Copyright 2003 Joseph Greene All Rights Reserved 1 MFGT 124 Solid Design in Manufacturing Chap 3: Designers and Design Teams Professor Joe Greene CSU,

Copyright 2003 Joseph Greene All Rights Reserved 1

MFGT 124Solid Design in Manufacturing

Chap 3: Designers and Design Teams

Professor Joe Greene

CSU, CHICO

Reference: The Mechanical Process, 3rd Edition, David Ullman, McGrall Hill New York (2003)

MFGT 124


Chap 3: Design Teams

• Topics– Introduction– Model of Human Information– Mental Processes during Design– Creative Designer– Engineering Design Teams


Introduction• Introduction• Reference

– Strategies for creative problem solving• H. Scott Fogler, Steven E. LeBlanc, The University of Michigan• Englewood Cliffs, N.J. PTR Prentice Hall, 1995

• Mechanical devices have become increasingly complex and sophisticated– Throughout history those that were naturally good at design were trained

through and apprentice program wherein they studied with a design master.– Much experience was gained through trial and error experimentation.– Products took many generations to mature into final robust design.

• Products today are more complex and the world community is more competitive– Key product features

• Cost of product• Time-to-market is a key product feature• Uniqueness of product


Introduction• Design strategies of today

– Combine systems into large complex systems– Accelerate design process – Minimum use of resources and time

• Design process– Technical development: objective features– Cognitive processes: creative features– Social processes: subjective features

• Areas of discussion– Human processes to design mechanical objects

• Cognitive model of memory structure• Information Exploration• Knowledge definition

– Memory and the design process– Creativity– Social dynamics of teamwork– Problem solving in teams


Human Information Processing• Cognitive psychology

– Study of human problem solving abilities– Fig 3.1

• Mental system used in solution for any type of problem• Information processing system model (1950s)

– Information processing • Internal environment

– Information storage – Processing

• External environment– Paper and pencil, CAD, catalogs, calculators, computers, etc.

– Internal Environment Memory• Short term

– Similar to computer’s RAM• Long term

– Similar to computer’s hard disk

– Sensors• Eyes, ears, hands, smell, taste, etc.

– Outputs• Hands and voice



– Controller• Manages inputs and outputs and memory units

– Brain storage• Chunks of information

– The more experienced the person, the more content ther is in the chunks of information processed

– Example,» Orthographic drawing of a power transmission given to two groups

of people who were ask to redraw what they saw.» Group 1: Undergrad students- reconstructed the drawings with

simple line segments and simple shapes they remembered.» Group 2: Experienced engineers- recalled functional groups and

more detailed geometry and drawing information.



– Chunks of information• General knowledge

– Information about an object without regard to specific domain» Red is a color; Number 4 is bigger than 3;» Gained through everyday use.

• Domain specific knowledge– Information on the form or function of an individual or a class of objects.

» All bolts have a head, a threaded body, and a tip» Bolts are used to carry shear or axial stresses.

– Knowledge comes from study and experience in the specific domain.– Takes about 10 years to become and expert in your field of study.

• Procedural knowledge– What to do next.

» If no answer to problem X, then decomposing X into two independent easier to solve sub-problems, X1 and X2.

– Knowledge comes from experience plus general knowledge and some domain specific knowledge.

– Used frequently in technical problem solutions– Thinking “Out-of-the-box”


Human Information Processing• Short Term knowledge

– Main information processor in the human brain• No specific anatomic location yet it has specific attributes

– Attributes• Quickness- processing speed of 0.1 seconds for information

chunks• Harder to solve problems require more memory space• Capacity- Magical number seven, plus or minus two

– 7 chunks of information or unique things» Idea (1), constraints for comparison (2 or 3), » Leaves 3 or 4 available memory slots for information

• Most people can remember 3 things.• Most people have an attention span of 5 minutes

– Less if they are not interested in topic (1 minute)– More if they are… (10 minutes)

• Example, – Phone book numbers


Human Information Processing


Human Information Processing


Human Information Processing• Example

– Corvette 1966. Draw this after 30 seconds.

Ref: www.corvette.net/misc.htm



– 2002 C-5 Z06. Draw this after 30 seconds.Ref: www.corvetteconti.com/Visible-Z06-Vette.htm



– Ford V-8 – Draw this after 30 seconds

Ref: www.vanpeltsales.com/FH_web/flathead_home.htm


Human Information Processing• Long Term Memory

– Used for permanent memory• Similar to a hard drive on a computer• Figure 3.3 Cartoon. “My brain is full.”• No documented case of brain being full

– Never too old to learn• Brain is constantly changing and growing new cells.• Brain surgery that has portions of brain removed.

