Product Planning / Engineering · 2.2 Methodical engineering (VDI 2221) L3 page 6 2.3 Roles in...

Product Planning / Engineering

Production Management I (Prof. Schuh)

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Production Management I- Lecture 3 -


Contact:Dipl.-Ing. D. [email protected] 53B R. 527Tel.: 80-28202

Objectives of this lecture:

• to explain the importance of engineering regarding the interaction with process planning, manufacture, assembly, marketing and logistics (with focus on order processing and information management)

• to gain insight of the overall procedures and tasks within the engineering phases planning, drafting, designing and detailling

• to understand the general approach of an engineer: develop a solution, solve conflicts, assess engineering results and draw a decision

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Lecture 3



Index of lecture 3:

1. Lecture overview L3 page 1

2. Production planning / engineering

2.1 Product development process L3 page 3

2.2 Methodical engineering (VDI 2221) L3 page 6

2.3 Roles in product development L3 page 18

2.4 Systematic idea search L3 page 23

2.5 Classification systems L3 page 27

2.6 Accuracy of solutions L3 page 32

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Lecture 3



Literature Lecture 3:

Boutellier R, Gassmann O und Zedtwitz M v (2000). Managing global innovation - uncovering the secrets of future competitiveness, 2. Aufl, Springer, Berlin.

Cooper R G (2002). Top oder Flop in der Produktentwicklung - Erfolgsstrategien: von derIdee zum Launch, 1. Aufl, Wiley-VCH, Weinheim.

DIN (1992). Sachmerkmal-Leisten : DIN 4000, Beuth, Berlin.

Ehrlenspiel K (2003). Integrierte Produktentwicklung : Denkabläufe, Methodeneinsatz, Zusammenarbeit, 2. Aufl, Hanser, München.

Eversheim W (1998). Konstruktion, 3. Aufl, VDI-Verl., Düsseldorf.

Eversheim W, Bochtler W, Grassler R und Kolscheid W (1997). Simultaneous engineering approach to an integrated design and process planning. European Journal of Operational Research, 100(2), 327-337.

Eversheim W, Klocke F, Pfeifer T, Schuh G und Weck M (2002). WettbewerbsfaktorProduktionstechnik - Aachener Perspektiven, Sonderausg. Aufl, Shaker, Aachen.

Eversheim W und Schuh G (1996). Betriebshütte - Produktion und Management, 7. Aufl, Springer, Berlin.

Gemünden (1993). Promotoren in Geschäftsbeziehungen. Frankfurt am Main.

Hausschildt u. Chacrabarti (1988). Arbeitsteilung im Innovationsmanagement. München.

Hausschildt (1993). Innovationsmanagement. München.

Koller R (1998). Konstruktionslehre für den Maschinenbau : Grundlagen zur Neu- und Weiterentwicklung technischer Produkte mit Beispielen, 4. Aufl, Springer, Berlin [u.a.].

Maidique, M A (1980) Entrepreneurs, Champions and technological Innovation. Sloan Management Review

Opitz H (1966). Werkstückbeschreibendes Klassifizierungssystem, Girardet, Essen.

Pahl G und Beitz W (1997). Konstruktionslehre - Methoden und Anwendung, 4. Aufl, Springer, Berlin.

Rogers (1962). Diffusion of Innovations. The Free Press. New York.

Roth K (2000). Konstruktionslehre, 3. Aufl, Springer, Berlin.

Schuh G und Schwenk U (2001). Produktkomplexität managen - Strategien, Methoden, Tools, Hanser, München.

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Lecture 3



Literature Lecture 3:

Seghezzi H D (2003). Integriertes Qualitätsmanagement : das St. Galler Konzept, 2. Aufl, Hanser, München.

Ulrich K T und Eppinger S D (2000). Product Design and Development, 2. Aufl, McGraw-Hill, Boston.

