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Introduction to
En ineerin Desi nPart I
.MiddleEastTechnicalUniversity
Ankara06531,TURKEY1956
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WhatisDesign?
system[C.Alexander] Agoaldirectedproblemsolvingactivity[L.B.Archer]
Decisionmakinginthefaceofuncertaintywithhigh
penaltiesforerror[M.Asimov] Relatingproductwithsituationtogivesatisfaction
[S.Gregory]
Theperformingofaverycomplicatedactoffaith. .
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DefinitionofDesign
orarrangeexistingthingsinanewway
tosatisfyarecognizedneedofsociety
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Design
Designisallaboutsolvingproblems
simu taneous y.
FourCsofDesi n
Creativity
omp ex y: Decisionsonmanyvariables
Choice:
Selectionamongsolutionsatalllevels Comprimise
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Design(Contd)
synthesis: Decomposetheprobleminto
mana eable arts
Understandtheirbehaviors
en ca ono es gne emen s
Inte rationof artialsolutionsintoaworkablesystem
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Design vs.ScientificMethod1
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DesignProcess1
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Example MarvelofDesign
Boeing777
Desi nedb CATIA
7000Workstationsinvolved
238 desi n teams
3 millionparts(including fasteners)
Newmaterials:
,
composites
Ti Al M Metalallo s
Over100differentmanufacturing
processes
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Building787(Contd)
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DesignMorphology
Morris Asimov ro osed 7 hases of desi n
1. ConceptualDesign
. m o men es gn
3. DetailDesign
4. PlanningforManufacture5. Plannin for Distribution
6. PlanningforUse
. ann ng or e remen
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Primary Design Steps2
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RecognitionofaNeed
Designprocessstartswiththerecognitionofa
need:
To fill a certain a in the market OR
Toeliminateadissatisfactionwithanexisting
Reducecost
Improveitsuserfriendliness
ange sappearance
Improveaestheticappeal
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WhyDevelopNewProducts?
Tofillamarketgap:
Exam le:moreefficientcarsduetorisin fuelcosts:
H brid cars electriccars.
Toeliminateadissatisfaction:
xamp e:moreu ar an mus c v eop ayers:
Musicplayerswithtouchscreeninterfaces.
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NewProducts(Contd)
Whiledevelopingnewproducts,new
technologiesarefrequentlyexploited: Example:UseofTeflon innonstickpans
Teflon was ori inall develo ed for s ace
applications)
,
creates)theneed:
Example:Smartphones,tabletcomputers.
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AWordtotheWise
IfIhadaskedpeoplewhattheywanted, theywouldhavesaidfaster
.
HenryFORD
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ProblemDefinition
ProblemStatement(orProblemdefinition)s ou nc u e Objectives/Goals
Features: Required(musthave)features
Desired(nicetohave)features Constraints:
Soft(betternottohave)
Presentstate Criteriatoevaluatethedesign
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ProblemDefinition(Contd)
Thisprocessisiterative innature:
Initial roblem definition
Developaproblemstatement
Seconditeration(moreinformationgathered) Developadetailedproblemstatement
Thereisdesignreviewattheendwheretocontinueortoterminatethe
.
Aformalmeetingduringwhichthemembersofthedesignteamreport
theirprogresstomanagement.
Often,theresultsoftheactivitiesinthisphasedeterminehowthedesign
problemisdecomposedintosmallermoremanageable designsubproblems.
decompositionoccurslaterinthedesignprocess.
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Example MarinerIV
SenttoaMarsmissionin1965.
Anee wasrecognize to esignaretarder(dampener)toeliminatean dama eswhenthesolarpanelsweredeployed.
Millionsofdollarswerespentbutnovia eso utionwaspro uce .
Furtheranalysisshowedthatthere
designafterall.
Wasteofmoneyandresourcesbecauseofexercisingpoorproblemdefinitionpractice.
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StepsinProblemDefinition
STEP1:Identifyingyourcustomersandtheir
needs. STEP2:Gatheringinformationfromcustomers
Generatecustomersre uirements .
STEP3: Benchmarking(Evaluatecompetitors).
(Designspecifications).
: e arge s orpro uc per ormance.
