ENGG 2100: A Brief History of Canadian Engineering PDF

ENGG 2100 University of Guelph A Brief History of Canadian Engineering Design and Engineering 1 You are here Highlights/Announcements Reminder: Presentation Signup (courselink) Group Signup (in-lab) Budget your time (10-15 hrs/week)...

ENGG 2100 University of Guelph A Brief History of Canadian Engineering Design and Engineering 1 You are here Highlights/Announcements Reminder: Presentation Signup (courselink) Group Signup (in-lab) Budget your time (10-15 hrs/week) 2 Brief History of Canadian Engineering ‘Birth’ of Canadian engineering is military-based Earliest organized engineering applications in Canada were military in nature Fort Wellington, Prescott, 1812 is a typical example of military engineering from this period P. Von Baich & J McKendry ,1980, The Old Kingston Road 3 Brief History of Canadian Engineering Military engineering – transportation applications Rideau Canal, Jones Falls Dam, 1826, is another typical example of military engineering that occurred in the early 1800’s First arched masonry dam in N. America and largest of its kind in the world Constructed in difficult conditions N. Ball, 1987, Mind, Heart, and Vision, Professional Engineering in Canada 4 Brief History of Canadian Engineering Development of ‘civilian engineering’ Demands of a growing society pushed development of ‘civilian’ engineering applications, such as transportation, communication, community, industrial The Grand Trunk Railway Bridge, Credit River, 1859 W Armstrong, from HC Campbell, 1971, Early Days on the Great Lakes 5 Brief History of Canadian Engineering Penstocks currently in use at the Jones Falls power station, note coopered wood construction Photo credits: J. Runciman 6 Brief History of Canadian Engineering A closer look at the Jones Falls coopered wooden penstocks made using wooden slats and steel hoops Photo credits: J. Runciman 7 Brief History of Canadian Engineering ‘Civilian engineering’ – industrial applications Toronto Rolling Mills, 1864 is representative of the industrial based ‘civilian engineering’ of the mid-1800’s W Armstrong, from HC Campbell, 1971, Early Days on the Great Lakes 8 Brief History of Canadian Engineering Small scale engineering failures The lack of rigorous education and professional requirements lead to engineering inconsistencies Typical of this situation, the Cobourg water tower ‘burst’ in 1904 and ‘fell over’ in 1912 EC Guillet, 1948, Cobourg 1898 - 1948 9 Brief History of Canadian Engineering Larger scale engineering failures One-million barrel grain elevator in Tascona, Manitoba listed 30 degrees due to ‘uneven loading’ in 1913 It was subsequently righted and placed on a new foundation N. Ball, 1987, Mind, Heart, and Vision, Professional Engineering in Canada 10 Brief History of Canadian Engineering Larger scale engineering failures The Quebec Bridge was the largest cantilever bridge in the world when completed in 1917 Engineering deficiencies lead to it collapsing twice during construction resulting in 89 casualties N. Ball, 1987, Mind, Heart, and Vision, Professional Engineering in Canada 11 Clip on the Quebec Bridge Disaster [~6 mins] Partners in Motion, Inc. 12 Brief History of Canadian Engineering Early engineering human statistics: Rideau Canal (1826–1832)  Employed 2,500–4,000 workers annually, approximately 10,000 total  Around 1,000 casualties CPR western section (1875–1885)  About 15,000 employed  700 to 800 casualties Quebec Bridge (1905–1917)  89 casualties 13 Brief History of Canadian Engineering Canadian engineering as a profession: Canadian Society of Civil Engineers (1887)  Established to encourage the exchange of ideas and original investigation within the profession of ‘civil’ engineering Professional Engineers of Ontario (1922)  Established to regulate the profession of engineering, including engineering education  Definition of distinct disciplines within engineering, i.e., civil, mechanical, electrical, agricultural, etc. 14  Brief History of Canadian Engineering Engineering in Canada today: Provincial bodies regulate practice of engineering  In Ontario: Professional Engineers of Ontario, PEO  About 90,0001 members Nationally the provincial associations are represented and overseen by the Canadian Council of Professional Engineers, CCPE (renamed Engineers Canada since 2014)  Engineers Canada represents engineering interests at the federal & international level  Engineers Canada sets standards for professional engineering practice and education through its Canadian Engineering Qualifications Board, CEQB  Engineers Canada accredits all engineering programs through its Canadian Engineering Accreditation Board, CEAB 1As of Sept 2024 15 Design How would you define “design”? 16 Design The term design is rather ambiguous  “Design, as a noun, informally refers to a plan for the construction of an object… although there is no generally accepted definition” More formally, design can be defined as follows:  “A specification of an object, manifested by an agent, intended to accomplish goals, in a particular environment, using a set of primitive components, satisfying a set of requirements, subject to constraints” Confused yet?! 17 Design “DESIGN: (noun) a specification of an object, manifested by some agent, intended to accomplish goals, in a particular environment, using a set of primitive components, satisfying a set of requirements, subject to some constraints.” - Paul Ralph, Yair Wand; Sauder School of Business, UBC 18 Design What do you think of when you think of the word design? 1. Big and bold  Unexpected scope, unparalleled commitment, a new milestone 2. Revolutionary  A new beginning, unexpected 3. Incremental  The next step, expected, utilizing similar technology or minor improvements on existing technology 19 On Design Big and bold: Forth Rail Bridge Eiffel Tower Avro Arrow Photo Credit: John Runciman & www.thecanadianencyclopedia.com 20 On Design Big and Bold (more recent examples) https://assets.ennomotive.com/wp- https://www.cnn.com/2024/09/09/science/polaris- content/uploads/2018/06/20091929/sea-turbine.jpg dawn-launch-attempt- weather/index.html?iid=cnn_buildContentRecirc _end_recirc 21  On Design Alec Issigonis Revolutionary: “mini” Leonardo Da Vinci “helicopter” Buckminster Fuller Photo credits: misc & Warren Stiver “geodesic structures” Henry Ford “Model T Ford” 22 On Design What do you think has been the most revolutionary engineering design in history? (think-pair-share) 23  On Design Incremental: 24 Photo credits: Wikipedia.com, Wikimedia.org , paultan.org  On Design Incremental: Photo credits: https://markthomaas.medium.com/the-incredible-journey-and-iphone-evolution-34cd74d094e5 25 Design & Engineering Howis engineering design different from design? (think-pair-share) 26 Design & Engineering The practice of professional engineering, as defined in various provincial statues, is:  “The practice of professional engineering means any act of planning, designing, composing, evaluating, advising, reporting, directing, or supervising that requires the application of engineering principles and concerns the safeguarding of life, health, property, economic interests, the public welfare or the environment, or the managing of any such act” * Section 1 of the Professional Engineers Act of Ontario, 1990 27 Design & Engineering CEAB Task Force – Recommendation Report, 2020  Engineering design is a process of making informed decisions to creatively devise products, systems, components, or processes to meet specified goals based on engineering analysis and judgement.  The process is often characterized as complex, open-ended, iterative, and multidisciplinary.  Solutions incorporate natural sciences, mathematics, and engineering science, using systematic and current best practices to satisfy defined objectives within identified requirements, criteria and constraints.  Constraints to be considered may include (but are not limited to): health and safety, sustainability, environmental, ethical, security, economic, aesthetics and human factors, feasibility and compliance with regulatory aspects, along with universal design issues such as societal, cultural and diversification facets. 