ME 362

MECHANICAL
ENGINEERING DESIGN
Part 2.1

Muhammad Ilyas
COURSE PROJECT
Assignment No.1 (submission: 20.01.17, 2000hrs)
Differentiate between

Functional organization
Project organization
Matrix organization
Draw a block diagram for each type of
organization
Describe Advantages and Disadvantages of each
type of organization
Submit to your respective TA/GA

Section A : jalal@giki.edu.pk
Section B : gme1624@giki.edu.pk
Late submissions = No Marks!
COURSE PROJECT
Objectives:
To enable you to understand the various steps of the
design process
To apply these steps in the design process of a project
What is desired from you?
Not a hi-fi design project (design of space shuttle etc.)
Any reasonable project apply all the stages of the
design process
COURSE PROJECT

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 GUIDELINES
Examples
Design of a test rig for tension and compression testing of
automobile connecting rod
Design of a solar motorcycle
Design of a robotic tea / coffee trolley for FME
Design of a manipulator for handling waste drums at GIKI
Design and manufacturing of a water / crash proof case for a
laptop / camera / cell phone
Design and manufacturing of a solar charger for cell phones
Design of an automated Dak system within FME and
administration block of GIKI
Design and manufacturing of a prototype impact testing machine
Design of a snow blower machine for Murree Municipal
Corporation
Design of an orange crate filling process for an orange farm
Design and manufacturing of a lead shielding for a camera to be
installed in X-Ray room
GUIDELINES
Typical Steps
Need Identification and Problem Definition
Gather Information
Concept Generation and Evaluation
Embodiment Design
Modeling and Simulation
Materials Selection and Materials in Design
Materials Processing and Design
Risk, Reliability and Safety
Cost Evaluation
Detail Design
Communicating the Design
 GUIDELINES
ExampleDesign of solar motorcycle
Need Identification and Problem Definition
Objectives, need analysis, problem statement
Gather Information
Preliminaries of solar panel, how much current /
voltage? How it stores? Company / vendor specifications
Concept Generation and Evaluation
Preliminary sketch, Size, availability, Where the panel
should be located? How to charge in the evening?
Embodiment Design
Product architecture, placement of links, manufacturing
possibilities, assembly etc.
Modeling and Simulation
modeling of parts, thermal loading, output requirement
Materials Selection and Materials in Design
GUIDELINES

Chapter 1 to 6 are related to general steps involved in

design process planning
Chapter 7 to 14 are related to the application of
knowledge already gained above
Chapter 16 is concerned with filling in the details to
ensure that a proven and tested design can be
manufactured
Chapter 17 is related to design communication
PREVIOUS TOPICS

Design definition
Design and society
Product growth
Design science or art?
Good design practices analysis and synthesis
Design process
Importance of design process
Cost, quality, product cycle time
Static product vs dynamic product
Types of design
Original, adaptive, redesign, selective, industrial
PREVIOUS TOPICS
Product cost commitment during phases of design process
manufacturing
70~80% = for Design commitment decisions are
25% = for manufacture responsible for about
~ 25% cost of the
product

~ 95% of cost incurred

Design decisions are
responsible for about
~ 70% cost of the
product
5% = for design
95% = for material,
manufacture, labor,
capital
~ 5% of cost incurred
IMPACT OF DESIGN PRODUCT QUALITY
The conventional concept of product quality was that it can
be achieved by inspecting the product as it came off the
production line
However, today quality of the product means that quality
should be built into the design
One cannot compensate for the defects introduced in
the design phase in the manufacturing of the product
To incorporate quality within the product the
performance and features that are truly desired by the
customer who purchases the product are to be
incorporated in the product
IMPACT OF DESIGN PRODUCT CYCLE TIME
Cycle time refers to the development time required to bring
a new product to market
The use of new organizational methods, the widespread use
of computer-aided engineering, and rapid prototyping
methods are contributing to reducing product cycle time
The reduced cycle time not only increases the
marketability of a product, but it also reduces the cost of
product development
The design process should be conducted so as to develop
quality, cost-competitive products in the shortest time
possible
PREVIOUS TOPICS
Problem solving methodology in design process
Problem Definition
Gathering Information
Generation of Alternative Solution
Evaluation of Alternatives
Communication of Results
Description of Design Process
1. Conceptual design
2. Embodiment design
3. Detail design
4. Planning for manufacture
5. Planning for distribution
6. Planning for use
7. Planning for retirement of product
PREVIOUS TOPICS
Organization for design
Function organization
Project organization
Matrix organization
Concurrent engineering

Elements of concurrent engineering

 FUNCTIONAL ORGANIZATION
One boss for each
All reports to their VP

common professional
Interactions background
Organizational links
between people of
similar functions
Functional links

