S2-18-Et ZC413-L17

Engineering Design
Module 1: Introduction
Dr. Nitin Kotkunde
BITS Pilani
Pilani | Dubai | Goa | Hyderabad
BITS Pilani
Overview of Handout
Eva l u ati on Sc h e me
No Name Type Duration Weight Day, Date, Session, Time
Quiz-I 10 days 5% February 14 to 28, 2019

EC-1 Quiz-II Online 10 days 5% March 14 to 28, 2019
Lab: Creo/DFMA 20 hrs 20%
EC-2 Mid-Semester Test Closed Book 2 hours 30% 09/03/2019 (FN)
10 AM – 12 Noon
EC-3 Comprehensive Exam Open Book 3 hours 40% 04/05/2019 (AN)
9 AM – 12 Noon
Course Code – E N G IN E ERIN G D E S IG N BITS-Pilani, Hyderabad Campus

3
Ove r vi e w o f H a n dout
• There will be 22 Contact Hours for this course
• 18 Contact hours for theory lectures, 4 contact hours for revision.
• Lab components:
– Lab-I component involved modelling of given product / component in PRO/ENGINEER software.
Modelling task involves 3D modelling of individual component, its assembly, exploded view, Bill of
materials. Lab-I carries 10% weightage.
– Lab-II component consist of case study based on Design for Manufacturing and Assembly (DFMA)
software. Lab-II carries 10% weightage.

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Pr e s c ribed Bo o k s
• Text Book:
– George E. Dieter, Linda C. Schmidt, "Engineering Design", 4/e (Indian Edition), McGraw Hill Education
(India) Pvt. Ltd., New Delhi, 2009.
• Reference Books:
– David G. Ullman, “The Mechanical Design Process”, McGraw-Hill Inc., Singapore, 1992
– Kevin Otto and Kristin Wood, “Product Design: Techniques in Reverse Engineering and New Product
Development”, 1/e, Pearson Education, New Delhi, 2004.
– N. J. M. Roozenburg, J. Eekels, Roozenburg N. F. M., “Product Design: Fundamentals and Methods”,
John Wiley and Sons, 1995.

5
Im p o rtant L i n k s a n d In fo r mati on
– Elearn portal: https://elearn.bits-pilani.ac.in
• Students are expected to visit the Elearn portal on a regular basis and stay up to
date with the latest announcements and deadlines.
• Contact Information:
– Dr. Nitin Kotkunde
Assistant professor, Mechncial Engineering Department,
BITS-Pilani, Hyderabad Campus,
Email: nitink@Hyderabad.bits-pilani.ac.in

6
Eva l u ati on Gu i d el ines
• EC-1 consists of three Quizzes. Each quiz carries 5 marks. Students will attempt them
through the course pages on the Elearn portal. Announcements will be made on the
portal, in a timely manner.
• For Closed Book tests: No books or reference material of any kind will be permitted.
• For Open Book exams: Use of books and any printed / written reference material (filed or
bound) is permitted. However, loose sheets of paper will not be allowed. Use of
calculators is permitted in all exams. Laptops/Mobiles of any kind are not allowed.
Exchange of any material is not allowed.

7
Eva l u ati on Gu i d el ines
• If a student is unable to appear for the Regular Test/Exam due to genuine exigencies,
the student should follow the procedure to apply for the Make-Up Test/Exam which will
be made available on the Elearn portal. The Make-Up Test/Exam will be conducted only
at selected exam centres on the dates to be announced later.
• Syllabus for Mid-Semester Test (Closed Book): Contact Hours 1 to 11
• Syllabus for Comprehensive Exam (Open Book): Contact Hours 1 to 22
• It shall be the responsibility of the individual student to be regular in maintaining the self-
study schedule as given in the course handout, attend the online lectures, and take all
the prescribed evaluation components such as Quizzes, Lab component, Mid-Semester
Test and Comprehensive Exam according to the evaluation scheme provided in the
handout.
Course Code – E N G IN E ERIN G D E S IG N
8
BITS-Pilani, Hyderabad Campus
C o n tent fo r th e C o u rse

9
BITS Pilani
Introduction to Engineering Design

Process
C o n tent
• Introduction
• Engineering design process
• Ways to think about engineering design process
• Consideration of good design
• Description of design process
• Computer aided engineering
• Design to codes and standards
• Design review
•