28 Design & Engineering CEAB Task Force – Recommendation Report, 2020  Engineering design is NOT exemplified by situations with:  immediate or clear solutions  a single, correct answer  solutions relating directly to component specification or sizing 29 Design & Engineering 1. The key difference is in the application of engineering science in the design process (thermodynamics, mechanics, fluids, circuits, dynamics, heat transfer, control theory, statistics, etc., etc…) 2. The recognition that engineering design also often requires the safeguarding of health Engineering design is a ‘design process’ that employs at least some engineering science in the process 30 Design & Engineering Characteristics of a designer:  Imagination or insight  Ability to visualize  Organization  Drive or motivation  Knowledge Characteristics of an engineering designer:  All of the above  Knowledge of engineering sciences  Knowledge of engineering tools including project management and communication skills  You will hone these skills in this class! 31 Engineering the BMW Driver’s Seat [~4 mins] BMW USA, 2011 32 L02 Summary Key Takeaways Brief history of Canadian engineering Why and how professional engineering organizations came to exist Definition of engineering Differences between design and engineering design Characteristics of a designer and an engineering designer 33 References “ENGG 2100: Engineering Design II”, Lecture Slides  Fall 2019, Dr. John Runciman  Fall 2018, Dr. Andrew Gadsden  Winter 2024, Dr. Ryan Clemmer All images and videos are self-referenced 34 ENGG 2100 University of Guelph Ctd: Engineering & Design New: Oral Communication 1 You are here Highlights/Announcements Reminder: Presentation Signup (courselink) Group Signup (in-lab) Solidworks can be downloaded (see Engineering Software Catalogue) 2 Design & Engineering 1. The key difference is in the application of engineering science in the design process (thermodynamics, mechanics, fluids, circuits, dynamics, heat transfer, control theory, statistics, etc., etc…) 2. The recognition that engineering design also often requires the safeguarding of health Engineering design is a ‘design process’ that employs at least some engineering science in the process 3 Design & Engineering Characteristics of a designer:  Imagination or insight  Ability to visualize  Organization  Drive or motivation  Knowledge Characteristics of an engineering designer:  All of the above  Knowledge of engineering sciences  Knowledge of engineering tools including project management and communication skills  You will hone these skills in this class! 4 Design & Engineering Is every Engineer a designer? 5 L02 Summary Key Takeaways (from last lecture) Brief history of Canadian engineering Why and how professional engineering organizations came to exist Definition of engineering Differences between design and engineering design Characteristics of a designer and an engineering designer 6 Communication in Engineering Everyengineer will be required during their professional lives to prepare and deliver presentations Important to clearly present ideas Delivery affects effectiveness Seminar(this course) = opportunity to practice your oral presentation skills in a low-stress environment Next slide: what makes a good presentation? 7 What makes a good presentation? ⓘ Start presenting to display the audience questions on this slide. 8 1. The “Hook” Kelly McGonigal: "How To Make Stress Your Friend" https://www.youtube.com/watch?v=RcGyVTAoXEU 9  2. Use of Visuals Hugh Herr: The new bionics that let us run, climb and dance. https://www.ted.com/talks/hugh_herr_the_new_bionics_that_let_us_run_climb_and_dance?subtitle=en 10 2b. Use of Visuals Hans Grosling, Global Population – Box by Box (e.g. start around 6:00, : https://www.ted.com/talks/hans_rosling_global_population_growth_box_by_box?subtitle=en 11  3. How you use your voice Julian Treasure: "How To Speak So That People Want To Listen” (from 4:20 – 8:00): https://youtu.be/eIho2S0ZahI 12 Tips for your presentation Strong, clear voice, easy to listen to, enthusiasm Well organized, had a plan, succeeded in plan, audience learned something Clear, thoughtful, well-organized slides Eye contact strong, felt presentation was for me/us 13 Characteristics of Poor Presentations TIME…..  Budget ~1 minute per slide  if over time, no option for highest grade of “Impressive” Speaking:  Too quiet, mumbled, monotone Structure:  Poorly structured, no plan, little organization, tried to do way too much and thus achieved little Body Language:  Minimal eye contact, no feeling that the audience matters Effort:  Little to no effort evident, ad lib attempt 14 Slide Design Content layout can affect understanding Slides can be overwhelming and distracting Extraneous information takes away from main message 15 Cognitive Load Theory Information processing capability based on a limited working memory and unlimited long-term memory Cognitive overload inhibits the learning process 16 Working Memory Short half-life  Information forgotten Low capacity Overwhelming the working memory inhibits transfer to long-term memory Miller’s Law: Working memory limited to 7±2 things 17 Working Memory Bottleneck 18 Expert-Novice Divide Experts recall large amounts of related information as a single chunk  E.g. chess piece placement; learning a dance routine Slides can be cognitively simple for experts, but overwhelming for novices Introduce a single idea from the novice’s perspective on a slide 19 20 Pop quiz: What factors affect anode instability? 21 Dual Channel Theory Verbal and Visual Channels Working Memory can store:  1-2 seconds of speech  1-4 images Overload occurs when one channel is overloaded 22 Dual Channel Theory – Slide Design Use images that reinforce the text directly Avoid text-heavy slides where text is read aloud Simplify? Allow time to read? Highlight key points? 23 Revisit the last example 24 What do you see? 25 Gestalt Principles People automatically group visual objects by similar characteristics Colour Proximity Motion Size Continuity Slide Design: group similar information Compare the next two slides… 26 Slide A 27 Slide B 28 Constructivism All learning is based on previous knowledge New knowledge is situated within existing knowledge as new links are created Best Approach: guide audience when engaging new material  Draw from common experiences 29 Minimizing Distractions Audience attention can be affected by: Perceptual Salience Top-down vs bottom-up attention Focused vs Divided attention 30 Perceptual Salience Whydo some objects in a scene have a greater chance of being stored in a memory? Perceptual Salience refers to any of our senses  e.g. eyes drawn to titles & bold  Avoid unintentional visual salience  E.g. changes in font  Leverage motion and gaze following  E.g. Hans Grosling, population growth TED-talk 31 Can you find the T? 32 Make Good Use of The Title! (or subject line in email, etc) This is a good example of “Top-down” attention People look first for information where relevant information is expected to be (e.g. the title) Use the title to explain why the slide is important 33 Focused vs Divided Attention Eliminate extraneous details 34 Compare: 35 Slide Design Summary Don’t overwhelm working memory (visual, auditory) Keep slides simple & focused  Use effective images  Group information  Minimize clutter & distractions 36 References “ENGG 2100: Engineering Design II”, Lecture Slides  Fall 2019, Dr. John Runciman  Fall 2018, Dr. Andrew Gadsden  Winter 2024, Dr. Ryan Clemmer All images and videos are self-referenced 37 ENGG 2100 University of Guelph Ctd: Engineering & Design New: Oral Communication 1 You are here Highlights/Announcements Reminder: Presentation Signup (courselink) Group Signup (in-lab) Solidworks can be downloaded (see Engineering Software Catalogue) 2 Design & Engineering 1. The key difference is in the application of engineering science in the design process (thermodynamics, mechanics, fluids, circuits, dynamics, heat transfer, control theory, statistics, etc., etc…) 2. The recognition that engineering design also often requires the safeguarding of health Engineering design is a ‘design process’ that employs at least some engineering science in the process 3 Design & Engineering Characteristics of a designer:  Imagination or insight  Ability to visualize  Organization  Drive or motivation  Knowledge Characteristics of an engineering designer:  All of the above  Knowledge of engineering sciences  Knowledge of engineering tools including project management and communication skills  You will hone these skills in this class! 4 Design & Engineering Is every Engineer a designer? 5 L02 Summary Key Takeaways (from last lecture) Brief history of Canadian engineering Why and how professional engineering organizations came to exist Definition of engineering Differences between design and engineering design Characteristics of a designer and an engineering designer 6 Communication in Engineering Everyengineer will be required during their professional lives to prepare and deliver presentations Important to clearly present ideas Delivery affects effectiveness Seminar(this course) = opportunity to practice your oral presentation skills in a low-stress environment Next slide: what makes a good presentation? 