Introduction to Engineering g g Design g

Part I
Dr MelikDlen Dr.
MiddleEastTechnicalUniversity DepartmentofMechanicalEngineering Ankara06531,TURKEY

1956

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WhatisDesign?
Findingtherightphysicalcomponentofaphysical system[C.Alexander] Agoaldirectedproblemsolvingactivity[L.B.Archer] Decisionmakinginthefaceofuncertaintywithhigh penaltiesforerror[M.Asimov] Relatingproductwithsituationtogivesatisfaction [S.Gregory] Theperformingofaverycomplicatedactoffaith [J C [J. C.Jones]

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DefinitionofDesign

Designistopulltogethersomethingnew orarrangeexistingthingsinanewway tosatisfyarecognizedneedofsociety [G.E.Deiter]

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Design
Designisallaboutsolvingproblems simultaneously. l l Four ou Cs C sof o Design es g
Creativity Complexity: C l it
Decisionsonmanyvariables

Choice:
Selectionamongsolutionsatalllevels

Comprimise
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Design(Contd)
Gooddesignrequiresbothanalysis & synthesis:
Decomposetheprobleminto g p parts manageable
Understandtheirbehaviors

Identification Id tifi ti of fdesign d i elements l t Integration g ofp partialsolutionsintoa workablesystem

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Design vs.ScientificMethod1

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DesignProcess1

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Example MarvelofDesign
Boeing777 Designed g by yCATIA 7000Workstationsinvolved 238designteams 3 millionparts(including fasteners) 130,000engineeredparts Newmaterials: Newpolymers, polymers carbon composites Ti, ,Al, ,Mg gMetalalloys y Over100differentmanufacturing processes
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BuildingBoeing777

Building787(Contd)

BuildingBoeing787
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DesignMorphology
MorrisAsimovproposed7phasesofdesign
1. ConceptualDesign 2 Embodiment 2. E b di tDesign D i 3. DetailDesign 4. PlanningforManufacture 5. PlanningforDistribution 6. PlanningforUse 7 Planning 7. Pl i f forR Retirement ti t
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Primary Design Steps2

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RecognitionofaNeed
Designprocessstartswiththerecognitionofa need:
TofillacertaingapinthemarketOR Toeliminateadissatisfactionwithanexisting product:
Reducecost Increasereliability/performance Improveitsuserfriendliness Change Ch its it appearance
Improveaestheticappeal
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WhyDevelopNewProducts?
Tofillamarketgap:
Example: p moreefficientcarsduetorising gfuel costs:
Hybrid y cars, ,electriccars.

Toeliminateadissatisfaction:
Example: E l moreutilitarian tilit i music/video i / id players: l
Musicplayerswithtouchscreeninterfaces.

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NewProducts(Contd)
Whiledevelopingnewproducts,new technologiesarefrequentlyexploited:
Example:UseofTeflon innonstickpans (Teflonwasoriginallydevelopedforspace applications)

Sometimes Sometimes,anewproductdefines(and creates)theneed:

Example:Smartphones,tabletcomputers.
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AWordtotheWise

IfIhadaskedpeoplewhatthey wanted, theywouldhavesaidfaster horses horses. HenryFORD

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ProblemDefinition
ProblemStatement(orProblemdefinition) should h ldinclude i l d
Objectives/Goals Definitionoftechnicalterms Features:
Required(musthave)features Desired(nicetohave)features

Constraints:
Hard(mustnothave) Soft(betternottohave)

Presentstate Criteriatoevaluatethedesign
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ProblemDefinition(Contd)
Thisprocessisiterative innature: Initialproblemdefinition Developaproblemstatement Seconditeration(moreinformationgathered) Developadetailedproblemstatement Thereisdesignreviewattheendwheretocontinueortoterminatethe projectisdecided decided. Aformalmeetingduringwhichthemembersofthedesignteamreport theirprogresstomanagement. Often,theresultsoftheactivitiesinthisphasedeterminehowthedesign problemisdecomposedintosmallermoremanageable designsubproblems. Sometimesnotenoughinformationisknownyetabouttheproblemand decompositionoccurslaterinthedesignprocess.

