Mech 202 Project 1 Report

Group Number 35
Group Members Email Addresses
Section Pages where
found
a. Cover sheet 1
b. Photo and superimposed CREO model 2
c. Project plan
d. Exploded assembly drawing(s)
e. Bill of materials
f. Detailed description of how device works
g. 2D engineering drawings
h. Description of research
i. Sketch, description, and analysis of improvement
j. Teamwork analysis
Supplemental Information Where located
Sten Larson
Justin Weinmeister
Troy Johnson
Jace Horak
Sten.larson@comcast.net
Jrwein@rams.colostate.edu
Johnsontd12@gmail.com
Jhor24@gmail.com
Manual
Design Structure Matrix
Website Lists
3-10
11-12
13-15
16-72
25-72
73-76
77-91
92-105
106-107
108
109
Project 1 Mech 202 Group 35
1

As can be seen from Gantt chart snapshots, our group started the project ahead of schedule, but
quickly fell behind. Our group started ahead of schedule by buying the vacuum and disassembling it
before planned. After this initial disassembly, we meet Bob Thilmont on February 3 to discuss or
progress and were still ahead of schedule at that point. Following this meeting we had only planned
team check-ups following lectures until the final weekend. This structure kept the group together, but it
allowed us to slip behind schedule as accountability was not high. Progress seemed to be good in the
PTC Creo models; however, the parts were not being checked, and they were incomplete in some
aspects. This caused delays. Further delays were caused by late starts in the product decomposition and
product improvement sections.
The Gantt chart was created in Google spreadsheets because the online file could be accessed
by all team members from any device to check our status at any time. This was deemed better than
Microsoft projects software as that would require team members to either be on campus or login via
virtual lab to access the chart. Improvements to the plan could have been made by assigning check
dates. These dates would require a person’s buddy, as defined in our buddy system, to check their
buddy’s work and make sure they are not only on schedule but that their work meet all requirements
and met team standards. The addition of these check dates as milestones will be incorporated into
project 2 for Mech 202.
The final weekend of the project was complicated by the absence of two of the team members
from Fort Collins as both were representing CSU out-of-state. During this weekend almost 60 hours of
combined work was done. This was a beyond reasonable workload that resulted in disappointment for
the team. The project was still completed on schedule by the team pulling together, though.
The first snapshot is the initial project plan with updated meeting dates. The initial plan had our
first team meeting on Sunday 2/1/15 instead of Thursday 1/29/15. The final meeting was also originally
scheduled for Sunday 3/1/15, but it was moved to Monday 3/2/15. Both of these moves were deemed
non-consequential as they were moved due to schedule conflicts with school sponsored activities. Most
tasks were designed to be done separately and quickly; however, some tasks had to be done over a long
period of time due their nature. These tasks included the recommended improvement, non-unique
product descriptions, bill of materials, and the Gantt chart.
The second snapshot is from Sunday 2/1/15. At this point in the project, the team was ahead of
schedule for the bill of materials and behind on none. This made the team optimistic about the difficulty
of the project and likely lead to some of the delays seen later on in the project.
The third snapshot is from Sunday 2/8/15. At this point non-unique product descriptions, device
operation description, and recommended improvements were behind schedule. The critical task of the
PTC Creo models was on schedule, though it was not yet know at this point that some models were
actually deficient for our purposes.
3

The fourth snapshot is from Sunday 2/15/15. The bill of materials, PTC Creo models, non-unique
product descriptions, device operation description, and recommended improvement tasks were behind
schedule. The PTC Creo delay could interfere with the critical task finishing on time; however, the delay
was minimal and did not worry our group at this point.
The fifth snapshot is from Sunday 2/22/15. At this point the PTC Creo drawings, non-unique
product descriptions, complete PTC Creo model, device operation description, and recommended
improvements were behind schedule. At this point the our group realized the seriousness of our delays,
but due to scheduling, very little work was going to occur until the following weekend.
The sixth and final snapshot is from Monday 3/2/15. At this point the only task behind schedule
was reviewing all parts. The only remaining work scheduled was in reviewing the final product and
turning it in. This task had a known time and was listed for the next day in order to put the Gantt charts
in the project report for final assembly. The team could see where they had gone wrong and realized the
above improvements at this time.
A design structure matrix can be found in Appendix B to further clarify how dependencies were
found.
4

S M T W R F S S M T W R F S S M T W R F S S M T W R F S S M T W R F S S M T W
25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 1 2 3 4
1 Purchase Vacuum 1/25/2015 1/28/2015 JH 0 1 0
2 Pre-disassembly research 1/29/2015 1/31/2015 1 JH 0 6 0
3 Disassembly 2/1/2015 2/1/2015 1,2 TJ, JH 0 4 0 --
4 Bill of Materials 2/1/2015 2/21/2015 3 JW 0 12 0
5 Creo model-20 critical 2/2/2015 2/14/2015 3 TJ, JH 0 60 0
6 Creo Drawings 2/15/2015 2/27/2015 5 TJ 0 10 0
7 Non-unique product description 2/1/2015 2/27/2015 3,4 JW 0 10 0
8 Complete Creo Model 2/15/2015 2/21/2015 5 SL 0 20 0
9 Creo Exploded View 2/22/2015 2/27/2015 8 TJ 0 5 0
10 Reassembly 2/28/2015 3/1/2015 9 JH 0 2 0
11 Cover Page 2/22/2015 2/27/2015 SL 0 1 0
12 Cover Photo 3/1/2015 3/1/2015 9 JH 0 2 0 ---
13 Device Operation Description 2/1/2015 2/14/2015 3,4,7 JW 0 6 0
14 Recommended Improvements 2/15/2015 2/24/2015 2,13 SL 0 15 0
15 Teamwork Review 2/25/2015 2/27/2015 JW 0 4 0
16 Review all Parts 2/28/2015 3/1/2015 12,14 SL 0 8 0
17 Gnatt Chart 1/26/2015 2/28/2015 JW 0 10 0
18 Final Product Assembly 3/2/2015 3/4/2015 12,14,15,16,17 SL 0 6 0
19 Team meetings Team 0
20 Team Check Ups 1:20 PM Team 2 0
21 Project Due Date Team
Total Hours 0.00% 184 0
Units Inch Planned Time
Software Google Sheets Actual Time
Buddy Troy<->Jace Critical Path ----------
System Sten<->Justin Milestones
Number Task Start Finish Dependencies Resources % Complete
Estimated
Hours
Actual
Hours
January Feburary March
--------------------
-------------
-----------------------------------------------------------------------
----------------------------------
-------------
------
Outside Chem A101
JH = Jace Horak
TJ = Troy Johnson
SL = Sten Larson
JW = Justin Weinmeister
5

25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 1 2 3 4
6 Creo Drawings 2/15/2015 2/27/2015 5 TJ 0 10 0
10 Reassembly 2/28/2015 3/1/2015 9 JH 0 2 0
11 Cover Page 2/22/2015 2/27/2015 SL 0 1 0
12 Cover Photo 3/1/2015 3/1/2015 9 JH 0 2 0 ---
17 Gnatt Chart 1/26/2015 2/28/2015 JW 40 10 4
19 Team meetings Team 2.5
20 Team Check Ups 1:20 PM Team 2 0.3
Total Hours 10.27% 184 21.6
Estimated
Hours
Actual
Hours
--------------------
-------------
-----------------------------------------------------------------------
----------------------------------
-------------
------
Outside Chem A101
JH = Jace Horak
TJ = Troy Johnson
SL = Sten Larson
6

25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 1 2 3 4
6 Creo Drawings 2/15/2015 2/27/2015 5 TJ 0 10 0
10 Reassembly 2/28/2015 3/1/2015 9 JH 0 2 0
11 Cover Page 2/22/2015 2/27/2015 SL 0 1 0
12 Cover Photo 3/1/2015 3/1/2015 9 JH 0 2 0 ---
17 Gnatt Chart 1/26/2015 2/28/2015 JW 40 10 4
Total Hours 15.82% 184 31.6
Estimated
Hours
Actual
Hours
--------------------
-------------
-----------------------------------------------------------------------
----------------------------------
-------------
------
Outside Chem A101
JH = Jace Horak
TJ = Troy Johnson
SL = Sten Larson
7

25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 1 2 3 4
6 Creo Drawings 2/15/2015 2/27/2015 5 TJ 0 10 0
10 Reassembly 2/28/2015 3/1/2015 9 JH 0 2 0
11 Cover Page 2/22/2015 2/27/2015 SL 0 1 0
12 Cover Photo 3/1/2015 3/1/2015 9 JH 0 2 0 ---
17 Gnatt Chart 1/26/2015 2/28/2015 JW 50 10 5
Total Hours 28.78% 184 55.6
Estimated
Hours
Actual
Hours
--------------------
-------------
-----------------------------------------------------------------------
----------------------------------
-------------
------
Outside Chem A101
JH = Jace Horak
TJ = Troy Johnson
SL = Sten Larson
8

