Chp 2 - Identification of Needs & EDS

Assoc Prof Dr Badrul Omar Faculty of Mechanical & Manufacturing Engineering, UTHM

Initial stage to briefly define the product purpose and task involved in the product design Stage in the evolution of product when alternative design concepts are generated, evaluated, and selected for further development

Stage where the design concept is invented with physical form

Stage to finalize all detail design including product specification, drawings, tests, BOM and manufacturing details

Overall steps in Design Process G.E. Dieter

Product purpose Problem statement Benchmarking Project planning

Internet, Patents, Magazines Journals, Questionnaire, Survey

Brainstorming Objective tree Functional decomposition Function structure Morphological chart Evaluation matrix

Pugh Concept Weighted Rating Method Decision matrix

Arrangement of physical elements to carry out function

Preliminary material and manufacturing selection Modeling sizing of parts

Robust design
Tolerances Final dimension

Detailed drawings and specifications

General Stages of Design Process Rudolf J. Eggert

Formulation

Concept Design

Preliminary Design

Configuration Design Embodiment Design Parametric Design

Detail Design

Five phases of design, emphasizing the crucial nature of design problem formulation

Design Process - NASA

Examine and evaluate their prototypes or designs
based on the criteria and constraints. Review the solution and help identify changes that need to be made. Based on criteria and constraints, State the challenge problem in their own words. Example: How can I design a __________ that will __________? Specify the design requirements (criteria). Limits on the design due to available resources and the environment (constraints).

identify any problems and proposed solutions.

Construct a full-size or scale model based on their drawings

Sketch own ideas as the group discusses ways to solve the problem. Labels and arrows should be included to identify parts and how they might move.

Identify the design that appears to solve the problem the best. Write a statement that describes why they chose the solution

Develop two or three more thoroughly

ideas

The developed ideas should be shared and discussed. Record pros and cons of each design idea directly on the paper next to the drawings

Design Proces - Techfast Manufacturing Sdn. Bhd. ("Techfast")

How to start?
Product purpose Define the purpose directly and briefly Problem definition
Seek information Customer needs? Requirement? Product background? Problems? Competitions? Markets? Potential? Task? Literature, books, surveys, market study, patent search, benchmarking

NO

Data sufficient? YES

Information processing
Customer survey Construct questionnaire, identify target market YES Extra data needed? NO

Clarifying objectives

Identification of market needs

Specification list

Benchmarking of specifications

Quality Function Deployment (QFD)

Problem definition
What characteristics distinguish one design problem from another? For example:
1.Longer-life lightbulbs -newly developed materials will extend product life by 20%. Should we modify the existing product? 2.Safer toaster - Many complains about the toaster oven, model #453, blowing circuit breaker in customers home wiring. Is a manufacturing defect the cause or is a new design required to fix the problem? 3.Special duty robot welder The Navy has contacted us to design and manufacture a new remotely controlled underwater welding robot. If only SIX units are ordered, what manufacturing processes would be economical? 4.Fewer broken potato chips We have been asked to redesign our companys packaging equipment to reduce number of broken potato chips per bag. Can a modification to the existing equipment fix the problem? 5.Lower-emissions lawn mower Due to the Environmental Protection Agency regulations, we must select a new engine for our current product line of power lawn mowers. What factors will we consider?

Some design problems involve improvements to existing products, and some require the development of a new product, something that never existed before.
A design problem, therefore, can be defined as a product deficiency that needs resolution , or a product opportunity that needs consideration.

Information Sources
1. Surveys customer feedback system; service supports, customer support reports, warranty claim; provide a major source of information on existing and potential customers. Method can be by phone, mail, e-mail, interview. Market studies Trade associations, and/or government agencies, publish market studies that provide information about general customer trends. Literature Include reference handbooks, monographs, technical journals, trade journals, and general periodicals, in addition to electronic sources such as compendiums and Internet searches. Focus groups Observation studies Benchmark studies

2.

3.

4. 5. 6.

Overall Steps in the Survey Process

1. Organize the survey
2. 3.

4. Generate the questions.

team. Determine the survey goal. Select a representative sample.

5. Construct the instrument (questionnaire, interview protocol, or focus group protocol).

6. Test the instrument. 7. Administer the instrument. 8. Analyze the data.

Constructing a Survey Instrument

The following steps should be followed to make a survey by questionnaire.
1.Determine the survey purpose, write a short paragraph stating the purpose of the survey and what will be done with the results. 2.Determine the type of data-collection method to be used.