7 What makes a good presentation? ⓘ Start presenting to display the audience questions on this slide. 8 1. The “Hook” Kelly McGonigal: "How To Make Stress Your Friend" https://www.youtube.com/watch?v=RcGyVTAoXEU 9  2. Use of Visuals Hugh Herr: The new bionics that let us run, climb and dance. https://www.ted.com/talks/hugh_herr_the_new_bionics_that_let_us_run_climb_and_dance?subtitle=en 10 2b. Use of Visuals Hans Grosling, Global Population – Box by Box (e.g. start around 6:00, : https://www.ted.com/talks/hans_rosling_global_population_growth_box_by_box?subtitle=en 11  3. How you use your voice Julian Treasure: "How To Speak So That People Want To Listen” (from 4:20 – 8:00): https://youtu.be/eIho2S0ZahI 12 Tips for your presentation Strong, clear voice, easy to listen to, enthusiasm Well organized, had a plan, succeeded in plan, audience learned something Clear, thoughtful, well-organized slides Eye contact strong, felt presentation was for me/us 13 Characteristics of Poor Presentations TIME…..  Budget ~1 minute per slide  if over time, no option for highest grade of “Impressive” Speaking:  Too quiet, mumbled, monotone Structure:  Poorly structured, no plan, little organization, tried to do way too much and thus achieved little Body Language:  Minimal eye contact, no feeling that the audience matters Effort:  Little to no effort evident, ad lib attempt 14 Slide Design Content layout can affect understanding Slides can be overwhelming and distracting Extraneous information takes away from main message 15 Cognitive Load Theory Information processing capability based on a limited working memory and unlimited long-term memory Cognitive overload inhibits the learning process 16 Working Memory Short half-life  Information forgotten Low capacity Overwhelming the working memory inhibits transfer to long-term memory Miller’s Law: Working memory limited to 7±2 things 17 Working Memory Bottleneck 18 Expert-Novice Divide Experts recall large amounts of related information as a single chunk  E.g. chess piece placement; learning a dance routine Slides can be cognitively simple for experts, but overwhelming for novices Introduce a single idea from the novice’s perspective on a slide 19 20 Pop quiz: What factors affect anode instability? 21 Dual Channel Theory Verbal and Visual Channels Working Memory can store:  1-2 seconds of speech  1-4 images Overload occurs when one channel is overloaded 22 Dual Channel Theory – Slide Design Use images that reinforce the text directly Avoid text-heavy slides where text is read aloud Simplify? Allow time to read? Highlight key points? 23 Revisit the last example 24 What do you see? 25 Gestalt Principles People automatically group visual objects by similar characteristics Colour Proximity Motion Size Continuity Slide Design: group similar information Compare the next two slides… 26 Slide A 27 Slide B 28 Constructivism All learning is based on previous knowledge New knowledge is situated within existing knowledge as new links are created Best Approach: guide audience when engaging new material  Draw from common experiences 29 Minimizing Distractions Audience attention can be affected by: Perceptual Salience Top-down vs bottom-up attention Focused vs Divided attention 30 Perceptual Salience Whydo some objects in a scene have a greater chance of being stored in a memory? Perceptual Salience refers to any of our senses  e.g. eyes drawn to titles & bold  Avoid unintentional visual salience  E.g. changes in font  Leverage motion and gaze following  E.g. Hans Grosling, population growth TED-talk 31 Can you find the T? 32 Make Good Use of The Title! (or subject line in email, etc) This is a good example of “Top-down” attention People look first for information where relevant information is expected to be (e.g. the title) Use the title to explain why the slide is important 33 Focused vs Divided Attention Eliminate extraneous details 34 Compare: 35 Slide Design Summary Don’t overwhelm working memory (visual, auditory) Keep slides simple & focused  Use effective images  Group information  Minimize clutter & distractions 36 References “ENGG 2100: Engineering Design II”, Lecture Slides  Fall 2019, Dr. John Runciman  Fall 2018, Dr. Andrew Gadsden  Winter 2024, Dr. Ryan Clemmer All images and videos are self-referenced 37 ENGG 2100 University of Guelph Oral Communication Slide Design 1 You are here Highlights/Announcements Project groups should be finalized this week Assignment next week (Mastery Check or Concept Sketches) 2 Gryphon Racing…information 3 EngSoc 4 Tips for your presentation Strong, clear voice, easy to listen to, enthusiasm Well organized, had a plan, succeeded in plan, audience learned something Clear, thoughtful, well-organized slides Eye contact strong, felt presentation was for me/us 5 Characteristics of Poor Presentations TIME…..  Budget ~1 minute per slide  if over time, no option for highest grade of “Impressive” Speaking:  Too quiet, mumbled, monotone Structure:  Poorly structured, no plan, little organization, tried to do way too much and thus achieved little Body Language:  Minimal eye contact, no feeling that the audience matters Effort:  Little to no effort evident, ad lib attempt 6 Slide Design Content layout can affect understanding Slides can be overwhelming and distracting Extraneous information takes away from main message 7 Cognitive Load Theory Information processing capability based on a limited working memory and unlimited long-term memory Cognitive overload inhibits the learning process 8 Working Memory Short half-life  Information forgotten Low capacity Overwhelming the working memory inhibits transfer to long-term memory Miller’s Law: Working memory limited to 7±2 things 9 Working Memory Bottleneck 10 Expert-Novice Divide Experts recall large amounts of related information as a single chunk  E.g. chess piece placement; learning a dance routine Slides can be cognitively simple for experts, but overwhelming for novices Introduce a single idea from the novice’s perspective on a slide 11 12 Pop quiz: What factors affect anode instability? 13 Dual Channel Theory Verbal and Visual Channels Working Memory can store:  1-2 seconds of speech  1-4 images Overload occurs when one channel is overloaded 14 Dual Channel Theory – Slide Design Use images that reinforce the text directly Avoid text-heavy slides where text is read aloud Simplify? Allow time to read? Highlight key points? 15 Revisit the last example 16 What do you see? 17 Gestalt Principles People automatically group visual objects by similar characteristics Colour Proximity Motion Size Continuity Slide Design: group similar information Compare the next two slides… 18 Slide A 19 Slide B 20 Constructivism All learning is based on previous knowledge New knowledge is situated within existing knowledge as new links are created Best Approach: guide audience when engaging new material  Draw from common experiences 21 Minimizing Distractions Audience attention can be affected by: Perceptual Salience Top-down vs bottom-up attention Focused vs Divided attention 22 Perceptual Salience Whydo some objects in a scene have a greater chance of being stored in a memory? Perceptual Salience refers to any of our senses  e.g. eyes drawn to titles & bold  Avoid unintentional visual salience  E.g. changes in font  Leverage motion and gaze following  E.g. Hans Grosling, population growth TED-talk 23 Can you find the T? 24 Make Good Use of The Title! (or subject line in email, etc) This is a good example of “Top-down” attention People look first for information where relevant information is expected to be (e.g. the title) Use the title to explain why the slide is important 25 Focused vs Divided Attention Eliminate extraneous details 26 Reduce unnecessary complexity: 27  Colour Blindness https://jfly.uni-koeln.de/color/ Deuteranope ~5% of Males, 0.5% females; Protanope ~1% males, > everyone meet in THRN 1025 1 ENGG 2100 University of Guelph Design Evaluation Brainstorming 2 From last lecture: Three Laptop Options: Which One is Best? 3 Evaluating Designs Previous example does not provide much information  Scoring/Value: What is the difference between poor, adequate, and excellent?  Are each criteria equally weighted?  