1 CERTIFIED SOLIDWORKS ASSOCIATE (CSWA) EXAM Nov 26, 20119:00-12:00 Dec 3, 2011 9:00-12:00 SEB1015 NOTES We’ll take registrations in November but you’ll

1

CERTIFIED SOLIDWORKS ASSOCIATE (CSWA) EXAM

Nov 26, 2011 9:00-12:00

Dec 3, 2011 9:00-12:00

SEB1015

NOTES

We’ll take registrations in November but you’ll have to start preparations very soon

The CSWA exam requires familiarity with SolidWorks Simulation Express

2

Design project should require the use of:

Parts

Assemblies

Weldments

Sheet metal

Moving components

3

USING DIFFERENT SYSTEMS OF UNITS

lbf

Absolute system of units

Kinetic (here gravitational) system of units

Kinetic (here gravitational) system of units

4

SUMMARY OF STEPS IN QFD

1. Identify the customersWho are they?

2. Determine the customers' requirementsWhat do the customers want?

3. Determine relative importance of the requirements4. Generate engineering specifications5. Relate customers’ requirements to engineering specifications 6. Identify relationships between engineering requirements 7. Identify and evaluate the competition

How satisfied is the customer now?8. Set engineering targets

How much is good enough?

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TARGETS

ENGINEERING

REQUIREMENTS

CORRELATION

MATRIX

WHO?

1. Identify customers:

Who are they?

QFD Chart also called

HOUSE OF QUALITY

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RELATIONSHIP

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CORRELATION

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WHO?

2. Determine customers’ requirements:

What do customers need and want?

ENGINEERING

REQUIREMENTS


HOUSE OF QUALITY

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CORRELATION

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WHO?

3. Determine the relative importance of

customers’ requirements.

ENGINEERING

REQUIREMENTS


HOUSE OF QUALITY

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RELATIONSHIP

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TARGETS

CORRELATION

MATRIX

WHO?

4. Generate engineering requirements (PDS):

How will the customers’ requirements be met?

ENGINEERING

REQUIREMENTS


HOUSE OF QUALITY

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RELATIONSHIP

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TARGETS

CORRELATION

MATRIX

WHO?

5. Relate customers’ requirements to

engineering requirements

ENGINEERING

REQUIREMENTS


HOUSE OF QUALITY

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CORRELATION

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WHO?

6. Identify relationships between

engineering requirements

ENGINEERING

REQUIREMENTS


HOUSE OF QUALITY

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RELATIONSHIP

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CORRELATION

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WHO?

7. Identify and evaluate competition.

How satisfied is the customer now?

ENGINEERING

REQUIREMENTS


HOUSE OF QUALITY

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8. Set engineering targets

How much is good enough?

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RELATIONSHIP

MATRIX

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TARGETS

CORRELATION

MATRIX

WHO? ENGINEERING

REQUIREMENTS


HOUSE OF QUALITY

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HAVE WE MET OUR TARGETS

AT THE END OF THE DESIGN PROCESS?

Beginning of design

process: PDS

End of design

Process: Prototype

?

14

CRAMPONS CRAMPONS QFD exerciseQFD exercise

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1. Identify the customers: Who are they? 2. Determine the customers' requirements: What do the customers want? 3. Determine relative importance of the requirements: Who versus what 4. Generate engineering specifications: How will the customers' requirements be met? 5. Relate customers , requirements to engineering specifications: Hows measure whats? 6. Identify relationships between engineering requirements: How are the "hows" dependent on

each other?

7. Identify and evaluate the competition: How satisfied is the customer now? 8. Set engineering targets: How much is good enough?

People who walk on glaciers or snow fields

Not casual users

Not ice climbers

CRAMPONS – STEP 1

16

Ability to walk on ice and hard snow

Ability to climb on ice but no “hard core” climbing

Lightweight

Easy to attach

Stays on firmly

Easy to detach

Snow won’t stick

Use with “normal” boots

CRAMPONS – STEP 21. Identify the customers: Who are they? 2. Determine the customers' requirements: What do the customers want? 3. Determine relative importance of the requirements: Who versus what 4. Generate engineering specifications: How will the customers' requirements be met? 5. Relate customers , requirements to engineering specifications: Hows measure whats? 6. Identify relationships between engineering requirements: How are the "hows" dependent on

each other?