3.Identify what specific information is needed. Each question should have clear goal. Write this down so you are clear about what you are trying to earn. 4.Design the questions. Each question should be unbiased, unambiguous, clear and brief. There are three categories of questions.

attitude questions how the customers feel or think about something. knowledge question questions asked to determine whether the customer knows the
specifics about a product or service.

behavior questions usually contain phrases like how often, how much or when.
5.Arrange the order

of questions so that they provide context to what you are trying to learn from the customer. Group the questions by topic and start with easy ones. 6.Pretest the survey. 7.Administer the survey.

Clarifying Objectives
When a client, sponsor or company manager approaches a designer, it is doubtful that the need will be expressed very clearly. The client perhaps knows only the type of product that is wanted, and has little idea of the details, or of the variants that might be possible. It is quite rare for a designer to be given a complete and clear statement of design objectives.

Thus, the starting point for a design is very often an ill-defined problem, or a rather vague environment.

Objective Tree Method

and the relationships between them.

Purpose: to clarify design objectives and sub-objectives,

Procedure
1. Prepare a list of design objectives. These are taken from the design brief, from questions to the client, and from discussion in the design team. Order the list into sets of higher-level and lower-level objectives. The expanded list of objectives and subobjectives is grouped roughly into hierarchical levels. Draw a diagrammatic tree of objectives, showing hierarchical relationships and interconnections. The branches (or roots) in the tree represent relationships which suggest means of achieving objectives.

2.

3.

1. Preparation of design objectives list

This kind of list can be generated simply at random as you think about the objective, or in discussion within the design team. Type of question that useful for clarifying objectives: Why? How? What? E.g. why do we want to achieve this objective?, how can we achieve it?, what implicit objectives underlie the stated ones?, what is the problem really about?

Example of an objective for a machine tool that must be safe:

Low risk of injury to operator Low risk of operator mistakes Low risk of damage to work-piece or tool Automatic cut-out on overload

2. Order list into sets of higher- and lower-level objectives

As you expanded the list of objectives, it should become clear that some are at higher level of importance than others. Or some objectives might be able to be categorized under one main objective. E.g. the 3 upper objectives stated previously can be categorized under the safety objective.
It can sometimes be difficult to differentiate between levels of objectives and maybe someone in the team might not be agree with the level of importance for the objective. However, exact precision of relative level is not important as long as most people agree with the level.

3. Draw a diagrammatic tree of objectives, showing hierarchical relationships and interconnections.

Safety

Low risk of injury to operator

Low risk of operator mistakes

Low risk of damage to work-piece or tool

Automatic cut-out on overload

Quality Function Deployment (QFD)

Problem
Engineers and customers often speak different languages. How can the designer really translates what the customer wants into technical specifications. What is actually wanted by the customer can be lost through out the R&D and Production Process. Will the product have the quality that the customer is expecting. Furthermore, thousands of decision might be made by many different people using various evaluation criteria.
How to convert what customer wants into technical specifications that really meet the quality that customer is expecting.

The Solution QFD (Quality Function Deployment) an outstanding method that systematically structures and develops the design problem information. Customer driven planning process
Continual focus on the customer guides:
Design process Design of production systems Research and development Manufacturing Marketing

What is Quality?

Survey by Time Magazine (1989) revealed that the Quality Product are: Works as it should Lasts a long time Is easy to maintain
Earlier work by Garvin (1987) had identified characteristics of quality: 1. Performance, 2. Features, 3. Reliability, 4. Durability, 5. Serviceability, 6. Conformance to conventions/standards, 7. Aesthetics, 8. Perceived quality/reputation of manufacturer.

Who is responsible for Quality? Every department contributes to the quality of product. Question: How can we assign or deploy quality throughout our company? The use of QFD is the answer. QFD is a team-based method that draws upon the expertise of the group members to carefully integrate the voice of the customer in all activities of the company; product, part, process, production information.

History of QFD

Developed 1960s in Japan First Industrial application

Mitsubishis Kobe shipyard

Toyota developed the concept further shortly after.