25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 1 2 3 4
6 Creo Drawings 2/15/2015 2/27/2015 5 TJ 20 10 2
10 Reassembly 2/28/2015 3/1/2015 9 JH 0 2 0
11 Cover Page 2/22/2015 2/27/2015 SL 0 1 0
12 Cover Photo 3/1/2015 3/1/2015 9 JH 0 2 0 ---
17 Gnatt Chart 1/26/2015 2/28/2015 JW 60 10 6
Total Hours 54.89% 184 82.6
Estimated
Hours
Actual
Hours
--------------------
-------------
-----------------------------------------------------------------------
----------------------------------
-------------
------
Outside Chem A101
JH = Jace Horak
TJ = Troy Johnson
SL = Sten Larson
9

25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 1 2 3 4
6 Creo Drawings 2/15/2015 2/27/2015 5 TJ 100 10 4
10 Reassembly 2/28/2015 3/1/2015 9 JH 100 2 1
11 Cover Page 2/22/2015 2/27/2015 SL 100 1 1
12 Cover Photo 3/1/2015 3/1/2015 9 JH 100 2 2 ---
17 Gnatt Chart 1/26/2015 2/28/2015 JW 100 10 7
Total Hours 100.00% 184 146
Estimated
Hours
Actual
Hours
--------------------
-------------
-----------------------------------------------------------------------
----------------------------------
-------------
------
Outside Chem A101
JH = Jace Horak
TJ = Troy Johnson
SL = Sten Larson
10

Dirt Devil Group 35
T Johnson
2.4
2.7
1.7
1.4
1.2
1.6
1.3
1.1Motor
Sub-Assembly
2.3
3.3
2.5
3.5/3.7
2.1
4.6
2.8
2.9
1.12
2.1
11
Exploded Assembly:
Creo Models found in Zip folder under folder name "Creo"

Motor Assembly Group 35
J. Horak
3.1
3.2
3.15
3.10
3.13 3.12
3.1.4
12
Motor Sub-Assembly:

Part Number Part Name Manufacturing Proces Quantity Description Weight Time Units
Nose Assembly
1.1 Filter 1 Cotton/LDPE 22.9 grams
1.1.1 Weaving 1 30 seconds
1.1.2 Injection Molding 1 10 seconds
1.2 Crevice Tool 1 PP 19.1 grams
1.3 Cup 1 ABS 111.5 grams
1.3.2 Assembly 1 30 seconds
1.4 Cup Lid 1 ABS 62.8 grams
1.5 1-1/8" Blind Rivet 2 Steel 1 grams
1.5.1 Closed Die Forging 2 0.1 seconds
1.5.2 Riveting 2 0.5 seconds
1.6 Left Release Tab 1 ABS 4 grams
1.7 Right Release Tab 1 ABS 4 grams
1.8 Tab Springs 2 Spring Steel (0.5"x0.5") 1 grams
1.8.1 Cold Winding 2 5 seconds
1.9 Cup Lid Springs 2 Spring Steel (1"x0.5") 1 grams
1.10 Cup Lid Bottom Gasket 1 Silicone 0.5 grams
1.10.2 Gluing 1 seconds
1.11 10x24 5/16" #2 Philips Pan Head 3 Steel 1 grams
1.11.1 Thread Rolling 3 0.1 seconds
1.12 Crevice Tool Housing 1 ABS-TPE 42.8 grams
1.12.2 Over-molding 1 20 seconds
1.13 Cup Lid Top Gasket 1 Polyurethane (2"x2") 0.5 grams
1.13.1 Molding 1 30 seconds
1.13.2 Gluing 1 1 seconds
Rear Housing
2.3 Left Housing (Screws) 1 ABS 143.4 grams
2.4 Right Housing 1 ABS 148.5 grams
2.5 Power Switch 1 ABS 4.5 grams
2.6 Filter Release Spring 1 Spring Steel (0.75"x0.25") 1 grams
13

2.7 Filter Release Tab Top 1 ABS 2 grams
2.8 Filter Release Tab Bottom 1 ABS 5 grams
Motor Assembly
3.1 Batteries 8 Wintonic Ni-Cd SC1300mAh 1.2V 140 39 grams
3.1.1 Cell Construction 8 30 seconds
3.1.2 Packaging 8 5 seconds
3.1.3 Printing 8 1 seconds
3.1.5 Wiring 8 30 seconds
3.2 Motor 1 SRC-540S-7226F 162.4 grams
3.2.1 Casting 1 120 seconds
3.2.2 Winding 1 60 seconds
3.2.3 Stamping 1 10 seconds
3.3 Charging Port 1 HDPE (5V DC) 1 grams
3.3.2 Soldering 1 10 seconds
3.4 Fuse 1 Glass (250V, 15A) 0.7 grams
3.4.1 Glass Blowing 1 5 seconds
3.4.2 Capping 1 1 seconds
3.4.3 Soldering 1 5 seconds
3.5 Circuit Board 1 Pertinax and Copper 8 grams
3.5.1 Layering 1 5 seconds
3.5.2 Silk Screen Printing 1 0.5 seconds
3.6 Led 1 HDPE (Red) 0.3 grams
3.7 Circuit Switch 1 Steel 5 grams
3.7.1 Stamping 1 5 seconds
3.8 18 AWG Wire 4 Copper 1.5 grams
3.8.1 Drawing 4 1 seconds
3.9 24 AWG Wire 3 Copper 1.5 grams
3.9.1 Drawing 3 1 seconds
3.10 Rear Impeller Housing 1 ABS 18 grams
3.11 10x24 3/8" #2 Philips Flat Head 3 Steel 1 grams
3.12 Front Impeller Housing 1 ABS 15.8 grams
3.13 Impellar 1 ABS 20 grams
3.15 Battery Housing 1 ABS 25.3 grams
14

Packaging
4.1 Cardboard 1 Cardboard (18"x6"x6") 150.5 grams
4.1.1 Corrugating 1 5 seconds
4.1.3 Packaging 1 30 seconds
4.2 Top Paperboard 1 Paperboard (6"x6"x4") 57.3 grams
4.3 1 Paperboard (6"x6"x4") 59.7 grams
4.4 Product Registration Sheet 1 Paper (4"x12") 5.6 grams
4.4.1 Offset Lithography 1 1 seconds
4.5 Manual 1 Paper (8.5"x11") 15.1 grams
4.5.1 Offset Lithography 1 1 seconds
4.6 Charger 1 5V, 350mA 64.2 grams
4.6.1 Injection Molding 1 HDPE 10 seconds
4.6.2 Casting 1 Iron 120 seconds
4.6.3 Winding 1 Copper 60 seconds
4.6.4 Wiring 1 Copper 30 seconds
Totals 1523.2 grams
1236.7 seconds
Bottom paperboard (Handle Indent)
All dimensions are standard
15

Vacuuming:
Overview:
A. Shows the overall path of air through the vacuum. It first enters the crevice tool, then proceeds
through the dirt cup and filter before entering the impeller through the grate. At the impeller, the air is
forced to the outside of the impeller housing, to the backside, and then back again to the center before
being directed along the motor and batteries to the exits in the rear housing.
B. Shows the dirt path. It flows with the air into the dirt cup before being stopped by the filter and
deposited.
The vacuum operates using pressure differentials. There is no such thing as “suction”, the effect seen is
when air rushes to fill a partial vacuum. This rushing appears to suck air, and any nearby dirt, into the
vacuum opening. This partial vacuum is created by forcing air through an impeller. The impeller
accelerates air from its eye to the outside edges. The air is accelerated because the fins of the impeller
can “grab” some air and move it along multiple vanes that are shaped to accelerate the air mass. The
high revolutions per minute of the impeller means that though each turn moves only a small air mass,
the cumulative effect is large. The velocity increase of the air creates the low pressure area at the
impeller eye and a higher pressure area at the outside edges. The incoming air picks up dirt and other
objects as it travels to and through the vacuum, and it is deposited inside the vacuum when the air
passes through a filter smaller than the particulate size. The impeller is turned by an electric motor
(explained in product decomposition, parts section). Additional parts needed to operate the vacuum are
batteries to supply the electric energy, a charging circuit, and an operating circuit. Both of these circuits
are very simple. Housing components vary with vacuums and are based on the company’s perceived
view of customer appeal.
AB
16

1. The first step to operating the vacuum is to slide the power switch forward along the handle of
the housing. The power switch initially shows a 0 along the top of the power switch indicating
the vacuum is off. In the forward position, the 0 is obscured and a I is shown along the bottom
of the power switch indicating the vacuum is on.
2. As the power switch is moved forward, the circuit switch, located on the circuit board, is also
moved forward, completing the electronic circuit.
3. Once the circuit is completed, the motor (obscured by batteries) begins operating.
4. With the motor operating, the output shaft of the motor turns (counterclockwise in this photo),
rotating the impeller that has been press fitted onto the output shaft. The impeller accelerates
air from the center of rotation to the outside. This acceleration creates higher pressure relative
to atmosphere at the edge of the impeller and lower pressure relative to atmosphere at the
center. These relative pressure differences create a pressure differential across the entire device
that drives the air flow for every step. Air entering the front of the device is trying to equalize
the lower pressure region by flowing in. Air exiting the rear housing is trying to equalize the
pressure by leaving the area of higher pressure.
1
2
3
4
5
17

