EMAE 260 Midterm Review
Dissatisfaction (Storming)
- Now the challenges of forming a cohesive team become real - differences in personalities, working and learning styles, cultural backgrounds, and available resources begin to emerge
TRIZ - basic principles
- Somebody, sometime, somewhere has already solved your problem or one similar to it. Creativity means finding that solution and adapting it to the current problem. - Don't accept contradictions. Resolve them. Use the Defect as a Resource to Solve the Problem
Planning and Scheduling
- consists of identifying key activities in project and order them in sequence they need to be performed - this order is then input into a calendar
Metrics for Successful Project
- customer requirements satisfied/exceeded - completed within allocated time frame - completed within allocated budget - acceptance by the customer
Orientation (forming)
- new team - anxious and excited, unclear expectations
Why projects fail
- scope creep - poor requirements gathering - no functional input in planning - lack of sponsorship - unrealistic planning & scheduling (impossible schedule commitments) - lack of resources
Seven Phases of Design
1. Conceptual design 2. Embodiment design 3. Detail design 4. Planning for manufacture 5. Product Distribution 6. Product use 7. Product retirement or decommissioning
Nine Steps to Project Management
1. Define the project 2. Generate tasks 3. Determine roles and responsibilities 4. Define task interdependencies and analyze critical path 5. Develop schedule 6. Perform resource loading and leveling 7. Generate project budget 8. Develop risk management plan 9. Track and manage project 10. Perform post-project review
Design Process Model
1. Recognizing need 2. Problem definition 3. Project planning 4. Gathering information 5. Conceptualizing alternatives 6. Evaluating alternatives 7. Selecting preferred alternative 8. Communicating the design 9. Implanting the preferred design
Major Planning tools order of creation
1. WBS 2. Task List 3. Gantt Chart 4. Resp. Matrix
7 principles of universal design
1. equitable use 2. flexibility in use 3. simple and intuitive use 4. perceptible information 5. tolerance for error 6. low physical effort 7. size and space for approach and use
How many Principles and Features does TRIZ have
40 principles and 39 Features
Adaptive decisions
A combination of moderately unusual and only partially-known problems and alternatives. Incremental changes or modifications of past decisions and practices. Selecting from a set of known alternatives, but unsure of the outcomes
Routine/Programmed Decisions
A decision that is repetitive and routine and can be made by using a definite, systematic procedure. Common problems with well-defined solutions. Rules, procedures, computer software packages. There is an obvious "best" solution or alternative.
Innovative (non-programmed) decision
A decision that is unique and novel. Unusual or ambiguous problems which require unique or creative alternative solutions. Emphasizes radical change, innovation, brainstorming. Not sure what the alternatives are, not sure whether any will wor
Flow Chart
A graphical representation of the steps of assembly in order before a product is shipped. Steps include inspections parts must pass as well as double checks on the placing of components
Difference between patent and trademarks
A patent prevents others from selling or making your invention. A trademark prevents others from using your brand (or something similar in look) but does not prevent the making or selling of any products
Difference between a patent and copyright
A patent prevents others from selling or making your product. A copyright protects the form of expression rather than the subject matter of the writing
Design Process
A systematic problem-solving strategy, with criteria and constraints, used to develop many possible solutions to solve a problem or satisfy human needs and wants and to winnow (narrow) down the possible solutions to one final choice.
Definition of a project
A temporary endeavor undertaken to create a unique product, service, or result. ^this is the PMBOK definition
Gantt Chart
A time and activity bar chart that is used for planning, managing, and controlling major programs that have a distinct beginning and end.
Work Breakdown Structure (WBS)
A tool used to divide a project into manageable segments to ensure complete scope of work is understood - includes tasks that need to be done - these tasks are called "outcomes" or "deliverables" - outcomes are used instead of actions because they're easier to predict accurately
What is the project triangle?
A visualization of the relationship between time, cost, and scope of a project
Stakeholders
All people, organizations, and institutions, that are a part of the system environment because the system provides some benefit to them and they have an idea interest in the system. Or anyone or organization that has something to lose if something goes wrong
Engineering requirement
Also called a derived or technical requirement. These are requirements derived from what the customer wants. Ex: a customer wants the product to be lite, so we derive it should be less than 2.5 lbs
How are stakeholders identified?