In use since 1977 at Toyota

Xerox and Ford initiated use of QFD in 1986 Today used successfully by:
GM, Motorola, Kodak, IBM, Procter&Gamble

Toyotas Success

January 1977 to October 1979

20% reduction of start-up cost on a new model van

By 1982
Start-up cost reduced by 38%

At 1984 comparing the baseline to 1977

Start-up cost reduced by 61%

Four characters of QFD:

1. QFD is a quality system that implements elements of Systems Thinking (viewing the development process as a system) and Psychology (understanding customer needs, what 'value' is, and how customers or end users become interested, choose, and are satisfied, etc.).
QFD is a quality method of good knowledge (how do we know the needs of the customer? how do we decide what features to include? and to what level of performance?) QFD is a quality system for strategic competitiveness; it maximizes positive quality that adds value; it seeks out spoken and unspoken customer requirements, translate them into technical requirements, prioritize them and directs us to optimize those features that will bring the greatest competitive advantage. Quality Function Deployment (QFD) is the only comprehensive quality system aimed specifically at satisfying the customer throughout the development and business process -- end to end.

2.

3.

4.

Goals of QFD
Prioritize spoken and unspoken customer wows, wants, and needs. Translate these needs into technical characteristics

and specifications. Build and deliver a quality product or service by focusing on everybody toward customer satisfaction. Main goal: to set targets to be achieved for the engineering characteristics of a product, such that they satisfy customer requirement.

Who uses QFD

Automotive industries:
GM, Ford, DaimlerChrysler, Toyota, Nissan, Honda, Mazda

Electronic industries:
IBM, Xerox, AT&T, HP, Apple Computers

Aerospace:
NASA, Boeing, Lockheed Martin, Airbus

House of Quality (HoQ)

A systematic graphic representation of product design information organized as matrix of rooms, roof, and basement. The true value of the HoQ is not the diagram, but the group decision making during the preparation of the HoQ since it will involved team discussion and common understanding of the design problem.

How To Build a House of Quality

Eight Steps:
1. 2. 3. Identify customer requirements Determine customer importance weights Identify technical requirements/engineering

characteristics 4. Correlate ratings of the customer requirements to the

5. 6. 7. technical requirements Conduct an evaluation of competing products or services for benchmarking of satisfaction ratings Benchmark performance values Determine the new product design target values Coupling matrix between technical requirements

8.

House of Quality

8. Coupling 3. Technical requirements/ Engineering characteristics

2. Importance weight

1. Customer requiremen t / Voice of customer

4. Correlation ratings between customer requirements and technical requirements

5. Benchmark satisfaction of competitive products

6. Benchmark performance
7. New product performance target

Step 1: Customer Requirements

Most critical and most difficult step.

Difficult to capture the essence of the customers needs and expectations

1. Customer requirement / Voice of customer

Whats?

Step 2: Customer Importance Weights

Using values between 0.0 to 1.0 The weights establish how important the customer considers each requirement with respect to the other requirements.
Whats?

2. Importance weight

1. Customer requiremen t / Voice of customer

Step 3: Technical requirements

The how's by which the company will respond to the what's, or customer requirements
2. Importance weight 1. Customer requiremen t / Voice of customer

3. Technical requirements/ Engineering characteristics

Step 4: Relationship matrix between customer and technical requirements

Purpose: to show whether the final technical requirements adequately address customer requirements

3. Technical requirements/ Engineering characteristics

2. Importance weight

1. Customer requiremen t / Voice of customer

4. Correlation ratings between customer requirements and technical requirements

Step 5: Benchmark satisfaction of competitive product and key selling points

Identifies customer satisfaction ratings and evaluates competitors existing products or services for each of them.
2. Importance weight 1. Customer requiremen t / Voice of customer

3. Technical requirements/ Engineering characteristics

4. Correlation ratings between customer requirements and technical requirements

5. Benchmark satisfaction of competitive products

Step 6: Benchmark performance

An arrangement of statistics gathered on the competitive products as to how well each product performs.
2. Importance weight 1. Customer requiremen t / Voice of customer

3. Technical requirements/ Engineering characteristics

4. Correlation ratings between customer requirements and technical requirements

5. Benchmark satisfaction of competitive products

6. Benchmark performance

Step 7: New Product Targets

List the performance target, or desired goals for the new product.
3. Technical requirements/ Engineering characteristics

2. Importance weight

1. Customer requirement / Voice of customer

4. Correlation ratings between customer requirements and technical requirements

5. Benchmark satisfaction of competitive products

6. Benchmark performance 7. New product performance target

Step 8: Coupling matrix

Matrix of values that estimate the amount of coupling, or interaction, between engineering characteristics.
Rating numbers such as 1 (low), 3, and 9 (high) are given for positive coupling, -1, -3, and -9 for negative coupling.

