MFGT 124
Solid Design in Manufacturing
Chap 3: Designers and Design Teams
Professor Joe Greene
CSU, CHICO
Reference: The Mechanical Process, 3rd Edition, David Ullman,
McGrall Hill New York (2003)
MFGT 124
Copyright 2003 Joseph Greene All Rights Reserved
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Chap 3: Design Teams
• Topics
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Introduction
Model of Human Information
Mental Processes during Design
Creative Designer
Engineering Design Teams
Copyright 2003 Joseph Greene All Rights Reserved
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Introduction
• Introduction
• Reference
– Strategies for creative problem solving
• H. Scott Fogler, Steven E. LeBlanc, The University of Michigan
• Englewood Cliffs, N.J. PTR Prentice Hall, 1995
• Mechanical devices have become increasingly complex and
sophisticated
– Throughout history those that were naturally good at design were trained
through and apprentice program wherein they studied with a design master.
– Much experience was gained through trial and error experimentation.
– Products took many generations to mature into final robust design.
• Products today are more complex and the world community is more
competitive
– Key product features
• Cost of product
• Time-to-market is a key product feature
• Uniqueness of product
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Introduction
• Design strategies of today
– Combine systems into large complex systems
– Accelerate design process
– Minimum use of resources and time
• Design process
– Technical development: objective features
– Cognitive processes: creative features
– Social processes: subjective features
• Areas of discussion
– Human processes to design mechanical objects
• Cognitive model of memory structure
• Information Exploration
• Knowledge definition
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Memory and the design process
Creativity
Social dynamics of teamwork
Problem solving in teams
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Human Information Processing
• Cognitive psychology
– Study of human problem solving abilities
– Fig 3.1
• Mental system used in solution for any type of problem
• Information processing system model (1950s)
– Information processing
• Internal environment
– Information storage
– Processing
• External environment
– Paper and pencil, CAD, catalogs, calculators, computers, etc.
– Internal Environment Memory
• Short term
– Similar to computer’s RAM
• Long term
– Similar to computer’s hard disk
– Sensors
• Eyes, ears, hands, smell, taste, etc.
– Outputs
• Hands and voiceCopyright 2003 Joseph Greene All Rights Reserved
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Human Information Processing
• Cognitive psychology
– Controller
• Manages inputs and outputs and memory units
– Brain storage
• Chunks of information
– The more experienced the person, the more content ther is in the chunks
of information processed
– Example,
» Orthographic drawing of a power transmission given to two groups
of people who were ask to redraw what they saw.
» Group 1: Undergrad students- reconstructed the drawings with
simple line segments and simple shapes they remembered.
» Group 2: Experienced engineers- recalled functional groups and
more detailed geometry and drawing information.
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Human Information Processing
• Cognitive psychology
– Chunks of information
• General knowledge
– Information about an object without regard to specific domain
» Red is a color; Number 4 is bigger than 3;
» Gained through everyday use.
• Domain specific knowledge
– Information on the form or function of an individual or a class of objects.
» All bolts have a head, a threaded body, and a tip
» Bolts are used to carry shear or axial stresses.
– Knowledge comes from study and experience in the specific domain.
– Takes about 10 years to become and expert in your field of study.
• Procedural knowledge
– What to do next.
» If no answer to problem X, then decomposing X into two independent
easier to solve sub-problems, X1 and X2.
– Knowledge comes from experience plus general knowledge and some domain
specific knowledge.
– Used frequently in technical problem solutions
– Thinking “Out-of-the-box”
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Human Information Processing
• Short Term knowledge
– Main information processor in the human brain
• No specific anatomic location yet it has specific attributes
– Attributes
• Quickness- processing speed of 0.1 seconds for information
chunks
• Harder to solve problems require more memory space
• Capacity- Magical number seven, plus or minus two
– 7 chunks of information or unique things
» Idea (1), constraints for comparison (2 or 3),
» Leaves 3 or 4 available memory slots for information
• Most people can remember 3 things.
• Most people have an attention span of 5 minutes
– Less if they are not interested in topic (1 minute)
– More if they are… (10 minutes)
• Example,
– Phone book numbers
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Human Information Processing
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Human Information Processing
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Human Information Processing
• Example
– Corvette 1966. Draw this after 30 seconds.
Ref: www.corvette.net/misc.htm
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Human Information Processing
• Example
Ref: www.corvetteconti.com/Visible-Z06-Vette.htm
– 2002 C-5 Z06. Draw this after 30 seconds.
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Human Information Processing
• Example
– Ford V-8
– Draw this after 30 seconds
Ref: www.vanpeltsales.com/FH_web/flathead_home.htm
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Human Information Processing
• Long Term Memory
– Used for permanent memory
• Similar to a hard drive on a computer
• Figure 3.3 Cartoon. “My brain is full.”