Utterback J M (1995). Mastering the dynamics of innovation - how companies can seize opportunities in the face of technological change, 3. Aufl, Harvard Business School Press, Boston, Mass.

VDI (1993). VDI-2221 - Methodik zum Entwickeln und Konstruieren technischer Systeme und Produkte. Beuth, Berlin.

VDI (2003). Entwicklungsmethodik für mechatronische Systeme: VDI-Richtlinien; VDI 2206; Entwurf, VDI-Verlag, Düsseldorf.

Wheelwright S C und Clark K B (1994). Revolution der Produktentwicklung -Spitzenleistungen in Schnelligkeit, Effizienz und Qualität durch dynamische Teams, Campus-Verl., Frankfurt am Main [u.a.].

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Lecture 3



Lecture overview:

The abstract shows the position of the engineering process in interaction with other manufacturing departments (process planning, manufacturing, assembly, distribution, purchase)

• workflow

• using documents

• information

The general process and description of the tasks in engineering department

• planning

• drafting

• designing

• elaborating

and the methodical engineering

• solution developing

• design assessment

• decision

Deploying organisational measures and technical tools in engineering process

Methodical search for ideas as well as product assessment and improvement

Computer usage in engineering process

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Lecture 3



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Task

lecture topics

Drawings

Parts lists

CAD/CAE-data

1. Product development process2. Methodical engineering (VDI 2221)3. Roles in development process4. Systematic search for ideas5. Classification systems6. Accuracy of solutions

Objective of lecture „Production Planning / Engineering“

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Product development and life cycle

source: VDI 2221

Product Planning /Task

Engineering,Development, Design

Manufacturing,Assembly, Control

Distribution,Administration, Sale,

Usage, Consumption,Maintenance

Deposit,Environment

Legends:InformationMaterial

Market,Problems

Potentialsobjectives

Thermicalusage

Recycling

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Product planning: specification sheet

requirementsrequirements transformationtransformation measuremeasure sensorsensor product attributesproduct attributes

hierarchicalstructured

completely(incl. legalobligations)

Requirement Specification

relevantcustomerrequirements,assessed

to measureabledimensions

physical

evaluationtable

physical

experts

which attributecorrelates withwhichmeasures

Feature Specification:

measure + tolerancesassessed:necessity, wish, etc.

source: Boutellier

Notes on Figure:

The customer requirements can be ascertained on three ways:

- to be a customer

- talk to customer

- to simulate customer requirements

The comparison to competitors is important. The biggest problem is the difference between the languages. The customer forms his requirements in feelings, functionality or does not form the requirements for new products. A new effective transformation is the „House of Quality“. Customer requirements are confronted with technical characteristics and are discussed in a team of concerned persons.This warrants a simple documentation, but the problem with the quantification is still there. It is difficult to quantify aspects like user friendliness, elegance, flavour, etc.. In this case only an expert can help. Quantitative parameters have to be conform to principles relevance, acceptance, transparency and economy.

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Lecture 3



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Determination and emergence of costs

0

50

100

Engineeringdepartment

Purchase Manufacturingdepartment

costs [%]

Administration

�Cc

�Cd

10

20

30

40

60

70

80

90

Predefined costs (Cd)

Planningdepartment

Caused costs (Cc)

source: Bronner, Holste

Notes on Figure:

The engineering procedure can be characterised by the corresponding predefined costs and caused costs. On the one hand, only a comparatively small part of the entire life cycle costs (approx. 12%) is caused within the engineering department. On the other hand, at the end of the engineering phase approximately 70% of the life cycle costs are already determined.

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System oriented solution of problems

Abstract problem

Partial problems

Single problemsSingle solutions

(system elements)

Partial solutions(sub systems)

Complete solution(system)

Problem analysis

Problem formulation

System synthesis

System analysis

Evaluation

Decision

Problem

Notes on Figure:

Many different problems have to be solved within the engineering and design process. In this context, it is reasonable to apply the general problem solution procedure to the engineering and design process.

