MACHINE

time

Design

-          is the act of formalizing an idea or concept into tangible information

-          Taking the concept for a machine to the point just before the process of converting it into a physical, or embodied form begins.

-          is the process of converting an idea into information from which a product can be made.

Adaptive Design

-          This type of design needs no special knowledge or skill and can be attempted by ordinary technical training. The designer only makes minor alteration or modification designs of the product

Development Design

-          This type of design needs considerable scientific training ability in order to modify the existing designs into a new idea by adopting a new material, or method of manufacture

-          In this case, through the designer starts from the existing design, product may differ quite markedly from the original product

New Design

-          This type of design needs a lot of research, technical ability and creative thinking.

-          Only those designers who have personal qualities of a sufficiently high order can work of a new design

Rational Design

-          This type of design depends upon mathematical formulas of principle of mechanics

-          Based on computational models to device topological designs that result in the desired properties

Empirical Design

-          This type of design depends upon empirical formula based on observation and past experience, without regard for system and theory

Empirical equations

-          Are based on observations and experience rather than theories – and as a result the units on the right side of an equation do not always correspond to the units on the left side

Industrial Design

-          This type of design depends upon the production aspects to any machine component in the industry

-          Is a process of design applied to products that are to be manufactured by mass production

Optimum Design

-          It is the best design for the given objective function under constraint.

-          It may be achieved by minimizing the undesirable effects

System Design

-          It is the design of any complex mechanical system

-          The process of defining the elements of a system such as the architecture, modules, and components, the different interfaces of those components and the data that goes through that system

Element Design

-          It is the design of any element of the mechanical system crankshaft, connecting rod, etc.

Computer Aided Design

-          This type of design depends upon the use of computer assist in the creation, modification, analysis and optimization of a design

Modification

-          Modify the size of the member to agree with the past experience and judgment to facilitate manufacture

-          The modification may also be necessary by consideration of manufacturing to reduce overall cost

Detailing

-          Draw the detailed drawing of each component and the assembly machine with complete specification for the manufacturing processes suggested

Production

-          The component, as per the drawing, is manufactured in the workshop

Creativity

-          Requires creation of something that has not existed before or has not existed in the designer’s mind before

Complexity

-          Requires decisions on many variables and parameters

Choice

-          Requires making choices between many possible solutions at all levels, from basic concepts to the smallest detail of shape

Compromise

-          Requires balancing multiple and sometimes conflicting requirements

Problem Identification

-          The first step in solving a problem is knowing what is really the problem

-          Understanding any problem thoroughly si crucial to reaching an outstanding solution

-          Ultimate test of a solution is meeting management’s goal in the marketplace, so it is vital to work hard to understand and provide what it is that the customer wants

Customer

-          One who buys the product or services

-          People or organizations that by what the company sells because they are going to be using the product (End-users)

-          Anyone who receives or uses what an individual or organization provides

End-users

-          The one that are going to be using the product

Moderator

-          Is a facilitator who uses prepared questions to guide the discussion about the merits and disadvantages of the product

Customer complaints

-          May be recorded by communications (by telephone, letter, or email) to a customer information department, service center or warranty department, or a return center at a larger retail outlet

Written questionnaire

-          Is best used for gaining opinions about the redesigns of existing products or new products that are well understood by the public

Attitude questions

-          How the customers feel or think about something

Knowledge questions

-          Questions to determine whether the customer knows the specifics about a product or service

Behavior questions

-          Usually contain like “how often.,” “much,” or “when.”

Wants

-          Are purchases that are not required to survive but you’d like to have in your life.

-          Basically anything that isn’t a need can be considered by this one

Needs

-          Are required for your physical and mental wellness in this world

-          Will vary slightly based on your situation

Self-actualization

-          Achieving one’s full potential, including creative activities

Esteem needs

-          Prestige and feeling of accomplishment

Belongingness and love needs

-          Intimate relationships, friends

Safety needs

-          Security, safety

Physiological needs

-          Food, water, warmth, rest

Performance

-          Deals with what the design should do when it is completed and in operation

The time dimension

-          Includes all time aspects of the design

Quality

-          The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs

Performance

-          The primary operating characteristics of a product

Features

-          Those characteristics that supplement a product’s basic functions

Reliability

-          The probability of a product failing or malfunctioning within a specified time period

Durability

-          Is a measure of product life

Serviceability

-          Ease and time to repair after breakdown.

