外文翻譯---模塊化設(shè)計(jì)產(chǎn)品設(shè)計(jì)的分解與整合

1、<p><b>　　英文原文:</b></p><p>　　Design for Modularity: Product Design for Decomposition and Integration</p><p><b>　　ABSTRACT</b></p><p>　　In the last few ye

2、ars, corporation has engaged in studies to improve their design processes, ranging from marketing to support. Recent government, academic and industrial sector initiatives have sought advance technologies for developing

3、and managing product development environment. Many companies have established a concurrent design process for their product development and have recognized a need for tools in evaluating the level of decomposition and in

4、tegration, while analyzing the impact on t</p><p><b>　　KEYWORDS</b></p><p>　　Modularity, Group technology, Optimization, Decomposition, Classification</p><p>　　1. Intro

5、duction</p><p>　　Modular design is a design technique that can be used to develop complex products using similar components . Components used in a modular product must have features that enable them to be co

6、upled together to form a complex product. Modular design can be also viewed as the process of producing units that perform discrete functions, and then the units are connected together to provide a variety of functions.

7、Modular design emphasizes the minimization of interactions between components, which will </p><p>　　Modular products refer to products that fulfill various overall functions through the combination of distin

8、ct building blocks or modules. In the sense that the overall function, performed by the product, can be divided into sub functions that can be implemented by different modules or components. An important aspect of modula

9、r products is the creation of a basic core unit to which different elements (modules) can be fitted, thus enabling a variety of versions of the same module to be produced. T</p><p>　　Most design problems can

10、 be broken down into a set of easy to manage simpler sub-problems. Sometimes complex problems are reduced into easier sub-problems, where a small change in the solution of one sub-problem can lead to a change in other su

11、b-problems’ solutions. This means that the decomposition has resulted in functionally dependent sub-problems. Modularity focuses on decomposing the overall problem into functionally independent sub-problems, in which int

12、eraction or interdependence between </p><p>　　Modularity in production systems aims at building production systems from standardized modular machines. The fact that a wide diversity of production requirement

13、s exists has led to the introduction of a variety of production machinery, and a lack of agreement on what the building blocks should be. This means that there are no standards for modular machinery. In order to build a

14、modular production system, production machinery must be classified into functional groups from which a selection of a m</p><p>　　2．Overview of Product Development</p><p>　　Product development is

15、 a necessary and important part of the activities performed by a manufacturing firm. Due to changes in manufacturing technology, consumer preferences, and government regulations (to name a few influences), existing produ

16、cts will become less profitable over time. The sales volume of a typical product starts slowly, accelerates, becomes flat, and then steadily declines. Although there may be a few products that remain profitable for many

17、years, firms continually develop new p</p><p>　　A product development process is the set of activities needed to bring a new product to market. A product development organization includes the engineers, mana

18、gers, and other personnel who make process and product engineering decisions and perform these activities. (Note that, in this paper, the term new product covers the redesign of an existing product as well.)</p>&

19、lt;p>　　Because making good decisions requires expertise and an organization of people can be experts in only a few things, a manufacturing firm specializes in a certain class of products. It focuses its attention on t

20、he market for that class of products, the technologies available to produce that class, and the regulations relevant to that class.</p><p>　　Like other parts of the business, a product development organizati

21、on seeks to maximize the profit of the manufacturing firm subject to the relevant regulatory and ethical constraints and other conditions that the firm’s owners impose based on their values. A product development organiz

22、ation does this by regularly introducing new products that the firm can manufacture, market, and sell. Fundamentally, then, a product development organization transforms information about the world (e.g., technolog</p

23、><p>　　The following nine steps are the primary activities that many product development processes accomplish (Schmidt et al., 2002):</p><p>　　Step 1. Identify the customer needs.</p><p&

24、gt;　　Step 2. Establish the product specification.</p><p>　　Step 3. Define alternative concepts for a design that meets the specification.</p><p>　　Step 4. Select the most suitable concept.</p

