Engineering Methodology

Lecture 1

Warren Hall
 Objectives
• To understand the hierarchy of
methodologies within an enterprise
• To understand the role of methodologies in
supporting the business process
• To be apply to apply methodologies in real
life situations
 Overview of Course
• Integrated Product Development Methodology
• Data Integration Methodology
• Mock-up Methodology
• Design Methodologies
 Integrated Digital Product
Master Plan
Technology and process to develop and maintain on-line
digital product for company wide use
Analysis &
Design Simulation Manufacturing

Tooling Multi-site
3D model Development
Analysis
Configuration Drawing Customer
NC data
management Inspection Support

Partners Marketing
Publications Plant Assembly &
engineering Planning
 The Product Development
Process
• The product development process is the
means by which a company delivers it’s
product to market, from conception through
post sales
• A company’s process is considered
strategic, a vital for the life of the company
• Typically highly proprietary
 The Product Development
Process
• Based on defined phases
• Bombardier example:
– D1 Concept Definition
– D2 Executive Approval
– D3 Preliminary Definition
– D4 Detailed Definition
– D5 Issuance of Product Definition
– D6 Product Certification
– D7 Project Completion
 Deliverables
• A tangible document that can be passed on
• May trigger start or completion of a phase
• Delivered to a customer (internal or external)

Deliverable triggers phase 2

Phase 1 Deliverable to end Phase 1
Phase 2 deliverable (not a trigger)
Phase 2 Deliverable to end phase 2

Phase 3
 Milestone
• An event at a specific point in the project
that has significant bearing on the status of
work
• Check point for Progress vs. Plan
• management go/no-go decisions
• Each phase has defined milestones and
specific deliverables
– D1 Concept Definition
• Review of feasibility study
• specification Review
– D2 Executive Approval
• Authorization to bid
– D3 Preliminary Definition
• Review of preliminary concepts (structures/systems)
– D4 Detailed Definition
• Critical Design Review (structures / Systems / experimental)
– D5 Issuance of Product Definition
• Final issue of production drawings
– D6 Product Certification
• Prepare for first flight
• Issuance of type certificate
– D7 Project Completion
• Final project review
The Traditional Process Model

Detail Design

Drafting

Manufacturing/
Procurement
 Disadvantages
• YOU’RE OUT OF BUSINESS !!
– Time to market too long
– Increased cost
– impact of time delays on any one stage affects
all downstream activities
The Collaborative Engineering
Model
Detail Design

Progressive
Design

Drafting Manufacturing/
Procurement
 Advantages
• Reduced time to market
• Improved product quality
• minimize cost
 Disadvantages
• Difficult to co-ordinate
• Requires close task tracking
• Heavy project management investment
 IPD
• Integrated Product Development is a
solution to the difficulty of implementing
collaborative engineering
• Provides framework for simultaneous
design, engineering, manufacturing and
support
 IPD-cont.
• Include all aspects of product life cycle
from conception through post delivery
– quality
– cost
– schedule
– user requirements
 Primary objective
• Move error detection earlier in process
 IPD Principles
• Multi-site / Multi-culture / Multi-time-zone
• Progressive Product Definition / Concept of
Completion
• Concurrent refinement of specifications
with product
• Early involvement of manufacturing /
procurement (Design to Manufacture)
• NC planning / programming prior to release
 IPD Applicability
• Applicable throughout entire process yet
full IPD applies from design onwards
• In Bombardier example D3-D5
– D3 Preliminary Definition
– D4 Detailed Definition
– D5 Issuance of Product Definition
 Participants
• Senior management
• Advanced Engineering
• Design
• Drafting
• Manufacturing
• Procurement
• Methods
• Human Resources
• Tech. Pubs
• Warranty
• Suppliers/partners
 IPD Structure
• Senior Project Management Team
– Representatives from major areas
• Marketing
• Engineering
• Manufacturing
• Projects
– Responsibility
• Overall project guidance
• Resolution of issues raised by sub teams
 Functional Team
• Each Functional group involved
– Stress / Design / Weights / Drafting/ Tool
Design
• Represent their organization
• Co-ordinate tasks with their organizations
• Responsible for their schedule
 Keys to success
• Team spirit
• Single understanding of IPD
• Make sure most up-to-date information is
available to all team members
• work to common schedule
• Raise issues as early as possible
• Standardized METHODOLOGY
 Methodology
• Assignment
– In groups of 5 describe, on paper, how to
change a flat tire
 Methodology
• Methodology describes a means of
performing a task
• It exists at many different levels
– Corporate methodology
– IPT methodology
– product/process methodology
– design methodology
 Methodology Hierarchy
• Inter-relation of methods

IPD Methodology

Product/Process

Design Methods
 Role of Methodology
• Constantly re-examining new ways to
improve processes
 IPD Methodology
• Fundamental method for supporting
company process in practice
• Requires sub methodologies to work
 Product / Process Methodology
Development
• Business process re-engineering workshops
to look at company process
– output is process map which serves to describe
current processes with potential areas of
improvement
• Kaizen process to look at how a specific
function is performed
– output is commonly re-organized work areas
 Design Methodology
Development
• Designed to optimize use of technical tools
to perform a task
• Ensures repeatability of operation
• ensures quality of design
• Varying skill sets required
– Technology awareness
– Solid understanding of tasks to be performed
– Technical writing ability
– People Skills
 Design Methodology
Development - cont.
• Approach: Break up a large task into a
series of smaller task with clearly defined
inputs/outputs
• Each task is then described in detail by a
multi-discipline team
• Once the current method is well understood
by all players and is documented it is re-
engineered wherever possible
 Keys to success
• Involve owners of process for buy-in
• Involve upstream and downstream
participants
• New technology isn’t necessarily better