8. Coupling matrix
3. Technical requirements/ Engineering characteristics

2. Importance weight

1. Customer requiremen t / Voice of customer

Inversely correlated characteristics indicate that compromises will need to be made, or trade off. In other words, if we improve one characteristics, we will worsen the other.

4. Correlation ratings between customer requirements and technical requirements

5. Benchmark satisfaction of competitive products

6. Benchmark performance 7. New product performance target

Case Study

Pacific Gas and Electric Company Largest investor own utilities company in the US Covers majority of Northern & Central California 94,000 square miles in territory 12 million customers (2001) 18.8 million callers to its call center (2001)

QFD Implementation

Began strategy to implement QFD into organization in 1990 1992 San Jose, California Voice of the Customer Series of 50 1-1 interviews 8000 questionnaires

Results

Saw large success in San Jose Identified customers quality dissatisfaction

Changing management policy and allowing employees to take the time necessary to satisfy customers in a single call Providing adequate phone capacity Working across functional boundaries

Improved quality

Aftermath

Began company wide implementation in 1993 Project named: Voice of the Customer Improvement Strategy (VOCIS) Finish in 1994

Outcome
Beneficial outcome from VOCIS
VOCIS is a comprehensive continuous improvement strategy for PG&E's entire market. Every organization in the business unit will be using this strategy to create excellent service for all of PG&E's customers. There is a Corporate commitment to continuously improve service quality and reduce costs. VOCIS will help to achieve that commitment with customer needs-based internal measures and focused business process improvements. It is a tool to improve quality and reduce costs. VOCIS will support culture change. It places process improvements in the hands of front-line employees to meet customer needs. The entire business unit will become focused on meeting customer needs. VOCIS is not a program. It is a way of managing the business.

Four phases of QFD Approach

Engineering Characteristic

Process Characteristic Part Characteristic

Production Characteristic

Benchmarking of Specifications What is Benchmarking?

Definition: Benchmarking is the process of identifying "best practice" in relation to both products (including) and the processes by which those products are created and delivered. The search for "best practice" can take place both inside a particular industry, and also in other industries (for example - are there lessons to be learned from other industries?). Benchmarking is the practice of recognizing and examining the best industrial and commercial practices in an industry or in the world and using this knowledge as the basis for improvement (Naylor 1996). David Kearns, the Chief Executive Officer of the Xerox Corporation, states that "Benchmarking is the continuous process of measuring products, services, and practices against the toughest competitors or those recognized as industry leaders." Objective: to understand and evaluate the current position of a business or organisation in relation to "best practice" and to identify areas and means of performance improvement.

The Benchmarking Process

Benchmarking involves looking outward (outside a particular business, organisation, industry, region or country) to examine how others achieve their performance levels and to understand the processes they use. In this way benchmarking helps explain the processes behind excellent performance. When the lessons learnt from a benchmarking exercise are applied appropriately, they facilitate improved performance in critical functions within an organisation or in key areas of the business environment. Application of benchmarking involves four key steps: (1) Understand in detail existing business processes/products. (2) Analyze the business processes/products of others (3) Compare own business/product performance with that of others analyzed (4) Implement the steps necessary to close the performance gap Benchmarking should not be considered a one-off exercise. To be effective, it must become an ongoing, integral part of an ongoing improvement process with the goal of keeping abreast of ever-improving best practice.

Detail Methodology of Benchmarking

1. 2. 3. 4. Plan what to benchmark Understand the internal processes Determine companies to evaluate Gather and analyze external data - The external

5. 6. 7. 8.

information gathering phase has been approached in a variety of ways: product examination/reverse engineering to understand technology and manufacturing processes, indepth assessment of a single benchmark partner, less indepth data gathering/surveys of a larger number of partners.

Identify performance gaps and reasons Communicate and gain concurrence Develop an action plan Implement improvements and monitor

Types of Benchmarking

1. Strategic Benchmarking 2. Performance or Competitive Benchmarking 3. Process Benchmarking 4. Functional Benchmarking 5. Internal Benchmarking 6. External Benchmarking 7. International Benchmarking 8. Product Benchmarking

Strategic Benchmarking
Description:Where businesses need to improve overall performance by examining the long-term strategies and general approaches that have enabled highperformers to succeed. It involves considering high level aspects such as core competencies, developing new products and services and improving capabilities for dealing with changes in the external environment. Changes resulting from this type of benchmarking may be difficult to implement and take a long time to materialise. Most appropriate for Re-aligning business strategies that have become inappropriate.

