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CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
CAD & Analysis Introduction
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CAD & Analysis Introduction

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CADEA overview and module introduction

CADEA overview and module introduction

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  • aim\nThe Integration of all the fragmented disciplines associated Design and Manufacture\n\nlearning outcomes\nimplement design for manufacturability tools.\napply CAD tools for the generation of components.\napply both CAD and CAM to the generation of complex components on a CNC machine.\nthe application of rapid prototyping as an evaluation method in engineering design.\nperform a finite element method analysis in both the design and manufacturing environment.\n
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  • Applied Mathematical Modelling for Engineering problems\nDesign and simulation of mechanical systems through Mathematical and or MathCAD, Identification of useful formulae for Engineering applications within the software, Integration of Excel datasets, working with units, arrays, plots, symbolic calculations, solving equations, programming mathematical expressions, data exchange and analysis and integration with CREO Elements.\nEngineering Design process and Methodologies\nThe Engineering Design Process, The product development, Customer requirements, Design For Manufacturability cycle, Functional Design and Analysis, The Application of Quality Function Deployment (QFD) and the house of Quality to design, Life cycle Cost drivers and Functional Worth, Tanaka’s Method of Cost/Worth Calculations, Design for Assembly, Design for Environment & Material Selection Process and Material selection, Preliminary Geometry, Life Cycle design, Product Retirement, Design for Recycle, DFE implementation, Benefits and difficulties, GACE.\nComputer Aided Design and basic Analysis\nCAD Methodologies, Review of Solid Modelling, Assembly and engineering drawing techniques.  Bottom up Vs. Top down design, master modelling technique, layers and datum curves for modelling of complex component features, manufacturability & volume checks, mass and material assignments, Information and Clearance/Interference Tools, integration of CAD and Finite Element Method, model preparation for analysis and Rapid Prototyping, Tooling and Manufacture (RPTM).  \nTaught through Cambridge Engineering Selector & CREO ELEMENTS (Parametrics)\nComputer Aided Analysis with Finite Element Method \nIntroduction to FEA: FEA models, post processing loading and boundary conditions, P-Elements Vs. H-Elements, convergence, post processing results Application of FEA methods to the analysis of static, dynamic, thermal, and non-linear problems Taught through CREO Elements (Parametrics), CREO Simulate and ANSYS \nRapid Prototyping Techniques (RPTM)\nRPTM technologies overview, Data formats and transfer to RPTM systems, RPTM versus conventional technologies, construction of Laminated object models and Stereolitography - Taught through Pro-Engineer, Light year, and Excel. \n\n
  • Thats the major question we are going to attempt to answer over this academic year, through both the Computer Integrated Design and Manufacture Modules. We’ll approach this problem is a very systematic and logical manner. The assignments in each module will assist in developing this understanding. These assignments are designed so that they follow the weekly lectures and therefore should be worked on after each lecture is delivered. Furthermore each assignment follows on from the previous and conclusions you draw from each is the direct input into the next. \n
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  • So what is this statement really saying to us?\n\nThe Design Process is creative\n\nEngineering students gain a vast amount of theoretical material and information during their academic career\n\nTheir weakness is logically applying this to a specific task\n\nIt is perfectly adequate to find a solution along conventional lines\n\nFailure is common when faced with designing something new\n\nThe design process is a systematic approach to design\n\nMost Important is identifying a customer need! Yes customer need is what drives NPD\n
  • Really this can be summarized as the adaptation of existing designs where relatively minor changes are made at each iterative stage. Some will claim that there are branches of manufacturing where development as practically stopped, so there is virtually nothing for the designer to do except make minor modifications. Design activity of this kind requires no special skills and the problems encountered are relatively easily overcome with ordinary technical training. \n\nLets consider one of the most iconic consumer items of the decade. Since its introduction in 2001, the iPod has seen 5 separate adaptations, well six actually if you include the new announcements on Wednesday! \n\nThis adaptive design approach has helped Apple Inc. to remain at the forefront of the MP3 player market. Since its introduction, Apple has seen there shares increase from approximately $19.00 to $138.00 Today. There is no doubting it is a high quality and the marketing campaign has been highly effective. It is clear to see that Apple Inc have there eye firmly on its central underling technology of iTunes. I won’t be surprised if I see this becoming central to future products. All you have to do is look at how it manages, music, photos, contacts, your calendar and delivers all these to various media devices, including the iPod, Apple TV and most recently the iPhone! Apple a clever and won’t cannibalized its iPod in the immediate future in favor of the iPhone, there is still a lot of revenue to be generated from what many regard as product that saved the company. \n\n
  • Really this can be summarized as the adaptation of existing designs where relatively minor changes are made at each iterative stage. Some will claim that there are branches of manufacturing where development as practically stopped, so there is virtually nothing for the designer to do except make minor modifications. Design activity of this kind requires no special skills and the problems encountered are relatively easily overcome with ordinary technical training. \n\nLets consider one of the most iconic consumer items of the decade. Since its introduction in 2001, the iPod has seen 5 separate adaptations, well six actually if you include the new announcements on Wednesday! \n\nThis adaptive design approach has helped Apple Inc. to remain at the forefront of the MP3 player market. Since its introduction, Apple has seen there shares increase from approximately $19.00 to $138.00 Today. There is no doubting it is a high quality and the marketing campaign has been highly effective. It is clear to see that Apple Inc have there eye firmly on its central underling technology of iTunes. I won’t be surprised if I see this becoming central to future products. All you have to do is look at how it manages, music, photos, contacts, your calendar and delivers all these to various media devices, including the iPod, Apple TV and most recently the iPhone! Apple a clever and won’t cannibalized its iPod in the immediate future in favor of the iPhone, there is still a lot of revenue to be generated from what many regard as product that saved the company. \n\n
  • Really this can be summarized as the adaptation of existing designs where relatively minor changes are made at each iterative stage. Some will claim that there are branches of manufacturing where development as practically stopped, so there is virtually nothing for the designer to do except make minor modifications. Design activity of this kind requires no special skills and the problems encountered are relatively easily overcome with ordinary technical training. \n\nLets consider one of the most iconic consumer items of the decade. Since its introduction in 2001, the iPod has seen 5 separate adaptations, well six actually if you include the new announcements on Wednesday! \n\nThis adaptive design approach has helped Apple Inc. to remain at the forefront of the MP3 player market. Since its introduction, Apple has seen there shares increase from approximately $19.00 to $138.00 Today. There is no doubting it is a high quality and the marketing campaign has been highly effective. It is clear to see that Apple Inc have there eye firmly on its central underling technology of iTunes. I won’t be surprised if I see this becoming central to future products. All you have to do is look at how it manages, music, photos, contacts, your calendar and delivers all these to various media devices, including the iPod, Apple TV and most recently the iPhone! Apple a clever and won’t cannibalized its iPod in the immediate future in favor of the iPhone, there is still a lot of revenue to be generated from what many regard as product that saved the company. \n\n