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Example MarinerIV
SenttoaMarsmissionin1965. Aneed dwasrecognized i dtodesign d i a retarder(dampener)toeliminate any a ydamages da ageswhen e t the eso solar a panelsweredeployed. Millionsofdollarswerespentbut noviable bl solution l wasproduced. d d Furtheranalysisshowedthatthere wasactuallynoneedforsucha designafterall. Wasteofmoney yandresources becauseofexercisingpoor problem definitionpractice.
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StepsinProblemDefinition
STEP1:Identifyingyourcustomersandtheir needs. STEP2:Gatheringinformationfromcustomers (Generatecustomersrequirements). ( q ) STEP3: Benchmarking(Evaluatecompetitors). STEP4:GenerateEngineeringspecifications (Designspecifications). STEP5: 5 Set S tt targets t for f product d tperformance. f
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Step1:IdentifyYourCustomers
Whoaremycustomers?
ExternalCustomers:Onesthatpurchaseaproductor serviceofacompany. company InternalCustomers:Differentgroupsinvolvedinthe design des g p process ocesswithin t t the eco company pa y( (management, a age e t, manufacturing,sales,technicalservice,oryour instructors!)

Whatdoesthecustomerwant? HowcanIprovideit?

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Step2:GatheringInfofromCustomers
Interviews Focusgroups C t Customer surveys Inyourcase,ME407coursestaffmaybe consideredasboththeclientandsponsorforyour project.
Workcloselywithuswhendeterminingproblem definition,designspecifications,andperformance t targets. t

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Step3:Benchmarking
Methodtomeasureacompanysoperationsagainstthebest companiesbothinsideandoutsideoftheindustry industry. Selectproduct,processorfunctionalareaofyourcompany. Identify Id tif the th k keyperformance f metrics that th twill illbe b measured d andusedforcomparison. Identifythebestcompanies(includecompetitors competitors,non competitors,companiesindifferentindustrieswhich performsimilarfunctions). p ) Comparebestproductsandprocesseswithinhouse equivalent. Specifywhattodotomeetandexceedthecompetition.
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Step3:Benchmarking(Contd)
Atoolforbenchmarking:Reverseengineering Dismantleaproducttodeterminehowitworksandis made d with hthe h intentof freplicating. l Retaininternalproductexpertstoaidbenchmarking efforts. ff t Utilizeindustryconsultantsandsuppliers. Benchmarking B h ki should h ldbe b acontinuous ti processfor f a company.

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Step4:GenerateSpecs
Customerrequirementsshouldbetranslatedinto performance,time,costandqualitymetrics. Performance:Whatdesignshoulddowhenitisin operation? Time:Alltimeaspectsofthedesign. Cost:Allmonetaryaspectsofthedesign. Quality:Totalityoffeaturesandcharacteristicsofa product d orservice i that h b bearoni itsability bili tosatisfy i f stated d orimpliedneeds.

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Step4:GenerateSpecs(Contd)
Eightdimensionsofqualityare
Performance:Primaryoperatingcharacteristics Features:Supplementstobasicfunction Reliability:Doesitbreakdownbeforeitshould? Durability:Lifebeforebreaksdown Serviceability:Easeandtimetorepair Conformance:Meetexpectations,standards Aesthetics How Aesthetics: Ho itlooks, looks feels, feels so sounds, nds smells, smells tastes! PerceivedQuality:Reputation

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Step4:GenerateSpecs(Contd)
Engineeringspecifications(OR designspecificationsOR product d specifications) f ) Restatementofthedesignproblemintermsofparameters thatcanbemeasuredandhavetargetvalues. Theyshouldbe Discriminatory:revealdifferencesbetweenalternatives Measurable Orthogonal:nooverlappingofrequirements Universal:canbeusedandappliestoallalternative solution Measurablebehaviorsoftheproducttobethatwillhelp laterinthedesignprocesstodetermineitsquality.

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Step5:SetTargetsforPerformance
Forthepurposeofmeasuringthequality of th product. the d t Whatisgood?Setengineeringtargets (performancetargets). Makesuretoidentifyrelationshipsbetween engineeringrequirements.

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ProductDesignSpecifications(PDS)
PDS isthebasiccontrolandreference documentforthedesignandmanufactureof theproduct. product Containsallthefactsrelatedtotheoutcome oftheproductdevelopment. Willevolveandchange g asthedesign g progresses.