5. The air that has been driven to the outside of the impeller can escape through holes in the rear
impeller housing. It can’t escape sideways as in operation the front impeller housing is on.
6. Air escaping through the rear impeller housing’s back is then directed via stationary fins to the
center of the rear impeller housing next to the motor.
7. The air is then directed along the motor, away from the impeller, thus removing excess heat
from the motor’s operation. This brings the air from the front of the rear housing to the rear
area.
7
6
18

8. The air then proceeds to exit the rear housing through slots cut into the rear housing. This air
carries the excess heat out of the housing as well.
9. Meanwhile, on the front end of the vacuum, air enters the impeller through a grate in the front
of the rear housing. The grate opens up to the nose assembly when the halves are connected for
operation.
10. The reverse view from the grate shows the nose assembly. Air must travel from the dirt cup and
through the filter in order to proceed through the grate.
9
10
8
19

11. The view from the dirt cup. Air travels through the crevice tool into the dirt compartment, via
the slot shown. The rest of the compartment is sealed with rubber gaskets, and so no dust will
escape during device operation.
12. The working end of the vacuum shows where air enters the crevice tool. Due to the sealing of
the rest of the device, air my only enter this area, and it will not leave the vacuum until it
reaches the vents in the rear housing shown in step 8. This is important as any other air
entrances would reduce the air watts of the vacuum and it would not be as powerful.
11
12
20

Charging:
1. The DC power connector is inserted into the charging port in the back of the rear housing,
underneath the handle. The charging circuit is completed by this step, and current flows from
the house’s alternating current through the wall transformer to the vacuum as direct current.
The current charges the Ni-Cd batteries by using electrical energy to re-establish the potential
across the battery cells.
2. The LED at position 2 also becomes lit when the vacuum is charging, to inform the customer that
the vacuum is indeed charging properly.
1
2
21

Emptying Dirt Cup:
1. The tabs on both sides of the nose assembly are depressed, freeing the latch mechanism. The
tabs are kept in the locked position while vacuuming via a coil spring that presses against the
cup and tab.
2. The cup lid is then free to rotate about the rivet’s axis. Additionally, springs in the cup lid push
the lid open into the position shown in the lower photo by acting on the cup.
3. Dirt is then free to fall from the dirt cup.
4. To close the cup lid, it is simply pressed down until the tabs (1) are locked again.
2
1
3
22

1.1 Filter 24-25
1.2 Crevice Tool 26-27
1.3 Cup 28-29
1.4 Cup Lid 30-31
1.6 Left Release Tab 32-33
1.7 Right Release Tab 34-35
1.8 Tab Springs 36
1.9 Cup Lid Springs 37
1.10 Cup Lid Bottom Gasket 38
1.12 Crevice Tool Housing 39-40
2.3 Left Housing 41-42
2.4 Right Housing 43-44
2.5 Power Switch 45-46
2.6 Filter Release Spring 47
2.7 Filter Release Tab Top 48-49
2.8 Filter Release Tab Bottom 50-51
3.1 Batteries 52-53
3.2 Motor 54-55
3.3 Charging Port 56-57
3.4 Fuse 58
3.5 Circuit Board 59-60
3.6 LED 61
3.7 Circuit Switch 62
3.10 Rear Impeller Housing 63-64
3.12 Front Impeller Housing 65-66
3.13 Impeller 67-68
3.15 Battery Housing 69-70
4.6 Charger 71-72
23

1.1 Filter
The filter protects the impeller, motor, and
electronics from damage from dust and other particulates
by filtering the air that continues through the vacuum. The
elongated cone section increases surface area of the filter
cloth, and so improves total air flow and filter life (1). The
filter paper is supported by an internal structure (2, seen
through filter cloth). This structure and the section that
contacts the cup are made from injection molded LDPE. The
filer cloth is made of cotton.
Part Interfaces:
Cup
The outer rim of the filter rests against the cup and
keeps it from falling further into the dirt
compartment (3).
Right Housing, Left Housing
The back portion of the filter fits snugly against the
housing, reducing vortices that could decrease power of the vacuum (4).
1
2
4
3
24

4.49
4.15
3.20
2.10
2.80
Filter Group 35
T Johnson
25

1.2 Crevice Tool
The crevice tool is the nozzle through which air
and dirt enter the vacuum. It also can extend from the
nose assembly allowing it to reach into crevices
otherwise unreachable. A bottom extrusion on the
device keeps the tool from receding too far into the
cup (1). An upper extrusion locks the tool into its fully
elongated position (2). Arrows help operator know
which direction to move tool to change its position (3).
Part Interfaces:
Cup Lid
The lid contains a slot allowing the crevice tool to slide
out from the front end.
Crevice Tool housing
This housing also contains a slot that keeps the crevice
tool moving only in the intended direction of travel.
1
2
3
26

2.55
3.70
.75
Crevice Tool Group 35
T Johnson
27

1.3 Cup
The cup provides the structure of the nose
assembly through which all other parts attach. It has
recesses for both cup lid release tabs (1). It also contains
two grooves, one on the top (2) and one on the bottom
(obscured), that attach to ridges on the rear housing,
holding it place. The cylinders that the cup lid rotates are
visible, along with the supporting geometry for the cup lid
springs (3). The rear hole (at 2) allows the passage of air to
the impeller in the rear housing. The front hole is where dirt
can be emptied from when the vacuum is full. Visible ridges
on the front end make full emptying difficult (4).
Part Interfaces:
Includes slots which fit ridges on the housings that hold
nose assembly on
Filter
Geometry of Cup holds filter in place
Cup Lid
Two cylinders allow lid to rotate and limit movement
Cup Lid Springs
Geometry holds springs in place between cup lid and cup
Cup Lid Bottom Gasket
Provides bearing surface to seal cup
Left Release Tab, Right Release Tab
Recesses allow tabs to rotate but not translate
Tab Springs
Holds springs in place and provides opposing surface
Rivets
Two rivets permanently affix cup and cup lid
2
3
1
4
28

4.93
3.84
4.44
2.80
Cup Group 35
T Johnson
29

1.4 Cup Lid
Cup lid allows the cup to contain dirt, but then open
and dump the dirt out. It also holds the crevice tool and
crevice tool housing. The crevice tool extends through the
front hole (1). Hidden geometry in the rear connects the cup
lid to the cup, allowing rotation (2). The crevice tool holder
is attached to the underside with clips and 3 screws.
Part Interfaces:
Cup
Two cylinders allow rotating movement
Rivet
Two rivets permanently affix cup and cup lid
Left Release Tab, Right Release Tab
Slot accepts clip to hold lid in place
Crevice Tool
Limits movement of tool
Crevice Tool Housing
Holds housing in place
Cup Lid Top Gasket
Seals crevice tool housing to cup lid
Provides bearing surface to seal cup
2
1
30

4.16
5.92
4.32
2.40
Cup Lid/ Crevice Tool Housing Group 35
T Johnson
31

1.6 Left Release Tab
This tab is one of two parts that hold the cup lid to the
cup when vacuuming, but allow them to open to remove dirt. The
clip hooks a tab on the cup lid (1). Molded details show the
operator to press down on the front of the tab to release the lid
(2).
Part Interfaces:
Cup
Cylinders allow tab to rotate around its plugs
Cup Lid
Clip holds cup lid in place
Tab Springs
Hold tab in extended position while vacuuming
1
2
32

1.60
.62
.20
Left Release Tab Group 35
T Johnson
33

1.7 Right Release Tab
This tab is one of two parts that hold the cup lid
to the cup when vacuuming, but allow them to open to
remove dirt. The clip hooks a tab on the cup lid (1).
Molded details show the operator to press down on the
front of the tab to release the lid (2).
Part Interfaces:
Cup
Cylinders allow tab to rotate around its plugs
Cup Lid
Clip holds cup lid in place
Tab Springs
Hold tab in extended position while vacuuming
1
2
34

1.60
.20
.62
Right Release Tab Group 35
T Johnson
35

1.8 Tab Springs (2)
Springs hold right and left release tabs open while vacuuming so
that cup lid stays sealed against the cup. Their base, denoted by the larger
diameter, rests against the cup and presses outwards (1). This outward
force keeps the tab in its extended position unless the operator applies a
force to the tab. The tab has an internal nipple that holds the spring in place
(2).
Part Interfaces:
Cup
Spring base rests on cup and opposes force on tab
Right Release Tab, Left Release Tab
End of spring presses against these tabs. The tabs have internal nipples to hold spring in place.
2
1
36

1.9 Cup Lid Springs (2)
These springs push the cup lid open when the release tabs are
disengaged from the cup lid. This allows easier emptying of dirt from the cup.
The long arm rests against the cup lid (1) and the shorter arm rests against the
cup (2). Both ends have small circles wound in the wire to prevent the spring
from cutting into the surfaces or the operator. The main winding goes around
the cylinders that the cup lid rotates around (3).
Part Interfaces:
Cup Lid
Provides bearing surface that spring pushes against. This surface moves
when the spring is allowed to unwind.
Cup
Provides opposing bearing surface for spring to push against. This position is fixed.
1
2
3
37

