[Slideshare]intermediate islam introductnakhlaq-lesson#3a(29-oct011)
Lesson 3A Design Process and Teaming
Transcript of Lesson 3A Design Process and Teaming
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ENGINEERING DESIGN PROCESSAND TEAMING
ENG 1101 Lesson 3AMs. Mary FraleySept. 16, 2013
Due 3A: HW2A Lab Manual Pgs. 15-16
- Unit Conversions Worksheet
- Units in Equations Worksheet
Due 3B HW2B 13, 17, 39 Pearson pg 48-51
- Weir problem Excel Spreadsheet
Due 3C HW2C Engineering Discipline Memo
Start Team Presentations
Session Teams
3C 3, 4
4A 6, 7
4B 5, 12
4C 8, 10
5A 11, 2
6A 9, 1
Section L03 Section L13
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Last time
2
Technical presentations
Engineering presentation topics
Any questions on the Weir problem?
How many significant figures should your answerhave? Is the height and width of the weir exact?
If you are choosing the dimension, it can be as exact as youneed it to be!
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Todays Agenda
Engineering design process
Teaming
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SECTION L03: Engineering Innovation Presentations
Team
Category(Max 3 per Category)
Presentation TopicSession &
Order
1 Recreation Wave J et 6A - 2
2 Security Smart Phone 5A - 2
3 Security CHECK LIGHT TOX SPOT 3C - 1
4 Auto Tesla Car 3C - 2
5 Home Big Ass Fans 4B - 1
6 Engineering Dockwise Vanguard 4A - 1
7 Gadgets Leap Motion Sensor 4A 2
8 Gadgets 3D Printer 4C 1
9 Aerospace NASA Phone Satellite 6A - 1
10 Aerospace Sky Crane 4C - 2
11 Engineering Rapid Blocs 5A - 1
12 Aerospace Red Bull Stratos Pressure Suit 4B - 2
Session Order
3C 1, 2
4A 1, 2
4B 1, 2
4C 1, 2
5A 1, 2
6A 1, 2
Session Teams
3C 3, 4
4A 6, 7
4B 5, 12
4C 8, 10
5A 11, 2
6A 9, 1
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SECTION L13: Engineering Innovation Presentations
TeamCategory
(Max 3 per Category)Presentation Topic
Session &Order
1 Gadgets Google Glass 3C - 3
2Gadgets Form 1 3-D Printing 4B - 2
3 Aerospace SPACE X 3C -1
4 Auto Diesel Engine in Ton Truck 4C - 1
5 Auto Chevy Volt 4A - 2
6 Health Spray on Skin 4C - 2
7 Recreation Tech Air Race Suit 6B - 1
8Engineering
SymplicioHydroelectricityComplex
6A - 1
9 Security Nano Humming Bird UAV 4A - 3
10 Health Bioprinting 4B - 1
11 Gadgets Light Field Camera 5A - 2
12 Security Scout XT 4A - 1
13 Recreation Catamaran 5A - 1
14Entertainment
Samsung SUR40 (Microsof tSurface)
3C - 2
15 Auto Ford Eco-Boost Motor 6A - 2
16 Green BioSoil 6B - 2
Session Order
3C 1, 2, 3
4A 1, 2, 3
4B 1, 2
4C 1, 2
5A 1, 2
6A 1, 2
6B 1, 2
Session Teams
3C 3, 14, 1
4A 12, 5, 9
4B 10, 2
4C 4, 6
5A 13, 11
6A 8, 15
6B 7, 16
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Engineering Design Process
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Engineering DesignFrom E-Source text, Chapter 1
A process of devising a component, system, or operation
that meets a specific need.
How do we do it?
Problem SolutionDesign
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Engineering Design: A Cyclic Process
Define
Criteria
Develop
Alternate
Solutions
Gather
Information
Revise
Choose a
Strategy
Does solution meet
requirements?
Test and
Evaluate
Build a
PrototypeDocument
Documentation of
Fabrication Specifications
Yes
No
Start
(Define theProblem)
9 Jean Kampe
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Engineering Design: A Cyclic Process
Define
Criteria
Develop
Alternate
Solutions
Gather
Information
Revise
Choose a
Strategy
Does solution meet
requirements?
