1. 1 CERTIFIED SOLIDWORKS ASSOCIATE (CSWA) EXAM Nov 26, 20119:00-12:00 Dec 3, 2011 9:00-12:00 SEB1015 NOTES We’ll take registrations in November but you’ll have to start preparations very soon The CSWA exam requires familiarity with SolidWorks Simulation Express

2. 2 Design project should require the use of: Parts Assemblies Weldments Sheet metal Moving components

3. 3 USING DIFFERENT SYSTEMS OF UNITS lbf Absolute system of units Kinetic (here gravitational) system of units

4. 4 SUMMARY OF STEPS IN QFD 1. Identify the customers Who are they? 2. Determine the customers' requirements What do the customers want? 3. Determine relative importance of the requirements 4. Generate engineering specifications 5. Relate customers’ requirements to engineering specifications 6. Identify relationships between engineering requirements 7. Identify and evaluate the competition How satisfied is the customer now? 8. Set engineering targets How much is good enough?

5. 5 CUSTOMER REQUIREMENTS IMPORTANCE RELATIONSHIP MATRIX COMPETITION TARGETS ENGINEERING REQUIREMENTS CORRELATION MATRIX WHO? 1. Identify customers: Who are they? QFD Chart also called HOUSE OF QUALITY

6. 6 CUSTOMER REQUIREMENTS IMPORTANCE RELATIONSHIP MATRIX COMPETITION TARGETS CORRELATION MATRIX WHO? 2. Determine customers’ requirements: What do customers need and want? ENGINEERING REQUIREMENTS QFD Chart also called HOUSE OF QUALITY

7. 7 CUSTOMER REQUIREMENTS IMPORTANCE RELATIONSHIP MATRIX COMPETITION TARGETS CORRELATION MATRIX WHO? 3. Determine the relative importance of customers’ requirements. ENGINEERING REQUIREMENTS QFD Chart also called HOUSE OF QUALITY

8. 8 CUSTOMER REQUIREMENTS IMPORTANCE RELATIONSHIP MATRIX COMPETITION TARGETS CORRELATION MATRIX WHO? 4. Generate engineering requirements (PDS): How will the customers’ requirements be met? ENGINEERING REQUIREMENTS QFD Chart also called HOUSE OF QUALITY

9. 9 CUSTOMER REQUIREMENTS IMPORTANCE RELATIONSHIP MATRIX COMPETITION TARGETS CORRELATION MATRIX WHO? 5. Relate customers’ requirements to engineering requirements ENGINEERING REQUIREMENTS QFD Chart also called HOUSE OF QUALITY

10. 10 CUSTOMER REQUIREMENTS IMPORTANCE RELATIONSHIP MATRIX COMPETITION TARGETS CORRELATION MATRIX WHO? 6. Identify relationships between engineering requirements ENGINEERING REQUIREMENTS QFD Chart also called HOUSE OF QUALITY

11. 11 CUSTOMER REQUIREMENTS IMPORTANCE RELATIONSHIP MATRIX COMPETITION TARGETS CORRELATION MATRIX WHO? 7. Identify and evaluate competition. How satisfied is the customer now? ENGINEERING REQUIREMENTS QFD Chart also called HOUSE OF QUALITY

12. 12 8. Set engineering targets How much is good enough? CUSTOMER REQUIREMENTS IMPORTANCE RELATIONSHIP MATRIX COMPETITION TARGETS CORRELATION MATRIX WHO? ENGINEERING REQUIREMENTS QFD Chart also called HOUSE OF QUALITY

13. 13 HAVE WE MET OUR TARGETS AT THE END OF THE DESIGN PROCESS? Beginning of design process: PDS End of design Process: Prototype ?

14. 14 CRAMPONS QFD exercise

15. 15 1.Identify the customers: Who are they? 2.Determine the customers' requirements: What do the customers want? 3.Determine relative importance of the requirements: Who versus what 4.Generate engineering specifications: How will the customers' requirements be met? 5.Relate customers, requirements to engineering specifications: Hows measure whats? 6.Identify relationships between engineering requirements: How are the "hows" dependent on each other? 7.Identify and evaluate the competition: How satisfied is the customer now? 8.Set engineering targets: How much is good enough? People who walk on glaciers or snow fields Not casual users Not ice climbers CRAMPONS – STEP 1

16. 16 Ability to walk on ice and hard snow Ability to climb on ice but no “hard core” climbing Lightweight Easy to attach Stays on firmly Easy to detach Snow won’t stick Use with “normal” boots CRAMPONS – STEP 2 1.Identify the customers: Who are they? 2.Determine the customers' requirements: What do the customers want? 3.Determine relative importance of the requirements: Who versus what 4.Generate engineering specifications: How will the customers' requirements be met? 5.Relate customers, requirements to engineering specifications: Hows measure whats? 6.Identify relationships between engineering requirements: How are the "hows" dependent on each other? 7.Identify and evaluate the competition: How satisfied is the customer now? 8.Set engineering targets: How much is good enough?

