Integrated Design Engineering

Frontmatter

Chapter 1. Models and Procedures of Product Development

Abstract

Integrated Product Development (IPD) is one of the best-known integration approaches to support product development [GeBa-2002], which is not limited to specific industries. It arose from the necessity to integrate all areas involved in the generation of a product (starting with marketing, followed by production to sales) into product development by means of suitable measures, to overcome forms of organization based on the division of labour and to concentrate not only on solving technical problems but also on the associated processes [Olss-1985, Ehrl-1995, Burc-2001].

Sándor Vajna, C. Burchardt, P. Le Masson, A. Hatchuel, B. Weil, T. Bercsey, F. Pilz

Chapter 2. Products and Product Life Cycle in IDE

Abstract

One of the main goals of a company is to bring products to the market, whose performance and behaviour in providing this performance is desired by customers and users, and which, due to these characteristics, help the company to achieve continuously high profitability and financial stability, high acceptance by all social groups and possibly also market leadership. In order to achieve this goal and secure it in the long term, products, processes and organisations in the company must be designed accordingly. However, products, processes and organisations are interlinked in many ways and constantly influence each other. An isolated consideration of these three elements does not lead to the desired goal.

Sándor Vajna

Chapter 3. Foundations of Integrated Design Engineering

Abstract

Integrated Design Engineering (IDE) is the further development and extension of the Magdeburg model of Integrated Product Development [Burc-2001, Sect. 1.5]. It also contains elements of dynamic product development [Otto-1996, Sect. 1.4], user-centred design [e.g. ISO 9241-210], sustainable product development [e.g. Rutt-2012, Chaps. 5 and 12], Design for X [BoDe-2003, Meer-1994] (Sect. 14.1.1) and work and organizational psychology [Aamo-2015]. IDE is human-centred, because the human being with his abilities, possibilities and qualifications is in the centre of all considerations within IDE with all his activities concerning planning, development, production, use, maintenance and re-circulation of products (and the possible impairments linked to these activities).

Sándor Vajna

Chapter 4. Human Centricity in IDE

Abstract

Human factors are becoming increasingly important for the economy. Actual challenges of companies are changes in the age structure of the population, flexibility in work across the life span, shift in values and priorities such as work-family balance and the wish for self-realization and increased mobility. Thus, the importance of human centricity has been increasing and crucial for the success of any kind of venture. In the course of globalization, cut-throat competition occurs as more and more participants enter the market. The increasing individualization of products leads to fragmented markets in which only those companies can realize technical progress that works both in an effective and efficient way. As result, the significance of the employee as knowledge worker continues to increase, thus moving him or her into the centre of entrepreneurial interest, where he or she is no longer perceived as a production factor, but is an essential success factor of the company [Grah-1998].

Jacqueline Urakami

Chapter 5. Sustainability and Sustainable Development

Abstract

If the survival of humanity on our planet is to be secured in the long term in an acceptable state, radical social changes are required, whereby it must be critically examined whether the radicalness and speed of these changes can even prevent a systemic collapse. These changes must be brought about both through political restrictions to comply with the planetary guide rails—the tolerable limits to the carrying capacity of our planet—and through individual changes in behaviour, and also affect the properties of products and services.

Hartwig Haase

Chapter 6. Industrial Design

Abstract

With the beginning of the mass production of goods of all kinds in the eighteenth and nineteenth centuries, new questions arose about their design. The artisanal production method, which was predominant for centuries, was characterised by a low degree of division of labour in design, engineering design, and execution (often in one person and in a very direct connection between designer, manufacturer, buyer and user). As industrialisation progressed, planning and production processes based on the division of labour developed and the relationship between planners and end customers became more anonymous.

Thomas Gatzky

Chapter 7. Functionality

Abstract

The functionality of a technical product encompasses all direct and indirect functions as well as their interactions, which the product provides for use. In interaction with the attributes Product Gestalt and  Usability, the Functionality attribute describes the ability of the product to adequately fulfil a specific requirement or a group of requirements.

