The Information Revolution - Colorado State University

Professional Learning Institute

Innovation

Thomas Bradley

CSU Mech. Engineering

Fall 2014

David Accomazzo

Siemens PLM

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PLI Agenda 8:30 - 10:00 AM

• 8:30-9:00 – Case Studies on Siemens Industry

Software (David)

• 9:00-9:45 – Innovation in a Modern

Engineering Context (Thomas)

• 9:45-10:00 – Wrap-up and Questions

Colorado State University © Thomas Bradley, 2014

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Introductions

• Thomas H. Bradley

– Associate Professor, Department of Mechanical

Engineering

• David Accomazzo

– Director, Western Region, Global Sales & Services

• 10y with Siemens

• MSC/Nastran, HP, Autodesk and Motiva

• BS and MS in Mechanical Engineering from UC Irvine


Case Studies on Siemens

Industry Software

David Accomazzo

Siemens PLM

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Innovation in a Modern

Engineering Context

Thomas Bradley

CSU Mech. Engineering

Fall 2014

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Agenda

• Thesis : To innovate in a information age applications, we need new tools and techniques

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• Challenges to traditional models of innovation

• Engineering’s ongoing data revolution

• What tools will enable innovation for the future?


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Traditional Models of Innovators

• Innovation

– Dream, Create, Invent, Pioneer, Imagine!


Traditional Models of Innovation

• In the past a innovator was a single person

– Charles Kettering (General Motors Research)

• Automotive Electrical, Fueling, HVAC Systems, Diesel

Locomotives

– L.R. Glosten (Naval Architect)

• FLIP research vessel

– Sikorsky, von Braun, Henkel

Brunelleschi, Jobs, Edison, etc.

8 http://commons.wikimedia.org/wiki/File:FLoat ingInstrumentPlatform.jpg


Challenges to Traditional Innovation

• Scope of Engineering is becoming larger

– System size, hierarchy, and complexity is increasing

9 Firesmith, et al., 2009



• Rates of Innovation are Increasing

– Product development cycles are increasing in pace

• Why can’t that work come home? Mr. Obama asked. Mr. Jobs’s reply was unambiguous. “Those jobs aren’t coming back,” he said…

“The speed and flexibility is breathtaking,” the executive said.

“There’s no American plant that can match that.”

• “People will carry this phone in their pocket, he said. People also carry their keys in their pocket. “I won’t sell a product that gets scratched,” he said tensely. The only solution was using unscratchable glass instead. “I want a [unscratchable] glass screen, and I want it perfect in six weeks.”

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CHARLES DUHIGG and KEITH BRADSHER

Published: January 21, 2012, NY Times


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• Needs for innovation are becoming greater

– Systems are becoming more critical to a broader set of stakeholders

– Technology build-out is a private industry concern


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• The bandwidth of a single engineer is not improving


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• Somewhere between 5 and 9 bits of input is all that humans can take-in, classify, order, compare

But didn’t I just make the case that engineering is getting more complicated?

How can we be expected to innovate when no person can understand an entire problem?

Maybe it is impossible to innovate on the projects that

David talked about…


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Engineering’s Ongoing Information

Revolution

• When engineering educators talk about the state of engineering education we talk about 3 “missed revolutions”

– Three things that we did not teach you in school

• The Quality Revolution

• The Entrepreneurship Revolution

• The Information Technology Revolution

– But that are central to US business and engineering practice in industry

• They give us examples of how to innovate in a real-world industrial context

Goldberg and Sommerville, 2014


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Revolution

• The Quality Revolution

– Preexisting state-of-the-art said that quality was derived from

• 100% Testing, customization, design for longevity

– Japanese industry said that quality could be derived from

• Statistical process control, robust design, reliabilitybased design, Kaizen

– Has changed every aspect of US manufacturing between 1990-present



Revolution

• The Quality Revolution

VS.

– Empowers the individual and small groups within a huge production system

– Continuous improvement provides motivation for innovation

24 http://site.xavier.edu/polt/typewriters/underwood5small.jpg

http://www.tomorrowcars2014.com/wp-content/uploads/2013/06/2014-

Toyota-Prius-Hybrid.png



Revolution

• The Entrepreneurship Revolution

– As the conventional corporation devolved in

1975-1990, the US experienced a giant growth in entrepreneurship

– Now, the emphasis on entrepreneurship is embedded in many major US companies

• Silicon Valley

• Woodward

• United Technologies (Sikorsky, Carrier, Pratt&Whitney)

• General Motors

25 DF Kuratko, 2005


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Revolution

• The Entrepreneurship Revolution

– Even within these mega-corporations, there is the opportunity to innovate

• Take on risk

• Develop intellectual property

• Bring innovation to the market


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Revolution

• The Information Revolution

– We see it everywhere in our everyday life, and you will see it in your engineering career

• Data is ubiquitous

• Every engineering artifact has a dataset on its requirements/design/manuf/testing/costing/disposal lifecycle attached to it

– Many opportunities for innovation by taking advantage of the richness of new information


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Revolution

• Automotive Powertrain Design

– Every modern vehicle provides real-time feedback to the vehicle engineering process

• Conditions of use, Diagnostics, Infrastructure

40.12

40.1

40.08

40.06

40.04

40.02

40

-83.05

-83


-82.95

-82.9

-82.85

-82.8

-82.75

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Revolution

• Each of these Revolutions have succeeded by enabling small groups to

• How can we understand a problem when there is so much information?


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What tools will enable innovation for the future?

• The fundamental process of innovation in engineering is design decision making

– As a result of your engineering education, you will be well trained in engineering analysis

(modeling)


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• Objectives for Modern Engineering Design

Tools

– Handle the complexity of modern requirements, analysis, validation, testing, manufacturing, enduse

– Allow the designers to concentrate on innovation, creativity, and unexplored possibilities

– Enable teamwork, decision making, and communication within a larger organization


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• Case Study of Next-Next Generation Toyota

Gasoline Hybrids

– In order to make long-term product design decisions, we must consider

• Automotive engineering, policy projections, customer preference projection, manufacturing, cost projections, environmental impact, macro-economic projections…

– All these groups … telling you what not to do !



• Case Study of Next-Next Generation Toyota

Gasoline Hybrids

– Design Space

Exploration

– Inverse

Design

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• Ongoing

CSU/TEMA

Research


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• Case Study of EcoCAR2 PLM Software


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The Information Revolution - Colorado State University

Professional Learning Institute

Innovation

Case Studies on Siemens

Industry Software

Innovation in a Modern

Engineering Context

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The Information Revolution - Colorado State University

Professional Learning Institute

Innovation

Case Studies on Siemens

Industry Software

Innovation in a Modern

Engineering Context

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