Test and
Evaluate
Build a
PrototypeDocument
Documentation of
Fabrication Specifications
Yes
No
Start
(Define theProblem)
10 Jean Kampe
Decision matrix areas
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Design Criteria and Constraints design criterion n:
Characteristic related to the solution, such as cost, size, orweight, that is designer chosen as an evaluation factor (alsoknown as objective)
worded as the solution should be __________ e.g., inexpensive, small, or light
Note the Greek plural: design criteria
Compare
design constraint n: an imposedboundary placed on the design solution by an
external (to the design team) agent or force (e.g., the boss ornature, governmental restrictions)
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In Class Activity
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As a team, answer the following:An engineering design team is tasked by a company operating in the UnitedStates to design and construct a device to clean (i.e., scrub) factory smokestack emissions before they are vented to the atmosphere. For this scenario,consider each item listed below, and identify each item as one of the following:a design criterion, a design constraint, or neither if you decide the item doesnot fit either category.
Cost to
manufactureDevice aesthetics
Device
efficiency
Ease of device
implementation
State emission
regulations
Frequency of device
maintenance
Federal
emission
regulations
Expected range of
emission flow rates
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AnswersAn engineering design team is tasked by a company operating in the UnitedStates to design and construct a device to clean (i.e., scrub) factory smokestack emissions before they are vented to the atmosphere. For this scenario,consider each item listed below, and identify each item as one of the following:a design criterion, a design constraint, or neither if you decide the item doesnot fit either category.
Cost to
manufacturecriterion Device aesthetics neither
Device
efficiencycriterion
Ease of device
implementationcriterion
State emission
regulationsconstraint
Frequency of device
maintenancecriterion
Federal
emission
regulations
constraintExpected range of
emission flow ratesconstraint
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The Design Process:
Understanding the Problem
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Client
Statement(the need)
Problem Definition
1. Clarify design objectives (criteria)
2. Establish metrics for objectives
3. Identify constraints4. Revise problem statement
Dym, C.L. , Little, P., Orwin, E.J., and Spjut, R.E. (2009). Engineering Design: A Project-Based Introduction (3rd
ed.).Hoboken, NJ: John Wiley & Sons
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Understanding the ProblemThe problem statement/definition (from the client)
may contain: Errors
incorrect or faulty information
omission of key information
Biases presumptions about the problem situation that
are inaccurate
reflect a limited view point Implied solutions
the clients idea of how to solve the problem
16Dym, C.L. , Little, P., Orwin, E.J., and Spjut, R.E. (2009). Engineering Design: A Project-Based Introduction (3
rd
ed.).Hoboken, NJ: John Wiley & Sons
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Defining and Clarifying the Problem Questions to be asked:
What features should the solution have?
What should solution do?
How will you do that?
Why do you want that?
Whom to ask? (through surveys and interviews) Client
Potential users
Experts
Where else to look? Literature searches Existing products
Patent searches
Relevant codes and regulations
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Identifying Attributes and
Characteristics of the Solution Criteria (a.k.a. objectives)
desired attributes and behavior
being rather than doing quantified using metrics
Constraints Strict imposed limits the design must meet framed into a binary choice of
met or not met (yes or no)
Functions actions that a successful design must perform doing rather than being
Implementations specific choices of design options, like material
choices (e.g., an aluminum ladder) that allow nofurther choice
solution dependent
Quantified given a numeric value
If the criterion isportable, anappropriate metric may be weight*
If the criterion is easy to assemble, an
appropriate metric may be time to
assemble
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*Note that metric values are used
to assign a rating to candidate
designs, but they are NOT
themselves the ratings; e.g., for a
criterion of being portable, heavier
designs should receive lower
ratings, but their weight (metric)
values would be high.
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i>Clicker Question 1Consider a new design for an extension ladder.
Must be made of 10% recycled materials is a/n
A. Criterion
B. Constraint
C. Function
D. ImplementationE. None of the above
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i>Clicker Question 1Consider a new design for an extension ladder.
Must be made of 10% recycled materials is a/n
A. Criterion
B. Constraint
C. Function
D. ImplementationE. None of the above
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i>Clicker Question 2
Consider a new design for an extension ladder.
Fiberglass I-beam sides is a/n
A. CriterionB. Constraint
C. Function
D. ImplementationE. None of the above
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i>Clicker Question 2
Consider a new design for an extension ladder.
