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A scoring model to apply appropriate methods of engineering to new product development projects / Steven R. Roehl.

by Roehl, Steven R.

Research Design

Cost effectiveness

viii, 135 leaves : ill. ; 28 cm.

Advisor: Dr. Paul Hudec.

Committee members: Cecil Head, James Froh.

Introduction -- Scoring model -- Historical data -- Engineering calculations -- Factor of safety -- Foreseeability -- Failure modes and effects analysis -- Design reviews -- Testing -- Team concept -- Virtual prototyping -- Analyzing the survey results -- Validating the model -- Conclusion , the author's synopsis -- Bibliography -- Appendix A) Project scope assessment model -- B) FEMA analysis form -- C) Example using FEMA form -- D) General data -- E) Ranking the criteria -- F) Ranking the methods -- G) Weigh the criteria -- H) Small project example, EMS -- I) Medium project example, engine installation -- J) Large project example, new chassis -- K) Field survey.

Engineering managers and project leaders are responsible for getting new product development projects done on time, within budget, and in conformance with customer expectations. Rapidly changing technology, increasing competition, and customer demands are forcing companies to introduce a greater number of new products at a faster rate. Methods of engineering exist that correspond to the scope or size of a new product development project under consideration. Engineering managers and product leaders need a tool to match the appropriate engineering methods to projects at the project planning or preliminary stage of development. Knowledge of the correct engineering methods to use improves planning and helps determine the development costs the project will incur.

New product development projects require an application of engineering methods that match the specifications of the project based on a number of criteria. The scoring model introduced in this thesis is a tool that selects the methods of engineering to apply to a project by matching the criteria to the project specifications. These criteria are the size of the project sales expectations, sale price of the product, safety concerns, development costs, market demand for the product, potential for warranty expense, complexity and technical detail, innovation, the possibility of patentable designs, and functionality. These criteria or specifications of a project determine the amount of engineering effort, or in other words the number of engineering methods that are necessary for the project to be a success. Very large projects typically require every engineering method the project leader is aware of to be successful. Very small projects typically require only a couple of engineering methods. The methods of engineering have a hierarchy of use that reflects the complexity and cost to apply the method. The methods of engineering in hierarchical order are: historical data, calculations, factor of safety, forseeability, failure modes and effect analysis, design reviews, testing, team concept, and virtual prototyping.

The scoring model that this thesis proposes rates the criteria and scores the criteria on their importance to a specific project. A weighted score is obtained by choosing the best match of the criteria in the model to the specifications of the project. The scores for each criterion are added together to obtain a total weighted score for this project. This score is matched against the hierarchical list of engineering methods having pre-assigned values. The match between the total score for the project and the value on the list of methods is the model’s recommendation for engineering methods to apply to their project.

The scoring model is a tool that the engineering manager and project leader can use to successfully plan a project and in the process look more carefully at the details of the project. This is especially true on small and even medium sized projects where initial planning is sometimes minimal. In some circumstances, it is easier to take smaller projects for granted and just do them without any planning. Careful planning is normally part of large project analysis in order to justify the development costs and prove to management that the project is necessary for company success. It is not to say that the model is not important on large projects but it has greater impact on the smaller ones.

The score the model provides is a basis upon which a managerial decision can be made. The score provides the manager a means of determining the amount of engineering effort necessary for success. The value of the model is not in the accuracy of its prediction but the detailed thought and consideration it forces the project manager to use at the start of a project. The result is better-managed project and a higher quality product at completion with minimal development costs.

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