17. 17 5 – very important, 4 – important 3 – somewhat important 2 - minimally important 1 – not that important Ability to walk on ice and hard snow5 Ability to climb on ice but no “hard core” climbing2 Lightweight3 Easy to attach3 Stays onfirmly5 Easy to detach2 Snow won’t stick4 Use with “normal” boots any size5 CRAMPONS – STEP 3 1.Identify the customers: Who are they? 2.Determine the customers' requirements: What do the customers want? 3.Determine relative importance of the requirements: Who versus what 4.Generate engineering specifications: How will the customers' requirements be met? 5.Relate customers, requirements to engineering specifications: Hows measure whats? 6.Identify relationships between engineering requirements: How are the "hows" dependent on each other? 7.Identify and evaluate the competition: How satisfied is the customer now? 8.Set engineering targets: How much is good enough?

18. 18 1.Identify the customers: Who are they? 2.Determine the customers' requirements: What do the customers want? 3.Determine relative importance of the requirements: Who versus what 4.Generate engineering specifications: How will the customers' requirements be met? 5.Relate customers, requirements to engineering specifications: Hows measure whats? 6.Identify relationships between engineering requirements: How are the "hows" dependent on each other? 7.Identify and evaluate the competition: How satisfied is the customer now? 8.Set engineering targets: How much is good enough? Walk on ice, snow Easy climb Lightweight Easy to attach Stays on firmly Easy to detach Snow won’t stick Normal boots CRAMPONS – STEP 3 5 2 3 3 5 5 4 5 Low maintenance 3 Customer requirements and their relative importance 1 - 5

19. 19 CRAMPONS – STEP 4 1.Identify the customers: Who are they? 2.Determine the customers' requirements: What do the customers want? 3.Determine relative importance of the requirements: Who versus what 4.Generate engineering specifications: How will the customers' requirements be met? 5.Relate customers, requirements to engineering specifications: Hows measure whats? 6.Identify relationships between engineering requirements: How are the "hows" dependent on each other? 7.Identify and evaluate the competition: How satisfied is the customer now? 8.Set engineering targets: How much is good enough?

20. 20 1.Identify the customers: Who are they? 2.Determine the customers' requirements: What do the customers want? 3.Determine relative importance of the requirements: Who versus what 4.Generate engineering specifications: How will the customers' requirements be met? 5.Relate customers, requirements to engineering specifications: Hows measure whats? 6.Identify relationships between engineering requirements: How are the "hows" dependent on each other? 7.Identify and evaluate the competition: How satisfied is the customer now? 8.Set engineering targets: How much is good enough? Walk on ice, snow Easy climb Lightweight Easy to attach Stays on firmly Easy to detach Snow won’t stick Normal boots Material # of spikes front. # of straps Time to attach Force to dislodge CRAMPONS – STEP 4 5 2 3 3 5 5 4 5 # of spikes rear. Time to detach Low maintenance 3 Finish Material no stick plates Engineering specifications Customer requirements and their relative importance Scale 1 - 5 Notes: Material is material density as % of steel Material of no stick plates is coefficient of friction with snow Days: # of days in salt spray to first sign of corrosion

21. 21 CRAMPONS – STEP 5 1.Identify the customers: Who are they? 2.Determine the customers' requirements: What do the customers want? 3.Determine relative importance of the requirements: Who versus what 4.Generate engineering specifications: How will the customers' requirements be met? 5.Relate customers, requirements to engineering specifications: Hows measure whats? 6.Identify relationships between engineering requirements: How are the "hows" dependent on each other? 7.Identify and evaluate the competition: How satisfied is the customer now? 8.Set engineering targets: How much is good enough?