25、><p>　　Step 5. Design the subsystems and integrate them.</p><p>　　Step 6. Build and test a prototype; modify the design as required.</p><p>　　Step 7. Design and build the tooling for p

26、roduction.</p><p>　　Step 8. Produce and distribute the product.</p><p>　　Step 9. Track the product during its life cycle to determine its strengths and weaknesses.</p><p>　　This lis

27、t (or any other description that uses a different number of steps) is an extremely simple depiction that not only conveys the scope of the process but also highlights the inherent (but unquestioned) decomposition. There

28、are many other ways to represent product development processes and the component tasks, including the use of schedules or a design structure matrix (Smith and Eppinger, 2001).</p><p>　　Manufacturing firms un

29、derstand that design decisions (though made early in the product life cycle) have an excessive impact on the profitability of a product over its entire life cycle. Consequently, product development organizations have cre

30、ated and used concurrent engineering practices for many years (Smith, 1997, provides a historical view). Many types of tools and methods (such as cross-functional product development teams and design for manufacturing gu

31、idelines) have been created, adopted, </p><p>　　It should be noted, however, that decomposition is not the only way to describe product development. As an alternative to decomposing a system design problem i

32、nto subproblems, Hazelrigg (1996) proposes creating and refining system design models to express how detailed design variables affect the overall system performance. This approach suggests that a product development proc

33、ess would end with using the model to find the optimal design. Hazelrigg (1998) encourages this type of optimization but </p><p>　　3. A Methodology for Design for Modularity</p><p>　　A three-ph

34、ase methodology is proposed for the development of complex products using the modularity concept [1,2]. The proposed methodology matches the criteria set by the design for functionality, assembly and manufacture. Some of

35、 the major benefits associated with this methodology include:</p><p>　　· Increased design accuracy, efficiency, and the reuse of existing design for new programs.</p><p>　　· Potentia

36、l for integration of the developed methodology and technology into the engineering design activities.</p><p>　　· Modular product design and the process of planning the production are integrated in one

37、overall engineering process in which product features are mapped into their feasible process(es) in a one to one correspondence.</p><p>　　In order to implement this concept successfully, the manner in which

38、the modules are selected is critical. By establishing simple interfaces within the modules, the numbers of interactions are then reduced. The steps associated with this methodology include:</p><p>　　Phase I

39、- Decomposition Analysis: Design for Modularity and Classification</p><p>　　1. Product and problem decomposition.</p><p>　　2. Structural and modular decomposition.</p><p>　　3. Assoc

40、iativity analysis between the components and specification.</p><p>　　4. Application of group technology classification system.</p><p>　　5. Construction of the associativity measure matrix.</p

41、><p>　　6. Optimum selection of modules.</p><p>　　Phase II - Product Analysis: Design for Assembly and Functionality Analysis</p><p>　　1. Identify the components that could be produced

42、and assembled separately.</p><p>　　2. Determine of the order of disassembly and assembly for each sub-component module.</p><p>　　3. Establish the interfaces based on the analysis of the design f

43、eatures.</p><p>　　4. Determine of the order, which the sub-assemblies are assembled to produce the final product.</p><p>　　Phase III - Process Analysis: Design for Manufacture</p><p&g

44、t;　　1. Family identification and template retrieval.</p><p>　　2. Determination of the logical order of GT codes for the process of modules.</p><p>　　3. Machine and process parameter calculation.

45、</p><p>　　4. Variant process planning.</p><p>　　4. Decomposition Analysis: Design for Modularity and Classification</p><p>　　Phase I of the methodology further specifications assoc

46、iated with this phase are illustrated as follows:</p><p>　　4.1. Needs Analysis</p><p>　　The design engineer is usually given an ill-defined problem. In many situations, the designer has to respo

47、nd to the mere suggestion that there is a need for a product to perform a certain function. One of the main tasks is to find out precisely what are the needs and what do customers really want. An important step in the de

48、sign is to describe the product fully in terms of functional needs and physical limitations. These functional needs and physical limitations will form the product specificati</p><p>　　4.2. Product Requiremen

