Integrated Design and Engineering: As a Business Improvement Process

Organizations have to work continuously on the improvement of the quality of their products and services to secure future profit. They have also to develop and deliver timely new innovations and products. But the development of these new innovations and products is always both a challenging and a difficult process. Challenging because it enables us to exploit new ways, challenges and possibilities, and difficult because it requires choices to be made, which exclude other challenges and possibilities. Each choice or possibility in the design process also means financial consequences or a specific cost price and so impacts upon future profitability. Well designed products promise profit, whilst a poor design can even result in losses. So design as a profession is not only a challenging one but also a risky one. But no improvement means no future profits. Value creation will be the red line in this book. How to organize the right design process is the main topic. This will mean an integration of all stakeholders around the design and engineering processes of products and services. This process can deliver the right prospects for client satisfaction and value creation. Organizing the design processes of a design team around all the stakeholders is necessary and the quality of this team will be a main factor for success. Another important factor is to investigate and weight the right client needs, demands and wishes. And finally, the effective utilization of information technology as a knowledge tool around design and engineering processes is also a key factor. What lessons will you learn after reading and in particular applying this book: What is involved in setting up a design and engineering process that is client oriented and value driven for your organization. How to organize an improvement of existing products and services with all the stakeholders. How to implement the role of information technology over the whole life cycle of a product, including the reuse of proven knowledge. Exciting applications from the fields of designing products, of building services and of asset management.

Table of Contents:
1 Why an Integrated Design and Engineering Process?; 1.1 Introduction; 1.2 Business and profit; 1.3 IDE as a business process; 1.4 What is an Integrated Design and Engineering Process?; 1.5 Role of IT for IDE in organizations; 1.6 Integrated Design and Engineering in a company; 2 IDE philosophy demands for team working by Concurrent Engineering; 2.1 Introduction; 2.2 What is the right team?; 2.3 Building the product development team; 2.4 Concurrent Engineering; 2.5 Lean Development Process for Product Development; 2.6 Team work in the building environment; 2.7 Team work and education; 2.8 Management Paradox (1); 3 IDE structure models for Product Data Management and reuse of knowledge; 3.1 Introduction; 3.2 Information systems for organizations; 3.3 Structure models for IDE Applications; 3.4 Code systems; 3.5 Hamburger model as Product Configuration Model (PCM); 3.6 Management Paradox (2); 4 How to map client's demands and wishes; 4.1 Introduction; 4.2 Developing or creating Business with clients; 4.3 Quality Function Deployment (QFD); 4.4 Customer satisfaction and the Kano Model; 4.5 QFD and the other six chambers; 4.6 Product Definition Document (PDFDoc); 5 Methodology for product design over the Lifecycle; 5.1 Introduction; 5.2 Designing over the whole Lifecycle; 5.3 Phases over the Lifecycle; 5.4 Concurrent Engineering Planning; 5.5 IT over the Lifecycle; 5.6 Costs of manufacturing, Lifecycle and Investment; 5.7 Parts engineering; 5.8 Design team and part engineering; 5.9 Solutions for modules and parts; 5.10Manufacturing selection; 5.11Design for Manufacturing; 5.12Design for Operation and Maintainability; 5.13Design for Long Life Service; 5.14Design for Sustainability and Re-use; 5.15Design for production Costs and Lifecycle Costs; 5.16Design process as value Chain Business Model; 5.17Cost Engineering; 5.18Design kernel for Engineering; 5.19Product Configuration Model for a Product Family. 6 Production, Operation, Maintenance and Continuous Improvement; 6.1 Introduction; 6.2 The after sales problems; 6.3 Improvement activities; 6.4 Analysis Methodologies for eliminating complaints; 6.5 Business Model for Improvements; 6.6 After Sales Engineering Process; 7 Maintenance and operation; 7.1 Introduction; 7.2 Maintenance as a process; 7.3 Maintenance required through process failure; 7.4 Maintenance repair or restoration strategies; 7.5 Maintenance strategy for new products; 7.6 Functional critical Failure Modes and Effects Analysis (Fc-FMEA); 7.7 Product development and Maintenance Plan; 7.8 Commissioning and Early Equipment Management; 7.9 Total Productive Maintenance (TPM).