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Engineering design : a project-based introduction

Author: Clive L Dym; Patrick Little; Elizabeth J Orwin
Publisher: New York : Wiley, [2014]
Edition/Format:   Print book : English : 4th editionView all editions and formats
Summary:
Cornerstone Engineering Design combines a wide range oftopics such as design, engineering design, project management, teamdynamics and project-based learning into a single introductory work.
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Document Type: Book
All Authors / Contributors: Clive L Dym; Patrick Little; Elizabeth J Orwin
ISBN: 9781118324585 1118324587
OCLC Number: 828482029
Description: xvi, 320 pages : illustrations ; 24 cm
Contents: Part I Introduction 1 --
Chapter 1 Engineering Design What does it mean to design something? Is engineering design different from other kinds of design? 3 --
1.1 Where and when do engineers design? 3 --
1.2 A basic vocabulary for engineering design 7 --
1.2.1 Defining engineering design 7 --
1.2.2 Assumptions underlying our definition of engineering design 8 --
1.2.3 Measuring the success of an engineered design 9 --
1.2.4 Form and function 9 --
1.2.5 Design and systems 10 --
1.2.6 Communication and design 10 --
1.3 Learning and doing engineering design 12 --
1.3.1 Engineering design problems are challenging 12 --
1.3.2 Learning design by doing 13 --
1.4 Managing engineering design projects 14 --
1.5 Notes 15 --
Chapter 2 Defining a Design Process and a Case Study How do I do engineering design? Can you show me an example? 16 --
2.1 The design process as a process of questioning 16 --
2.2 Describing and prescribing a design process 19 --
2.3 Informing a design process 24 --
2.3.1 Informing a design process by thinking strategically 24 --
2.3.2 Informing a design process with formal design methods 24 --
2.3.3 Acquiring design knowledge to inform a design process 25 --
2.3.4 Informing a design process with analysis and testing 26 --
2.3.5 Getting feedback to inform a design process 27 --
2.4 Case study: Design of a stabilizer for microlaryngeal surgery 27 --
2.5 Illustrative design examples 34 --
2.6 Notes 35 --
Part II The Design Process and Design Tools 37 --
Chapter 3 Problem Definition: Detailing Customer Requirements What does the client require of this design? 39 --
3.1 Clarifying the initial problem statement 40 --
3.2 Framing customer requirements 41 --
3.2.1 Lists of design attributes and of design objectives 41 --
3.3 Revised problem statements: Public statements of the design project 43 --
3.4 Designing an arm support for a CP-afflicted student 44 --
3.5 Notes 46 --
Chapter 4 Problem Definition: Clarifying The Objectives What is this design intended to achieve? 47 --
4.1 Clarifying a client's objectives 47 --
4.1.1 Representing lists of objectives in objectives trees 49 --
4.1.2 Remarks on objectives trees 50 --
4.1.3 The objectives tree for the juice container design 51 --
4.2 Measurement issues in ordering and evaluating objectives 53 --
4.3 Rank ordering objectives with pairwise comparison charts 54 --
4.3.1 An individual's rank orderings 54 --
4.3.2 Aggregating rank orderings for a group 55 --
4.3.3 Using pairwise comparisons properly 56 --
4.4 Developing metrics to measure the achievement of objectives 57 --
4.4.1 Establishing good metrics for objectives 58 --
4.4.2 Establishing metrics for the juice container 61 --
4.5 Objectives and metrics for the Danbury arm support 62 --
4.6 Notes 66 --
Chapter 5 Problem Definition: Identifying Constraints What are the limits for this design problem? 67 --
5.1 Identifying and setting the client's limits 67 --
5.2 Displaying and using constraints 68 --
5.3 Constraints for the Danbury arm support 69 --
5.4 Notes 70 --
Chapter 6 Problem Definition: Establishing Functions How do I express a design's functions in engineering terms? 71 --
6.1 Establishing functions 71 --
6.1.1 Functions: Input is transformed into output 72 --
6.1.2 Expressing functions 72 --
6.2 Functional analysis: Tools for establishing functions 73 --
6.2.1 Black boxes and glass boxes 73 --
6.2.2 Dissection or reverse engineering 75 --
6.2.3 Enumeration 76 --