– New brains cells grow and replace some of the old functions• Some Alzheimer research is trying to grow new brain cells.

– Characteristics• Expert’s information storage is more efficient than student’s• Fairly slow in recording information

– Memory trick is to repeat something 16 times to remember it.• Retrieval of information is much quicker• Information can be retrieved at different levels of abstraction

– Novice car buff retrieves some information about a picture– Car enthusiast retrieves a lot of information about car.

» Corvette Z06» Ford V-8 engine


Control Information Processing• Brain Controller

– Encode outside information through use of sensors (eyes, ears, etc).– Processes it in short term memory.– Some information fades in short term.– New information is input as it is needed and becomes available.– Extend short term memory with the use of sketches and notes.– Store results in long term memory.

• External Environment– Paper, pencil, computers, books plays important role– Read it, Write it, Say it, Know it! (Greeneism)– Important role in design process

• Source of information• Analytical capability• Documentation/communication facility• Extension of short term memory

– Space limited central central processor

• Implications of models– Limited size of short-term memory is a limiting factor in ability to solve problems– Organize, Manage, and Delegate


Mental Processing During Design• Problem Solving

– Define the problem– Generate alternatives– Generate solution– Evaluate the solution– Make a decision– Evaluate consequences– Modify solution– Record lessons learned


Mental Processing During Design• Problem solving- Why bother?

– Problems in everyday life• Many solutions are possible.• Goal is to pick best solution

– What’s the real problem• Case of Hungry Grizzly Bear OR• Exercise in Defining the Real Problem

– Example,• A student and his professor are backpacking in Alaska when they come across a grizzly

bear who starts to chase them from a distance.• They both start running.• The student stops, takes off his backpack, and puts on his running shoes.• Professors reminds the student that even with the running shoes the student will not out

run the bear.• The student agrees and says that he doesn’t have to out run bear, just outrun the

professor.

– Redefine the problem• Not outrun bear, but out run the professor.

– Problem definition is key


Mental Processing During Design• Examples: What is the real problem

– Impatient guests at a hotel waiting for an elevator• Story• Problem definition• Redefine problem statement• Solutions• Optimum solution

– Leaky flow meter• Story• Problem definition• Redefine problem statement• Solutions• Optimum solution


Mental Processing During Design• Examples: What is the real problem

– Unexpected twist• Story• Problem definition• Solutions• Better solution with Kepner-Tregoe Potential Problem Analysis

– Kansas City Hyatt• Story• Problem definition• Solutions• Better solution with Potential Problem Analysis

• Methods will be provided to help identify the real problem rather than the perceived problem


Habits of Highly Effective People• Characteristics

– Be Proactive- Take initiative– Begin the End in Mind- Start with where you want to go– Put First Things First- Prioritize things and say no to nonproductive– Think Win/Win- Mutual benefits of all involved– Seek First to Understand, Then to be Understood- Listen more, talk less– Synergize- Bring out best in others– Renewal

• Physical• Mental• Spiritual• Social/Environmental

• Upward Spiral– Learn, Commit, Do; Learn, Commit, Do; Learn, Commit, Do; …


Habits of Highly Effective People• Take Risks

– Jolly Green Giant

– Dry Champagne

• Look for Paradigm Shift– Paradigm

• Model or pattern based upon a set of rules that defines boundaries and specifies how to be successful at and within the boundaries.

• Unspoken rules of the road of how things work.

– Swiss watch• What was paradigm shift?


Mental Processing During Design• Problem Solving

– Marine Corps Approach• Define the problem.• Redefine the problem.• Evaluate alternatives.• Make decision.• Take action.• Evaluate results.• Change action if bad results.

– Systematic Approach• Define Problem• Generate Solutions• Decide Course of Action• Implement the Solution• Evaluate the Solution• Record lessons learned


Creativity• Establish Creative Environment

• John Sculley, former chairman of Apple Computer

– Give people directions not goals– Encourage contrarian thinking– Build textured environment to inspire creativity– Build emotion into system– Safer you make system, higher you can raise the challenge– Encourage accountability over responsibility– Get ordinary people to reach beyond themselves

• Characteristics of a Leaders and Bosses– Bosses Leaders

• Demands respect Earns respect• Taskmaster Coach• Critical Encouraging• Rules by fear Guides by example• Punishes mistakes Rewards success

• GM example


Creativity• Characteristics


Engineering Design Teams• Team Goals

Documents

Copyright 2003 Joseph Greene All Rights Reserved 1 MFGT 124 Solid Design in Manufacturing Chap 3: Designers and Design Teams Professor Joe Greene CSU,