Interactions at level of
unit manager
for a business with a
narrow and slowly
changing set of product
line
Can be a problem for a
dynamic product
situation
 FUNCTIONAL ORGANIZATION
All decisions/ budgets,
personnel evaluation
with the functional
Interactions
manager
Usually the position of
the project manager
does not exist in this
type of organization
Functional links

structure
FUNCTIONAL ORGANIZATION
Advantages
Employees similar background/ work getting skills/
expertise, good performance
responsibilities fixed easy accountability of work
Clear hierarchy employees dont have to report to multiple
bosses
no duplication of work
Disadvantages
monotonous, repeated type of work employees may become
bore/ lazy
The departments have a self-centered mentality functional
manager pays more attention to only his department
not good among the department decreases flexibility and
innovation, lack of team work
functional structure is rigid, and therefore is slow to adapt to
changes
 PROJECT ORGANIZATION
People with different
functional expertise
grouped together for
product development
Interactions Each development group
reports to a project
manager (Overall
responsible)
Often project
organization is time
limited
People are reassigned

Interactions
back to the functional
units after the goal is
Example: GIKI faculties, each Dean may take achieved
some specialists for the development / R&D
work e.g a collaboration of mat. / mech.
PROJECT ORGANIZATION
Advantages
team members directly report to project manager decision
making faster, project goals achievable
sense of urgency, milestones, good communication, and
cooperation the learning curve is faster for any new
member
Team members become versatile and flexible due to
experience in different kinds of projects
Disadvantages
project manager has full authority may become arrogant
and a lack of power could be a problem within functional
people
In projects, there is always a deadline and usually a tight
schedule, which makes the work environment stressful
sense of insecurity in team members, they feel that they may
lose their jobs after project completion less loyal towards
the organization
MATRIX ORGANIZATION
Combination of
functional and project
organization
For example, we can
have a functional
structure and then
assign a manager for
each product
Each person is linked
according to the function
and project he works on
The authority of a Some employees will
functional manager flows have two managers:
vertically downwards, functional manager and
and the authority of the product manager
project manager flows
sideways
 MATRIX ORGANIZATION

This type of structure tries to get the benefits of

functional structure and also of divisional structure;
however, it is not easy to implement becauseof the
dual authority.
This structureis very useful for multinational
companies
 MATRIX ORGANIZATION
Example: An Engineering
Procurement Construction
(EPC) company manufactures
various products:
Heat exchangers, vessels,
For a plant all the teams have
coordination

Imagine you are working in a functional department.

Your organization gets a project and they need a
mechanical engineer to assist the project manager on
certain tasks. In this case, you may be assigned to the
project for a short time, or they may transfer you there
while your services are required. If youre assigned there
for a short time, you will have to report to two bosses
MATRIX ORGANIZATION

Advantages
Resources can be shared between the functional units and
projects
More dynamic because it allows employees to communicate
more readily across the boundaries
Provides a good environment for professionals to learn and
grow their career
Disadvantages
Report to two bosses, which adds confusion
Competition for limited resources
Employees have to do their regular work along with the
additional project related work
PREVIOUS TOPICS

Problem solving methodology in design process

Description of Design Process

Organization for design

Concurrent engineering

Elements of concurrent engineering

MAIN ELEMENTS OF CONCURRENT ENGINEERING

Concurrent engineering has three main elements:

Cross-functional teams
Parallel design
Vendor partnering
MAIN ELEMENTS OF CONCURRENT ENGINEERING

Cross-functional teams
A heavy weight project organization is used most frequently
with Concurrent Engineering

Skills from functional areas are embedded in the design

teams

Functional units and cross-functional teams must build

mutual respect and understanding for each others needs,
requirements and responsibilities
MAIN ELEMENTS OF CONCURRENT ENGINEERING

Parallel design
Refers to each functional area
Implementing their aspect of design at the earliest
possible time roughly in parallel
All groups provide input to the development of product
design specifications
Nearly continuous communication between functional
units and design teams is necessary
Absolutely different from the old practice of making
complete design before manufacturing
MAIN ELEMENTS OF CONCURRENT ENGINEERING
Vendor partnering (a form of parallel engineering)
Technical expertise of vendor for certain components is
employed as an integral member of cross-functional design
teams
In conventional process vendors are selected by a bidding
process after the design has been finalized
In concurrent engineering, key vendors, known for proficient
technology, reliable delivery and reasonable costs are selected
only in design process before parts have been designed
So a strategic partnership is developed
It reduces the amount of part design that must be done in
house
Integrates vendors manufacturing expertise into the design
Ensures a degree of commitment and cooperation that should
minimize the time for receipt of parts
 VIRTUAL
CONVENTIONAL COLLABORATIO
COLLABORATION
N
Communication Communication
face-to-face discussion, fax, telephone, mail
memos, telephone, email, discussion groups,
whiteboard, bulletin shared whiteboard,
board, wall charts, etc. videoconferencing
Collaboration Collaboration
application sharing, shared
meetings, side by side
network workspace (files in
workgroup shared directories)
Knowledge management Knowledge management
notebooks, binders, Product data management
printed reports, system, document
photocopies, drawings, management system,
forms, data files distributed databases
GEOGRAPHICALLY DISTRIBUTED TEAMS

