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Course Handout Course Handout
● Prescribed Textbook ● Reference Books
● Otto, Kevin and Kristin Wood, “Product ● Karl T. Ulrich and Steven D. Eppinger,
Design: Techniques in Reverse Engineering “Product Design and Development”, Tata
and New Product Development”, Pearson McGraw-Hill, 2003
Education, 2001. ● David G. Ullman, “The Mechanical Design
Process”, McGraw-Hill, 1992
● N. J. M. Roozenburg, J. Eekels, Roozenburg
N. F. M., “Product Design: Fundamentals
and Methods”, John Wiley and Sons, 1995
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Course Handout
Course Handout
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Course Handout Course Handout
Important links and information:
Elearn portal:
https://elearn.bits-pilani.ac.in
Students are expected to visit the Elearn
portal on a regular basis and stay up to date
with the latest announcements and deadlines.
Contact sessions: Students should attend the online
lectures as per the schedule provided on the Elearn
portal.
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Learning Objectives
● Types of Design
● What is Engineering Design
DE/MM ZG541: PRODUCT DESIGN ● What marks a true product designer?
● Product Development Models
L1-1-2-July-29-2017-Journey in ● Stage-gate model
● Spiral model
Product Design ● Hybrid model
● General 3-Phase Model: in Product Development Model
● Kolbe’s model of product design
Dr. Srinivasa Prakash Regalla, PhD ● General model of product design
Professor
● Summary Models: History of Product Development
Methodologies Evolution
Mechanical Engineering Department
● Few Conceptual/Case Study Problem Scenarios
Birla Institute Technology Science, Pilani
Hyderabad Campus November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !2
Introduction
● Product design is fraught with risks and
opportunities
● Forecast the market acceptance by
consulting customers before introducing
major enhancements
● Customers’ demands must be converted
into functional attributes of the product to
be developed
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Introduction (contd.) Introduction (contd.)
● Competitive Weapons of Design Teams ● In what way the problems of PRODUCT
◦ Understanding competition DESIGN are different from those of other
◦ Understanding the time trends of introduction subjects?
of new technology – right time, right product ◦ Problems are open ended – there may be more
◦ Designing robust performance into the than one correct solution to the problem
product ◦ Nearer to real-world industry
◦ Offering as high quality as possible at the given ◦ Distinct and more challenging
price ◦ May often take longer to even understand
◦ Setting up of the problem should be given highest
priority
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(contd.) (contd.)
● Design includes: ● Research and Development (R & D) is not
◦ Refinement of product vision into technical part of PD
specifications ● R & D are responsible for development of
◦ New concept development new technologies to a level of adoption by
◦ Embodiment engineering of the new product PD process
● Manufacturing process is also not part of
PD – even though manufacturing process
plan may be suggested by PD
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What is Engineering Design? What marks a true product designer?
● Engineering design needs modeling to ◦ Clear and logical thinking
complete the design task – for example, ◦ Intuitive insight into the problem and
estimation
design of an automobile
◦ We must experience the design to be
● What is not engineering design should be designers
called craftsmanship – for example, the ● When such experience becomes difficult
furniture design to obtain in the midst of all complexities,
● The techniques of current course of we need special methods and techniques
Product Design are suited for products to direct our efforts – that is what
that need engineering design PRODUCT DESIGN course is all about
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The Stage-gate model Stage-gate model (contd.)
● It is also called as “Waterfall process” ● Whether to proceed or “kill” the product
● Stage (or phase or activity) is the extent ● The gates help the reviewing upper
of duration and work management to decide between – proceed
● There are several stages in the total or kill, the product development
product development process ● Preference is given to revision of
● These periodic stages are ended/separated
specifications and budget expansions
by gates instead of killing the product development
● A gate is the evaluation session by upper
● Effective for automobile and photocopier
management to check whether the
project is worth carrying forward industries
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Spiral model (contd.) Hybrid Spiral/Stage-gate models
● Effective for time compressed industries such ● Suitable for integrated mechanical-
as software companies software product industries
● The model can deal with large uncertainties ● For example, the makers of Brinell
in consumer tastes/requirements hardness tester
● At the end of each stage-gate element, the ● The actual tester is developed based on
workable version is marketed to forecast the stage-gate process but the control
future course of development software is developed based on spiral
● Not typical in mechanical product industry model
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UNDERSTAND THE
OPPORTUNITY
DEVELOP A CONCEPT
IMPLEMENT A CONCEPT
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General 3-Phase Model: First Phase:
General 3-Phase Model: First Phase: Understand the Opportunity (contd).
Understand the Opportunity
● A vision is built for the product ● “Visions are dime a dozen”
● We ask questions such as: ● Small story: King Virata asked Yudhishtara,
◦ What product do we wish to be out there? “What is the most difficult job to do?”.
◦ What is the difficulty with the current product Yudhishtara said after a split second
we use? thought, “To keep one’s own word.” King
◦ Why the current product does not do what
Virata nodded in satisfaction but persisted
we want it to? – “What is then the easiest job to do?”.
This time Yudhishtara replied after two
● Answers to these questions form the split seconds, “To give advice and to
vision for the new product express visions”.
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General 3-Phase Model: Third Phase: Implement a Concept (contd.) General 3-Phase Model: Third Phase: Implement a Concept (contd.)
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General 3-Phase Model: What happens General 3-Phase Model: Reverse Engineering-Redesign
after the third phase? Methodology of Product Development: Kolb’s model
● Normally the product is never killed after ● It is an effective and practical strategy for successful
product development
completion of third stage; at best it is ● Kolb’s model of learning forms basis for this approach
modified ● Kolb’s model specifies a cycle consisting of four
activities:
● A physical prototype results ◦ Concrete experience (dissection, reverse engineering, case
studies)
● Production planning and manufacturing ◦ Reflective observation (discussions, journals, perturbations,
process design are underway individual activities)
◦ Abstract hypothesis and conceptualization (modeling,
● Advertisements at product launch are analysis, theory)
◦ Active experimentation (lab experiments, teardown, testing,
released with highlighting on product simulations)
features offering strong delight
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Kolb’s model of learning Reverse Engineering-Redesign Methodology of Product Development: Kolb’s model (contd.)
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General reverse engineering and A reverse engineering and redesign
redesign methodology product development methodology
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processes
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Examples of product development processes (contd.) Examples of product development processes (contd.)
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Examples of product development processes (contd.) Examples of product development processes (contd.)