49、ts Analysis</p><p>　　Results of the needs analysis step are used to identify the product requirements. The development group begins by preparing a list of functional objectives needed to meet the customer’s

50、primary needs. Further analysis of customer needs reveals operational functional requirements that impose both functional and physical constraints on the design. Secondary customer requirements will be categorized as gen

51、eral functional requirements; they are ranked secondary because they will not affect the main </p><p>　　4.3. Product Concept Analysis</p><p>　　Product/concept analysis is the decomposition of th

52、e product into its basic functional and physical elements. These elements must be capable of achieving the product’s functions. Functional elements are defined as the individual operations and transformations that contri

53、bute to the overall performance of the product. Physical elements are defined as the parts, components, and subassemblies that ultimately implement the product’s function. Product concept analysis consists of product phy

54、sical dec</p><p>　　4.4. Product/Concept Integration</p><p>　　Basic components resulting from the decomposition process should be arranged in modules and integrated into a functional system. The

55、manner by which components are arranged in modules will affect the product design. The resulting modules can be used to structure the development teams needed. System level specifications are the oneto- one relationship

56、between components with respect to their functional and physical characteristics. Functional characteristics are a result of the operations and tra</p><p>　　Bottom level descriptions (detailed descriptions)

57、are used to determine the relationships between components, 1 if the relationship exists and 0 otherwise. This binary relationship between components is arranged in a vector form, “System Level Specifications Vector”(SLS

58、V). System level specifications identified in the previous step affects the general functional requirements in the sense that some specifications may help satisfy some general functional requirements, while other specifi

59、cations mi</p><p>　　The degree of association between components should be measured and used in grouping components into modules. Incorporating the general functional requirement weights can do this, in addi

60、tion to the system level specifications vectors and their impacts on the general functional requirements to provide a similarity index between components.</p><p>　　The similarity indices associated with comp

61、onents are arranged in a component vs. component matrix. Components with high degree of association should be grouped together in design modules. This can be accomplished by using an optimization model that maximizes the

62、 sum of the similarities. The optimization model will identify independent modules that can be designed simultaneously. Several models are available for optimization analysis of this model.</p><p>　　5．Types

63、of Decomposition</p><p>　　A product development process follows a decomposition scheme that reflects the experience of the organization and the individuals that inhabit the organization. This relationship ex

64、plains the design of many organizations and business processes, of course, and obviously applies to product development processes as performed in the real-world. (The study of contingency theory has explored the relation

65、ship of organization structure to the organization’s goals and environment.) The evolution of the p</p><p>　　Holt et al. (1960) mention a three-stage process for the evolution of a decision-making system. In

66、 the first stage, when an organization is small, skilled managers make decisions as situations arise. In the second stage, the complexity of the operations increases, and the firm installs a system of decisionmaking. For

67、 routine decisions, heuristics or simple rules guide decision-making. In the third stage, the firm seeks to improve decision-making by implementing decision support tools. Often thes</p><p>　　In conclusion,

68、rarely are product development processes explicitly designed to optimize profitability. Still, the never-ending quest to improve processes leads managers to change them, first hoping to improve this metric, then hoping t

69、o improve another, always seeking changes that improve all metrics simultaneously. Because different firms find themselves in different positions, they seek different things from their processes. More precisely, there ex

70、ist a large set of objectives, and each organ</p><p>　　Being unique, each product development organization has a unique product development process that embodies a unique decomposition. If each process has c

71、hanged over time due to many different reasons, it may seem unreasonable to describe the forces that shape specific product development processes. Indeed, Blanchard and Fabrycky (1998) state that a development process is

72、 a generic template that must be “tailored” to a specific project’s need. They describe three common processes: the waterfall mo</p><p>　　Still, some authors have described some of the factors that make cert

73、ain types of processes more or less successful. For instance, Loch and Terwiesch (1998) use an analytical model of concurrent engineering to show how uncertainty (and the speed of uncertainty reduction) affects the optim