1.10 Cup Lid Bottom Gasket
The bottom gasket is a silicone molded piece that
attaches to the crevice tool housing. It seals along the edge of
the cup’s front hole to prevent spillage. It can be distinguished
in the photo (1) as the lighter grey piece.
Part Interfaces:
Crevice Tool Housing
The gasket is glued to the housing
Cup
The gasket seals against this surface when the cup lid is
closed.
1
38

1.12 Crevice Tool Housing
This housing holds the crevice tool in place and
directs air and dirt from the tool into the cup. The 90
degree turn at the entrance to the cup helps prevent any
dirt from falling out of the cup (1). It also is connected to
both the cup lid bottom gasket and cup lid top gasket to
help seal the cup compartment. Two of the three
mounting screws can be seen at (2). Additional strength
is provided by ribs.
Part Interfaces:
Crevice Tool
Crevice tool rests in main slot of crevice tool housing and
directs the tool to only travel in the indicated direction (3).
Cup Lid
Held with 3 screws
Glued to bottom surface
Cup Lid Top Gasket
Glued to upper rim of housing (4).
1
4
3
2
39

3.51
2.80
1.16
R.20
.61
2.30
Crevice Tool Holder Group 35
T Johnson
40

2.3 Left Housing
The left housing connects with the right housing to
form a protective shell around the motor sub-assembly and
all the electric components. It also holds the power switch
and the connections for the nose assembly. The screw holes
are located on the left housing, some are denoted by (1).
Additional features that can be seen include the ergonomic
handle (2) and the air vents where air exits the vacuum after
traveling through (3).
Part Interfaces:
Right Housing
7 screws
Front Impeller Housing
Ribs support motor sub-assembly
Battery Housing
Charging Port
Ribs support charging port
Power Switch
Ribs and internal geometry hold switch in place and
limit its movement.
Filter Release Tab Top
Geometry limits over rotation (4).
Filter Release Tab Bottom
Cylinder provides rotation axis and geometry limits movement.
2
3
1
4
41

9.14
2.56
5.41
.20
Left Housing Group 35
T. Johnson
42

2.4 Right Housing
The right housing connects with the left housing
to form a protective shell around the motor sub-assembly
and all the electric components. It also holds the power
switch and the connections for the nose assembly.
Feature found on the right housing include the ergonomic
handle (1) and the air exit vents (2). The sealing surface
for the cup can be seen clearly at (3).
Part Interfaces:
Left Housing
7 screws
Battery Housing
Charging Port
Ribs support charging port
Power Switch
Ribs and internal geometry hold switch in place
and limit its movement.
Geometry limits over rotation
Cylinder provides rotation axis and geometry limits movement
1
2
3
43

2.56
9.15
5.41
Right Housing Group 35
T. Johnson
44

2.5 Power Switch
The power switch can be operated by a
finger to turn the vacuum off or on by its
connection (1) to the circuit switch mounted on the
circuit board (internal). The switch also displays a 0
(2) or I (3) depending on whether it is off or on
respectively. This can inform the operator which
state it is in, in case of malfunction of the vacuum.
An additional feature seen is the through hole for
the LED (4).
Part Interfaces:
LED
Pass-through slot allows led to reach outer
housing
Circuit switch
A slot on the power switch operates the switch
Internal geometry limits movement of switch to forwards and backwards
2
3 14
45

.27
.21
1.19
Power Switch Group 35
T. Johnson
46

2.6 Filter Release Spring
This spring holds the filter release tab in its extended position when no
force is applied to the tab. The spring’s base rests against the battery housing and
this base does not move. The top of the spring fits onto a nipple on the filter
release tab bottom.
Part Interfaces:
Nipple on tab holds spring in place on tab
Battery Housing
Provides static surface for spring to rest on and oppose tab movement
47

2.7 Filter Release Tab Top
The filter release tab top provides a surface for
the operator to press down on to operate the filter
release mechanism. It also has “filter” inscribed on it
to notify user of its purpose (1).
Part Interfaces:
Attaches with 2 screws
Provides limiting surface so tab does not
over-rotate at surface (2).
1
2
48

.19
2.40
.58
Filter Release Tab Top Group 35
T Johnson
49

2.8 Filter Release Tab Bottom
The filter release tab bottom is the working part for the
filter release mechanism. It fits into a cylinder in the right and
left housings to provide an axis of rotation (1). It also limits any
translating movements. It has a nipple to hold the filter release
spring in place (2) and a clip to hold the dirt cup (backside of 3).
Part Interfaces:
Interacts with internal geometry, including a cylinder,
to provide correct amount of movement for filter release
mechanism.
Filter Release Spring
Nipple holds spring in place on tab bottom (2)
Attaches with 2 screws (4)
1
2
3
4
50

.50
1.46
.15
Filter Release Tab Bottom Group 35
T Johnson
51

3.1 Batteries
The batteries store electrical energy from charging and use it to
power the motor during vacuuming. Four of the batteries have a neoprene
foam on their bottom so that the batteries have vibration isolation from
the motor (1). Positive terminal (2). Negative terminal (3). The tabs and
wires connect via a solder on terminals.
Part Interfaces:
Battery Housing
A snug fit holds the batteries in place
Batteries
Batteries are interconnected with metal tabs (4)
18 AWG Wire (4)
Connected with metal tabs (4)
3
2
4
1
52

.89
1.65
R.03
.40
Battery Group 35
J. Horak
53

3.2 Motor:
SRC-540S-7226F
The motor converts electrical energy stored in the batteries into
rotational movement that drives the impeller. A positive wire connects to
one of the tabs (1) shown on the top and a negative wire connects to the
other tab (2). When the circuit is completed, current flows from one wire
through the motor and out the other wire. The current flows through the
copper windings in the stator, creating alternating magnetic fields in the
motor. These magnetic fields attract the copper windings found on the
rotor, causing it to rotate. After a certain amount of rotation, the
magnetic fields are reversed through a brush mechanism, and the rotor
is attracted further to the new magnetic fields. This process repeats
itself, causing the rotor to continuing turning in the same direction. This
rotational motion is transmitted out of the motor via the shaft (3). The
motor is specially designed to run at 9.6V, and the current flow of the
circuit was matched to cause a certain number of revolutions per
minute that is ideal for the impeller.
Part Interfaces:
24 AWG Wire (2)
These wires attach via soldering to the tabs (1, 2).
Rear impeller housing
Attaches with 2 screws, one has red dye (4) to indicate warranty violations if it is removed.
Impeller
Attaches with a press fit to a knurled surface on the shaft.
4
3
1 2
54

1.40
1.96
.32
.17
.40
Motor Group 35
J. Horak
55

3.3 Charging Port
The charging port fits a 5V DC plug (1). It connects to
the circuit and allows charging of the batteries via the wall
transformer. The front lip fits into the housings and holds the
plug stationary (2).
Part Interfaces:
The charging port sits against the housing and is held
in place by ribs.
24 AWG Wire (2)
Connected by soldering to tabs (3).
1
2
3
56

.42
.25
.38
.08
.56
Charging Port Group 35
J. Horak
57

3.4 Fuse
The fuse protects the electronic components of the
vacuum from being destroyed by an excessive current. This
prevents loss of the vacuum or fires. The fuse is surrounded
by polyethylene tubing that helps protect the glass tube (1).
The ends of the fuse are connected to wires vis simple crimp
connectors (2).
Part Interfaces:
18 AWG Wire (2)
Uses crimp connectors
1
2
58

3.5 Circuit Board
The circuit board holds the electronic circuit
control components and connects them with copper
imbedded in it. The main portion of the circuit board is
petinax substrate (1). The backside has copper paths
connecting the circuits and this is protected by neoprene
foam. Components included on the board are a transistor
(2), a diode (3), two resistors (4), and the circuit switch (5).
Part Interfaces:
Supported by ribs to prevent jostling
Power Switch
Switch has slot which fits around the circuit boards
integrated switch
18 AWG Wire (2)
Soldering
24 AWG Wire (5)
Soldering
1
2
34
5
59

.07
2.280
.070
1.070
Circuit Board Group 35
J. Horak
60

3.6 LED
This light emitting diode (LED) is connected to the charging
circuit and turns on when the circuit is complete. The LED color is red
(1). The LED is used as a signaling device to the operator as a visual
signal that the circuit is complete.
Part Interfaces:
The LED fits into a hole that restricts the LED’s movement out or laterally.
Power Switch
The LED fits into a slot cut in the power switch.
24 AWG Wire (2)
The wires are soldered to the LED positive and negative leads.
1
61

3.7 Circuit Switch
This switch is the physical switch for the
operating circuit. The switch is connected to the power
switch via a slot cut into the power switch that causes
the switch (1) to move along with the power switch.
This circuit switch is connected to the circuit board (2).
Part Interfaces:
Power Switch
The power switch has a slot which goes over the
plastic switch of the circuit switch.
Circuit Board
The circuit switch attaches via adhesive
1 2
62

3.10 Rear Impeller Housing
The rear impeller housing attaches to the
motor (1) to enclose the impeller and make its
operation more efficient. It also provides holes to
allow air to exit the outside of the impeller (2) and fins
to redirect the exited air towards the motor (3). Tabs
on the outside connect to the front impeller housing
and the battery housing.
Part Interfaces:
Motor
Attaches with 2 screws
Attaches with 2 clips opposite of each other (4).
Battery Housing
Attaches with 2 clips opposite of each other (5).
4
5
1
3
2
63