22. 22 1.Identify the customers: Who are they? 2.Determine the customers' requirements: What do the customers want? 3.Determine relative importance of the requirements: Who versus what 4.Generate engineering specifications: How will the customers' requirements be met? 5.Relate customers, requirements to engineering specifications: Hows measure whats? 6.Identify relationships between engineering requirements: How are the "hows" dependent on each other? 7.Identify and evaluate the competition: How satisfied is the customer now? 8.Set engineering targets: How much is good enough? Walk on ice, snow Easy climb Lightweight Easy to attach Stays on firmly Easy to detach Snow won’t stick Normal boots Material # of spikes front. # of straps Time to attach CRAMPONS – STEP 5 5 2 3 3 5 5 4 5 # of spikes rear. Time to detach Low maintenance 3 Finish Material no stick plates 7 99 9 5 5 9 9 7 77 77 Relations between customer requirements and engineering specifications Scale 1 – 9 1 – very week relation 9 – very strong relation Force to dislodge UNITS % days s s N ABSOLUTE IMPORTANCE 274127 12056 36 363 7%11%7% 33%15% 9% RELATIVE IMPORTANCE Relative importance of engineering specifications

23. 23 1.Identify the customers: Who are they? 2.Determine the customers' requirements: What do the customers want? 3.Determine relative importance of the requirements: Who versus what 4.Generate engineering specifications: How will the customers' requirements be met? 5.Relate customers, requirements to engineering specifications: Hows measure whats? 6.Identify relationships between engineering requirements: How are the "hows" dependent on each other? 7.Identify and evaluate the competition: How satisfied is the customer now? 8.Set engineering targets: How much is good enough? CRAMPONS – STEP 6

24. 24 1.Identify the customers: Who are they? 2.Determine the customers' requirements: What do the customers want? 3.Determine relative importance of the requirements: Who versus what 4.Generate engineering specifications: How will the customers' requirements be met? 5.Relate customers, requirements to engineering specifications: Hows measure whats? 6.Identify relationships between engineering requirements: How are the "hows" dependent on each other? 7.Identify and evaluate the competition: How satisfied is the customer now? 8.Set engineering targets: How much is good enough? Walk on ice, snow Easy climb Lightweight Easy to attach Stays on firmly Easy to detach Snow won’t stick Normal boots Material # of spikes front. # of straps Time to attach Force to dislodge CRAMPONS – STEP 6 5 2 3 3 5 5 4 5 # of spikes rear. Time to detach Low maintenance 3 Finish Material no stick plates 7 99 9 5 5 9 9 7 77 77 3 5 Relations between engineering specifications Scale 1 - 5 UNITS % days s s N ABSOLUTE IMPORTANCE 274127 12056 36 363 7%11%7% 33%15% 9% RELATIVE IMPORTANCE

25. 25 CRAMPONS – STEP 7 1.Identify the customers: Who are they? 2.Determine the customers' requirements: What do the customers want? 3.Determine relative importance of the requirements: Who versus what 4.Generate engineering specifications: How will the customers' requirements be met? 5.Relate customers, requirements to engineering specifications: Hows measure whats? 6.Identify relationships between engineering requirements: How are the "hows" dependent on each other? 7.Identify and evaluate the competition: How satisfied is the customer now? 8.Set engineering targets: How much is good enough?

26. 26 1.Identify the customers: Who are they? 2.Determine the customers' requirements: What do the customers want? 3.Determine relative importance of the requirements: Who versus what 4.Generate engineering specifications: How will the customers' requirements be met? 5.Relate customers, requirements to engineering specifications: Hows measure whats? 6.Identify relationships between engineering requirements: How are the "hows" dependent on each other? 7.Identify and evaluate the competition: How satisfied is the customer now? 8.Set engineering targets: How much is good enough? CRAMPONS – STEP 7 http://www.mec.ca/ B A