Kilian Gericke, Boris Eisenbart

Chapter 8. Product and System Ergonomics

Abstract

This chapter deals with the basics of Usability, the third IDE product attribute. The interaction of Product Gestalt, Functionality and Usability lead to the Usability of a product. For this purpose, the product must also be well designed from an ergonomic point of view, so that it fulfils the customer’s demands both in physiological and psychological-cognitive terms. Thus, the inclusion of ergonomic principles in IDE ensures the Usability of the product.

Harald Schaub

Chapter 9. Producibility

Abstract

Within IDE, no product can be produced without product development. Also, it is not useful to develop a product without having the production of this product as a goal (even if the product is not produced by the supplier himself, but by a third party). It is also irrelevant whether the product is a tangible or intangible product or combinations thereof, since the main development activities are comparable (For the possible variations in the creation of physical and intangible products and their combinations, see for example Figs. 2.​10, 2.​13, 2.​14 and 2.​15). The production of a physical product includes materials management, manufacturing, assembly and testing, the associated logistics and the control mechanisms and support measures used for this purpose (for example, CAM and ERP systems).

T. Ehlers, R. Lachmayer, S. Vajna, T. Halle

Chapter 10. Availability

Abstract

The availability of a product has two dimensions. The first dimension is the continuous readiness of the product to be acquired by a customer on the market during the sales period. It requires that the provider disposes of sufficient capabilities to develop, produce, and deliver the product. It is challenging to ensure the availability of a product due to uncertainty and changes over time in the customer demand, the product development process, the production process, and the delivery process.

Justus Arne Schwarz

Chapter 11. Maintainability

Abstract

In order to reduce operating costs and downtimes due to unplanned outages, good maintainability of technical products or systems is necessary. The maintainability of of the systems therefore plays an important role, especially for capital goods such as production plants. In qualitative terms, maintainability describes the ease with which maintenance work can be carried out on a plant or a system.

Frank Müller, Martin Dazer, Bernd Bertsche

Chapter 12. Sustainable Product Development

Abstract

Sustainability is a strategy for the mutual interlocking of society, ecology and economy with the aim of promoting development that meets the needs of the present generation without limiting the opportunities of future generations [Beys-2012]. In a supplementary definition of sustainability, which is the intra-generational justice, attention is also paid to socially just development in the present generation (see [LSRH-2012, UnNa-1992]), especially with regard to disadvantaged groups and the inhabitants of the world’s poor countries (see also [Prah-2002]).

Martin Wiesner

Chapter 13. Fulfilment Attributes

Abstract

In this chapter, the attributes safety, reliability and quality are presented in more detail, with which the fulfilment of the requirements can be assessed by the product attributes. The interaction of the three attributes is described in Sects. 3.​2.​2 and 3.​4.

Martin Dazer, Bernd Bertsche, Sándor Vajna

Chapter 14. Department Integration

Abstract

The integration of departments within IDE ensures that knowledge and information in the form of results, decisions, effects, and influences can flow from product development to all other areas of the product life cycle and back. This is achieved primarily by employees from the areas in question, then by organizational, methodical, and technical measures.

Sándor Vajna

Chapter 15. Integration of Processes and Organizations

Abstract

IDE covers product planning, marketing, industrial design, development and engineering design, process planning, prototype and sample manufacturing as well as testing up to production release (Fig. 2.​10). Process integration and organization integration include all measures necessary to describe, consolidate and improve business and development processes and organization forms.

S. Vajna, S. Ottosson, S. Rothkötter, J. Stal-Le Cardinal, J. C. Briede-Westermeyer

Chapter 16. Holistic IDE Procedure Model

Abstract

A solution usually emerges in an iterative process between development and evaluation. The development itself is as well an iterative process that takes place between an idea, a suitable concept and the solution derived from the concept. Each solution must be evaluated, whereby each evaluation leads to an improved development, which in turn goes through the cycle of ideas, concept and development, is re-evaluated and so on.

