Basic Concepts in

Engineering Design
 What is Design
• design is to create something that has never
been
• Design establishes and defines solutions to and
pertinent structures for problems not solved
before, or new solutions to problems which
have previously been solved in a different way
• The ability to design is both a science and an
art
 The Four C’s of Design
• Creativity
Requires creation of something that has not existed
before or has not existed in the designer’s mind before
• Complexity
Requires decisions on many variables and parameters
• Choice
Requires making choices between many possible
solutions at all levels, from basic concepts to the smallest
detail of shape
• Compromise
Requires balancing multiple and sometimes conflicting
requirements
Importance of the Engineering Design
Process
• Decisions made in the design process cost very
little in terms of the overall product cost but
have a major effect on the cost of the product
• You cannot compensate in manufacturing for
defects introduced in the design phase .
• The design process should be conducted so as
to develop quality, cost-competitive products
in the shortest time possible .
Product cost commitment during
phases of the design process
 Types of Designs
• Original design - design of the microprocessor
• Adaptive design - adapting the ink-jet printing
concept to spray binder
• Redesign- improve an existing design
• Selection design- employing standard
components such as bearings
• Industrial design- how the human user can
best interface with the product.
 Problem-Solving Methodology
• Definition of the problem
• Gathering of information
• Generation of alternative solutions
• Evaluation of alternatives and decision making
• Communication of the results
CONSIDERATIONS OF A GOOD DESIGN
• Achievement of Performance Requirements
• Total Life Cycle
• Regulatory and Social Issues
A GOOD DESIGN
 PHASES OF DESIGN PROCESS
• Main Phases
– Phase I. Conceptual Design
– Phase II. Embodiment Design
– Phase III. Detail Design
• Sub Phases
– Phase IV. Planning for Manufacture
– Phase V. Planning for Distribution
– Phase VI. Planning for Use
– Phase VII. Planning for Retirement of the Product
Product life cycle
Expanded view of product development
cycle.
Transferring from one technology
growthcurve
Kano Diagram
 Case Study -I
As Intel Slips, Smaller Advanced Micro
Devices(AMD) Makes Strides
• Since the early 1990s, computer makers’
profits have paled compared with those of
two suppliers—Microsoft Corp., for software,
and Intel Corp., for chips that provide the
calculating power in personal computers.
 Case Study -I contd..
• It has been changed in 2000 by Hector Ruiz,
chief executive of lntel rival Advanced Micro
Devices Inc., who pushed his company to treat
customers like partners.
• AMD, once an unreliable also-ran in the
microprocessor market, has exploited
computer makers’ suggestions to gain
advantages that Intel is struggling to match.
AMD’s technology is even starting to find
converts among corporate computer buyers
who long favored the “Intel Inside” brand . . . .
 Case Study -I contd..
• Mr. Ruiz has stepped up what he calls
“customer-centric” innovation—taking
customers’ suggestions that have led AMD to
scoop Intel with some attractive features.
• Mr. Ruiz targeted first to impress the most
demanding technology buyers at corporations.
• AMD, for example, built one model of its
Opteron chips specifically in response to a Sun
suggestion, Mr. Fowler says.
 Case Study -II
Successful Benchmarking by Xerox Corporation
• Xerox Corporation became one of the U. S.
firms that learned that brand loyalty alone
could not prevail against high-quality products
from Japanese firm
• Xerox’s domestic copier market share,
measured by shipments, was beaten down from
a near 100% to 22% by the end of the 1970s
 Case Study -II contd..
• To combat this loss of market share, Xerox
implemented a strategy of process
improvement with a focus on studying the
practices of successful companies who had
similar core production activities.
• One company studied was Fuji Xerox, its
successful Japanese joint venture partner.
Another was the catalog retailer,L.L.Bean.
 Case Study -II contd..
• Fuji Xerox seems a logical company from
which Xerox could learn lessons regarding
manufacturing
• L.L. Bean is a Logistics Company but not as a
copier manufacturer
• L.L.Bean was selected for benchmarking
because of their highly successful distribution
practices and logistics handling.
 Case Study -II contd..
• Xerox applied what they learned from L.L.Bean
to their own distribution systems and achieved
a 10% improvement.
• Xerox regained copier market share during the
1980s, becoming the first major U.S.
corporation to do so after losing market share
to Japanese competitors.