1.20
.55
3.360
.120
Rear Impeller Housing Group 35
J. Horak
64

3.12 Front Impeller Housing
The front impeller housing shields the front of the
impeller so that air may only enter the center (1). It also
prevents air from escaping the sides, forcing it through the
rear impeller housing’s exits.
Part Interfaces:
Rear Impeller Housing
Attaches with 2 clips (2)
Left Housing, Right Housing
The housing is pressed up against the impeller housing
when the battery sub-assembly is inserted. This aligns
the hole in the front impeller housing with the grate.
2
1
65

1.25
3.37
.07
.33
Front Impeller Housing Group 35
J. Horak
66

3.13 Impeller
The impeller creates the pressure differential across
the vacuum by accelerating air from its center (eye, 1) to its
outside. As it rotates counterclockwise, small fins “grab” air
and accelerate it outwards through vanes via their curved
shape (2). The increased velocity of the air at the outside edge
creates the pressure differential. The impeller is responsible
for making a vacuum “suck”.
Part Interfaces:
Motor
Attaches with a press fit onto a knurled surface (3).
3
1 2
67

1.28
2.88
.30
R.28
Impeller Group 35
J. Horak
68

3.15 Battery Housing
This part sits on the rear impeller housing and around
the motor (1). It holds the eight batteries and interfaces with
the rear housing to hold the sub-assembly snugly, so that
vibrations do not damage any parts. Arrows (2) indicate
battery slots left open for either different vacuum models or
future versions.
Part Interfaces:
Rear Impeller Housing
Attaches with 2 clips (3)
Batteries
Pre-formed shape has snug fit with individual
batteries
Left Housing, Right Housing
Ribs of left and right housing rest against battery
housing
22
1
3
69

3.40
1.25
1.00
.210
Battery Housing Group 35
J. Horak
70

4.6 Charger
This charger is the AC transformer and power cable for the
vacuum. This transformer uses an iron core transformer to convert
120 volt alternating current to 5 volt direct current (1). The
transformer also outputs a limited current so that it does not burn
any electrical components in the vacuum, for this charger it is 350
milliamps (2). The power cable has a standard 5V DC plug (3).
Part Interfaces:
Charging Port
The plug on the charger’s cable is designed to fit the port.
1
3
2
71

1.62
2.94
.81
4.570
Charger Group 35
J. Horak
72

Background Research:
http://home.howstuffworks.com/vacuum-cleaner.htm
This website was read to give team members a background on the operations principles of
vacuum cleaners. The website was read to understand major components common to all vacuums. This
included a motor, power source, dirt collection bin, and fan (impeller). The website also explained the
basic operating principles of a vacuum, and how it creates the apparent suction. The article further gives
brief introductions to bag-type vacuums, canister-type vacuums, and ones that use cyclonic air flow.
http://en.wikipedia.org/wiki/Vacuum_cleaner
Wikipedia was used to conduct further research into important considerations in vacuum
cleaners. The article gives many different types of vacuums, relating to various purposes. This allowed
our team to identify only the few most critical tasks that a cordless handheld vacuum cleaner must
perform well in. These tasks include small messes created, cars or other remote areas, and hard to reach
places. Further research in the article led to more information on filtering mechanisms. It was
determined that current customers are most interested in how effectively a system filters the incoming
air and how easy it is to then throw away the dirt. The advancement of cyclonic technology has
apparently taken great market share in recent years.
http://www.acleanerplace.com/filtration-101/filtration-applied-to-vacuums/
This final website was used to find advanced information on vacuum filtration. The website
validated that filtration technology is very important in modern vacuums and that care must be taken to
ensure that it is done properly. The article mentions how high efficiency particle arrest (HEPA) is a new
standard in filtration with many customers only considering vacuums with this claim. This standard has
created difficulties for many manufacturers as the back pressure from the filter can greatly reduce the
power of the vacuum. Some vacuums will not pass all air through the HEPA filter or they may use a
HEPA-like filter with a lower cleaning efficiency. These methods would be important in our vacuum as it
is much less powerful than many competing vacuums.
73

Patents Researched:
US 8549704 B2
Hand-held cordless vacuum cleaner
Black & Decker Inc.
This patent is for a current
competitor’s design. It was studied
for primary differences in
construction to determine if Black &
Decker had different customer
requirements than Dirt Devil. After
studied, it was determined that
Black & Decker believed customers would pay a premium and use a more complex vacuum if it would
mean replacing the filter less often. The patent contained multiple methods to increase the life of the
filter. This including using multiple filters. The vacuum could be comprised of a primary filter that
screens for large particulates and an inner HEPA filter that removes most all airborne particulates. This
primary HEPA filter would be pleated to increases surface area, at a cost. Additional improvements focus
on methods to clean the filter. This has an actuation mechanism that would drive tabs to rotate the filter
so that it would impact ribs. This impact would agitate the filter and dislodge accumulated dirt. A note is
made in the patent for using centrifugal forces to remove debris as well. It was determined that Black &
Decker wanted to make a more premium vacuum for customers at a higher price point on the basis that
it was cleaner than competitors. This is opposite of our vacuum’s requirements were price was more
important than cleanliness and maintenance. One improvement that could be possible from this design
would be using a pleated filter or a pre-filter and filter system; however, it was believed these
improvements could increase cost significantly.
US 20090276974 A1
Cordless Hand-Held Rechargeable Vacuum
Cleaner and Charger Unit Therefore
David Khalil (Royal Appliance Mfg.)
Another patent was studied from
the same company that makes our vacuum,
Royal Appliance Mfg. (Royal Appliance Mfg.
is owned by TTI Floor Care North America)
74

This patent was chosen for is dramatically different shape as it shows a different approach to cordless
hand vacuums than most on the market.
The device was designed to be charged by a USB cable so that it may be charged from a wall
adapter or other electronic devices with a USB port. It is mentioned in the patent that it could be used
to clean easily around electronic devices. It was believed that this prompted the high-tech and compact
design. Additionally, the device could be used as a blower to remove dirt from places. One such place
this could be useful is keyboards. Additional benefits seen were that the device would be much easier to
hold in one hand. Disadvantages seen were that the compact design limited the dirt cup size, the motor
size, and the number of batteries that could be used. This design showed that our vacuum is too large
for some tasks that may be required. It also made us debate the cost benefits of a blower as a design
improvement. It was determined that our vacuum would not benefit customers from a significant size
and power reduction, and this improvement path was not taken.
Product Patents:
US 6070291
US 6588054
US 6401295
US 6901626
US 6591446
US 6463622
US 6745432
US 7146681
All of these patents are titled “Upright vacuum
cleaner with cyclonic airflow”, and do not depict our
specific device. Our group was interested in that no
patent was listed for a hand-held, cordless vacuum. These
patents pertained to the method of particulate removal
from the airstream as it moves through the vacuum.
These patents show that Dirt Devil has continuously
iterated their development of filtering mechanisms since
the late 1990s, at a minimum. Dirt Devil uses cyclonic
airflow to alleviate the need for dirt bags in filtering
exhaust air. Traditional vacuums deposit dirt into a
specially designed bag that filters air as it leaves through
the walls of the bag. Dirt Devil believed that changing
these bags was a significant deterrent to customers. Cyclonic air flow uses the nature of cyclonic airflow
to deposit the majority of dirt into a dirt cup before then passing through a filter. Initial deposit of the
dirt is necessary to help clean the airstream, as otherwise the filter would clog faster. The patents also
describe the technologies of directing exhaust air through the motor sub-assembly and an additional
Figure 1-US7146681
75

filter so that the vacuum expels very clean air. These patents determined that our vacuum’s geometry,
most notably that of the crevice tool housing, is critical to the vacuum and could not be changed without
an effect on performance.
Manual:
Our team researched the manual in an effort to better understand what Dirt Devil believes are
the more complicated features of the product, the safety requirements, and any other important
details. The manual is found both in the package and online.
The manual includes an exploded assembly view of the exterior parts. It also includes
instructions on how to charge the vacuum, how to use it, and on three of its features. These features are
the telescoping nozzle (crevice tool), Gator series dirt cup easy empty, and how to replace the filter. We
found that these instructions did not need to go into significant details as most operations were clearly
identified on the vacuum itself. The manual seems to include these instructions for those that may feel
most comfortable operating only after they read them, such as perhaps older individuals.
The safety considerations of this device are minimal and focus mostly on the electronics.
Operators are notified to handle all components with care and practice common electrical safety such as
not using near water, disposing of batteries properly, and handling cords with care. Additional concerns
include fire safety which states to not vacuum up hot material or in an area with flammable fumes. The
final category of safety considerations is to not allow children to use the vacuum as a part is considered
a choking hazard.
The manual also presented troubleshooting tips and replacement part information. We found
that the troubleshooting tips were not very detailed and probably frustrated many users who found
issue with the vacuum as found online. This is especially the case with the battery not holding a charge
for very long, as was common among customer reviews. Additionally, the replacement part information
is not very noticeable. The filter is a part with a short lifespan, and it is likely most users of the vacuum
will need to replace the filter during its lifetime. The part number should be more easily identifiable in
the manual.
Overall, it appears Dirt Devil made their vacuum simple enough that they believe most people
will not read the instructions. We believe this is a good design goal, but that some oversights occurred in
transmitting clear information by trying to simplify too much.
Competition:
Competition research is located and evaluated in the product improvement section. This
research was conducted on Amazon.com and product websites. Generally, competition was comparable
with vacuums of similar costs. Additionally, the vacuum was compared to a Li-ion vacuum with hopes of
achieving similar quality at a much cheaper price point.
76