11
C o n tent
• Product development process
• Product and process cycles
• Organization for product and design development
• Markets and marketing
• Technological innovations
• Case studies for modern product development
• Summary
ETZC 413 – E N G IN E ERIN G D E S IG N 12 BITS-Pilani, Hyderabad Campus
In tr o duction
• What is design?
– Numerous definitions
– Common human experience
– “To fashion after a plan!” [webster’s dictionary].
– Create something that has never been
– To design is to pull together (synthesis) something new or to arrange existing things in a
new way.
– Design establishes and defines solutions to and pertinent structures for problems not
solved before, or new solutions to problems which have previously been solved in a
different way”
– Good design requires analysis and synthesis
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T h e F o u r C ’ s o f D e si gn
Choice

14
En g i neering D e s i gn Pr o cess
• Impact of Engineering design process:
– Product cost
– Product quality
– Product cycle time

15
En g i neering D e s i gn Pr o cess
• Types of Designs
– Original design (Innovative design)
– Adaptive design
– Redesign (Variant design)
– Selection design
– Industrial design

16
A Pr o bl em -Solvi ng M e thodology
Challenge of Engineering Design Process
Definition of the problem
Gathering of Information
Generation of alternative solutions
Evaluation of alternatives and

decision making
Communication of the results

17
C o n si derations o f a g o od d e si gn
1. Achievement of performance requirements:

i. Primary performance requirements
ii. Complementary performance requirements
 Useful life of the design, Reliability, Ease, Robustness, Safety and Maintenance.
iii. Environmental requirements for performance

 service conditions under which the product must operate
 How the product will behave with regard to maintaining a safe and clean environment, that is,
green design.
iv. Aesthetic requirements

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2. Life-cycle issues

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3. Regulatory and Social Issues

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D e s c ri pti on Of D e s i gn Pr o cess
Design process (Morris Asimow : Morphology of design)
Conceptual Design
Embodiment Design
Detail Design
Planning for Manufacture
Planning for Distribution
Planning for Use
Planning for Retirement of the Product

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D e s c ri pti on Of D e s i gn Pr o cess
• Phase I: Conceptual Design

• Phase II: Embodiment Design
• Phase III: Detail Design
• Phase IV: Planning for Manufacture
• Phase V: Planning for Distribution
• Phase VI: Planning for Use
• Phase VII: Planning for Retirement
of the Product

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D e s i gn R e vi e w
• Retrospective study of the design
• Review team
• Three to six times in the life of the project
• Technical and Business aspects

23
Pr o d uct D e ve l opment Pr o ce ss
Types:
1. Stage gate development process
2. Spiral product development process
3. Hybrid product development process
• Stage gate development process:
Phase 1 Phase 2 Phase 4 Phase 5

Phase 0 Phase 3
Concept System-level Detail Design Testing and Production
Planning Development Refinement Ramp-up
Development

Sp i r al Pr o d uc t D e ve l opment Pr o cess
• Spiral model = {(1st stage-gate process)+1st version of working product}+{(2nd
stage-gate process)+2nd version of working product}+…+{(nth stage-gate
process)+nth version of working product}

H y b r id Pr o d uct D e ve l opment Pr o ce ss

F a ctor s fo r Su c c e ss
• Profit = Product Price ( ) - Product Cost ( )
Success of a product:
• The quality, performance, and price of the product.
• The cost to manufacture the product over its life cycle.
• The cost of product development.
• The time needed to bring the product to the market.

F a ctor s fo r Su c c e ss
Increased sales revenue due to extended product life

Product launch first in market
and larger market share.

Va r i at ions o n t h e G e n eri c Pr o d uct
D e ve l opment Pr o c e ss

Pr o d uct a n d Pr o c ess C ycl e
• Stages of Development of a Product:

T e ch nol ogy D e ve l opment a n d In se rti on
Cycle
Top asymptote Portion
Middle Portion
Lower Portion

Or g a nizati on Str u c tur e: F u n ctional Or g a nizati on
• A functional organization structure is a hierarchical

organization structure wherein people are grouped as
per their area of specialization.
• These people are supervised by a functional manager

with expertise in the same field.

