Engineering design, planning, and management / Hugh Jack.

Includes index.

"This new text covers engineering design methodology with an interdisciplinary approach, concise discussions, and a visual format. Recognizing that design is a process that is most often performed in teams, Jack also covers project management and team dynamic topics where appropriate. The methods in the book are supported with rigor when possible, and are applied to practical situations throughout the book."--Publisher.

Machine generated contents note: chapter 1 An Overview of Design Projects -- Introduction -- 1.1. Projects and design -- 1.1.1. Needs identification and specifications -- 1.1.2. Concept generation and embodiment design -- 1.1.3. Detailed design -- 1.1.4. Building and testing -- 1.1.5. Project closure -- 1.2. Project planning and management -- 1.2.1. Project problems and disasters -- 1.3. Businesses -- 1.4. Decision making -- Further reading -- chapter 2 Needs Identification and Specifications -- Introduction -- 2.1. Needs -- 2.1.1. Research -- 2.1.2. Benchmarking and surveys -- 2.1.3. Market-driven design -- 2.1.4. Patents -- 2.2. Specifications -- 2.3. Quality functional deployment -- Further reading -- chapter 3 Design Concepts and Embodiments -- Introduction -- 3.1. Concepts -- 3.1.1. Specifications to concepts -- 3.1.2. Representing concepts -- 3.1.3. Identifying concepts -- 3.2. Concept generation -- 3.2.1. Prototyping -- 3.2.2. Brainstorming -- 3.2.3. Morphological matrix methods -- 3.2.4. Free thinking -- 3.2.5. Deconstruction -- 3.2.6. Triz -- 3.3. Concept selection -- 3.3.1. Decision matrices -- 3.4. Embodiment designs -- 3.5. Intellectual property -- References -- Further reading -- chapter 4 People and Teams -- Introduction -- 4.1. Individuals -- 4.1.1. Personal growth -- 4.1.2. Learning -- 4.1.3. Attention and focus -- 4.2.Organizations -- 4.2.1. Motivation -- 4.2.2. Politics -- 4.2.3. Loyalty and trust -- 4.2.4. Responsibility and authority -- 4.3. Managing individuals in organizations -- 4.3.1. Leadership habits -- 4.3.2. Delegation -- 4.3.3. Making inclusive decisions -- 4.3.4. Wellness and productivity -- 4.3.5. Conflicts and intervention -- 4.3.6. Hiring and promotion -- 4.4. Teams -- 4.4.1. Skills matrix -- 4.4.2. Profiling -- 4.4.3. Personality matching -- 4.4.4. Managing teams -- 4.5. Professionalism -- 4.5.1. Time management -- 4.5.2. Being organized -- 4.5.3. Ethics -- 4.5.4. Diversity -- 4.5.5. Entrepreneurship -- 4.5.6.A professional image -- References -- Further reading -- chapter 5 Decision Making -- Introduction -- 5.1. Critical thinking -- 5.1.1. Critical analysis -- 5.1.2. Selecting between alternatives -- 5.1.3. Triage -- 5.1.4. Project decisions -- 5.1.5. Solving formal problems -- 5.2. Risk -- 5.2.1. Market -- 5.2.2. Technical -- 5.2.3. Procurement and purchasing -- 5.2.4. Cost and schedule -- 5.2.5. Staffing and management -- 5.2.6.Organization -- 5.2.7. External -- 5.3. Risk analysis -- 5.3.1. Design alternatives -- 5.3.2. Risk reduction with design alternatives -- 5.4. Business strategy -- 5.4.1. Assessment and planning -- Further reading -- chapter 6 Planning and Managing Projects -- Introduction -- 6.1. Chunking the project -- 6.2. Task identification -- 6.2.1. Work breakdown structure (WBS) -- 6.2.2. Resources and people -- 6.3. Schedule synthesis and analysis -- 6.3.1. Critical path method (CPM) -- 6.3.2. Program evaluation and review technique (PERT) -- 6.4. Plan review and documentation -- 6.5. Project tracking and control -- 6.6. Assessment -- Further reading -- chapter 7 