  • Really this can be summarized as the adaptation of existing designs where relatively minor changes are made at each iterative stage. Some will claim that there are branches of manufacturing where development as practically stopped, so there is virtually nothing for the designer to do except make minor modifications. Design activity of this kind requires no special skills and the problems encountered are relatively easily overcome with ordinary technical training. \n\nLets consider one of the most iconic consumer items of the decade. Since its introduction in 2001, the iPod has seen 5 separate adaptations, well six actually if you include the new announcements on Wednesday! \n\nThis adaptive design approach has helped Apple Inc. to remain at the forefront of the MP3 player market. Since its introduction, Apple has seen there shares increase from approximately $19.00 to $138.00 Today. There is no doubting it is a high quality and the marketing campaign has been highly effective. It is clear to see that Apple Inc have there eye firmly on its central underling technology of iTunes. I won’t be surprised if I see this becoming central to future products. All you have to do is look at how it manages, music, photos, contacts, your calendar and delivers all these to various media devices, including the iPod, Apple TV and most recently the iPhone! Apple a clever and won’t cannibalized its iPod in the immediate future in favor of the iPhone, there is still a lot of revenue to be generated from what many regard as product that saved the company. \n\n
  • Really this can be summarized as the adaptation of existing designs where relatively minor changes are made at each iterative stage. Some will claim that there are branches of manufacturing where development as practically stopped, so there is virtually nothing for the designer to do except make minor modifications. Design activity of this kind requires no special skills and the problems encountered are relatively easily overcome with ordinary technical training. \n\nLets consider one of the most iconic consumer items of the decade. Since its introduction in 2001, the iPod has seen 5 separate adaptations, well six actually if you include the new announcements on Wednesday! \n\nThis adaptive design approach has helped Apple Inc. to remain at the forefront of the MP3 player market. Since its introduction, Apple has seen there shares increase from approximately $19.00 to $138.00 Today. There is no doubting it is a high quality and the marketing campaign has been highly effective. It is clear to see that Apple Inc have there eye firmly on its central underling technology of iTunes. I won’t be surprised if I see this becoming central to future products. All you have to do is look at how it manages, music, photos, contacts, your calendar and delivers all these to various media devices, including the iPod, Apple TV and most recently the iPhone! Apple a clever and won’t cannibalized its iPod in the immediate future in favor of the iPhone, there is still a lot of revenue to be generated from what many regard as product that saved the company. \n\n
  • Really this can be summarized as the adaptation of existing designs where relatively minor changes are made at each iterative stage. Some will claim that there are branches of manufacturing where development as practically stopped, so there is virtually nothing for the designer to do except make minor modifications. Design activity of this kind requires no special skills and the problems encountered are relatively easily overcome with ordinary technical training. \n\nLets consider one of the most iconic consumer items of the decade. Since its introduction in 2001, the iPod has seen 5 separate adaptations, well six actually if you include the new announcements on Wednesday! \n\nThis adaptive design approach has helped Apple Inc. to remain at the forefront of the MP3 player market. Since its introduction, Apple has seen there shares increase from approximately $19.00 to $138.00 Today. There is no doubting it is a high quality and the marketing campaign has been highly effective. It is clear to see that Apple Inc have there eye firmly on its central underling technology of iTunes. I won’t be surprised if I see this becoming central to future products. All you have to do is look at how it manages, music, photos, contacts, your calendar and delivers all these to various media devices, including the iPod, Apple TV and most recently the iPhone! Apple a clever and won’t cannibalized its iPod in the immediate future in favor of the iPhone, there is still a lot of revenue to be generated from what many regard as product that saved the company. \n\n
  • Really this can be summarized as the adaptation of existing designs where relatively minor changes are made at each iterative stage. Some will claim that there are branches of manufacturing where development as practically stopped, so there is virtually nothing for the designer to do except make minor modifications. Design activity of this kind requires no special skills and the problems encountered are relatively easily overcome with ordinary technical training. \n\nLets consider one of the most iconic consumer items of the decade. Since its introduction in 2001, the iPod has seen 5 separate adaptations, well six actually if you include the new announcements on Wednesday! \n\nThis adaptive design approach has helped Apple Inc. to remain at the forefront of the MP3 player market. Since its introduction, Apple has seen there shares increase from approximately $19.00 to $138.00 Today. There is no doubting it is a high quality and the marketing campaign has been highly effective. It is clear to see that Apple Inc have there eye firmly on its central underling technology of iTunes. I won’t be surprised if I see this becoming central to future products. All you have to do is look at how it manages, music, photos, contacts, your calendar and delivers all these to various media devices, including the iPod, Apple TV and most recently the iPhone! Apple a clever and won’t cannibalized its iPod in the immediate future in favor of the iPhone, there is still a lot of revenue to be generated from what many regard as product that saved the company. \n\n
  • Really this can be summarized as the adaptation of existing designs where relatively minor changes are made at each iterative stage. Some will claim that there are branches of manufacturing where development as practically stopped, so there is virtually nothing for the designer to do except make minor modifications. Design activity of this kind requires no special skills and the problems encountered are relatively easily overcome with ordinary technical training. \n\nLets consider one of the most iconic consumer items of the decade. Since its introduction in 2001, the iPod has seen 5 separate adaptations, well six actually if you include the new announcements on Wednesday! \n\nThis adaptive design approach has helped Apple Inc. to remain at the forefront of the MP3 player market. Since its introduction, Apple has seen there shares increase from approximately $19.00 to $138.00 Today. There is no doubting it is a high quality and the marketing campaign has been highly effective. It is clear to see that Apple Inc have there eye firmly on its central underling technology of iTunes. I won’t be surprised if I see this becoming central to future products. All you have to do is look at how it manages, music, photos, contacts, your calendar and delivers all these to various media devices, including the iPod, Apple TV and most recently the iPhone! Apple a clever and won’t cannibalized its iPod in the immediate future in favor of the iPhone, there is still a lot of revenue to be generated from what many regard as product that saved the company. \n\n
  • Really this can be summarized as the adaptation of existing designs where relatively minor changes are made at each iterative stage. Some will claim that there are branches of manufacturing where development as practically stopped, so there is virtually nothing for the designer to do except make minor modifications. Design activity of this kind requires no special skills and the problems encountered are relatively easily overcome with ordinary technical training. \n\nLets consider one of the most iconic consumer items of the decade. Since its introduction in 2001, the iPod has seen 5 separate adaptations, well six actually if you include the new announcements on Wednesday! \n\nThis adaptive design approach has helped Apple Inc. to remain at the forefront of the MP3 player market. Since its introduction, Apple has seen there shares increase from approximately $19.00 to $138.00 Today. There is no doubting it is a high quality and the marketing campaign has been highly effective. It is clear to see that Apple Inc have there eye firmly on its central underling technology of iTunes. I won’t be surprised if I see this becoming central to future products. All you have to do is look at how it manages, music, photos, contacts, your calendar and delivers all these to various media devices, including the iPod, Apple TV and most recently the iPhone! Apple a clever and won’t cannibalized its iPod in the immediate future in favor of the iPhone, there is still a lot of revenue to be generated from what many regard as product that saved the company. \n\n