Ad va n tages o f th e F u n ctional Or g a nizati on
Str u c ture
• Employees are grouped by their knowledge and skills, which helps achieve the highest degree of
performance.
• Employees are very skilled. Efficiency is gained because they are experienced in the same work
and they perform very well.
• Their roles and responsibilities are fixed, which facilitates easy accountability for the work.
• The hierarchy is very clear and employees don’t have to report to multiple supervisors. Each
employee reports to his or her functional manager, which reduces the number of
communication channels.
• There is no duplication of work because each department and each employee has a fixed job
responsibility.
• Employees feel secure, and therefore, they perform well without fear.
• Since there is a sense of job security, employees tend to be loyal to the organization.
• Employees have a clear career growth path.
• Cooperation and communication are excellent within the department.
D i s a dvantages o f th e F u n ctional Or g a nizati on
Str u c ture
• Employees may feel bored due to the monotonous, repetitive type of work and may lose
enthusiasm for the job.
• If the performance appraisal system is not managed properly, conflicts may arise. For example,
an employee may feel demoralized when a lower performing employee is promoted.
• The departments have a self-centered mentality. The functional manager pays more attention to
his department; he usually doesn’t care about other departments.
• Communication is poor among the departments, which causes poor inter-department
coordination. This decreases flexibility and innovation. Moreover, there is a lack of teamwork
among different departments.
• Employees may have little concern and/or knowledge about events outside their department.
This causes obstacles in communication and cooperation.
• The functional structure is rigid, making adaptation to changes difficult and slow.
• Due to bureaucratic hierarchy, delays frequently occur in decision making.

D i s a dvantages o f th e F u n ctional Or g a nizati on
Str u c ture
• Generally, the functional manager makes decisions autocratically without consulting his team
members. This may not always work in favor of the organization.
• When the organization becomes larger, functional areas can become difficult to manage due to
their size. Each department may start behaving like a small company with its own facilities,
culture, and management style.
• Functional departments may be distracted by departmental goals, and focus on them rather
than the organizational goal.

Or g a nizati on Str u c tur e: Pr o j ect Or g ani zation
• In projectized organizations, organizations arrange their activities

into programs or portfolios and implement them through the
projects.
• Project manager plays a crucial role in the execution of the
project. However, there is very limited role for function manager.
• Usually, they have some small departments such as Admin,
Accounting, and Human Resources to support the project
management activities.
• The project manager has full power and authority over resources
to be utilized in the project. He controls the budget, resources,
and work assignments.
• The project manager has full-time team members working under
his control who directly report him.
• When the project is completed the team is disbanded. Team
members and all other resources are released.
Ad va n tages o f a Pr o j e ctized Or g a nized
Str u c ture
• Since the team members directly report to the project manager, there is a clear line of authority.
This reduces conflict and makes decision making faster and more flexible.
• Due to a single reporting system, there are shorter lines of communication which creates strong
and effective communication within the project management team.
• Due to a single authority, less time is consumed in communication, and the response to
stakeholders’ concerns is fast.
• Due to a sense of urgency, milestones, good communication, and cooperation, the learning
curve is faster for any new member.
• Team members become versatile and flexible due to experience in different kinds of projects.

D i sa dvantages o f a Pr o j ecti zed Or g ani zation
Str u c ture
• Since the project manager has full authority and power over his team members, he can become
arrogant.
• In projects, there is always a deadline and usually a tight schedule, which makes the work
environment stressful.
• If the organization has multiple projects, there can be poor communication among them,
causing resources to be duplicated.
• There is a sense of insecurity among the team members, because once the project is completed,
they feel they may lose their jobs. Therefore, they tend to be less loyal towards the organization.
• The cost of employees and equipment can be higher because you may be hiring skilled people
and specialized equipment for a shorter period of time. Moreover, if the project gets stretched
out, the cost of equipment and other resources can be much higher.

M a tr ix ( H y b rid) Or g a nization Str u cture
• The matrix organization is a blend of the projectized and the functional organization structures.
• These two types of organizational structures represent the two extreme points of a string, while
the matrix organization structure is a balance of these two.
• This combination may help organizations achieve higher efficiency, readiness, and quick market
adaptation.
• Moreover, they often can respond faster to market or customer demand while decreasing the
lead time to produce a new product.
• This type of structure is most suitable for organizations operating in a dynamic environment.
• The authority of a functional manager flows vertically downwards, and the authority of the
project manager flows sideways.
• In a matrix organization structure, employees may report to many managers. Some from one
section may report to one boss while the rest report to a different boss.

