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Engineering Test 1
| Question | Answer |
|---|---|
| Four Phases to the Engineering Design Process | 1.Defining the problem 2.Developing concepts and solutions 3.Evaluating solutions 4.Communicating and implementing the design |
| Define the Problem | *understand the problem *always keep an open mind *understand the opportunity *for company means new product in a timely, cost-effective manner *what requirments for solution |
| Developing Concepts and Solutions | *design paraments and requirments *generating a set of conceptual solutions *concepts are evaluated *typically more than one right answer *generate as many ideas as possible |
| Evaluating Solutions | *check thoroughly, usually will find problems in design and will need refinement *Iteration the act of repeating the process |
| Communicating and Implementing the Design | *said that the design is description, drawing, the report, etc.. *presented in a complete and compelling manner *skecthes, drawings, powerpoint, etc... |
| Development Process | *is a sequence of steps that transforms a set of inputs into a set of outputs *steps to conceive, design, and commercialize a product |
| 5 Steps of a Development Process | 1.Quality Assurance 2.Coordination 3.Planning 4.Management 5.Improvement |
| Quality Assurance | *milestones the process will pass through and quality checkpoints |
| Coordination | *master plan defines the role of each member *whats expected and how to exchange information |
| Planning | *natural milestones corresponding to the completion of each phase *anchors the schedule of overall development project |
| Management | *benchmarking for assessing the performance of an on going development effort by defining the method for a manager to compare the actual events |
| Improvement | *careful documentation of development process to help identify opportunites for improvements |
| Generic Development Process (6 phases) | 1.Planning 2.Concept Development 3.System 4.Detail Design 5.Testing 6.Production |
| Planning | *phase zero *begins with corporate satrategy and includes assessment of technology developments and market objectives *output of phase is project mission statement which specifies the target market for product, business goals, key assumptions, |
| Concept Development | *the needs of the target market are identified *alternative product concepts are generated *evaluated or more concepts are selected for further development |
| System-Level Design | *deining the categories and sub categories *define the final assembly scheme for production *flow diagram of product development and assembly process |
| Detail Design | *includes complete specifications of the geometry, materials, and tolerances of all product components *the exact process in which components are acquired *includes drawings, documentation on vendors, specifications, details fo cost analysis |
| Testing and Refinement | *construction and evaluation of prototypes *goal is to find unforseen pittfalls and problems of the product with relation to proformance |
| Production Ramp-up | *product is made using intending manufacturing systems and processes *ramp-up is for training workforce and to work out any remaining problems in the production process |
| Customer Needs | *ensure that the product is fucosed on the customer needs *identify latent or hidden needs as well as explicit needs *Latents means needs that might not be clear *provide a fact base for justifying the product *create records |
| Cutstomer Needs | *ensure that no need if forgotten *develop a comon understanding of customer needs among group |
| Use Environment | engineers, designers, working with customers |
| Chain of Activities | *mission statement *identify customer needs *establish target specifications *generate product concepts *select product concepts *test product concepts *set final specifications *plan downstream development *development plan |
| Methods to Identify Customer Needs (5) | 1.Gather Raw Data 2.Interpret Raw Data 3.Organizethe needs into a hierarchy 4.Establish the relative importance of needs 5.Reflect on the results and the process |
| Gather Raw Data | *interviews *focus groups *observing the product in use |
| Techniques that apply to the 3 methods of gather raw data | *when and why do you use the product *walk us through a typical use *what do you like the most *what do you dislike *what issues do you consider when purchasing the product *what improvements would you make to the product |
| General hints for effective interaction | *go with the flow *use visual *suppress preconceived hypothes *customer demonstrate the product *be alert for surprises and express latent needs *watch for non verbal information |
| Documenting | *audio recording *notes*video recording*still photograph |
| Interpret Raw Data in Terms of Customer Needs | *customer needs expressed written statment the results interpreting the raw data gathered |
| 5 Guidelines | *express the need in terms of what the product has to do *express the need as specifically as the raw data *use positive *express the need as an attribute of the product *avoid the words must and should |
| Organize the Needs into a Hierarchy | *should be a list of 50-300 *organzine needs into importance *consists of primary needs are general *secondary *tertiary needs |
| 6 ways to organize | 1.print or write out each statement 2.eliminate redundant statements 3.group according similarities 4.label each group 5.create supergroups 6.review and edit needs |