By structuring an abstract and comprehensive problem into sub systems and system elements a methodical basis for the effective and economic solution process can be generated.

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Methodical engineering (VDI 2221)

Further realisation

Task Results

��

��

� ��

��

Iterativeproceeding

Clarifying and specifying requirements1

Determining functionsand their structures2

Searching solution principles3

Segmenting in realisable modules4

Designing main modules5

Designing the whole product6

Drawing up to executing and utilisation tasks7

Product documentation

Overall layout

Prelayout

Modular Structures

Principal solutions

Structure of functions

Request board

Phases

Drafting

Designing

Elaborating

Planning

Notes on Figure:

The methodical engineering process according to VDI 2221 comprehends seven work steps. The results of each work step represent the necessary input information for the following work step. Depending on the task the different work steps have to be fulfilled completely, partly or iteratively. These work steps can be summarised to four engineering phases, planning, drafting, designing and elaborating, which represent a basis for the coordination of milestones and corresponding processes.

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Constraints Company external

Clarifying and specifying of task

Result

Customers‘ Requirements(Performance specification)

Constraints Company internal

Specification sheet wind power plant

WeightTarget value

SpecificationType

50Power [kW]F<130.000Price [��M

<50Noise in 100m distance [dB(A)]M2,5Starting up wind speed [m/s]F

<60Maximum wind speed [m/s]M<50max. height [m]M

Economic efficiencyPerformance, designHigh safetyAnnoyance caused by noiseEcological compatibility...

Technical possibilities...

Legitimate regulations...

Legend:F: FixM: Minimum/Maximum

Notes on Figure:

To define the technical specification of the new product it is necessary to clarify and specify the task which has been defined by the customer or by the product planning department. This specification sheet represents the information basis for the following work steps and have to be updated continuously.

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Determination of functions and their structures

Result: function structure

Determination of general functions

Determination of subfunctions

Definition of a function structure

source: Roth

speedregulation

windpower

mech.

powerE EE

mech.

power

electr.

powerE E

wind

power

electr.

powerE

Conversion CombinationTransformation Conduction

EE EE

Notes on Figure:

At first, the main sub functions can be derived from the overall function of the product. Thereafter, these sub functions have to be structured and combined to a functional structure which represents the starting point for finding a product solution. This functional structure can be documented in a circuit diagram.

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Search for solution principles

Subfunctions

Second step Third step

Possible realisations

First step

Effects(physical,

chemical, …)

Transfer ofrotary motion

Revving up

Conversion of wind energy into

kinetic energy

Conversion of kinetic energy into electrical energy

resistance-ascending force

form closurefrictional connection

leverwedgefluid

InductionElectrokin. EffectIonisation

without smoothingtransformator

Smoothing of electrical energy

H-rotorDarrieus rotorHorizontal axisplant

Circular gearPlanet gear

e.g. morphology

result:Principal solutions

Combination ofsub-functions and possible

realisations intosolution

principles

possible realisation

subf

unct

ion

Notes on Figure:

Solution principles have to be found for all sub functions. In the first step, physical, chemical or other effects have to be identified and related to the relevant sub functions. In the next step, possible realisations for each effect have to determined. By combining different alternatives (possible realisations) for each sub function one or more product solutions can be developed.

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Segmenting into realisable modules

� Manufacturing modules for manufacture oriented design� Assembly modules for assembly oriented design� Maintenance modules for service friendly products� Recycling modules� Basis and variation modules� ...

Approach� Segmenting into essential groups and elements� Definition of interfaces

➜ Efficient partition of engineering tasks➜ Identification of development priorities

Construction modules

Results:modular product structure

Body

Rotor

Rotor hub

Main bearingGear

Rotor break

CouplingGenerator

Weather stationGondola

Tower

Notes on Figure:

In this work step, the principal product solutions will be decomposed into realisable modules. By identifying and specifying all relevant interfaces a modular product structure can be developed. In this context, single modules can be differentiated according to relevant criteria, for example basic and variant modules, recycling modules or assembly modules.