6.2.4 Function-means trees 79 --
6.2.5 Remarks on functions and objectives 80 --
6.3 Design specifications: Specifying functions, features, and behavior 81 --
6.3.1 Attaching numbers to design specifications 81 --
6.3.2 Setting performance levels 84 --
6.3.3 Interface performance specifications 85 --
6.3.4 House of quality: Accounting for the customers' requirements 86 --
6.4 Functions for the Danbury arm support 88 --
6.5 Notes 91 --
Chapter 7 Conceptual Design: Generating Design Alternatives How do I generate or create feasible designs? 92 --
7.1 Generating the "design space," a space of engineering designs 92 --
7.1.1 Defining a design space by generating a morphological chart 93 --
7.1.2 Thinking metaphorically and strategically 95 --
7.1.3 The 6-3-5 method 97 --
7.1.4 The C-sketch method 98 --
7.1.5 The gallery method 98 --
7.1.6 Guiding thoughts on design generation 99 --
7.2 Navigating, expanding, and contracting design spaces 99 --
7.2.1 Navigating design spaces 99 --
7.2.2 Expanding a design space when it is too small 100 --
7.2.3 Contracting a design space when it is too large 101 --
7.3 Generating designs for the Danbury arm support 101 --
7.4 Notes 105 --
Chapter 8 Conceptual Design: Evaluating Design Alternatives and Choosing a Design Which design should I choose? Which design is "best"? 106 --
8.1 Applying metrics to objectives: Selecting the preferred design 106 --
8.1.1 Numerical evaluation matrices 107 --
8.1.2 Priority checkmark method 109 --
8.1.3 The best-of-class chart 110 --
8.1.4 An important reminder about design evaluation 111 --
8.2 Evaluating designs for the Danbury arm support 111 --
8.3 Notes 113 --
Part III Design Communication 115 --
Chapter 9 Communicating Designs Graphically Here's my design; can you make it? 117 --
9.1 Engineering sketches and drawings speak to many audiences 117 --
9.2 Sketching 119 --
9.3 Fabrication specifications: The several forms of engineering drawings 122 --
9.3.1 Design drawings 122 --
9.3.2 Detail drawings 125 --
9.3.3 Some Danbury arm support drawings 126 --
9.4 Fabrication specifications: The devil is in the details 127 --
9.5 Final notes on drawings 129 --
9.6 Notes 130 --
Chapter 10 Prototyping and Proofing the Design Here's my design; how well does it work? 131 --
10.1 Prototypes, models, and proofs of concept 132 --
10.1.1 Prototypes and models are not the same thing 132 --
10.1.2 Testing prototypes and models, and proving concepts 133 --
10.1.3 When do we build a prototype? 134 --
10.2 Building models and prototypes 135 --
10.2.1 Who is going to make it? 136 --
10.2.2 Can we buy parts or components? 136 --
10.2.3 How, and from what, will the model/prototype be made? 137 --
10.2.4 How much will it cost? 141 --
10.3 Notes 141 --
Chapter 11 Communicating Designs Orally and in Writing How do we let our client know about our solutions? 142 --
11.1 General guidelines for technical communication 143 --
11.2 Oral presentations: Telling a crowd what's been done 145 --
11.2.1 Knowing the audience: Who's listening? 145 --
11.2.2 The presentation outline 146 --
11.2.3 Presentations are visual events 147 --
11.2.4 Practice makes perfect, maybe ... 148 --
11.2.5 Design reviews 149 --
11.3 The project report: Writing for the client, not for history 150 --
11.3.1 The purpose of and audience for the final report 151 --
11.3.2 The rough outline: Structuring the final report 151 --
11.3.3 The topic sentence outline: Every entry represents a paragraph 152 --
11.3.4 The first draft: Turning several voices into one 153 --
11.3.5 The final, final report: Ready for prime time 154 --
11.4 Final report elements for the Danbury arm support 155 --
11.4.1 Rough outlines of two project reports 155 --
11.4.2 ATSO for the Danbury arm support 157 --
11.4.3 The final outcome: The Danbury arm support 158 --
11.5 Notes 158 --
Part IV Design Modeling, Engineering Economics, and Design Use 159 --
Chapter 12 Mathematical Modeling in Design Math and physics are very much part of the design process! 161 --
12.1 Some mathematical habits of thought for design modeling 162 --
12.1.1 Basic principles of mathematical modeling 162 --
12.1.2 Abstractions, scaling, and lumped elements 162 --