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Step1:IdentifyYourCustomers
ExternalCustomers:Onesthatpurchaseaproductor
.
InternalCustomers:Differentgroupsinvolvedinthe
desi n rocesswithinthecom an mana ement
manufacturing,sales,technicalservice,oryourinstructors!)
Whatdoesthecustomerwant?
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Step2:GatheringInfofromCustomers
Focusgroups
us omersurveys
Inyourcase,ME407coursestaffmaybe
consideredasboththeclientandsponsorforyourproject.
Workcloselywithuswhendeterminingproblem
definition,designspecifications,andperformance
arge s.
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Step3:Benchmarking
Methodtomeasureacompanysoperationsagainstthebest
.
Selectproduct,processorfunctionalareaofyourcompany.
en y e eyper ormanceme r cs a w emeasure
andusedforcomparison.
,
competitors,companiesindifferentindustrieswhich
erformsimilarfunctions .
Comparebestproductsandprocesseswithinhouse
equivalent. Specifywhattodotomeetandexceedthecompetition.
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Step3:Benchmarking(Contd)
Atoolforbenchmarking:Reverseengineering
Dismantleaproducttodeterminehowitworksandisma ewit t eintento rep icating.
Retaininternalproductexpertstoaidbenchmarking
e or s.
Utilizeindustryconsultantsandsuppliers.
enc mar ngs ou eacon nuousprocess ora
company.
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Step4:GenerateSpecs
Customerrequirementsshouldbetranslatedinto
performance,time,costandqualitymetrics.
Performance:Whatdesignshoulddowhenitisinoperation? Time:Alltimeaspectsofthedesign. Cost:
Allmonetaryaspectsofthedesign.
Quality:Totalityoffeaturesandcharacteristicsofapro uctorserv cet at earon tsa tytosat s ystate
orimpliedneeds.
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Step4:GenerateSpecs(Contd)
Performance:Primaryoperatingcharacteristics Features: Su lements to basic function
Reliability: Doesitbreakdownbeforeitshould? Durability: Lifebeforebreaksdown Serviceability:
Easeandtimetorepair
Conformance:Meetexpectations,standards c : ow oo s, ee s,soun s,sme s, as es PerceivedQuality:Reputation
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Step4:GenerateSpecs(Contd)
Engineeringspecifications(OR designspecificationsORpro uctspeci ications
Restatementofthedesignproblemintermsofparametersthat can be measured and have tar et values.
Theyshouldbe
Discriminatory:revealdifferencesbetweenalternatives Measurable Orthogonal:nooverlappingofrequirements
solution
Measurablebehaviorsoftheproducttobethatwillhelplaterinthedesignprocesstodetermineitsquality.
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Step5:SetTargetsforPerformance
Forthepurposeofmeasuringthequality of
epro uc .
Whatisgood? Setengineeringtargets
(performancetargets).
engineeringrequirements.
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ProductDesignSpecifications(PDS)
documentforthedesignandmanufactureof.
Containsallthefactsrelatedtotheoutcome
oftheproductdevelopment. Willevolveandchan easthedesi n
progresses.
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PDS(Contd)
Producttitle Purposeorfunctiontheproductistoperform
Functionalrequirements
Functionalperformance Physicalrequirements:size,weight,shape,surface
finish,etc.
Lifecycleissues
Timetomarket
SafetyandEnviromentalregulations
Standards.
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PDS Example(CDCase)
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PDS Example(Contd)
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InitialStepsinProjectManagement
Or anize ourdesi nteam
Selectteamleader
Workoutadesignschedule/timetable
Makesuretoreadtheproblemstatementcare u y:
Understandtherequirements
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Team
Teams oalsareasim ortantasindividual oals
Theteammustunderstandthegoalandis
Trustreplacesanxiety
Respect,collaboration,andopenmindareprevalent
Diversityofopinionsareencouraged
Decisionsaremadebyconsensus
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EfficientTeamMember
Contributestodiscussions Good listener
Good communicator
feedback
Selfconfidentbutnotdogmatic
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TeamLeader
Createsopenenvironment Encouragessuggestions
Considersallideas
Maintainsfocus
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EffectiveMeetings
Regularlocation: Convenientforall
Comfortable Suitable fordiscussions
Startontime
Sendemailreminders
Donotbringguest withoutpermission!
