[email protected] ENGR-11_Lec-10_Chp3_Fomulate_DesignProb.ppt 1 Bruce Mayer, PE Engineering-11: Engineering Design Bruce Mayer, PE Licensed Electrical.

[email protected] • ENGR-11_Lec-10_Chp3_Fomulate_DesignProb.ppt1

Bruce Mayer, PE Engineering-11: Engineering Design

Bruce Mayer, PELicensed Electrical & Mechanical Engineer

[email protected]

Engineering 11

FormulateFormulateDesign Design ProbProb



Example Example Improve MotorCycle Improve MotorCycle

Other Useful Information• What is the target cost-to-manufacture?

• Which is more preferred: low-end torque or high-end speed?

• What is the anticipated production run quantity?

• What types of instruments are preferred, digital and or analog?

• What are the desired service intervals?



Formulating Design ProblemsFormulating Design Problems Designing a high-performance motorcycle What is a “design problem?” What is the “solution” to a design problem? How do we solve a design problem? Steps in formulating the Design Problem Customer & Company requirements Engineering Design Specifications Gaining Consensus Quality Products QFD/House of Quality



What is a design problem?What is a design problem?

An opportunity to make and sell a new product

Need to fix an existing product Make and sell a variant of an older

design

[Customer or Company Requirements]↓define↓

[”Function”]



Example Example Improve MotorCycle Improve MotorCycle What info would help us understand this

design problem? • How quickly should the MotorCycle accelerate to

60 mph?

• What should the top speed be?

• Is fuel consumption less important than acceleration?

• What riding comforts are expected?

• Is an electric starter desired?

• Will the customer tolerate a liquid cooling system?

• Will customer care about aesthetics?



““Solution” to a Design Prob Solution” to a Design Prob Set of Drawings & Bills of Materials Predicted performance calculations Test reports on prototypes Manufacturing specifications Estimates of sales-revenue, costs, profit

[“design” ready for manufacture] →defines→ [“Form”]



How to Solve a Design Problem?How to Solve a Design Problem?

Design problem(function, customer need)

Solution(form, manufacturable product design)

Decision making processes and

activities

“Formulate” first!i.e., Decide on

needed Decisions...



Decisions & Info FlowDecisions & Info Flow

Seek info

InterpretSummarize

Review

Customer needs?Competition?

continue

Obtain management approval

probe

Engineering Design Specification

Gain consensus

Functional requirements?Targets? Constraints?

Evaluation criteria?

revise

discontinue

Preliminary design specifications

Formulating process Literature, Surveys Market StudiesFocus GroupsObservation StudiesBenchmark Studies



Steps In Formulating Design ProbSteps In Formulating Design Prob

1. obtain a detailed understanding of the design problem; i.e., the application

2. document our understanding in an Engineering Design Spec (EDS)

3. choose a solution strategy4. develop a project plan (scope of work,

budget and schedule)5. establish a consensus among team

members & management



1. Obtain a Detailed Understanding1. Obtain a Detailed Understanding

Need ACCURATE Information on• Company Requirements (easy)

• CUSTOMER Requirements (hard)

The “Requirements” for a Design typically divide into two categories• PERFORMANCE Requirements

• Constraint Requirements– e.g., Meet N.E.C. Electrical Code

• Business Impact Revenue, Profit, RoI



MMarket arket RRequirements equirements SStateMenttateMent

The “MRS” is Also often called the Market Requirements Document (MRD)

MRS Most Often Prepared by the Technical Marketing Team With Extensive Consultation with • Upper Management

• Senior Design Engineers



MRS/MRD PurposeMRS/MRD Purpose

Provide an outline of the prospective product for all interested parties• Investors, Sales Engineers, Finance,

Upper Management, Engineering, others

Provide enough information for engineering to write a functional design specification for the product• The Design Spec if Often Called the

Engineering Design Specification (EDS)



MRS ↔ Design EngineeringMRS ↔ Design Engineering

Once the New Product Has been Approved (i.e., Meets the Company RoI Requirement) The Design Engineering Focuses on These Portions of the MRS• Product Performance

– Becomes the Heart of the Engineering Design Spec (EDS)

• Code-Compliance Constraints

• Product Cost Targets



MR

S E

xamp

le M

RS

Exam

ple

P

erform

ance S

pec

Perfo

rman

ce Sp

ec



Customer Req’s for MotorCycleCustomer Req’s for MotorCycle Function/Performance:

• start engine quickly• support rider(s) comfortably

Operating• Tolerated road shock: PotHoles, Bumps• Run in wet, cold, high altitude Environs

Other• Long maintenance intervals• Good fuel economy



MRS/MRD Information SourcesMRS/MRD Information Sources

Customer Surveys Market Studies Technical & Trade Literature Focus Groups Observation Studies Benchmark Studies Trade/Industry Groups

• SIA, SEMI, SemaTech, etc.



