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GE 142 Lecture 3 Problem Defn and Design Process Intro Oct 29 2021 Final-1.pdf

GE 142 Lecture 3 Problem Defn and Design Process Intro Oct 29 2021 Final-1

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University of Saskatchewan *

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142

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Industrial Engineering

Date

Oct 30, 2023

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pdf

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52

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GE 142 – Design I Photography Luca Onniboni / Unsplash

Friday Oct 29  Announcements  Today’s Learning Outcomes  Review of Last Day  Problem Definition  An Engineering Design Process  Looking Ahead  The Final Word

Announcements  this is a combined lecture today (both sections)  y ou can record some notes from today’s lecture in your logbooks if you want

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Today’s Learning Outcomes  today, we continue with CLO1 Utilize an Engineering Design Mindset  RLO 1.1 recognize, define, compare, and use terms and concepts employed in engineering design  RLO 1.2 identify, develop, and characterize a basic engineering design problem

Today’s Learning Outcomes  s pecifically, by the end of today you will …  be able to describe the detailed components of the Problem Definition phase of design,  be able to distinguish functions, objectives and constraints,  be able to recognize and distinguish good problem statements and value propositions, and  be able to list and order the steps in a North American engineering design process b ut first, a review of last day …

Types of Design Problems  t hree dimensions that we will touch upon today …  the degree to which a design problem is open/closed  the level of a design problem  the degree to which a design problem is mono/multi- disciplinary

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Types of Design Problems  the degree to which a design problem is open/closed  closed design problems have a relatively limited number of variables that can be manipulated in the design  open design problems have a relatively unlimited number of variables that can be manipulated  real-life design is often in the middle i.e. along a continuum … open closed

Types of Design Problems  the level of a design problem  Conceptual – you get to come up with the “big idea”  Intermediate/Preliminary/Configuration/Sub-system – you are given the concept; you get to come up with the parts or sub-systems and how they fit together  Detailed/Component – the concept and configuration have been decided upon; you get to design the components under the constraints of how they must interact with other components plane train car plane - which airline - direct/indirect WestJet - flights, class, seats, luggage, drop-offs

Types of Design Problems  the level of a design problem  Conceptual – the “big idea”  Intermediate/Preliminary/Configuration – parts and fit  Detailed – the components and interactions  who does each level?  often based on experience and/or entrepreneurial nature  do they relate to the open/closed nature of design?  conceptual are usually more open (but not always), detailed are usually more closed (but not always)  they illustrate the iterative nature of design  we repeat the design process at each level

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Types of Design Problems  the degree to which a design problem is mono- or multi-disciplinary  who is needed to help develop a good solution?  may depend on the level of the design problem  might not be known until after the problem definition and/or conceptual solution is determined  may be known by the broad problem type e.g. need a bridge  w hat about “big” complex problems?  generally need many types of engineers and non-engineers  w hy are there “engineering firms”?  have different types/skill sets ready to go (think about medical specialties in a big city hospital versus a small rural one)

Types of Design Problems  the 3 dimensions (open/closed, level, mono/multi- disciplinary) interact in a complex manner  there are other ways to classify design problems too e.g. by …  temporal scope (short/mid/long term perspectives),  social impact (how much i.e. social engineering?),  cultural context (e.g. Western, Indigenous)

Accepting Design Problems  sometimes you get to choose a design problem  sometimes they are assigned to you  ultimately, you need to decide whether you will accept (or embrace) the problem  the nature of it  the scope of it  i t’s about “buy in”, caring and enthusiasm  s eems easy, but sometimes it’s not that easy  j ust wait until your group project … and don’t forget that you need everyone to care/buy in

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Engineering Logbooks  a key way that engineers keep track of their work  a bound book for recording ideas and WIP (work in progress)  has legal standing for intellectual property (IP), decision-making, due diligence, legitimacy of gathered data, etc.  generally, one (or more) logbooks per project  used to gather lots of different types of information  w hy are there no good “digital logbooks”?

Engineering Logbooks  positive qualities of logbook entries  neat/legible  can you/others read them (months later)?  well organized  can you find information in your logbook easily?  clear/make sense  do you understand what you wrote?  informative/valuable  6 months later, are entries worth reading? NOT a diary  dated/timed/written in pen  start with date, start time of entry, end time of entry, write in pen (pencils for sketches) … why do all this?

Engineering Logbooks  l et’s look at some examples … legible, organized, makes sense, informative, dated/timed/pen

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Engineering Logbooks  l et’s look at some examples … legible, organized, makes sense, informative, dated/timed/pen

Engineering Logbooks  l et’s look at some examples … legible, organized, makes sense, informative, dated/timed/pen

Engineering Logbooks  l et’s look at some examples … legible, organized, makes sense, informative, dated/timed/pen

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Engineering Logbooks  different types of logbook entries  design-relevant class notes (e.g. GE 142 labs/lectures)  annotated references/URLs (to help find resources)  sketches/illustrations (technical sketching!)  meeting agendas (before meetings, have a plan)  minutes of interviews/meetings (record what happens)  records of decisions (clearly record who decided what)  calculations (you’re an engineer!)  lists of ideas (show that you considered options)  rationale for decisions (why did you make a decision?)