12.2 Some mathematical tools for design modeling 163 --
12.2.1 Physical dimensions in design (i): Dimensions and units 164 --
12.2.2 Physical dimensions in design (ii): Significant figures 166 --
12.2.3 Physical dimensions in design (iii): Dimensional analysis 167 --
12.2.4 Physical idealizations, mathematical approximations, and linearity 169 --
12.2.5 Conservation and balance laws 171 --
12.2.6 Series and parallel connections 173 --
12.2.7 Mechanical-electrical analogies 176 --
12.3 Modeling a battery-powered payload cart 177 --
12.3.1 Modeling the mechanics of moving a payload cart up a ramp 177 --
12.3.2 Selecting a battery and battery operating characteristics 181 --
12.3.3 Selecting a motor and motor operating characteristics 184 --
12.4 Design modeling of a ladder rung 186 --
12.4.1 Modeling a ladder rung as an elementary beam 188 --
12.4.2 Design criteria 190 --
12.5 Preliminary design of a ladder rung 193 --
12.5.1 Preliminary design considerations for a ladder rung 193 --
12.5.2 Preliminary design of a ladder rung for stiffness 194 --
12.5.3 Preliminary design of a ladder rung for strength 195 --
12.6 Closing remarks on mathematics, physics, and design 196 --
12.7 Notes 196 --
Chapter 13 Engineering Economics in Design How much is this going to cost? 197 --
13.1 Cost estimation: How much does this particular design cost? 197 --
13.1.1 Labor, materials, and overhead costs 198 --
13.1.2 Economies of scale: Do we make it or buy it? 200 --
13.1.3 The cost of design and the cost of the designed device 200 --
13.2 The time value of money 201 --
13.3 Closing considerations on engineering and economics 204 --
13.4 Notes 204 --
Chapter 14 Design for Production, Use, and Sustainability What other factors influence the design process? 205 --
14.1 Design for production: Can this design be made? 206. 14.1.1 Design for manufacturing (DFM) 206 --
14.1.2 Design for assembly (DFA) 207 --
14.1.3 The bill of materials and production 209 --
14.2 Design for use: How long will this design work? 209 --
14.2.1 Reliability 210 --
14.2.2 Maintainability 214 --
14.3 Design for sustainability: What about the environment? 215 --
14.3.1 Environmental issues and design 215 --
14.3.2 Global climate change 217 --
14.3.3 Environmental life-cycle assessments 218 --
14.4 Notes 218 --
Part V Design Teams, Team Management, and Ethics in Design 221 --
Chapter 15 Design Team Dynamics We can do this together, as a team! 223 --
15.1 Forming design teams 223 --
15.1.1 Stages of group formation 224 --
15.1.2 Team dynamics and design process activities 226 --
15.2 Constructive conflict: Enjoying a good fight 227 --
15.3 Leading design teams 229 --
15.3.1 Leadership and membership in teams 229 --
15.3.2 Personal behavior and roles in team settings 230 --
15.4 Notes 231 --
Chapter 16 Managing a Design Project What do you want? When do you want it? How much are we going to spend? 232 --
16.1 Getting started: Establishing the managerial needs of a project 232 --
16.2 Tools for managing a project's scope 234 --
16.2.1 Team charters 234 --
16.2.2 Work breakdown structures 237 --
16.3 The team calendar: A tool for managing a project's schedule 241 --
16.4 The budget: A tool for managing a project's spending 243 --
16.5 Monitoring and controlling projects: Measuring a project's progress 245 --
16.6 Managing the end of a project 248 --
16.7 Notes 249 --
Chapter 17 Ethics in Design Design is not just a technical matter 250 --
17.1 Ethics: Understanding obligations 250 --
17.2 Codes of ethics: What are our professional obligations? 252 --
17.3 Obligations may start with the client ... 255 --
17.4 ... But what about the public and the profession? 256 --
17.5 On engineering practice and the welfare of the public 261 --
17.6 Ethics: Always a part of engineering practice 263 --
17.7 Notes 263.
Responsibility: Clive L. Dym, Patrick Little and Elizabeth J. Orwin, Harvey Mudd College.

Abstract:

Dym, Little and Orwin's Engineering Design: A Project-Based Introduction, 4th Edition gets students actively involved with conceptual design methods and project management tools. The book helps  Read more...

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