Company Req’s for MotorCycleCompany Req’s for MotorCycle Sales & Marketing:

• need product in 24 months, • sale price competitive

Manufacturing• Produce 5,000 units per year• Use existing manufacturing plant

Financial• $300,000 R&D budget• minimum 20% RoI, 3 Year PayBack



Generic Customer RequirementsGeneric Customer Requirements Function &

Performance• Functions and their

Priority

• Engineering characteristics– With units & limits

• Performance Targets

• Satisfaction Goals

• Size & Weight

• Power Use

Operating Environment• Air temp.

• Humidity,

• Elevation

• Corrosion (e.g. SeaWater)

• Shock & Vibration

• Cleanliness (e.g. Operating Room)

• Radiation, Other



Generic Customer RequirementsGeneric Customer Requirements Other Issues

• Economic (Affordability)

• Geometry

• Maintenance

• Repair

• Retirement

• Reliability

Other Issues• Robustness

• Safety

• Pollution

• Ease of use

• Human Factors

• Appearance

Notice Focus on Function, NOT Form



Generic Company RequirementsGeneric Company Requirements Marketing

• Total Available Market (TAM)

• Competition

• Sales Strategy

• Time to market

• Pricing

• Advertising

• Market Share

Manufacturing & Operations• Production quantity

• Processes, Materials

• New factory equip.

• Warehousing & dist.

• After Sales Support

• Warranty Support

• Returns & Repairs



Generic Company RequirementsGeneric Company Requirements Financial

• Product Development Investment

• Cash Flow

• Return on investment (RoI)

• Return on Controllable Assets (RoCA)

Other• Regulations,

Standards, Codes

• Patents / intellectual property

• Company Image– e.g., a Pharmaceutical

Co. would not develop a Cigarette

• Product Liability



Must all requirements be satisfied?Must all requirements be satisfied?

Requirements can be separated into:• NEED-to-Have items

– Product WILL FAIL in MarketPlace w/o these

– These “Must-Have” items Become “Constraints” on the Design

• Nice-to-Have items– Produce will be MORE COMPETITIVE w/ these

– These “Desirable” Features should be Weighted by “Importance-to-the-Market”Weighting is Typically a Marketing Engineering Fcn



MotorCycle MotorCycle Importance Wts Importance Wts

Example of Customer importance weights by sub-function

Sub-function Weightstart engine quickly 15 %support rider(s) comfortably 10 %transport rider(s) fast 50 %steer bike easily 20 %absorb road shocks 5 %

TOTAL 100 %



Translate MRS/MRD to EDS Translate MRS/MRD to EDS A CRITICAL Step Done by Senior

Marketing & Design/System Engineers How will we know when we have

designed a product that satisfies the customer? e.g.• Customer says, “I want a fast motorcycle.”

What does “fast” mean? Could it be:• 120 mph top speed?• 32 ft/sec2 (1 G) acceleration?• 150 Hz (9 kRPM) engine frequency?



MotorCycle: Translation to EDS MotorCycle: Translation to EDS Sub-function

Engineering Characteristic

Units Limits

start engine quickly cranking time seconds ≤ 6 secs

support rider(s) comfortably

cushion compression inches

transport rider(s) fastacceleration top speed0-60 mph

feet/ sec2

mph/kphseconds

≥ 32 ft/s2

≥ 90 mph≤ 6 secs

steer bike easilysteering torqueturning radius

pound-ftfeet

Absorb road shocks suspension travel inches > 5 in.