-          Other issues are courtesy and competence of repair personnel and cost and ease of repair

Conformance

-          The degree to which a product’s design and operating characteristics meet both customer expectations and established standards

Aesthetics

-          How a product looks, feels, sounds, tastes, and smells

Perceived Quality

-          This dimension generally is associated with reputation

Team

-          Is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

Left side of the brain

-          Tends to function by processing information in an analytical, rational, logical, sequential way

-          Critical, convergent, analytical, or vertical thinking is the type of thinking that utilizes this side of the brain

Right half of the brain

-          Tends to function by recognizing relationships, integrating and synthesizing information, and arriving at intuitive insights

-          Creative, divergent, lateral thinking are terms for this half of the brain

Creative thinkers

-          Are distinguished by their ability to synthesize new combinations of ideas and concepts into meaningful and useful forms

Creative engineer

-          Is one who produces a lot of ideas

Creative person

-          Is adept at breaking an idea down to take a fresh look at its part, or in making connections between the current problem and seemingly unrelated observations or facts

Creative process

-          Can be viewed as moving from an amorphous idea to a well-structured idea, from chaotic to the organized, from the implicit to the explicit

Creative thinking

-          Rockets you through new, and provocative channels to shed light on new answers to old problems

Preparation Stage (Stage 1)

-          The elements of the problem are examined and their interrelations are studied

Incubation Stage (Stage 2)

-          “Sleep on the Problem” allowing the unconscious mind to work on a problem freely

Inspiration Stage (Stage 3)

-          A solution or a path toward the solution emerges

Verification Stage (Stage 4)

-          The inspired solution is checked against the desired result

Stereotyping

-          Thinking conveniently or in a formulaic way about an event, person, or way of doing something.

-          Not thinking out of the box

Fear of risk taking

-          The fear of proposing an idea that is ultimately found faulty

Brainstorming

-          Developed by Alex Osborn initially to stimulate creative magazine advertisements, but it has been widely adopted in other areas such as design

-          It is the most common methods used by design teams for generating ideas

-          It is a carefully orchestrated process

-          Is the process of rapidly spilling out every idea imaginable

-          To achieve a good session of this one, it is important to carefully define the problem at the start

-          It is also necessary to allow a short period for individuals to think through the problem quietly and on their own before starting the group session process

-          Participants in this sessions react to ideas they hear from other by recalling their own thoughts about the same concepts

-          The evaluation of your ideas should be done at a meeting on a day soon after this session

Clustering/Mind Map/Concept Map

-          A very useful tool for the generation of ideas by association, and for organizing information in preparation for writing a report

-          It is good for generating and recording ideas during brainstorming

-          It also encourages left brain thinking

-          It also can be used in generating solution concepts

The Five Whys

-          This is used to get to the root cause of the problem

-          It is based on the premise that it is not enough to just ask why one time

-          Asking why until reaching to the root cause of the problem

The Ever Present Notebook

-          A notebook which can bring anywhere (while travelling, seating at the beach, resting, relaxing)

-          Use to write when an idea or a solution pops up

SWOT Analysis

-          Strength, Weaknesses, Opportunity, Threats

Strengths

-          Are things that your organization does particularly well, or in a way that distinguishes you from your competitors

-          Think about the advantages your organization has over other organizations. These might be the motivation of your staff, access to certain materials, or a strong set of manufacturing processes

Weaknesses

-          No organization or company is perfect. Be honest!

-          Like strengths, are inherent features of your organization, so focus on your people, resources, systems, and procedures. Think about what you could improve, and the sorts of practices you should avoid

Opportunities

-          Are openings or chances for something positive to happen, but you’ll need to claim them for yourself

-          They usually arise from situations outside your organization, and require an eye to what might happen in the future. They might arise as developments in the market your serve, or in the technology you use

-          You should also watch out for changes in government policy related to your field. And changes in social patterns, population profiles, and lifestyles can all throw up interesting opportunities

Threats

-          Include anything that can negatively affect your business from the outside, such as supply chain problems, shifts in market requirements, or a shortage of recruits. It’s vital to anticipate threats and to take action against them before you become a victim of them and your growth stalls

Evolving technology

-          Is an ever-present threat, as well as an opportunity

Synectics

-          Is an inventive method based on analogy

-          Is a methodology for creativity based on reasoning by analogy

Analogy

-          Resemblance in some particulars between things otherwise unlike

Synektiktein

-          Greek word meaning joining together of different things into unified connection

Direct Analogy

-          Ex. Biomimetics

Fantasy Analogy

-          A problem-solving process in which participants are asked to consider outlandish (unfamiliar/alien), fantastic or bizarre solutions which may lead to original and ground-breaking ideas

Personal Analogy

-          This is based on the idea that participants are personally putting themselves in the place of a particular concept, principle, person or object and making the analogy in this way during the process of comparison

