BLE Design Capstone

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1 BLE Design Capstone Design Process in Engineering Phase 2: Potential Solutions Phase 4. Implementation Phase 5. Evaluation Design and realization Selection of optimal solution Evaluation and feedback Preliminary design Design Process Needs Feasibility study Objectives Constraints Criteria Set of solutions Phase 1. Problem definition Phase 2. Potential solutions Phase 3. Analysis and decision 1

2 Potential Solutions: The Need for Background Information «Your problem is sorting, not finding, information Who knows something about your design problem... and who is right? How do you find the important stuff?» (Christianson & Rohrbach 1986) «The average designer devotes 10% of their time to searching for information.» (Hurst 1999) «The worse thing a professional engineer can do is to reinvent the wheel.» (Sokhansanj 2000) Information Gathering Flow Chart (Hurst 1999) Define the purpose of the search Search Put the information to use Locate File the information for future reference Obtain Reject the irrelevant 2

3 Sources of Information Books and periodicals General and technical encyclopedias Technical books Specialized handbooks (e.g. Metals Handbook, Mark s Standard Handbook for Mechanical Engineering, ) Agricultural/Biosystems/Bioresource Engineering journals (e.g. Applied Engineering in Agricuture, Canadian Biosystems Engineering, Biosystems Engineering, CIGR e-journal, International Journal of Agricultural and Biological Engineering, Transactions of the ASAE, ) Sources of Information Business reference and manufacturer lists Standard and Poors, Moody s, Dunn and Bradstreet business and finance publications Thomas Register ( (products and manufacturers) Yellow Pages!!! Websites 3

4 Sources of Information Professional society materials (e.g. ASABE, ASHRAE, ASME, CIGR, CSBE/SCGAB, SAE, etc.) Standards Handbooks Conference papers and proceedings Membership rosters Journals and magazines Websites 4

5 Sources of Information Standards and regulations Publications from standards groups (e.g. ANSI, ASTM, CSA, ISO, etc.) Federal, provincial and municipal laws, regulations, codes and standards Insurance company codes and data Sources of Information Patents Canada (Canadian Intellectual Property Office ( United States of America (United States Patent and Trademark Office ( International (Delphion inc. ( 5

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7 Sources of Information Commercial information Brochures Catalogues Technical and sales literature Websites 7

8 Sources of Information Oral communications In-person visits to engineers, scientists, companies, etc. Phone calls Sources of Information Electronic information Computerized databases (e.g. indexes) see list of databases, electronic journals, subject guides and internet resources in engineering Internet (be cautious!!!) Canadian Design Engineering Network (CDEN/RCCI) ( 8

Potential Solutions: Using Background Information To review what has been done previously in areas RELATED to your design problem To review the scientific and

9 Potential Solutions: Using Background Information To review what has been done previously in areas RELATED to your design problem To review the scientific and technological developments that can contribute to the solution of your design problem To assist in the development of potential solutions to your design problem 9

10 Background Information: Application to your Design Project Written Progress Report 1 (October 17): Quasi-final version of the background research / literature review is expected in the report Planned Creativity is the Key to Successful Engineering Design «Creativity is 10% inspiration and 90% perspiration Creativity will not strike without a serious effort Creativity is the productive and synergistic interaction between the application of the talents of individuals and the resources of society that produces unique solutions of problems that meet the needs of individuals and society over time Creativity is the heart of engineering design. Creativity is the fire which fuels invention and progress Creativity is a talent which can be developed» (Christianson & Rohrbach 1986) 10

11 Vertical vs Lateral Thinking Vertical thinking: information is used for its own sake in order to progress to a solution (i.e. rules) essential in most engineering and scientific disciplines (and in phases 3 and 4 of the design process) Lateral thinking: information is used, not for its own sake, but provocatively to bring about repatterning (i.e. challenging rules) typical of artists and entrepreneurs (important in phase 2 of the design process) Creativity in engineering design is improved by application of lateral thinking General Approach to Planned Creativity 1. Synthesize the problem definition (1 or 2 sentences) 2. List some existing solutions to the design problem 3. List some original and unconventional solutions to the design problem 4. Repeat steps 2. and 3. until a reasonable number of solutions have been identified 5. Put the problem aside for a certain period of time (not too long though, March is just around the corner!!!) 6. Re-attack the problem with a fresh and enthusiastic mind; other original solutions will then emerge 11