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Designing essential modules

Example: Planet Gear

Designing modules significant forproduct and system optimization

Degree of concretion must be adapted to an optimal designing

Result: Pre-layouts for essential modules

Ways of presentation � Rough drawings (to scale)� Circuit flow� ...

D l

L

Notes on Figure:

The product becomes concretised by designing main modules for product respectively system optimisation. The level of detail has to be adapted to an optimal design process. It could be called pre-detailing at this design state. The results are pre-layouts of main modules documented as raw full-scaled drawings or stream flowchart.

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Designing the whole product

Combination of all modules and elements

e.g. ladder on tower

Designing and completion of modulesand elements not yet being considered

Fine (detailed) design of pre-layouted modules

e.g. planet gear

Global layout containing all essential designinformation for product realisation

Result:

Notes on Figure:

The pre-layouted modules have to be detailed further. This includes the final design of the main modules and the design of other remaining modules and components. The entire product can be developed by combining all modules and components. In this documentation all design decision concerning the product realisation are documented. This work step can also be described as final design, in this context.

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Documentation of working and using tasks

Drawings

Part lists

Operating instructionsUser manuals

Manufacture and assembly instructionCheck listTransport regulation

Product documentation

Notes on Figure:

The last work steps include the elaboration of all instructions in regard of a product realisation and usage. The engineering department is responsible for all these instructions which confirm the high importance of the engineering results for the entire product life cycle. The product documentation comprehends drawings of single components, assemblies and the entire product as well as part list and instructions.

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Simultanous Engineering

source: Eversheim

PlanningPlanning

Con

vent

iona

l

DraftingDraftingDesigningDesigning

ElaboratingElaboratingResource planningResource planning

PlanningPlanning

DraftingDrafting

DesigningDesigning

ElaboratingElaborating

Resource planning

Process choiceProcess choice

Identification ofattribute profile

Identification ofattribute profile

Specification sheetSpecification sheet

PurchasePurchase

Performance

Process alternatives

Prod.technicalEvaluation Feature concept

Designoptimisation Component parts

Engineeringimprovement

time

shorterinnovationtime

Sim

ulta

neou

s E

ngin

eerin

g

Product design

Product design

Notes on Figure:

One approach for the acceleration of product development is Simultaneous Engineering (SE). SE is one part of the integrated product and process design. Focus of SE is the optimisation of organisational interfaces in companies by vertical and horizontal task integration in product development. Horizontal task integration is the early, process-oriented consolidation and coordination of tasks over the internal and external product development process chains. In the past the main focus was to adjust product development with product resource planning. SE consider the whole product development, from the product idea to launch, today. The aim of a vertical function integration is to complete the planning knowledge of the indirect departments with the using knowledge of the direct departments. Skilled worker will involve in product and process design for example for this. To parallel the engineering process and the advanced coordination at workflow of the product development come to the fore. The term Concurrent Engineering (CE) is used similar. Original meaning descibes CE as the computer aided and simultaneos editing of objects from serval design engineers in identical design rooms; a differentation of contents of this both terms is not possible today.

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Phases and task sequences of product development

„Top-Management Involvement“

source: Wheelwright/Clark (1992)

Top-Managementactivity profile

Search for in-formation,gettingknowledge

Concept development

and review

Design/concept

determination

Prototypes

development

Serial

production

Productionof initialbatch

Typical ascertained activity profilePreferable activity profile

Suggestibility (costs, time, quality) dimension of development results

Legend:

Notes on Figure:

Top Management Involvement get in the product development high importance. In practice consists a discrepancy between the desirable and the real involvement. The Management has in the initial phases of the development best possibilities to form the results (look in standing up picture). Activity profile of the management is typically converse. The management is normally not much active at the beginning; in the end the management gets more active, after the project gets in trouble or the capital investment becomes high, that makes the intervene of the management necessary. But it is mostly too late because a lot of decisions are irreversible at this point of time,

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Photorealistic pictureD

atei

nam

e: K

ld_

PS

41.D

RW

source: Unigraphics

Bild

ame:

283

30.D

RW

Notes on Figure:

Realistic renderings of engineering results are used for the assessment of engineering results as well as for marketing purposes. Already at a very early stage of the engineering phase the customer and suppliers can get a first impression about the product without having manufactured a physical prototype. Moreover these realistic digital prototypes can be used for the product documentation.

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FM FM FM

ENG MFG MKG

Four types of development teams

Heavy weight team structure

FM FM FM

ENG MFG MKG

L L

PM

market

con-cept

Autonomous team structure

L L L

market

con-cept

ENG MFG MKG

FM FM FM

Functional team structure

Working level

Light weight team structure

FM FM FM

ENG MFG MKG

L L LPM

Area of strong project management

source: Wheelwright/Clark (1992)

FM: Function manager

PM: Project manager

L: LiaisonENG: EngineeringMFG: ManufacturingMKG: Marketing

Legend:

L

Notes on Figure:

There are four different levels, how a team can be described: (1) Functional Team Structure; development work takes place in functions and a function manager coordinates the work. (2) Light Weight Structure; a project manager works with a liaisons and over them in functions, but he has no high influence on the real course of work. (3) Heavy Weight Team Structure; in this case has a project manager with a strong position direct, integrated as well as functions spread influence (assisting the strategical project management) (4) Autonomous Team Structure; a heavy weight team become divided out of the functions. This team works only on this project and put together in a room.

It is easy to see if a company work like a strategical or a pro forma project management. Indications are the responsibilities of a project manager (disposal, report relations) method of fixing project priority (systatical – variable; clear – unclear criterions) and the method of leadership (balanced between head of department and project manager or dominance of line organisation)

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Roles for speeding up the transfer

Role Tasks Literature

• Gatekeeper “information broker” between ALLEN (1977)divisions

• Change agent excite/coordinate innovation ROGERS (1962)processes

• Champion leading person, which enforce MADAIQUE (1980)the information

• Promoters Persons, who coordinates innovation WITTE (1973), HAUSCHILDT/processes CHACRABARTI (1988)Cooperation between Management and Executional layer

• Process promoter Transition between Executional- HAUSCHILDT (1993), GE-und Management layer MÜNDEN (1993)

• Process owner Person, who takes responsibility DAVENPORT (1993)for the whole process

Notes on Figure:

This picture shows an overview of roles, which are discussed in the literature correlated with projects/alteration etc.. The task is to identify and deploy considering their qualification the according employee, which administrate the different roles.

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Engineering - main importance as information source

EngineeringEngineering

CostingCosting

Process planningProcess planning

PurchasePurchase

ManufacturingManufacturing

AssemblyAssembly

DistributionDistribution

??

MarketingMarketing

Marketrequirements

Distribution part lists

Specificationsheet

Part lists

Vendorparts

Production drawing

Targetcosts

source: Betriebshütte

Production drawing

Notes on Figure:

Attributes like favourable price, high quality, adequate functionality, pleasing design and similar attributes decide the market profit of a product and conductive the protection of company existance. Predefinition of design attributes and consequently the features of a product takes place in engineering department. The results of the design process, the geometrical and technological product attributes, document as technical drawings, part lists, geometrical models, etc. and make available for consecutively departments as procedure documentation. Engineering gets a central meaning as source of information.