Sándor Vajna

Chapter 17. Knowledge Integration

Abstract

The success of and within IDE is essentially based on the knowledge, experience, creativity, and competence of the people working in IDE.

Sándor Vajna

Chapter 18. Application and Information Integration

Abstract

Application integration describes the networked use of modern application systems for continuous computer support within IDE. Application integration ensures that the appropriate IT application system is available for every task and at every point in time.

Andreas W. Achatzi, Fabian Pilz, Martin Wiesner

Chapter 19. Requirements Engineering in the Context of IDE

Abstract

The task of requirements engineering is to identify all requirements relevant for product development. This involves deriving them from the goals and framework conditions, to break them down into units that can be handled by individual developers and to make their interactions transparent. The results are a finite number of objectively verifiable criteria (requirements) collected in the requirements base, the fulfilment of which in total satisfies customer demands.

Beate Bender

Chapter 20. Scenario Technique

Abstract

The business opportunity for innovative products lies at the interface of market needs, technological capabilities and the offerings of competitors. The most successful products are those that are not met by the competitors but can be met with technologically mature and viable solutions.

Iris Gräßler, Philipp Scholle, Henrik Thiele

Chapter 21. Marketing in Integrated Design Engineering—Fundamentals and Effects on Development

Abstract

Even if marketing is generally associated with the consumer goods industry (business-to-consumer relationship, B2C, 1:n relationship), this also applies in a modified form to the capital goods industry (business-to-business relationship, B2B, 1:1 relationship). The latter accentuates the marketing focus differently. The focus here is on the design of the corporate image, i.e. the development and definition of the company’s impact strategy on the market and society and the presentation of the added value it generates for the economy. Further focal points are relationship marketing to customers and suppliers as well as product marketing. On the other hand, the market survey of capital goods is less pronounced than that of consumer goods research (consumer survey, test markets, consumer behaviour).

Hanns-Joachim Schweizer

Chapter 22. Methods for Supporting IDE

Abstract

A method describes a procedure, process or action (prescriptive part) structured with rules, according to a plan and consequent in order to achieve one or more goals (intentional part, following [Frei-2001, Wahr-1978]).

Sándor Vajna

Chapter 23. Mechatronics

Abstract

The term ‘mechatronics’ was first coined in 1969 by Kikuchi in Japan [VDI-2206, HaTF-1996]. This artificial word merges the English terms mechanism (‘mechanics’) and electronics and thus primarily expresses the connection between the disciplines mechanisms (mechanics or mechanical engineering) and electronics (including electrical engineering) as well as with control engineering and information and communication technology (ICT). By offering realisation possibilities from these disciplines, mechatronics enables and fosters the development, manufacture and operation of innovative products and processes, thus fits perfectly into the IDE environment.

Klaus Zeman

Chapter 24. Value Creation and Business Planning

Abstract

The development of a new product or service is part of a value creation process. The subject of this chapter is the conceptual design and practical implementation of this process. We show how the configuration of a firm’s so-called business model is determined by the multiple value dimensions of the product or service and, conversely, which factors of the business model may affect the development of the product.

Matthias Raith

Chapter 25. Economic Efficiency Aspects in IDE

Abstract

As practical experience with comparable approaches has shown (an extensive collection of such experiences can, e.g., be found in [EhMe-2017]), the economic efficiency of IDE itself is given from the outset and therefore does not need to be considered further here. The contents of this chapter are therefore the description of the different approaches and procedures for determining the economic efficiency of any product that is created with IDE and used by the customer.

Michael Schabacker, Sándor Vajna

Correction to: Integration of Processes and Organizations

S. Vajna, S. Ottosson, S. Rothkötter, J. Stal-Le Cardinal, J. C. Briede-Westermeyer

Backmatter