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Mechanical Engineering Design Mec 332 Mechanical Engineering Design Mec 332
Mechanical Engineering Design Mec 332 Mechanical Engineering Design Mec 332
2 Customer Requirement
2 Types
External Customer (Outside of the company)
•Important for development of the product design specs for
new or improved product.
Identifying Customer Need
Designers
Focus on needs that are unmet in the marketplace, product similar
to proposed product, historical ways of meeting the need and
technological applications similar to the proposed product
Identifying Customer Need
Focus groups
•A moderated discussion group of 6 to 12 customers or targeted customers.
•Facilitator to guide the discussion with advantage or disadvantage of the products.
Gathering •Record customer response
Customer survey
•Written questionnaires
•Redesign of the existing product or new product that well understood by the public.
•It is to gain the opinions about the product.
•It is also to prioritize the problems and to assess whether the implementation was successful
Identifying Customer Need
2. Customer Requirement
Customer Requirement
Customer
Requirements Reflects the user opinion about the
quality of the products
Concept
Physiological needs
Such as thirst, hunger, sleep, shelter. It is the basic needs of the
body. The prime influence of individual’s behavior.
Customer
Requirements
Cost: monetary aspects of the design.
Executers: These are the basic attributes that one would expect to
see in the product, i.e., standard features.
Kano Diagram
Customer Requirement
How
Applying the principals of physics and
engineering sciences to the task
Customer Requirement
Observing a product during its use is one of the most natural ways to
gather information about it.
Patent Literature:
• Not all products are patented, but patent literature does
include inventions that have become successful products.
Chapter 2:Need Identification, Problem
Definition and Planning
Design Parameters:
• Parameters are a set of physical properties whose
values determine the form and behavior of a design.
Constraints:
• A design parameter whose value has been fixed
becomes a constraint during the design process.
Product Design Specification
Genera and
Competitive Benchmarking operates most effectively on a quid pro
Performance quo basis.
Benchmarking
Two Initial Steps Identify the best-in-class companies for each process to
benchmarked:
• A best-in-class company is one that performs the
process at the lowest cost with the highest degree
of customer satisfaction, or has the largest market
share.
Product Design Specification
Determine features, functions, and any other factors that are important to:
• End user satisfaction
• Technical success of the product
Evaluate the product and its competing products using performance testing.
The PDS is the basic control and reference document for the
design and manufacture of the product.
Product Design
Specification
What is it? The PDS is a document that contains all of the facts related
to the outcome of the product development.
Creating the PDS finalizes the process of establishing the customer needs
and wants, prioritizing them, and beginning to cast them into a technical
framework so that design concepts can be established.
Product Design Specification
Problem
Definition Its essential elements:
•A need statement
•Objectives
•Design constraints
•Definition of terms or conditions
•Criteria for evaluating the design
Product Design Specification
Goals
It should be in terms of functional visualization to not limit
creativity.
Objective Tree
The procedure are as follows:
•Prepare a list of design objectives.
•Order the list into sets of higher-level and lower-level
objectives
•Draw a diagrammatic tree of objectives showing
hierarchical relationships and interconnections.
Product Design Specification
Machine must
be safe
How
Low risk of
Low risk of Low risk of
damage to
injury to operator
workpiece or
operator mistakes
tool
W hy
Automatic cut-
• Example of objective tree out on
overload
Chapter 2:Need Identification, Problem
Definition and Planning
The Engineer
It is necessary to formulate a clear, exact
statement of the problem related to the
customer needs.
Definitions
&
Types
Team that do real work
i.e. ; team design
Decisions are made by consensus and have the acceptance and support of
the members of the team
Planning the Design Process: Team Behavior
Student Design
VS Team members are peers and no one
Business World has authority over the other team
Team members.
Differences
The team sponsor is the manager who has the need for
the output of the team. In the case of the student design
Team Sponsor project the sponsor is the course instructor or a
representative from a company proposing the project.
Team Leader
He or she guides and manages the day-to-day activity of the
team by:
• Tracking the team’s accomplishment toward stated goals
• Helping team members to develop their skills
• Communicating with the sponsor about progress
• Trying to remove barriers toward progress
• Helping to resolve conflict within the team
Planning the Design Process: Team Behavior
Leadership
3 styles
Planning the Design Process: Team Behavior
Dissatisfactions (storming)
•Now the challenges of forming a cohesive team become real.
•Differences in personalities, working and learning styles, cultural
backgrounds, and available resources begin to make themselves
known.