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Contextual Setting
L-1-2-1:
MBTI tagging of members
Dr. Srinivasa Prakash Regalla, PhD
Professor & Head
Learning Outcomes
Inventors of MBTI
◦ Myers-Briggs Type Indicator
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How the personality traits and thereby How the roles change, Role Maps
Extroversion vs. Introversion
types are ascertained? Sensory vs. INtuition
Thinking vs. Feeling
● MBTI uses a questionnaire based on Jung’s Judgment vs. Perception
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Golden Nuggets of this section
Importance of MBTI (contd.)
● Personality typing, such as MBTI, can assist
● MBTI can be used to understand team in team development, that is, in
roles and potential weaknesses reorganizing and utilizing personality
● For example, if a team has only IN type differences.
people but no EN type people, then it is
necessary to include some EF types, who
can bring the teammates together ● The MBTI is not to be used to pigeon-
hole or label team members but rather to
advance the team
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Thank you!
L-1-2-2:
PD Tools: Basics of Teams
Dr. Srinivasa Prakash Regalla, PhD
Professor & Head
● Importance of Imagination
● Basics of teams
● Imagination
● PRIDE principle
● Team Roles Models
◦ Wilde’s Model
◦ Belbin’s Model
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Introduction Why and what for, imagination?
● Imagination for
● Strategic team composition is necessary
◦ New technologies to provide required
● Imagination drives innovation and functionalities
development; Einstein:”Imagination is ◦ Novel solutions to both common and
more important than knowledge; extraordinary problems
knowledge is limited; imagination encircles ◦ Unique processes to improve people’s lives
the world”. ● No imagination – no newer products
● Mark Twain: “You can’t depend on your ● Without imagination – routine exercises
judgment when your imagination is out of by engineers – application of limited
focus” knowledge
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Why and what for, imagination? (contd.) Tasks at hand for a creative product
● Task breakdown among team members ● How to achieve a right composition of
should enhance and encourage imagination design teams
● Imagination may be curbed due to ◦ Challenge: Must create a vibrant environment
◦ Large bureaucracies
◦ Varied human personalities ● How to plan and schedule a product’s
◦ Inundating number of tasks development
● Imagination should culminate in collective ◦ Challenge: aptly structure the activities
creative consensus in the PD team
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Product Development Teams
Product Development Teams (contd.)
● Product = Idea emanating to satisfy some
need + physical embodiment of that idea ● Collective knowledge generation is essential
● Dichotomy between design team and for resulting in a set of control
manufacturing team in modern approach documentation
● Participants must be willing to share
Idea
Engineers: Design
Design Engineers:
Manufacturing
Product
intellectually
Team
Team ● Participants can not just show up for work
● Old craftsman era and keep quiet – they have to get along and
Product
share – otherwise product development
Idea Craftsman: Both Design
and Manufacturing
will not be effective
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The PRIDE principles
The Basics of Teams ● The PRIDE principles should be followed in
any product development project:
● A team is: ◦ Purpose – all members should have a clear understanding of the
● Two or more persons engaged in a common purpose of the team – a mission statement may be developed
(we will discuss mission statement in the next SM)
common goal
◦ Respect – team members should have mutual respect, trust and
● Who are dependent on one another for support
results ◦ Individuals – the design team must respect and productively utilize
individual differences
● Who have joint accountability for outcomes
◦ Discussions – the team should exercise open, honest and frequent
discussions; team leader must ensure that all members of the team
are on board for all key decisions
◦ Excellence – the team must strive for excellence in all actions –
accept nothing less than the best
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Wilde’s Model of Role Specification Belbin’s Model of Role Specification
Sixteen team roles are defined on ● He defined nine different behaviors
hierarchical importance: required for a functional team:
• Administrator/reviewer • Visionary 1) Organizer
• Troubleshooter/ • Strategist
inspector • Need-finder
2) Motivator
• Producer/test pilot • Entrepreneur/facilitator 3) Pusher
• Manager/coordinator • Diplomat/orator 4) Soldier
• Conserver/critic • Simulator/theoretician
• Expediter/investigator • Innovator
5) Gatherer
• Conciliator/performer • Director/Programmer 6) Listener
• Mockup maker/ 7) Completer
prototyper/modelmaker
8) Specialist
9) Evaluator
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● People Oriented
● Thought Oriented
Thought
oriented
People
oriented
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Contextual Setting
L-1-2-3-Strategic-Team-
Structures
Dr. Srinivasa Prakash Regalla, PhD
Professor & Head
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Sequential Functional Organizations
Simultaneous or Concurrent Engineering
(contd.)
● Better focus on customers
● Improved cycle times
● “Over-the-wall” approach
● More efficient
● Skills from all functional groups are utilized
at all stages of PD
● At the heart of CE is the idea of multi-
functional teams or integrated product
teams.
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Contextual Setting:
L-1-2-4-Team-Building-
Evaluation
Dr. Srinivasa Prakash Regalla, PhD
Professor & Head
Learning Outcomes
Team Building (Basic Activities)
◦Team building ● Team building activities are those activities
◦Tangrams that help team members to come
together, to learn the team spirit etc.
◦Team evaluation through certain recreational activities
● Team building activities can greatly
enhance the ability of a team to perform
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Characteristics of Activities that are Fit for Team Building An exercise in Tangrams
● A clear goal or set of goals that are nonobvious (i.e., cannot ● Tangram is a mathematical puzzle, that can be used
be solved by inspection or previous knowledge) for team building
● A task that requires team cooperation and leadership for
success
● Tagram is a basic geometric puzzle comprising
● Inherent risk for failure, at least partially
seven fundamental geometric shapes known as
“tans”.
● A task that is not part of the everyday job or actual project
● A facilitator to help guide the team when a catalyst is needed
● The goal of this puzzle is to construct different
● An independent observer (may be a chosen team member) shapes using tans, like square, shark, mountain range,
that records the performance and responses of the team, bridge etc. through translation, rotation and flipping
outside the heat of battle ● The tans consists of one square, one parallelogram,
● A forum to discuss the activity, analyzing successes and and five triangles.
failures
● The five triangles have different sizes, 2 small, 1
● A competitive environment with other teams, with a prize
awarded to the winning team
medium and 2 large.
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Tanagram (contd.)
Team Evaluation
● It is essential to evaluate the psyche of the
team as the PD progresses
● Certain team issues may set in but not
resolved during the progress of PD
● Some evaluation tools exist (in the form
of questionnaire) which should be filled by
team members periodically
● After evaluation, action items must be
proposed
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Thank you!
