Design change

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A design change is a modification to the design of a product or system. Design changes can happen at any stage in the product development process [1] [2] as well as later in the product or system's lifecycle.

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Design changes that happen early in the design process are less expensive when compared to those that take place after it is introduced into full-scale production. The cost of the change increases with its development time. [3] Fundamentally, design changes can be classified into pre production and post production changes. The pre-production changes can happen in the conceptual design stage, prototype stage, detailing stage, testing stage. The post -production stage changes can happen almost immediately the product is introduced into the production [4] or much later in the product lifecycle This might be due to many reasons including response to a changing market demand, uncovering of design faults that need to be corrected, the product or system not meeting stakeholder requirements, parts becoming obsolete or no longer available from suppliers, and so forth. [5] One of the tools to manage design changes is the House of Quality [6] which can help to trace the impacts of a proposed change to understand who and what will be affected.

One of the issues in handling design changes is that they propagate or 'ripple out' from the points of initiation. This is because, for example, a change to one part design will also require changes to others, so they can continue to fit together and work together to deliver a design's functionality. It is important to understand these ripple effects when deciding whether to accept a change request and when coordinating the change's implementation. A range of approaches have been developed to help predict and manage design change ripple effects. [7] Some are quite practical while others remain in the research domain.

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Related Research Articles

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<span class="mw-page-title-main">Systems engineering</span> Interdisciplinary field of engineering

Systems engineering is an interdisciplinary field of engineering and engineering management that focuses on how to design, integrate, and manage complex systems over their life cycles. At its core, systems engineering utilizes systems thinking principles to organize this body of knowledge. The individual outcome of such efforts, an engineered system, can be defined as a combination of components that work in synergy to collectively perform a useful function.

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<span class="mw-page-title-main">Configuration management</span> Process for maintaining consistency of a product attributes with its design

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<span class="mw-page-title-main">Product lifecycle</span> Duration of processing of products from inception, to engineering, design & manufacture

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<span class="mw-page-title-main">V-model</span> Graphic of a systems development lifecycle

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Continuous delivery (CD) is a software engineering approach in which teams produce software in short cycles, ensuring that the software can be reliably released at any time and, following a pipeline through a "production-like environment", without doing so manually. It aims at building, testing, and releasing software with greater speed and frequency. The approach helps reduce the cost, time, and risk of delivering changes by allowing for more incremental updates to applications in production. A straightforward and repeatable deployment process is important for continuous delivery.

Predictive engineering analytics (PEA) is a development approach for the manufacturing industry that helps with the design of complex products. It concerns the introduction of new software tools, the integration between those, and a refinement of simulation and testing processes to improve collaboration between analysis teams that handle different applications. This is combined with intelligent reporting and data analytics. The objective is to let simulation drive the design, to predict product behavior rather than to react on issues which may arise, and to install a process that lets design continue after product delivery.

References

  1. Xie, Helen (2001). "Tracking of design changes for collaborative product development". Proceedings of the Sixth International Conference on Computer Supported Cooperative Work in Design (IEEE Cat. No.01EX472). IEEE. pp. 175–180. doi:10.1109/CSCWD.2001.942253. ISBN   0-660-18493-1. S2CID   31097052.
  2. William R. King (2015). Planning for Information Systems. Taylor & Francis. p. 373. ISBN   9781317462774.
  3. Richard E. Westney (1997). The Engineer's Cost Handbook: Tools for Managing Project Costs. Marcel Dekker. p. 477. ISBN   9780203910016.
  4. Carl T. DeMarco (2011). Medical Device Design and Regulation. ASQ Quality Press. pp. 71–72. ISBN   9780873898164.
  5. Marc Annacchino (2003). New Product Development: From Initial Idea to Product Management. Elsevier Science. p. 318. ISBN   9780750677325.
  6. John S. Oakland (2003). Total Quality Management. Butterworth-Heinemann. p. 95. ISBN   9780750657402.
  7. Brahma, Arindam; Wynn, David C. (2023-01-01). "Concepts of change propagation analysis in engineering design". Research in Engineering Design. 34 (1): 117–151. doi: 10.1007/s00163-022-00395-y . ISSN   1435-6066.

Further reading

  1. Hauser J R, Clausing D, "The House of Quality", Harvard Business Review