Engineering Specs are Objective & Quantitative



Engineering CharacteristicsEngineering Characteristics

Engineering Design Spec Elements are:

quantitiesquantities that that measuremeasure the the ““performanceperformance” ”

of a candidate design with respect to of a candidate design with respect to

specificspecific customer requiredcustomer required functionsfunctions



MRS→EDS War-StoryMRS→EDS War-Story

Customer Needs for BPSG & USG Films for IC production

Then What it the Bubbler TEMPERATURE CONTROL Spec• This Question

Lead to the a22 Pg Paper:



Customer Satisfaction Function(s)Customer Satisfaction Function(s) Usually Prepared by

MARKETING Engineers, NOT by Design Engineers• Large Amount of

JUDGMENT in Fcn Construction

• The Design Engineers may USE them to Guide Design Decisions

Tabular Function

Amount of satisfaction Value

Most satisfied 1.0

Very satisfied 0.9

Moderately satisfied 0.8

Somewhat satisfied 0.6

Hardly satisfied 0.3

Not satisfied 0.0



Customer Satisfaction Function(s)Customer Satisfaction Function(s) Graphical Function for MotorCycle TopSpeed

1.0

15090

TopSpeed(mph)

Satisfaction

0.0

Shape of the Curve Depends on JUDGMENT



2. Document UnderStanding in EDS2. Document UnderStanding in EDS The Engineering Design Specification is a

Quantitative listing of the critical parameters, specifications, targets and requirements for the product you are designing.

It is a statement of what the product should BE and should DO.

Detail is added as the design grows. The EDS is driven by customer needs. It is

intended to show WHAT you are trying to ACHIEVE, NOT what you will end up with.



3. Choose a Solution Strategy3. Choose a Solution Strategy

1. list possible alternative solution strategies, for example: discontinue product, variant design,

original design, etc

2. estimate the expected benefits and the costs of each alternative

3. assess the risk of each alternative strategy

4. establish criteria to evaluate alternatives (e.g. benefits/costs, risk, Return on investment)

5. evaluate the alternatives

6. select the best alternative



Formulation Produces StrategyFormulation Produces Strategy

Detail Design

Parametric Design

ConfigurationDesign

Detail Design

Parametric Design

Detail Design

Formulation

Concept Design

Detail Design

Parametric Design

ConfigurationDesign

variant design

selection design

originaldesign

partdesign



4. Develop a Project Plan4. Develop a Project Plan

Will be Covered in Detail in Chp 14Concept

Definition & Planning

Development Pre-Production ProductionGo/No Go

Go/No Go

Go/No Go

Go/No Go

• Evaluate the market opportunity

• Clarify the product concept

• Assessstrategic fit

• Validate the opportunity

• Clearly define the product

• Fully plan the project

• Develop the product

• Develop production and support processes

• Plan the market introduction

• Transition the product to volume production

• Begin market introduction

• Ramp-up production

• Verify distribution and support processes

• Achieve stable operations

Sta

ge

Ob

ject

ives

Does the productwarrant further definition?

Does the productmeet customerneeds, and does itwarrant investmentin full development?

Does the productmeet expectationsand remain viablewithin the requiredtime frame?

Do test results andmarket introductionpreparationsdemonstrate launchreadiness?

Have projectobjectives beenachieved, and canthe Core Team bedisbanded?K

ey Q

ue

stio

ns



5. Establish a Consensus5. Establish a Consensus

“Building In” the Consensus• Consensus is INTEGRAL To the Process

If all team members follow the previous five steps to a sound formulation, they will:• Have a common understanding of the “problem,”

• All Understand WHY,

• All Know WHAT has to be done and WHEN, and

• All Commit to WHO & HOW-MUCH



Quality Quality What is it? What is it? TIME Magazine Survey responses

• Works as it should

• Lasts a long time

• Is easy to maintain

Garvin, Commenting on Eight Dimensions of Quality, Harvard Business Review, Nov/Dec 1987 Performance Reliability Serviceability Conformance to conventions/standards Perceived quality reputation of manufacturer

Features Durability Aesthetics



All Done for TodayAll Done for Today

MotorCycleEngine

BluePrint



Bruce Mayer, PERegistered Electrical & Mechanical Engineer

[email protected]

Engineering 11

AppendiAppendixx

QFD & QFD & HoQHoQ



Quality Function Deployment, QFDQuality Function Deployment, QFD Quality Function Deployment (QFD)

• Team based visual, connective process

• Focuses on customer needs throughout entire product development process

QFD is a systematic process • Helps identify customer desires and to “deploy” them

through all functions and activities of the organization

House of Quality (HoQ) • Use of large visual displays or diagrams to

– Focus decision making interactions of multifunctional teams

– Visually display relevant information for ready reference

– Document decisions in a graphical Form



Quality Function Deployment, QFDQuality Function Deployment, QFD Team discussions and research results

summarized in House of Quality (HoQ) diagrams • Product

• Part

• Process

• Production information

Representatives from all parts of company involved in creating and refining HoQ diagrams

