ENGINEERING DESIGN(KG22803)

Bachelor Of Oil And Gas Engineering

Chapter 4: Design Concept:

Generation, Organization, Evaluation
& Improvement

By: Dr. Emma Suali & Dr. Norfazliana Abdullah

Faculty of Engineering
Course objective Program outcome
CO3: Document the design
process and present the design
outcome through presentation, PO3:Design/development of solutions
report, logbook, and CAD drawing.
(P4, PO5) PO5: Modern Tool Usage – Instill
CO4:Design mechanical modern computational techniques and
components to satisfy the target tools which include prediction and
functional requirements against modelling, to solve complex engineering
design constraints (C3, PO3) activities, with an understanding of the
limitations;
TABLE OF CONTENTS
4. Design Concept
4.1 Conceptual design
4.2 Developing a design concept
4.3 IR4.0 in design
4.1 CONCEPTUAL DESIGN
CONCEPTUAL DESIGN
Conceptual design is the part of the design process
where—by identifying the essential problems through
abstraction, establishing function structures, searching for
appropriate working principles and combining these into a
working structure— the basic solution path is laid down
through the elaboration of a solution principle.
Conceptual design specifies the principle solution.

Pahl et al., “6.5 Developing Concepts”

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 STEPS OF CONCEPTUAL DESIGN

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4.2 DEVELOPING A DESIGN CONCEPT
DEVELOPING A DESIGN CONCEPT
Firming Up into Principle Solution Variants
Evaluating Principle Solution Variants
Practical Application of Developing Concepts

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DEVELOPING CONCEPTS
The necessary data are essentially obtained with the help of such proven
methods as:
rough calculations based on simplified assumptions
rough sketches or rough scale-drawings of possible layouts, forms, space
requirements, compatibility, etc.
preliminary experiments or model tests used to determine the main properties or to
obtain approximate quantitative statements about the performance and scope for
optimisation
construction of models in order to aid analysis and visualisation (for example,
kinematic models)
analogue modelling and systems simulation, often with the help of computers; for
example stability and loss analyses of hydraulic systems using electrical analogies
further searches of patents and the literature with narrower objectives
market research of proposed technologies, materials, bought-out parts, etc.

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DEVELOPING CONCEPTS
1 - Firming Up into Principle Solution Variants
rough calculations based on simplified assumptions
rough sketches or rough scale-drawings of possible layouts, forms, space requirements,
compatibility, etc.
preliminary experiments or model tests used to determine the main properties or to
obtain approximate quantitative statements about the performance and scope for
optimisation
construction of models in order to aid analysis and visualisation (for example, kinematic
models)
analogue modelling and systems simulation, often with the help of computers; for
example stability and loss analyses of hydraulic systems using electrical analogies
further searches of patents and the literature with narrower objectives
market research of proposed technologies, materials, bought-out parts, etc.
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DEVELOPING CONCEPTS
2 – Evaluating Principle Solution Variants
A: When evaluating principle solution variants, the following steps are recommended.
 Identifying Evaluation Criteria
to establish whether all of the proposals to be evaluated still satisfy the demands of the requirements list.
A number of requirements are minimum requirements. It is important to estab- lish whether or not these should
be exceeded. If they should, further evaluation criteria may be needed.
It is necessary to consider technical, economic and safety criteria at the same time.
Evaluation criteria are accordingly derived from:
 1. The requirements list:
 • Probability of satisfying the demands (how probable, despite which difficulties?)
 • Desirability of exceeding minimum requirements (exceed by how much?)
 • Wishes (satisfied, not satisfied, how well are they satisfied?)
 2. General technical and economic characteristics from the checklist, see Figure 6.22 (to what extent are they
present, how well are they satisfied?)

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DEVELOPING CONCEPTS
2 – Evaluating Principle Solution Variants
B: Weighting the Evaluation Criteria
 The evaluation criteria adopted may differ markedly
in importance. During the conceptual phase, in which the
level of information is fairly low because of the relative
lack of embodiment, weighting is not generally
advisable.