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Engineering constraints

source: Betriebshütte

function compatiblefunction compatible

Expose compatibleExpose compatible

norm compatiblenorm compatible

manufacturing compatiblemanufacturing compatible

material compatiblematerial compatible

automation compatibleautomation compatibleautomation compatibleautomation compatible

disassembly compatibledisassembly compatibleassembly compatibleassembly compatible

transport/handling compatibletransport/handling compatibletransport/handling compatibletransport/handling compatible

logistic compatiblelogistic compatible logistic compatiblelogistic compatible

maintenance compatiblemaintenance compatible

environment/recycling compatibleenvironment/recycling compatible

disposal compatibledisposal compatible

safety compatiblesafety compatible

verifying compatibleverifying compatible

product life cycle

timequality

costs environmentglobal target figure

initial operation compatible

Development Usage Disposal

Notes on Figure:

Constraints compatible engineering is engineering with consideration of conditions. This conditions result from customer requirements of a product or from back flowed requirements of following departments. Considering the requirements time and costs, which arise in phases of product life cycle after engineering, should be reduced fundamentally or the quality of a product should raise. Reduction of possible negative environmental pollution of a product is an other example, which is important during the developing process.

In the approaches to constraints compatible engineering concerns special enlargements of methodical engineering. These are mostly called manufacturing, assembly and recycling compatible constructional requirements.

A complete registration of all possible requirements is not useful, because it is possible to derive them from every process out of product life cycle. Specifications can be defined in the whole life cycle, e.g. environment compatible or in very short phase, e.g. initial operations compatible. This picture shows well-known requirements and assigns with the relevant product life phases. More requirements are existing, but these are partial aspects of this in the picture described requirements. An example is, that forge compatible design is an partial aspect of manufacturing design.

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Engineering tools

potentials of computer usage at engineering� reduction of processing time� cost reduction� increase of quality

CAD-systems(development)

- drawings- ...

developmentstandard part

Databank

- standard parts- vendor parts- materials- lines of subject

characteristics- ...

Search toolsfor

- repetition parts- similar parts- product groups- drawings- numeral

systems- classification

systems- ...

machineelements

Simulation

assembly

- manufacturing- assembly- ...

CAD-systems(elaborating)

- drawing- part list- 3D-model- CAD/CAMsystem

- …

drawing

D2D1

Engineering systems

materialoptimising

F

iteration

� increase of flexibility� integration of other

departments

Search for ideas

- Brainstorming- Brainwriting- Morphological

Box- …

methods

- FEM - static- dynamic- thermic

- calculation- ...

Notes on Figure:

Besides CAD-systems for the generation of the part geometry, drawings and part lists additional software tools can be implemented in the engineering processes. A continuous use of these tools is one auspicious approach to increase efficiency and productivity within the engineering department and moreover to increase the competitiveness of the company.

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Systematic search for ideas

Finding ideas

Problems

Solutions

Discursivemethods

� Systematic inspection ofphysical events

� Morphology� Utilisation of catalogues

Researchingmethods

Intuitivemethods

� Literature researches� Patent researches� Analysis of:- analogue systems- natural systems- model experiments

� Brainstorming� Brainwriting- method 635- delphi-method- gallery method� Synectic

Notes on Figure:

Objective of a systematic search for ideas is to increase the efficiency by accelerating engineering processes and by increasing the process productivity. This means, more good ideas in less time. There are three different categories of methods which are primarily used for the determination of functions and the functional structure as well as for the search for solution principles. Intuitive Methods are based on team work and should activate the knowledge potentials to develop high quality solutions.

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Brainstorming

- Search for ideas/solution in interdisciplinary teams

Purpose:

Organisation:- 5-12 team members (meeting time max. 30 min.)- No significant hierarchical differences

Work steps:- Express free and spontaneous all ideas (no criticism)- Formulate results as solution proposal- Order all proposals- Constructive Criticism- Evaluation and choice of solution proposals

Result:

- Solution proposals for specified problems- All members identify with these solution proposals

?