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5 – very important,

4 – important

3 – somewhat important

2 - minimally important

1 – not that important

Ability to walk on ice and hard snow 5

Ability to climb on ice but no “hard core” climbing 2

Lightweight 3

Easy to attach 3

Stays on firmly 5

Easy to detach 2

Snow won’t stick 4

Use with “normal” boots any size 5

CRAMPONS – STEP 31. Identify the customers: Who are they? 2. Determine the customers' requirements: What do the customers want? 3. Determine relative importance of the requirements: Who versus what 4. Generate engineering specifications: How will the customers' requirements be met? 5. Relate customers , requirements to engineering specifications: Hows measure whats? 6. Identify relationships between engineering requirements: How are the "hows" dependent on

each other?


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each other?


Walk on ice, snow

Easy climb

Lightweight

Easy to attach

Stays on firmly

Easy to detach

Snow won’t stick

Normal boots

CRAMPONS – STEP 3

5

2

3

3

5

5

4

5Low maintenance 3

Customer requirements and their relative importance1 - 5

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CRAMPONS – STEP 41. Identify the customers: Who are they? 2. Determine the customers' requirements: What do the customers want?

3. Determine relative importance of the requirements: Who versus what

4. Generate engineering specifications: How will the customers' requirements be met?

5. Relate customers , requirements to engineering specifications: Hows measure whats?

6. Identify relationships between engineering requirements: How are the "hows" dependent on

each other?

7. Identify and evaluate the competition: How satisfied is the customer now?

8. Set engineering targets: How much is good enough?

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each other?


Walk on ice, snow

Easy climb

Lightweight

Easy to attach

Stays on firmly

Easy to detach

Snow won’t stick

Normal boots

Mat

eri

al

# o

f s

pik

es f

ron

t.

# o

f s

tra

ps

Tim

e to

att

ach

Fo

rce

to

dis

lod

ge

CRAMPONS – STEP 4

5

2

3

3

5

5

4

5

# o

f s

pik

es r

ear.

Tim

e to

de

tac

h

Low maintenance 3

Fin

ish

Mat

eri

al n

o

sti

ck p

late

s

Engineering specifications

Customer requirements and their relative importanceScale 1 - 5

Notes:

Material is material density as % of steel

Material of no stick plates is coefficient of friction with snow

Days: # of days in salt spray to first sign of corrosion

21

CRAMPONS – STEP 51. Identify the customers: Who are they? 2. Determine the customers' requirements: What do the customers want?





each other?



22


each other?


Walk on ice, snow

Easy climb

Lightweight

Easy to attach

Stays on firmly

Easy to detach

Snow won’t stick

Normal boots

Mat

eri

al

# o

f s

pik

es f

ron

t.

# o

f s

tra

ps

Tim

e to

att

ach

CRAMPONS – STEP 5

5

2

3

3

5

5

4

5

# o

f s

pik

es r

ear.

Tim

e to

de

tac

h

Low maintenance 3

Fin

ish

Mat

eri

al n

o

sti

ck p

late

s

7

9 9

9

5

5

9

9

7

7 7

7 7

Relations between customer requirements and engineering specificationsScale 1 – 9

1 – very week relation9 – very strong relation

Fo

rce

to

dis

lod

ge

UNITS % days s s N

ABSOLUTE IMPORTANCE 27 41 27 120 56 56 36363

7% 11% 7% 33% 15% 15% 9%RELATIVE IMPORTANCE

Relative importance of engineering specifications

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each other?


CRAMPONS – STEP 6

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each other?


Walk on ice, snow

Easy climb

Lightweight

Easy to attach

Stays on firmly

Easy to detach

Snow won’t stick

Normal boots

Mat

eri

al

# o

f s

pik

es f

ron

t.

# o

f s

tra

ps

Tim

e to

att

ach

Fo

rce

to

dis

lod

ge

CRAMPONS – STEP 6

5

2

3

3

5

5

4

5

# o

f s

pik

es r

ear.