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DEVELOPING CONCEPTS
2 – Evaluating Principle Solution Variants
C: Compiling Parameters

 It has proved useful in the past to list the identified evaluation criteria
in the sequence of the checklist headings and to assign the parameters
of the variants to them.
Whatever quantitative information is available at this stage should also
be included.
Since it is impossible to quantify all the parameters during the
conceptual phase, the qualitative aspects should be put into words and
correlated with the value scale.
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DEVELOPING CONCEPTS
2 – Evaluating Principle Solution Variants
D: Assessing Values
Those using the 0–4 scale proposed in VDI Guideline 2225
may feel the need to assign intermediate values, particularly
when there are many variants, or when the evaluation team
cannot agree on a precise point.
The 0–10 scale, again, may suggest a degree of accuracy
that does not really exist. Here, arguments about a point are
often superfluous. If there is absolute uncertainty in the
attribution of points, which happens quite often during the
evaluation of concept variants, the point under consideration
should be indicated with a question mark
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technical ratings
Rt is related to
the technical
capabilities.

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economic
rating Re is
related to the
production
costs.

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DEVELOPING CONCEPTS
2 – Evaluating Principle Solution Variants
E: Determining Overall Value
The determination of the overall value is a matter of simple
addition, once the points have been assigned to the evaluation
criteria and the variants. If, because of the evaluation
uncertainty, it is only possible to assign a range of points to
individual variants, or if tendency signs are used, one can
additionally determine the possible minimum and maximum
overall point number and so obtain the probable overall value
range
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DEVELOPING CONCEPTS
2 – Evaluating Principle Solution Variants
F: Comparing Concept Variants
Concept variants that are some 60% below the target are not
worth further de- velopment. Variants with ratings above 80%
and a balanced value profile—those without extremely bad
individual characteristics—can generally be moved on to the
embodiment design phase without further improvement.
Intermediate variants should only be released for embodiment
design after the elimination of weak spots or an improved
combination
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 DEVELOPING CONCEPTS
2 – Evaluating Principle Solution Variants
G: Estimating Evaluation Uncertainties
This step is very important, especially during the conceptual
phase, and must not be omitted. Evaluation methods are mere
tools, not automatic decision mechanisms. Uncertainties must be
determined as indicated earlier.
At this point, however, only the information gaps that impact on
the best concept variants need to be closed.

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DEVELOPING CONCEPTS
2 – Evaluating Principle Solution Variants
H: Searching for Weak Spots
Variants with a high rating but definite weak spots (unbalanced value profile) may
prove extremely troublesome during subsequent development. If, because of an
uniden- tified evaluation uncertainty, which is more likely to occur in the conceptual
than in the embodiment phase, a weak spot should make itself felt later, then the
whole concept may be put in doubt and all the development work may prove to have
been in vain.
In such cases it is very much less risky to select a variant with a slightly lower rating
but a more balanced value profile
Weak spots in favourite variants can often be eliminated by the transfer of better
subsolutions from other variants. Moreover, with better information, it is possible to
search for a replacement for the unsatisfactory subsolution

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 DEVELOPING CONCEPTS
3 – Practical Application of Developing Concepts
Firming up of suitable working structures into principle solution variants and the subsequent
evaluation at the end of the conceptual design phase are of major importance for product
development.
The large number of variants has to be reduced to one concept, or just a few, to be pursued further.
The representation of working principles and working structures is likely to remain the domain of
conventional sketching. Rough layouts, and in particular the more important details of solutions are
now commonly represented using CAD.
Sketching working structures by hand has the advantage that one does not need to consider the
formalities of CAD user interfaces during this highly creative stage.
Firming up solution principles using CAD is useful, despite the effort needed to enter the initial
product model into the system, because making variations to the layout and individual components
becomes very efficient. For dynamic systems it is also possible to do initial simulations using the CAD
model.
Iterations often occur in the steps.
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EXAMPLES OF CONCEPTUAL DESIGN: ONE-HANDED HOUSEHOLD WATER
MIXING TAP

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STEP 1: CLARIFYING THE TASK AND SETTING UP THE REQUIREMENTS LIST

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STEP 2: ABSTRACTING TO IDENTIFY THE ESSENTIAL PROBLEMS
Simple household solutions for mixing taps suggested that the chosen solution principle
must be based on metering out the water through a diaphragm or valve. Alternatives
such as heating and cooling by the introduction of external energy through heat
exchangers could be dismissed: they were more expensive and involved a time lag.

