Models of The Engineering Design Process (Part 1)
Models of The Engineering Design Process (Part 1)
Dr Ashraf Afifi
BSc, MSc, PhD, FHEA
Senior Lecturer
of Engineering Management
Outline
• The engineering design process
• The need for a systematic approach to the design process
• Design process models
– Systematic models: French’s model, Archer’s model, Pahl and
Beitz’s model, VDI 2221 model, Cross’s model
– Stage-gate models: Airbus model, Bombardier model, Engine
manufacturer model
– Concurrent engineering models
– Agile models
– Cyclic models: Boehm’s model
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The engineering design process
• A series of activities
carried out in developing
a design
• Nature and precise
sequence of activities
vary according to
– The complexity of the
design task, and
– The modes of working
• Highly iterative
• Requires decision
Common stages of the
making skills engineering design process
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The need for a systematic approach to the design process
• The increasing complexity of
modern design
• The need to develop teamwork,
with many specialists
collaborating in and contributing
to the design
• The very high risks and costs
associated with modern design
• The need to improve the
efficiency of the design process
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Systematic models
• Describe the series of steps and
the sequences of activities that
typically occur in designing Exploration
A321-100 DBD A321-100 first flight Mar 1993 A321-100 in-service Jan 1994
PRODUCTION PHASE
DEFINITION PHASE DEVELOPMENT PHASE
IN-SERVICE PHASE
• Concurrent engineering
parallelises the process where
possible, and sequences tasks
– Allows detailed / specialised input at
earlier stages
– Reduces overall time to complete
– Adds substantial complexity and
increases costs Concurrent vs sequential design
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Agile models
• Appropriate for
design
circumstances
where the market is
dynamic and rapid
development is of
the essence, as in
software
engineering
• Emphasise
adaptation, iteration,
continual feedback,
rapid and flexible Agile model life cycle
response
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The scrum approach
• Key elements of the approach:
– Design teams break work into 3. Project leader
who enables the
6. Regular team
check-in to report
activities with discrete goals work of the team and coordinate
1. Product manager
called sprints of typically two with responsibility Scrum Daily
5. Full-time, self-
Meeting
weeks for product success Master
organizing group
doing the real work
– Progress in sprints is monitored Product
by the team in daily 15-minute Owner Sprint Cycle
Project Stakeholders
Team
meetings called scrums Product 1-4 weeks Evaluation
Backlog √ ––––––––