L-1-2-5-PD-Planning-Tools
Dr. Srinivasa Prakash Regalla, PhD
Professor & Head
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Planning Process Basic Planning and Scheduling Tools
● Product planning process must follow four ● The popular tools are:
systematic steps: ● Gantt charts – suitable for small projects
◦ What? – tasks ● Critical path methods (CPM) – suitable for
◦ When? – schedule large projects
◦ Where? – equipment and facilities
● Program evaluation and technical review
◦ How? – people, material, facility and equipment
costs (PERT) – suitable for large projects
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Task Lists Role of Upper/Senior Management in
PD
● They are useful tools to support Gantt charts as
well as augment the Gantt charts
● Upper management plays an enormously
important role in the new-product development
● Task lists may be prepared out of the Gantt activities of any company.
charts by simply taking the tables of activities
● Good product development depends on a well-
● Task lists also state the deadlines, team members orchestrated and cooperative interplay between
responsible for the task, a checkbox to fill-in senior managers and cross-functional teams.
when the task is completed
● Each group acts within the framework of a well-
● Two types of Task Lists – Overall project list and constructed product-development process in
weekly lists. which the respective roles are clearly defined
and articulated.
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Thank you!
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Determining What to Develop When to outsource a component?
● Should a completely new technology be
introduced? - Original (Innovative) design ● Out source unless the component/
● Should the current product be refined? –
subsystem is defining characteristic of the
Adaptive Design product – that which makes it sell or
which is the core competence of the
● Should the product be expanded into
firm
variants? – Variant Design (Incremental
Improvement)
● Should it partly or fully be outsourced? –
some thoughts about this on the next
slide!
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S-curves
Technology Forecasting
● Product evolution occurs along S-curve
● Technology forecasting is essential to: ● X-axis time,Y-axis is one important product metric
● Initially it is difficult to innovate since the product is
◦ Predict what technological developments can new and difficult to introduce – this is the lower
occur leg to S-curve
◦ Understand when to introduce new ● In the next stage, there are rapid incremental
technology into the product – developments taking place, forming the middle
web of S-curve
◦ Whether to introduce incremental or disruptive
● In the final stage, once more there is no more
possibility of any incremental development
● A paradigm shift is needed in the product, that is
disruptive/innovative development
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Example: Lighting products
LED
CFL
1990
● Exceptions to S-curve: Moor’s law of Gordon Moore of Basic Method: Mission Statement and
Intel Corporation – the density of transistors on Technical Questioning
microprocessors doubles every 18 months
● S-curve says the technology should eventually top-out; The company has to understand three possible
Moor’s law says it never will top out environments prevailing in the market and plan
● The microprocessor industry is continuously jumping the introduction of new product accordingly:
over successive S-curves so there no top-out 1. Environment when they are introducing new
technology
2. Environment when the technology is rapidly
evolving
3. Environment when technology is topping out
The above “Technical Questioning” based basic
Several small S- Gordon Moore
method helps achieve that understanding
curves together
appear like a
straight line
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Risks and the Tools of weighing the risks Technical Questioning
● What is the problem really about?
● The two risks of new product ● What implicit expectations and desires are involved?
development: ● Are the stated customer needs, functional requirements, and
constraints truly appropriate?
◦ Technical risk – can we make it?
● What avenues are open for creative design and inventive problem
◦ Market risk – will they buy it? solving?
● What avenues are limited or not open for creative design? Limitations
on scope?
● What characteristics/properties must the product have?
● Two simple tools to understand and ● What characteristics/properties must the product not have?
clarify these risks: ● What aspects of the design task can and should be quantified now?
● Do any biases exist with the chosen task statement or terminology?
◦ Technical questioning Has the design no been posed at the appropriate level of abstraction?
◦ Mission statement ● What are the technical and technological conflicts inherent in the
design task?
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Golden Nuggets of this section
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The Learning Objectives:
● Determining What to develop: Advanced
Methods
Scoping Product Development: ◦ The Harvard Business Case Method
Technical and Business Concerns,
◦ Design Drivers Method
Example:
Commercial
Aircraft
Permits
Constrains
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Exercises: Golden Nuggets of this section
1. Develop the design drivers for the criteria of (1) overall product
cost, (2) ease of driving, and (3) maintenance cost for a bicycle.
● Understanding the various interests that pull and
constrain the development project
2. Develop the design drivers for the criteria of (1) overall product ● Assessing project development risk, which
cost, (2) ease of driving, (3) maintenance cost, and (4) riding fundamentally arises from two independent
pleasure for a motor bike.
sources: market risk and technical risk
3. Develop the design drivers for the criteria of (1) injury-free ● Establishing design driver variables that, when
service, (2) locatability, and (3) multi-purpose for a nail clipper. specified, define other decisions directly
● Establishing technical specifications early
4. Develop the design drivers for the criteria of (1) injury-free
service, (2) being locatable, (3) being multi-purpose, (4) cost- ● Completing an economic analysis to establish
effective, and (5) as many shaves as possible with a single project cost limits and marketplace targets
cartridge, for a shaving cartridge for men.
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Thank you!
per quantity of effort; costly affairs Nature of the The design team Design team forms a A moderator facilitates a Design team travels to
Technique member(s) discusses the list of questions to session with a group of the locations of usage
2. Questionnaires – Usefulness of data is limited by the needs of a single
customer, one at a time,
which the customers’
responses are
customers preferably in
the company premises.
of their or
competitor’s product
efficiency of designing the questions at customer’s
environment.
collected. is used and act as a
customer.
3. Focus groups – moderator facilitates a Advantage Specific information If done properly, the One focus group meeting It is profitable because
session with a group of customers – The small size of a focus from each customer is
gathered while the
questionnaire can be
suitably designed to
uses fewer resources
(time and money) than
first-hand information
is obtained directly in
group does not allow statistically significant generalization of responses to a larger customer is using the obtain specific multiple personal terms of technical
population. product. responses relevant to interviews or large surveys descriptors because
the product. that fail to ask the team member is
4. Be the customer – design team members important questions.
involved.
always possible, difficult many times, where it is not that is associated with
customer’s use.
how well the questions
are formulated.
statistically significant
generalization of
responses to a larger
member and not
always possible to
adopt.
possible? Surgical instruments! population.