o y youwon ea e oa en
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ld
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DesignFolder
Why? Tokeepyouorganized
Tofacilitategroupsdiscussions
Togetyourpointsacross Toretrieveinformationeasil
Toserveyouasareference
Tomonitoryourprogress
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i ld (C d)
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DesignFolder (Contd)
Folderwillinclude:
Yourunderstandingofproblemdefinitionand
re uirements Meetingschedule
Designsketches/drawings
Draftsofyourimportantreports
Resultsofsurvey Projectmanagementplan
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P j Pl i
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ProjectPlanning
Planning:
en y ng eyac v es
Orderin theminse uence
Scheduling:
Puttingtheplanintoatimeframeinthe
calender
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P j t M t T l
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ProjectManagementTools
arc ar s an agrams
N twork lo ic dia rams Organizationcharts
Criticalpathmethod(CPM)
technique(PERT)
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G tt Ch t
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GanttChart
Fundamentalprojectmanagementtool
.
Couldincludeinteractions/flowamongvarious
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Primary Design Steps
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Primary Design Steps
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A Word to the Wise
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AWordtotheWise
haveanopinion
Fikir hibi lm k i in bil i hibi
olmakgerekir.
U urMUMCU
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Gathering Information
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GatheringInformation
Wheretofindit
Howtogetit
Howaccuratetheinfois
need
Whentostopcollectinginfo
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Gathering Information
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GatheringInformation
Primarysources: Secondarysources:
n erne
Patents
ex oo s
Individuals
,
Literaturepublishedbyvendors,su liers etc.
Experts
ProfessionalEngineers
Companyreports Tradejournals
Articles/papers/theses
Technicalforums
Technicalreports
Codes&Standards(ISO,DIN)
On inecourses
Productusermanuals
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Design Paradox1
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DesignParadox1
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METU Library / E-resources
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METU Library / E-resources
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Remarks on Patent Survey
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RemarksonPatentSurvey
Patentsurve isacontinuous rocesstakingplaceinthreestages:
Infogathering/inspiration
Refiningdesign/infoonsubsystems+components
Checkingtheultimatedesignforpatentrights
violation
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Patent Survey Resources
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PatentSurveyResources
Somepopular websitesforpatentsurvey:
. .
www.epo.org (espacenet)
. .
www.delphion.com
. .
www.tpe.gov.tr
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A Historical Note Info from Patents
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AHistoricalNote InfofromPatents
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. .
Ubi Erant Nos?
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Ubi Erant Nos?
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Concept
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Concept
A concept is an idea that is sufficiently
that govern its behavior.
e es gn pro em as s us o come upwith a solution that will implement anovera unct on.
Once function is well understood, logicalstep is to generate concepts that can
otentiall rovide that function. Concepts are means for providing function.
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Attributes of Creative Designer
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AttributesofCreativeDesigner
Creativity and intelligence: Little correlation.
. Informationinvisualformatismoreefficientinconveying
.
Canbeimprovedwithpractice.
. Alldesignersstartwithwhattheyknowandmodifythisto
meet the s ecific roblem at hand.
Knowledgeofexistingproducts.
ideaswhichrequiresdomainknowledge.
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Creative Designer (Contd)
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Creative esigner(Cont d)
Creativityandrisktaking: Attributeofcreativeen ineers. Willingnesstotakeanintellectualchance.
approachtoproblemsolving.
r e a v yan prac ce: rongcorre a on.
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EnhancingCreativeThinking
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g g
Developacreativeattitude:
Con i encet atyoucanprovi eacreativeso ution.
Buildyourconfidencewithsmallsuccesses.
n oc your mag na on:
Begintoaskquestionssuchaswhy andwhatif.
imagination. Be ersistent:
Creativityrequireshardwork.
Problemsmustbepursuedwithpersistence.
Example: Edisontested6000materialsbeforehediscoveredtherightfilamentforthelightbulb.
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CreativeThinking(Contd)
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g ( )
Developanopenmind:
Bereceptive towardsnewideas,regardlessof
theirori in. Suspendyourjudgment:
.
Criticaljudgmentinhibitscreativeprocess.