The improvement to the vacuum was though of and considered using techniques
discussed in The Mechanical Design Process by Ullman. Techniques used come primarily
from chapter 5-8 of the book and center around using a quality function deployment
chart.
1. Who are the customers?
This list was created according to step 1 of the quality function deployment process as
seen in The Mechanical Design Process by Ullman. As described, the customer list was
developed beyond consumers of the product to include the life cycle of the device.
Potential customers include: (consumers)
1. People who live in apartments- Small vacuums are good for small spaces and for quick jobs.
2. College students in dorms- Can use to clean corners and small messes from food.
3. Pet owners- Use to quickly clean up pet hair and other small pet messes.
4. Car detailers- To clean small spaces in cars like under and around seats
Potential customers include: (life cycle)
5. Manufacturer- Must be able to be produced using common production techniques
6. Consumer Stores- Product must be recognizable to store buyers
7. Underwriters Laboratory- Must pass UL tests for safety
8. Marketing Department- Is the vacuum and its features marketable?
It was determined that for our QFD chart is was best to simplify the customer list down
to college students, apartment owners, car detailers, and the market department (Dirt
Devil). This was seen as the best choice as pet owners are more likely to buy one of the
vacuums specially designed for pet hair, like the Bissell Pet Hair Eraser. Furthermore, it
was determined that most designs could be manufactured cheaply, and that choosing
them as a customer would not reveal much information. Consumer stores were not
used as customers as it was determined that since Dirt Devil is an established company,
it would not be hard to find stores willing to buy the product. Finally, Underwriters
Laboratory was not chosen as a customer as all designs could be modified slightly in the
event the vacuum was not approved.
77

2. Customer requirements
This list was created by asking What do the customers want? Due to the short nature of
this project and the limited nature of our ability to conduct surveys or focus groups, we
relied on observation and reviews. Observations came from our and our parents
experience with vacuums. Reviews were found online for our products and their
competitors.
Questions asked of team members and their parents were generated by determining
the most critical information needed to evaluate a vacuum. For our purposes, this
required creating neutral questions to make sure no pre-judgments occurred.
1. Do you use a hand-held vacuum for cleaning?
2. What features to you like best about your current vacuums?
3. What features do you wish your current vacuum had?
4. What is the most valuable information when buying a vacuum?
Reviews were researched on the internet to determine further requirements. It was
determined to look at two places for customer reviews. The Dirt Devil website was used
to gather more information about our vacuum as all reviewers bought specifically from
Dirt Devil. Amazon was used to do comparative analysis as it has the largest sample of
customers of any website and it carries many different types of hand-held cordless
vacuums.
Some customer requirements are:
1. Long battery life
2. Short charge time
3. Batteries memory remains high through product life
4. Strong suction power
5. Lightweight
6. Ability to reach small spaces
7. Affordable
8. Quiet
9. Good looking
10. Includes useful attachments
11. Good filter
12. Dirt does not fall out
Requirements chosen for our vacuum’s improvement were strong suction, long battery
life, lightweight, effective filter, low noise, good looks, inexpensive, and attachments. It
was determined that the vacuum’s ability to reach tight spaces, battery memory, and
charging time were not orthogonal to other requirements already chosen.
78

3. Relative Importance of Requirements
Relative importance is finding how important requirements are to different customers.
It was suggested by Ullman that requirements be ranked by allocating 100 points
between requirements. This method is preferable to ranking individual requirements on
a scale of one to ten, as that method results in too even of a distribution. For our chart,
it is not reasonable to ask actual user that fir our customers, so we had to assume their
position to rank. Both Sten and Justin allocated 100 points to each vacuum requirement
for the four customers used in the QFD chart. Scores from Sten and Justin were then
averaged and normalized to five point distributions. The point distributions are shown
below.
College
Students
Apartment
Owners
Car
Detailers
Dirt
Devil
Strong Suction 20 15 20 25
Battery Lasts Long 15 15 20 10
Light Weight 5 5 10 10
Effective Filter 15 15 15 15
Low Noise 5 10 5 5
Looks Good 5 10 0 10
Inexpensive 30 20 15 25
Special Attachments 5 10 15 0
79

Dirt Devil Gator (Our Vacuum)
-Features
1. $29.00
2. 10.8 Volt
3. 2.8 pounds
80

4. Competition
The competition analyzed for our vacuum consists of three relatively priced vacuums, the Black &
Decker BDH7200CHV 7.2-Volt Cordless Dustbuster, the Dirt Devil Scorpion 6.0V Cordless Bagless
Handheld Vacuum, BD10050RED, and the Shark 12 Volt Cordless Vacuum (SV66), as well as one
premium vacuum outside the price range of our target customers, the Black & Decker BDH2000PL
MAX Lithium Pivot Vacuum, 20-volt.
Vacuum
Weight
(lbs)
Voltage
(V)
Amazon
Rating (1-5)
Tools Battery Filter Bagless
Filtration
Steps
Dirt Devil Gator 2.65 9.6 3.5 1 Ni-Cd Undisclosed Yes 1
Black & Decker
Dustbuster
1 7.2 3.8 0 Ni-Cd Washable Yes 2
Dirt Devil
Scorpion
1.8 6 3 1 Ni-Cd Washable Yes 1
Shark Cordless 3 12 3.7 0 Ni-MH Washable Yes 1
Black & Decker
MAX
4.3 20 4.6 2 Li-ion Washable Yes 3
81

Black & Decker BDH7200CHV 7.2-Volt Cordless Dustbuster
-Features
1. $18.49
2. 7.2 Volt
3. 1 lb
4. 15.5 air watts
5. 24 Hour Charge time
6. Nickle-Cadmium Battery
82

Dirt Devil Scorpion 6.0V Cordless Bagless Handheld Vacuum, BD10050RED
-Features
1. $24.96
2. 6.0 Volt, 6 Amp
3. 1.8 pounds
4. Nickle-Cadmium Battery
5. 1.5 in width nozzle
6. Quick Flip Crevice Tool
6. Retractable Brush Strip
83

Shark 12 Volt Cordless Vacuum (SV66)
-Features
1. $29.99
2. 12 Volt
3. Nickel-Metal Hydroxide Battery
4. 3 Pounds
84

Black & Decker BDH2000PL MAX Lithium Pivot Vacuum, 20-volt
-Features
1. $79.00
2. 20 Volt
3. 35 Air Watt Suction
4. 4.3 pound
5. Lithium-Ion Battery
6. Pivoting Head
7. Brush Feature
8. Battery not replaceable
85

The competitor vacuums are compared in the “Are the customers satisfied now?” part of the QFD
chart.
5. Engineering Specifications
Using the customer requirements, engineering specifications that affect these requirements
were produced. Engineering specifications created needed to be measurable, have a strong
relationship to a customer requirement, and must translate the customer needs into
engineering parameters. Our engineering specifications are:
1. Charge cycles(Number)
2. Charge time(Hours)
3. Run time(Minutes)
4. Suction(Air Watts)
5. Motor Strength(Rotations per minute)
6. Weight(Pounds)
7. Appearance(Percentage who thought above average looking)
8. Price(Dollars)
9. Noise(Decibels)
First specifications are evaluated on their relationship to the customer requirements. This
creates the what vs how chart in the QFD. Each specification was rated either a 9,3,1, or zero in
their relevance to each customer requirement and then compiled in regards to importance for
each customer in the bottom of the QFD.
Next we evaluated specification targets showing each competitor against each other and finding
a target and threshold goal. The target was determined as the most desirable competitor value
86

and the threshold was chosen as the least desirable competitor value. This is seen in the chart
below. If a specification for a model was unknown it was given a value of ‘?’ and should be
found in the future.
Then the specifications were compared against each other to evaluate tradeoffs. This is found on
the top of the QFD chart found below. The biggest tradeoff with most specifications was price,
which is expected because as the quality of parts goes up the price goes up as well.
6. Quality Function Deployment Chart
All of the Data from above was compiled into A QFD chart from Ullman Chapter 6. This data
helps us analyze possible design concepts for our vacuum.
87

7. Possible improvement concepts
Possible improvement concepts were created through the use of brainstorming and searching
the web as outlined in Ullman Chapter 7. All ideas were then processed by the group to
determine if they would address a customer concern and were practical. This refined the ideas
to the list below.
1. Change type of batteries,
2. Put in more energy efficient motor,
3. Place batteries in a place where they can be removed and changed,
4. Use available space to put in more battery cells
5. Dust trap to stop dust from falling out when vacuum is off
6. Add brush attachment for pet hair.
7. Redesign fan for stronger suction
8. Final Three Design Improvements
The goal of our final improvements is to increase the function and performance of our vacuum
while minimizing the price increase so it still appeals to our target consumers.
New Battery Pack
Customer reviews showed our group that the Nickel-Cadmium batteries in our vacuum do not
provide long usage time, have a long charge time, and quickly become weak after a couple of uses.
To address this concern a decision matrix was made comparing possible new batteries.
88