Fiberglass I-beam sides is a/n
A. Criterion
B. Constraint
C. Function
D. ImplementationE. None of the above
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i>Clicker Question 3
Consider a new design for an extension ladder.
Weight to length ratio is a/n
A. Criterion
B. Constraint
C. Function
D. Implementation
E. None of the above
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i>Clicker Question 3
Consider a new design for an extension ladder.
Weight to length ratio is a/n
A. Criterion
B. Constraint
C. Function
D. Implementation
E. None of the above
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This is a metric for acriterion such as portability;the ladder can be portable(the criterion) and one way to
measure portability is with aweight to length ratio (a metric),which yields a number
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i>Clicker Question 4Consider a new design for an extension ladder.
Ladder extends is a/n
A. Criterion
B. Constraint
C. Function
D. Implementation
E. None of the above
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i>Clicker Question 4Consider a new design for an extension ladder.
Ladder extends is a/n
A. Criterion
B. Constraint
C. Function
D. Implementation
E. None of the above
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Generating a
Criteria List
Generate a list of characteristics and attributes in response to
questions about the problem Remove constraints, functions, and implementations from list
Save these for later use
Sometimes design teams choose to be more restrictive with respect to animposed constraint. Then that constraint also becomes a criterion. For
example, a constraint for fuel economy is 35 mpg, but the design teamdecides they want a fuel economy of 45 mpg.
Group or cluster similar criteria Ask why a criterion is important
Identify criteria of similar importance Sub-levels address how
Higher levels address why
Convert metrics and units to the appropriate criteria If you listed weight, change it to lightness or heaviness as appropriate
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Criteria (a.k.a. objectives)
desired attributes and behavior being rather than doing
quantified using metrics
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The Objective Tree A Graphical
Representation of the Criteria List
Independent of the solution (i.e., the final design)
How deep? Stop when functions and implementations begin to appear
An objective tree should be built whenever you evaluate a newpart/system/subsystem within your design
Safe Ladder
Marketable
Inexpensive PortableUseful Durable
Safe
StiffStable
Light in weight Small
criterion = objective
32 Dym, C.L. , Little, P., Orwin, E.J., and Spjut, R.E. (2009). Engineering Design: A Project-Based Introduction (3
rd
ed.).Hoboken, NJ: John Wiley & Sons
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Weighting Criteria -
Pairwise Comparison Chart
Directly compare two objectives to score the row item:
1 = more important than column header, 0 = less important Compare only objectives emanating from a common node at the same sub-level
Compare higher-level objectives first
Know whose values are being assessed.
Results give an approximate subjective judgment of relative importance ratherthan a definite measurement
Criteria Inexpensive Portable Useful DurableTotal
(the row sum)
Inexpensive 0 0 1 1Portable 1 1 1 3
Useful 1 0 1 2
Durable 0 0 0 0
Safe Ladder
Marketable
Inexpensive PortableUseful Durable
Safe
StiffStable
Light in weight Small
Be consistent! Being portable is more important than being inexpensive in both comparisons.
Objective Tree
Dym, C.L. , Little, P., Orwin, E.J., and Spjut, R.E. (2009).
Engineering Design: A Project-Based Introduction (3rd ed.).
Hoboken, NJ: John Wiley & Sons
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How will we determine how well a
design alternative achieves the objective?
Use Metrics to rate candidate designs Develop metrics by
Identifying something appropriate to measure about the objective (cost,weight, or a subjective measure that you define) Identifying means of assessing the measure of alternative designs in the
same units (dollars for cost; lbf for weight) Determining if measurement and evaluation is feasible
Note: the measurement is NOT the rating!
Example: The weight of laptop A may be 4.5 lbf, while weight of laptop Bis 7.0 lbf, so A gets a rating of 9 out of 10, and B a rating of 5 out of 10.
Here, lightness is the criterion, weight is the metric, lbf is the unit ofmeasure.
Criterion Tests: The laptop should be light.A lighter laptop is better.
Metric Test: What did we measure?
weightUnit Test: How did we report the measurement? in lbf35
Weight or lbf would soundodd in these statements.