Engineering Logbooks  contact information (emails, phone, addresses etc)  tables of data/charts/test results (gather/format it well)  plans/schedules (sketches)  drafts (of problem statements, value propositions, etc)  time tracking (it’s how you get paid sometimes)  to do lists/action items (to keep track of your tasks)  budgets/costings (often important in projects)  other problem-specific types of information  ???

Engineering Logbooks  e ngineering logbook “ don’ts ”  tape/glue/sticky note in stuff (store loose-leaf materials in a file)  r ip out stuff (cross out, don’t rip out)  e rase stuff (cross out, don’t erase)

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Design I - Assignment 1  i t’s your first logbook submission  put your name on it, and contact information!  due Friday Nov 19 by 5 pm  largely focused on your Assignment 2 preparations (which start next week) but you can also make notes from design labs  i t will mostly be part of doing other work, so it’s not much extra work  assignment/rubric can be found on Canvas

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An Intro to Problem Definition  Problem Definition includes:  Background and Motivations  Problem Identification/Statement  Value Proposition  Scope  Functions  Criteria/Objectives  Constraints/Specs  Stakeholders  Service Environment

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An Intro to Problem Definition  Problem Definition includes:  Background and Motivations  Problem Identification/Statement  Value Proposition  Scope  Functions  Criteria/Objectives  Constraints/Specs  Stakeholders  Service Environment

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Problem Definition Detailed Introduction  Background and Motivations  s tudy “around” the problem i.e. not very focused  a lways ask “why?”  helps identify stakeholders and clients  history of the problem  context (cultural, economic, social, etc)  other solutions ... why they don’t solve “the problem”  why do this problem?

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Problem Definition Detailed Introduction  Problem Identification/Statement  one sentence (not a run-on!)  summarizes/says what your problem is  includes elements such as, but not necessarily all of:  who has the problem (stakeholders)  key criteria/objectives  key constraints  frequency of need  e lements of scope (the “level” of the problem)  key functions that must be addressed

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Problem Definition Detailed Introduction  Problem Identification/Statement  The 5 Why’s  how do we find the “real” problem?  we dig, by asking “why” … 3 -5 times  this method was developed by Sakichi Toyoda (of Toyota fame) to find the root cause of a problem  ultimately, this technique is very good at revealing your main design objectives, which are usually worth including in your Problem Statement

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Problem Definition Detailed Introduction  Problem Identification/Statement  try not to imply a solution, though scope may restrict it  PS must be correct , concise and precise  the PS is the hardest, and most important part, of defining your problem ... it will always be your touchstone

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Problem Definition Detailed Introduction My client needs to count fish. ABC Fishfarm needs to count its fish. ABC Fishfarm needs to accurately count its fish each month for inventory control. ABC Fishfarm needs to accurately count its mature fish each month for inventory control. Fish farms need to accurately count mature fish each month for inventory control. Canadian West Coast salmon farms need to accurately count mature fish each month for inventory control.  one sentence  who has the problem  key criteria/objectives  key constraints  frequency of need  the “level” of the problem  key functions to be addressed  d oesn’t imply solution  correct, concise, precise

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Problem Definition Detailed Introduction  Value Proposition  what makes you (your product/service) attractive to customers and clients  summarizes why a consumer should buy your product or service, over competing offerings  use it to target customers who will benefit most from your product/service  it differentiates you from the competition  a promise from you to your customers

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Problem Definition Detailed Introduction  Value Proposition  clearly and concisely explains how your product or service solves a pain point  ideally appeals to a customer's strongest decision- making drivers  i t’s the flip side of a problem statement

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Problem Definition Detailed Introduction Problem Statement Canadian West Coast salmon farms need to accurately count mature fish each month for inventory control. Canadian West Coast salmon farms need to accurately and cost effectively count mature fish each month for inventory control to enhance customer service. Value Proposition Canadian West Coast salmon farms will be able to accurately and inexpensively count their stock each month, enhancing inventory control and customer service.

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Problem Definition Detailed Introduction Problem Statement Canadian West Coast salmon farms need to accurately count mature fish each month for inventory control. Canadian West Coast salmon farms need to accurately and cost effectively count mature fish each month, at less than 1¢ per fish, for enhanced inventory control and customer service. Value Proposition Canadian West Coast salmon farms will be able to accurately and inexpensively count their stock each month, enhancing inventory control and customer service.

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Problem Definition Detailed Introduction  Scope  the limits/boundaries/breadth/depth of your problem  what needs to get done; sets expectations  identifies what you will look at/consider and what you will not look at/consider  e.g. will only focus on need for identifying gestating pigs  should characterize your user group  should characterize the target environment of use (geography, climate, socioeconomic, political, etc)  get sign off on scope (to avoid scope creep)

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Problem Definition Detailed Introduction Problem Statement Canadian West Coast salmon farms need to accurately count mature fish each month, at less than 1¢ per fish, for enhanced inventory control and customer service. Scope Canadian West Coast salmon farms count mature stock do what with the count?

