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System Synthesis: Product and Process Design [Kõva köide]

(JOG System Engineering, Inc., San Diego, California, USA)
  • Formaat: Hardback, 574 pages, kõrgus x laius: 234x156 mm, kaal: 929 g, 11 Tables, black and white; 135 Illustrations, black and white
  • Ilmumisaeg: 17-May-2010
  • Kirjastus: CRC Press Inc
  • ISBN-10: 1439819610
  • ISBN-13: 9781439819616
Teised raamatud teemal:
  • Formaat: Hardback, 574 pages, kõrgus x laius: 234x156 mm, kaal: 929 g, 11 Tables, black and white; 135 Illustrations, black and white
  • Ilmumisaeg: 17-May-2010
  • Kirjastus: CRC Press Inc
  • ISBN-10: 1439819610
  • ISBN-13: 9781439819616
Teised raamatud teemal:
Unlike most engineers, system engineers focus on the knowledge base needed to develop good systems in a cross-functional fashion rather than deeply on isolated topics. They are often said to be a mile wide and an inch deep in what they do know. System Synthesis: Product and Process Design provides insight into complex problems, focusing on the boundary conditions that exist between the knowledge domains of the specialized engineers populating a program and the product domains related to the product being developed by different teams on a program.

Based on the authors 45 years of experience, the book examines the three activities that must take place in the development of any system between the completion of the requirements work and the verification of work. The author delineates the role of the system engineer in design, material procurement, and manufacturing, clearly describing how to do key tasks such as trade studies and interface integration. He broadens the discussion of the system development process to include the whole space between requirements and verification work, covering product design, procurement, and manufacturing from a system engineer's perspective.

Filling the void often found in system engineering books relative to design, procurement, and manufacturing, this book explores integration work as it relates to the three synthesis activities. It discusses integration, optimization, and coordination of program, product, and process design, provides coverage that partitions all interfaces into three subsets, and covers how to manage and technically integrate each. The book defines the primary benefit system engineers bring to the party as their ability to perform integration work, optimizing the design process to achieve goals that others cannot envision.
List of figures
xix
List of tables
xxv
Preface xxvii
Acknowledgments xxix
Author xxxi
Acronyms xxxiii
Part one The fundamentals
Chapter one Introduction
3(14)
1.1 Systems and their birth
3(1)
1.2 Synthesis, optimization, and integration: What are they?
4(3)
1.3 Toward a more effective process
7(4)
1.4 Scope of integration work
11(1)
1.5 Book organization
11(6)
1.5.1 Part one: The fundamentals
13(1)
1.5.2 Part two: Enterprise common process integration
14(1)
1.5.3 Part three: Product system definition
14(1)
1.5.4 Part four: Product design synthesis
15(1)
1.5.5 Part five: Specialty engineering methods and models
15(1)
1.5.6 Part six: Concurrent post-design process synthesis
15(1)
1.5.7 Part seven: Closing
16(1)
Chapter two System development process overview
17(16)
2.1 The global situation
17(1)
2.2 Top-down work sequence models
18(6)
2.2.1 Traditional waterfall model
19(2)
2.2.2 The "V" model
21(1)
2.2.3 The spiral model
22(2)
2.3 A common desire
24(1)
2.4 Variations on a theme
25(3)
2.5 Process definition
28(5)
Chapter three The human basis for integration
33(12)
3.1 Human limitations drive integration