Performance or Competitive Benchmarking

Description: Businesses consider their position in relation to performance characteristics of key products and services. Benchmarking partners are drawn from the same sector. This type of analysis is often undertaken through trade associations or third parties to protect confidentiality. Most appropriate for Assessing relative level of performance in key areas or activities in comparison with others in the same sector and finding ways of closing gaps in performance

Functional Benchmarking
Description: Businesses look to benchmark with partners drawn from different business sectors or areas of activity to find ways of improving similar functions or work processes. This sort of benchmarking can lead to innovation and dramatic improvements. Most appropriate for Improving activities or services for which counterparts do not exist.

Engineering Design Specification

Specification List (SL) or Engineering Design Specification (EDS)

Design problems are always set within certain limits. One of the most important limits, for example, is that of cost: what client is prepared to spend on a new machine, or what customers may be expected to pay as the purchase price of the product. Other common limits may be the acceptable weight or size of a machine, some limits will be performance requirement, such as an engines power rating; still others might be set by constitutional legal or safety requirement. Gather, examine, evaluate information regarding customer requirements, company requirements, engineering characteristics, constraints, and customer satisfaction. Thus, this set of requirements comprises the performance specification of the product or machine.

Engineering Design Specification (EDS)

The engineering design specification (EDS) is a very important document in the design process as it contains all the information necessary for a design team to successfully produce a solution to the design problem. A EDS splits the problem up into smaller categories to make it easier to consider the problem. The final document should fully document as unambiguously as possible all the requirements that a product must fulfill together with any constraints that may affect the product. The actual or intended customer should be consulted as fully as possible while the EDS is being drawn up as their requirements are of paramount importance.

Why we have to prepare SL/EDS?

Some members in our project might have different interpretations of data obtained, which need to be resolved. Discussing and writing the engineering design specification is more than recording the teams finding. It is a useful process that can correct misunderstanding and clarify terminology among team members from other departments. It is a homogenizing process that usually results in a common understanding of the customers needs and priorities.

EDS Importance

Typical EDS Categories

Various aspects relating to the product must be considered. The actual categories can vary, but a typical EDS may consist of the following categories:

Appearance Customer Documentation Ergonomics Environment Installation Product disposal Lead times Legal and safety implications Legislation, patents and copyright Maintenance

Materials Packaging and transport Performance Product cost Product dimensions Product life Quality Quantity Standards Testing

EDS - example
Portable Winch
Design Brief From internal market research, it has been decided that IWC need to design a general purpose winch to sell to the cable and pipe laying market sector. The winch should be portable but have mounting points for the end user. It is important that the winch sits within out current range of 'Excel General Purpose winches'. 1.0 Performance 1.1 Lift / lower a load of 2.5 tonnes (+/- 10%). 1.2 Draw in cable in at a rate of 0.2 m/s. 1.3 The winch drive should cut out when the load exceeds 10% of the specified load. 1.4 Drive to stop lowering load when only 1.5 metres of cable remains on winch drum. 1.5 Winch should operate with forward, reverse, stop and inch facility. 1.6 Any braking system employed, should produce a braking torque of 150% the full load torque. 1.7 Winch should have a manual device to control the brake release and load descent in the event of a power failure. 1.8 In the event of the winch 'overrunning', a manual safety relay/braking device should operate within 1 second or before the load exceeds a speed of 3m/s. 1.9 The product should be portable but with the option for permanent mounting. 1.10 The product must use a portable power source, preferably a diesel engine. 1.11 The weight of the product must be sufficient to aid the stability of the product. 1.12 Efficiency of the unit should be high, preferably in the area of 20 - 30%. 1.13 The drum should hold 50m of cable.

2.0 Environment 2.1 The winch drive and power unit should be power unit. 2.2 The unit will be mainly used in European weather conditions. But we could expect sales of about 2% unit volume to the Far East. 2.3 Temperature ranges: -28 degree C - European 12 - 44 degree C - Far East 2.4 The product may experience humid conditions. 2.5 Corrosion resistance may be considered by the use of special materials or surface protection methods. 2.6 Any noise from the equipment should not exceed 95 dB at a distance of 1.0m. 2.7 The winch will be stored in suppliers warehouses before sales. 3.0 Product Life Span 3.1 Product will be on the market for 10 years. 3.2 Spare parts will be available for a further 5 years after that. 4.0 Life in Service 4.1 Should withstand an operating period of 1 hr uninterrupted use per day for 5 years. 4.2 Life in service should be assessed against the criteria outlined in the Performance and Environment categories. 5.0 Shelf Life 5.1 The product will be stored on-site for up to 1 month before dispatched. 5.2 Our Far East distributor may store the product for several months.