Tim

e to

de

tac

h

Low maintenance 3

Fin

ish

Mat

eri

al n

o

sti

ck p

late

s

7

9 9

9

5

5

9

9

7

7 7

7 7

3

5

Relations between engineering specificationsScale 1 - 5

UNITS % days s s N



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CRAMPONS – STEP 7

1. Identify the customers: Who are they? 2. Determine the customers' requirements: What do the customers want?





each other?



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each other?



CRAMPONS – STEP 7

http://www.mec.ca/

B

A

27






each other?



Walk on ice, snow

Easy climb

Lightweight

Easy to attach

Stays on firmly

Easy to detach

Snow won’t stick

Normal boots

Mat

eri

al

# o

f s

pik

es f

ron

t.

# o

f s

tra

ps

Tim

e to

att

ach

Fo

rce

to

dis

lod

ge

CRAMPONS – STEP 7

5

2

3

3

5

5

4

5

# o

f s

pik

es r

ear.

Tim

e to

de

tac

h

Low maintenance 3

Fin

ish

Mat

eri

al n

o

sti

ck p

late

s

7

9 9

9

5

5

9

9

7

7 7

7 7

5

2

2

2

4

2

3

1

5

3

2

1

5

3

2

5

1

3

A B

3

5

Competition evaluatedScale 1 - 5

UNITS % days s s N 103 97

Competition rated

Mas

s

A

B

g

820

750

30

30

5

10

10 4

44

1 15

252

10

25 2500

1500 0.05

0.05

Pri

ce

141

118

$



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CRAMPONS – STEP 8






each other?



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each other?



CRAMPONS – STEP 8

Walk on ice, snow

Easy climb

Lightweight

Easy to attach

Stays on firmly

Easy to detach

Snow won’t stick

Normal boots

Mat

eri

al

# o

f s

pik

es f

ron

t.

# o

f s

tra

ps

Tim

e to

att

ach

Fo

rce

to

dis

lod

ge

5

2

3

3

5

5

4

5

# o

f s

pik

es r

ear.

Tim

e to

de

tac

h

Low maintenance 3

Fin

ish

Mat

eri

al n

o

sti

ck p

late

s

7

9 9

9

5

5

9

9

7

7 7

7 7

5

2

2

2

4

2

3

1

5

3

2

1

5

3

2

5

1

3

A B

3

5

UNITS % days s s N

OUR TARGETS

UNITS % days s s N 103 97

A

B

g

820

750

30

30

5

10

10 4

44

4 15

252

10

25 2500

1500 0.05

0.05

Pri

ce

141

118

$

1307500.05250015153261030

Our engineering targets



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CRAMPONS – STEP 8

Engineering targets (Design Specifications)

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PLANNING AND SCHEDULING

1. Specification Development / Planning Phase

Determine, customer need and engineering requirements

Develop a project plan

2. Conceptual Design Phase

Generate and evaluate concepts

Select best solution

3. Detail Design Phase

Documentation and part specification

Prototype evaluation

4. Production Phase

Component manufacture and assembly

Plant facilities / capabilities

5. Service Phase

Installation, use , maintenance and safety

6. Product Retirement Phase

Length of use, disposal, and recycle

What tools do we use now?

QFD done!

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PLANNING AND SCHEDULING

PLANNING (what needs to be done and in what order)

Consists of identifying the key tasks (or activities) in a project and ordering them in the sequence in which they should be performed. Project Plan is a document that defines the tasks which need to be completed during the design process

SCHEDULING (when)

Consists of putting the plan into the calendar.

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PLANNING THE DESIGN PROJECT

Five steps in establishing a plan for a design project are:

1. Identifying key tasks.

2. Stating measurable objective (s) for each task.

3. Estimating personnel needed and time required to meet the objectives.

4. Developing a sequence for the tasks.

5. Estimating product development costs.

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STEP 1: IDENTIFYING THE TASKS

Although the tasks should be as specific as possible, they may be vague statements such as "generate concepts" at the early stages of the project.

Example: Tasks for the kayak design

1. Develop product specifications

2. Establish 2-3 concepts for product development

3. Select the final concept

4. Complete detail design of the selected concept

5. . .