Should more criteria be added to help with decision process? Use of Evaluation Scales can help quantify differences between options 4 Evaluation Scales Allow comparison between different criteria Based on a standard performance measure Used to define what is good and bad Relates back to specific units used to define the criteria –less arbitrary 5 Evaluation Scale Example 6 Evaluation Scale Example: Screen 7 Pugh’s Concept Selection Method 1.Select evaluation criteria 2.Prepare a matrix with criteria in first column 3.Place design alternatives in remaining columns 4.Choose one alternative as the reference 5.Select an alternative to evaluate. For each criterion decide whether the concept is better (+), worse (-), or about the same (S) as the reference 6.Rate remaining alternatives in a similar manner 7.Sum all +’s, -’s, and S’s to determine strong and weak design alternatives 8 Example: Pugh’s Selection Method 9 Example: Pugh’s Selection Method 10 Pugh’s: Advantages & Disadvantages Advantages:  Flexible – any number of design alternatives may be evaluated  Useful for identifying strong and weak alternatives and potential areas of improvement Disadvantages:  Major disadvantage is each criterion is assumed to have equal importance  There is no distinction in how different each alternative for a particular criterion is 11 Weighted Rating Method 1. Select evaluation criteria 2. Prepare matrix with criteria listing in first column 3. Weights given for criteria, usually as percentages (or factors summing to one) 4. Alternatives identified in columns 5. Rate each concept using evaluation scale 6. Each concept rating is multiplied by its respective weight and summed to produce an overall rating 12 Example: Weighted Rating Method 13 Example: Different Weights 14 Weighted Decision Matrix: Advantages and Disadvantages Advantages:  More quantitative analysis  Assigns importance to different criteria  Multiple methods of determining weights Disadvantages:  Weighting of criteria can be subjective leading to different design choices  Weightings can be inconsistent and arbitrary 15 Exercise – Choosing a new apartment? Constraints 1. 2. 3 Criteria & Weighting 1. 2. 3. 4. 16 Evaluating Alternatives - Summary Evaluating alternative solutions is challenging Several options for evaluating solutions:  Basic list of advantages and disadvantages  Pairwise Comparison  Weighted Decision Matrix Use of evaluation scales can provide some consistency in rankings Process still subjective, but allows for justifiable quantitative decisions 17 Remember this? Tools of Engineering Design Design Process Stages Brainstor Genesis of Create a Team m ideas Develop Build idea or mission or building and concepts prototypes motivation vision concepts 4. Brainstorm ideas and concepts. How will they solve the ‘problem’? Test Review Execute Market prototypes Finalize Test final project final and or designs designs and designs celebrate concepts process 18 Rick Mercer Report [~1 mins] Another heritage moment… garbage bags! 19 Brainstorming Design Creation Individually or in groups Actively organized or can be done by chance Brainstorming allows a chance to explore solution strategies in an environment open to new ideas  Also encourages ‘crazy’ ideas This is the opportunity to explore the solution ‘space’ for the design This is the time to cross-pollinate ideas between team members Synergistic collaboration 20 Brainstorming by Design How Do You Make ‘it’ Happen? Examine design requirements from all sides Do we need to expand or broaden our perspective? Are there existing ideas or technology that might be suitable for transplantation? Do we need more information? 21 Brainstorming by Design How Do You Make ‘it’ Happen? Take in all ideas… however crazy The time for thoughtful reflection comes later Negativity or being too critical will kill participation and productivity During brainstorming, the ultimate goal is to encourage contributions, however crazy, from everyone! 22 Apollo 13 (1995, Universal Pictures) [~2 mins] Ad hoc brainstorming session… “That’s what they’ve gotta make!” 23 Brainstorming by Design How Do You Make ‘it’ Happen? At this point, many ideas are better than one or two Explore the limits and beyond The time for eliminating or trimming comes later Look for alternative perspectives Look for the unusual Look for crossover to other projects or technologies Put them ‘on the table’ for the group to work with 24 Brainstorming by Design How Do You Make ‘it’ Happen? Encouraging participation is often the hardest part Apprehension of being criticized for ‘crazy’ or worthless ideas will inhibit many individuals from active participation… …and who knows where the next good idea will come from? 25 Rick Mercer Report [~1 mins] Another heritage moment… where to pee? 26  Brainstorming by Design How Do You Make ‘it’ Happen? The environment matters for brainstorming How can an individual be most creative if immersed in a non-creative environment? Google? Yikes… Photo Sources http://positivesharing.com/2006/10/10-seeeeeriously-cool-workplaces/ and http://skew.dailyskew.com/uploaded_images/cubicle_1-718536.jpg VW? 27 Brainstorming by Design Creative Environment Example – Epic Campus, WI, USA https://www.atlaso bscura.com/places/ epiccampus 28 Inside Google’s Toronto Offices (The National, CBC, 2012) [~3 mins] A tour of a positive workplace environment… may not be for everyone! 29 Brainstorming by Design Nuts and Bolts Examining the design goals is an essential part of the design process  The goals are known as the design criteria Understanding the pertinent limitations is essential, too  These are known as the design constraints 30 Brainstorming by Design Nuts and Bolts The design criteria are derived from needs expressed by the customer or customers Criteria define the product’s physical and functional characteristics Some examples of criteria are: shape, size, weight, speed, ruggedness, and ease of manufacture 31 Brainstorming by Design Nuts and Bolts Design constraints are factors that limit the designer’s flexibility Some typical constraints include:  Cost, time, and knowledge  Legal issues  Natural factors such as topography, climate, raw materials  Where the product will be used Good designs will optimally satisfy important design criteria within the limits fixed by the constraints Good designs are also economical to make and use because cost is always a design constraint! 32 Brainstorming Done Right (Ed Muzio, YouTube, 2011) [~4 mins] Brainstorming 101… or, how to use your brain correctly in a group! 33 Brainstorming – Your Design Project Using our Design & Build project as an example:  Have YOU set the stage for success?  Have you met as a team to brainstorm?  Did you format your meeting to optimize the chances of success?  Was the environment optimal?  Logistics well managed?  Environment of positive interaction?  This is the easy stuff, mostly logistics… these factors are too important not to pay attention to! 34 Brainstorming The Term Project Using our term project, have you set the stage for success?  Energy form/mechanism is probably the simplest differentiator… have you explored several forms of energy storage?  What about expertise or special resources available in the group?  What might make your entry stand out?  Anything else to consider or start thinking about? 35 Unused, but a good summary resource: 36 Remember this: When brainstorming, you need to examine the design requirements from ‘all sides’ of the problem During brainstorming, the ultimate goal is to encourage contributions, however crazy, from everyone! Encouraging participation is often the hardest part The environment matters for brainstorming Examining the design goals is an essential part of the design process (design requirements) Design criteria are used to evaluate solutions –define success Design constraints are the pertinent limitations Good designs will satisfy important design criteria within the limits imposed by the constraints 37 You are here Highlights/Announcements Major deliverable this week (Proposal OR 2D Drawings) Guest Lecture in on Friday - Marketing 1 ENGG 2100 University of Guelph Design Evaluation Brainstorming 2  Brainstorming by Design How Do You Make ‘it’ Happen? The environment matters for brainstorming How can an individual be most creative if immersed in a non-creative environment? Google? Yikes… Photo Sources http://positivesharing.com/2006/10/10-seeeeeriously-cool-workplaces/ and http://skew.dailyskew.com/uploaded_images/cubicle_1-718536.jpg VW? 3 Brainstorming by Design Creative Environment Example – Epic Campus, WI, USA https://www.atlaso bscura.com/places/ epiccampus 4 Inside Google’s Toronto Offices (The National, CBC, 2012) [~3 mins] A tour of a positive workplace environment… may not be for everyone! 