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Brainwriting (method 635)

Work steps:- 3 solution ideas are describe (in written) within 5 minutes - Pass the document to the neighbour- Neighbour adds 3 ideas- Team evaluation of solution ideas- Selection of solution ideas

- Find and formulate (in written) solutions in interdisciplinary teams

Purpose:

Result:- max. 6 x 3 x 6 = 108 solution ideas- Documented solution ideas

Organisation:- Team with 6 persons from different disciplines- Define the problem at the beginning of the session

� 6 persons� 3 ideas� 5 minutes

?

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Morphological Box

- Systematic presentation of all problem solutions- Collection of all sub-solutions

Objective:

Organisation:- Appropriate for subsequent processing of results of

intuitive and researching methods

Work steps:

- Problem segmenting into sub-problems- Collection all sub-solutions- Combination of sub-solutions to a general solution- Assessment of general solutions

Result:- Set of all possible solutions- Selection of meaningful solutions

subsolutions

sub

pro

ble

ms

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Classification systems for work pieces

Form keys

L/D � 0,5

0,5 <L/DL/D < 3

L/D � 0,5

av. diff.L/D � 2av. diff.L/D > 2

specific

A/B � 3A/C � 4

A/B > 3

A/B � 3A/C � 4

specific

main form

main form

main form

main form

0

1

2

3

4 Rot

atio

nal p

arts

5

Non

-rot

atio

nal p

arts6

7

8

9

Dim

ensi

ons

Mat

eria

l

Bas

is fo

rm

Acc

urac

y

mainhole

aid drillingstooth wheelwork

proc.form

featuresinside

+ outside

outerformform

elements(outside)

innerformform

features(inside)

surface

surface

aid drillingsforming operation

tooth wheel work

surface

3. positionProcessingof rotationalsurfaces

4. positionProcessingof non-rotationalsurfaces

5. positionAid drillingsforming operation tooth wheel work

1. positionPart class

2. positionMain form

Additional keys

1.St

2.St

3.St

4.St

source: H. Opitz

aid drillingsforming operation

tooth wheel work

Notes on Figure:

The targeted access to knowledge or documents is one precondition for the efficient reuse of existing solutions. But this knowledge has to be gathered, structured and registered. Established organisational means are classification systems and numeral systems.

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Numeration system

diameter of thread d = M 10

length of thread l t = 30 mm

shank length l s = 40 mm

Parallelnumbersystem(Partly communicating

number system)

Combinednumber system

(Full communicatingnumber system)

d

E.g: hexagon head cap screw

Classificationsystem

Nr. 10 30 40

Identification=

Classification

Full identificationalways depends on

classification

Identification isindependent ofclassification

Nr. 100 50 07

shaft

Nr. 4711 - 100 50

ident-number

a � 100 mmb � 50 mm

Identi-fication-number

a � 100 mmb � 50 mm

gl

sl

source: REFA, DIN

a

b

E.g:

Notes on Figure:

There are different kinds of number systems. The appropriate number system can only be identified by considering the complexity and the comprehensiveness of the product spectrum. Concerning the conception of a number system it is indispensable to provide sufficient figures. Otherwise the number system can get invalid in case of an increasing amount of products.

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Lines of subject characteristics (DIN 4000)

Objective

2.A B C D E F G H J

line of subject characteristics DIN 4OOO - ...

unit mm mm mm mm mm mm mm

fig. 1 fig. 2

di da

l

di dT da

hl

d2

d1

length

a d Tl h d2 d1

Summary, differentiationand selection of similar parts

classific.letter

nomination

reference

height

ddi

insidediameter

outsidediameter

graduatedcircle

diameter

diameter diameter material

Development of lines of subject characteristics

Integration of lines of subjectcharacteristics into standards,

documents (e.g. repetitionparts catalogue

3.

source: DIN 4000

di

1. Fix of subject characteristics

Approach

Notes on Figure:

To benefit from the high potentials of reuse within the engineering phase it is indispensable to use corresponding methods and tools. For example, components and modules can be described by lines of subject characteristics to ensure the fast identification of appropriate solutions.