27. 27 1.Identify the customers: Who are they? 2.Determine the customers' requirements: What do the customers want? 3.Determine relative importance of the requirements: Who versus what 4.Generate engineering specifications: How will the customers' requirements be met? 5.Relate customers, requirements to engineering specifications: Hows measure whats? 6.Identify relationships between engineering requirements: How are the "hows" dependent on each other? 7.Identify and evaluate the competition: How satisfied is the customer now? 8.Set engineering targets: How much is good enough? Walk on ice, snow Easy climb Lightweight Easy to attach Stays on firmly Easy to detach Snow won’t stick Normal boots Material # of spikes front. # of straps Time to attach Force to dislodge CRAMPONS – STEP 7 5 2 3 3 5 5 4 5 # of spikes rear. Time to detach Low maintenance 3 Finish Material no stick plates 7 99 9 5 5 9 9 7 77 77 5 2 2 2 4 2 3 1 5 3 2 1 5 3 2 5 1 3 AB 3 5 Competition evaluated Scale 1 - 5 UNITS % days s s N 10397 Competition rated Mass A B g 820 750 30 5 10 4 4 4 1 15 25 2 10 252500 1500 0.05 Price 141 118 $ ABSOLUTE IMPORTANCE 274127 12056 36 363 7%11%7% 33%15% 9% RELATIVE IMPORTANCE

28. 28 CRAMPONS – STEP 8 1.Identify the customers: Who are they? 2.Determine the customers' requirements: What do the customers want? 3.Determine relative importance of the requirements: Who versus what 4.Generate engineering specifications: How will the customers' requirements be met? 5.Relate customers, requirements to engineering specifications: Hows measure whats? 6.Identify relationships between engineering requirements: How are the "hows" dependent on each other? 7.Identify and evaluate the competition: How satisfied is the customer now? 8.Set engineering targets: How much is good enough?

29. 29 1.Identify the customers: Who are they? 2.Determine the customers' requirements: What do the customers want? 3.Determine relative importance of the requirements: Who versus what 4.Generate engineering specifications: How will the customers' requirements be met? 5.Relate customers, requirements to engineering specifications: Hows measure whats? 6.Identify relationships between engineering requirements: How are the "hows" dependent on each other? 7.Identify and evaluate the competition: How satisfied is the customer now? 8.Set engineering targets: How much is good enough? CRAMPONS – STEP 8 Walk on ice, snow Easy climb Lightweight Easy to attach Stays on firmly Easy to detach Snow won’t stick Normal boots Material # of spikes front. # of straps Time to attach Force to dislodge 5 2 3 3 5 5 4 5 # of spikes rear. Time to detach Low maintenance 3 Finish Material no stick plates 7 99 9 5 5 9 9 7 77 77 5 2 2 2 4 2 3 1 5 3 2 1 5 3 2 5 1 3 AB 3 5 UNITS % days s s N OUR TARGETS UNITS % days s s N 10397 A B g 820 750 30 5 10 4 4 4 4 15 25 2 10 252500 1500 0.05 Price 141 118 $ 130 750 0.05 2500 15 3261030 Our engineering targets ABSOLUTE IMPORTANCE 274127 12056 36 363 7%11%7% 33%15% 9% RELATIVE IMPORTANCE

30. 30 CRAMPONS – STEP 8 Engineering targets (Design Specifications)

31. 31 PLANNING AND SCHEDULING 1. Specification Development / Planning Phase Determine, customer need and engineering requirements Develop a project plan 2. Conceptual Design Phase Generate and evaluate concepts Select best solution 3. Detail Design Phase Documentation and part specification Prototype evaluation 4. Production Phase Component manufacture and assembly Plant facilities / capabilities 5. Service Phase Installation, use, maintenance and safety 6. Product Retirement Phase Length of use, disposal, and recycle What tools do we use now? QFD done!

32. 32 PLANNING AND SCHEDULING PLANNING (what needs to be done and in what order) Consists of identifying the key tasks (or activities) in a project and ordering them in the sequence in which they should be performed. Project Plan is a document that defines the tasks which need to be completed during the design process SCHEDULING (when) Consists of putting the plan into the calendar.

33. 33 PLANNING THE DESIGN PROJECT Five steps in establishing a plan for a design project are: 1. Identifying key tasks. 2. Stating measurable objective (s) for each task. 3. Estimating personnel needed and time required to meet the objectives. 4. Developing a sequence for the tasks. 5.Estimating product development costs.

34. 34 STEP 1: IDENTIFYING THE TASKS Although the tasks should be as specific as possible, they may be vague statements such as "generate concepts" at the early stages of the project. Example: Tasks for the kayak design 1.Develop product specifications 2.Establish 2-3 concepts for product development 3.Select the final concept 4.Complete detail design of the selected concept 5... PLANNING THE DESIGN PROJECT

35. 35 STEP 2:STATE MEASURABLE OBJECTIVE FOR EACH TASK Each objective must be: easily understood specific feasible (possible, given the personnel, equipment, and time available) defined not as activities to be performed, but as results to be achieved (usually in terms of paperwork produced or prototypes developed) PLANNING THE DESIGN PROJECT

36. 36 PLANNING THE DESIGN PROJECT STEP 2A: STATE THE OBJECTIVE FOR TASK 1 (PDS) Identify customer requirements. Identify and evaluate competition. Develop a set of measurable engineering targets (PDS) for the product.