33(2)
3.2 The fundamental integration mechanism
35(2)
3.3 Integration from a link perspective
37(1)
3.4 The dark ages of system engineering
38(2)
3.5 Order versus creativity
40(2)
3.6 Mathematical chaos as an alternative
42(3)
Chapter four Integration components, spaces, and cells
45(16)
4.1 Setting the stage for integration decomposition
45(1)
4.2 Integration components
46(3)
4.3 Integration spaces
49(3)
4.4 Integration cells
52(1)
4.5 Program world line
53(1)
4.6 Integration principles
54(4)
4.7 Domain of the system engineer
58(1)
4.8 This may be a little mad
59(2)
Chapter five The key roles
61(6)
5.1 Specialization run amuck
61(1)
5.2 Functional managers
62(1)
5.3 Program managers and team leaders
63(1)
5.4 System engineers
64(1)
5.5 Domain engineers
64(1)
5.6 Top management
65(2)
Chapter six Organizational structures
67(30)
6.1 Updating matrix management
67(3)
6.2 A model program organization structure
70(3)
6.3 An alternative team structure
73(1)
6.4 Resistance to IPPT
74(4)
6.4.1 Human resistance
74(1)
6.4.2 IPPT-stimulated personnel staffing problems
75(1)
6.4.3 Personnel evaluation problems
76(1)
6.4.4 C/SCS criteria conflict
77(1)
6.5 Model matrix for this book
78(3)
6.6 The virtual team concept
81(2)
6.7 Extension to large organizations
83(9)
6.8 Lowest common team concept
92(4)
6.9 A process-based organization
96(1)
6.10 The organizational structure for the thoroughly modern person
96(1)
Chapter seven Information systems and communications
97(28)
7.1 The critical nature of communications
97(4)
7.2 A common database
101(1)
7.3 Program interim common database
101(17)
7.3.1 The development information grid
102(3)
7.3.2 The toolbox ring
105(1)
7.3.3 Toolbox ring-to-DIG interface
106(5)
7.3.4 The tool-to-tool interface
111(2)
7.3.5 DIG content evolution to the final data repository
113(1)
7.3.6 Common database approach
113(4)
7.3.7 Web-based common data
117(1)
7.4 Model-based development
118(1)
7.5 War room or wall
118(1)
7.6 Virtual teams in your future
119(1)
7.7 Integration excellence = communications
120(1)
7.8 Program interfaces
121(4)
Part two Enterprise common process integration
Chapter eight Enterprise process requirements definition
125(20)
8.1 Process requirements sources
125(1)
8.2 Enterprise structured analysis
125(9)
8.2.1 The enterprise vision statement
126(1)
8.2.2 Structured analysis of enterprise vision
127(6)
8.2.3 Enterprise entity structure
133(1)
8.3 Industry process standards
134(5)
8.3.1 Standards as process requirements
134(1)
8.3.2 System engineering standard
135(1)
8.3.3 Software engineering standard
135(1)
8.3.4 Coordination between internal and external standards
136(3)
8.4 Enterprise process documentation
139(3)
8.5 Knowledge base coordination with process responsibilities
142(1)
8.6 Requirements union
143(2)
Chapter nine Enterprise process design
145(24)
9.1 Preamble
145(1)
9.2 Process component
145(1)
9.3 Responsibility component
146(1)
9.4 Work responsibility fusion through allocation
147(1)
9.5 Pull the strings
148(1)
9.6 EIT efforts
149(1)
9.7 Functional planning strings
149(1)
9.7.1 All of the functions
149(1)
9.7.2 The organizational RAS
149(1)
9.8 The functional departments
150(3)
9.9 String levels
153(1)
9.10 Generic program preparation and continuous process improvement
153(16)
9.10.1 Being prepared is better than not
153(2)
9.10.2 Continuous process improvement using metrics
155(3)
9.10.3 Generic preparation
158(5)
9.10.4 Tuning our process to customer needs
163(2)
9.10.5 Applicable documents analysis
165(2)
9.10.6 Program audits by functional departments
167(1)
9.10.7 Benchmarking
167(1)