74、al amount to overlap activities and the optimal frequency of meetings used to coordinate the concurrent activities. More generally, Pich, Loch, and De Meyer (2002) identify three project management strategies (i</p>

75、;<p>　　6. Summary and Conclusions</p><p>　　This article has presented a new methodology for modular design. The complete process is a three-phase process, but only phase I of the methodology is prese

76、nted. The method illustrates the significance of the group technology coding and classification and the optimization in modular design.</p><p>　　This synthesis contributes to a theory of design describes how

77、 design happens in practice and explains this behavior. The fundamental axioms include the profit maximization objective, bounded rationality (including limited time and resources available for product development), and

78、the presence of uncertainty.</p><p>　　Extending this theory of design will require better understanding of the advantages and drawbacks of different decompositions. Also useful will be understanding the rela

79、tionship between the effort spent to solve a design subproblem and the quality of the resulting solution.</p><p>　　It will be interesting to see how improvements in information technology and decision suppor

80、t systems increase the amount of information that one decision-maker can process and how these improvements change the balance between decomposition and integration.</p><p><b>　　中文翻譯：</b></p&g

81、t;<p>　　模塊化設(shè)計(jì)：產(chǎn)品設(shè)計(jì)的分解與整合</p><p><b>　　摘要:</b></p><p>　　在過去的幾年里，公司進(jìn)行了研究，以改善他們的設(shè)計(jì)流程，從市場營銷支持。最近的政府，學(xué)術(shù)界和工業(yè)界的倡議尋求推進(jìn)技術(shù)開發(fā)和管理的產(chǎn)品開發(fā)環(huán)境。許多公司已經(jīng)建立了并行設(shè)計(jì)過程的產(chǎn)品開發(fā)和已認(rèn)識到有必要工具在評價(jià)級別的分解和整合，同時(shí)分析了影響，最

82、后的設(shè)計(jì)方案。本文將提出一個(gè)三階段的方法設(shè)計(jì)的產(chǎn)品，同時(shí)考慮模塊化，組裝和制造。</p><p><b>　　關(guān)鍵詞:</b></p><p>　　模塊化，集團(tuán)的技術(shù)，優(yōu)化，分解，分類</p><p><b>　　1.導(dǎo)言</b></p><p>　　模塊化設(shè)計(jì)是一種設(shè)計(jì)技術(shù)，可用于開發(fā)復(fù)雜的產(chǎn)品采

83、用相同的組件 。組件中使用的產(chǎn)品必須具有模塊化功能，使他們能夠結(jié)合在一起，形成一個(gè)復(fù)雜的產(chǎn)品。模塊化設(shè)計(jì)，也可以看作是生產(chǎn)過程的單位，執(zhí)行分立的功能，然后在單位連接在一起，提供多種功能。模塊化設(shè)計(jì)強(qiáng)調(diào)盡量減少元件之間的相互作用，這將使組件設(shè)計(jì)和制造的獨(dú)立于對方。每個(gè)組件，模塊化設(shè)計(jì)，是為了支持一個(gè)或多個(gè)功能。當(dāng)部件的結(jié)構(gòu)在一起，形成一個(gè)產(chǎn)品，他們將支持較大或一般功能。這表明，必須分析產(chǎn)品的功能和分解成子功能，可滿足不同的功能模塊。模塊化

84、可應(yīng)用于產(chǎn)品設(shè)計(jì)，設(shè)計(jì)上的問題，生產(chǎn)體系，或所有三個(gè)。這是最好使用模塊化設(shè)計(jì)，在所有三種類型在同一時(shí)間。</p><p>　　模塊化產(chǎn)品是指產(chǎn)品，滿足不同的整體功能，通過不同的組合構(gòu)件或模塊。在某種意義上說，整體功能，所完成的產(chǎn)品，可分為分功能，可以執(zhí)行不同的模塊或組件。一個(gè)重要方面，模塊化產(chǎn)品是建立一個(gè)基本的核心單位的不同組成部分（單元）可以安裝，從而使各種版本的同一模塊生產(chǎn)。核心應(yīng)該有足夠的能力來應(yīng)付所有的變

