What is the design process? How does it begin? Does the engineer simply sit down at a desk with a blank sheet of paper and jot down some ideas? What happens next? What factors influence or control the decisions that have to be made? Finally, how does the design process end?
The complete design process, from start to finish, is often outlined as in Fig. 1–1. The process begins with an identification of a need and a decision to do something about it. After many iterations, the process ends with the presentation of the plans for satisfying the need. Depending on the nature of the design task, several design phases may be repeated throughout the life of the product, from inception to termination.
In the next several subsections, we shall examine these steps in the design process in detail. Identification of need generally starts the design process. Recognition of the need and phrasing the need often constitute a highly creative act, because the need may be only a vague discontent, a feeling of uneasiness, or a sensing that something is not right.The need is often not evident at all; recognition is usually triggered by a particular adverse circumstance or a set of random circumstances that arises almost simultaneously.
For example, the need to do something about a food-packaging machine may be indicated by the noise level, by a variation in package weight, and by slight but perceptible variations in the quality of the packaging or wrap.
There is a distinct difference between the statement of the need and the definition of the problem. The definition of problem is more specific and must include all the specifications for the object that is to be designed. The specifications are the input and output quantities, the characteristics and dimensions of the space the object must occupy, and all the limitations on these quantities. We can regard the object to be designed as something in a black box. In this case we must specify the inputs and outputs of the box,
together with their characteristics and limitations. The specifications define the cost, the number to be manufactured, the expected life, the range, the operating temperature, and the reliability. Specified characteristics can include the speeds, feeds, temperature limitations, maximum range, expected variations in the variables, dimensional and weight limitations, etc.
There are many implied specifications that result either from the designer’s particular environment or from the nature of the problem itself. The manufacturing processes that are available, together with the facilities of a certain plant, constitute restrictions on a designer’s freedom, and hence are a part of the implied specifications.
It may be that a small plant, for instance, does not own cold-working machinery.
Knowing this, the designer might select other metal-processing methods that can be performed in the plant. The labor skills available and the competitive situation also constitute implied constraints. Anything that limits the designer’s freedom of choice is a constraint. Many materials and sizes are listed in supplier’s catalogs,
for instance, but these are not all easily available and shortages frequently occur.
Furthermore, inventory economics requires that a manufacturer stock a minimum number of materials and sizes. An example of a specification is given in Sec. 1–16. This example is for a case study of a power transmission that is presented throughout this text.
The synthesis of a scheme connecting possible system elements is sometimes called the invention of the concept or concept design. This is the first and most important step in the synthesis task. Various schemes must be proposed, investigated, and quantified in terms of established metrics.1 As the fleshing out of the scheme progresses, analyses must be performed to assess whether the system performance is satisfactory or
better, and, if satisfactory, just how well it will perform. System schemes that do not survive analysis are revised, improved, or discarded. Those with potential are optimized to determine the best performance of which the scheme is capable. Competing schemes are compared so that the path leading to the most competitive product can be chosen. Figure 1–1 shows that synthesis and analysis and optimization are intimately and iteratively related.
We have noted, and we emphasize, that design is an iterative process in which we proceed through several steps, evaluate the results, and then return to an earlier phase of the procedure. Thus, we may synthesize several components of a system, analyze and optimize them, and return to synthesis to see what effect this has on the remaining parts of the system. For example, the design of a system to transmit power requires attention
to the design and selection of individual components (e.g., gears, bearings, shaft).
However, as is often the case in design, these components are not independent. In order to design the shaft for stress and deflection, it is necessary to know the applied forces. If the forces are transmitted through gears, it is necessary to know the gear specifications in order to determine the forces that will be transmitted to the shaft. But stock gears come with certain bore sizes, requiring knowledge of the necessary shaft diameter.
Clearly, rough estimates will need to be made in order to proceed through the process, refining and iterating until a final design is obtained that is satisfactory for each individual component as well as for the overall design specifications. Throughout the text we will elaborate on this process for the case study of a power transmission design.
Both analysis and optimization require that we construct or devise abstract models of the system that will admit some form of mathematical analysis. We call these models mathematical models. In creating them it is our hope that we can find one that will simulate the real physical system very well. As indicated in Fig. 1–1, evaluation is a significant phase of the total design process. Evaluation is the final proof of a successful
design and usually involves the testing of a prototype in the laboratory. Here we wish to discover if the design really satisfies the needs. Is it reliable? Will it compete successfully with similar products? Is it economical to manufacture and to use? Is it easily maintained and adjusted? Can a profit be made from its sale or use? How likely is it to result in product-liability lawsuits? And is insurance easily and cheaply obtained? Is it likely that recalls will be needed to replace defective parts or systems?
Communicating the design to others is the final, vital presentation step in the design process. Undoubtedly, many great designs, inventions, and creative works have been lost to posterity simply because the originators were unable or unwilling to explain their accomplishments to others. Presentation is a selling job. The engineer,
when presenting a new solution to administrative, management, or supervisory persons, is attempting to sell or to prove to them that this solution is a better one. Unless this can be done successfully, the time and effort spent on obtaining the solution have been largely wasted. When designers sell a new idea, they also sell themselves. If they are repeatedly successful in selling ideas, designs, and new solutions to management, they
begin to receive salary increases and promotions; in fact, this is how anyone succeeds in his or her profession.
Mechanical Engineering
McGraw−Hill Primis
ISBN: 0−390−76487−6
Text:
Shigley’s Mechanical Engineering Design,
Eighth Edition
Budynas−Nisbett
Shigley’s Mechanical Engineering Design,
Eighth Edition
Budynas−Nisbett
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