Setproblemboundaries:
Develo boundariesofthe roblemin uestion. Thisdoesnotlimitcreativity,butratherfocusesit.
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CreativeThinking(Contd)
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g ( )
Creativeexperienceoftenoccurswhenindividualisnot
.
Fillthemindandimaginationwiththecontextofthe
roblem. Relaxandthinkofsomethingelse.
solution. TheEureka! ex erience.
Conciousandpreconciousmindcommunicatesbypictures
andsymbols.
Itisimportanttocommunicateeffectivelythrough3D
sketches.
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AWordtotheWise
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Invention is95 ercent ers irationand5percentinspiration.
ThomasA.EDISON
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FourStagesofProblemSolving
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repara on: emen so epro emare
examined.
Incubation: Sleepontheproblem
suddenlyemerges.
Verification: Solutionischeckedagainstthe
desired result.
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Brainstorming
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g
Atechniquetogenerateideasinanonthreatening,
unin i itingatmosp ere.
Fourfundamentalprinciples:
Criticism isNOTallowed!
Ideasbroughtforthshouldbepickedupbyotherpeople
n egroup.
Participantsshoulddivulgeallideasenteringtheirminds
.
Keyobjectiveistoprovideasmanyideasaspossible
. 20to30ideaswithinhalfanhourorso.
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Brainstorming (Contd)
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ra nstorm ngsess onnee sa ac tator:
Tocontrolgroup
Torecordideas
Some uestions mi ht stimulate the flow of ideas: Whichnewideascanarisefromcombiningpurposesorfunctions?
Whatelse?
Isacertaincomponentnecessary?
Isthereanewwaytouseit?
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Further Questions
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Canthepresentadvantagesoftheexistingsolutionsbefurtherimproved?
Arethereanyotherapplicationsoftheexistingsolution?
Cantheexistingsolutionbemodified?
Canthedrawbackstotheexistingsolutionbeovercome?
owcanper ormance,qua y,an appearanceo e
existingsolutionbefurtherimproved?
itmoreeffective?
Isitpossibletorearrangeparts?
Isitpossibletomakethesolutionmorecompact?
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Concept Generation & Evaluation
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Problem Decomposition Absolute Criteria
Explore for Ideas Go-no-go Screening
External InternalRelative Criteria
Pu h conce t selectionto Team to Team Decision matrix
Analytic hierarchy process
Explore Systematically
(Morphological Chart)BEST CONCEPT
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AWordtotheWise
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Ifyougenerateoneidea,itis
pro a yapoorone. yougenera e
twent ideas, ouma havea ood
one.
DavidG.ULLMAN
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ConceptualDecomposition
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Acommontactic:divideandconquer
Brea asystem ntosu systems
withinsubsystemsisstrongerthanbetweenthem
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DecompositioninTwoDomains
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ProductorPart Subassembliesand
components
Determinesubfunctionstoachieve
overallfunctionality
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Decomposition in Physical Domain
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FormfollowsFunction
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Greatadvantageoffunctional
decomposition:
thatmostlikelywouldbeskippedifrap ymove ontostructura es gn
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FunctionalDecomposition
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Energyflow
Materialflow
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MethodofFunctionalDecomposition
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STEP1:Stateoverallfunctionthatneedstobeaccomplished. STEP2:Createdescriptionsofsubfunctions(verbnounpairs)
Decomposeoverallfunction.
.
Reasons:
Decompositioncontrolsthesearchforthesolutionstothedesignproblem.
F ner unct ona eta s ea sto etterun erstan ngo t e es gnpro em.
Breakingdownthefunctionsofthedesignmayleadtorealizationthatthereareexistingcomponentsthatcanprovidesomeofthefunctionality.
u e nes:
Considerthequestionwhat?,not how?.
Useobjectsonlydescribedintheproblemspecificationoroverallfunction.
Breakthefunctiondownasfinelyaspossible.
Consideralloperationalsequence.
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FDMethod(Contd)
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Guidelines:
Theflowsmustbeinlogicalortemporal
order.
Redundantfunctionsmustbeidentifiedandcombined.
Energyandmaterialmustbeconservedas
.