9.10.8 Where is your process description?
168(1)
chapter ten Integrated program planning
169(20)
10.1 Goals
169(1)
10.2 Traditional planning methods
169(9)
10.2.1 The need statement
170(1)
10.2.2 The system specification
171(1)
10.2.3 The work breakdown structure dictionary
172(2)
10.2.4 The statement of work
174(3)
10.2.5 Work coding and detailed work planning
177(1)
10.3 U.S. Air Force integrated management system
178(1)
10.4 Introduction to the JOG system engineering planning model
179(2)
10.5 Progressive planning granularity
181(2)
10.6 Program plans
183(6)
Chapter eleven Transition to implementation
189(12)
11.1 Awaiting contract award
189(3)
11.1.1 Generic identity
189(1)
11.1.2 Program work definition
189(1)
11.1.3 Work assignment and implementation
190(1)
11.1.4 Functional management responsibilities
191(1)
11.2 Populating the teams
192(1)
11.3 Bringing in the resources
193(3)
11.3.1 Facilities
193(1)
11.3.2 Space improvements and team space allocation
194(1)
11.3.3 Computing and communication
195(1)
11.4 Firing up the program relationships
196(1)
11.4.1 The customer
196(1)
11.4.2 The procurement process
196(1)
11.4.3 Associate relations
197(1)
11.5 Winding down the beginning
197(4)
Part three Product system definition
Chapter twelve System modeling and requirements identification
201(22)
12.1 Overview
201(3)
12.2 Development pattern overviews
204(1)
12.2.1 The current system and hardware pattern
204(1)
12.2.2 The current software pattern
205(1)
12.3 System definition
205(10)
12.3.1 Initial system architecting
205(1)
12.3.2 Traditional structured analysis
206(4)
12.3.3 Top-down software development
210(5)
12.4 Integration at the gap
215(4)
12.5 Tools integration in the near term
219(1)
12.6 Next generation integrated development
220(2)
12.7 The outputs
222(1)
Chapter thirteen Product entity definition
223(20)
13.1 Structured analysis
223(6)
13.2 Product entity structure synthesis overview
229(4)
13.3 Product entity block diagramming
233(1)
13.4 Product entity overlays
234(9)
13.4.1 WBS overlay
234(3)
13.4.2 Configuration item overlay
237(1)
13.4.3 Specification tree overlay
238(1)
13.4.4 Manufacturing, procurement, and engineering breakdown structure overlays
239(2)
13.4.5 IPPT assignment
241(2)
Chapter fourteen Interface definition
243(30)
14.1 Interface analysis
243(1)
14.2 Interface defined
244(1)
14.3 The interface dilemma
245(1)
14.4 The solution
245(1)
14.5 n-Square diagramming methods
246(4)
14.6 Schematic methods
250(11)
14.6.1 Schematic symbols
250(1)
14.6.2 Schematic symbols schematic discipline
251(1)
14.6.3 Schematic symbols interface coding
251(1)
14.6.4 Schematic symbols interface coding ultimate SBD
252(3)
14.6.5 Schematic symbols interface coding ultimate SBD expansion
255(1)
14.6.6 Schematic symbols interface coding ultimate SBD innerface expansion
256(1)
14.6.7 Crossface expansion
256(3)
14.6.8 Crossface compound expansion
259(2)
14.7 Interface dictionary
261(1)
14.8 Three views of interface
261(2)
14.9 Interface responsibility models
263(5)
14.9.1 Set theoretic view
263(3)
14.9.2 Annotated schematic block diagram
266(2)
14.10 The special need for external interface development
268(1)
14.11 Degree of interface extension
269(1)
14.12 A rationale in support of IPPT
270(3)
Chapter fifteen Requirements integration
273(20)
