機(jī)械設(shè)計(jì)過程

前言

機(jī)械工業(yè)出版社在2006年出版了美國(guó)大衛(wèi)G·烏爾曼（David G.Ullman）所著《機(jī)械設(shè)計(jì)過程》第3版的中文翻譯本，幾年以后我們又見到了該書英文原版的第4版，這一版在保留原有特色的基礎(chǔ)上有了較大的改進(jìn)，反映了機(jī)械設(shè)計(jì)近年來的一些重要的發(fā)展和研究成果。本書明確提出了“產(chǎn)品設(shè)計(jì)”的設(shè)計(jì)原理，是針對(duì)產(chǎn)品設(shè)計(jì)的設(shè)計(jì)思想、理論、技術(shù)和方法的總結(jié)，而對(duì)于那些針對(duì)“機(jī)構(gòu)”和“零件結(jié)構(gòu)”的設(shè)計(jì)手段，只作為基礎(chǔ)知識(shí)介紹。同時(shí)，本書全面、具體地給出了“設(shè)計(jì)學(xué)”的基本內(nèi)容，詳細(xì)地引出了設(shè)計(jì)的典型步驟，每一個(gè)步驟的任務(wù)和目標(biāo)，應(yīng)考慮的主要問題和常用的解決方法，對(duì)產(chǎn)品設(shè)計(jì)具有很好的指導(dǎo)作用。本書的主要特點(diǎn)是：1.針對(duì)各章節(jié)知識(shí)點(diǎn)給出了計(jì)算機(jī)設(shè)計(jì)用的表格，供設(shè)計(jì)者參考。2.給出了更多的設(shè)計(jì)實(shí)例和照片。3.各章前面給出了“要點(diǎn)問題”（Keyquestions），使讀者閱讀時(shí)目標(biāo)更加明確。4.更新了參考資料，使本書更加實(shí)用。

內(nèi)容概要

　　《機(jī)械設(shè)計(jì)過程（英文版·原書第4版）》明確提出了“產(chǎn)品設(shè)計(jì)”的設(shè)計(jì)技術(shù)，是針對(duì)產(chǎn)品設(shè)計(jì)的設(shè)計(jì)思想，理論．技術(shù)和方法，而對(duì)于那些針對(duì)“機(jī)構(gòu)”和“零件結(jié)構(gòu)”的設(shè)計(jì)技術(shù)，只作為基礎(chǔ)知識(shí)介紹?！稒C(jī)械設(shè)計(jì)過程（英文版 原書第4版）》全面、具體地給出了“設(shè)計(jì)學(xué)”的基本內(nèi)容，詳細(xì)地引出了設(shè)計(jì)的典型步驟，每一個(gè)步驟的任務(wù)、目標(biāo)，應(yīng)考慮的主要問題和常用的解決方法，對(duì)產(chǎn)品設(shè)計(jì)具有很好的指導(dǎo)作用。