  • Really this can be summarized as the adaptation of existing designs where relatively minor changes are made at each iterative stage. Some will claim that there are branches of manufacturing where development as practically stopped, so there is virtually nothing for the designer to do except make minor modifications. Design activity of this kind requires no special skills and the problems encountered are relatively easily overcome with ordinary technical training. \n\nLets consider one of the most iconic consumer items of the decade. Since its introduction in 2001, the iPod has seen 5 separate adaptations, well six actually if you include the new announcements on Wednesday! \n\nThis adaptive design approach has helped Apple Inc. to remain at the forefront of the MP3 player market. Since its introduction, Apple has seen there shares increase from approximately $19.00 to $138.00 Today. There is no doubting it is a high quality and the marketing campaign has been highly effective. It is clear to see that Apple Inc have there eye firmly on its central underling technology of iTunes. I won’t be surprised if I see this becoming central to future products. All you have to do is look at how it manages, music, photos, contacts, your calendar and delivers all these to various media devices, including the iPod, Apple TV and most recently the iPhone! Apple a clever and won’t cannibalized its iPod in the immediate future in favor of the iPhone, there is still a lot of revenue to be generated from what many regard as product that saved the company. \n\n
  • In this instance there is much more scientific training and design ability. The process begins with with an existing design, but the final outcome may differ considerably from the original.\n\nIf we consider the music industry here again, we can see that has technology evolved so did the means of delivery. Some may argue that this is a combination of development design and new design. The reality of the matter is that the line between development and new design is some what blurry in so far that new technologies tend to present new opportunities to develop new iterations of old concepts. \n
  • In this instance there is much more scientific training and design ability. The process begins with with an existing design, but the final outcome may differ considerably from the original.\n\nIf we consider the music industry here again, we can see that has technology evolved so did the means of delivery. Some may argue that this is a combination of development design and new design. The reality of the matter is that the line between development and new design is some what blurry in so far that new technologies tend to present new opportunities to develop new iterations of old concepts. \n
  • In this instance there is much more scientific training and design ability. The process begins with with an existing design, but the final outcome may differ considerably from the original.\n\nIf we consider the music industry here again, we can see that has technology evolved so did the means of delivery. Some may argue that this is a combination of development design and new design. The reality of the matter is that the line between development and new design is some what blurry in so far that new technologies tend to present new opportunities to develop new iterations of old concepts. \n
  • In this instance there is much more scientific training and design ability. The process begins with with an existing design, but the final outcome may differ considerably from the original.\n\nIf we consider the music industry here again, we can see that has technology evolved so did the means of delivery. Some may argue that this is a combination of development design and new design. The reality of the matter is that the line between development and new design is some what blurry in so far that new technologies tend to present new opportunities to develop new iterations of old concepts. \n
  • In this instance there is much more scientific training and design ability. The process begins with with an existing design, but the final outcome may differ considerably from the original.\n\nIf we consider the music industry here again, we can see that has technology evolved so did the means of delivery. Some may argue that this is a combination of development design and new design. The reality of the matter is that the line between development and new design is some what blurry in so far that new technologies tend to present new opportunities to develop new iterations of old concepts. \n
  • In this instance there is much more scientific training and design ability. The process begins with with an existing design, but the final outcome may differ considerably from the original.\n\nIf we consider the music industry here again, we can see that has technology evolved so did the means of delivery. Some may argue that this is a combination of development design and new design. The reality of the matter is that the line between development and new design is some what blurry in so far that new technologies tend to present new opportunities to develop new iterations of old concepts. \n
  • In this instance there is much more scientific training and design ability. The process begins with with an existing design, but the final outcome may differ considerably from the original.\n\nIf we consider the music industry here again, we can see that has technology evolved so did the means of delivery. Some may argue that this is a combination of development design and new design. The reality of the matter is that the line between development and new design is some what blurry in so far that new technologies tend to present new opportunities to develop new iterations of old concepts. \n
  • In this instance there is much more scientific training and design ability. The process begins with with an existing design, but the final outcome may differ considerably from the original.\n\nIf we consider the music industry here again, we can see that has technology evolved so did the means of delivery. Some may argue that this is a combination of development design and new design. The reality of the matter is that the line between development and new design is some what blurry in so far that new technologies tend to present new opportunities to develop new iterations of old concepts. \n
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  • The design process is a sequence of events that help define the stages of design and unfold the design in a systematic manner\n\nVarious researchers and authors have proposed a methodologies that can be applied. Johnson 1978, Dym 1994 and Pahl and Beitz 1996 are some common examples and their respective Design Process map’s can be reviewed in Yousef Haik Book entitled Engineering Design Process.\n\nWhat becomes clear when examining these charts is that the same stages can be identified in each. The only major difference is the sequence names. \n
  • The design process is a sequence of events that help define the stages of design and unfold the design in a systematic manner\n\nVarious researchers and authors have proposed a methodologies that can be applied. Johnson 1978, Dym 1994 and Pahl and Beitz 1996 are some common examples and their respective Design Process map’s can be reviewed in Yousef Haik Book entitled Engineering Design Process.\n\nWhat becomes clear when examining these charts is that the same stages can be identified in each. The only major difference is the sequence names. \n
  • The design process is a sequence of events that help define the stages of design and unfold the design in a systematic manner\n\nVarious researchers and authors have proposed a methodologies that can be applied. Johnson 1978, Dym 1994 and Pahl and Beitz 1996 are some common examples and their respective Design Process map’s can be reviewed in Yousef Haik Book entitled Engineering Design Process.\n\nWhat becomes clear when examining these charts is that the same stages can be identified in each. The only major difference is the sequence names. \n
  • The design process is a sequence of events that help define the stages of design and unfold the design in a systematic manner\n\nVarious researchers and authors have proposed a methodologies that can be applied. Johnson 1978, Dym 1994 and Pahl and Beitz 1996 are some common examples and their respective Design Process map’s can be reviewed in Yousef Haik Book entitled Engineering Design Process.\n\nWhat becomes clear when examining these charts is that the same stages can be identified in each. The only major difference is the sequence names. \n