November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !3 November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !4
Focus Groups Advantages and Limitations of Focus Groups
November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !5 November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !6
November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !7 November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !8
Recall Kano’s Diagram:
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November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !13 November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !14
Thank you!
● Kano’s Diagram
Introduction
Customer Satisfaction:Voice of the
● Akio Morita, founder of Sony Corporation: “Our
plan is to lead the public to new products rather
customer
than ask them what they want. The public does not ● Considering the customers’ desires will
know what is possible, we do”. -aggressive pull the product – instead of wholly
● Is he suggesting push type manufacturing? needing to be pushed
● Creating awareness of the new product among
● Challenges in knowing the customers’
customers is fine
● However, in the current changed world, we want
voice:
to minimize risk, leave no stone unturned, by ◦ Lack of understanding of customer of what
ensuring that what we design and send is exactly will be the product – fuzzy inputs
what the customer “needs” ◦ Customers discuss only failings of the
● Companies should attempt to know the product, not what they want
customer’s voice and demand
November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !3 November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !4
Kano’s diagram for any one given function
One-to-one
quality or linear
quality
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Customer Populations
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November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !11 November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !12
Thank you!
QFD integrates
both vertical and horizontal processes
MM ZG541
PRODUCT DESIGN
Dr. Srinivasa Prakash Regalla, PhD RL_3.3.3
BITS Pilani
Professor, Mechanical Engineering Department
CUSTOMER
REQUIREMENTS
CUSTOMER
Easy to put on 2 3 3 4 4 1.2 1.1 2.6 7 REQUIREMENTS
Comfortable when hanging 5 4 4 2 5 1.2 1.4 8.4 22
Medium interreltionship
Competitor B's Product Medium interreltionship
Competitor B's product Y 157g 198 6 4 3mm 1 3
DESIGN TARGETS Y 160g 250 8 6 4mm 2 4 Weak interrelationship DESIGN TARGETS Weak interrelationship
Correlation: Correlation:
Packaging: Appearance
Engineering Characteristics Engineering Characteristics
Soil Residue Removal
Product Preservation
Packaging Material:
Packaging Material:
Quality of Suppliers
Quality of Suppliers
Pathogen Removal
Pathogen Removal
Wax Removal
Wax Removal
Customer Importance to Customer Importance to
Selling Points Selling Points
Requirements Customer Requirements Customer
Brand 2 Brand 2
Taste 5 Taste 5
Appearance 5 Appearance 5
Price 3 Price 3
Germ-free 4 Germ-free 4
Pesticide-free 3 Pesticide-free 3
Convenience 3 Convenience 3
Deployment Deployment
Refrigerator
THANK YOU!
Any questions?
Dr. Srinivasa Prakash Regalla, PhD strategy for laying out model: LED
TVs
model: LED
monitors
components and systems
Professor & Head Architecture model: LED
on multiple products to walls
Mechanical Engineering Department
best satisfy current and
Birla Institute of Technology and Science, Pilani
future market needs Can you write the portfolio
architecture for CRT
Hyderabad Campus
products?
Thus, Scope is …
Introductory Considerations
● PRODUCT PORTFOLIO ARCHITECTURE
●
●
Portfolio Architecture types ● Two corporate objectives in developing
Fixed unsharing portfolio architecture
● Platform portfolio architecture product portfolio architecture: cost and
revenue
● Mass customization
● CHOOSING AN ARCHITECTURE TYPE
● Theory
● Production cost assumption ● Revenues from multiple market segments
●
●
Customer market models
Customer need distributions increase with large number of unique
●
●
Market basis for architecture decisions
Basic method: Estimated market segments
products in a portfolio; but at high
●
●
Advanced method: market surveys
PLATFORM ARCHITECTURE
manufacturing cost due to increased
●
●
Negotiating a modular family platform
Basic method: charts
production complexity
● Advanced method: functional architecting ● A portfolio with only a single product has
● Advanced method: optimization selection
● Non-platform based products low production cost but also limited
Platform based products
market satisfaction
●
November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !3 November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !4
One clever(?) portfolio architecture Portfolio Architecture Types
● Develop subsystems within the products ● Three types of portfolio architectures can
that can be reused across the different be defined:
products ◦ Fixed unsharing
● This reuse can permit a manufacturer to ◦ Platform
attain both low cost and large market ◦ Massively customizable
variety ● This classification is based on market
● Is this really a clever architecture? Is it demands
always appropriate? ● Hybrids of the above architectures are
also possible
November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !5 November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !6
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Fixed Unsharing Portfolio Architecture (contd.)
Fixed Unsharing Portfolio Architecture
● Robust/Adaptable offer: The products in the portfolio do not
(contd.) share any components, but individual products can be used
● Further classification: single offer and robust offer for different input parameter values
● Examples:
● Single Offer: The single offer architecture ◦ Laptop power adaptor (can work for input voltage range 110-240, at
provides only one option to the entire market. 50-60Hz.); Multisystem
For example screw driver set or laptop power ◦ Television can display images from NTSC or PAL or SECAM sources
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Consumable platform Standard platform
● A subset of a product system in a portfolio of products
● The components that are consumed that conforms to an industry-agreed standard
quickly are isolated ● Examples are fasteners, standardized software systems,
operating systems, file formats etc.
● For example, 35 mm film is a consumable ● There are two types of standards, open and proprietary
portfolio platform for photographic ● Open standards are those that a company or
cameras, as the film is isolated from any organization publishes and anyone can sell a product
conforming to the standard and not pay a royalty fee for
other part of a 35 mm camera copyright infringement
● Similarly the Canon toner cartridge, which ● Proprietary standards are those that a company or
is common for HP Laserjet and Apple consortium of company develops; any producer who
sells a product making use of the standard must make a
Laserwriter printers royalty payment
November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !17 November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !18
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Determining Need Importance
● Interview Data Method
● Questionnaire Method
● Cluster Analysis Method
L-2-1-4-Determining Need Importance
Dr. Srinivasa Prakash Regalla, PhD
Professor
wCRi =
One possible flaw: It includes a measure of
number of persons interviewed
obviousness of the need as opposed to its Here wCRij is the numerical importance rating for the ith
importance. need assigned by the jth customer.
November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !3 November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !4
Questionnaire Method
● Send out questions to large number (min
30) customers
● Ask what they would like for 10% increase
price
● Let the customers give an importance
ranking between 1 to 5 for each need
November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !5 November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !6
November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !9 November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !10
November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !13 November 24, 2018 Srinivasa Prakash Regalla @BITS, Pilani !14
Thank you!
