Topic Profiles Professor S,I,Weiss Introduction: As engineers and designers, we develop products and systems, but what we delver is value to customers and stakeholders. We implement this most effectively by using systems engineering practices in a more or less structured environment. Specifically, systems engineering involves a translation of stakeholder values into a succession of practices yielding the best possible products or systems over their life cycle. Our focus will be the application of these concepts to the complex products and systems intrinsic to industry and governments, with specific references to projects including aerospace and non-aerospace, such as the national air transportation system and its elements, space exploration alternatives, the healthcare industry, the New York Transit Authority and others of interest to the class. 1. Value propositions and alignments. Once we identify all the stakeholders, including those outside the company/customer community, together with their values, it is important to prioritize these, recognize conflicts among them and develop a proposition that can serve as an agreement that will drive design, development and implementation. This agreement, representing an alignment of values among stakeholders, is effectively a contract that can be referred to in establishing broadly understood requirements. If there are conflicts, these must be negotiated or they can impact the process or products of development with resulting cost, schedule and performance problems. 2. From values to reqirements. Values held by stakeholders generate requirements governing the performance and deployment of a system as well as its constraints. These too must be prioritized and conflicts reconciled. The outcomes will be the basis for system management, performance specifications, constraint mitigation and the road to design development. 3. Quality Function Development. One tool that has proven useful in translating values to requirements and requirements to technical characteristics for a product is the QFD matrix, or house of quality. It provides a means of developing relationships with a weighted scoring, helping to prioritize requirements and design drivers. It also serves as a useful reference for understanding the impact of downstream requirements changes during the development process. 4. Functional analysis Functions are actions that define the flow of activities necessary to meet the requirements described above. Thus for a product or system the set of performance actions and their alternates can be defined. This approach is important in ensuring inclusion of all functions necessary for product or system performance are included, thereby providing a basis for identifying the means-equipment or process for achieving them. Once the functional flow is established, a schematic diagram, or functional block diagram, describing the means by which functions can be implemented, can be drawn. It can also show interfaces between elements and can therefore lead to defining the concept architecture or design for the system problem. It is notable that the humans-in-the-loop considerations become critical and influential to concept definition. 5. Concept options and interfaces Though concepts for products or systems may be the seed for requirements, a rigorous sequence often uses functional schematics as guides for the establishment of multiple concepts to choose from that will satisfy requirements and become the forerunners for design architectures. The interfaces between elements represent interactions or relationships between/amongst elements. For complex products these can be multifold and become key design issues as well as key sites for potential failures. Tools for understanding, keeping track of and controlling these must be defined. 6. Architecture and Trades. The architecture of a product or system (P/S) is the arrangement, usually shown in hierarchical form, of the elements making up the P/S. It can also show options as derived from the functional analysis or alternate concepts, software or processes. These alternates are the basis for trades for selecting favored alternatives as approaches. The trade process of course is also implied in the establishment of requirements and functions. The decision process can be aided by tools such as Pugh matrices, AHTC, decision trees or Excel based decision sheets. 7. Failure modes and Reliability. Parameters that show up early as priorities in development are safety and reliability. These relate to an understanding of how a P/S can fail as well as the probability of successful operation over given periods of performance. Designing for each is a critical aspect of the development process and involves both analyses and prediction. Concepts of safety factors, redundancies and fault tolerance are analytically or heuristically treated. 8. Fault tolerant design, Most products and systems must have acceptable responses to failure and understanding the character and implication of failure modes is critical for successful design. Thus if these aspects are understood it may be possible to include performance characteristics that permit a system to operate in some non-catastrophic mode to provide continuing operational fail-fixable or fail-degraded. Choice of which to design for is often a decision based on cost, reputation, or even contract incentives. 9. Risk analysis and management. Risk analysis is based on the probability of failure and the assessment of that probability as it influences performance, reliability, manufacture or other physical attributes of a product or system. From a development management standpoint it deals with expectations for schedule, cost, technology availability and insertion as well as presumed safety. The responses to these risk concepts include many reviews, monitoring techniques and the utilization of backup hardware or software. In new products there are fewer historical bases for the assessments and management issues, but there are some heuristics and methods for estimating, as well as some rules for risk mitigation. 10. Validation and Verificaion (V&V). System and product integration lead to considerations of V & V. While these two terms are often used interchangeably, we will define validation as the ability of a product to meet the performance requirements set for it throughout its life cycle and in all environments. This is normally accomplished through severe test programs simulating extremes of the operating environment. We will define verification as the verifying or proving by analysis, inspection and test that a product meets the quality standards established for it through specifications and other regimen that address the unique environments effecting each system are the focus of this discussion. While there can be limitations to theses processes, they can sometimes be augmented by simulations or experiments. 11. Information system analogies. Since information systems permeate all complex products and systems, it is worthwhile understanding some parallels and differences at the system level. This reflects the widespread use of sensors, processors, software and transfer media in modern system projects. Examples lie in many complex product fields, extending to nearly all involving interconnectivity. 12. Integrated Product and Process Development (IPPD) This definition is sometimes equated to concurrent engineering. The latter generally refers to the involvement during design of related functions such as mechanics and materials analysis, controls, electrical, electronic and software systems, all contributing to the total design as well as providing the analytical bases and specialized studies in parallel so as to both shorten the design cycle as well as reduce the necessity for changes after design release. Added to this the inclusion of inputs from the procurement, manufacturing, suppliers, logistics and service organizations as well as the customer, and you have the bass for IPPD. This suggests the use of teams made up of representatives of these areas, called Integrated Product Teams, or IPTs.
13 Design for X This is shorthand for the considerations during the design-development process that take into account issues such as cost, manufacturing, operations, sustainment and technology upgrades. It is particularly necessary in addressing affordability and all aspects of the lifecycle, from installation and startup to retrieval and repair
14. Cost analysis. Estimating costs of development projects is more an art than a science. But there are some important guidelines that can give a general range of probable costs, plus some reasonable expectations of meeting established targets. Over the course of development there are also expectations for progressive costing accuracy with methods ranging from comparability guesstimates to bottoms-up details. 15. Project management. Cost, schedule and performance are the normal budget and control parameters involved in management and these can be facilitated by a number of tools including value stream mapping and PERT networks, as well as the more common Gantt schedule charts and earned value". Defining the right organization and contract forms for the character of the development are also issues, as is the application of risk reduction methods noted earlier. 16. Lean practices Lean in this context means the elimination of waste and responsiveness to change and the Lean Advancement Initiative addresses these in many areas, including product development. The identification of lean practices and their implications to development have been areas of intense study as well as generating progressive application in many domains. The use of the Lean Enterprise Model together with assessment and implementation tools is becoming a basis for competitive capability for not only automobile and aerospace companies, but also for those involved in the development of complex systems, product and services.