Team
Resolution (norming)
Dynamics • The dissatisfaction abates when team members establish
group norms, either spoken or unspoken, to guide the
process, resolve conflicts, and focus on common goals.
5 stages of team
developments
Production (performing)
Stage of team development and works cooperatively.
Demonstrate performances and productivity.
Termination (adjourning)
When the task is completed, the team prepares to disband. Good
teams make suggestions on how to improve the team experience.
Planning the Design Process: Team Behavior
Safety
Are the members of the team safe from destructive personal attacks?
Inclusion
Team members need to be allowed equal opportunities to participate.
Appropriate level of interdependence
The balance of individuals need and the teams needs.
Team Cohesiveness
Dynamics Is the team member bonds together with the other members.
Trust
Sets of team Do team members trust each other and the leader?
challenges Conflict resolutions
Does the team have a way to resolve conflict?
Influence
Do team members or the team as a whole have influence over members?
Accomplishment
Can the team perform tasks and achieve goals?
Planning the Design Process: Team Behavior
Team
Dynamics
Different behavior
Roles in
group
Planning the Design Process: Team Behavior
• Most of work of team is accomplished in the team
meetings.
• All team members developed together a solution
• Reason for the design project taking too much
time is related to inability to organize their
meetings and manage their time effectively.
• Effective meeting requires planning.
Effective
• Meetings should be last for about 90
Team minutes.
Meetings • Must have written agenda, i.e; topics
• Items of greatest urgency should be
Characteristic placed first on the agenda
and tips
Problem definition
Problem-Solving
Tools
3 step of strategy
Cause finding
Brainstorming
Affinity diagram
•Identify the inherent similarity between items.
•Used to organized ideas, facts and opinions into natural
Problem groupings.
Definition •It is done after brainstorming session.
•Advantage:
Tools
• it breaks down a problem into major issues
• stimulates a clear understanding of the idea
• abandon poor idea.
Pareto chart
•The results of survey is best displayed by Pareto chart.
•Bar chart used to prioritize causes or issues.
Planning the Design Process: Tools
Gathering Data
Analyzing Data
Cause Finding •Check sheet
•Histogram
Tools •Flowchart
•Pareto Chart
Flow Chart
Example
Planning the Design Process: Tools
Pareto Chart
Example
Planning the Design Process: Tools
Also known as fishbone diagram or Ishikawa diagram.
Cause and Develop after collecting data on possible causes of the problem.
Effect
Diagram
Problem statement placed on the right.
Explanation
Root cause are drawn at angle to the backbone or the ribs of the fish
(generic categories).
Cause-Effect
Diagram
Example 1
Planning the Design Process: Tools
Cause-Effect
Diagram
Example 2
Planning the Design Process: Tools
Why – Why
Diagram
Why – Why
Diagram
Example 1
Planning the Design Process: Tools
Interrelation
Diagram
Planning the Design Process: Tools
Solution Finding
•Brainstorming
•How-how diagram
Solution Planning •Concept selection
&
Implementation
Implementation
•Force field analysis
•Written implementation plan
Planning the Design Process: Tools
Tree diagram
How – How
Diagram
How – How
Diagram
Planning the Design Process: Tools
Force Field
Analysis
Example
Planning the Design Process: Tools
Written
Implementation
Plan
Example
Chapter 2:Need Identification, Problem
Definition and Planning
Planning:
Consists of identifying the key activities in
a project and ordering them in the
sequence in which they should be
Planning performed.
and
Scheduling
Scheduling:
Consists of putting the plan into the time
frame of the calendar.
Planning the Design Process: Gantt Chart
Performance:
• The design must possess an acceptable level of operational
capability or the resources expended on it will be wasted
Time:
• In the early phases of a project the emphasis is on accurately
estimating the length of time required to accomplish the various tasks
and scheduling to ensure that sufficient time is available to complete
Four those tasks.
Major
Decisions Cost:
• The importance of cost in determining what is feasible in an
engineering design has been emphasize in earlier chapters.
Risk:
• Risks are inherent in anything new.
Planning the Design Process: Gantt Chart
Gantt Chart
To establish a Gantt Chart is by;
•List all events or milestones of the project in
ordered list.
•Estimate the time required to establish the event.
•List the starting time and end time for each event.
•Represent the information in a bar chart.
Planning the Design Process: Gantt Chart
Planning the Design Process: Gantt Chart
References