Anyone who will lose money if something goes wrong. This includes users to the engineers to the stock holders of the company
Size and Space for Approach and Use
Appropriate size and space is provided for approach, reach, manipulation, and use regardless of user's body size, posture, or mobility. 7a. Provide a clear line of sight to important elements for any seated or standing user. 7b. Make reach to all components comfortable for any seated or standing user. 7c. Accommodate variations in hand and grip size. 7d. Provide adequate space for the use of assistive devices or personal assistance.
Team leader
Chairs the team meetings using effective meeting management practices - tracks teams accomplishments towards goals - helps team members develop their skills - communicates with sponsor about progress - trying to remove barriers toward progress - helps to resolve conflict within the team
Economic Equivalence
Combination of interest rate (rate of return) and time value of money to determine different amounts of money at different points in time that are economically equivalent • How it works: Use rate i and time t in upcoming relations to move money (values of P, F and A) between time points t = 0, 1, ..., n to make them equivalent (not equal) at the rate i
Detail Design
Complete Engineering description of a tested and producible product
Customer vs derived requirements
Customer requirements are non technical and use the customer's vocabulary. Derived requirements are the expression of these requirements in technical terms that are used for design decisions
Dynamic Product
Customers are willing to, and may even demand, change.
Planning for Manufacture
Detailed plans for manufacture, tools, fixtures, work schedules, inventory controls, quality assurance, labor costs...
6 Thinking Hats
Everyone evaluates from all points of view. • White - Information- What do we need to know? • Red - Feelings- How does this make us feel? • Black - Caution- What is wrong with this idea? • Yellow - Optimism- What is good about this idea? • Green - Creativity- How can we adapt this to make it work? • Blue - Control (Facilitator's role)- Is the process working? Summery • Simple • Effective • Quickly and Productively Analyzes Proposals
Team sponsor
External to team Manager who has need for the output of the team (Yuan and Jules for example) Provides special resources that may be needed by the team
What does a patent do?
Gives you the right to prevent other people from making or selling your invention
6 Serving men
I keep six honest serving men. They taught me all I knew. Their names are What and Why and When and How and Where and Who Summery • Repeated approaches of good and bad • Forces new answers and inputs • Paints a broad picture of the issue and the underlying factors • Next steps...analyze and address issue with proposals
Industrial design
Improving appeal of a product, May be more artistic than engineering, human machine interfaces
Redesign
Improving, redesign failing component, reduce manufacturing cost
Rate of Return
Interest earned over a period of time is expressed as a percentage of the original amount (principal) - Borrower's perspective: interest rate paid - Lender's or investor's perspective: rate of return earned
Trade off vs mandatory requirements
Mandatory is required so that the product does not violate any federal, state, or local laws. Trade off requirements are what a product should have along with what would be nice to have in a product
Selection design
Most designs use standard components, components selected on performance, quality, and cost.
Conceptual Design
Narrow down to a best concept from several candidates
Project Organization
Organizes people in a project based on field
Five Stages of Team Development
Orientation (Forming) Dissatisfaction (Storming) Resolution (Norming) Production (Performing) Termination (Adjourning)
Types of design
Original/innovative, adaptive, redesign, selection, industrial
Plant Patent
Protects distinct and new varieties of asexual propagated plants (reproduced without seeds)
Design Patent
Protects new and original ornamental designs for articles of manufacture
Utility Patent
Protects new and useful products (tools, shoe, etc), compositions (alloy, etc), machines, and processes
Types of decisions
Routine (programmed), Adaptive, Innovative (non-programmed)
Important Team Challenges
Safety, inclusion, appropriate level of interdependence, cohesiveness, trust, conflict resolution, influence, accomplishment
Embodiment Design
Strength, materials selection, size, shape, etc.
Characteristics of good team members
Take responsibility, deliver, be a contributor, give your full attention, develop techniques for getting message across, learn to give and receive feedback
The Worst Solution
Take the challenge and reverse it. Instead of finding the best idea or best solution, find the worst. Then analyze the list of bad ideas and then reverse them. They will generate good ideas. Summery • Humorous energy • Reverse to generate good ideas • Novel solutions
Termination (adjourning)
Team prepares to disband Task completed
Team leadership roles
Team sponsor, team leader, team facilitator
Who issues patents in the US?