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STEP 3: ESTABLISHING FUNCTION STRUCTURES
The first function structure was derived from the subfunctions:
• Stop–meter–mix
• Adjust flow rate
• Adjust output temperature.

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STEP 4: SEARCHING FOR WORKING PRINCIPLES
the task became one of “varying two flow areas, simultaneously or successively, in
one sense by one movement and in the opposite sense by a second, independent,
movement”.

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STEP 5: SELECTING WORKING PRINCIPLES
All the working principles shown in Figure 6.36 fulfil the demands
of the requirements list and appear to be economic. Hence all
three were firmed up into principle solutions.

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STEP 6: FIRMING UP INTO PRINCIPLE SOLUTION VARIANTS
With the help of further research into possible setting or operating elements,
the working principles could then be firmed up into principle solution variants
and evaluated.

solution variant C: “cylinder solution with end

valves and additional sealing”

solution variant A: “plate solution with solution variant D: “ball solution”

eccentric and pull-and-turn grip” solution variant B: “cylinder solution with
lever”

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STEP 7: EVALUATING PRINCIPLE SOLUTION VARIANTS
In accordance with VDI 2225, this step was taken
with the help of an evaluation chart. In addition,
evaluation uncertainties and weak spots were
examined

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STEP 8: DETERMINING THE NEXT STEPS
It was decided to produce dimensional layout drawings of
Solution B with improvements to the operating lever with
respect to space requirements, easier cleaning and number
of parts, and also to improve the level of information for
Solution D with a view to re-examining it for final
evaluation.

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there are three kinds of people in the world:
those who don't know and don't know they don't know;
those who don't know and do know they don't know; and
those who know and know how much they still don't know.

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4.3 IR4.0 IN DESIGN
WHAT IS IR 4.0?
INDUSTRY REVOLUTION
IR 4.0 is a German government
high technology program or
initiative known for its great
manufacturing revolution which has
been the current world agenda
beginning in 2011 (Mario et al.,
2015) which includes the internet
concept + manufacturing concept
(Tupa et al., 2017).
INDUSTRY 4.0: THE ESSENCE EXPLAINED IN A
NUTSHELL

Industry 4.0 is the information-intensive transformation of

manufacturing (and related industries) in a connected
environment of big data, people, processes, services, systems
and IoT-enabled industrial assets with the generation, leverage
and utilization of actionable data and information as a way
and means to realize smart industry and ecosystems of
industrial innovation and collaboration.
IR 4.0 RISKS
The definition of
Conducting a strategy (for
successful pilots Industry 4.0),
challenge
number one

Change
Company culture management, so
often overlooked

The rethinking of Making the

the organization organization
and processes to realize action is
maximize needed
outcomes
• A true interconnection of departments
Understanding • Talent
the business
case
IR4.0 CHALLENGE
 Information management excellence as it’s all about actionable intelligence and
connected information and process excellence in a context of relevance, innovation
and timely availability for any desired business, employee AND obviously customer
goal.
 (Cyber)security (and privacy). The increasing number of attacks in the Industrial
Internet of Things are a fact as IT and OT converge. Moreover, one of the main
reasons which hold IIoT initiatives back are concerns regarding security and IIoT is, as
said a key component of Industry 4.0
IR4.0 DESIGN PRINCIPLES
1) Interoperability (now and then also referred to as interconnection or simply
connectivity)
2) information transparency (also virtualization or virtual entities)
3) decentralization (also decentralized/autonomous decisions or autonomy)
4) real-time capability
5) technical assistance and service orientation (with Human-Machine Interaction)
6) modularity.
https://www.i-scoop.eu/industry-4-0/#57-industry-40-design-principles-
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