Fundamentals




		Engineering Book Introduction *Why* Perception that many engineering graduates don’t have a good understanding about engineering. Handicaps them in their interviews for graduate training or first post. Hinders their development as engineers in their first and second posts leading to delay in registration as professional engineers. Perception that many secondary school students don’t have a good understanding about engineering as a career. Our failure to promote engineering in an effective and consistent manner leads to potential engineers seeking careers in other disciplines, missing the opportunities that engineering would give them *Who* Anyone influential in the selection of careers by upper secondary school students e.g. teachers, parents, organisations promoting engineering as a career and not least students. Should read the section summaries and the section on motivation completely. Engineering undergraduates and graduates in post graduate training, first or second post. Mentors and development officers *What* This book contains a description of all of the fundamentals that you need to be an engineer, that is excepting the very specific technical knowledge and skills pertaining to any of the myriad of engineering disciplines and jobs. It is intended to be used by engineers practicing in a wide range of disciplines including Aeronautical, Civil, Chemical, Electrical, Electronic, Information Technology, Mechanical, Nautical engineering. Descriptions of skills and knowledge are focussed on the UK Spec competencies for professional engineers at chartered and incorporated levels. It provides all of the general knowledge and identifies all of the skills that you need to be an engineer. It provides guidance on how to get those skills and how to evaluate your own skills and knowledge. It describes what it is like to be an engineer, what motivates people to become engineers and remain as engineer. It provides an essential resource for any engineer seeking professional status. Divided into a number of sections: Engineering Principles – the technical fundamentals underpin engineering are identified and described. Engineering in business – the environment within which most engineering is carried out, roles of engineering and engineers; interfaces with other roles and career development beyond engineering. I Engineer – What its like to be an engineer, what has motivated people to become and remain engineers, their roles, values and expectations, The developing engineer - Development to professional status and beyond. Engineering Principles Engineering as a business I Engineer The role of an engineer *Roles* *What are these roles-* Tasks undertaken - wide & varied so identify as categories only Skills & knowledge Proficiency & behaviours Simple & routine to Complex & novel Type of work Routine through to novel Responsible exercising of judgement Degree of supervision provided Time span/amount of work, spend, investment without challenge Needs to be judged on the basis of consequences for organisation, business & society Authoritative Degree of supervision received Time span/amount of work, spend, investment without challenge Needs to be judged on the basis of consequences for organisation, business & society Extent of budgetary control Leadership Engineer Chartered Incorporated Related Roles These are not engineer roles Technician Craftsman Operative Manager Project Manager Planner Values & Behaviours Engineering Perspectives Interviews with influential engineers Engineering Business Models Business Engineering Roles What are these roles- Tasks undertaken - wide & varied so identify as categories only Skills & knowledge Proficiency & behaviours Simple & routine to Complex & novel Type of work Routine through to novel Responsible exercise of judgement Degree of supervision provided Time span/amount of work, spend, investment without challenge Needs to be judged on the basis of consequences for organisation, business & society Authoritative Degree of supervision received Time span/amount of work, spend, investment without challenge Needs to be judged on the basis of consequences for organisation, business & society Extent of budgetary control Leadership Engineer Chartered Incorporated Technician Craftsman Engineering Discipline Principles See separate outline Finance Maintenance Manufacturing Marketing Support HR Quality Assurance Review Is there a process? Without a process there is no basis for a review. There is likely to be a process even though it is not written down and the variation is large What is it? Procedure? Is the process described in a document? May or may not be written down: If not written down should identify norm & raise recommendation that it should. Judge quality - see other items also judge detail & clarity in terms of training and skills & knowledge of people Roles & responsibilities? Consistency Hold points? Verification points? Records? Management? Progress? Cost? Quality? Audits? Effectiveness review? People? Numbers? Training Proficiency How good is it? Compliance? Measured by: Extent of variation from procedure and/or norm Significance of variation Audit? Records? People? Do people fulfilling roles understand Level Basis Judged on the basis of impact of level on final performance. In some circumstance a 5% shortfall in compliance will