| Establish the Relative Importance of Needs | *numerical importance weighted two approachs *rely on concensus of team *further customers surveys |
| Reflect on the Results and the Process | *have we interacted with all of the important types of customers *are we able to see past the existing needs *are there areas of inquiry we should pursue *which customers that we talked to have come back *what do we know now and were we surprised |
| cont. on relection | *did we involve everyone *how can we improve |
| Product Specifications | *the precise description of what the product has to do *are set early in the process but sometimes need revise *established after customer needs have been identify |
| Target Specification (4 steps) | 1.prepare list of metrics 2.collect competitive benchmarks 3.set ideal and marginally acceptable yarget values 4.reflect on the results and process |
| Prepare Metrics | *reflect directly as possible to degree to satisfies customers *simple needs metric: relationship between needs and metric *metric: measurement *should be practical |
| Collect Competitive Benchmarking Information | *compare the market *what are the differences *what are the small *how do we compare |
| Set Ideal amd marginally acceptable Target Values | *ideal value: best result that the team could want *marginally acceptable: just barely make the product commercially viable |
| 4 Ways to Express Metrics | 1.at least x 2.at most x 3.between x and y 4.exactly x |
| Reflect on the Results and the Process | *may require iteration *are members game *should consider multipe products or options *are any specifications missing |
| Teamwork | *good participantion *respect *careful listening *leadership *constructively manage conflict *fun, like to be there *empowermembers *sense of purpose *commongoal |
| 4 Teams | 1.pseudo 2.potential 3.cooperative or real teams 4.high performance |
| pseudo | perform below the level of the average member |
| potential | don't quite get going but struggle or slightly above average |
| real team or cooperative | perform quite well |
| high performing | perform at extaordinary levels |
| Types of Learning Groups 4 | 1.pseudo 2.traditional 3.cooperative 4.high performance |
| pseudo | assigned to work together but have no interest |
| traditional | assign to work together and accept they must do |
| cooperative | assigned to work together and relieved to do so |
| high performance | assigned together and out perform |
| Teamworking Skills 4 types | 1.Forming 2.Functioning 3.Formulating 4.Fermenting |
| Forming Skills | *initial management *move into teams quietly *stay with team *take turns *no put downs |
| Functioning Skills | *team management *share ideas and opinions *ask for facts and reasoning *give direction to teams work *encourage support *energize the team |
| Formulating Skills | *summarize out loud *seek accuracy *help team find clever ways to remember *sk others to plan |
| Fermenting Skills | *criticize ideas not people *differentiate the ideas and the reasoning *integrate ideas into single position *ask for justification *extend answer *probe into questions |
| Effective Communication 3 | 1.critical listening 2.sympathetic 3.creative |
| Critical listening | *seperate fact from fiction |
| Sympathetic | *don't talk-listen *don't give advice- listen don't judge-listen |
| Leadership | *honest *forward looking *inspiring *competent *fair minded *supportive *brood-minded *intelligent *straight forward *courages *dependable |
| 5 Practices 10 Behavorial | 1.Challening the Process 1.search for opportunities 2.experiment and take risks |
| cont 5 and 10 | 2.Inspiring a Shared Vision 3.envision the future 4.enlist others |
| cont 5 and 10 | 3.Enabling Others to Act 5.foster collaboration 6.strengthen others |
| cont 5 and 10 | 4.Modeling the Way 7.set the example 8.plan small wins |
| cont 5 and 10 | 5. Encouraging the heart 9.recongnize individual contributions 10.celabrate accomplishments |
| Decision Making Strategies 7 | 1.decision by authority 2.expert member 3.average of members opinions 4.decision by authority after disscussion 5.minority control 6.majority control 7.consensus |
| Quality of the Decision Stratagies 5 | 1.resources of team members well used 2.time is welled used 3.decision is correct or of high quality 4.the decision is put into effect fully by all members 5.problem solving ability of the team is enchanced |
| Conflict Management 5 | 1.withdrawal 2.forcing 3.smoothing 4.compromise 5.confrontation |
| Ethical Corporate climate | an environment that is conducive to morally responsible |
| Loyality | *to the employer 1.agency: stealing, doing ones job, etc.. 2.attitude: attitudes, emotions, and a sense of personal identity |
| Collegiality | *loyal to your team *pursue common vision |
| National Society of Professional Engineers | engineers shall not attempt to injure malicisously ofr falsly directly or indirectly the reputation or prospects of other engineers |
| Concept Generation | approximate description of the technology, working principle, and form *must be able to market concept *full exploration of design *reduce conclicts *spread out concepts*50 to 300 ideas *narrow down to 5 to 20 |
| 5 step method | 1.clarify the problem 2.search externally 3.search internally 4.explore systematically 5.reflect on the solutions and the process |
Created by:
shoare
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