• No documented case of brain being full
– Never too old to learn
• Brain is constantly changing and growing new cells.
• Brain surgery that has portions of brain removed.
– New brains cells grow and replace some of the old functions
• Some Alzheimer research is trying to grow new brain cells.
– Characteristics
• Expert’s information storage is more efficient than student’s
• Fairly slow in recording information
– Memory trick is to repeat something 16 times to remember it.
• Retrieval of information is much quicker
• Information can be retrieved at different levels of abstraction
– Novice car buff retrieves some information about a picture
– Car enthusiast retrieves a lot of information about car.
» Corvette Z06
» Ford V-8 engine
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Control Information Processing
• Brain Controller
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Encode outside information through use of sensors (eyes, ears, etc).
Processes it in short term memory.
Some information fades in short term.
New information is input as it is needed and becomes available.
Extend short term memory with the use of sketches and notes.
Store results in long term memory.
• External Environment
– Paper, pencil, computers, books plays important role
– Read it, Write it, Say it, Know it! (Greeneism)
– Important role in design process
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Source of information
Analytical capability
Documentation/communication facility
Extension of short term memory
– Space limited central central processor
• Implications of models
– Limited size of short-term memory is a limiting factor in ability to solve problems
– Organize, Manage, and Delegate
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Mental Processing During Design
• Problem Solving
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Define the problem
Generate alternatives
Generate solution
Evaluate the solution
Make a decision
Evaluate consequences
Modify solution
Record lessons learned
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Mental Processing During Design
• Problem solving- Why bother?
– Problems in everyday life
• Many solutions are possible.
• Goal is to pick best solution
– What’s the real problem
• Case of Hungry Grizzly Bear OR
• Exercise in Defining the Real Problem
– Example,
• A student and his professor are backpacking in Alaska when they come across a
grizzly bear who starts to chase them from a distance.
• They both start running.
• The student stops, takes off his backpack, and puts on his running shoes.
• Professors reminds the student that even with the running shoes the student will not
out run the bear.
• The student agrees and says that he doesn’t have to out run bear, just outrun the
professor.
– Redefine the problem
• Not outrun bear, but out run the professor.
– Problem definition is key
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Mental Processing During Design
• Examples: What is the real problem
– Impatient guests at a hotel waiting for an elevator
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Story
Problem definition
Redefine problem statement
Solutions
Optimum solution
– Leaky flow meter
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Story
Problem definition
Redefine problem statement
Solutions
Optimum solution
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Mental Processing During Design
• Examples: What is the real problem
– Unexpected twist
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Story
Problem definition
Solutions
Better solution with Kepner-Tregoe Potential Problem Analysis
– Kansas City Hyatt
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Story
Problem definition
Solutions
Better solution with Potential Problem Analysis
• Methods will be provided to help identify the real problem
rather than the perceived problem
Copyright 2003 Joseph Greene All Rights Reserved
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Habits of Highly Effective People
• Characteristics
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Be Proactive- Take initiative
Begin the End in Mind- Start with where you want to go
Put First Things First- Prioritize things and say no to nonproductive
Think Win/Win- Mutual benefits of all involved
Seek First to Understand, Then to be Understood- Listen more, talk less
Synergize- Bring out best in others
Renewal
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Physical
Mental
Spiritual
Social/Environmental
• Upward Spiral
– Learn, Commit, Do; Learn, Commit, Do; Learn, Commit, Do; …
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Habits of Highly Effective People
• Take Risks
– Jolly Green Giant
– Dry Champagne
• Look for Paradigm Shift
– Paradigm
• Model or pattern based upon a set of rules that defines boundaries and
specifies how to be successful at and within the boundaries.
• Unspoken rules of the road of how things work.
– Swiss watch
• What was paradigm shift?
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Mental Processing During Design
• Problem Solving
– Marine Corps Approach
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Define the problem.
Redefine the problem.
Evaluate alternatives.
Make decision.
Take action.
Evaluate results.
Change action if bad results.
– Systematic Approach
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Define Problem
Generate Solutions
Decide Course of Action
Implement the Solution
Evaluate the Solution
Record lessons learned
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Creativity
• Establish Creative Environment
• John Sculley, former chairman of Apple Computer
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Give people directions not goals
Encourage contrarian thinking
Build textured environment to inspire creativity
Build emotion into system
Safer you make system, higher you can raise the challenge
Encourage accountability over responsibility
Get ordinary people to reach beyond themselves
• Characteristics of a Leaders and Bosses
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Bosses
Leaders
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Earns respect
Coach
Encouraging
Guides by example
Rewards success
Demands respect
Taskmaster
Critical
Rules by fear
Punishes mistakes
• GM example
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Creativity
• Characteristics
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Engineering Design Teams
• Team Goals
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