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Characteristics of a good metric It is a measure of something directly related to the
criterion that gives you a number or value It is capable of an appropriate level of precision or
tolerance
It is repeatable It is expressed in understandable units of measure
It promotes clear interpretation
Example: If the criterion is easy to assemble,Possible metrics Number of parts
Time to assemble
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CriteriaCriteria Weight
%
Vehicle Alternatives
Neon VW Jetta Porsche 911
Rating Score Rating Score Rating Score
High Performing 10 2 20 5 50 10 100
Attractive 5 3 15 6 30 9 45
Fuel Efficient 20 10 200 6 120 4 80
Safe 15 4 60 8 120 6 90
Reliable 20 4 80 6 120 8 160
Affordable 30 10 300 6 180 1 30
Totals 100 675 620 505
Decision Matrix
For someone with a tight budget who needs to
purchase a car Indication of relative importance ofcriterion (objective)
Score = Weighting Factor RatingRating tells how well
alternative meets thecriterion.
Rating scale must be set so
that a higher rating means abetter meeting of objective.
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CriteriaCriteria Weight
%
Vehicle Alternatives
Neon VW Jetta Porsche 911
Rating Score Rating Score Rating Score
High Performing 10 2 20 5 50 10 100
Attractive 5 3 15 6 30 9 45
Fuel Efficient 20 10 200 6 120 4 80
Safe 15 4 60 8 120 6 90
Reliable 20 4 80 6 120 8 160Affordable 30 10 300 6 180 1 30
Totals 100 675 620 505
Decision matrix
Weighting factors are assigned aftercompleting pair-wise comparison chart(s)
Ratings come from comparing metric results for candidates;
use an appropriate metric for the given criterion
Criteria come fromCriteria List
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Teaming
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ENG1101 Definition of a Team
A team is a small group of people withcomplementary skills who are committed to a
common purpose, performance goals, and
approach for which they hold themselvesmutually accountable.
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Katzenbach, J.R. and Smith, D.K. (1993). The Wisdom of Teams: Creating
the High-performance Organization. Boston: Harvard Business School.
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Stages of Team Development
Forming (orientation)
Storming (conflict)
Norming (cohesion)
Performing (performance)
Adjourning (dissolution)
A.R. Eide, R.D. Jenison, L.H. Mashaw, and L.L. Northup, L.L. EngineeringFundamentals and Problem Solving. Boston: McGraw Hill, 2002.41
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Forming (orientation)
Tentative interactions
Polite discourse
Concern over ambiguity
Self-discourse
A.R. Eide, R.D. Jenison, L.H. Mashaw, and L.L. Northup, L.L. EngineeringFundamentals and Problem Solving. Boston: McGraw Hill, 2002.
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Storming (conflict)
Criticism of ideas
Poor attendance
Hostility
Polarization or coalition forming
A.R. Eide, R.D. Jenison, L.H. Mashaw, and L.L. Northup, L.L. EngineeringFundamentals and Problem Solving. Boston: McGraw Hill, 2002.
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Norming (cohesion coming together)
Agreement on procedures
Reduction in role ambiguity
Revision of team "rules" based on team experience
Increased "we" feeling
A.R. Eide, R.D. Jenison, L.H. Mashaw, and L.L. Northup, L.L. EngineeringFundamentals and Problem Solving. Boston: McGraw Hill, 2002.
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Performing (getting things done)
Decision making
Problem solving
Mutual cooperation
High task orientation
Major emphasis is placed on performance and
production
A.R. Eide, R.D. Jenison, L.H. Mashaw, and L.L. Northup, L.L. EngineeringFundamentals and Problem Solving. Boston: McGraw Hill, 2002.
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Adjourning (dissolution)
End of team function
A.R. Eide, R.D. Jenison, L.H. Mashaw, and L.L. Northup, L.L. EngineeringFundamentals and Problem Solving. Boston: McGraw Hill, 2002.
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Effective Teamwork Includes:
Listening
Offering constructive feedback Effective use of meetings
Defining tasks that need to be completed
Commitment of all team members
http://orrinwoodward.blogharbor.com/blog/_archives/2008/2/13/3519672.html
http://healthysnacking.blogspot.com/2011/06/obtaining-feedback-from-emailing.html http://www.brendacarescorner.com/2011/08/wordp
ress-administration-daily-tasks/
http://www.startupbooster.com/2009/12/29/entrepreneur-why-you-should-follow-through-with-your-commitments/
C T P bl f
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Common Team Problems from a
Student Perspective One of my teammates never comes to class
One of my teammates never participates
No one comes to the meetings prepared to work
One of my teammates is rude
Most of my teammates want to skip process steps and rush
to the last part
My team procrastinates
One of my teammates does not trust anyone elses work
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Team Building Issues
Interdependence
Goal specification Cohesiveness
Communication
Roles
Norms
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What is a norm?