CONVENTIONAL
COLLABORATION

Company A Company B

VIRTUAL
COLLABORATI
Enterprise data Transparent ON
and information global network

Company A Company B
NEED IDENTIFICATION

The aim is not to solve the problem but to understand

what the problem is.
What does this client want?
What is the problem that the design is to solve?

Whose my
Neighbor?
 NEED IDENTIFICATION
The objectives and constraints of the problem should
be identified.
Objective: summary of the needs that the design is to
satisfy e.g what is to be maximized or minimized?
Constraint: the design must satisfy (takes logical values,
0 or 1, helps to decide acceptable or not) e.g what non-
negotiable conditions must be met?
Or what negotiable but desirable conditions ...?

Constraints
 NEED IDENTIFICATION (HOW??)

Question the customer:

To define the design problem
To understand budget and schedule
constraints
Reliability and maintenance constraints
Explore resources
Expertise (knowledge and experience)
Technical literature (books, journals, www)
Measurement and testing equipment
(equipment suppliers)
Similar designs (competitors, patent
search)
 NEED IDENTIFICATION (HOW??)
Search legal and regulatory restrictions
Allocation of frequency bands
Restriction on tower heights
Environmental impact
Safety
Manufacturability issues
 PROBLEM STATEMENT

In the language of the customer,

normally straightforward, non
technical and non quantifiable
(measurable).
When asked to write a problem
statement, one should
Re-write the original problem in
ones own words without using
Homer: Oh my God, Im gonna
highly technical terms. be eaten alive by a SHARK!
The problem statement
The SHAARK: Oh my God,
paragraph, typically, contains 3-5 Homer Simpson is gonna
sentences! land on my head!!
 PROBLEM STATEMENT
Differentiate Needs (Musts) and Desires (Wants)

Most of the times the customer himself does not know

what he wants exactly nor what is tangible (realistic)
in his case and

the engineer therefore

needs to

clarify the situation

 EXAMPLE PROBLEM 1

I don't want my electric iron to tip

overeasily causing water to spill out
and possibly break the iron, should
it fall off the ironing table.
 EXAMPLE PROBLEM 1

Can be retrofitted to existing irons

Does not damage ironing table
Easy to install and remove
Cannot occupy a large area on ironing table
Cannot interfere with operation of iron
Cannot be damaged by iron (heat, water)
Should not cost more than $2 and may, probably,
be included with ironing table or iron.

Target market:People who iron clothes on an

unstable ironing surface
EXAMPLE PROBLEM 2

Customer needs a (design) solution to a

problem : a guitar tuner
EXAMPLE PROBLEM 2 (OBJECTIVE TREE)

Fast

Good performance
for beginners
Accurate

Guitar Tuner
Inexpensive

Marketable Portability

Convenience
(ease of operation)

Maintanence
EXAMPLE PROBLEM 3

You are a design engineer working for a natural gas

transmission company. You are assigned to a design team
that is charged with preparing the proposal to the state
Public Utility Commission to build a plant to receive
liquefied natural gas from ocean-going tankers and
unload it into your companys gas transmission system.
What technical issues and societal issues will your team
have to deal with?
EXAMPLE PROBLEM 3
Technical Background:
Natural gas is liquefied with refrigeration techniques to
-260 F, which reduces its volume by a factor of 600.
Impurities such as water, Hydrogen sulfide, and Carbon
dioxide are removed (~100% methane).
The liquefied natural gas (LNG) is transported in special
doubled-hulled tankers with insulated tanks to maintain
the LNG at proper temperature.
EXAMPLE PROBLEM 3

Technical Background:
At the tanker terminal the LNG is transferred to double-
walled storage tanks with insulation between the walls.
The pressure must be regulated to minimize
vaporization, for both economic and environmental
reasons.
The next step in the process is to pump the LNG to the
vaporizer units, where it is heated under controlled
conditions and introduced into the gas transmission
pipeline.
 EXAMPLE PROBLEM 3
Technical Issues:
Design of Transfer Piping System.
Design of Storage Vessels.
Design of Vaporizer unit.
Balance between safety and cost.
Societal Issues:
Becomes flammable when exposed to 5 15% air
US safety standard 49-CFR-193, 33-CFR Part 127 and NFPA-
59A
Result: Highly constrained by codes, regulations and
standards.
Natural gas global warming???