Desire to achieve high level of consensus



HoQ for Product PlanningHoQ for Product Planning

Systematic, graphic representation of product design information

Organized as matrix of rooms with roof and basement

HoQ diagram is not the real value • Real value is in the

discussion and consensus acquired while constructing the diagram



HoQ for Product PlanningHoQ for Product Planning Team gathers information related to product

design • Customer requirements

• Customer importance weights

• Engineering characteristics (technical specifications)

• Correlation ratings of requirements & characteristics

• Benchmark satisfaction ratings

• Coupling between technical specifications

• Benchmark performance values

• New product design target values



HoQ FloorPlanHoQ FloorPlan

1C

usto

mer

Req

uir

em

en

ts 2

Imp

ort

an

ce W

eig

hts

3Engineering Characteristics

5B

en

ch

mark

Sati

sfa

cti

on

Rati

ng

s

8Coupling

4Correlation

Ratings

6Benchmark Performance

7New Product

Performance Targets

Group method Encourages

discussion Forces

agreement between team members

Structures information



HoQ for Product PlanningHoQ for Product Planning Room 1 Customer requirements

• Summarized in rows of 1st column • Clear list of functions and sub

functions from customer’s view point • Customer wording used to express

voice of the customer • Contains only most important

requirements (usually less than 25) Room 2 Customer importance weights

• Adjacent to customer requirements column • Use values between 0.0 and 1.0 (0-100%)• Importance weights sum to 1.0 (100%)

1Cus

tom

erReq

uire

men

ts

2Im

port

ance

Wei

ghts


5Ben

chm

ark

Sat

isfa

ctio

nRat

ings

8Coupling

4Correlation

Ratings


7New Product

Performance Targets



HoQ for Product PlanningHoQ for Product Planning Room 3 Engineering Characteristics (TS)

• Top row underneath roof triangle • List of quantitative performance factors with units • Arranged in a row vector • Quantifies the customer satisfaction for each

customer requirement Room 4 Correlation ratings matrix

• Cells at intersections of rows and columns indicate the amount of correlation between the requirements and specifications

• Use for positive correlation – 1 ≡ low, 3 ≡ medium, 9 ≡ high

• Use for negative correlation – −1 ≡ low, −3 ≡ medium, −9≡high1

Cus

tom

erReq

uire

men

ts

2Im

port

ance

Wei

ghts


5Ben

chm

ark

Sat

isfa

ctio

nRat

ings

8Coupling

4Correlation

Ratings


7New Product

Performance Targets



HoQ for Product PlanningHoQ for Product Planning Room 5 Benchmark satisfaction ratings

• Right of correlation matrix • Customer ratings for competitive products

for satisfaction of each requirement • Include own current products if any • Ratings between 0.0 and 1.0

Room 6 Benchmark performance • Below of correlation matrix • Rating for each benchmark product with respect to

the Technical Specs (TS) in Room 3 Room 7 New product targets

• Below benchmark performance in the basement • List performance targets for new product

1Cus

tom

erReq

uire

men

ts

2Im

port

ance

Wei

ghts


5Ben

chm

ark

Sat

isfa

ctio

nRat

ings

8Coupling

4Correlation

Ratings


7New Product

Performance Targets



HoQ for Product PlanningHoQ for Product Planning Room 8 Coupling matrix

• Roof triangle

• Values to estimate coupling or interaction between technical specifications – For positive correlation:

1 ≡ low, 3 ≡ medium, 9 ≡ high

– For negative correlation: −1 ≡ low, −3 ≡ medium, −9≡high

• Uncoupled specifications can be optimized one by one

• Inversely coupled specifications require compromises (strong but light)

1Cus

tom

erReq

uire

men

ts

2Im

port

ance

Wei

ghts


5Ben

chm

ark

Sat

isfa

ctio

nRat

ings

8Coupling

4Correlation

Ratings


7New Product

Performance Targets



Example Example HoQ HoQ



PencilPencilSharpenerSharpenerHoQHoQ



QFD method uses cascading QFD method uses cascading Houses of QualityHouses of Quality