85、化對于性能和使用。</p><p>　　大多數(shù)設(shè)計(jì)問題都可以分解成一組簡單的易于管理的子問題。有時(shí)，復(fù)雜的問題減少到容易子問題，在一個(gè)小的變化，在解決一個(gè)子問題可以導(dǎo)致改變其他子問題的解決方案。這意味著，分解，導(dǎo)致功能依賴子問題。模塊化集中在整個(gè)問題分解到職能上獨(dú)立子問題，在這種相互依存關(guān)系的互動或子問題降到最低程度。因此，改變在解決一個(gè)問題可能會導(dǎo)致輕微的修改等問題，也可能不會影響其他子問題。</p>

86、;<p>　　模塊化生產(chǎn)系統(tǒng)中的目標(biāo)是建設(shè)標(biāo)準(zhǔn)化生產(chǎn)系統(tǒng)由模塊化機(jī)器。事實(shí)上，各種各樣的生產(chǎn)需求存在，導(dǎo)致采用了各種生產(chǎn)機(jī)械，以及缺乏就什么積木應(yīng)。這意味著，沒有標(biāo)準(zhǔn)的模塊化機(jī)制。為了建立一個(gè)模塊化生產(chǎn)系統(tǒng)，生產(chǎn)機(jī)械，必須分為功能組別，從中選擇一個(gè)模塊化生產(chǎn)系統(tǒng)，可應(yīng)對不同的生產(chǎn)要求。羅杰斯分為生產(chǎn)機(jī)械分為四個(gè)基本群體“原始”的生產(chǎn)要素。這些進(jìn)程機(jī)器原始，運(yùn)動單位的，模塊化的裝置，并配置的控制單元。有人認(rèn)為，如果選擇是由這

87、四個(gè)類別，將有可能建立一個(gè)多元化的高效，自動化和集成生產(chǎn)系統(tǒng)。</p><p><b>　　2．產(chǎn)品開發(fā)概況</b></p><p>　　產(chǎn)品開發(fā)是一個(gè)必要和重要組成部分，活動由一個(gè)制造公司。由于制造技術(shù)的變化，消費(fèi)者的喜好，和政府規(guī)章（僅舉幾例的影響） ，現(xiàn)有的產(chǎn)品將變得不那么有利可圖隨著時(shí)間的推移。銷售量一個(gè)典型的產(chǎn)品啟動緩慢，加速，變得扁平，然后逐漸下降。雖然可

88、能有少數(shù)產(chǎn)品仍然有利可圖，多年來，公司不斷開發(fā)新產(chǎn)品，會產(chǎn)生更多的利潤。產(chǎn)品開發(fā)決定了該公司將生產(chǎn)和銷售。這就是說，它試圖設(shè)計(jì)的產(chǎn)品，客戶將購買和設(shè)計(jì)制造工藝，以滿足客戶需求的盈利。未作充分準(zhǔn)備的決定導(dǎo)致生產(chǎn)開發(fā)的產(chǎn)品，沒有人希望購買和產(chǎn)品的制造成本足夠數(shù)量。</p><p>　　產(chǎn)品開發(fā)過程的關(guān)鍵是需要一系列的活動，把一個(gè)新產(chǎn)品推向市場。產(chǎn)品開發(fā)組織包括工程師，管理人員和其他人員誰使過程和產(chǎn)品工程的決定和執(zhí)行這

89、些活動。 （請注意，在這一文件中，新產(chǎn)品涵蓋了重新設(shè)計(jì)現(xiàn)有的產(chǎn)品的。 ）</p><p>　　由于決策正確的決定，需要專門知識和一個(gè)組織的人可以在專家的只有少數(shù)幾個(gè)外，制造企業(yè)專注于某一類產(chǎn)品。它的重點(diǎn)關(guān)注市場的這一類產(chǎn)品，現(xiàn)有技術(shù)生產(chǎn)的類，并規(guī)定有關(guān)該類別。</p><p>　　像其他地方的企業(yè)，產(chǎn)品開發(fā)組織，以最大限度地謀求利潤的制造公司遵守有關(guān)的監(jiān)管和道德的制約和其他條件，該公司的所