12 Techniques for Enhancing Creativity Brainstorming Morphological approach Inversion Analogy Consulting with people who see the problem from a different perspective Attending professional meetings and trade shows Competition Brainstorming Method for generating ideas in group (e.g. your design team, the class) Objective: to develop and record as many ideas as possible during a given period of time (e.g. 1 hour) 12

13 Brainstorming Conditions for success: No evaluation or criticism of proposed solutions Have a moderator to keep everybody focused Have a secretary / recorder Pick a time where people are alert Conduct the session away from interruptions and distractions Make people comfortable so that they will feel free to propose «crazy»ideasthatmaycome handylateron Generate as many ideas as possible Feel free to modify or combine ideas already on the table You can brainstorm on your own either before or after the group session Class Brainstorming Sessions Purpose: to increase the number of ideas and potential solutions generated for each design project Organization: One 50-minute brainstorming session per design project in October. Members of the design team will serve as moderator and secretary/recorder Design team must provide the class with a written problem definition at the beginning of the brainstorming session (overhead transparency) EVERYBODY MUST ACTIVELY PARTICIPATE 13

14 Morphological Approach Can be used in conjunction with brainstorming Procedure: Segment the design problem into required (i.e. primary objectives) and desired (i.e. secondary objectives) outputs Develop solutions for each segment using the brainstorming technique Identify all practical combinations of individual solutions which satisfy all requirements as a whole Morphological Approach: An Example (Hurst 1999) Problem: to design a machine (i.e. a mini-trencher) capable of digging shallow trenches in the ground more quickly and cheaply than 2 workers using spades Essential requirements of the design: Machine must not sink in the ground (i.e. support) Forward motion capabilities must be provided Type of power source Type of excavating mechanism Type of power transmission system Stopping capabilities must be provided Spoil material must be deposited on the side of the trench Position of the operator 14

15 Morphological Chart for the Mini-Trencher Problem Feature Solutions Support Wheels Tracks Skis Balloon tires Forward motion Drive wheels Single wheel drive Tracks Spicked wheels Manual Power source Gasoline Diesel Electric Propane Manual Excavating Backhoe Plough Auger Dredger buckets Wheel buckets Power transmission Stopping Hydraulic Brakes Chains Dead man s handle Belts Clutch Gears & shafts Torque limiter Spoil removal Chute Auger Plough Conveyor Operator position Seated at front Seated behind Walking behind Remote control Inversion Deliberate method for breaking out of «set» thinking View the problem from a different angle or set point Some keywords: Adapt Re-arrange Expand Reduce Magnify Reverse Modify Substitute and others that stimulate new ideas 15

16 Analogy Break down the design problem into smaller parts For each part, consider analogous problems and their solutions (within and outside of engineering) Requires an understanding of other disciplines (e.g. biology, physiology, etc.): For machine design problems, try to imagine how a person would perform the task Analogy with nature (e.g. use of «sonar» by bats, squid s jet propulsion system, sea snails suction holding system, use of tail feathers by birds for braking, etc.) Consultation with Others Good way to collect different perspectives about your design project Do not forget: people are the most important element in the creative process One of the purpose of the class brainstorming sessions 16

17 Professional Meetings & Trade Shows Design engineers need to know and meet people who can help them remember: design engineers do not need to be experts in all fields but they must know where and from whom to get the expertise that they need for their design projects Professional meetings (e.g. ASABE, CIGR, CSBE/SCGAB, etc.) and trade shows provide numerous opportunities to do so Competition Between Design Teams Assign the same design problems to competing groups (e.g. tending process in professional engineering) Competing groups may be from different organizations Competing groups may be from the same company Competition usually leads to increased creativity 17

ELG3336 Introduction to Engineering Design

ELG3336 Introduction to Engineering Design Both the engineer and scientist are thoroughly educated in the mathematical and natural sciences, but the scientist primarily uses this knowledge to acquire new