U of U MEEN 4000 - The Development Process

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ME 4000Agenda for Today’s classAnnouncementsOffice HoursOffice Hours – Comm. TAsSlide 6Design Process ReviewThe Development Process Review From ME3910 – Topic 2The Development ProcessSlide 10Slide 11Slide 12Slide 13BenchmarkingHow & What You Should BenchmarkSlide 16Slide 17Sources for BenchmarkingGeneral comments on FiguresME 4000Wednesday, Aug 30, 2006Prof. William ProvancherAgenda for Today’s class10:45 - 10:50 Announcements. -office hours10:50 - 11:00 Q&A (Wiki, Presentations, other?)11:00 - 11:05 Overview of Design Process 11:05 - 11:15 Comments on benchmarking11:15 - 11:35 Safety Briefing (Rich Sesek) Sign Attendance Sheet!!!!Announcements•Lab 1 (this Thursday/Friday)–Required attendence–Handouts posted on web–Please print requested handouts before coming to lab–Includes a ~4 hour CAD tutorial–Bring non-lined paper, a pencil and a fine Black pen/marker•Office Hours (next page)•I’m out of town Saturday-Monday.Office Hours–TAs (in MEB2410 or CADE lab?)•Monday 1-2•Tuesday 11-12 1-2 •Wednesday 1-2•Thursday 10-10:45 (+lab)•Friday (+lab) 1-2 –Dr. P (in •Monday 11:35-12, 2-3•Wednesday 11:35-12, 2-3•Thursday 2-3 (+ after lab lecture in CADE lab)•Friday (after lab lecture in CADE lab)Office Hours – Comm. TAs–Marlin (Written) (in MEB 2233)•Monday 3-4•Tuesday 9:30-10:30 •Thursday 1:30-3:30–Andy (Presentations) (in MEB 2233)•Tuesday 12-1:30•Wednesday 9-10:30Office Hours–Please respect both TA and my office hours–Please email to arrange an alternate time if necessary•Plan ahead–Please don’t expect an instant response when you email me or TAs (especially in the evening)•Plan ahead–Please email TAs to suggest alternate time for permanent office hours (TA and Dr. P.)Design ProcessReview•Refer to slides from ME3910The Development ProcessReviewFrom ME3910 – Topic 2With markups from Dr. PThe Development Process0. Project Planning–Create detailed development schedule–Devise strategy to minimize development time–Identify all required resources to complete project1. Identify customer needs–Goal 1: Understand customer needs–Goal 2: Communicate this need to the development team–The needs are organized in hierarchical list according to their importance–Importance is weighted2. Establish target specifications–Precise description of what product has to do–Translation of customer needs into technical terms–Targets are set early and refined later if necessary–Each specification consists of a metric and a marginal and ideal value for that metricSource: Ulrich K, Eppinger S, Product Design and DevelopmentThe Development Process3. Benchmarking of competitive Products (continuous)–Results are used to establish/validate/support target specifications–Critical element necessary to successfully position a new product in a competitive market segment4. Concept generation–Thoroughly explore the space of product concepts–Concept generation is a mix of external search, creative problem solving in a team and systematic exploration of solution fragments–Usually 10 – 20 concepts are created, typically represented by a sketch and a brief descriptionSource: Ulrich K, Eppinger S, Product Design and DevelopmentHappeningTogetherThe Development Process5. Concept selection – we will use QFD–All available concepts are analyzed–Sequential elimination of concepts results in identification of “best” concept–Iterative process–May trigger additional concept generation–May trigger concept refinement6. Concept testing – (foamcore models, SLA, FDM)–One or more concepts are tested to verify that all customer needs have been met–Assess market potential of product–Identify shortcomings–If customer response is poor, development may be terminated–Setting final specificationsSource: Ulrich K, Eppinger S, Product Design and DevelopmentThe Development Process7. Setting Final Specifications (Iteration)–Original specifications are revisited–Targets are updated as necessary to account for tradeoffs (cost vs. performance)–Development team must commit to specific values for all metrics8. Project Planning (Iteration)–Create detailed development schedule–Devise strategy to minimize development time–Identify all required resources to complete projectSource: Ulrich K, Eppinger S, Product Design and DevelopmentThe Development Process9. Economic Analysis (beyond scope of ME4000/4010)–Build economic model of product–Used to resolve tradeoffs among development and manufacturing costs–The model is build when the project begins and is updated as the project continues10.Modeling and Prototyping (i.e., CFP)–Early “proof-of-concepts–“Form-only” models to show customers–Spreadsheets•Iterate and/or repeat on componentsSource: Ulrich K, Eppinger S, Product Design and DevelopmentBenchmarking•Benchmarking–Sources–Critique benchmarked products & designs–General comment on how to document and present (and related figures)How & What You Should Benchmark•Look at closest competitors•Look at devices with related functions, markets, or components.–Look where you might be able to scavenge related COTS parts from (e.g., disk drives, computer mouse…)•Evaluate the products you find!!!–Pro’s / Con’s–Is it a good product? •Why? Why not?–You are the expert, tell us what you thinkBenchmarkingColeman Space HeaterPros:•Large heat output (3000 Btu)•Catalytic converter•Inexpensive•Relatively portableCons:•Toxic fume output•Open flame•Too big for backpackingwww.coleman.com[Slide borrowed from Backpacking Heater 2nd update presentation]www.zodi.comBenchmarkingZodi Tent HeaterPros:•Heat output (20,000 Btu)•Fume separation•More fuel = longer heating timeCons:•Size/Portability•Expensive ($260.00)www.zodi.com[Slide borrowed from Backpacking Heater 2nd update presentation]Sources for Benchmarking•Web•Library•Stores & Junkyards (and especially toy stores)–Go touch some hardware (you’ll get ideas)•Robotic parts  go to a toy store•Camping products  go to REI•Aircraft  go to a hobby shop•And remember, you’re never really done benchmarking…General comments on Figures•Put titles on your figures (easier to reference)•Label the important things on your figures•Make sure to cite (even yours)•Example shown on rightwww.coleman.comSuper-duper Coleman


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