Engineering Design: A Project Based Introduction, 3rd Edition
August 2008, ©2009
1 Engineering Design.
1.1 Where and when do engineers design?
1.2 A vocabulary primer for engineering design.
1.3 More on design and engineering design.
1.4 On the evolution of design and engineering design.
1.5 Managing engineering design.
2 The Design Process.
2.1 The design process as a process of questioning.
2.2 Describing and prescribing the design process.
2.3 Strategies, methods, and means in the design process.
2.4 Getting started on managing the design process.
2.5 Case study and illustrative examples.
3 Defining the Client’s Design Problem.
3.1 Identifying and representing the client’s objectives.
3.2 On measuring things.
3.3 Setting priorities: Rank ordering the client’s objectives.
3.4 Demonstrating success: Measuring the achievement of objectives.
3.5 Constraints: Setting limits on what the client can have.
3.6 Designing an arm support for a CP-afflicted student.
4 Functions and Requirements.
4.1 Identifying functions.
4.2 Design requirements: Specifying functions, behavior and attributes.
4.4 Functions for the Danbury arm support.
4.5 Managing the requirements stage.
5 Generating and Evaluating Design Alternatives.
5.1 Using a morphological chart to generate a design space.
5.2 Expanding and pruning the design space.
5.3 Applying metrics to objectives: Selecting the preferred design.
5.4 Generating and evaluating designs for the Danbury arm support.
5.5 Managing the generation and selection of design alternatives.
6 Design Modeling, Analysis and Optimization.
6.1 Some mathematical habits of thought for design modeling.
6.2 Design modeling of a ladder rung.
6.3 Preliminary and detailed design of a ladder rung.
7 Communicating the Design Outcome (I): Building Models and Prototypes.
7.1 Prototypes, models, and proofs of concept.
7.2 Building models and prototypes.
7.3 Selecting a fastener.
8 Communicating the Design Outcome (II): Engineering Drawings.
8.1 Engineering design drawings speak to many audiences.
8.2 Geometric dimensioning and tolerancing.
9 Communicating the Design Outcome (III): Oral and Written Reports.
9.1 General guidelines for technical communication.
9.2 Oral presentations: Telling a crowd what’s been done.
9.3 The project report: Writing for the client, not for history.
9.4 Final report elements for the Danbury arm support project.
9.5 Managing the project endgame.
10 Leading and Managing the Design Process.
10.1 Getting started: Organizing the design process.
10.2 Managing design activities.
10.3 An overview of project management tools.
10.4 The team charter: What exactly have we gotten ourselves into?
10.5 Work breakdown structures: What must be done to finish the job.
10.6 Linear responsibility charts: Keeping track of who’s doing what.
10.7 Schedules and other time management tools: Keeping track of time.
10.8 Budgets: Follow the money.
10.9 Tools for monitoring and controlling: Measuring our progress.
10.10 Managing the Danbury arm support project.
11 Designing for . . ..
11.1 Designing for manufacture and assembly: Can we make this design?
11.2 Designing for cost: Can we afford this design?
11.3 Designing for reliability: How long will this design work?
11.4 Designing for sustainability: What about the environment?
11.5 Designing for quality: Building a House of Quality.
12 Ethics in Design.
12.1 Ethics: Understanding obligations.
12.2 Codes of Ethics: What are our professional obligations?
12.2 Obligations may start with the client . . . .
12.4 . . . but what about the public and the profession?
12.5 Engineering ethics and the welfare of the public.
12.6 Ethics: Always a part of engineering practice.
References and Bibliography.
Emphasizes ethics as an “every day” issue — and not just one of dealing with ethical crises.
- New Chapter 6 introduces elements of basic engineering sciences into design, including: dimensions and units; dimensional analysis; estimates and approximations; various mechanical and electrical elements; some elementary detail design problems; and some brief notes on materials selection.
- New Chapter 7 includes new material on geometric dimensioning and tolerances; and discussion of prototyping and modeling
Introduces conceptual design tools, including objectives trees, morphological charts, and requirements matrices that visually introduce and guide the student through the design process.
Introduces project management tools, including work breakdown structures, Gantt charts, and activity networks exposing students to the types of tools they will use for project-based work in the real world.
Consistent, common examples throughout illustrate the use of both the design tools and the management tools necessary for the design and development of successful projects.
Summarizes the processes and means of reporting the results of a design project.
Provides insights into team behaviors and dynamics, and how they affect project outcomes.
Set in the context of a design team working on a client-initiated design project, providing a real-world context and practical examples of the type of work students will encounter in their professional lives.