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PDS(Contd)
Producttitle Purposeorfunctiontheproductistoperform Functionalrequirements Functionalperformance Physicalrequirements:size,weight,shape,surface finish,etc. Serviceenviroment Lifecycleissues Corporateconstraints Timetomarket Social,politicalandlegalrequirements SafetyandEnviromentalregulations Standards.
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PDS Example(CDCase)

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PDS Example(Contd)

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InitialStepsinProjectManagement
Organize g y yourdesign g team
Selectteamleader Assignafunctiontoeachgroupmember Workoutadesignschedule/timetable Arrangeregularmeetings

Makesuretoreadtheproblemstatement carefully: f ll
Understandtherequirements

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Team
Teamsg goalsareasimportant p asindividualgoals g Theteammustunderstandthegoalandis committedtoachievingit Trustreplacesanxiety Respect,collaboration,andopenmindareprevalent Membersdocommunicate Diversityofopinionsareencouraged Decisionsaremadebyconsensus
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EfficientTeamMember
Deliversoncommitments Contributestodiscussions Good listener Good communicator Knowshowtogiveandreceiveuseful feedback Selfconfidentbutnotdogmatic
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TeamLeader
Facilitativeleader
Createsopenenvironment Encouragessuggestions Providescreativity Considersallideas Maintainsfocus Unbiased/fair
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EffectiveMeetings
Regularlocation:
Convenientforall Comfortable Suitable fordiscussions

Startontime Sendemailreminders Writeameetingsummary Donotbringguest withoutpermission! N tif ifyouwont Notify tb beable bl t toattend tt d
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DesignFolder
Keepadesignfolder!
Why?
Tokeepyouorganized
Tofacilitategroupsdiscussions Togetyourpointsacross

To oretrieve e e einformation o a o easily eas y Toserveyouasareference Tohelpushelpyou

Tomonitoryourprogress
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DesignFolder (Contd)
Folderwillinclude:
Yourunderstandingofproblemdefinitionand requirements q Meetingschedule Meetingminutes ( (toplant toplanttutana) Designsketches/drawings Draftsofyourimportantreports Resultsofsurvey y Projectmanagementplan
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ProjectPlanning
Planning:
Identifying Id tif i k keyactivities ti iti Ordering gtheminsequence q

Scheduling:
Puttingtheplanintoatimeframeinthe calender

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ProjectManagementTools
Bar B charts h t (Gantt (G ttdi diagrams) ) Networklogicdiagrams Organizationcharts Criticalpathmethod(CPM) Programevaluation/review technique(PERT)

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GanttChart

Fundamentalprojectmanagementtool
Activityvs vs.time

Couldincludeinteractions/flowamongvarious tasks
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Primary Design Steps

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AWordtotheWise
One Oneneedstohaveinformationto haveanopinion Fikir Fikirsahibiolmakiinbilgisahibi olmakgerekir. UurMUMCU
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GatheringInformation
Wheretofindit Howtogetit Howaccuratetheinfois Interpretationofinfoforaspecific need Whentostopcollectinginfo Whichdecisionsresultfromthatinfo
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GatheringInformation
Primarysources:

Secondarysources:
Textbooks T tb k Individuals
Professors Experts ProfessionalEngineers

Internet I t t Patents Handbooks catalogs Handbooks, Literaturepublishedbyvendors, pp ,etc. suppliers, Companyreports Tradejournals Technicalreports Codes&Standards(ISO,DIN) Productusermanuals

Articles/papers/theses Technicalforums Online l courses

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DesignParadox1

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METU Library / E-resources

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Patent
Patentsaregoodinformation sourceson
Originalindustrialdesigns Inventions

Ideas aredisclosed. Intellectualproperties are l ll protected. legally d Notethatinventorsarenot requiredtodemonstratethat theirinventionsarereally working!