書籍目錄

序 PREFACE CHAPTER 1 Why Study the Design Process? 1.1 Introduction 1.2 Measuring the Design Process with Product Cost, Quality, and Time to Market 1.3 The History of the Design Process 1.4 The Life of a Product 1.5 The Many Solutions for Design Problems 1.6 The Basic Actions of Problem Solving 1.7 Knowledge and Learning During Design 1.8 Design for Sustainability CHAPTER 2 Understanding Mechanical Design 2.1 Introduction 2.2 Importance of Product Function, Behavior, and Performance 2.3 Mechanical Design Languages and Abstraction 2.4 Different Types of Mechanical Design Problems 2.5 Constraints, Goals, and Design Decisions 2.6 Product Decomposition CHAPTER 3 Designers and Design Teams 3.1 Introduction 3.2 The Individual Designer: A Model of Human Information Processing 3.3 Mental Processes That Occur During Design 3.4 Characteristics of Creators 3.5 The Structure of Design Teams 3.6 Building Design Team Performance CHAPTER 4 The Design Process and Product Discovery 4.1 Introduction 4.2 Overview of the Design Process 4.3 Designing Quality into Products 4.4 Product Discovery 4.5 Choosing a Project CHAPTER 5 Planning for Design 5.1 Introduction 5.2 Types of Project Plans 5.3 Planning for Deliverables The Development of Information 5.4 Building a Plan 5.5 Design Plan Examples 5.6 Communication During the Design Process CHAPTER 6 Understanding the Problem and the Development of Engineering Specifications 6.1 Introduction 6.2 Step 1: Identify the Customers: Who Are They? 6.3 Step 2: Determine the Customers' Requirements: What Do the Customers Want? 6.4 Step 3: Determine Relative Importance of the Requirements: Who Versus What 6.5 Step 4: Identify and Evaluate the Competition: How Satisfied Are the Customers Now ? 6.6 Step 5: Generate Engineering Specifications: How Will the Customers' Requirement Be Met? 6.7 Step 6: Relate Customers' Requirements to Engineering Specifications: How to Measure What? 6.8 Step 7: Set Engineering Specification Targets and Importance: How Much Is Good Enough? 6.9 Step 8: Identify Relationships Between Engineering Specifications: How Are the Hows Dependent on Each Other? 6.10 Further Comments on QFD CHAPTER 7 Concept Generation 7.1 Introduction 7.2 Understanding the Function of Existing Devices 7.3 A Technique for Designing with Function 7.4 Basic Methods of Generating Concepts 7.5 Patents as a Source of Ideas 7.6 Using Contradictions to Generate Ideas 7.7 The Theory of Inventive Machines, TRIZ 7.8 Other Important Concerns During Concept Generation CHAPTER 8 Concept Evaluation and Selection 8.1 Introduction 8.2 Concept Evaluation Information 8.3 Feasibility Evaluations 8.4 Technology Readiness 8.5 The Decision Matrix——Pugh's Method 8.6 Product, Project, and Decision Risk 8.7 Robust Decision Making CHAPTER 9 Product Generation 9.1 Introduction 9.2 BOMs 9.3 Form Generation 9.4 Materials and Process Selection 9.5 Vendor Development 9.6 Generating a Suspension Design for the Matin 2008 Mount Vision Pro Bicycle CHAPTER 10 Product Evaluation for Performance and the Effects of Variation 10.1 Introduction 10.2 Monitoring Functional Change 10.3 The Goals of Performance Evaluation 10.4 Trade-Off Management 10.5 Accuracy, Variation, and Noise 10.6 Modeling for Performance Evaluation 10.7 Tolerance Analysis 10.8 Sensitivity Analysis 10.9 Robust Design by Analysis 10.10 Robust Design Through Testing CHAPTER 11 Product Evaluation: Design For Cost, Manufacture,Assembly, and Other Measures 11.1 Introduction 11.2 DFC——Design For Cost 11.3 DFV Design For Value 11.4 DFM——Design For Manufacture 11.5 DFA Design-For-Assembly Evaluation 11.6 DFR Design For Reliability 11.7 DFT and DFM——Design For Test and Maintenance 11.8 DFElDesign For the Environment CHAPTER 12 Wrapping Up the Design Process and Supporting the Product 12.1 Introduction 12.2 Design Documentation and Communication 12.3 Support 12.4 Engineering Changes 12.5 Design for End of Life 讀者信息反饋表

章節(jié)摘錄

插圖：Unfortunately, often what is manufactured by a company using the over-the-wall process is not what the customer had in mind. This is because of the manyweaknesses in this product development process. First, marketing may not be ableto communicate to engineering a clear picture of what the customers want. Sincethe design engineers have no contact with the customers and limited communi-cation with marketing, there is much room for poor understanding of the designproblem. Second, design engineers do not know as much about the manufacturingprocesses as manufacturing specialists, and therefore some parts may not be ableto be manufactured as drawn or manufactured on existing equipment. Further,manufacturing experts may know less-expensive methods to produce the prod-uct. Thus, this single-direction over-the-wall approach is inefficient and costlyand may result in poor-quality products. Although many companies still use thismethod, most are realizing its weaknesses and are moving away from its use.In the late 1970s and early 1980s, the concept of simultaneous engineeringbegan to break down the walls. This philosophy emphasized the simultaneousdevelopment of the manufacturing process with the evolution of the product.Simultaneous engineering was accomplished by assigning manufacturing repre-sentatives to be members of design teams so that they could interact with thedesign engineers throughout the design process. The goal was the simultaneousdevelopment of the product and the manufacturing process.

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