5 Brainstorming by Design Nuts and Bolts Examining the design goals is an essential part of the design process  The goals are known as the design criteria Understanding the pertinent limitations is essential, too  These are known as the design constraints 6 Brainstorming by Design Nuts and Bolts The design criteria are derived from needs expressed by the customer or customers Criteria define the product’s physical and functional characteristics Some examples of criteria are: shape, size, weight, speed, ruggedness, and ease of manufacture 7 Brainstorming by Design Nuts and Bolts Design constraints are factors that limit the designer’s flexibility Some typical constraints include:  Cost, time, and knowledge  Legal issues  Natural factors such as topography, climate, raw materials  Where the product will be used Good designs will optimally satisfy important design criteria within the limits fixed by the constraints Good designs are also economical to make and use because cost is always a design constraint! 8 Brainstorming Done Right (Ed Muzio, YouTube, 2011) [~4 mins] Brainstorming 101… or, how to use your brain correctly in a group! 9 Brainstorming – Your Design Project Using our Design & Build project as an example:  Have YOU set the stage for success?  Have you met as a team to brainstorm?  Did you format your meeting to optimize the chances of success?  Was the environment optimal?  Logistics well managed?  Environment of positive interaction?  This is the easy stuff, mostly logistics… these factors are too important not to pay attention to! 10 Brainstorming The Term Project Using our term project, have you set the stage for success?  Energy form/mechanism is probably the simplest differentiator… have you explored several forms of energy storage?  What about expertise or special resources available in the group?  What might make your entry stand out?  Anything else to consider or start thinking about? 11 Unused, but a good summary resource: 12 Remember this: When brainstorming, you need to examine the design requirements from ‘all sides’ of the problem During brainstorming, the ultimate goal is to encourage contributions, however crazy, from everyone! Encouraging participation is often the hardest part The environment matters for brainstorming Examining the design goals is an essential part of the design process (design requirements) Design criteria are used to evaluate solutions –define success Design constraints are the pertinent limitations Good designs will satisfy important design criteria within the limits imposed by the constraints 13 Ergonomic Design Ergonomics: Ergos (work) & Nomikos (Rules of law) Forthis class we are going to focus on the design side of ergonomics. 14 Ergonomic Design Theterm “Ergonomics” is used to describe the relationship between humans and their environment The science of ergonomics considers the capabilities, behaviour and limitations of the human in design 15 Ergonomic Design – Capabilities and limitations Mental or Cognitive …………… Physical 16 Ergonomic Design Ergonomics can be applied to:  Equipment and device design  Vehicle design  Maintenance  Workplace design  Work effort  Job training 17 Importance of Ergonomics in Design Highquality, intuitive design will provide many benefits including:  Shorter learning curve for use  Safer operation  Consistency in some details between designs 18 Principles of Ergonomic Design Environment Subtle matting of surface results in significant glare reduction in orthopaedic implants 19 Principles of Ergonomic Design Environment 1. Understand the environment in which your design will be used  For example:  Shiny medical equipment can cause reflections and reduced visual acuity  Vibration or distance can make text very difficult to read  Go-no-go gauges are often better than regular gauges  Colour is easier to distinguish than text 20 Principles of Ergonomic Design Environment Operational status visible at a glance with go-no-go format and colour 21 Principles of Ergonomic Design Human Factors Identify:  Human Strengths  Capabilities  Limitations  Normal and Unexpected Behaviour 22 Principles of Ergonomic Design Human Factors For Example, what is wrong in this picture? 23  Principles of Ergonomic Design Human Factors Controls should be simple and be safe 24 Principles of Ergonomic Design Human Factors Layout of design should be intuitive 25 Principles of Ergonomic Design Cost/Benefit 3. Weigh reward against design and development costs Example: Aircraft controls were the first application of large scale design ergonomics 26  Case Study Early Aircraft Controls Designs based on earliest flight designs had little consistency beyond stick and rudder peddle controls Sopwith Camel cockpit layout, c 1916 27 Case Study Early Aircraft Controls Earlyaircraft controls required specific training on each aircraft for pilots. Controls, guns, and all miscellaneous equipment was not standardized Aircrews were expected to learn each plane, mistakes were often fatal, and were considered normal 28  Case Study Early Aircraft Controls WW2 precipitated a rapid development of ergonomic design of aircraft cockpits This allowed aircrews to move between planes without time- consuming and costly retraining Controls were shaped to help the pilots to rapidly understand function without looking Aircrew performance improved simply through consideration to the ergonomic design of the crew-aircraft interface 29  Case Study Early Aircraft Controls - inconsistency Mosquito Ergonomic Aircraft Chassis Control c 1940 Supermarine Spitfire Chassis Control c 1940 30  Case Study – Aircraft Controls Cold War Military Aircraft Controls, B52 c 1950 Current Commercial Aircraft Controls, B747 Source: genebenson.com Source: howitflies.com 31  State of the Art Aircraft Controls – Fly by Wire https://www.youtube.com/watch?v=PeUh8TXghC8 32  Ergonomics – Who are you designing for? Average?  Nobody is average in every measure  In a popular 2106 book, Todd Rose cites a 1950’s Wright Air Development Centre study of anthropometric measurements from pilots  Not a single pilot was average for a set of 10 measurements  Even across only 3 measurements, only 5% were “average”  Based on these data, cockpit design was improved See also: “The Myth of Average” – Todd Rose https://www.youtube.com/watch?v=4eBmyttcf U4&feature=youtu.be https://99percentinvisible.org/episode/on- average/ https://apps.dtic.mil/sti/tr/pdf/AD0020542.pdf 33 Ergonomics – Who are you Designing For? Independent? https://mashable.com/deals /march-19-robot-building- kit https://childdevelopment.com.au/resources/child-development-charts/fine-motor- developmental-chart/ 34  Ergonomics Universal/Inclusive/Accessible Design “Us” and “Them” paradigm Inclusive Paradigm Disability #2 Disability #1 Average Disability #N Disability #3 35  Ergonomics Universal/Inclusive/Accessible Design The “Curb Cut” Effect Design features for accessibility can benefit broader population https://99percentinvisible.org/episode/curb-cuts/ 36  Inclusive doesn’t mean sacrificing function Average age of Ferrari customer ~ 50 yrs. Improving comfort, accessibility = improved function 1990’s Ferrari = 2500 miles/year 2010’s Ferrari = 5000 miles/year …comfort = use. Waller et al. 2015, Applied Ergonomics 37 Design & Build Project Who are your customers? What are their Abilities? Limitations? How can you make your design more intuitive?  Assembly?  Operation? 38 Ergonomics - Key Takeaways Ergonomics can improve design performance and decrease risk of failure Requires understanding of:  Environmental Factors  Human Factors  Human Strengths  Capabilities  Limitations  Normal and Unexpected Behaviour  Cost/Benefit 39 You are here Highlights/Announcements 2 weeks left for “Early Bird Printing” Next return/sign-out of parts = Friday 9:30-11:20am in THRN 1006 1 ENGG 2100 University of Guelph Teamwork – Meetings Teamwork – Agendas Teamwork – Chairing Meetings 2 Meetings Meetings come in all shapes, sizes, and purposes Of all the various aspects of meetings, the single most important ingredient to a successful meeting is a well planned agenda A meeting without an agenda is the same as a journey without a map or schedule 3  Venue choice is critical Is the room big enough, secure enough, quiet enough, accessible, does it contain the necessary equipment and services? More things to consider: Venue Access and locked doors Location finding: do attendees need maps or directions? Table and seating layout: formal or informal? Room for demonstrations Extension cords, tech support, etc. Heating and lighting Catering 4 Agendas Informs the attendees about the meeting’s purpose Lists items to be discussed in order (usually with higher priority items first) Usually defines the location, time, and people involved Is usually the responsibility of the chair of the meeting Should be circulated well before the meeting to allow members to prepare 5 The Office (NBC) [~2 mins] How to escape a boring meeting (does not apply to lectures) 6 Agendas “By the time we leave this meeting we should have…” “If we only had one hour, what items really need to be discussed?” Be clear as to what is required for each agenda item and work towards it Who is needed for the meeting? What information is needed to make decisions? How much time is realistically needed for each item and the entire agenda? 