Like a rule or standard
Often unwritten and widely applied without argument
Often different in different cultures, and can change over
time
Examples include: Listen quietly while others are speaking
Do not interrupt Arrive at meetings on time
Written in a Code of Cooperation in ENG110150
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Code of Cooperation
Governing rules for a teams behavior
Sets norms for individual behavior
Sets norms for appropriate team interactions
Includes appropriate rewards and sanctions
Is developed by the team
Updated on a continual basis
Accessible to all team members51
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Effective Teamwork Includes
Development of a Code of Cooperation
Use of roles
Development of effective listening skills(Check for understanding: is everyone on the same page?)
Ability to give and receive constructive feedback
Use of agendas to plan and conduct efficient meetings
Contact time prior to meeting for non-task related discussions Definition of decision-making processes to be included in the
meeting
"Issue Bin" to provide time for task related issues not on the agenda
"Action List" to record assigned tasks Process checks to ensure continuous improvement
Commitment from ALL members of the team
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Meeting Agendas and Minutes
Agenda
Lists topics to be covered in upcoming meeting
Is prepared by meeting coordinator
Is distributed to team 24 hours in advance
Minutes Record attendance and meeting location
Record discussion/decisions made during the meeting
Include ACTION ITEMS to be done for next meeting Are distributed to team within 24 hours of meeting
adjournment
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Sample Agenda
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Meeting Agenda
ENG 1101, Section 10, Team 4
Attendees: Chris Adams, Terry Jones, Janis Algood, Willie HortonDate: 08 September 2013
Location: Dillman 207
Subject: Hazard analysis planning meeting
________________________________________________________
1. Review and approval of minutes from previous meeting
2. Review of overall project progress
3. Review of device design
4. Hazard analysis
a. Breakdown of design into components
b. Assignment of components to team membersc. Review hazard analysis approach
d. Set completion deadline
5. Open discussion
6. Adjournment
SampleMeeting Minutes
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Sample
Minutes
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ENG 1101, Section 10, Team 4
Attendees: Chris Adams, Terry Jones, Janis Algood, Willie Horton
Date: 08 October 2013Location: Dillman 207
Subject: Hazard analysis planning meeting
____________________________________________________________________________
1. Minutes from 30 September 2013 approved. J. Algood requested correction on decision
status of hazard analysis approach. Correction will be made.
2. There was team consensus that the project is on schedule according to the project Ganttchart. T. Jones noted that the team had built in some flexibility in the project time line.
3. Device design was reviewed. C. Adams presented the final design sketch and the decision
matrix the team used to compare candidate designs.
4. Hazard analysis discussion:
a. Device design was broken down into its major componentsb. Assignment of components to team members was made
I. C. Adams: drive train
II. T. Jones: casing and casing attachment
III. J. Algood: power system
IV. W. Horton: feedback control and cooling unit
c. Hazard analysis approach (FMEA) was reviewed. W. Horton downloaded Dale
Anderson journal article and distributed to team by e-mail.
d. Hazard analysis for all components to be completed by 20 October 2013
5. In open discussion, T. Jones recommended that the team together examine the hazards of
device component integration at the next meeting.
6. Next meeting slated for 21 October 2013, Dillman 207
7. Meeting adjourned
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Meeting Duties
Assign these roles to team members for each
meeting Meeting coordinator
Recorder
Timekeeper
Devil's advocate
Roles should rotate from meeting to meeting, so that
no one has the same job at the next meeting
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Individual Homework Due 3C
Reading for 3C: Pearson text Chapter 5, pages 147-167
Chapter 5 in your Pearson book discusses statistics andquality control; these are the foundation of Six Sigmamanagement, an approach that began at Motorolaand has expanded across many industry types andmany product companies. Google Six Sigma to see
how important this reading is.
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Homework
Reading for 3C:
Pearson Ch 5, pgs 147-167
(basic statistics and quality control)
Team Homework: due 4A
Code of Cooperation Memo
See Lab Manual pages 13-14 for detailedinstructions
Type in MS Word (hand-written material is notacceptable) or use memo template found onCanvas