15.1 What is requirements integration?
273(1)
15.2 Requirements integration responsibility
273(1)
15.3 System level SRA overview
274(1)
15.4 Requirements integration activities
274(7)
15.4.1 Individual requirements audit
276(1)
15.4.1.1 Traceability
276(1)
15.4.1.2 Correctness of style
276(1)
15.4.1.3 Understandability
276(1)
15.4.1.4 Singleness of purpose
276(1)
15.4.1.5 Quantification
277(1)
15.4.1.6 Verifiability
277(1)
15.4.1.7 Good judgment and good sense
278(1)
15.4.2 Requirements set attributes
278(1)
15.4.2.1 Consistency
278(1)
15.4.2.2 Completeness
278(1)
15.4.2.3 Minimized
279(1)
15.4.2.4 Uniqueness
279(1)
15.4.2.5 Balance
279(1)
15.4.3 Margin check
280(1)
15.4.4 TPM status check
280(1)
15.4.5 Specification format check
280(1)
15.5 Engineering specialty integration overview
281(1)
15.6 Interface requirements analysis integration
281(2)
15.7 Environmental requirements analysis integration
283(1)
15.8 Programmatic requirements integration
283(2)
15.9 Hardware-software integration
285(1)
15.10 Structured constraints deconfliction
286(7)
15.10.1 Can there be too many requirements?
286(1)
15.10.2 Deconfliction
287(6)
Part four Product design synthesis
Chapter sixteen Program execution
293(18)
16.1 The central idea
293(1)
16.2 Controlling the well-planned program
294(6)
16.2.1 Program execution controls
294(1)
16.2.2 Alas, good planning is not everything
295(1)
16.2.3 Implementing the IMP/IMS
296(1)
16.2.4 Controlling the advancing wave
296(3)
16.2.5 Summing up
299(1)
16.3 Discontinuity management
300(10)
16.3.1 Discontinuity defined
300(1)
16.3.2 Discontinuity detection
301(2)
16.3.2.1 Cost and schedule triggers
303(1)
16.3.2.2 Product performance trigger
303(1)
16.3.2.3 Technology trigger
304(2)
16.3.3 Risk assessment and abatement
306(1)
16.3.4 Formal risk identification
307(3)
16.4 Program replanning
310(1)
Chapter seventeen Design modeling and simulation
311(8)
17.1 What is a model?
311(1)
17.2 How are models used in the synthesis work?
312(2)
17.3 Use of models and simulations
314(4)
17.3.1 Math models
314(1)
17.3.2 Physical models
315(1)
17.3.3 Prototypes and pilot models
315(1)
17.3.4 Descriptive models
316(1)
17.3.5 Executable models
317(1)
17.4 Representation configuration control
318(1)
Chapter eighteen Product design decision making
319(20)
18.1 Concept development
319(20)
18.1.1 The requirements
319(1)
18.1.2 The bridge between problem and solution
320(3)
18.1.3 Preferred solution selection
323(1)
18.1.3.1 Trade fundamentals
323(1)
18.1.3.2 Trade requirements
324(1)
18.1.3.3 Our value system
324(1)
18.1.3.4 Identifying candidates
325(2)
18.1.3.5 Candidate development
327(1)
18.1.3.6 Candidate values
328(1)
18.1.4 Trade study matrix models
328(1)
18.1.4.1 Simple entries
328(1)
18.1.4.2 Pugh concept selection approach
329(1)
18.1.4.3 Technometric trade study approach
330(1)
18.1.4.4 Objective trade study approach
330(6)
18.1.5 Trade study or design concept review
336(1)
18.1.6 Post-concept action
337(1)
18.1.6.1 Concept documentation
337(1)
18.1.6.2 Configuration management of trade results
338(1)
Chapter nineteen Product design integration in an IPPT environment
339(12)
19.1 What is the principal problem?
339(2)