7 Agendas Meeting Attendees: Carefully review all individuals to be invited… Make sure that everyone who should be there is invited Inviting non-essential people will change the meeting (for better or worse) Avoid senior managers or directors as they may intimidate attendees (consider the audience) 8 Agendas It is the small things… If you need to ‘project authority’ as chair, sit further from the attendees, central, and behind a table at the ‘head of things’ Less formal a meeting, sit among the attendees Make sure projections are visible and readable Be organized L11 - Teamwork - 10/17/2018 9  What When Agendas Where Who Why Roles Timing What you need to do as an attendee to ensure success 10  Sample Agenda L11 - Teamwork - 10/17/2018 11 Chairing Meetings The chair… is responsible for directing the proceedings so that things run smoothly and effectively Ensures that all attendees contribute Listens to views of others Blocks negative tactics Summarizes views and decisions Avoids interruptions Sets the tone for the meeting 12 Chairing Meetings The skills needed for a chair include: Firmness in keeping things on schedule Ability to deal with problems Ability to summarize points succinctly Flexibility in dealing with different points of view, personalities, etc. Receptiveness Fairness 13 14 15  Robert’s Rules Note: i) The chair of a meeting cannot make a motion. However, the chair may ask to have a motion made ii) All members have equal rights. While the will of the majority must be carried out, the minority must be heard, and its rights considered. https://assembly.cornell.edu/sites/default/files/roberts_rules_simplified.pdf 16 Key Takeaways Of all the various aspects of meetings, the single most important ingredient to a successful meeting is a well planned agenda An agenda informs the attendees about the meeting’s purpose Venue choice for a meeting is critical to its success The chair is responsible for directing the proceedings so that things run smoothly and effectively  A number of skills are required Please provide me with any feedback or suggestions to improve your lecture or course experience! 17 The Distilled Man (2016) [~7 mins] How to Run an Efficient Meeting! 18 Support Systems on Campus Counselling and support from the university is available by contacting our own Program Counsellors or: Student Counselling Services, Ext. 53244 Student Support Network (drop-in hours are noon to 10 p.m., Monday to Friday, Raithby House) Good2Talk Helpline, 1-866-925-5454 Employee Assistance Program for faculty and staff, 1.800.265.8310 Multi-Faith Resource Team, Ext. 52392 19 Additional Resources Additional information posted on CourseLink No textbooks are required or assigned for this course 20 References “ENGG 2100: Engineering Design II”, Lecture Slides  Fall 2017, Dr. John Runciman  Fall 2018, Dr. Andrew Gadsden All images and videos are self-referenced 21 You are here Highlights/Announcements 1.5 weeks left for “Early Bird Printing” Assembly & Animation Due = latest for any member of your group 1 ENGG 2100 University of Guelph Teamwork & Group Dynamics 2 Why Groups? In life? In Engineering? Group Dynamics For most of your working lives, you will be dependent on groups for support and assistance All groups exist to fill some common objective: To acquire expertise beyond an individual To develop more than one perspective To engage a network of individual group members To increase productivity Group Dynamics A group must direct effort toward two categories: Content: “What” Results-focus Information & resource gathering Process: “How” Interpersonal focus Environment Procedures Structure When either the content or process component of the group activity breaks down, the chances of successfully solving a problem decreases  Two Scenarios: Which Project Succeeds? A B Content Content Process time Process time Ola Möller, https://medium.com/methodkit-stories/the-walnut-explains-how-you-as-a-group-functions- c10f1c67eb69#:~:text=The%20model%20basically%20describes%20that,group%20to%20keep%20yourselves%20align ed. Stages of Group Development There are 5 stages of group development: 1. Forming 2. Storming Tuckman, 1965 3. Norming 4. Performing 5. Adjourning Tuckman, 1977 1. Forming Individual survival, protection, gaining security Probing the boundaries of appropriate behaviour Strong offense or observing and acting with discretion 2. Storming Struggle for power Niceties dropped Individuals establish roles and exhibit group behaviour Confrontation often needed to keep people on track Not necessarily a clearly-defined stage (Cassidy, 2007) 3. Norming Compromise and harmony Decreased hostilities and re-opened communication Honesty and hope encouraged with pressure not to rock boat and break harmony 4. Performing Members are both supportive and critical Accept conflict as inevitable Focus on goal rather than personalities Measure group maturity by how tension and conflict is resolved Establish a norm of constructive problem solving by confronting issues that tend to debilitate group 5. Adjourning Termination of group Reflection, lesson-learning Members have strong interpersonal feelings Relief? Anxiety? Example: Past 2100 group project – multiple groups formed a team to work on a large assembly Groups vs Teams Both Groups and Teams are collections of people working in close proximity and sharing resources Difference = emphasis: individual vs collective Groups vs Teams A group of students may meet to study for an upcoming test A team of students may work together on a design project Requirements for Effective Teams A leader or a clearly defined leadership structure Necessary expertise or a way to get it A common goal Respect Commitment Time to mature into a team and become comfortable with team roles Good management 16 Characteristics of ‘Good’ Teams Everyone is involved Effective Decisions Positive environment Rewards 17 Characteristics of ‘Good’ Teams Everyone is involved Participates in meetings Effective Decisions Completes action items Positive environment Pro-active behaviour Rewards Understands short-term and Trust long-term objectives 18 Characteristics of ‘Good’ Teams Everyone is involved Alternatives sought and put Effective Decisions forward Positive environment Constructive criticism Rewards Disagreements and conflicts occur and are resolved Leaders are not dominating Consensus reached Trust 19 Characteristics of ‘Good’ Teams Everyone is involved No personal attacks Effective Decisions No one dominating Positive environment People listen Rewards Not more formal than necessary (it is OK to have fun!) 20 Characteristics of ‘Good’ Teams Everyone is involved Individual success depends on Effective Decisions project’s success Positive environment Encourage individual accountability (balancing act) Rewards Good performance is not penalized Poor performance is not rewarded 21 Understanding Yourself & Your Role on Teams Twenty-four centuries ago, Hippocrates identified four different types of human beings Carl Jung described these differences in 1921 in his publication Psychological Type Dr. David Keirsey refined the work of Katherine C. Briggs and Isabel Briggs-Myers who developed the Myers-Briggs Type Indicator (MBTI) Through the MBTI, its authors attempted to show that human behavior is orderly and can be characterized by different personality types Understanding Yourself & Your Role on Teams Dr. Keirsey, in his book Please Understand Me, described personality types in four groups His work provided the basis for the True Colors metaphor Don Lowry created the metaphor, True Colors , to translate complicated personality and learning theory into practical information we can all understand and use This self assessment strategy has been widely used in industry, government and military  Stein et al. 2019 DOI: 10.1111/spc3.12434 Do personality “types” exist?  