Overview
- Editors:
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John Clarkson
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Engineering Design Centre, Department of Engineering, University of Cambridge, Cambridge, UK
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Claudia Eckert
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Engineering Design Centre, Department of Engineering, University of Cambridge, Cambridge, UK
- Gives the reader a unique combination of the carefully-laid-out requirements of industrial design and the solutions which are available from academia
- The second part of the book is devoted to a survey of current research from the leading academic design institutes all over the world and will be kept up to date online at
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Table of contents (42 chapters)
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Introduction
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- Claudia Eckert, John Clarkson
Pages 1-29
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Design issues
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Models of design
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- David Wynn, John Clarkson
Pages 34-59
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- Brendan O’Donovan, Claudia Eckert, John Clarkson, Tyson R Browning
Pages 60-87
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- Peter Buckle, John Clarkson
Pages 89-113
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Perspectives on design
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- Chris Earl, Jeffrey Johnson, Claudia Eckert
Pages 174-197
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- Martin Stacey, Kristina Lauche
Pages 198-229
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Design practice
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- Claudia Eckert, Anja Maier, Chris McMahon
Pages 232-261
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- Timothy Jarratt, John Clarkson, Claudia Eckert
Pages 262-285
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- Chris McMahon, Jerry Busby
Pages 286-305
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- Harald Meerkamm, Michael Koch
Pages 306-323
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Design management
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- Ken Wallace, Saeema Ahmed, Rob Bracewell
Pages 326-343
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- Jonathan Cagan, Craig M Vogel
Pages 386-403
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About this book
vi The process is important! I learned this lesson the hard way during my previous existence working as a design engineer with PA Consulting Group's Cambridge Technology Centre. One of my earliest assignments involved the development of a piece of labo- tory automation equipment for a major European pharmaceutical manufacturer.Two things stick in my mind from those early days – first, that the equipment was always to be ready for delivery in three weeks and,second,that being able to write well structured Pascal was not sufficient to deliver reliable software performance. Delivery was ultimately six months late,the project ran some sixty percent over budget and I gained my first promotion to Senior Engineer. At the time it puzzled me that I had been unable to predict the John Clarkson real effort required to complete the automation project – I had Reader in Engineering Design, genuinely believed that the project would be finished in three Director, Cambridge Engineering weeks.It was some years later that I discovered Kenneth Cooper's Design Centre papers describing the Rework Cycle and realised that I had been the victim of “undiscovered rework”.I quickly learned that project plans were not just inaccurate,as most project managers would attest,but often grossly misleading,bearing little resemblance to actual development practice.