CustomerRequirements

PartCharacteristics

EngineeringCharacteristics

ProcessCharacteristics

ProductPlanning

Part Design

ProcessPlanning

ProductionPlanning

ProductionCharacteristics

Voice of the customer



EDS Example ElementsEDS Example Elements These Items Might appear in an EDS Intended market Product cost(s) Operating

environment Engineering

performance Product operators

users Ergonomics

User interface Dimensions Weight Materials Product life Service life Storage shelf life Reliability Mean time to failure



EDS Example ElementsEDS Example Elements

This List is NOT Exhaustive

Disposal / Reuse Assembly Installation Regulatory

environment (federal, state, local)

Patent infringement Safety

Test protocol Product liability Intended market Packaging Shipping and

storage Overall “look” (buyer

perception)



2001 SIA Industry RoadMap2001 SIA Industry RoadMapYear Unit 1993 1995 1999 2001 2003 2005 2008 2011 2014 2016

Feature Size microns/nm 0.50 0.35 180 130 100 80 70 50 34 22

Internal Clock (high performance)

Mhz/Ghz 200 300 750 1.68 2.31 5.17 6.74 11.5 19.3 28.7

Logic transistors million/cm2 2 4 6.6 13 24 44 109 269 664

Microprocessormillion

transistors/chip

5.2 12 23.8 47.6 95.2 190 539 1523 4308

DRAM size Mbit/Gbit 16 64 256 512 1 2 6 16 48

SRAM size Mbit/Gbit 1 4 16 64 256

Voltage Vdd 5 3.3 2.5 1.2 1.0 0.9 0.7 0.6 0.5 0.4



MRS/MRD DetailsMRS/MRD Details Introduction Describe briefly why the product is being considered, this could also be an objective for the product.

One paragraph. Overview Include a brief description of the product and requirement. One to four paragraphs. Target Market Describe who the customer is for this product, why do they need it, and what is unique about their

requirement. It may be desirable to discuss market size here. Use numbers from analysts for a general market size.

Detail in this section may not be necessary for a new version of an existing product unless the new version will help target a new market segment.

Competition List all competitors, how they answer this need and how this product will be differentiated from the

competition. Provide any implementation detail that you can on how a competitor has implemented a similar feature and the pros and cons of that implementation.

Desired Characteristics This is the primary information of the market requirements document. Make the first paragraph a

general description of the product. Required Features List and describe all features that are required for the product to address the customers’ needs and be

competitive. Desired Features List and describe all features that would be nice to have in the product but are not required in the first

release.



MRS/MRD DetailsMRS/MRD Details Estimated Development Costs List the estimated costs of this product in terms of development time, licensing

components, or equipment required to build the product (useful for both hardware and software). This may or may not be required in your company to have a project approved. Will require input from engineering.

Estimated Product Life How long will this product be on the market. When should it be replaced by a new product

or version? Distribution Use this section if this product will not be distributed through the company’s usual

channels. If the product is software, list whether it will be available as a download off the web site.

Configurations Use this if there are multiple configurations desired. Licensing Requirements If you are building a software product, describe the requirements for software licensing.

Describe how customers will obtain the product and how the licensing (if any) will restrict them from making illegal copies.

Manufacturing Use this section to describe any special manufacturing considerations or requirements.

Provide an estimated bill of materials (a list of everything that will be packaged with the product). This section may require input from Manufacturing if it is a hardware product.



MRS/MRD DetailsMRS/MRD Details Packaging For both software and hardware, describe how the product will be packaged. Maintenance This section is used (primarily for a hardware product) to describe any special maintenance

requirements. May require input from customer service. Documentation Describe the types of documentation that are required including installation instructions, user manuals,

administration manuals, quick start guides and tutorials. Specify whether the documentation will be on-line or hard copy.

Forecast/Cost Estimate the sales for the product. This is required for cost justification as well as for forecasts for

inventory of product and or manuals. For hardware products you will need to estimate the preliminary costs of the product. For a software

product you will need to estimate any potential royalties. In some companies, management wants the product manager to figure out the development costs of a

product. If this is required, you will need to work closely with the finance department and the VP of Engineering to accurately estimate those costs.

Impact on Other Products Use this section if this product will impact sales of or replace other products. Finance and sales will

need this information for forecasting purposes. Preliminary Schedule This will require input from engineering. It is needed for other departments to understand when the

product will be available.



In 10 min In 10 min Discuss “Quality” Discuss “Quality”

[email protected] ENGR-11_Lec-10_Chp3_Fomulate_DesignProb.ppt 1 Bruce Mayer, PE Engineering-11: Engineering Design Bruce Mayer, PE Licensed Electrical.

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