The United States Patent and Trademark Office (USPTO)
Static Product
The changes in their design take place over long time periods through incremental changes occurring at the subsystem and component levels.
Flexibility in Use
The design accommodates a wide range of individual preferences and abilities. 2a. Provide choice in methods of use. 2b. Accommodate right- or left-handed access and use. 2c. Facilitate the user's accuracy and precision. 2d. Provide adaptability to the user's pace.
Low Physical Effort
The design can be used efficiently and comfortably and with a minimum of fatigue. 6a. Allow user to maintain a neutral body position. 6b. Use reasonable operating forces. 6c. Minimize repetitive actions. 6d. Minimize sustained physical effort.
Perceptible Information
The design communicates necessary information effectively to the user, regardless of ambient conditions or the user's sensory abilities. 4a. Use different modes (pictorial, verbal, tactile) for redundant presentation of essential information. 4b. Provide adequate contrast between essential information and its surroundings. 4c. Maximize "legibility" of essential information. 4d. Differentiate elements in ways that can be described (i.e., make it easy to give instructions or directions). 4e. Provide compatibility with a variety of techniques or devices used by people with sensory limitations.
Equitable Use
The design is useful and marketable to people with diverse abilities. 1a. Provide the same means of use for all users: identical whenever possible; equivalent when not. 1b. Avoid segregating or stigmatizing any users. 1c. Provisions for privacy, security, and safety should be equally available to all users. 1d. Make the design appealing to all users
Tolerance for Error
The design minimizes hazards and the adverse consequences of accidental or unintended actions. 5a. Arrange elements to minimize hazards and errors: most used elements, most accessible; hazardous elements eliminated, isolated, or shielded. 5b. Provide warnings of hazards and errors. 5c. Provide fail safe features. 5d. Discourage unconscious action in tasks that require vigilance.
Resolution (Norming)
The dissatisfaction abates when team members establish group norms, either spoken or unspoken, to guide the process, resolve conflicts, and focus on common goals.
Organizational Chart
The visual representation of an organization's structure
Production (performing)
This is the stage of team development 260 works for
Leadership types
Traditional Leader, Passive Leader, and Facilitative Leader
team facilitator
Trained in group dynamics and assists team leader to reach objectives by - coaching them in team skills - providing problem solving tools - and assisting in data-collection activities Is mostly a team member but must remain neutral in team discussions Key role is to keep group focused on their task
Simple and Intuitive Use
Use of the design is easy to understand, regardless of the user's experience, knowledge, language skills, or current concentration level. 3a. Eliminate unnecessary complexity. 3b. Be consistent with user expectations and intuition. 3c. Accommodate a wide range of literacy and language skills. 3d. Arrange information consistent with its importance. 3e. Provide effective prompting and feedback during and after task completion.
Project Triangle
Views projects in terms of TIME, COST, & SCOPE - ie there is a time constraint, budget, and requires some amount of work to complete (aka defined scope) - be aware of how cutting cost affects time and scope
How/when should the project triangle be used?