M a tr ix ( H y b rid) Or g a nization Str u cture
• The functional manager may look after the functional part of the project; he may decide how to
do the work, and may distribute the project work among his subordinates. The project manager
will have authority over the administrative part of the project, such as what to do, follow-up on
the schedule, evaluate the performance, etc.
• Working in a matrix organization can be challenging because you have a confusing role while
reporting to two bosses.
• To avoid confusion and work efficiently in a matrix organization, you must be clear on your role,
responsibilities, and the work priorities.
• The matrix organization structure usually exists in large and multi-project organizations, where
they can relocate employees whenever and wherever their services are needed.
T y p e o f M a tr i x Or g ani zation Str u cture
• The matrix organization structure can be classified into three categories, largely depending on
the level of power of the project manager. These categories are as follows:
– Strong Matrix Structure
– Weak Matrix Structure
– Balanced Matrix Structure

Ad va n tages o f a M a tr i x Or g a nizati on Str u ctur e
• Highly skilled and capable resources can be shared between the functional units and projects,
allowing more open communication lines which help in sharing the valuable knowledge within
the organization.
• The matrix structure is more dynamic than the functional structure because it allows employees
to communicate more readily across the boundaries, creating a good, cooperative, work
environment which helps to integrate the organization.
• Employees can broaden their skills and knowledge areas by participating in different kinds of
projects. The matrix structure provides a good environment for professionals to learn and grow
their careers.
• In functional departments, employees are very skilled, and project teams can get these highly-
skilled employees whenever their services are needed.
• Since there is a sense of job security, employees tend to be loyal to the organization and
perform well, and therefore, the efficiency of a matrix organization is higher.

D i s a dvantages o f a M a tr ix Or g a nization
Str u cture
• Employees may have to report to two managers, which adds confusion and may cause conflict.
This usually happens in a balanced matrix organization where both bosses have equal authority
and power.
• A conflict may arise between the project manager and the functional manager regarding the
authority and power.
• If the priorities are not defined clearly, employees may be confused about their role and
responsibility, especially when they are assigned a task which is different from, or even counter to,
what they were doing.
• If any resource is scarce, there might be competition to use it, which may cause hostility within the
workplace and could affect the operation.
• It is generally perceived that matrix organizations have more managers than required, which
increases overhead costs.
• In a matrix organization, the workload tends to be high. Employees have to do their regular work
along with the additional project-related work, which can exhaust them.
How to Overcome the Disadvantages of a Matrix
Organization Structure
• There must be close cooperation between the project manager and the functional manager. This
will help avoid confusion and conflict.
• There should be well defined and strong communication in all directions. This is important to
gain support from executives, managers, supervisors, and employees. Organizations must
communicate their vision, objective, and goal with their employees.
• There should be a proper and balanced distribution of authority and power between the project
manager and the functional manager. Both managers should get the required power and
authority. Any imbalance may impact the effectiveness of operations.
• Any conflict between the project manager and the functional manager must be resolved as early
as possible, and in private.
• Roles and responsibilities must be clearly documented and communicated to all employees to
avoid confusion.

Bu s i nes s Str a te gies R e l a ted to In n ova tion
a n d Pr o duc t D e ve lopment
• Boston Consulting Group

R e ve r se En g i neering a n d R e d esign

Ko l b ’s M o d el o f Exp e r i ential L e a rni ng

Ad va n tages o f R e ve rse En g ineer ing
• Study products that are already open to the market
• Gain personal knowledge on the product and its technology
• Product compatibility with available technologies in the market
• Determine whether the product lives up to its standards as advertised
• Determine flaws in your product design compared to competitor ones
• Figuring out the reasons of product failure
• Improving manufacturing processes
• Creates healthy competition in the market

C a s e Stu d i es o f M o d ern Pr o d uct
• Xerox Corporation: Total time to market (1996)
Define market Define product

Demonstrate
attack plan and & deliver Define product
product
Deliver product Delight customers
technology technology
Market and product

strategies vision

• Microsoft Corporation:

• Ford Motor:

In d u strial d e s ign: D e si gn ED GE, Au sti n, T X
Pr o d uct d e s i gn fi r m

Su m m ary
• The keys to creating a winning product are:
– Designing a quality product with the features and performance desired by its customers
at price they are willing to pay
– Reducing the cost to manufacture the product over its life cycle
– Minimizing the cost to develop the product
– Quickly bringing the product to market
– The organization of a product development team can have a major influence on how
effectively product development is carried out.
– Generally, a heavyweight matrix organization with appropriate management controls

works best

R e s ear ch In te ns ive : R a ychem C o r porati on
• Longer product development cycle.
• Example: PolySwitch, an electrical

overload switch (1970, 1981…1990)
• How is such long-term product

forecasting and technology planning
done?
• What will the world look like in

decades?
• How could anyone in 1970 forecast the

need for a polymer overload switch?