  • The design process is a sequence of events that help define the stages of design and unfold the design in a systematic manner\n\nVarious researchers and authors have proposed a methodologies that can be applied. Johnson 1978, Dym 1994 and Pahl and Beitz 1996 are some common examples and their respective Design Process map’s can be reviewed in Yousef Haik Book entitled Engineering Design Process.\n\nWhat becomes clear when examining these charts is that the same stages can be identified in each. The only major difference is the sequence names. \n
  • The design process is a sequence of events that help define the stages of design and unfold the design in a systematic manner\n\nVarious researchers and authors have proposed a methodologies that can be applied. Johnson 1978, Dym 1994 and Pahl and Beitz 1996 are some common examples and their respective Design Process map’s can be reviewed in Yousef Haik Book entitled Engineering Design Process.\n\nWhat becomes clear when examining these charts is that the same stages can be identified in each. The only major difference is the sequence names. \n
  • The design process is a sequence of events that help define the stages of design and unfold the design in a systematic manner\n\nVarious researchers and authors have proposed a methodologies that can be applied. Johnson 1978, Dym 1994 and Pahl and Beitz 1996 are some common examples and their respective Design Process map’s can be reviewed in Yousef Haik Book entitled Engineering Design Process.\n\nWhat becomes clear when examining these charts is that the same stages can be identified in each. The only major difference is the sequence names. \n
  • The design process is a sequence of events that help define the stages of design and unfold the design in a systematic manner\n\nVarious researchers and authors have proposed a methodologies that can be applied. Johnson 1978, Dym 1994 and Pahl and Beitz 1996 are some common examples and their respective Design Process map’s can be reviewed in Yousef Haik Book entitled Engineering Design Process.\n\nWhat becomes clear when examining these charts is that the same stages can be identified in each. The only major difference is the sequence names. \n
  • The design process is a sequence of events that help define the stages of design and unfold the design in a systematic manner\n\nVarious researchers and authors have proposed a methodologies that can be applied. Johnson 1978, Dym 1994 and Pahl and Beitz 1996 are some common examples and their respective Design Process map’s can be reviewed in Yousef Haik Book entitled Engineering Design Process.\n\nWhat becomes clear when examining these charts is that the same stages can be identified in each. The only major difference is the sequence names. \n
  • The design process is a sequence of events that help define the stages of design and unfold the design in a systematic manner\n\nVarious researchers and authors have proposed a methodologies that can be applied. Johnson 1978, Dym 1994 and Pahl and Beitz 1996 are some common examples and their respective Design Process map’s can be reviewed in Yousef Haik Book entitled Engineering Design Process.\n\nWhat becomes clear when examining these charts is that the same stages can be identified in each. The only major difference is the sequence names. \n
  • The design process is a sequence of events that help define the stages of design and unfold the design in a systematic manner\n\nVarious researchers and authors have proposed a methodologies that can be applied. Johnson 1978, Dym 1994 and Pahl and Beitz 1996 are some common examples and their respective Design Process map’s can be reviewed in Yousef Haik Book entitled Engineering Design Process.\n\nWhat becomes clear when examining these charts is that the same stages can be identified in each. The only major difference is the sequence names. \n
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  • Dym defined the design process as “the systematic, intelligent generation and evaluation of specifications for artifacts whose form and function achieve stated objectives and satisfy specified constraints”.\n
  • Dym defined the design process as “the systematic, intelligent generation and evaluation of specifications for artifacts whose form and function achieve stated objectives and satisfy specified constraints”.\n
  • Can we define an effective design process. This is where I want some engagement from the group, so Richard lets start with you ..... (use board, list student responses)\n\nWell I think we have captured the general thrust in the group, so to summerise and discuss we will return to the presentation.\n
  • Can we define an effective design process. This is where I want some engagement from the group, so Richard lets start with you ..... (use board, list student responses)\n\nWell I think we have captured the general thrust in the group, so to summerise and discuss we will return to the presentation.\n
  • Can we define an effective design process. This is where I want some engagement from the group, so Richard lets start with you ..... (use board, list student responses)\n\nWell I think we have captured the general thrust in the group, so to summerise and discuss we will return to the presentation.\n
  • Can we define an effective design process. This is where I want some engagement from the group, so Richard lets start with you ..... (use board, list student responses)\n\nWell I think we have captured the general thrust in the group, so to summerise and discuss we will return to the presentation.\n
  • Can we define an effective design process. This is where I want some engagement from the group, so Richard lets start with you ..... (use board, list student responses)\n\nWell I think we have captured the general thrust in the group, so to summerise and discuss we will return to the presentation.\n
  • Can we define an effective design process. This is where I want some engagement from the group, so Richard lets start with you ..... (use board, list student responses)\n\nWell I think we have captured the general thrust in the group, so to summerise and discuss we will return to the presentation.\n
  • Can we define an effective design process. This is where I want some engagement from the group, so Richard lets start with you ..... (use board, list student responses)\n\nWell I think we have captured the general thrust in the group, so to summerise and discuss we will return to the presentation.\n
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  • The information flow in concurrent engineering is interlinked interlinked with various phases. There is multidirectional exchange of information between all functional areas, such as design, manufacturing, and service. The decision making process in the concurrent engineering environment differs from that in sequential engineering in that decisions are taken considering the constraints of the all the stages of the product life-cycle at every stage. The integration of other functional areas with the design process helps discover hard to solve problems at the design stage. Thus, when the final design is verified it is already manufacturable, testable, serviceable, and of high quality. The most distinguishing feature of concurrent engineering is the multidisciplinary, cross functional team approach.\nA typical flow diagram for an organisation employing concurrent engineering is \n
  • The information flow in concurrent engineering is interlinked interlinked with various phases. There is multidirectional exchange of information between all functional areas, such as design, manufacturing, and service. The decision making process in the concurrent engineering environment differs from that in sequential engineering in that decisions are taken considering the constraints of the all the stages of the product life-cycle at every stage. The integration of other functional areas with the design process helps discover hard to solve problems at the design stage. Thus, when the final design is verified it is already manufacturable, testable, serviceable, and of high quality. The most distinguishing feature of concurrent engineering is the multidisciplinary, cross functional team approach.\nA typical flow diagram for an organisation employing concurrent engineering is \n
  • The information flow in concurrent engineering is interlinked interlinked with various phases. There is multidirectional exchange of information between all functional areas, such as design, manufacturing, and service. The decision making process in the concurrent engineering environment differs from that in sequential engineering in that decisions are taken considering the constraints of the all the stages of the product life-cycle at every stage. The integration of other functional areas with the design process helps discover hard to solve problems at the design stage. Thus, when the final design is verified it is already manufacturable, testable, serviceable, and of high quality. The most distinguishing feature of concurrent engineering is the multidisciplinary, cross functional team approach.\nA typical flow diagram for an organisation employing concurrent engineering is \n