As seen above, Lithium-Phosphate battery cells are the best solution according to our decision
matrix but in reality their high price makes them impossible to use in our vacuum while keeping it in
the price range of our target customers. Therefore we will use the second best option from our
matrix, Nickel-Metal Hydride cells.
The second change we will make will be removing the battery cells from around the motor and
transitioning them to a removable battery pack located in the back of the vacuum.
Changing the battery type from Nickel-Cadmium to Nickel-Metal Hydride and transitioning the
batteries from around the motor to a battery pack in the back section of the vacuum will give us
much more appeal to our target customers by addressing two major customer concerns. First, the
concern that the batteries themselves do not hold a charge for long enough, and that they do not
keep a high charge for enough battery cycles. Better batteries should alleviate both of these
concerns and Nickel-Metal Hydride batteries will be able to do this while not raising the cost outside
of the range of our target customers. All of the customers we earlier identified desire this change as
many of the reviews of the vacuum exemplify. Second, having a removable battery pack in the back
will allow customers to replace the batteries if they lose their charge, as well as give customers the
ability to have a battery pack charging while another battery pack is in use in the vacuum. This
specification will appeal to car detailers in particular as they use the vacuums more time each day
than one battery can provide power for.
89

Attachable Brush
Adding a brush would be an inexpensive way to make our vacuum more attractive to those who
own pets and car detailers, as it makes cleaning hair off of furniture and other fabrics way easier. A
brush could be easily attached to the nozzle extension by adding clips to the nozzle and clips on the
brush. The clips will lock into place when put together and are separated by applying pressure to the
top and bottom of the brush. The brush will be slightly wider than the tube extension. This will
slightly lower the suction but increase the area the brush effects. This is a good tradeoff as the
materials a brush is commonly used to help collect, such as pet hair, are usually very light so strong
suction is less necessary. Adding an attachable brush is inexpensive to do and will make the vacuum
considerably more appealing to customers.
Dust Trap
Adding a dust trap to the vacuum would stop dirt and other debris from falling out of the vacuum
when it is off. The trap works by placing a small door on the back of the nozzle, which will open
when the vacuum in on, due to the air pressure dropping inside the vacuum, and will close from a
small spring with a very small spring constant pushing the door back into place when the vacuum is
turned off. This improvement costs extremely little, just the cost of a plastic door and spring, and
will differentiate the Gator from many competitors in the same price range, as reviews have shown
debris falling out while the vacuum is off as a common problem among multiple models.
90

91

Contents:
Quotes 92
Contract 93
Meeting Minutes 94-97
Health Assessments 98-104
Final thoughts 105
Quotes:
Troy: “We all worked together without many issues, but we did not collaborate with each other as much
as we could have.”
Justin: “I was happy that all team members got along and we avoided the doom Bob warned us of for
having a 3 and 1 group.”
Sten: “Pretty good performance, given that we are getting the project done 24 hours early and we are
proud of it.”
Jace: “The team was pretty good about doing what they needed to do, but we all preferred to do our
parts on our own.”
92

1. Get all assignments done by deadlines in Gantt charts.
2. Have all members participate equally.
3. Collaborate on all major decisions.
4. Meet all criteria for A quality projects.
5. Have all Creo models accurate and consistent for needed purpose.
6. Be able to reassemble vacuum cleaner.
1. JW
2. SL
3. JH
4. JW
5. TJ
6. JH
1. Have everyone produce A-quality work by introducing "wow" factors.
2. Have everyone understand each product's full operation.
3. Have everyone able to use Creo at an advanced level.
4. All team members meet deadlines for projects list in Gantt charts.
5. Be open to other's ideas by listening to ideas before decisions.
6. Have at least 1 team meeting a week with full attendance.
JW
JH
TJ
SL
1. Bi-weekly meetings for clarity and team performance assessment.
2. Discuss all major decisions to hear all views and build consensus. (Tie-breaker by team coordinator)
3. Discuss issues that come up, and do not hold in any unresolved issues.
4. Use independent moderator (Bob) for unresolved issues.
5. If all else fails, bare knuckle boxing...
35 1/24/2015
Justin Weinmeister
Justin Weinmeister Coordinator, organizational reports JW 970-631-7348 jrwein@rams.colostate.edu
Troy Johnson Creo coordinator, assembler TJ 970-218-0464 johnsontd12@gmail.com
Jace Horak Creo worker, hardware JH 970-218-1338 jhor24@gmail.com
Sten Larson Innovator, editor SL 303-910-3567 sten.larson@comcast.net
7. Add wow factors to work when it is appropriate. 7. SL
7. All members actively check their "buddy's" work weekly.
93

Team Meeting Minutes: Group 35 Date: 1/24/2015
Attendance:
Justin Weinmeister
Jace Horak
Troy Johnson
Sten Larson
Agenda:
1. Finish individual assignments for assignment 2
2. Collaborate on Russian Moon Team Health Assessment
3. Develop team contract
4. Assign project leader
Discussions:
Meeting lasted 1.5 hours and discussed project as well as personal backgrounds. Personal
backgrounds were discussed to break the ice, find strengths of team members, and familiarize ourselves
for a healthy team relationship. A contract was developed that covered major responsibilities, duties of
individual members, and conflict resolution strategies. It was determined everyone believed the PTC
Creo files would be most time consuming for the project.
Decisions:
1. Agreed to contract rules on conflict resolution
2. Assigned Justin Weinmeister as project leader
Actions Required: Resource Deadline
Buy Vacuum JH 1/28/2015
Pre‐disassembly Research SL, JW 1/29/2015
Next meeting:
1/29/2015

94

Attendance:
Justin Weinmeister
Jace Horak
Troy Johnson
Sten Larson
Agenda:
1. Test vacuum performance versus upright
2. Disassemble vacuum
3. Create bill of materials
4. Assign final project tasks
5. Distribute vacuum parts
Discussions:
Meeting lasted 2 hours. Testing revealed the vacuum was more powerful than thought. More
team conversation familiarized ourselves and helped to develop a better working relationship. It was
decided most parts could be completed separately until the final week.
Decisions:
1. Troy would model exterior parts and Jace interior parts
2. Sten would work on project improvement, focusing on battery
3. Justin would create product decomposition
Model parts in Creo JH, TJ 2/17/2015
Improvement SL 2/24/2015
Product Decomposition JW 2/14/2015
Next meeting:
2/3/2015

95

Attendance:
Justin Weinmeister
Jace Horak
Troy Johnson
Sten Larson
Bob Thilmont
Agenda:
1. Discuss team contract
2. Discuss project plan
3. Receive advice on best practices for team health
Discussions:
Meeting lasted 0.5 hours. It was determined that our team contract was well developed and
required no further action. It was mentioned that a team structure of three familiar people with one
unfamiliar is most troublesome combination in class. It was also discussed that this member, Sten
Larson, was also assigned the most points of any individual on the team. The assignments were justified
based on strengths and hour distribution, and would not be likely changed; however, it was noted that
total hours worked must be carefully monitored. This duty was given to the project leader.
Decisions:
1. Agreed to carefully watch hours assigned across team members
Watch team hours JW 3/4/2015
Next meeting:
3/2/2015

96

Attendance:
Justin Weinmeister
Jace Horak
Troy Johnson
Sten Larson
Agenda:
1. Discuss progress on all parts and identify areas still needing work
2. Finish any work and edit
3. Edit all work
4. Final Team Health Assessments
5. Assemble Project
Discussions:
Meeting lasted 4 hours. Most all parts had been finished with minor detailing needed for PTC
Creo files, project pages i. e. table of contents, and some more work on the recommended
improvement. After this work we used the buddy system to double check parts and found some errors.
Out final team health assessments went quickly as the team works well together and the assembly
finished out first project.
Decisions:
1. Agreed that this project was hard and we need to follow improvements we recommended
to ourselves for project 2.
Relax JW, JH, SL, TJ Forever
Next meeting:
N/A

97

Team Health Assessment
Your assessment team members:
SA= Strongly Agree
A = Agree
N = Neutral
D = Disagree
SD = Strongly Disagree
NA = Not applicable
Measure SA A N D SD NA
1
4
5
7
8
✔
9
10 The team took time to develop consensus by discussing
the concerns of all members to arrive at an acceptable
solution.
11
12
16
18
19
20
Remedies for improving the Neutral (N), Disagree (D) and Strongly Disagree (SD) responses:
Based on page 77 of The Mechanical Design Process (4
th
edition)
By Professor David G. Ullman
© 2008, McGraw-Hill
Justin Weinmeister
Troy Johnson
Jace Horak
Sten Larson
Date of assessment:
1/29/2015
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
Our team has yet to do much of any work and so some facets can't be judged. At this
point we all seem to agree on common practices for our assignment and the future
looks good for an A. This first health assessment was done with the entire team.
Troy Johnson, Sten Larson, Jace Horak, Justin Weinmeister
98