result in a significant impact on performance. In others a 50% shortfall will not result in any significant impact. Levels Clear Mandatory requirement is met with a significant margin to non-compliance. Non-mandatory requirement will be met. Associated performance is significanty better than the baseline. Shortfalls in other related attributes will be tolerated without reducing performance below baseline OR concessions can be granted for individual instances of non-compliance. Good Mandatory requirement is met with a small margin to non-compliance. Non-mandatory requirement may be met. Associated performance is a little better than the baseline. Small shortfalls in other related attributes will be tolerated without reducing performance below baseline OR small concessions can be granted for individual instances of non-compliance. Strict Mandatory requirement is met without any margin to non-compliance. Non-mandatory requirement need not be met. Associated performance is the baseline against which other levels are judged. Shortfalls in other related attributes cannot be tolerated without reducing performance below baseline AND concessions cannot be granted for i Engineering Discipline Principles *Foundations* Mathematics Engineering Logic Practicability *Acceptable* Cost Benefit *Tolerable* *Unacceptable* Experience Modelling lnnovation Quality Assurance Need to add iso9000 headings *Components & subassemblies* Elements Assembly Sub-assembly Component Materials Management *Configuration Management* same software/configuration/programmable *Interchangeability* *Measurement* lSO 10012 Parameter Units Error *Contributors* Offset Linearity Drift Noise *Budgets* Standards *Calibration* *Transfer standards* *Materials* Compatability *Stress & Strain* Maximum capability Margins *Design* BS7000.... Product Dependability BS EN 60300 Integrity Reliability Reliability requirements Should specify overall reliability objective - as good as or better than existing Minor system failures - all failures not those below Total system failure - leading to large loss of generation - usually interpreted as failure of all displays for longer than a certain period Critical system failure - nuclear safety consequences Need to ask contractor to confirm that reliability & availability requirements are satisfied Availability Requirements Specification Functional Safety Tracability Specification Domain Specifics *e.g. Instrumentation, control* *Design Process* *By calculation* *Optimizing* *Sensitivity* *Design Manual* *Standards* *In-house* *External* *National* *International* *Best Practise* *In-house* *Industry* *Compliance* *Design Manual* *Process* *Prototype* *Research* *Production* *Manufacture* *Construction* *Operation* *Asset Management* *Repair* *Recording defects, identifying defective items, repair processes, re-qualification* *Defects* What is a good process for dealing with defects What makes a good defect report Defects in equipment/processes *lmpact* *Safety* *Safety Culture* *Production* *Plant lifetime* *Operational benefit* *Root cause determination* *Obsolescence* *Impact* *Original spares not available* *Insufficient procured* *Re-engineering capability not available* *Avoid* *Hardware* *Software* *Configuration* *Ageing* *Mitigate* *Health Review* *Maintenance adequate alone* *Maintain/Refurbish/Replace Decision* *Safety* *Hazards* *Risk* *Basics* *Remove* *Reduce* *Guard* *Competence* *Community* *Competence Standards* *Recognition & Licencing* *Technical Standards & Expectations* *Research & development* *Communication* *Organisations* *Individuals* *Experience* *Training* ndividual instances of non-compliance. Marginal Fails to meet mandatory requirement by a small margin. Non-mandatory requirement will not be met. Associated performance is worse than the baseline by an insignificant amount. Shortfalls in other related attributes cannot be tolerated without reducing performance well below baseline AND concessions cannot be granted for individual instances of non-compliance. Spirit Fails to meet mandatory requirement by a small margin. Non-mandatory requirement will not be met. Associated performance is worse than the baseline by an amount that is not significant. Shortfalls in other related attributes cannot be tolerated without reducing performance well below baseline AND concessions cannot be granted for individual instances of non-compliance. Non Fails to meet mandatory requirement by a significant margin. Non-mandatory requirement will not be met. Associated performance is worse than the baseline by a significant amount. Shortfalls in other related attributes cannot be tolerated without reducing performance well below baseline AND concessions cannot be granted for individual instances of non-compliance. Effectiveness? External? When judged against practices elsewhere Best practice? Standards? Verification Planning Costing Management Other Feasibility Background Risks Likelihood & Consequences Likelihood Consequences Time Money Quality Safety Responses Liquidate Build a prototype Avoid the hazard Develop a different product Mitigate the consequences Monitor Process Acceptable Level of Risk Define Proposal Initial Risk Review Evaluate Plan Responses Execute liquidation work Update risks Evaluate Business Rules Group


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