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RemarksonPatentSurvey
Patentsurvey yisacontinuous p process takingplaceinthreestages:
Firstphase
Infogathering/inspiration

Secondphase
Refiningdesign/infoonsubsystems+components

Finalphase
Checkingtheultimatedesignforpatentrights violation

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PatentSurveyResources
Somepopular websitesforpatentsurvey:
www.google.com/patents www google com/patents www.epo.org (espacenet) www.uspto.gov www uspto gov www.delphion.com www.freepatentsonline.com www freepatentsonline com www.tpe.gov.tr

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AHistoricalNote InfofromPatents

WernhervonBraun(19121977)
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Prof RobertH. Prof. H Goddard(18821945)

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Ubi Erant Nos?

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Concept
A concept is an idea that is sufficiently developed to evaluate the basic principals that govern its behavior. The Th design d i problem bl asks k us to t come up with a solution that will implement an overall ll function f i . Once function is well understood, logical step is to generate concepts that can potentially p yp provide that function. Concepts are means for providing function.
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AttributesofCreativeDesigner
Creativity and intelligence: Little correlation. Creativityandvisualizationability:Strongcorrelation. correlation Informationinvisualformatismoreefficientinconveying datacomparedtotextual/mathematicalformat format. Canbeimprovedwithpractice. Creativityandknowledge:Strongcorrelation. correlation Alldesignersstartwithwhattheyknowandmodifythisto meetthespecificproblemathand. Knowledgeofexistingproducts. Alsodesignershouldbeabletoevaluatetheviabililtyof ideaswhichrequiresdomainknowledge.
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CreativeDesigner(Contd)
Creativityandrisktaking: Attributeofcreative engineers. g Willingnesstotakeanintellectualchance. Creativityandtechnique: Havemorethanone approachtoproblemsolving. Creativity C ti it and dpractice: ti St Strong correlation. l ti

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EnhancingCreativeThinking
Developacreativeattitude: Confidence fid that h youcanprovide id acreative i solution. l i Buildyourconfidencewithsmallsuccesses. Unlockyour o rimagination: imagination Begintoaskquestionssuchaswhy andwhatif. Usethoughtgamesdesignedtoaidunlockingyour imagination. p Bepersistent: Creativityrequireshardwork. Problemsmustbepursuedwithpersistence.
Example: Edisontested6000materialsbeforehediscovered therightfilamentforthelightbulb.
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CreativeThinking(Contd)
Developanopenmind: Bereceptive towardsnewideas,regardlessof theirorigin. g Suspendyourjudgment: Avoidjudgmentatanearlystage stage. Criticaljudgmentinhibitscreativeprocess. Setproblemboundaries: Develop pboundariesofthep probleminq question. Thisdoesnotlimitcreativity,butratherfocusesit.
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CreativeThinking(Contd)
Creativeexperienceoftenoccurswhenindividualisnot expectingit. it Fillthemindandimaginationwiththecontextofthe problem. Relaxandthinkofsomethingelse. Yourpreconciousmindcancomeupwithapossible solution. p TheEureka! experience. Conciousandpreconciousmindcommunicatesbypictures andsymbols. Itisimportanttocommunicateeffectivelythrough3D sketches.
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AWordtotheWise

Invention is95p percentp perspiration p and5percentinspiration. ThomasA.EDISON

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FourStagesofProblemSolving
P Preparation: ti El Elements t of fthe th problem bl are examined. Incubation: Sleepontheproblem Inspiration: Asolutionorapathtosolution suddenlyemerges. Verification: Solutionischeckedagainstthe desiredresult.

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Brainstorming
Atechniquetogenerateideasinanonthreatening, uninhibiting i hibi i atmosphere. h Fourfundamentalprinciples: Criticism isNOTallowed! Ideasbroughtforthshouldbepickedupbyotherpeople i the in th group. Participantsshoulddivulgeallideasenteringtheirminds freely. freely Keyobjectiveistoprovideasmanyideasaspossible withinarelativelyshorttime time. 20to30ideaswithinhalfanhourorso.
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Brainstorming (Contd)
Brainstorming B i i session i needs d af facilitator: ili
Tocontrolgroup Tomaintainfocus Torecordideas

Somequestionsmightstimulatetheflowofideas:
Whichnewideascanarisefromcombiningpurposesorfunctions? Whatelse? Whattoadd?Whattoeliminate? Isacertaincomponentnecessary? Isthereanewwaytouseit? Whatif?Turnitupsidedown?Insideout?Oppositely?