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STEP 2: STATE MEASURABLE OBJECTIVE FOR EACH TASK

Each objective must be:

easily understood

specific

feasible (possible, given the personnel, equipment, and time

available)

defined not as activities to be performed, but as results to be

achieved (usually in terms of paperwork produced or prototypes

developed)


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STEP 2A:

STATE THE OBJECTIVE FOR TASK 1 (PDS)

Identify customer requirements.

Identify and evaluate competition.

Develop a set of measurable engineering targets (PDS) for the product.

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STEP 2B:

STATE THE OBJECTIVE FOR TASK 2 (Concept generation and selection)

Based on a clear understanding of the functions required, generate sketches

of several potential concepts. Evaluate each concept relative to customer

requirements. Choose the best two. Document the selection with the

generation of decision matrices.

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STEP 2C:

STATE THE OBJECTIVE FOR TASK 3 (Detailed Design)

Assembly drawings

Detail drawings of all components

Parts list (bill of materials BOM)

Manufacturing and assembly procedure

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STEP 3: ESTIMATING THE PERSONNEL NEEDED AND THE TIME REQUIRED FOR EACH TASK

For each task, identify who on the design team (by job title) will be responsible for meeting the objectives, what percentage of their time will be required, and over what period of time they will be needed.

For each person on each task, it will be necessary to estimate not only the total time requirement but the distribution of this time.

Finally, the total time to complete the task must be estimated.


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STEP 3: ESTIMATING THE PERSONNEL NEEDED AND THE TIME REQUIRED FOR EACH TASK

Typical personnel and time requirements, for example:

Design of elemental assemblies, brackets, plates, straps. All design work is routine and/or requires only simple modifications of an existing product.

1 designer for 1 week

Design of elemental devices such as mechanical toys, locks, and scales, or complex single components. Most design work is routine or calls for limited original design. 1 designer for 1 month

Design of complete machines and machine tools. Work involved is mainly routine, with some original design. 2 designers for 4 months

Design of high-performance products that may utilize new (proven) technologies. Work involves some original design and may require extensive analysis and testing. 5 designers for 8 months


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STEP 4: DEVELOPING A SEQUENCE FOR THE TASKS

The goal is to have each task accomplished before its result is needed and, at the same time, to make use of all of the personnel all the time.

The simplest and most commonly used scheduling tool is the Gantt (or bar) chart.

A Gantt chart is a graphical representation of the duration of tasks against the progression of time. http://www.ganttchart.com/

On the Gantt chart:

1. Each task is plotted against a time scale (ie. weeks, months,etc.).

2. The total personnel requirement for each time unit is plotted.

3. The schedule of design reviews is shown.


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An example of a Gantt chart

http://www.ganttchart.com/


Note: The Gantt chart does not show the dependence of one task on another.

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Gantt chart

A Gantt chart is a horizontal bar chart developed as a production control tool in

1917 by Henry L. Gantt, an American engineer and social scientist. Frequently

used in project management, a Gantt chart provides a graphical illustration of a

schedule that helps to plan, coordinate, and track specific tasks in a project.

On the Gantt chart:

1. Each task is plotted against a time scale (ie. weeks, months, etc.)

2. The total personnel requirement for each time unit is plotted3. The schedule of design reviews is shown

Note: The Gantt chart does not show the dependence of one task on another.


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Example: Project plan for the crampons

Note: Time estimates > 100% indicate more than one person is required.

Tasks:

1. Complete the specification development.

2. Establish two concepts for product development.

3. Develop first prototype (P1) of the crampons concepts.

4. Laboratory - test P1 and select one design for finalization.

5. Redesign and produce second prototype (P2).

6. Field-test final design.

7. Complete production documentation.

8. Develop quality-control procedure.

9. Prepare patent application.

10. Establish product appearance.

11. Develop shipping procedures

12. Develop packaging.


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PLANNING THE DESIGN PROJECT IN MME2259a

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PLANNING THE DESIGN PROJECT IN MME259a

Design review 1

Design review 2

Design review 3

Final report

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Design review 1

QFD

Gantt Chart

Documents

1 CERTIFIED SOLIDWORKS ASSOCIATE (CSWA) EXAM Nov 26, 20119:00-12:00 Dec 3, 2011 9:00-12:00 SEB1015 NOTES We’ll take registrations in November but you’ll