-          Participants are activated by asking them to fly like a butterfly, become a tree in the forest and the minute hand of a clock

Symbolic Analogy

-          The designer replaces the specifics of a problem with symbols and then uses manipulation of the symbols to discover solutions to the original problem

-          Drawing a graph to represents joints and linkages of the mechanism

-          Electronic circuit symbols

Biomimetics

-          Or biomimicry is the emulation of the models, systems, and elements of nature for the purpose of solving complex human problems

-          “When humans use nature to solve an engineering problem

Innovators

-          Used ultra-fast lasers to copy the microscopic properties of the surface of a lotus leaf

Nanoscale atrioventricular bridge

-          device used as a model for intricate wiring of the whale’s heart

-          this could replace pacemakers for millions of people

Velcro

-          invented in 1941 by Swiss Engineer George de Mestral

-          He took the idea from the burrs that stuck to his dog’s hair. Under the microscope he noted the tiny hooks on the end of the burr’s spines

-          Coolest application: Championship Velcro Jumping, first made popular in 1984 by David Letterman

Anti collision systems

-          Designed by Ford and Volve after observing locusts that gather into one area without colliding

Aerodynamic Automobiles

-          The concept of this came from the boxfish, whose base, movement and bone structure were copied in their design

Bionic Car

-          Developed by DaimlerChrysler

-          Using the shape of the box fish designers achieved 20% less fuel consumption and as much as an 80% reduction in nitrogen oxide emissions

-          The diesel-powered compact will get about 70 miles per gallon

Passive Cooling

-          A high rise in Zimbabwe was designed to mimic the way that tower-building termites in Africa construct their mounds to maintain a constant temperature

-          The insects do this by constantly opening and closing vents throughout the mound to manage currents of air-cooler air is drawn in from open lower sections while hot air escapes through chimneys

Friction-Reducing Sharkskin

-          One of the best ways to reduce reliance on fossil fuels is to achieve more efficient use of the energy we do consume.

-          Inspired by the evolved ability of shark’s skin to reduce drag by manipulating the boundary layer flow as the fish swims, researchers are developing coatings for ship’s hulls, submarines, aircraft fuselage, and even swimwear for humans

Gecko Tape

-          The tape is a material covered with nanoscopic hairs that mimic those found on the feet of gecko lizards. These millions of tiny, flexible hairs exert van der Waals forces that provide a powerful adhesive effect. Applications include underwater and space station uses, so researchers from a number of institutions are working hard.

Miarasol Displays

-          make use of the reflected light principle.

Insect eyes

-          offer greater resolution and panoramic range for exploring places people cannot go, and the ability to quickly adapt to changing environments (or even to spy on enemies undetected) make those toy insect robots a forerunner for future applications in exploration and defense.

SCAMPER

-          was created by Robert F. Eberle in the early 1970s (based upon Alex Osborn’s 83 brainstorming questions)

-          is based on the idea that everything new is a modification of something that already exists

Brainwriting

-          is an alternative method of brainstorming, sometimes used when the topic is so controversial or emotionally charged that people will not speak out freely in a group

Affinity Diagram

-          identifies the inherent similarity between items.

-          It is used to organize ideas, facts, and opinions into natural groupings.

-          This is best done a day or two after the brainstorming session.

Multivoting

-          is a list reduction technique where each team member received 10 votes that they could distribute any way they wished among the issues raised in the affinity diagram.

Simple Ranking

-          is a second round of list reduction technique where each team member is asked to pick which of the three issues they favored (3), which was lowest in importance (1) and which was intermediate in importance (2).

Problem Statement

-          is a concise description of the issues that need to be addressed by problem solving team and should be presented to them (or created by them) before they try to solve the problem.

-          is a clear concise description of the issue(s) that need(s) to be addressed by a problem solving team.

-          It is used to center and focus the team at the beginning, keep the team on track during the effort, and is used to validate that the effort delivered an outcome that solves the problem statement.

Survey

-          to ask (many people) a question or a series of questions in order to gather information about what most people do or think about something.

Pareto chart

-          named after Vilfredo Pareto, is a type of chart that contains both bars and a line graph, where individual values are represented in descending order by bars, and the cumulative total is represented by the line.

Pareto principle

-          states that, for many events, 80% of the effects come from 20% of the causes.

cause-and-effect diagram

-          also called the fishbone diagram (after its appearance), or the Ishikawa diagram (after its originator), is a powerful graphical way of identifying the factors that cause a problem. It is used after the team has collected data about possible causes of the problem.

-          It is often used in conjunction with brainstorming to collect and organize all possible causes and converge on the most probable root causes of the problem

fishbone diagram

-          Other term for cause-and-effect diagram after its appearance