L-3-1-1-Product Teardown:
Fundamentals and One Case Study
Dr. Srinivasa Prakash Regalla, PhD
Professor Mechanical Engineering Department
● Electric Free
water purifier –
Pureit by HUL
Inevitable cut-
open required
Red Bob
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Srinivasa Prakash Regalla@BITS, Pilani !19 Srinivasa Prakash Regalla@BITS, Pilani !20
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Srinivasa Prakash Regalla@BITS, Pilani !23 Srinivasa Prakash Regalla@BITS, Pilani !24
BILL OF MATERIALS (MATERIALS LIST)
GERM KILL KIT OF WATER PURIFIER
Part # Part Name Q Function Mass Finish DFM COST ANALYSIS DATA
TY (gm)
Manufacturing Dimensions
Process
Germ Kill Kit Blow molded ABS plastic parts,
thermally sealed
A1 Bellow 1 Permit graded 50 grams
Spring Assembly descent of bob-
stem system
001 Bellow spring 1 Apply compressive 30 grams Blow molded 20 mm dia; 2 mm
force free pitch
002 Transparent 1 To enclose the 20 grams Smooth; Blow molded 30 mm dia; 1 mm
cylindrical bellow spring transparent wall
container
A2 Candle Assembly 1 40 grams
003 Red bob with stem 1 For auto shut-off 10 grams Red colored Injection molded 20 mm dia
ABS
004 Ceramic clay 1 To kill germs and 30 grams Clay compression 10 mm dia; 60
candle pathogens molded mm length
006 Lower enclosure 1 To receive and vent 150 Matt finished Injection molded Oval; 50 mm by
Srinivasa Prakash Regalla@BITS, Pilani !25 water grams Srinivasa Prakash Regalla@BITS, Pilani
30 mm !26
Teardown Methods Mechanism used to oscillate an arm through a designated angular range,
the arm being the source of power for the rotary motion
Srinivasa Prakash Regalla@BITS, Pilani !11 Srinivasa Prakash Regalla@BITS, Pilani !12
SOP DEVICE WORKSHEET
Srinivasa Prakash Regalla@BITS, Pilani !13 Srinivasa Prakash Regalla@BITS, Pilani !14
The scope of the discussion
is…
➢ Product Architectures - Introduction
➢ Architecture types
➢ Integral
➢ Modular
➢ Architecture Examples
➢ Product Modularity - Background
➢ Types of modularity
L4-2-1-Product ➢ Function based modularity
Architecture
➢ Manufacturing based modularity
➢ Modular Design: Basic Clustering Method
Fundamentals ➢ Modular Design: Advanced Functional Method
➢ Architecture Based Development Teams
BITS Pilani Dr. Srinivasa Prakash Regalla, PhD ➢ A method of forming module-based development teams
Professor of Mechanical Engineering
Pilani|Dubai|Goa|Hyderabad
➢ Application of module-based development teams
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Product Architectures – Why formalization of product
Introduction (2/2) architecture is so important? (1/)
➢ “Develop a concept” phase is what gets shaped up in this
stage
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Two types of product
1. Integral Architecture
architecture
1. Integral architecture ➢ The components function-share; each function
may be implemented by multiple components or
multiple components may implement one
2. Modular architecture function
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Advantages of Modular
Architecture
➢ Modular products make economic sense
➢ Standardization of components
➢ Reconfigurability of devices
Architecture
➢ Manufacturing based modularity
➢ Modular Design: Basic Clustering Method
Fundamentals ➢ Modular Design: Advanced Functional Method
➢ Architecture Based Development Teams
BITS Pilani Dr. Srinivasa Prakash Regalla, PhD ➢ A method of forming module-based development teams
Professor of Mechanical Engineering
Pilani|Dubai|Goa|Hyderabad
➢ Application of module-based development teams
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Product Architectures – Why formalization of product
Introduction (2/2) architecture is so important? (1/)
➢ “Develop a concept” phase is what gets shaped up in this
stage
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Two types of product
1. Integral Architecture
architecture
1. Integral architecture ➢ The components function-share; each function
may be implemented by multiple components or
multiple components may implement one
2. Modular architecture function
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Advantages of Modular
Architecture
➢ Modular products make economic sense
➢ Standardization of components
➢ Reconfigurability of devices
L4-2-2-Types of
➢ Function based modularity
➢ Manufacturing based modularity
– Sectional modularity
➢ Manufacturing based modularity
– Relates more to the manufacturing techniques and – Mix modularity
assembly operations associate with a product
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Slot Modularity Bus Modularity
➢ One basic device uses several different components to allow ➢ Describes a device mostly the main component of the
it to perform multiples tasks
system, that is equipped with a standard interface that
➢ Often provides the means to support customizable portfolio accepts any combination of different functioning modules
architecture: the same module is used across different
products in a portfolio
➢ Examples of slot modularity ➢ Examples are memory expansion slots in the computer
is Bosch power tools
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Sectional Modularity
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Mix Modularity
➢ Combines several standard components together through
web of modules, not through chain
➢ Must be equipped with at least two complimentary interfaces
to create a new device
➢ Building blocks set is an example
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Manufacturing Based
OEM Modules
Modularity
➢ Four classes exist ➢ Modules that an OEM can supply at less expense that could
be developed in-house
➢ They group subassemblies based on manufacturing
techniques and assembly operations ➢ Examples are power supplies for computers
➢ Four classes are:
▪ OEM modules
▪ Assembly modules
▪ Sizable modules
▪ Conceptual modules
➢ Group of components that solve related functions but are Part 16: Control Module with Ignitor
bundled to increase assembly ease
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Sizable Modules Conceptual Modules
➢ Components that are exactly the same except for their
physical scale ➢ Solve the same function but have different physical
embodiment
➢ Examples are lawn-mower blades for different sized (power
rating) lawn mowers or for different levels of mowing
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Concept Generation Process
– Intuitive methods
• Idea generation from within
Traditional Brainstorming
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Traditional Brainstorming
Memory (Mind) Map Technique
(contd.)