SA= Strongly Agree
A = Agree
N = Neutral
D = Disagree
NA = Not applicable
1
4
5
7
8
✔
9
solution.
11
12
16
18
19
20
th
edition)
Justin Weinmeister
Troy Johnson
Jace Horak
Sten Larson
Date of assessment:
2/12/15
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
9. Some conflicts have not been aired and people tried to work through them, this holds
back efficiency of the group.
16. The team is behind schedule.
18. Some group members are behind schedule and so their word is not full proof right
now.
19. No team members have helped those behind right now as we do not want to
contribute more work than others.
Jace Horak, Justin Weinmeister, Sten Larson, Troy Johnson
99

SA= Strongly Agree
A = Agree
N = Neutral
D = Disagree
NA = Not applicable
1
4
5
7
8
✔
9
solution.
11
12
16
18
19
20
th
edition)
Justin Weinmeister
Troy Johnson
Jace Horak
Sten Larson
Date of assessment:
3/2/2015
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
10. time was an issue for mostly everyone. with the different schedules it was hard to
communicate effectively. a better communication system would have helped
Jace Horak
100

SA= Strongly Agree
A = Agree
N = Neutral
D = Disagree
NA = Not applicable
1
4
5
7
8
✔
9
solution.
11
12
16
18
19
20
th
edition)
Justin Weinmeister
Troy Johnson
Jace Horak
Sten Larson
Date of assessment:
3/2/15
✔
✔
✔
✔
✔
✔
✔
✔
✔ ✔
✔
✔
✔
✔
9. Each member should voice any problems that they are having so other members
have the chance to offer assistance.
16. Start tasks on the date shown in the Gantt chart and no later.
Troy Johnson
101

SA= Strongly Agree
A = Agree
N = Neutral
D = Disagree
NA = Not applicable
1
4
5
7
8
✔
9
solution.
11
12
16
18
19
20
th
edition)
Justin Weinmeister
Troy Johnson
Jace Horak
Sten Larson
Date of assessment:
3/2/2015
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
12. Coming in not knowing everyone, i don't really know everyones strengths and
weaknesses and seeing everyone more will help me feel more comfortable.
16. I feel like everyones personal parts are done except i still need to finish up my
work, as well as the style we want to put everything together in should have been
talked about from the start, and talking about that at our next meeting should help.
Sten Larson
102

SA= Strongly Agree
A = Agree
N = Neutral
D = Disagree
NA = Not applicable
1
4
5
7
8
✔
9
solution.
11
12
16
18
19
20
th
edition)
Justin Weinmeister
Troy Johnson
Jace Horak
Sten Larson
Date of assessment:
3/2/2015
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
9. Some conflicts have been avoided rather than confronted.
16. The team ended up far behind schedule, most likely my fault.
18. People will get their work done, but the work may be rushed at the last minute.
Additionally, some of the work has not lived up to the A standard in the contract.
19. No team members have been especially vocal about helping others, though we do
try when possible.
20. Everyone works hard, but they may not be putting enough care into the work.
Justin Weinmeister
103

SA= Strongly Agree
A = Agree
N = Neutral
D = Disagree
NA = Not applicable
1
4
5
7
8
✔
9
solution.
11
12
16
18
19
20
th
edition)
Justin Weinmeister
Troy Johnson
Jace Horak
Sten Larson
Date of assessment:
3/2/2015
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
✔
9. Conflicts need to be aired faster.
11. Ask for others opinions before making important decisions.
Justin Weinmeister, Sten Larson, Jace Horak, Troy Johnson
104

Health Assessment Overview:
As can be seen our initial two health assessments were very positive. At the end of the project,
most everyone agreed that we had had a few errors when it came to communication and getting work
done. The team consensus, though, is that these errors were minor and pose no serious challenge for
the upcoming project 2. We look forward to winning.
Final thoughts:
This project tested our group’s planning skills and helped us develop new ones along with
teamwork skills. The only issues to come out of the project revolved around the group’s independence
and full trust in one another. These issues were minor and easily rectified. As such, no major issues ever
developed that threatened our ability to finish the project at the quality level we desired. Our group
believes the greatest teamwork skills we developed revolved around communicating with individuals.
We learned to communicate faster when problems developed in our work, as our teammates may be
able to finish the task faster.
Finally, we learned much more about hand-held cordless vacuums than any sane person would
ever want to know, but we confidently believe that Dirt Devil (or whichever one of the many parent
companies does the actual design) had an effective team working behind the Gator 9.6V, as it is a well-
designed product.
Jace Horak
Troy Johnson
Sten Larson
Justin Weinmeister
105

FRANÇAIS
CET ASPIRATEUR A ÉTÉ CONÇU POUR USAGE DOMESTIQUE SEULEMENT.
CONSIGNES DE SÉCURITÉ IMPORTANTES
Lorsque vous utilisez un appareil électrique, vous devez toujours respecter certaines
consignes de sécurité, dont les suivantes :
LE METTRE EN MARCHE.
DES MALFORMATIONS CONGÉNITALES ET ENDOMMAGER LES ORGANES
MANUAL DE INSTRUCCIONES
®
INSTRUCTION MANUAL
®
®
prepaid
®
®
®
1-113927-000 R1
1-113927-000 R1
1-113927-000 R1
MC
CHARGING
CHARGEMENT
1.
1.
1.
1.
CLEANER DESCRIPTION
1.
3.
1.
1
1
7
7
6
6
9
9
9
9
11
11
4.
GENUINE
GENUINE
GENUINE
2.
1.
Appendix AProject 1 Mech 202 Group 35
106

ESTA ASPIRADORA ESTÁ DISE—ADA PARA USO DOMÉSTICO SOLAMENTE.
INSTRUCCIONES DE SEGURIDAD IMPORTANTES
GUARDE ESTAS INSTRUCCIONES
USARLA.
PLOMO O COMPUESTOS DE PLOMO ACERCA DE LOS CUALES SE HA
DESPUÉS DE SU USO.
GUARDE ESTAS INSTRUCCIONES
ESPA—OL
GARANTÍA LIMITADA
®
®
®
®
o en otrasau
GARANTIE LIMITÉE
®
®
GUIDE DE DÉPANNAGE
UTILISER UN FILTRE DE
1.
surplus de saleté et de
et la saleté, ou secouer le
3. 4.
RETRAIT ET REMPLACEMENT DU FILTRE
2.
para polvo para poder
USO
CARGA
1.
1.
DESCRIPCIÓN DE LA ASPIRADORA
1.
residuos del contenedor
3.
1.
1
7
6
9
9
11
4.
2.
se encuentran en el reverso
TOUT AUTRE ENTRETIEN DOIT ÊTRE EFFECTUÉ PAR UN REPRÉSENTANT AUTORISÉ
®
®
107

Design Structure
Matrix
A B C D E F G H I J K L M N O P Q
Purchase
Vacuum
A A
Research B X B
Disassemble C X X C
Bill Of
Materials
D X X D
Creo Model E X E X
Creo
Drawings
F X X F
Part
Description
G X X X X G
Exploded
View
H X H
Reassemble I X X I
Cover page J J
Cover Photo K X X K
Operation
Description
L X X X L
Improvement M X X X M
Teamwork
Review
N N X
Review Parts O O
Gantt Chart P P
Assemble
Report
Q X X X X X X X X X X X X Q
This design structure matrix was used to help identify the order of tasks for our project, specifically,
designing Gantt chart. The task list was created from the initial Gantt chart construction, and it was
evaluated. It was determined that most tasks could be done in the order listed, additionally; some tasks
had few dependencies and could be created quickly. Dependencies listed as red were not known at the
creation of the design structure matrix. These could have caused serious issues, but they were not
factors as the tasks were already in the correct order. Only two tasks were not fully in the correct order.
These were the Creo model and the teamwork review. The Creo model required the improvement, but
only in its last stages, so most of the model was created before going back and adding the final features
later. The teamwork review and report assembly were mutually dependent, and had to be done at the
same time.
Appendix B
108

Website List
http://www.amazon.com/Black-Decker-BDH7200CHV-7-2-Volt-
Dustbuster/dp/B00B8I23XA/ref=sr_1_7?s=vacuums&ie=UTF8&qid=1424327557&sr=1-
7&keywords=handheld+vacuum
http://www.blackanddecker.com/power-tools/BDH7200CHV.aspx
http://www.amazon.com/Dirt-Devil-Scorpion-Cordless-
BD10050RED/dp/B002D47XOC/ref=sr_1_24?s=vacuums&ie=UTF8&qid=1424541289&sr=1-
http://www.amazon.com/Shark-Volt-Cordless-Vacuum-SV66/dp/B00IJLIZNQ/ref=sr_1_22?s=home-
garden&ie=UTF8&qid=1424540852&sr=1-22&keywords=handheld+vacuum
http://www.amazon.com/Black-Decker-BDH2000PL-Lithium-20-
volt/dp/B00IOEFBKS/ref=sr_1_5?s=vacuums&ie=UTF8&qid=1424327557&sr=1-
http://blackanddecker.com/power-tools/bdh2000pl.aspx
Appendix C
109

Mech 202 Project 1 Report

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