Active Parental Authentic Versatile Try it? Opportunistic Traditional Harmonious Inventive Spontaneous Responsible Compassionate Competent Competitive Practical Unique Curious Impetuous Sensible Empathetic Conceptual 1-4 scale for each row Impactful Dependable Communicative Knowledgeable 4 = best describes you Realistic Loyal Devoted Theoretical The highest scoring Open-Minded Adventuresome Conservative Organized Warm Poetic Seeking Ingenious column represents your dominant Daring Concerned Tender Determined personality Impulsive Fun Procedural Cooperative Inspirational Dramatic Complex Composed traits Exciting Orderly Vivacious Philosophical Courageous Conventional Affectionate Principled Skillful Caring Sympathetic Rationa TOTAL: Orange Gold Blue Green  Characteristics Style: Goal: Trouble Shooter / negotiator Action ORANGE Biggest Stressor: Routine Personality keywords: doer, witty, spontaneous, generous, optimistic Strengths: Self confident, likes challenges, makes quick decisions Style: Stabilizer / traditionalist Goal: Belonging Biggest Stressor: Personality keywords: Disarray / disorganization conservative, loyal, dependable, dedicated GOLD Strengths: Organized, predictable, stable, supportive  Characteristics Style: Goal: Catalyst (makes things happen) Identify and find meaning to life BLUE Biggest Stressor: Guilt Personality keywords: analytical, enthusiastic, creative, curious, calm Strengths: Standard setter, visionary, perfectionist, serious Style: Visionary (what might be) Goal: Competency Biggest Stressor: Personality keywords: Incompetency honesty, warm, enthusiastic, caring, flexible GREEN Strengths: Relates well to others, great team participant Takeaways - Personality “Types” So what? This analysis (reflection) may allow you to perhaps better understand: some of your own personality traits how you differ from others around you Knowing this, you may be better-equipped to work effectively in teams This is a topic for another day… Summary All groups exist to fill some common objective When either the content or process component of the group activity breaks down, the chances of successfully solving a problem decreases 5 stages of group/team development (know them!) Teams emphasize collective success; Groups emphasize individual contributions Characteristics of a ‘good’ team include: full participation, decision making, positive environment, and rewards People have different personality characteristics; this affects team dynamics Support Systems on Campus Counselling and support from the university is available by contacting our own Program Counsellors or: Student Counselling Services, Ext. 53244 Student Support Network (drop-in hours are noon to 10 p.m., Monday to Friday, Raithby House) Good2Talk Helpline, 1-866-925-5454 Employee Assistance Program for faculty and staff, 1.800.265.8310 Multi-Faith Resource Team, Ext. 52392 30 References “ENGG 2100: Engineering Design II”, Lecture Slides Fall 2017, Dr. John Runciman Fall 2018, Dr. Andrew Gadsden Winter 2024, Dr. Ryan Clemmer All images and videos are self-referenced 31 You are here Highlights/Announcements Last few days of “Early Bird Printing” “Even” Schedule -> Toys Built & Presented in ~3 weeks 1  ENGG 2100 University of Guelph Creative Design – Evolution? Revolution? Creative Design: Evolution or Revolution? Concept development… moving from brainstorming to design concept Remember these stages? Moving from brainstorming to a final design requires the focusing of efforts on one or more alternatives that may offer a solution Choices, perhaps seemingly unimportant ones, made at this phase can have significant long term impact Recall - Design 1. Big and bold Unexpected scope, unparalleled commitment, a new milestone 2. Revolutionary A new beginning, unexpected 3. Incremental (Evolution) The next step, expected, utilizing similar technology or minor improvements on existing technology  Evolution or Revolution? E V O L U T I O N Apparent (30%) Routine, standard approaches Improvement (45%) … Minor corrections Different but well known solution … Invention inside paradigm (20%) An essential improvement … Invention outside paradigm (4%) Changing fundamental principles for primary function … Discovery (1%) R E V O L U T I O N Rare scientific discovery  Apparent https://hitek-truss.com/blog/principles-roof-truss-design- dimensions/ Design Improvement Armored Hockey Skates Popular Science, January 1940, pg 127 Design Improvement (originally, invention OUTSIDE paradigm)? Inline Skates Popular Mechanics, April 1969, pg 136  Invention INSIDE paradigm E.g. Chainsaw Chain (geometry, materials) https://canberradiamondblade.com.au/chainsaw-chain-types- guide/?srsltid=AfmBOoo43YziWA_06dxv1Tw8cetkbYaPXeqGAq4G1gHbvCcAg7_cnAxG Invention INSIDE paradigm Luminescent Night Light Mechanix Illustrated, February 1959, pg 101 Invention OUTSIDE paradigm Some ideas are best forgotten… Popular Mechanics, April 1969, pg 113 Invention OUTSIDE paradigm Remote Location Medical Diagnosis Equipment  Discovery Wilhelm Roentgen, 1895 https://en.wikipedia.org/wiki/X-ray How would you classify these examples? AVRO Arrow Virgin hypersonic flight concept (3,000 mph plane ride…) Computers Smartphones VCRs Satellites Military History (ABC) [~5 mins] Clip on the AVRO Arrow 15 History’s Fastest Man-Made Objects (CNN) [~2 mins] Hypersonic jet travels nearly a mile per second Virgin Galactic (2014) [~2 mins] Third Powered Flight 17 The “Driving Force” One of the most important aspects of design is to not forget the importance of the ‘driving force’ pushing the design Why are we doing this? To make a better world Fame Money Marks… The “Driving Force” The answers to the following questions will help identify the environment that your design must develop in: What kind of manufacturing is available? What is the timeline for development and launch? What is your team’s expertise? What are the requirements for success? What development funding is available? What about history or design momentum? Case Study – What type of Design is This? Let’s consider an earth-bound example… Mobile Home Example Mobile Home Example Let’s consider an earth-bound example… Mobile Home Example Let’s consider an earth-bound example… Practical Motorhome (2012) [~4 mins] Review of the Doubleback VW T5 Camper Mobile Home Example Now, for this camper… was it: Improvement (45%) Minor corrections Different but well known solution …or… Invention inside paradigm (20%) An essential improvement  ENGG*2100 – Any Prior Design Inspiration? https://www.explainthatstuff.com/how-clockwork- https://markforged.com/resources/blog/joinery-onyx works.html Summary Moving from brainstorming to a final design requires the focusing of efforts on one or more alternatives that may offer a solution Design can be evolution or revolution: Apparent Improvement Invention inside/outside paradigm Discovery One of the most important aspects of design is to not forget the importance of the ‘driving force’ pushing the design Support Systems on Campus Counselling and support from the university is available by contacting our own Program Counsellors or: Student Counselling Services, Ext. 53244 Student Support Network (drop-in hours are noon to 10 p.m., Monday to Friday, Raithby House) Good2Talk Helpline, 1-866-925-5454 Employee Assistance Program for faculty and staff, 1.800.265.8310 Multi-Faith Resource Team, Ext. 52392 28 References “ENGG 2100: Engineering Design II”, Lecture Slides Fall 2017, Dr. John Runciman Fall 2018, Dr. Andrew Gadsden Winter 2024, Dr. Ryan Clemmer All images and videos are self-referenced 29 RMR (CBC, 2017) [~2 mins] Rant on Fake News You are here Highlights/Announcements Last few days of “Early Bird Printing” “Even” Schedule -> Toys Built & Presented in ~3 weeks ENGG 2100 University of Guelph Manufacturing  Recall: Design Process Stages Genesis of Create a Brainstorm Team Develop Build idea or mission or ideas and building concepts prototypes motivation vision concepts Manufacturing affects at least 4 stages of the design development and will have significant impact on project progress and success Test Execute Review Finalize Test final Market and prototypes final project and designs designs celebrate or concepts designs process Prototype versus Production Manufacturing: Primarily standard processes adapted to the creation of specific features of a design E.g., automotive assembly, aerospace fuselages, computers, almost anything… Prototype: ‘One off’ units Unit intensive Production: Multiple units Process intensive Prototype versus Production Dutch Students: Prototype Manufacturing: EV from Recycled Materials ‘One off’ units Design elements must be capable of being created using some available means Prototype manufacturing methods often not continued into production