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FDMethod(Contd)
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STEP4:Refinethesubfunctions Guidelines:
Decomposesubfunctionsintosubfunctions
untilatomic (primitive)subfunctionsappear.
Ifnewob ectsareneeded sto .
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Example 1 - Bicycle
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Example 2 CT Scanner
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CTScanner Machine
FD of CT Scanner1
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MorphologicalMethod(Contd)
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:themagainstthefunctions.
enerateasmanyconceptsasposs e oreac unct on.
Ifthereisafunctionforwhichthereisonlyoneconceptual
, .
Keepconceptsasabstractaspossibleandatthesamelevel.
STEP2:Combineconceptstogeneratealternative
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MorphologicalChart
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Mor holo icalChartarran esthefunctionsandsubfunctionsinlogical
Listpossiblehows foreachsubfunction
comprisedesignconceptsthatmight
no or g na y egenera e
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Example:AMorphologicalChart
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functions
means foreach
Chartfunctionsandmeans & ex lorecombinations
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Example:IRWINQuickGrip1
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SL300Video
Example TennisBallPitcher
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Machinethathelps
tennisskills:
Forehand
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FunctionsofTennisBallsPitcher
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Firststepistoidentifytheimportantfunctionsthat must be erformed b the roduct:
Ballintake/collection
Sendthemtothepitcher
a p c ng
Acceleratetheballthethedesiredspeed Optional: Givetheballaspin(formaximum
flightstability!)
Balldirectioncontrol Controldirectionoftheball
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GenerateConcepts
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eve opmu p eso u ons o mp en esefunctions.
specificfunction
Itmay ormaynot incorporateanovelidea.
Atthisstage,dontbetooconcernedaboutthemachineelementsofthesolutions.
Focusontheproblem!
Weshalldealwiththecomponentsatlatterstages
(detaileddesign!)
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GenerateConcepts(Contd)
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,morphologicalchartoftheproduct.
. Combineviablesolutionstogeneratemultiple
.
Acertainsolutionmayfulfillmultiplefunctions. Itmayvoidtheothersolutionsinyourmorphologicalchart.
Roughlyspeaking,aconceptisanoverallsolutionasconceivedbythedesigner!
Usuallyembodiesoneormorenovelideas!
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BallPitcher Solutions/Concepts
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Where were we?
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ConceptEvaluation
h l d
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Howcanaroughconceptualideaevaluated?
,uncertainandevolving.
Evaluationinvolves Comparison
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Evaluation (Contd)
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abstraction.
Asanexam le considerthefunction:Tomovesomeob ect Concept1:Tousefluidpressure
Concept2:Linearelectricmotor
theabstractionorviceaversa.
Comparisonscanbe
Absolute:setofrequirements
Relative:withotherconce ts
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AbsoluteCriteriaFilters
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Evaluation based on:
Feasibilityofdesign
Technologyreadiness
DonotgotoR&D,justcheckiftechnologyis
matureenough
Gonogoscreening
Customerrequirements questions
Eliminatenogos
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Go/NoGoScreening
E h t i t h ld b
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Eachcustomerrequirementshouldbetrans ate ntoquest onst atcan eaddressedbyeachconcept.
Answers:
Maybe(go)(workonweakareas)No nogo
Ifaconcepthasafewnogoresponses,
modifytheconceptrather.
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PughsConceptSelectionProcess
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RelativeComparison method
Choosereference concepts
Decideiftheconceptinquestionise er,worseors m ar o e
reference
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PughsConceptSelectionProcess
1 Choose criteria
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1. Choosecriteria. ormu ate ec s onmatr x
3. Clarifydesignconcepts
4. Choosethedatumconcept
5. Runthematrix
6. Evaluatetheratings.
8. Planfurtherwork
. econ wor ngsess on
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Example Ball Pitcher
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Further Refinement
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Next?
Read B1 (Class reader)
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ReadB1(Classreader)
GatherInfo
MachineElements
atents
Createaprojectmanagementplan
Teameffort!
Begingeneratingconcepts
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References
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1. DavidG.Ullman, MechanicalEngineering
DesignProcess, McGrawHillPublishing,3rd
edition,2003.
. . ,
MaterialsandProcessingApproach,Mcraw u s ng, r e t on, .
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