19.2 How do we accomplish crossface integration?
341(2)
19.3 There are more interfaces
343(1)
19.4 System optimization
344(1)
19.5 Other PIT actions during design
345(1)
19.6 Special hardware-software integration needs
346(5)
Chapter twenty Preliminary design
351(8)
20.1 The purpose of preliminary design
351(1)
20.2 Requirements validation, risk identification, and risk mitigation
351(1)
20.3 Design ideas capture and baseline control
352(1)
20.4 Design communication
353(1)
20.4.1 Independent work
353(1)
20.4.2 Continuous meeting
353(1)
20.4.3 Cyclical work and meetings
354(1)
20.5 Preliminary design review
354(5)
Chapter twenty-one Detailed design
359(12)
21.1 Information and communication importance
359(1)
21.2 Integrated team activity
359(1)
21.3 Specialty engineering relations
360(1)
21.4 Configuration control
361(1)
21.4.1 Representations control
361(1)
21.4.2 Continuing specifications maintenance
362(1)
21.4.3 Product design control
362(1)
21.5 Technical control of hardware sources
362(4)
21.5.1 Internal teams
362(1)
21.5.2 Design to specification procurement
363(1)
21.5.3 Manufacture to print procurement
364(1)
21.5.4 Commercial off the shelf
364(1)
21.5.5 Parts, materials, and processes
365(1)
21.5.6 Sister division sources
366(1)
21.6 Software design
366(1)
21.7 Critical design review
367(4)
Chapter twenty-two Integration of test and analysis results
371(10)
22.1 Two "V"s for victory
371(2)
22.2 Configuration control
373(1)
22.3 V&V article control matrix
374(2)
22.4 Test integration
376(1)
22.5 Non-test integration
377(4)
Part five Specialty engineering methods and models
Chapter twenty-three Introduction to specialty engineering and concurrent engineering
381(32)
23.1 Specialty fundamentals
381(15)
23.1.1 Systems and their development
381(1)
23.1.2 The knowledge foundation
382(1)
23.1.3 Enter the specialty disciplines
383(1)
23.1.4 Several kinds of specialists
384(1)
23.1.4.1 Every engineer
384(1)
23.1.4.2 The system analyst
384(1)
23.1.4.3 The specialty engineer
385(1)
23.1.5 The past
385(5)
23.1.6 The future
390(1)
23.1.7 A generic specialty engineering process
390(1)
23.1.7.1 Concurrent development and IPPT overview
391(2)
23.1.7.2 The concurrent engineering bond
393(1)
23.1.7.3 Team formation
394(2)
23.2 Specialty engineering in requirements analysis
396(10)
23.2.1 Parent team requirements development
396(2)
23.2.2 Child team requirements development
398(1)
23.2.3 Specialty engineering requirements identification responsibility aid
399(2)
23.2.4 Requirements capture
401(1)
23.2.5 Requirements integration
402(1)
23.2.6 Specialty constraints communication
403(1)
23.2.6.1 Checklist approach
404(1)
23.2.6.2 Individual person-to-person
405(1)
23.2.6.3 Organized interaction meetings
405(1)
23.3 Specialty engineering in design
406(3)
23.3.1 Concurrent preliminary design development
406(2)
23.3.2 Concurrent detailed design development
408(1)
23.3.3 Decision support
409(1)
23.4 Specialty design assessment
409(2)
23.4.1 Noncompliance identification
410(1)
23.4.2 Noncompliance correction
410(1)
23.5 Engineering specialty activities
411(2)
Chapter twenty-four Reliability
413(10)
24.1 Reliability overview
413(1)
24.2 Reliability modeling and allocation
413(2)
24.3 Failure modes effects and criticality analysis
415(2)
24.4 Reliability analysis and prediction
417(1)
24.5 Other design support functions
418(1)
24.6 Reliability verification
419(1)
24.7 Field reliability data
420(3)
Chapter twenty-five Maintainability
423(4)
25.1 Maintainability overview
423(1)
25.2 Maintainability modeling and allocation
423(3)
25.3 Maintainability analysis and prediction
426(1)
25.4 Maintainability verification
426(1)
Chapter twenty-six Availability and RAM integration
427(2)
26.1 Availability overview
427(1)
26.2 Availability measures
427(1)
26.2.1 Inherent availability
427(1)
26.2.2 Achieved availability
428(1)
26.2.3 Operational availability
428(1)
26.3 Availability integrity
428(1)
26.4 Availability verification
428(1)
Chapter twenty-seven Logistics engineering
429(14)
27.1 Supportability and integrated logistics support
429(1)
27.2 Maintenance engineering
430(3)
27.3 Spares
433(2)
27.4 Personnel and training
435(1)
27.5 Technical data
436(1)
27.6 Testability, integrated diagnostics, and built-in test
437(1)
27.7 Support equipment
438(3)
27.8 Transportability, mobility, and portability
441(1)
27.9 Packaging and shipping
441(2)
Chapter twenty-eight Safety, human engineering, security, and environmental impact
443(10)
28.1 System safety and health hazards
443(1)
28.2 Hazard analysis and reporting
444(2)
28.3 Human engineering
446(3)
28.4 System security
449(1)
28.5 Environmental impact
449(4)
Chapter twenty-nine Parts, materials, and processes engineering
453(6)
29.1 PMP engineering overview
453(1)
29.2 Parts engineering
453(2)
29.3 Materials engineering
455(1)
29.4 Process engineering
455(1)
29.5 Contamination control
455(1)
29.6 Application to software
456(3)
Chapter thirty Other specialty disciplines
459(8)