Costing important but offset by timeline demands and benefits of prototype testing requirements Development of expensive tooling and production jigs at this stage can be costly if they are not used in production cbc.ca (Nov 2020) Prototype versus Production Production Manufacturing: Streamlined manufacturing processes Design optimization for cost effective manufacture can free funds for other development activities, testing, etc. Additional money spent on the manufacturing processes may reduce unit rivian.com/r1t production costs Tooling (capital) and unit production costs must be optimized for expected production Development of expensive tooling may provide improved production quality and ultimately reduced production costs engineering.com Prototype vs Production – Economy of Scale before after https://www.youtube.com/watch?v=Rf3oYeEP1cQ How It’s Made (Discovery / Science Channel) [~5 mins] Carbon fibers and the manufacturing process (How It’s Made) Manufacturing Considerations Every feature of a design must be created Successful design for manufacturing requires knowledge of the specific process used to optimize the manufacturing process Holding objects (by hand or robot) during manufacture is often complex and requires design consideration Consider post-processing of manufactured parts E.g., painting, sanding, filing, etc. 10 Manufacturing Considerations Consider the raw material that will be used (type and form) Metals Polymers Woods Composites Etc… Accessibility of manufacturing methods Your knowledge level (and the team) 11  Example – Manufacturability (and materials) influence Design https://www.collectionscanada.gc.ca/obj/s4/f2/dsk3/ftp05/MQ656 60.pdf https://empire-medical.com/niagara-foot/ Estimating 3D Printing Costs 3D Printer: Ultimaker Cura S5 How It’s Made (Discovery / Science Channel) [~5 mins] Fiberglass boats and the manufacturing process Manufacturing – Polymer Materials Consider the type and format Type: Often a matter of material or manufacturing properties Format: Dimensional material (e.g., sheet, bar, film, etc.) Bulk pellet Resin and fiber Others? Manufacturing – Polymer Materials Polymer forms include thermoset and thermoplastic types Thermoset: Irreversibly cures Generates heat during curing or requires heat/energy to cure Often two part resin/catalyst format Machined, or molded using either ‘one off’ or reusable forms E.g., epoxies, vulcanized rubber, etc. Thermoplastic: Reversible forming material Pliable above glass transition temperature Typically easily recycled E.g., polyethylene, acrylic, PVC, etc. Manufacturing - Thermoset Polymers Molding: ‘One off’ (e.g., prosthetic sockets) High-volume production (e.g., bikes, boat hulls, etc.) Machining: Material is cut by tooling Trimming (using cold or hot knives) Turning Milling Grinding / polishing 3D Printing (curing-type, e.g. SLA) Manufacturing – Thermoplastic Polymers Extrusion methods Profile extrusion Blow film extrusion FDM (3D Printing) Molding methods Roto uses bulk material, mold rotates to distribute polymer, leaving hollow core Blow/vacuum – air used to force polymer into shape Die/Injection – polymer forced under pressure into mold Common to all of these methods is the use of a mold (or die) to form the polymer into its final shape How It’s Made (Science / Discovery) [~3 mins] Plastic Bottles (Manufacturing Process) Manufacturing – Die Mold (basics) Dies come in two, three, or more sections depending on the complexity of the parts being made Parts being die molded must be designed to allow the dies to release the parts Simple design changes may allow the use of less complex dies Machined from steel, they are capital intensive but typically have long service lives Machining of dies is often accomplished with electrical discharge machining (EDM), such as ‘spark erosion’ How It’s Made (Science / Discovery) [~5 mins] Plastic Injection Molds with Machining and EDM Summary: Manufacturing Manufacturing: Primarily standard processes adapted to the creation of specific features of a design Every feature of a design must be created Successful design for manufacturing requires knowledge of the specific process used to optimize the manufacturing process Prototyping vs production manufacturing ‘One off’ vs many units… Know the differences! Support Systems on Campus Counselling and support from the university is available by contacting our own Program Counsellors or: Student Counselling Services, Ext. 53244 Student Support Network (drop-in hours are noon to 10 p.m., Monday to Friday, Raithby House) Good2Talk Helpline, 1-866-925-5454 Employee Assistance Program for faculty and staff, 1.800.265.8310 Multi-Faith Resource Team, Ext. 52392 References “ENGG 2100: Engineering Design II”, Lecture Slides Fall 2017, Dr. John Runciman Fall 2018, Dr. Andrew Gadsden Winter 2024, Dr. Ryan Clemmer All images and videos are self-referenced You are here Highlights/Announcements “Even” Schedule -> Toys Built & Presented in ~1 week ENGG 2100 University of Guelph Manufacturing Quality Assurance How It’s Made (Discovery / Science Channel) [~5 mins] Fiberglass boats and the manufacturing process Manufacturing – Polymer Materials Consider the type and format Type: Often a matter of material or manufacturing properties Format: Dimensional material (e.g., sheet, bar, film, etc.) Bulk pellet Resin and fiber Others? Manufacturing – Polymer Materials Polymer forms include thermoset and thermoplastic types Thermoset: Irreversibly cures Generates heat during curing or requires heat/energy to cure Often two part resin/catalyst format Machined, or molded using either ‘one off’ or reusable forms E.g., epoxies, vulcanized rubber, etc. Thermoplastic: Reversible forming material Pliable above glass transition temperature Typically easily recycled E.g., polyethylene, acrylic, PVC, etc. Manufacturing - Thermoset Polymers Molding: ‘One off’ (e.g., prosthetic sockets) High-volume production (e.g., bikes, boat hulls, etc.) Machining: Material is cut by tooling Trimming (using cold or hot knives) Turning Milling Grinding / polishing 3D Printing (curing-type, e.g. SLA) Manufacturing – Thermoplastic Polymers Extrusion methods Profile extrusion Blow film extrusion FDM (3D Printing) Molding methods Roto uses bulk material, mold rotates to distribute polymer, leaving hollow core Blow/vacuum – air used to force polymer into shape Die/Injection – polymer forced under pressure into mold Common to all of these methods is the use of a mold (or die) to form the polymer into its final shape How It’s Made (Science / Discovery) [~3 mins] Plastic Bottles (Manufacturing Process) Manufacturing – Die Mold (basics) Dies come in two, three, or more sections depending on the complexity of the parts being made Parts being die molded must be designed to allow the dies to release the parts Simple design changes may allow the use of less complex dies Machined from steel, they are capital intensive but typically have long service lives Machining of dies is often accomplished with electrical discharge machining (EDM), such as ‘spark erosion’ How It’s Made (Science / Discovery) [~5 mins] Plastic Injection Molds with Machining and EDM Summary: Manufacturing Manufacturing: Primarily standard processes adapted to the creation of specific features of a design Every feature of a design must be created Successful design for manufacturing requires knowledge of the specific process used to optimize the manufacturing process Prototyping vs production manufacturing ‘One off’ vs many units… Know the differences! Quality Assurance Quality assurance refers to the systematic activities implemented in a quality system so that quality requirements for a product or service will be fulfilled “Fit for purpose” and “Right first time” involves: raw materials assemblies products and components services related to production management, production and inspection processes shipping 12 Quality Assurance QA affects all aspects of design and production Design Prototyping Production Shipping As a designer, you will be responsible for the QA aspects of your work So it is important for you to understand it and manage it appropriately 13 Quality Assurance - Standards International Organization for Standardization (ISO) ISO created thousands of standards for business operation including ISO 9001:2015 -a standard for general organizational quality management systems (QMS) ISO 14001:2015 -a standard for Environmental Management Systems ISO 27001:2013 -a standard for Information Security Management Systems (ISMS) ISO compliance is achieved when an organization meets the requirements outlined in a specific standard Companies must set cl