6.0 Target Costs 6.1 The product should have an end-user cost of 5500 within Britain. 6.2 The cost of manufacture should be less than 2750. 6.3 The cost of packaging and shipping should be no more than 15% of the manufacturing cost. 7.0 Quantity 7.1 150 units in the first year, increasing to 800 within four years. 8.0 Maintenance 8.1 To be maintenance free except for light lubrication once a month and a recommended service every two years. 8.2 Parts requiring lubrication should be accessible within 15 minutes without the use of special tools or equipment. 8.3 All fasteners used should comply with BS6105. 8.4 Spares should be available for 5 years after the product is replaced with a new model. 8.5 No special tools should be required for maintenance. 9.0 Packaging 9.1 Packaging / transport cost should be kept to a minimum and preferably below 5% of the unit cost. 10.0 Size and Weight Restrictions 10.1 Weight should not exceed 500 kg. 10.2 Length not to exceed 2500 mm. 10.3 Width not to exceed 2000mm. 10.4 Height not to exceed 2000mm.

11.0 Shipping 11.1 Product will be shipped by road within Europe. 11.2 Product will be shipped by sea to Far Eastern markets. 12.0 Manufacturing Processes 12.1 Capacity is available for current market demand within scope to increase production to 200 per year without investment / expansion. 12.2 Motors, transmissions, bearing and ropes are bought in from the following suppliers: Drives: Electric Motors - Brook Compton Diesel Engines - Gardener Hydraulic Motors - Hydrostatic Transmission Ltd Bearings: RHP Bearings Transmissions: Couplings - Wellman Bibby Worm Gears - Reynold Planetary Gears - David Brown (PPG Divisions) In-Line Gears - David Brown Radicon Ltd V-belts - Fenner Ropes: Bridon 12.3 Castings and injection moulds produced by external suppliers. 13.0 Aesthetics 13.1 The form can follow function. 13.2 If cost dictates, the winch should look attractive to improve our perception within the market.

15.0 Ergonomics 15.1 Controls to be mounted in an accessible position, relative to the operator i.e. waist height - around 1m, to accommodate 95% of the working population. 15.2 All controls should be hand operated, requiring one-hand operation with a maximum force of 1.5 N/m2 15.3 One man should be able to operate the product. 16.0 Customer Requirements See Marketing 17.0 Competition 17.1 The winch will be operating against equivalent models which include the following companies: Swansom - England Oholom - Sweden Winderhock - Germany 18.0 Quality and Reliability 18.1 Quality should be such that winches should not generally fail within a period of three years and only 1 in 50 should fail within the first year. 18.2 No winch should fail in the area of the safety overload device. 19.0 Standards and Specifications 19.1 Standards to be adhered to: BS 5000 part 99 Motor Performance BS 6105 and BSEN 20898(1) Bolts BS 6322(2) & BS 4320 Nuts and washers BS 7676 and BS 4517 Gears BS 3019 Welding BS 5989 Bearings BS 2754 Electrical Insulation BS 5646 pt4 Bearing Housing BS 4235 Keys and Keyways

20.0 Company Constraints 20.1 None - except those outlines in Manufacturing and Processes. 21.0 Processes 21.1 All components to be of metric form and comply with ISO 4900 for limits and fits. 22.0 Safety 22.1 No winch should fail in the area of the safety overload device. 22.2 Winch should not operate when maintenance is being carried out. 23.0 Testing 23.1 Testing is to be carried out on 5% of units. 23.2 All cables should be tested to BS3621. 24.0 Legal 24.0 Possible litigation lies in the user injuring themselves by having access to moving parts during winch operation. 25.0 Installation N/A 26.0 Documentation 26.1 Product should be supplied with a user manual covering winch operation and maintenance. 26.2 Suppliers require maintenance and repair manual. 27.0 Disposal 27.1 Plastic parts should be separable and marked to aid disposal.

A problem well put is a problem half solved

Old English Proverb

End Chapter 2