  • The information flow in concurrent engineering is interlinked interlinked with various phases. There is multidirectional exchange of information between all functional areas, such as design, manufacturing, and service. The decision making process in the concurrent engineering environment differs from that in sequential engineering in that decisions are taken considering the constraints of the all the stages of the product life-cycle at every stage. The integration of other functional areas with the design process helps discover hard to solve problems at the design stage. Thus, when the final design is verified it is already manufacturable, testable, serviceable, and of high quality. The most distinguishing feature of concurrent engineering is the multidisciplinary, cross functional team approach.\nA typical flow diagram for an organisation employing concurrent engineering is \n
  • The information flow in concurrent engineering is interlinked interlinked with various phases. There is multidirectional exchange of information between all functional areas, such as design, manufacturing, and service. The decision making process in the concurrent engineering environment differs from that in sequential engineering in that decisions are taken considering the constraints of the all the stages of the product life-cycle at every stage. The integration of other functional areas with the design process helps discover hard to solve problems at the design stage. Thus, when the final design is verified it is already manufacturable, testable, serviceable, and of high quality. The most distinguishing feature of concurrent engineering is the multidisciplinary, cross functional team approach.\nA typical flow diagram for an organisation employing concurrent engineering is \n
  • The information flow in concurrent engineering is interlinked interlinked with various phases. There is multidirectional exchange of information between all functional areas, such as design, manufacturing, and service. The decision making process in the concurrent engineering environment differs from that in sequential engineering in that decisions are taken considering the constraints of the all the stages of the product life-cycle at every stage. The integration of other functional areas with the design process helps discover hard to solve problems at the design stage. Thus, when the final design is verified it is already manufacturable, testable, serviceable, and of high quality. The most distinguishing feature of concurrent engineering is the multidisciplinary, cross functional team approach.\nA typical flow diagram for an organisation employing concurrent engineering is \n
  • The information flow in concurrent engineering is interlinked interlinked with various phases. There is multidirectional exchange of information between all functional areas, such as design, manufacturing, and service. The decision making process in the concurrent engineering environment differs from that in sequential engineering in that decisions are taken considering the constraints of the all the stages of the product life-cycle at every stage. The integration of other functional areas with the design process helps discover hard to solve problems at the design stage. Thus, when the final design is verified it is already manufacturable, testable, serviceable, and of high quality. The most distinguishing feature of concurrent engineering is the multidisciplinary, cross functional team approach.\nA typical flow diagram for an organisation employing concurrent engineering is \n
  • The information flow in concurrent engineering is interlinked interlinked with various phases. There is multidirectional exchange of information between all functional areas, such as design, manufacturing, and service. The decision making process in the concurrent engineering environment differs from that in sequential engineering in that decisions are taken considering the constraints of the all the stages of the product life-cycle at every stage. The integration of other functional areas with the design process helps discover hard to solve problems at the design stage. Thus, when the final design is verified it is already manufacturable, testable, serviceable, and of high quality. The most distinguishing feature of concurrent engineering is the multidisciplinary, cross functional team approach.\nA typical flow diagram for an organisation employing concurrent engineering is \n
  • The information flow in concurrent engineering is interlinked interlinked with various phases. There is multidirectional exchange of information between all functional areas, such as design, manufacturing, and service. The decision making process in the concurrent engineering environment differs from that in sequential engineering in that decisions are taken considering the constraints of the all the stages of the product life-cycle at every stage. The integration of other functional areas with the design process helps discover hard to solve problems at the design stage. Thus, when the final design is verified it is already manufacturable, testable, serviceable, and of high quality. The most distinguishing feature of concurrent engineering is the multidisciplinary, cross functional team approach.\nA typical flow diagram for an organisation employing concurrent engineering is \n
  • The information flow in concurrent engineering is interlinked interlinked with various phases. There is multidirectional exchange of information between all functional areas, such as design, manufacturing, and service. The decision making process in the concurrent engineering environment differs from that in sequential engineering in that decisions are taken considering the constraints of the all the stages of the product life-cycle at every stage. The integration of other functional areas with the design process helps discover hard to solve problems at the design stage. Thus, when the final design is verified it is already manufacturable, testable, serviceable, and of high quality. The most distinguishing feature of concurrent engineering is the multidisciplinary, cross functional team approach.\nA typical flow diagram for an organisation employing concurrent engineering is \n
  • The information flow in concurrent engineering is interlinked interlinked with various phases. There is multidirectional exchange of information between all functional areas, such as design, manufacturing, and service. The decision making process in the concurrent engineering environment differs from that in sequential engineering in that decisions are taken considering the constraints of the all the stages of the product life-cycle at every stage. The integration of other functional areas with the design process helps discover hard to solve problems at the design stage. Thus, when the final design is verified it is already manufacturable, testable, serviceable, and of high quality. The most distinguishing feature of concurrent engineering is the multidisciplinary, cross functional team approach.\nA typical flow diagram for an organisation employing concurrent engineering is \n
  • The information flow in concurrent engineering is interlinked interlinked with various phases. There is multidirectional exchange of information between all functional areas, such as design, manufacturing, and service. The decision making process in the concurrent engineering environment differs from that in sequential engineering in that decisions are taken considering the constraints of the all the stages of the product life-cycle at every stage. The integration of other functional areas with the design process helps discover hard to solve problems at the design stage. Thus, when the final design is verified it is already manufacturable, testable, serviceable, and of high quality. The most distinguishing feature of concurrent engineering is the multidisciplinary, cross functional team approach.\nA typical flow diagram for an organisation employing concurrent engineering is \n
  • The information flow in concurrent engineering is interlinked interlinked with various phases. There is multidirectional exchange of information between all functional areas, such as design, manufacturing, and service. The decision making process in the concurrent engineering environment differs from that in sequential engineering in that decisions are taken considering the constraints of the all the stages of the product life-cycle at every stage. The integration of other functional areas with the design process helps discover hard to solve problems at the design stage. Thus, when the final design is verified it is already manufacturable, testable, serviceable, and of high quality. The most distinguishing feature of concurrent engineering is the multidisciplinary, cross functional team approach.\nA typical flow diagram for an organisation employing concurrent engineering is \n