Guidelines for effective brainstorming: It is an effective technique of recording the information
– Designate a group leader generated/shared by people during brainstorming
– Form the group with 5-15 people, no more no less. Boxes are used for problem statement and circles/ellipses
– Brainstorm for 30-45 minutes are used for solutions/concepts with interconnections
shown by lines/arrows
– Don’t confine the group to only experts in the areas
– Encourage the members to have advance information
so that they can come with a set of ideas
– Avoid hierarchically structured groups – avoid bosses,
supervisors and managers
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Exercise Sample-2:
Understand the
principle correctly More budget
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
In the first stage hypothetical balls are introduced by the Arrange “6” team members around a table
facilitator to be exchanged by the group members with Each member sketches “3” ideas for five or less primary product
different sounds being made functions
After T minutes of work on the concepts, members pass their
In the second stage instead of ball the actual problem is ideas to the person on the right
coined and the members keep repeating the solutions
For the next T minutes, team members modify (without erasing)
and giving new solutions the ideas on the sheet
A new sub-problem is introduced when the responses Passing of idea sheets continues until a member’s original sheet
become repetitive returns and the round ends
The facilitator notes down all the responses in a a memory “5” such rounds are repeated, each round discussing on different
sets of five or six product functions
map
Post processing is done where the ideas are accumulated and
summarized
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Any questions?
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Concept Generation is a Integral Part of the D
Concept Development Phase
RL-5-1-2-Generating ➢ The quality of the underlying concept is critical how far the
concepts: advanced product will satisfy the customers
methods ➢ A good concept, if sometimes poorly implemented in the
subsequent stages, it can be later corrected, even at a cost
BITS Pilani Dr. Srinivasa Prakash Regalla, PhD
➢ A poor concept, however, can rarely be manipulated, no
Pilani|Dubai|Goa|Hyderabad Professor
matter how cleverly done, into a successful product
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
(1) Generating Conceptual Designs Example Case: Bostitch Electric
from Physical Principles Power Roofing Nailer (Cordless)
➢ Steps for this method: Drive nails automatically into walls or others.
i. Model the primary function or subsets of function of a
product as a black box or block diagram with material,
energy and signal flows
ii. For this black box, determine the physical principles that
convert the input to output for the product function(s).
iii. Write the general relationships for the physical principles that
relate a measured effect to independent design variables
iv. Vary each of the design variables to generate a concept for
solving the product function(s)
v. Develop the physical realization of the variable changes with
sketches.
vi. Each of the sketches is a possible concept idea
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Example-2: (2) Systematic search with
Capacitive system classifying schemes
➢ Classifying schemes are high-level physical principles or
geometry
Output variable=C
➢ By choosing a category a product development team can
Input variables= ε, A and d
focus on generation of concepts in a particular
When d is changed, C changes, technological area
giving microphone
transducer.
When is ε changed,
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Systematic search with
classifying schemes (contd.)
Model the primary functions or subsets of a function of a product as
black boxes (block diagram) with material, energy and signal flows.
For the black boxes, choose the classification scheme that closely relate
to the functions and customer needs
For one of the classification headings, generate solutions to the
functions
Document the results in a matrix, where the rows are functions and the
columns are solutions organized by classification headings
After the ideas are exhausted for a given heading, repeat the process
for next heading
We look at these steps in the following two slides for an equipment/
sports utility called “Batter Up!”, which is meant to provide
recreational base-ball practice sessions for physically challenged
persons
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
(3) Theory of Inventive Problem
Solving (TIPS)
It helps inventive product design.
The procedural steps are as follows:
Partial – Determine the conflict in the design problem
morphologi – Formulate as conflicts in generalized engineering parameters
(Table 10.7). Total 39 are given.
cal matrix – Determine the intersections in the TRIZ relationship matrix given
for Batter in Appendix-C for the numbers of the engineering parameters
– In the TRIZ relationship matrix, rows represent “What should be
Up! improved” and columns represent “What deteriorates due to
problem conflict”
– Read the principles that apply to help solve the problem in Tables
10.8 and 10.9. If difficult to correlate, simply try all 40 design
principles
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
… … …
14 … 29. 10
27
… … …
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
22
Parameter/ …
Parameter
… … …
…
4 6
28
… … …
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Morphological Analysis
It is a tool that provides a structured search and combination of concepts in
product design. The steps of executing this analysis is as follows:
Consider each product function in the fundamental model and each module of
the product architecture
List the function or module as row of the matrix
In the first column of the matrix, enter the current solution to the function or
module, if the product already exists
Apply concept genration methods (such as TIPS etc.) and record the concepts
in the columns of the matrix for each function
Map the rangen of solutions per each function to a classification scheme, such
as energy domains. Judge if the solutions are too focused or cover a good
breadth.
If the solutions are too focused, carry out further dsessions of intuitive and
directed concept generation
When a good breadth of ideas and technologies are realized in the
morphological matrix, combine the ideas into diverse concept variants that
seek to satisfy the entire product specification
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Any questions?
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
BITS Pilani
Pilani | Dubai | Goa | Hyderabad
MM ZG541
PRODUCT DESIGN
Dr. Srinivasa Prakash Regalla, PhD RL_5.3.1
BITS Pilani
Professor, Mechanical Engineering Department
➢ Concept
embodiment is an
iterative process
and ends with the
attainment of a
robust design
Introduction: All of the embodiment design Introduction: Which life cycle issues they
methods address the life cycle issues address?
• Each of various embodiment design methods shown on the left below Modeling methods provide for
representation of the
has applicability to one or more of various stages in the product life cycle performance and potential
failure states of the product
Basic Methods:
Refining Geometry and Layout Basic methods (contd.)
• Two issues drive concept embodiment: • For (1) and (2) types of design scenarios, developing embodiment of
1. Refining a product’s geometry and architecture concept is more complicated due to the number of decisions needed
2. Systems modeling towards detailed design
THANK YOU!
Any questions?
MM ZG541
PRODUCT DESIGN
Dr. Srinivasa Prakash Regalla, PhD RL_5.3.2
BITS Pilani
Professor, Mechanical Engineering Department
• Find the centroid of frictional forces in similar way • 3 pins: x-tr, y-rot, z-rot
• Weight acts always vertically downward at the mass/geometric centroid
• 2 pins: y-tr, x-rot
• Inertial forces act in the direction opposite to the direction of acceleration
• Adjust the forces such that the centroids of forces co-incide; that ensures • 1 pin: z-tr
the component to be in dynamic equillibrium
MM ZG541 P R O D U C T D E S I G N !11 BITS-Pilani MM ZG541 P R O D U C T D E S I G N !12 BITS-Pilani
Example applications situations Elastic Averaging
• Circuit boards fitting into a bus chassis • Whenever elastic averaging is relied upon, it is difficult to determine
where the interface is; it is often used for no apparent reason even
• Casting fitting properly around internals though 3-2-1 would provide better results
• Setting the workpiece on milling machine table or drilling machine table • For pressure-tight designs, over-constraining is justified
the designer relies on the elastic averaging. Very rigid parts may not conform
by elastic averaging.