30.1 How many can there be?
459(1)
30.2 Survivability and vulnerability
459(1)
30.3 Electromagnetic compatibility
460(1)
30.4 Radio frequency spectrum management
460(1)
30.5 Electrostatic discharge
461(1)
30.6 Producibility
461(1)
30.7 Operability
461(1)
30.8 Design to cost and life cycle cost
462(1)
30.9 Value engineering
462(1)
30.10 Operations research or analysis
462(2)
30.11 Other specialty engineering disciplines
464(3)
Chapter thirty-one System analysis disciplines
467(8)
31.1 Specialty engineering differences
467(1)
31.2 Mass properties
467(1)
31.3 Space engineering and packaging
468(1)
31.4 Guidance analysis
469(1)
31.5 Structural dynamics and stress analysis
469(1)
31.6 Aerodynamics
469(1)
31.7 Thermodynamics and thermal analysis
470(1)
31.8 Anything missing?
470(5)
Part six Concurrent and post-design process synthesis
Chapter thirty-two Procurement and material integration
475(8)
32.1 Customer choices
475(1)
32.2 Procurement as an early team member
475(1)
32.3 Purchasing modes
476(4)
32.3.1 Buy to specification
476(2)
32.3.2 Buy to drawings
478(1)
32.3.3 Buy off the shelf
479(1)
32.4 Procurement cycle need for engineering support
480(2)
32.4.1 Contract help
480(1)
32.4.2 Source selection and contract award
481(1)
32.4.3 Monitoring the supplier
481(1)
32.5 What is so different about suppliers?
482(1)
Chapter thirty-three Manufacturing process design and integration
483(12)
33.1 Process overview
483(6)
33.1.1 Process definition
484(1)
33.1.2 Manufacturing instructions development
485(1)
33.1.3 Kitting material development
485(3)
33.1.4 Tooling
488(1)
33.1.5 Personnel and training
488(1)
33.1.6 Facilities
489(1)
33.2 Integrated product development during production
489(6)
Chapter thirty-four Quality influences
495(4)
34.1 What is quality?
495(1)
34.2 Product quality components
495(4)
34.2.1 Product quality
495(1)
34.2.2 Process quality
496(3)
Chapter thirty-five Post development
499(10)
35.1 System employment overview
499(1)
35.2 Operational test and evaluation
499(2)
35.3 Initial operational capability
501(1)
35.4 Operations and maintenance
502(1)
35.5 Logistics support
503(1)
35.6 Fielded system modification
504(1)
35.7 Disposal and possible rebirth
505(1)
35.8 Integration during system phaseout
505(4)
Part seven Closing
Chapter thirty-six Closing
509(14)
36.1 Integration at the beginning
509(1)
36.2 Process improvement
510(2)
36.3 The current cutting edge
512(10)
36.3.1 Universal modeling set for system architecting
512(6)
36.3.2 Model-driven development
518(1)
36.3.3 System development in a broader context
519(3)
36.4 Integration at the end
522(1)
Bibliography 523(2)
Index 525
JOG System Engineering, Inc., San Diego, California, USA