  • The information flow in concurrent engineering is interlinked interlinked with various phases. There is multidirectional exchange of information between all functional areas, such as design, manufacturing, and service. The decision making process in the concurrent engineering environment differs from that in sequential engineering in that decisions are taken considering the constraints of the all the stages of the product life-cycle at every stage. The integration of other functional areas with the design process helps discover hard to solve problems at the design stage. Thus, when the final design is verified it is already manufacturable, testable, serviceable, and of high quality. The most distinguishing feature of concurrent engineering is the multidisciplinary, cross functional team approach.\nA typical flow diagram for an organisation employing concurrent engineering is \n
  • The information flow in concurrent engineering is interlinked interlinked with various phases. There is multidirectional exchange of information between all functional areas, such as design, manufacturing, and service. The decision making process in the concurrent engineering environment differs from that in sequential engineering in that decisions are taken considering the constraints of the all the stages of the product life-cycle at every stage. The integration of other functional areas with the design process helps discover hard to solve problems at the design stage. Thus, when the final design is verified it is already manufacturable, testable, serviceable, and of high quality. The most distinguishing feature of concurrent engineering is the multidisciplinary, cross functional team approach.\nA typical flow diagram for an organisation employing concurrent engineering is \n
  • The information flow in concurrent engineering is interlinked interlinked with various phases. There is multidirectional exchange of information between all functional areas, such as design, manufacturing, and service. The decision making process in the concurrent engineering environment differs from that in sequential engineering in that decisions are taken considering the constraints of the all the stages of the product life-cycle at every stage. The integration of other functional areas with the design process helps discover hard to solve problems at the design stage. Thus, when the final design is verified it is already manufacturable, testable, serviceable, and of high quality. The most distinguishing feature of concurrent engineering is the multidisciplinary, cross functional team approach.\nA typical flow diagram for an organisation employing concurrent engineering is \n
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  • The past 10 years has seen a significant increase in the number of tools/technologies that are available to all areas of engineering. Significant advances has been achieved in the optimisation of all activities from design through, manufacture, and even to level of product disposal at the end of its service life.\n\nThe cost of implementing some of these technologies has seem a significant decrease. Consider the CAD sector for example! In early 90’s a seat of CAD software for solid modeling and assembly purposes only cost in the region of 16 - 20K euro’s. By the turn of century, that cost had decreased to approximately 6K euros where it remains. Similar comparisons can be drawn in the fields of Computational analysis, Rapid Prototyping tooling etc....\n\nThis has resulted in the more and more manufactures aspiring to World Class Manufacturing strategies.\n
  • The past 10 years has seen a significant increase in the number of tools/technologies that are available to all areas of engineering. Significant advances has been achieved in the optimisation of all activities from design through, manufacture, and even to level of product disposal at the end of its service life.\n\nThe cost of implementing some of these technologies has seem a significant decrease. Consider the CAD sector for example! In early 90’s a seat of CAD software for solid modeling and assembly purposes only cost in the region of 16 - 20K euro’s. By the turn of century, that cost had decreased to approximately 6K euros where it remains. Similar comparisons can be drawn in the fields of Computational analysis, Rapid Prototyping tooling etc....\n\nThis has resulted in the more and more manufactures aspiring to World Class Manufacturing strategies.\n
  • The past 10 years has seen a significant increase in the number of tools/technologies that are available to all areas of engineering. Significant advances has been achieved in the optimisation of all activities from design through, manufacture, and even to level of product disposal at the end of its service life.\n\nThe cost of implementing some of these technologies has seem a significant decrease. Consider the CAD sector for example! In early 90’s a seat of CAD software for solid modeling and assembly purposes only cost in the region of 16 - 20K euro’s. By the turn of century, that cost had decreased to approximately 6K euros where it remains. Similar comparisons can be drawn in the fields of Computational analysis, Rapid Prototyping tooling etc....\n\nThis has resulted in the more and more manufactures aspiring to World Class Manufacturing strategies.\n
  • The past 10 years has seen a significant increase in the number of tools/technologies that are available to all areas of engineering. Significant advances has been achieved in the optimisation of all activities from design through, manufacture, and even to level of product disposal at the end of its service life.\n\nThe cost of implementing some of these technologies has seem a significant decrease. Consider the CAD sector for example! In early 90’s a seat of CAD software for solid modeling and assembly purposes only cost in the region of 16 - 20K euro’s. By the turn of century, that cost had decreased to approximately 6K euros where it remains. Similar comparisons can be drawn in the fields of Computational analysis, Rapid Prototyping tooling etc....\n\nThis has resulted in the more and more manufactures aspiring to World Class Manufacturing strategies.\n
  • The past 10 years has seen a significant increase in the number of tools/technologies that are available to all areas of engineering. Significant advances has been achieved in the optimisation of all activities from design through, manufacture, and even to level of product disposal at the end of its service life.\n\nThe cost of implementing some of these technologies has seem a significant decrease. Consider the CAD sector for example! In early 90’s a seat of CAD software for solid modeling and assembly purposes only cost in the region of 16 - 20K euro’s. By the turn of century, that cost had decreased to approximately 6K euros where it remains. Similar comparisons can be drawn in the fields of Computational analysis, Rapid Prototyping tooling etc....\n\nThis has resulted in the more and more manufactures aspiring to World Class Manufacturing strategies.\n
  • The past 10 years has seen a significant increase in the number of tools/technologies that are available to all areas of engineering. Significant advances has been achieved in the optimisation of all activities from design through, manufacture, and even to level of product disposal at the end of its service life.\n\nThe cost of implementing some of these technologies has seem a significant decrease. Consider the CAD sector for example! In early 90’s a seat of CAD software for solid modeling and assembly purposes only cost in the region of 16 - 20K euro’s. By the turn of century, that cost had decreased to approximately 6K euros where it remains. Similar comparisons can be drawn in the fields of Computational analysis, Rapid Prototyping tooling etc....\n\nThis has resulted in the more and more manufactures aspiring to World Class Manufacturing strategies.\n
  • Transcript

    • 1. Computer Aided Design Engineering & AnalysisBachelor of Engineering Mechanical Engineering 2012-13Bachelor of Engineering Manufacturing Technology 2012-13Lecture 1 - IntroductionKeith Vaugh BEng (AERO) MEng KEITH VAUGH
    • 2. Aim The successful alignment and integrated implementation of all analytical and computational techniques resulting in a more streamlined engineering design/manufacturing process with reduced costs decreased development time and improved quality. KEITH VAUGH