When you run into a change in constraints (less time, less money, someone leaves etc) use the project triangle to adjust any of the three constraints to contend with this change
Pareto Chart
a bar graph whose bars are drawn in decreasing order of frequency or relative frequency. Y-axis is frequency of occurance X-axis is the different parts specifically Used to show which parts fail more often than others
Stage Gate Process
a disciplined approach that defines specific criteria for each project stage that must be completed before proceeding to the next stage
time value of money
explains the change in the amount of money over time for funds owed by or owned by a corporation (or individual) - Corporate investments are expected to earn a return - Investment involves money - Money has a 'time value' "A dollar today is worth more than a dollar tomorrow"
Critical Path Method (CPM)
graphical network diagram that focuses on identifying the potential bottlenecks in a project - activity shown on arrow diagram by line segments with arrowhead pointing in direction of progress - event is the end of one activity and beginning of another. Event is the point of accomplishment
Task List
has tasks needed to complete project and resulting deliverables
Original or Innovative Design
invention, disruptive, top of design hierarchy
Adaptive Design
known solutions to meet different needs, synthesis at the core, very common
Responsibility Matrix
made last so that workload is balanced among all team members for duration of project and (ideally) no one is overburdened with numerous tasks at the same time
Four Major Decisions
performance, time, cost, risk
Critical path
the sequence of activities that determine the earliest date by which the project can be completed - focuses on efficiency and quality
The three types of patents
utility, design, plant
Delphi Technique
• Can probe the views of industry experts• Materials sent to participants for reactions • Options are individually written and sent back • Summaries are sent out for further comment • Role of the in-house coordinator is crucial • The "group" never meets together • No final decisions are "made" by this group • This is a "virtual group" which can be internet connected • Process gathers the best thinking and judgment of experts • Successive feedback redefines and focuses ideas • Final decisions are made by company officials, not the group
Pass the Parcel
• Choose a problem or challenge. • Think of an absurd, bizarre, illegal, immoral, or crazy idea to meet the challenge. • Pass it. • Make it somewhat realistic. (If it's not a wild idea—give it back.) • Pass it. • Develop workable solution. Summery • Good Fun • Generates imaginative ideas • Silent individual action • Group hilarity and discussion
Nominal Group Technique (NGT)
• Each participant contributes individual ideas • Ideas are then ranked individually • Totals are summed for final rank
Random Word
• Find a noun at random in the dictionary • List 4 attributes, associations of that word • Force connections between the word and the objective (challenge) • From these connections, generate new ideas Summery • It forces the brain to start from a new departure point, to come at the problem from an entirely new direction.
Break the Rules
• List all the basic rules that apply to the situation. • List both written and unwritten rules (the way we do things around here). • Go for quantity. • Go through each rule and ask the question:- Can we break this rule for the benefit of the situation? • How can these ideas lead to other ideas and improvements? Summery • Broken rules are springboards for new ideas • By questioning WHY we do what we do, we can be sure we are doing the right things
Brainstorming Rules
• No evaluation--positive, negative - or non-verbal • Okay to clarify, but don't discuss ideas while brainstorming • Go for quantity - as many ideas as possible as quickly as possible • Build off other's ideas (piggy-back)
Trade off requirements
• State capabilities that would make the stakeholders happier • Use the words shall or perhaps should • Use scoring functions or measures of effectiveness • Are evaluated with multi-criterion decision techniques • There will be tradeoffs among these requirements
Characteristics of an effective team
• Team goals are as important as individual goals • Team understands the goals and is committed to achieving them • Trust replaces fear, and people feel comfortable taking risks • Respect, collaboration, and open-mindedness are prevalent • Team members communicate readily; diversity of opinions is encouraged • Decisions are made by consensus and have the acceptance and support of members of the team
TRIZ
• Teoriya Resheniya Izobreatatelskikh Zadatch • AKA: Theory of inventive problem solving. TRIZ is an evolving, open-ended system for enhancing human inventiveness through - Systematic identification of problems and ideal solutions - Overcoming various blocks through heuristics and approaches that have worked in other disciplines
Lateral Thinking Techniques
• The Worst Solution • 6 Thinking Hats • Pass the Parcel • Random Word • Similes • Break the Rules • 6 Serving Men • TRIZ
Why prepare function decomposition diagrams?
• To breakdown big functions into smaller basic subfunctions to improve our ability to "match" existing concepts to basic functions • Fully understand customer requirements (use and retire) • Disconnect function from form • Identify system boundaries • Increase the potential for new combinations
Similes
• To start this exercise, write down this sentence and complete it: Our challenge (problem) is like... • The likeness does not have to be accurate or exact, they can be more feelings rather than exact analogies. Summery • It draws on different personal experiences, which is a reservoir for ideas. • It can clarify a situation by comparing it to another recognizable situation
Brainstorming Pitfalls
• Working on the wrong problem • Judging ideas too quickly • Stopping with the first good idea • Obeying rules that don't exist • Failure to build coalitions: get the "bandit" on the train before leaving the station!
Pareto Chart
•Categories on the x-axis •Left y-axis shows data frequency for each category (bar graph) •Right y-axis shows cumulative percentage of all observations at each category (line graph) •Categories must be sorted in descending order of frequency from left to right •"80% of all defects come from 20% of all causes"
Ishikawa Diagrams
•Manufacturing characteristics contributing to product defects at the end of each "rib" •Manufacturing process variables within each category listed along corresponding rib •How to read: characteristics and process variables "flow" downstream and create defect