• According to Abbe’s principle of alignment, the scale of a linear • Abbe Error = (Abbe offset)*(sine of angular misorientation)
measuring system should be collinear with the spatial dimension or • Abbe offset is the distance between the desired point of measurement
displacement to be measured and the reference line of the measuring system.
• If this is not the case, the measurement must be corrected for the • Example: Since graduations are located along the same axis as the
associated Abbe Error. Abbe error is different from Parallax error. measurement, micrometer is free of Abbe error.
D θ
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Abbe’s error in lathe operations Byran Principle for Straightness Measurement
• Fixed and variable Abbe Offset • Corollary to Abbe Principle in straightness measurement
• Minimize M
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assembly
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Dr. Srinivasa Prakash Regalla, PhD
BITS Pilani
Professor, Mechanical Engineering Department
Birla Institute of Technology and Science, Pilani
Hyderabad Campus
Advanced methods using manufacturing cost
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analysis
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Paper carrier:
Old design Vs. Improved design
• Purpose is to reduce the mass of carrier
• Original design is 120 gm
• Mass of improved design is 110 gm (calculated using density of PC/ABS and
volume of the product deduced from solid model enquiry in Pro/Engineer)
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environmental pollution?
Scope Introduction
• Introduction • Design for the Environment (DFE) is a product design approach for
• Why DFE? reducing the impact of products on the environment
● Design for Assembly • Products can have adverse effects on environment in the following ways:
● Design for Piece Part Production – Through use of highly polluting processes and consumption of large raw materials
• Environmental Objectives during manufacturing
● Global issues – Through the consumption of large quantities of energy and long half-lives during
● Regional and local issues disposal
• One must consider the product entire life cycle; many events of creating
pollution and many opportunities of recycling, reuse and reducing
environmental impact
Regional & Local: Acid Rain Regional & Local: Air Pollution
• Caused by excessive fossil fuel air emissions for a regional area • Caused by excessive fossil fuel emissions in a region
• The fuel combustion products are released into the air; these cause the • Nitrogen compounds, ozone, carbon monoxide, sulfur dioxide are well
rain in the surrounding environment to have a lower acidic pH level known harmful emissions
• Causes regional plant and aquatic life to suffer • Develop products that use less energy
• Develop products that use less energy
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BITS Pilani
Professor, Mechanical Engineering Department
Copper
Copper
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➢Introduction
➢Motivation
➢What are the factors that determine effective decision
making?
➢Design evaluations
➢Information quality
RL5.2.1: Estimating ➢ Estimating Technical Feasibility
Technical feasibility in ➢Estimation
concept selection ➢Case Study: A/C for an electrical automobile
➢Useful practical tips for estimating
Dr. Srinivasa Prakash Regalla, PhD
BITS Pilani Professor, Mechanical Engineering Dept,
Pilani | Dubai | Goa | Hyderabad
BITS Pilani, Hyderabad Campus
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956 BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
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Bearing load (F) - Life (L) trade-off at constant (rated, 90%) reliability (R): Rating life
Contd. Contd.
Desired Load=FD
1 1
Rating Load=C10
1/ a 1/ a
F1 L1 a = F2 L2 a C10 (LR nR 60 ) = FD (LD nD 60 )
Catalog rating, kN Desired speed in RPM
Desired Rating
Life=LD Life=L10 Desired life in hours
Rating life in hours
Associating the load F1 with C10, the catalogue rating that you need to look at, and
the life measure in revolutions L1 with the L10, which is the manufacturer specific Rating speed in RPM Desired radial load, kN
quantity, we can write,
1/ a 1/ a
C10 (L10 ) = FD (LD )
Here FD and LD refer to the design quantities for the bearing to be selected.
Inverting the equation, LD nD 60 1/ a
If we want to specify in the life hours, then we can write, rpm (nR & nD) values: Catalogue load rating= C10 = FD ( )
1/ a 1/ a LR nR 60
C10 (LR nR 60 ) = FD (LD nD 60 )
What the different terms in the above equation mean? →
The SKF rates its rolling contact bearings as 106
Example:
Solution:
1/ a 1/ 3
⎛ L n 60 ⎞ ⎛ 5000(1800 )60 ⎞
C10 = FD ⎜⎜ D D ⎟⎟ = 3000⎜ ⎟ = 24429.76 N ≅ 24.43 kN
⎝ LR nR 60 ⎠ ⎝ 106 ⎠
From the table 11-2, for the above load rating, the nearest ball bearing is 35 mm
bore, 72 mm OD, 17 mm width, 1 mm fillet radius, 41 mm shaft diameter and 65
mm housing shoulder diameter (it has C10 of 25.5 kN).
Bearing load (F) - Life (L) - reliability (R) three-way relationship
(What if more or less than 90% reliability is desired?):
Using the Weibull distribution, along
any constant load line (horizontal line
in the graph on the right):
x − x0 b
R = exp[−( ) ]
θ − x0
R=reliability
x=life measure dimensionless variate, L/
L10
x0=guaranteed, or minimum value of the
variate
θ=characteristic parameter corresponding to the 63.2121 percentile value of the
variate; b= shape parameter that controls the skewness
xD From the table 11-2, for the above load rating, the nearest ball bearing is 55 mm
C10 = FD ( 1/ b
)1/ a , R ≥ 0.90 bore, 100 mm OD, 21 mm width, 1.5 mm fillet radius, 63 mm shaft diameter and
x0 + (θ − x0 )(1 − RD ) 605 mm housing shoulder diameter. The C10 itself is 43.6 kN.
Two different applications having and not having a thrust load:
Accounting for thrust force:
Purpose is to find the equivalent radial
load Fe, that would do the same damage
as that done by the existing radial and
thrust loads together. V is the rotation
factor. V=1 for inner ring rotation, V=1.2
for outer ring rotation.
No thrust load
Fe Fe
= 1 when VF ≤ e
VFr r
Fe F Fe
= X + Y a when VF > e
VFr VFr r
Fe = X iVFr + Yi Fa
For horizontal line zone, i=1 and for
Thrust load present inclined line zone, i=2.
Table 11-1 gives the values of Xi and Yi.