THANK YOU

55

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Engineering Design

No Name Type Duration Weight Day, Date, Session, Time

Quiz-I 10 days 5% February 14 to 28, 2019

Course Code – E N G IN E ERIN G D E S IG N BITS-Pilani, Hyderabad Campus

• There will be 22 Contact Hours for this course

• 18 Contact hours for theory lectures, 4 contact hours for revision.

Course Code – E N G IN E ERIN G D E S IG N BITS-Pilani, Hyderabad Campus

(India) Pvt. Ltd., New Delhi, 2009.

Development”, 1/e, Pearson Education, New Delhi, 2004.

– N. J. M. Roozenburg, J. Eekels, Roozenburg N. F. M., “Product Design: Fundamentals and Methods”,

John Wiley and Sons, 1995.

– Elearn portal: https://elearn.bits-pilani.ac.in

Assistant professor, Mechncial Engineering Department,

BITS-Pilani, Hyderabad Campus,

Course Code – E N G IN E ERIN G D E S IG N BITS-Pilani, Hyderabad Campus

Course Code – E N G IN E ERIN G D E S IG N BITS-Pilani, Hyderabad Campus

• Syllabus for Mid-Semester Test (Closed Book): Contact Hours 1 to 11

• Syllabus for Comprehensive Exam (Open Book): Contact Hours 1 to 22

Course Code – E N G IN E ERIN G D E S IG N BITS-Pilani, Hyderabad Campus

Introduction to Engineering Design

Course Code – E N G IN E ERIN G D E S IG N BITS-Pilani, Hyderabad Campus

• Product development process

• Product and process cycles

• Organization for product and design development

• Markets and marketing

• Case studies for modern product development

Course Code – E N G IN E ERIN G D E S IG N BITS-Pilani, Hyderabad Campus

• Impact of Engineering design process:

– Product cycle time

Course Code – E N G IN E ERIN G D E S IG N BITS-Pilani, Hyderabad Campus

– Original design (Innovative design)

– Redesign (Variant design)

Course Code – E N G IN E ERIN G D E S IG N BITS-Pilani, Hyderabad Campus

Challenge of Engineering Design Process

Definition of the problem

Generation of alternative solutions

Evaluation of alternatives and

Communication of the results

Course Code – E N G IN E ERIN G D E S IG N BITS-Pilani, Hyderabad Campus

1. Achievement of performance requirements:

iii. Environmental requirements for performance

iv. Aesthetic requirements

Course Code – E N G IN E ERIN G D E S IG N BITS-Pilani, Hyderabad Campus

Course Code – E N G IN E ERIN G D E S IG N BITS-Pilani, Hyderabad Campus

Course Code – E N G IN E ERIN G D E S IG N BITS-Pilani, Hyderabad Campus

Design process (Morris Asimow : Morphology of design)

Planning for Manufacture

Planning for Distribution

Planning for Use

Planning for Retirement of the Product

• Phase I: Conceptual Design

Course Code – E N G IN E ERIN G D E S IG N BITS-Pilani, Hyderabad Campus

• Retrospective study of the design

• Three to six times in the life of the project

• Technical and Business aspects

Course Code – E N G IN E ERIN G D E S IG N BITS-Pilani, Hyderabad Campus

Phase 1 Phase 2 Phase 4 Phase 5

ETZC 413 – E N G IN E ERIN G D E S IG N 24 BITS-Pilani, Hyderabad Campus

• Spiral model = {(1st stage-gate process)+1st version of working product}+{(2nd

stage-gate process)+2nd version of working product}+…+{(nth stage-gate

process)+nth version of working product}

ETZC 413 – E N G IN E ERIN G D E S IG N 25 BITS-Pilani, Hyderabad Campus

ETZC 413 – E N G IN E ERIN G D E S IG N 26 BITS-Pilani, Hyderabad Campus