Finance, Budgets, Purchasing, and Bidding -- Introduction -- 7.1. Corporate finance -- 7.1.1. Accounting -- 7.1.2. Value -- 7.1.3. Design and product costs -- 7.2. Project costs -- 7.2.1. Budgets and bills of material -- 7.2.2. Return on investment -- 7.2.3. Financial project justification -- 7.2.4. Product life cycle cost -- 7.3. Business decisions -- 7.3.1. Purchasing -- 7.3.2. The supply chain for components and materials -- 7.3.3. Bidding -- References -- Further reading -- chapter 8 Communication, Meetings, and Presentations -- Introduction -- 8.1. Speakers/writers and listeners/readers -- 8.1.1. What are you saying? -- 8.1.2. Critical listening and reading as the audience -- 8.2. Interpersonal communication skills -- 8.2.1. Verbal communication -- 8.2.2. Casual written communication -- 8.2.3. Selling -- 8.2.4. Praise and criticism -- 8.2.5. Saying yes, maybe, or no -- 8.2.6. Answering questions -- 8.3. Meetings -- 8.3.1. Purpose and procedures -- 8.3.2. Customer and supplier meetings -- 8.4. Presentations -- 8.4.1. Presentation motivation -- 8.4.2. Content -- 8.4.3. Presentation appearance and effectiveness -- 8.4.4. Presentation style -- 8.4.5. Harmful and deadly presentations -- Further reading -- chapter 9 Universal Design Topics -- Introduction -- 9.1. Human factors -- 9.1.1. User interaction -- 9.1.2. Ergonomics -- 9.1.3. Law -- 9.1.4. Sustainability and environmental factors -- 9.1.5. Engineering for our environment -- 9.1.6. Design for X -- 9.2. Quality -- 9.3. Identification of problem causes and control variables -- 9.3.1. Cause and effect diagrams -- 9.3.2. Pareto analysis -- 9.3.3. Experimentation -- 9.3.4. Design of experiments (DOE) -- 9.4. Statistical process control -- 9.4.1. Control chart calculations -- 9.4.2. Parts inspection -- 9.4.3. Six sigma process capability -- 9.5. Parametric design and optimization -- Further reading -- chapter 10 Reliability and System Design -- Introduction -- 10.1. Human and equipment safety -- 10.2. System reliability -- 10.3.Component failure -- 10.4. System reliability -- 10.5. Passive and active redundancy -- 10.6. Modeling system failures -- 10.6.1. Failure modes and effects analysis -- 10.6.2.Complex fault modeling and control -- 10.7. Designing reliable systems -- 10.7.1. Verification and simulation -- References -- Further reading -- chapter 11 Manufacturing Design -- Introduction -- 11.1. Design for assembly -- 11.1.1. Reducing the parts count -- 11.1.2. Part storage and separation -- 11.1.3. Orienting and inserting parts -- 11.1.4. Assembly operations -- 11.2. Design for manufacturing -- 11.2.1. DFM principles -- 11.2.2. Cutting and material removal -- 11.2.3. Stamping and rolling -- 11.2.4. Molding and casting -- 11.3. Tolerances -- 11.3.1. Geometric dimensioning and tolerancing -- 11.4. Lean manufacturing -- References -- Further reading -- chapter 12 Mechanical Design -- Introduction -- 12.1. Back-of-the-envelope calculations and simple prototypes -- 12.2. Factor of safety -- 12.3. Mechanics -- 12.4. Four-bar linkages -- 12.4.1. Reciprocation -- 12.4.2.Complex mechanisms -- 12.5. Connections and springs -- 12.6. Screws -- 12.7. Gears -- 12.7.1. Special gears -- 12.8. Rotating components -- 12.9. Bearings -- 12.10. Cams -- 12.11. Noise, vibration, and harshness -- 12.12. Material selection and part design -- 12.12.1. Metals -- 12.12.2. Stress and strain -- 12.12.3. Analysis of stresses in parts -- 12.12.4. Finite element analysis -- 12.13. Mechanical design checklist -- References -- Further reading.

Includes bibliographical references and index.