• Calculate xD.
• Ignore Fa, and for FD=Fr, find the C10 as well as C0 from catalogue for
given reliability. C0 is the bearing’s static load catalog rating. Assign
(C10)old = C10.
• Find Fa/C0.
• Find “e” from Table 11-1 using interpolation for this Fa/C0.
• For this Fa/C0, is Fa/(VFr) greater than “e”?, if Yes note down the X2 and Y2
values. Interpolation may be needed. If No, ignore Fa, solution ends.
• Estimate the equivalent load Fe. Apply V only to Fr. Calculate the desired
load FD=af(Fe). The af ≥ 1 is the load application factor accounting for
unsteady nature of loading.
• Calculate the new (C10)new value. Compare with the earlier (C10)old value.
If (C10)new < (C10)old, then (C10)old is the final desired rating of the bearing
to be selected. The solution ends. If (C10)new > (C10)old we need to go for
another iteration.
• Assign (C10)old = (C10)new . Find the new C0 for the (C10)new .
• Continue the iterations until the (C10)new is less than preceding (C10)old.
Natural Gas
How do we manage with the low information quality Estimating Technical
if the design is not a mere selection activity? Feasibility (1/ )
➢ We have so far seen a case of design where it was ➢ Which of the following is/are technically
merely a selection of a product from the catalogue of infeasible?
finished products
Bio-gas
➢ In case of concept selection in NPD case, there are two Wind energy
saviors to help us overcome the trouble of low information
quality:
(1)Make the decision making in concept selection a step-by-
step systematic process; the logical connection then
minimizes errors
Nuclear
(2)Use effective decision making tools
❑ Caution: Design evaluations are laborious and time-
consuming; do not allow infeasible concepts to enter into
the evaluation stage
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The Judge step Thank you!
➢ Make judgement of whether the value given by the model
compares with the known value of the parameter
PRODUCT DESIGN
Dr. Srinivasa Prakash Regalla, PhD
Professor
RL_5.2.2
BITS Pilani
Pilani | Dubai | Goa | Hyderabad
Mechanical Engineering Department
Birla Institute of Technology and Science, Pilani
Hyderabad Campus
The Concept Selection Process and Techniques
Thus, Scope is …
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Concept Selection Process
– Forming consensus on the criteria
– Forming consensus on the alternatives
– Ranking
– Assessment
– Attacking the Negatives
A Basic Method: Pugh Concept Selection Charts
– Establish the criteria and alternatives
– Select a Datum
– Ranking and Assessment
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• Paste the drawing sheets on the walls for perusal by members and
consensus building
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Ranking Assessment
• Rank each alternative on each defined criterion • After ranking, find overall evaluations
• A decision matrix should be used • Order from overall worst to overall best based on aggregate sums
• A scale for ranking, such as (-,s, +) may be used; (-) stands for
worse; (s) stands for same and (+) for better
• More advanced scales also exist
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Attacking the Negatives A Basic Method: Pugh Concept Selection Charts
• Remove the alternatives that rate poorly with all (-) values, out of the matrix • The alternatives and criteria are displayed on the main wall labeled as “Pugh
• Alternatives that rate favorably must be more closely examined; particularly Selection Chart”
those alternatives that have overall high rank but have a few low scores
• This process is called as “attacking the negatives” and is very essential
• Removes negative effects by applying more science and modeling
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Attacking the Negatives Iteration and Solution
• Reject those alternatives with low Si values • Repeat the evaluation process until the team converges
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Low Difficult problem Prototype it Prototype it High
Low Model expense High
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BITS Pilani
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BITS Pilani
Professor, Mechanical Engineering Department
Basics of prototyping
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Hyderabad Campus
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Prototyping Prototyping
• A prototype is a physical instantiation of a product, meant to be used to
help resolve one or more issues during the product development.
• Communicate visual layout and product’s look and feel
• Enables explocation, experimentation, validation, optimization
• They may be visually inspected, tactilely experienced, tested, modeled,
varied or simply observed as a 3-D entity
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Fundamentals of modern
Dr. Srinivasa Prakash Regalla, PhD
BITS Pilani
Professor, Mechanical Engineering Department
Birla Institute of Technology and Science, Pilani
Hyderabad Campus
3. Slice the STL file into thin cross-sectional layers CAD Rapid Prototyping
machine
STL “slicing” 2-D cross – This process is identical for all of the RP build techniques.
CAD (ProE)
operation section
– STL files use planar elements, they cannot represent curved surfaces
exactly. Increasing the number of triangles improves the approximation
[0.0,1.0,0.0]
[0.0,0.0,-1.0]
[0.577,0.577,0.577]
[-1.0,0.0,0.0] [1.0,0.0,0.0]
[0.0,0.0,0.0]
x
[0.0,0.0,1.0]
z [0.0,-1.0,0.0]
Unit normal
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The facet record’s structure is: Problems with .STL file
• The facet record has the form: • Because STL files use planar elements
• The normal vector, 3 floating values of 4 bytes each; – they cannot represent curved surfaces exactly
• vertex 1 coordinates, 3 floating values of 4 bytes each; • Increasing the number of triangles
– improves the approximation
• vertex 2 coordinates, 3 floating values of 4 bytes each;
– but at the cost of bigger file size
• vertex 3 coordinates, 3 floating values of 4 bytes each;
Figure 34.1 Conversion of a solid model of an object into layers (only one layer is shown).
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Most popular
Dr. Srinivasa Prakash Regalla, PhD
BITS Pilani
Professor, Mechanical Engineering Department
Birla Institute of Technology and Science, Pilani
Hyderabad Campus
Prototyping
http://www.stratasys.com/
http://rpdrc.ic.polyu.edu.hk/content/fdm/fdm_introduction.htm
http://www.padtinc.com/rm/fdm/default.htm
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Fused Deposition Modeling Looking into the FDM Machine
Support material
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• The model is then raised and the heated Max part size: 32.00 x 22.00 x 20.00 in.
roller bonds the next layer to the previous Min feature size: 0.008 in.
one. To decrease the build time it is possible Min layer thickness: 0.0020 in.
to build the model in double or triple Tolerance: 0.0040 in.
laminates. This requires the laser power to
be increased. Surface finish: Rough
Build speed: Fast
• This has a disadvantage in that the stepped effect is more clearly defined. Post Form/fit testing, Less
processing of the models consists of the removal of the excess paper from Applications: detailed parts, Rapid
around the model. tooling patterns
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