90、有者征收的基礎(chǔ)上他們的價(jià)值觀。產(chǎn)品開發(fā)組織是通過定期推出新產(chǎn)品，該公司可以生產(chǎn)，市場和銷售。從根本上說，一個(gè)產(chǎn)品開發(fā)的組織轉(zhuǎn)變信息世界（例如，技術(shù)，偏好，和規(guī)章）納入有關(guān)產(chǎn)品和工藝，將產(chǎn)生利潤的公司。它執(zhí)行這一轉(zhuǎn)變通過決策（赫爾曼和施密特， 2002年） 。由于設(shè)計(jì)的問題是非常復(fù)雜的，產(chǎn)品開發(fā)團(tuán)隊(duì)的問題分解成一個(gè)產(chǎn)品開發(fā)過程，它提供的機(jī)制聯(lián)系起來的一系列的設(shè)計(jì)決定，并沒有明確考慮利潤。</p><p>　　下列9

91、個(gè)步驟的主要活動，許多產(chǎn)品開發(fā)過程完成（施密特等人。 ， 2002年） ： </p><p>　　第1步，確定客戶的需求。 </p><p>　　第2步，建立了產(chǎn)品規(guī)格。 </p><p>　　第3步，確定替代概念設(shè)計(jì)符合規(guī)范。 </p><p>　　第4步，選擇最適合的概念。 </p><p>　　第5步，子系統(tǒng)的設(shè)

92、計(jì)和整合。 </p><p>　　第6步，建立和測試原型;修改設(shè)計(jì)的要求。 </p><p>　　第7步，設(shè)計(jì)和制造模具的生產(chǎn)。 </p><p>　　第8步，生產(chǎn)和銷售該產(chǎn)品。 </p><p>　　第9步，跟蹤該產(chǎn)品在其生命周期，以確定其優(yōu)勢和弱點(diǎn)。</p><p>　　這份清單（或任何其他說明，使用不同的若干步驟

93、）是一個(gè)非常簡單的描述，不僅傳達(dá)的范圍，進(jìn)程，而且還突出強(qiáng)調(diào)了內(nèi)在的（但毫無疑問的）分解。還有許多其他方式來代表產(chǎn)品開發(fā)過程和組成部分的任務(wù)，包括使用時(shí)間表或設(shè)計(jì)結(jié)構(gòu)矩陣（史密斯和埃平格， 2001年） 。</p><p>　　制造企業(yè)認(rèn)識到，設(shè)計(jì)決策（盡管年初在產(chǎn)品生命周期）有過多的影響盈利能力的產(chǎn)品在其整個(gè)生命周期。因此，產(chǎn)品開發(fā)組織已建立和使用并行工程的做法多年（史密斯， 1997年，提供了一個(gè)歷史的觀點(diǎn)）

94、 。許多類型的工具和方法（如跨職能的產(chǎn)品開發(fā)團(tuán)隊(duì)和面向制造的設(shè)計(jì)準(zhǔn)則）已經(jīng)建立，通過和實(shí)施，以改善決策。庫珀（ 1994年）確定了三個(gè)世代的正式辦法，產(chǎn)品開發(fā)，所有這些都涉及分解。</p><p>　　應(yīng)當(dāng)指出的是，分解不是唯一的方式來描述產(chǎn)品的開發(fā)。作為一種替代辦法，以分解系統(tǒng)的設(shè)計(jì)問題轉(zhuǎn)化子， Hazelrigg （ 1996 ）建議建立和完善系統(tǒng)的設(shè)計(jì)模型，以表示詳細(xì)設(shè)計(jì)變量如何影響整個(gè)系統(tǒng)的性能。這種做法