    • 3. Learningoutcomes Identify mathematical models for solution of common engineering problems and employ document-centric calculation environment to create complex, professional engineering design documents in a format that is presentable and understandable. - MATHCAD and/or MATHEMATICA Establish performance requirements, concept selection, iterating to the final design, and documenting the process and the results. - Design methodologies, DFM, DFA, DFE, FMEA etc.. Design mechanical components and assemblies to meet performance requirements through the usage of CAD & basic analysis tools.  KEITH VAUGH
    • 4. Learningoutcomes Formulate, model and solve structural, thermal, fluid flow, non-linear material and modal problems in appropriate Finite Element solver typically Creo Simulate or ANSYS Utilize Rapid Prototyping, Tooling and Manufacturing processes and appreciate CAD Requirements in RP, Materials for Rapid Prototyping and Reverse Engineering Use computers as an engineering tool by: using a computer and its operating system, using appropriate applications i.e. excel for engineering problems, using engineering applications and given an engineering problem, solve and validate it using a computer application Participate and/or lead a design team. KEITH VAUGH
    • 5. Modulegrading 15% MathCAD 15% CREO parametric 15% CREO simulate/ANSYS 15% Mini assignments/Rapid Prototyping 40% Final Team Project KEITH VAUGH
    • 6. Modulegrading 15% MathCAD 15% CREO parametric 15% CREO simulate/ANSYS 15% Mini assignments/Rapid Prototyping 40% Final Team Project Note Work and assignments are assessed on evidence of engineering judgement, application of appropriate tools, interpretation and critique of design brief and design solution. KEITH VAUGH
    • 7. How can we integratefragmented elements into a methodology which will satisfy both design and manufacturing? KEITH VAUGH
    • 8. Industrial Design Vs. Engineering Design KEITH VAUGH
    • 9. Dieter Rams:ten principles for good designBack in the late 1970s, Dieter Rams wasbecoming increasingly concerned by thestate of the world around him – “animpenetrable confusion of forms, coloursand noises.” Aware that he was asignificant contributor to that world, heasked himself an important question: ismy design good design?As good design cannot be measured in afinite way he set about expressing the tenmost important principles for what heconsidered was good design. (Sometimesthey are referred as the ‘Tencommandments’.) Vitsœ’s designer, Dieter Rams. Photograph by Abisag Tüllmann source: https://www.vitsoe.com/gb/about/good-design
    • 10. Good design is The possibilities for innovation are not, by any means, exhausted. Technological innovative development is always offering new opportunities for innovative design. But innovative design always develops in tandem with innovative technology, and can never be an end in itself. TP 1 radio/phono combination, 1959, by Dieter Rams for Braunsource: https://www.vitsoe.com/gb/about/good-design KEITH VAUGH
    • 11. Good design A product is bought to be used. It has to satisfy certain criteria, not only functional, makes a but also psychological and aesthetic. Good design emphasises the usefulness product useful of a product whilst disregarding anything that could possibly detract from it. MPZ 21 multipress citrus juicer, 1972, by Dieter Rams and Jürgen Greubel for Braunsource: https://www.vitsoe.com/gb/about/good-design KEITH VAUGH
    • 12. Good design is The aesthetic quality of a product is integral to its usefulness because aesthetic products we use every day affect our person and our well-being. But only well- executed objects can be beautiful. RT 20 tischsuper radio, 1961, by Dieter Rams for Braunsource: https://www.vitsoe.com/gb/about/good-design KEITH VAUGH
    • 13. Good design It clarifies the product’s structure. Better still, it can make the product talk. At best, makes a it is self-explanatory. product understandable T 1000 world receiver, 1963, by Dieter Rams for Braunsource: https://www.vitsoe.com/gb/about/good-design KEITH VAUGH
    • 14. Good design is Products fulfilling a purpose are like tools. They are neither decorative objects nor unobtrusive works of art. Their design should therefore be both neutral and restrained, to leave room for the user’s self-expression. Cylindric T 2 lighter, 1968, by Dieter Rams for Braunsource: https://www.vitsoe.com/gb/about/good-design KEITH VAUGH
    • 15. Good design is It does not make a product more innovative, powerful or valuable than it honest really is. It does not attempt to manipulate the consumer with promises that cannot be kept. L 450 flat loudspeaker, TG 60 reel-to- reel tape recorder and TS 45 control unit, 1962-64, by Dieter Rams for Braunsource: https://www.vitsoe.com/gb/about/good-design KEITH VAUGH
    • 16. Good design is It avoids being fashionable and therefore never appears antiquated. Unlike long lasting fashionable design, it lasts many years – even in today’s throwaway society. 620 Chair Programme, 1962, by Dieter Rams for Vitsœsource: https://www.vitsoe.com/gb/about/good-design KEITH VAUGH
    • 17. Good design is Design makes an important contribution to the preservation of the environment. It environmentally conserves resources and minimises physical and visual pollution throughout friendly the lifecycle of the product. 606 Universal Shelving System, 1960, by Dieter Rams for Vitsœsource: https://www.vitsoe.com/gb/about/good-design KEITH VAUGH
    • 18. Good design is Less, but better – because it concentrates on the essential aspects, and the as little design products are not burdened with non- essentials. as possible Back to purity, back to simplicity. L 2 speaker, 1958, by Dieter Rams for Braunsource: https://www.vitsoe.com/gb/about/good-design KEITH VAUGH
    • 19. “Imagination is more important thanknowledge, for knowledge is finitewhereas imagination is infinite” KEITH VAUGH
    • 20. “Imagination is more important thanknowledge, for knowledge is finitewhereas imagination is infinite” Albert Einstein KEITH VAUGH
    • 21. Adaptive Design KEITH VAUGH
    • 22. KEITH VAUGH
    • 23. KEITH VAUGH
    • 24. KEITH VAUGH
    • 25. KEITH VAUGH
    • 26. KEITH VAUGH
    • 27. Development Design KEITH VAUGH
    • 28. KEITH VAUGH
    • 29. Engineering Design Process KEITH VAUGH
    • 30. Engineering Design Process What really is it? KEITH VAUGH
    • 31. Johnson, 1978 Dym, 1994 Pahl & Beitz, 1996
    • 32. KEITH VAUGH
    • 33. Selection & specification of materialsDetermination of dimensions & tolerancesDefinition of product appearanceselection of performance standards KEITH VAUGH
    • 34. “the systematic, intelligent generation andevaluation of specifications for artifactswhose form and function achieve statedobjectives and satisfy specifiedconstraints” Dym KEITH VAUGH
    • 35. Accreditation “ engineering design is theBoard for process of devising a system,Engineeringand component, or process to meetTechnology desired needs. it is a decision-(ABET) making process (often-iterative), in which the basic sciences, mathematics, and engineering sciences are applied to convert resources optimally to meet a stated objective” KEITH VAUGH
    • 36. Effective Design Process KEITH VAUGH
    • 37. Effective Design ProcessMatches product characteristics with customer needs KEITH VAUGH
    • 38. Effective Design ProcessMeets customer requirements in simplest & most cost effective manner KEITH VAUGH
    • 39. Effective Design ProcessReduces time required to get the product from concept to the customer KEITH VAUGH
    • 40. Effective Design Process Minimizes revisions KEITH VAUGH
    • 41. Design Engineers Roll KEITH VAUGH
    • 42. Design Engineers RollNo longer totally responsible for product design KEITH VAUGH
    • 43. Design Engineers RollResponsible for more than what was traditionally considered “Design” KEITH VAUGH
    • 44. Design Engineers RollMerging of design & manufacturing engineer’s has occurred KEITH VAUGH
    • 45. Design Engineers RollKnowledge of limitations imposed by manufacturing technologies is now required KEITH VAUGH
    • 46. Traditional Design Process
    • 47. Design
    • 48. Design Verify
    • 49. Design EngineeringDesign Verify Prototype
    • 50. Manufacturing, Test, Quality, Design Engineering ServiceDesign Verify Prototype Review
    • 51. For manufacturingFor testFor qualityFor service Redesign
    • 52. For manufacturingFor testFor qualityFor service Redesign Reverify
    • 53. For manufacturingFor testFor qualityFor service Redesign Reverify Produce
    • 54. For manufacturingFor testFor qualityFor service Redesign Reverify Produce Test
    • 55. For manufacturingFor test Manufacturing,For quality Test, Quality,For service Design Engineering Service Redesign Design Reverify Verify Prototype Produce Review Test
    • 56. For manufacturing Manufacturing, For test Test, Quality, For quality Design Engineering Service For service FinishStart Design Verify Prototype Review Redesign Reverify Produce Test Time to market
    • 57. For manufacturing Manufacturing, For test Test, Quality, For quality Design Engineering Service For service FinishStart Design Verify Prototype Review Redesign Reverify Produce Test Time to market Very wasteful - time, money, resources etc...