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Further Questions
Canthepresentadvantagesoftheexistingsolutionsbe furtherimproved? Arethereanyotherapplicationsoftheexistingsolution? Cantheexistingsolutionbemodified? Canthedrawbackstotheexistingsolutionbeovercome? How H canperformance, f quality, lit and dappearanceof fth the existingsolutionbefurtherimproved? Canthesolutionbecombinedwithothersolutiontomake itmoreeffective? Isitpossibletorearrangeparts? Isitpossibletomakethesolutionmorecompact?
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Concept Generation & Evaluation

Problem Decomposition p Absolute Criteria

Explore for Ideas

Go-no-go Screening

External to Team

Internal to Team

Relative Criteria g concept p selection Pugh Decision matrix Analytic hierarchy process

Explore Systematically (Morphological Chart)

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BEST CONCEPT

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AWordtotheWise
Ifyougenerateoneidea,itis probably b bl apoorone.Ifyougenerate t twenty yideas,y youmay yhaveag good one. DavidG.ULLMAN

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ConceptualDecomposition
Acommontactic:divideandconquer Break B kasysteminto i subsystems b Functionalandstructuralconnections withinsubsystemsisstrongerthan betweenthem

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DecompositioninTwoDomains
DecompositioninPhysicalDomain
ProductorPart Subassembliesand components

FunctionalDecomposition
Determinesubfunctionstoachieve overallfunctionality

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Decomposition in Physical Domain

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FormfollowsFunction

Greatadvantageoffunctional decomposition:
Facilitatestheexaminationofoptions thatmostlikelywouldbeskippedif rapidly idl moved dontostructural ldesign d i

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FunctionalDecomposition
Functionaldevicesaredescribed via
Energyflow Materialflow Informationflow(signals)

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MethodofFunctionalDecomposition
STEP1:Stateoverallfunctionthatneedstobeaccomplished. STEP2:Createdescriptionsofsubfunctions(verbnounpairs)
Decomposeoverallfunction. Identifysubfunctionsneeded needed. Reasons:
Decompositioncontrolsthesearchforthesolutionstothedesignproblem. Finer Fi functional f i ldetails d il leads l d tobetter b understanding d di of fthe h d design i problem. bl Breakingdownthefunctionsofthedesignmayleadtorealizationthatthereare existingcomponentsthatcanprovidesomeofthefunctionality.

Guidelines: G id li
Considerthequestionwhat?,not how?. Useobjectsonlydescribedintheproblemspecificationoroverallfunction. Breakthefunctiondownasfinelyaspossible. Consideralloperationalsequence.

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FDMethod(Contd)
STEP3:Orderthesubfunctions
Guidelines: Theflowsmustbeinlogicalortemporal order. Redundantfunctionsmustbeidentifiedand combined. Energyandmaterialmustbeconservedas theyflowthroughthesystem system.

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FDMethod(Contd)

STEP4:Refinethesubfunctions
Guidelines: Decomposesubfunctionsintosubfunctions untilatomic (primitive)subfunctionsappear. j areneeded, ,stop. p Ifnewobjects

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Example 1 - Bicycle

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Example 2 CT Scanner

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CTScanner

Machine

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FD of CT Scanner1

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MorphologicalMethod
Morphology isthestudyofformorstructure structure. Inthismethod,manyconceptsforeachfunction identifiedinthedecompositionphaseare developed. Theseindividualconceptsarecombinedtoform alternativesolutionsthatmeetallthefunctional requirements. MorphologicalChartisemployedforthis purpose.

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MorphologicalMethod(Contd)
STEP1: 1 Developconceptsforeachfunctionandlist themagainstthefunctions.
G Generateasmanyconceptsaspossible ibl for f each hfunction. f i Ifthereisafunctionforwhichthereisonlyoneconceptual idea reexaminethefunction. idea, function Keepconceptsasabstractaspossibleandatthesamelevel ofabstraction abstraction.

