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Physics-Based Modeling In Design & Development for U.S. Defense Virtual Prototyping & Product
Development
Jennifer Batson Ab Hashemi
November 7, 2012
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Outline
— Product Development
— Innovation & Technology Development
— Virtual Prototyping Definition
— Managing Product Life Cycle
— Affordability & Agility
— Business Imperatives
— Traditional Product Development
— Technology Maturity
— Product Life Cycle
— Evolution and Path Forward November 7, 2012 Jennifer Batson and Ab Hashemi
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Innovation & Technology Development Identify need
Propose Solution(s)
Define technical plan /approach Define business plan/approach
Conceptualize Realization Plan
Demonstrate and market
Facilitate and lead Market dynamics
Maturation & Product Development
Contractors
Sub-contractors Manufactures
Entrepreneurs
Innovators Inventors
Venture Capitalists
Customers
Partnership
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Business Imperatives
Traditional product development process requires design, analysis, and testing that are time consuming, expensive, with sluggish response to changes in market conditions and technology demands.
Iterative analysis and testing are often the main vehicle for product development, proof of concept and business campaigns.
While maintaining evolutionary technology, a revolutionary approach is required to streamline design, analysis, innovation and product development to meet affordability requirements of business challenges.
Industry is moving ahead with virtual product development and marketing.
Due to use of variety of tools and processes, development of an open-architecture virtual prototyping capability is essential in the context of Model Based Engineering for agile product development, operational excellence, affordability and sustainment.
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Traditional Product Development
Physics Phys
ical
Rep
rese
ntat
ion
Design
The challenge is to enable engineers to efficiently and at low cost investigate geometry, physics, and function together in high fidelity and in real time.
Prototyping
Design
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Virtual Prototyping
Virtual design and prototyping • Is an associative process of design, analysis,
performance evaluation, and visualization in a virtual environment based on mechanistic physical principles, accurate analysis, and reliable performance predictions
• Streamlines design, analysis, innovation, and product development to meet the affordability requirements dictated by the current and future business environment.
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Common Environment
Virtual Design & Innovation
Physics Phys
ical
Rep
rese
ntat
ion
Advances in computing provide the potential for enabling engineers to efficiently and at low cost develop virtual products.
Virtual Prototype
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Testing
Product Development Evolution R
esou
rce
Time to Market
State-of-the-art
Design
Prototyping
Design
Prototyping
November 7, 2012 Jennifer Batson and Ab Hashemi
Design
Prototyping
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Technology Maturity & Product Development
A best practice used in the commercial world and identified by GAO is to separate technology maturation from product development.
In an ideal case, a research organization matures developing
technologies in a laboratory environment.
In a laboratory risk of failure is acceptable. The lab conducts experiments and naturally experiences some failures along the high road to knowledge.
A product developer will use a specific new technology only after it has
achieved a reasonable level of maturity in the research environment.
Use only mature technologies when developing products.
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Product Life Cycle Development Architecture
Portfolio, Program, and
Project Management
Engineering Process
Management
BOM Management
Compliance Management
Content & Document
Management
Mechatronics Process
Management Manufacturing
Process Management
Simulation Process
Management
Maintenance and Repair
Reporting & Analytics
Community Collaboration
Systems Engineering & Requirements Management
Visualization
NX and Non-NX CAD (CATIA, PRO-E, Etc.) Associative NX CAD/CAE and Non-NX CAE, Model Center
Provides interchangeable CAD and CAE tools and accommodates and requires one-time customization & license for each tool—some exist.
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Managing Product Development
Effective Leadership Motivated & Trained
Workforce Cohesive Team
Environment
Identify tool development needs & path forward
Develop integrated tools & capabilities
Develop & maintain subject matter expertise
Prepare training material & facilitate tool application
Maintain mathematical solution techniques
Maintain knowledge base and support business campaigns
Develop & recommend best practices
Identify best practices for manufacturing & life-cycle maintenance.
Identify discriminators for affordability & agility
Technical liaison with Stake Holders
Maintain problem solving expertise based on fundamental physics
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Product Life Cycle Affordability
Conceptual Design
Proof of concept & testing
Prototyping
Manufacturing
Production Operation, Sustainability &
Maintenance
Time
($)
f(t)
"costmust")(ityAffordabil ≤= ∫b
adttf
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Traditional Versus Agile Project Management
Traditional PM Agile PM
Focuses on processes and tools Focuses on team communication and interaction
Anticipates limited changes and requires comprehensive documentation
Places priority on developing products and/or solutions that will be progressively modified and improved
Emphasizes the importance of contract negotiation and tasks delineated in the contract
Emphasizes the importance of customer — project team collaboration and daily communication
Works the plan; follows the plan to the end
Features flexibility and response to change
No restriction Favors object-oriented technology
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Traditional Versus Agile Process Traditional Agile
Fundamental Assumptions
Systems are fully specifiable, predictable, and can be built through meticulous and extensive planning.
High-quality, adaptive products can be developed by small teams using the principles of continuous design improvement and testing based on rapid feedback and change.
Control Process-centric People-centric
Management Style Command-and-control Leadership-and-collaboration
Knowledge Management Explicit Tacit
Role Assignment Individual — favors specialization Self-organizing teams — encourages role interchangeability
Communication Formal Informal
Customer’s Role Important Critical
Project Cycle Guided by tasks or activities Guided by product features
Development Model
Life cycle model (Waterfall, Spiral, or some variation)
The evolutionary-delivery model
Desired Organizational Form/Structure
Mechanistic (bureaucratic with high formalization)
Organic (flexible and participative encouraging cooperative social action)
Technology No restriction Favors object-oriented technology
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Virtual Prototype Example - Associative Design & Simulation Summary
NX CAD/CAE – Bracket part/ Idealized part creation/ Mesh creation / Thermal analysis/ Structural analysis
New feature propagate to idealized part; previous simplifications preserved. Finite element model update automatically. Simulations associatively update.
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Virtual Prototyping Roadmap
Operational Performance
Production
Rapid Prototyping/
Manufacturing
Design and Analysis
Evo
lutio
n
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Technology Application
Winning New Business
Realizing Picometer Accuracy Emerging Applications
Enabling Better Design Decisions Validating Design
115
120
125
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135
0 1 2 3 4 5 6 7 Time (hr)
T ba
ck - T
front
(mK
)
Predicted
Measured
November 7, 2012 Jennifer Batson and Ab Hashemi
Testing New Concepts
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Product Applications
Advanced Component Prototyping •Heat pipe •Electronic Subsystem •Transistor •Chip MLI
System Development and Demonstration
•OC OTEC •CC OTEC •Geothermal •Solar OV Farm •Wind Farm
Operational System Development •BWR/PWR •Aircraft •Spacecraft
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Trend
Integrated Multidisciplinary Modular Experimental Facility Virtual Prototyping Digital & Agile Manufacturing Seamless and Automated Quality Control
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Thank You
