Managing Engineering Design

Engineering design concerns us all. In new products we expect higher quality, better reliability, lower cost, improved safety and more respect for the environment. The Design Manager is responsible for fulfilling these disparate and often mutually contradictory expectations, guiding the design team while liaising with and drawing support from project managers, manufacturers, marketing staff, customers and users. Design Managers and their teams will find the revised and expanded second edition of Managing Engineering Design to be a practical book providing a framework of precepts for the management of engineering design projects. Features include: jargon-free language with well-tried, real-world examples; useful tips for managers at the end of each chapter; a comprehensive bibliography at the end of the book. **Managing Engineering Design** is for design managers in industry, general managers with responsibility for design projects, and those training to become technical or design managers. It is also highly informative for graduate and undergraduate engineering students and ideally suited for establishing a web-based design management system for geographically dispersed teams. "This remarkable book, based on sound empirical research and design project experience, will be an enormous help to design managers and design engineers..." __Professor Ken Wallace, University of Cambridge__ "The practical approach of Hales and Gooch particularly appealed to me... [they] manage to pull together a concise package of best practice in engineering management and successfully tie together the different activities that are often presented as unconnected. This is no minor feat and I lift my hat to them." __Doctor Roope Takala, Program Manager, Nokia Group__ Front Matter....Pages i-xii Introduction....Pages 1-7 Front Matter....Pages 9-9 Ways of Thinking about Engineering Design....Pages 11-22 The Project Context....Pages 23-51 Front Matter....Pages 53-53 Profiling the Project....Pages 55-81 Managing the Design Team....Pages 83-92 Front Matter....Pages 93-93 Project Proposal: Getting the Job....Pages 95-105 Design Specification: Clarification of the Task....Pages 107-118 Feasible Concept: Conceptual Design....Pages 119-140 Developed Concept: Embodiment Design....Pages 141-176 Final Design: Detail Design for Manufacture....Pages 177-204 Users and Customers: Design Feedback....Pages 205-215 Standards and Codes....Pages 217-231 Engineering Design Process: Review and Analysis....Pages 233-240 Back Matter....Pages 241-252

Features include: jargon-free language with well-tried, real-world examples; useful tips for managers at the end of each chapter; a comprehensive bibliography at the end of the book.
It is also highly informative for graduate and undergraduate engineering students and ideally suited for establishing a web-based design management system for geographically dispersed teams.
Changes in the second edition: New case studies.Expanded text in each chapter (about 50 new pages worth) including a wholly new chapter on the analysis of the design process as a whole.

Features include: jargon-free language with well-tried, real-world examples; useful tips for managers at the end of each chapter; a comprehensive bibliography at the end of the book. It is also highly informative for graduate and undergraduate engineering students and ideally suited for establishing a web-based design management system for geographically dispersed teams. Changes in the second edition: New case studies. Expanded text in each chapter (about 50 new pages worth) including a wholly new chapter on the analysis of the design process as a whole. "Managing Engineering Design is for design managers in industry, general managers with responsibility for design projects, and those training to become technical or design managers. It is also highly informative for graduate and undergraduate engineering students. The system of checklists and work sheets provided on the CD-ROM is ideally suited to establishing a web-based design process with which to integrate geographically dispersed teams."--Jacket To convert an idea or a need into the information from which a new product or system can be made requires a transformation from vague concepts to defined objects, from abstract thoughts to the solution of detailed problems.