STEP2:Combineconceptstogeneratealternative solutions

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MorphologicalChart
MorphologicalChart arrangesthe functionsandsubfunctionsinlogical order Listpossiblehows foreach subfunction Uncover combinationsofideasthat comprisedesignconceptsthatmight not toriginally i i ll b begenerated t d
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Example:AMorphologicalChart
Listproduct functions Listthepossible means foreach function Chartfunctionsand means&explore combinations

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Checkoutformoreinfo:http://www.betterproductdesign.net

Example:IRWINQuickGrip1

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SL300Video

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Checkoutformoreinfo:http://www.betterproductdesign.net

Example TennisBallPitcher
Machinethathelps youtoimproveyour tennisskills:
Backhand Forehand Volley

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Video

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FunctionsofTennisBallsPitcher
Firststepistoidentifytheimportantfunctions thatmustbeperformedbytheproduct: Ballintake/collection Taketennisballsin/store Sendthemtothepitcher Ball B llpitching it hi Acceleratetheballthethedesiredspeed Optional: Givetheballaspin(formaximum flightstability!) Balldirectioncontrol Controldirectionoftheball
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GenerateConcepts
D Develop l multiple lti l solutions l ti t implent to i l tthese th functions.
Asolutionproposesanalternativemethodtosatifya specificfunction
Itmay y ormay ynot incorporate p anovelidea.

Atthisstage,dontbetooconcernedaboutthe machineelementsofthesolutions.
Focusontheproblem! Weshalldealwiththecomponentsatlatterstages (detaileddesign!)

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GenerateConcepts(Contd)
Oncethesolutionsareformed formed,createa morphologicalchartoftheproduct.
Helpyoutosystematicallyexploresolutions/ideas. solutions/ideas

Combineviablesolutionstogeneratemultiple conceptsfortheproduct. product

Acertainsolutionmayfulfillmultiplefunctions.
Itmayvoidtheothersolutionsinyourmorphologicalchart.

Roughlyspeaking,aconceptisanoverallsolution asconceivedbythedesigner!
Usuallyembodiesoneormorenovelideas!
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BallPitcher Solutions/Concepts

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Where were we?

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ConceptEvaluation
Howcanaroughconceptualidea evaluated? Informationisoftenincomplete, incomplete uncertainandevolving. Evaluationinvolves Comparison Decisionmaking
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Evaluation (Contd)
Comparison:Conceptsmustbeatthesamelevelof abstraction.
Asanexample, p ,considerthefunction:Tomovesomeobject j
Concept1:Tousefluidpressure Concept2:Linearelectricmotor

Changeto tousefluidpressure pressure tohydraulic hydraulicpistion pistiontolevelize theabstractionorviceaversa.

Comparisons p canbe Absolute:setofrequirements Relative:withotherconcepts p

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AbsoluteCriteriaFilters
Evaluationbasedon:
Feasibility ofdesign
Notgoingtowork/depends/lookslikeitwillwork

Technologyreadiness
DonotgotoR&D,justcheckiftechnologyis matureenough

Gonogoscreening i
Customerrequirements questions Eliminatenogos

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Go/NoGoScreening
Eachcustomerrequirementshouldbe translated l dinto i questions i that h canb be addressedbyeachconcept. Answers: Yes Yes(go) Maybe(go)(workonweakareas) No(no ( go) ) Ifaconcept p hasafewnog goresponses, p modifytheconceptrather.
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PughsConceptSelectionProcess
RelativeComparison method performedbythedesignteam Choosereference concepts Decideiftheconceptinquestionis b tt worseorsimilar better, i il t toth the reference
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PughsConceptSelectionProcess
1. 2 2. 3. 4. 5. 6. 7 7. 8. 9 9. Choosecriteria F Formulate l t decision d i i matrix ti Clarifydesignconcepts Choosethedatumconcept Runthematrix Evaluatetheratings Establishanewdatumandrerunthematrix Planfurtherwork S Second dworking ki session i
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Example Ball Pitcher

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Further Refinement

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Next?
ReadB1(Classreader) GatherInfo CommercialProducts MachineElements Patents P Createaprojectmanagementplan Teameffort! Wewillarrangeabrainstormingsession Begingeneratingconcepts
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References
1. DavidG.Ullman, MechanicalEngineering DesignProcess, McGrawHillPublishing,3rd edition,2003. 2 GeorgeE. 2. E Dieter, Dieter EngineeringDesign:A MaterialsandProcessingApproach,Mc G Graw HillPublishing, P bli hi 3rd edition, di i 2000 2000.

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