A systematic development of these lines of subject characteristics is an essential precondition for the efficient use. Therefore components have to be reasonably structured and classified by non-ambiguous subject characteristics to ensure a high degree of reuse.

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CAD-working place

source: Parametric Technology

Notes on Figure:

The performance of available software tools increases continuously because of permanent innovation and optimisation of hardware components and software functionality. Consequently, even most complex tasks can be supported by these tools.

CAD-systems on PC-platforms gain more and more importance especially for small andmedium enterprises, because these systems offer high performance and are not very expensive.

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Lecture 3



WZL©

Repetition parts catalogue

source: Schuler

lid, flange, rings, socket 00100key-nr.

1Variante

PS63F35ST37C110W1ST37-2RST37-1ST42K

3,07,05,0

10,04,52,0

45,0051,5014,0047,0056,0049,00

3,004,005,875,005,00

14-00812-00516-00014-00711-017

inside outside length

l

material referencecircle

other drawing nr.

l

d a

dTk d1 d11di

d i

Notes on Figure:

One example for the reuse of existing solutions without software tools are repetition parts catalogues. Components are described here by a draft including the variable geometric elements and the corresponding parameter values.

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Lecture 3



WZL©

Quality evaluation, differences, deficits

source: Seghezzi

competitionsupply

recommen-dations

experience

requirements

presentationover

requirements

promised(guaranteed)

qualityshapedconceptquality

spez. q. requi.

1

expectations

9 8

7

6

10 conformance

defineddemandson quality

4

5

supplied quality

3perceivedquality 2

customer supplier

used quality

generatedexecution

quality

Notes on Figure:

This model was developed for the general use of products or services. Customer requirements and their point of view show the arising quality deficits or gaps at the essential transition and interfaces. Nine gaps or deficits are count on total. Aim of the operative quality management is to make these deltas as small as possible or fetch these deltas to an optimal value. The most important delta is delta 1, this describes the quality which is noticed by the customer measured on his expectations. Delta 1 is to be determined by the customer‘s quality judgement. Customer will be satisfied or enthusiastic if delta 1 has the value of 0 or more. If Delta 1 is negative the customer will be dissatisfied.

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WZL©

source: i.A. Teboul (1991)

Underengineering,bad chances on market

post developmentphase out

Rightconform to

customer expectations

Overengineeringtoo high costs

expectations

offer

Accuracy

Notes on Figure:

Aims of quality planning:

• accuracy of solutions

• differentiation

• robustness

• correctness

This picture shows the meaning accuracy of a solution. If the constitution of a product or services hits complete the expectations of a customer, the customer will be satisfied, when price and delivery time are correct. These customer will be abide by product and customer.

In the case of not conforming the expectations (underengineering) the chances on market are bad, as soon as a competitor conforms more with the expectations with his offer. Maybe the company have to mend this product or services.

Product series are not aimed for several customer, but for customer groups. Most of the customers will not use all attributes in full level. Some attributes conform more than his expectations. If the attributes conform more expectations for too much customers, is it a general over conforming (overengineering). The engineer had geared towards technical do-ability and not geared towards customer requirements.

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Lecture 3



WZL©

Relative consideration, differentiation

competitive product

own product

real differentiation

source: i.A. Teboul (1991)

Notes on Figure:

An other aim of the quality planning is the differentiation. Quality should be consider relative and not absolute. Customers compare a product with the products of the competition. The vendor has to make a competitive comparison at his quality planning. He have to differentiate between the competition in price, time or quality. In the picture differs the own product from the competitive product only in the dark area. Attributes from this area purvey arguments. This arguments should convince the customer with more benefit.

L3 page 34

Lecture 3

Product Planning / Engineering · 2.2 Methodical engineering (VDI 2221) L3 page 6 2.3 Roles in...

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