaluation Criteria
Process FMEA Severity Evaluation Criteria
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Assign an Occurrence Ranking
 The best method for determining the occurrence ranking is to use actual data
from the process
 The above process can be done easily using failure logs or process capability data
 When actual failure data are not available, the team must estimate how often a
failure mode may occur
 The team can make a better estimate of how likely a failure mode is to occur and
at what frequency by knowing the potential cause of failure.
 Once the potential causes have been identified for all of the failure modes, an
occurrence ranking can be assigned even if failure data do not exist.
Design FMEA Occurrence Evaluation Criteria
Process FMEA Occurrence Evaluation Criteria
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Assign a Detection Ranking
 The detection ranking looks at how likely we are to detect a failure or the
effect of a failure.
 This step is initiated by identifying current controls that may detect a failure or
effect of a failure
 If there are no current controls, the likelihood of detection will be low, and the
item would receive a high ranking, such as a 9 or 10.
 Current controls should be listed for all of the failure modes, or the effects of
the failures, and then the detection rankings assigned.
Design FMEA Detection Evaluation Criteria
Process FMEA Detection Evaluation Criteria
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Calculate Risk Priority Number(RPN)
 The risk priority number (RPN) is simply calculated by multiplying the severity
ranking times the occurrence ranking times the detection ranking for each item.
𝑹𝒊𝒔𝒌 𝑷𝒓𝒊𝒐𝒓𝒊𝒕𝒚 𝑵𝒖𝒎𝒃𝒆𝒓 𝑺𝒆𝒗𝒆𝒓𝒊𝒕𝒚 𝑶𝒄𝒄𝒖𝒓𝒂𝒏𝒄𝒆 𝑫𝒆𝒕𝒆𝒄𝒕𝒊𝒐𝒏
 The total risk priority number should be calculated by adding all of the risk priority
numbers
 This number calculated in the above step has no meaning because each FMEA has
a different number of failure modes and effects
 However, it can serve as a gauge to compare the revised total RPN once the
recommended actions have been instituted
Prioritize The Failure Modes for Action
 The failure modes can now be prioritized by ranking them in order, from the
highest risk priority number to the lowest.
 When you arrange the failure modes you will see that the failure modes are
arranged using pareto principle (80/20) rule.
 In the case of the RPN, a literal translation would mean that 80 percent of the total
RPN for the FMEA comes from just 20 percent of the potential failures and effects
 It is convenient to plot a pareto diagram.
 The team must now decide which items to work on.
Take Action to Eliminate or Reduce the High‐Risk Failure
 Using an organized problem‐solving process, identify and implement actions to eliminate or
reduce the high‐risk failure modes.
 Ideally, the failure modes should be eliminated completely.
 When a failure mode has been eliminated completely, the new risk priority number approaches
zero because the occurrence ranking becomes one
 While elimination of failure modes altogether is ideal, it may not be achievable in all cases
 When this happens, it helps to refer back to the severity, occurrence, and detection rankings that
the team assigned to each item.
 Think of ways to reduce the rankings on one, two, or all three of the scales.
 Increase detectability of the failure promotes product or process improvement.
 Reducing the severity is important, especially in situations that can lead to injuries.
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Steps taken to reduce RPN
Calculate the resulting RPN
 Once action has been taken to improve the product or process, new rankings for severity, occurrence, and
detection should be determined, and a resulting RPN calculated.
 For the failure modes where action was taken, there should be a significant reduction in the RPN
 The resulting RPNs can be organized on a Pareto diagram and compared with the original RPNs
 You should expect at least a 50 percent or greater reduction in the total RPN after an FMEA
 It is up to the FMEA team and the company to decide on how far the team should go with improvements
 There will always be the potential for failure modes to occur. The question the company must ask is how
much relative risk the team is willing to take. That answer will depend on the industry and the seriousness
of failure
FMEA application
 The FMEA process is widely applicable in a variety of settings beyond the product design and
manufacturing processes.
 FMEAs provide a structure and a common language that can be used by teams in manufacturing and
service, profit and not‐for‐profit, private, public, or governmental organizations.
 FMEAs can be used to improve the safety of the process of manufacturing a product as well as to improve
the safety performance of the product itself.
 With some modifications to the ranking scales for severity, occurrence, and detection, FMEAs can be
helpful in determining financial strategies and assessing credit or investment risks.
 The effects of software are all around us. Practically everything that we do is governed by software
 Problems created by software bugs or incorrect programs can range from nuisances to potentially fatal
disasters.
 As with a product or design FMEA, a software design quality FMEA can identify problems before they
occur, so they can be eliminated or reduced.
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11/7/2022

Fall Semester 2022

Assad Anis, Assistant Professor, Deptt. of Automotive & Marine

NED University of Engineering & Technology, Pakistan

process and strategies.

• Apply principles of mechanics to Automotive

• Apply vehicle design assessments techniques

production planning, scheduling, of quality control which employs statistical

and inventory control system used methods to monitor and control a process. It

 A market survey is conducted using sampling

 Product specifications are made in correspondence

 A quick and rough design is made using simple tools

 On the basis of this rough design a more detailed

 The final design is produced using conventional

 These processes are bounded by control mechanisms

 While FMEAs can be effectively used alone, a

 Effective identification of causes and effects of

 Prevent defects from happening in the first place

 Boosts production and improves cost saving

 Improves customer satisfaction

 Effective elimination of risks

 Effective deployment of corrective measures

 When an organization achieves ISO 9000

 ISO 9001:2000, which combined the earlier

further with an emphasis on a process

 ISO/TS 16949:2002 is based on ISO 9001.

 Contains complementary automotive industry‐

specific requirements adding to the standard

both a process orientation and a focus on the

 If possible combine some of the interrelated failure modes

 Ranking scales should be common for all FMEAs

 It is necessary to estimate the severity based on the knowledge and

 The effect should be rated and not the failure

item would receive a high ranking, such as a 9 or 10.

the failures, and then the detection rankings assigned.

 It is convenient to plot a pareto diagram.

 The team must now decide which items to work on.

 Ideally, the failure modes should be eliminated completely.

 Increase detectability of the failure promotes product or process improvement.

detection should be determined, and a resulting RPN calculated.

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