37. 37 PLANNING THE DESIGN PROJECT STEP 2B: STATE THE OBJECTIVE FOR TASK 2 (Concept generation and selection) Based on a clear understanding of the functions required, generate sketches of several potential concepts. Evaluate each concept relative to customer requirements. Choose the best two. Document the selection with the generation of decision matrices.

38. 38 PLANNING THE DESIGN PROJECT STEP 2C: STATE THE OBJECTIVE FOR TASK 3 (Detailed Design) Assembly drawings Detail drawings of all components Parts list (bill of materials BOM) Manufacturing and assembly procedure

39. 39 STEP 3: ESTIMATING THE PERSONNEL NEEDED AND THE TIME REQUIRED FOR EACH TASK For each task, identify who on the design team (by job title) will be responsible for meeting the objectives, what percentage of their time will be required, and over what period of time they will be needed. For each person on each task, it will be necessary to estimate not only the total time requirement but the distribution of this time. Finally, the total time to complete the task must be estimated. PLANNING THE DESIGN PROJECT

40. 40 STEP 3: ESTIMATING THE PERSONNEL NEEDED AND THE TIME REQUIRED FOR EACH TASK Typical personnel and time requirements, for example: Design of elemental assemblies, brackets, plates, straps. All design work is routine and/or requires only simple modifications of an existing product. 1 designer for 1 week Design of elemental devices such as mechanical toys, locks, and scales, or complex single components. Most design work is routine or calls for limited original design. 1 designer for 1 month Design of complete machines and machine tools. Work involved is mainly routine, with some original design. 2 designers for 4 months Design of high-performance products that may utilize new (proven) technologies. Work involves some original design and may require extensive analysis and testing. 5 designers for 8 months PLANNING THE DESIGN PROJECT

41. 41 STEP 4: DEVELOPING A SEQUENCE FOR THE TASKS The goal is to have each task accomplished before its result is needed and, at the same time, to make use of all of the personnel all the time. The simplest and most commonly used scheduling tool is the Gantt (or bar) chart. A Gantt chart is a graphical representation of the duration of tasks against the progression of time. http://www.ganttchart.com/ On the Gantt chart: 1.Each task is plotted against a time scale (ie. weeks, months,etc.). 2. The total personnel requirement for each time unit is plotted. 3. The schedule of design reviews is shown. PLANNING THE DESIGN PROJECT

42. 42 An example of a Gantt chart http://www.ganttchart.com/ PLANNING THE DESIGN PROJECT Note: The Gantt chart does not show the dependence of one task on another.

43. 43 Gantt chart A Gantt chart is a horizontal bar chart developed as a production control tool in 1917 by Henry L. Gantt, an American engineer and social scientist. Frequently used in project management, a Gantt chart provides a graphical illustration of a schedule that helps to plan, coordinate, and track specific tasks in a project. On the Gantt chart: 1.Each task is plotted against a time scale (ie. weeks, months, etc.) 2. The total personnel requirement for each time unit is plotted 3. The schedule of design reviews is shown Note: The Gantt chart does not show the dependence of one task on another. PLANNING THE DESIGN PROJECT

44. 44 Example: Project plan for the crampons Note: Time estimates > 100% indicate more than one person is required. Tasks: 1.Complete the specification development. 2.Establish two concepts for product development. 3.Develop first prototype (P1) of the crampons concepts. 4.Laboratory - test P1 and select one design for finalization. 5.Redesign and produce second prototype (P2). 6.Field-test final design. 7.Complete production documentation. 8.Develop quality-control procedure. 9.Prepare patent application. 10.Establish product appearance. 11.Develop shipping procedures 12.Develop packaging. PLANNING THE DESIGN PROJECT

45. 45 PLANNING THE DESIGN PROJECT IN MME2259a

46. 46 PLANNING THE DESIGN PROJECT IN MME259a Design review 1 Design review 2 Design review 3 Final report

47. 47 Design review 1 QFD Gantt Chart