95、表明，產(chǎn)品開發(fā)過程將結(jié)束與利用該模型，以找到最佳的設(shè)計(jì)。 Hazelrigg （ 1998 ）鼓勵這種類型的優(yōu)化，但沒有討論的過程中產(chǎn)生的利潤最大化模型。</p><p>　　3. 設(shè)計(jì)模塊化的方法</p><p>　　三相方法，提出發(fā)展的復(fù)雜的產(chǎn)品采用模塊化的概念。擬議的方法符合標(biāo)準(zhǔn)所規(guī)定的功能設(shè)計(jì)，裝配和制造。一些重大的好處與此相關(guān)的方法包括：</p><p>

96、;　　(1) 提高設(shè)計(jì)精度，效率和重用現(xiàn)有設(shè)計(jì)的新程序。</p><p>　　(2) 潛在的一體化開發(fā)方法和技術(shù)納入工程設(shè)計(jì)活動。</p><p>　　(3) 模塊化產(chǎn)品設(shè)計(jì)和規(guī)劃過程中的生產(chǎn)都整合在一個(gè)整體工程過程中，產(chǎn)品功能映射到其可行進(jìn)程在一個(gè)接一個(gè)的通信中。</p><p>　　為了實(shí)施這一概念成功，以何種方式在選定的單元是至關(guān)重要的。通過建立簡單的接口模塊

97、，數(shù)字互動，然后減少。步驟與此相關(guān)的方法包括： </p><p>　　第一階段-分解分析：模塊化設(shè)計(jì)和分類</p><p>　　(1) 產(chǎn)品和解決問題的分解。 </p><p>　　(2) 結(jié)構(gòu)和模塊化分解。 </p><p>　　(3) 相互之間的相關(guān)性分析的組成部分和規(guī)范。 </p><p>　　(4) 應(yīng)用成組技

98、術(shù)分類系統(tǒng)。 </p><p>　　(5) 建設(shè)結(jié)合措施矩陣。 </p><p>　　(6) 優(yōu)選模塊。 </p><p>　　第二階段-產(chǎn)品分析：面向裝配的設(shè)計(jì)和功能分析</p><p>　　(1) 識別元件，可分別生產(chǎn)和組裝。 </p><p>　　(2) 確定的順序拆卸和組裝的每個(gè)分部分模塊。 </p>

99、;<p>　　(3) 建立界面進(jìn)行分析的基礎(chǔ)上的設(shè)計(jì)特點(diǎn)。 </p><p>　　(4) 確定的秩序，其中組件組裝生產(chǎn)的最終產(chǎn)品。 </p><p>　　第三階段-過程分析：設(shè)計(jì)制造</p><p>　　(1) 家庭身份和模板檢索。 </p><p>　　(2) 測定的邏輯順序燃?xì)廨啓C(jī)守則的進(jìn)程模塊。 </p>&

100、lt;p>　　(3) 機(jī)械和工藝參數(shù)的計(jì)算方法。 </p><p>　　(4) 不同的程序規(guī)劃。</p><p>　　4. 分解分析：模塊化設(shè)計(jì)和分類 </p><p>　　第一階段的方法進(jìn)一步規(guī)范與此相關(guān)的階段說明如下：</p><p><b>　　4.1. 需求分析</b></p><p&g

101、t;　　設(shè)計(jì)工程師通常有一個(gè)不清楚的問題。在許多情形中，設(shè)計(jì)者必須回應(yīng)只提議「有對一種產(chǎn)品的需要運(yùn)行一個(gè)特定的功能」。主要任務(wù)之一將精確地發(fā)現(xiàn)什么是需要和什么真的做客戶需要。設(shè)計(jì)的一個(gè)重要的步驟將根據(jù)功能的需要和身體的限制完全描述產(chǎn)品。這些功能的需要和身體的限制將會形成產(chǎn)品規(guī)格。測量預(yù)期的買方或客戶會收集必需識別客戶需要的數(shù)據(jù)。引導(dǎo)建立市場和客戶能做這的目標(biāo)的從一項(xiàng)行銷研究開始的。然后客戶的需要和需要可能被獲得被使用一些方法，像是面談和