    • 58. For manufacturing Manufacturing, For test Test, Quality, For quality Design Engineering Service For service FinishStart Design Verify Prototype Review Redesign Reverify Produce Test Time to market Very wasteful - time, money, resources etc... Competition getting to market first
    • 59. For manufacturing Manufacturing, For test Test, Quality, For quality Design Engineering Service For service FinishStart Design Verify Prototype Review Redesign Reverify Produce Test Time to market Very wasteful - time, money, resources etc... Competition getting to market first Very little variety in products
    • 60. For manufacturing Manufacturing, For test Test, Quality, For quality Design Engineering Service For service FinishStart Design Verify Prototype Review Redesign Reverify Produce Test Time to market Very wasteful - time, money, resources etc... Competition getting to market first Very little variety in products Result’s in product failures
    • 61. Concept Test Prototype
    • 62. Iterative loopConcept Test Prototype
    • 63. Iterative loop Process Des.Concept Test Prototype
    • 64. Iterative loop Process Des.Concept Test Implement Prototype
    • 65. Design Verify Review Produce Test
    • 66. Performance Testability ManufacturabilityDesign Verify Review Produce Test Service Cost Quality
    • 67. Quality Planning Data management Customer Needs & communications Assembly Purchasing Engineering DesignManufacturing Cost Accounting Processes Marketing and Material Control Sales Material Handling
    • 68. Quality Planning Data management Customer Needs & communications Assembly Purchasing Engineering DesignManufacturing Cost Accounting Processes Marketing and Material Control Sales Material Handling
    • 69. Conceptual Detail design & Manufacturing Distribution, service & Design prototype disposal Product Development Cycle Singh, N., 1996, “Systems approach to computer-integrated design and manufacture” John Wiley and Sons, Inc., Ch.4, pp 106 - 108
    • 70. Conceptual Detail design & Manufacturing Distribution, service & Design prototype disposal Product Development Cycle Singh, N., 1996, “Systems approach to computer-integrated design and manufacture” John Wiley and Sons, Inc., Ch.4, pp 106 - 108
    • 71. Conceptual Detail design & Manufacturing Distribution, service & Design prototype disposal Product Development Cycle Singh, N., 1996, “Systems approach to computer-integrated design and manufacture” John Wiley and Sons, Inc., Ch.4, pp 106 - 108
    • 72. 100 80Total cost (percent) 60 40 20 0 Conceptual Detail design & Manufacturing Distribution, service & Design prototype disposal Product Development Cycle Singh, N., 1996, “Systems approach to computer-integrated design and manufacture” John Wiley and Sons, Inc., Ch.4, pp 106 - 108
    • 73. 100 80Total cost (percent) 60 Cost incurred 40 20 0 Conceptual Detail design & Manufacturing Distribution, service & Design prototype disposal Product Development Cycle Singh, N., 1996, “Systems approach to computer-integrated design and manufacture” John Wiley and Sons, Inc., Ch.4, pp 106 - 108
    • 74. 100 Life cycle cost committed 80Total cost (percent) 60 Cost incurred 40 20 0 Conceptual Detail design & Manufacturing Distribution, service & Design prototype disposal Product Development Cycle Singh, N., 1996, “Systems approach to computer-integrated design and manufacture” John Wiley and Sons, Inc., Ch.4, pp 106 - 108
    • 75. 100 Life cycle cost committed 80Total cost (percent) 60 Cost incurred 40 20 Ease of change 0 Conceptual Detail design & Manufacturing Distribution, service & Design prototype disposal Product Development Cycle Singh, N., 1996, “Systems approach to computer-integrated design and manufacture” John Wiley and Sons, Inc., Ch.4, pp 106 - 108
    • 76. 100 Life cycle cost committed 80Total cost (percent) 60 Cost incurred 40 20 Ease of change 0 Conceptual Detail design & Manufacturing Distribution, service & Design prototype disposal Product Development Cycle Singh, N., 1996, “Systems approach to computer-integrated design and manufacture” John Wiley and Sons, Inc., Ch.4, pp 106 - 108
    • 77. 100 Life cycle cost committed 80Total cost (percent) 60 Cost incurred 40 20 Ease of change 0 Conceptual Detail design & Manufacturing Distribution, service & Design prototype disposal Product Development Cycle Singh, N., 1996, “Systems approach to computer-integrated design and manufacture” John Wiley and Sons, Inc., Ch.4, pp 106 - 108
    • 78. 100 Life cycle cost committed 80Total cost (percent) 60 Cost incurred 40 20 Ease of change 0 Conceptual Detail design & Manufacturing Distribution, service & Design prototype disposal Product Development Cycle Singh, N., 1996, “Systems approach to computer-integrated design and manufacture” John Wiley and Sons, Inc., Ch.4, pp 106 - 108
    • 79. Industrial Trend
    • 80. Industrial Trend DFM CAD FEA RP RT Total1992 1 4 5 3 2 1202002 1 7 5 8 10 28002012 3 4 5 11 22 14520
    • 81. Industrial Trend DFM CAD FEA RP RT Total1992 1 4 5 3 2 1202002 1 7 5 8 10 28002012 3 4 5 11 22 14520
    • 82. Industrial Trend DFM CAD FEA RP RT Total1992 1 4 5 3 2 1202002 1 7 5 8 10 28002012 3 4 5 11 22 14520
    • 83. Industrial Trend DFM CAD FEA RP RT Total1992 1 4 5 3 2 1202002 1 7 5 8 10 28002012 3 4 5 11 22 14520

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