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Problem Definition Detailed Introduction  Functions  what a solution “must do” to “work” or ”be effective”  primary functions are what your artefact/process is designed to do … the true “must do’s” e.g. must clean water, must gather data, must identify gestating pigs  format: must <verb> adverbs or adverbial phrase and/or objects of the action verb  good functions are solution independent; they don’t unnecessarily constrain solutions; they say WHAT must be done, not HOW

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Problem Definition Detailed Introduction  Functions  functions set a boundary on the solution space (like constraints); they don’t say what the best solution is  secondary functions are sub-functions that come along for the ride or enable primary functions  e.g. Primary - design must secure a bicycle from theft Secondary - design must release a bicycle for use

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Problem Definition Detailed Introduction Problem Statement Canadian West Coast salmon farms need to accurately count mature fish each month, at less than 1¢ per fish, for enhanced inventory control and customer service. Functions count salmon determine whether a salmon is mature

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Problem Definition Detailed Introduction  Criteria/Objectives  qualities that we’ll use to measure the “goodness” of your alternative solutions i.e. quantitative, with directionality  what your users/clients/stakeholders and you, value  what things make a solution better/best  do “should” and “shall” express objectives or constraints?

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Problem Definition Detailed Introduction  Criteria/Objectives  qualities that we’ll use to measure the “goodness” of your alternative solutions i.e. quantitative, with directionality  what your users/clients/stakeholders and you, value  what things make a solution better/best  do “should” and “shall” express objectives or constraints? no and yes

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Problem Definition Detailed Introduction  Criteria/Objectives  “the XXX, the better” presents it clearly e.g. durability : the more durable, the better e.g. cost : the lower the cost, the better  each objective should include i) a name/label, ii) a definition (for clarity), and iii) a metric to assess it  many criteria/objectives have accompanying constraints e.g. cost  they should not overlap or you’ll double -count them

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Problem Definition Detailed Introduction Problem Statement Canadian West Coast salmon farms need to accurately count mature fish each month, at less than 1¢ per fish, for enhanced inventory control and customer service. Objectives The more accurate the count, the better The better the inventory control, the better The better the inventory control, the better The greater the enhancement of inventory control, the better The greater the enhancement of customer service, the better The lower the cost, the better? Health and safety? The environment?

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Problem Definition Detailed Introduction  Constraints/Specifications  the “must be’s” or quantitative “must do’s” (goals)  performance or qualitative boundaries that separate feasible solutions from non-feasible solutions  each should include i) a name/label, ii) a definition (for clarity), and iii) a value to assess it  come in different varieties: logistical e.g. must be completed within 2 weeks; qualitative e.g. must be black; specific performance e.g. must purify 2 L/min  binary true/false; all equally important

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Problem Definition Detailed Introduction Problem Statement Canadian West Coast salmon farms need to accurately count mature fish each month, at less than 1¢ per fish, for enhanced inventory control and customer service. Constraints Must cost less than 1¢ per fish, per count

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Problem Definition Detailed Introduction  Stakeholders: those with interests in your work  users/operators (use your solution)  clients (pay for your solution)  investors (financially develop your solution)  intermediaries (stand between you/clients/users)  authorizers (allow purchase/use of your solution)  communities/chambers/groups/agencies/NGOs (affected by your solution)  politicians/governments (vested interest in solution)

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Problem Definition Detailed Introduction Problem Statement Canadian West Coast salmon farms need to accurately count mature fish each month, at less than 1¢ per fish, for enhanced inventory control and customer service. Stakeholders Canadian West Coast fish farms Customers of Cndn West Coast fish farms You and your design team West Coast fisheries The fish?

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Problem Definition Detailed Introduction  Service Environment  the environment your design will operate in  consider things like:  inorganic aspects (temperature, dust, moisture, vibration, noise, sun, corrosion, radiation)  living things (pets, insects, microbes, mold, etc)  virtual aspects (wireless networks, cell phones, web, radio)

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Problem Definition Detailed Introduction Problem Statement Canadian West Coast salmon farms need to accurately count mature fish each month, at less than 1¢ per fish, for enhanced inventory control and customer service. Service Environment Canadian West Coast fish farms - temperature, water, turbidity, sun, snow, other fish, sea animals, kelp, etc. Operations/Maintenance staff - training, skills, availability, strength, etc. Virtual Environment - wireless networks?

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A Design “Process”

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A North American (Western) Design Process  Identify, Accept, Characterize, Define the Problem  Develop Alternative Solutions to the Problem  Evaluate Alternative Solutions  Pick the Best One  Optimize It  Iterate (complete this cycle for Conceptual, Intermediate, and Detailed Design … back & forth)

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Looking Ahead  next Monday Type A Unit 1 quiz goes live  due next Friday; only takes about 30 minutes  next Friday’s lecture:  finish Problem Definition  researching design problems  group formation/dynamics  next week is also the second lab class:  problem definition exercises  Assignment 2 intro  Assignment 4 intro  group formation/activities

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The Final Word “ A problem well-stated is half-solved ” Charles Kettering, famed inventor and former head of research at General Motors

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