lesson 3a design process and teaming

7/29/2019 Lesson 3A Design Process and Teaming

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ENGINEERING DESIGN PROCESSAND TEAMING

ENG 1101 Lesson 3AMs. Mary FraleySept. 16, 2013

Due 3A: HW2A Lab Manual Pgs. 15-16

- Unit Conversions Worksheet

- Units in Equations Worksheet

Due 3B HW2B 13, 17, 39 Pearson pg 48-51

- Weir problem Excel Spreadsheet

Due 3C HW2C Engineering Discipline Memo

Start Team Presentations

Session Teams

3C 3, 4

4A 6, 7

4B 5, 12

4C 8, 10

5A 11, 2

6A 9, 1

Section L03 Section L13


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Last time

2

Technical presentations

Engineering presentation topics

Any questions on the Weir problem?

How many significant figures should your answerhave? Is the height and width of the weir exact?

If you are choosing the dimension, it can be as exact as youneed it to be!


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Todays Agenda

Engineering design process

Teaming

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SECTION L03: Engineering Innovation Presentations

Team

Category(Max 3 per Category)

Presentation TopicSession &

Order

1 Recreation Wave J et 6A - 2

2 Security Smart Phone 5A - 2

3 Security CHECK LIGHT TOX SPOT 3C - 1

4 Auto Tesla Car 3C - 2

5 Home Big Ass Fans 4B - 1

6 Engineering Dockwise Vanguard 4A - 1

7 Gadgets Leap Motion Sensor 4A 2

8 Gadgets 3D Printer 4C 1

9 Aerospace NASA Phone Satellite 6A - 1

10 Aerospace Sky Crane 4C - 2

11 Engineering Rapid Blocs 5A - 1

12 Aerospace Red Bull Stratos Pressure Suit 4B - 2

Session Order

3C 1, 2

4A 1, 2

4B 1, 2

4C 1, 2

5A 1, 2

6A 1, 2

Session Teams

3C 3, 4

4A 6, 7

4B 5, 12

4C 8, 10

5A 11, 2

6A 9, 1


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SECTION L13: Engineering Innovation Presentations

TeamCategory

(Max 3 per Category)Presentation Topic

Session &Order

1 Gadgets Google Glass 3C - 3

2Gadgets Form 1 3-D Printing 4B - 2

3 Aerospace SPACE X 3C -1

4 Auto Diesel Engine in Ton Truck 4C - 1

5 Auto Chevy Volt 4A - 2

6 Health Spray on Skin 4C - 2

7 Recreation Tech Air Race Suit 6B - 1

8Engineering

SymplicioHydroelectricityComplex

6A - 1

9 Security Nano Humming Bird UAV 4A - 3

10 Health Bioprinting 4B - 1

11 Gadgets Light Field Camera 5A - 2

12 Security Scout XT 4A - 1

13 Recreation Catamaran 5A - 1

14Entertainment

Samsung SUR40 (Microsof tSurface)

3C - 2

15 Auto Ford Eco-Boost Motor 6A - 2

16 Green BioSoil 6B - 2

Session Order

3C 1, 2, 3

4A 1, 2, 3

4B 1, 2

4C 1, 2

5A 1, 2

6A 1, 2

6B 1, 2

Session Teams

3C 3, 14, 1

4A 12, 5, 9

4B 10, 2

4C 4, 6

5A 13, 11

6A 8, 15

6B 7, 16


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Engineering Design Process


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Engineering DesignFrom E-Source text, Chapter 1

A process of devising a component, system, or operation

that meets a specific need.

How do we do it?

Problem SolutionDesign


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Engineering Design: A Cyclic Process

Define

Criteria

Develop

Alternate

Solutions

Gather

Information

Revise

Choose a

Strategy

Does solution meet

requirements?

Test and

Evaluate

Build a

PrototypeDocument

Documentation of

Fabrication Specifications

Yes

No

Start

(Define theProblem)

9 Jean Kampe


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Engineering Design: A Cyclic Process

Define

Criteria

Develop

Alternate

Solutions

Gather

Information

Revise

Choose a

Strategy

Does solution meet

requirements?

Test and

Evaluate

Build a

PrototypeDocument

Documentation of

Fabrication Specifications

Yes

No

Start

(Define theProblem)

10 Jean Kampe

Decision matrix areas


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Design Criteria and Constraints design criterion n:

Characteristic related to the solution, such as cost, size, orweight, that is designer chosen as an evaluation factor (alsoknown as objective)

worded as the solution should be __________ e.g., inexpensive, small, or light

Note the Greek plural: design criteria

Compare

design constraint n: an imposedboundary placed on the design solution by an

external (to the design team) agent or force (e.g., the boss ornature, governmental restrictions)

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In Class Activity

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As a team, answer the following:An engineering design team is tasked by a company operating in the UnitedStates to design and construct a device to clean (i.e., scrub) factory smokestack emissions before they are vented to the atmosphere. For this scenario,consider each item listed below, and identify each item as one of the following:a design criterion, a design constraint, or neither if you decide the item doesnot fit either category.

Cost to

manufactureDevice aesthetics

Device

efficiency

Ease of device

implementation

State emission

regulations

Frequency of device

maintenance

Federal

emission

regulations

Expected range of

emission flow rates

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AnswersAn engineering design team is tasked by a company operating in the UnitedStates to design and construct a device to clean (i.e., scrub) factory smokestack emissions before they are vented to the atmosphere. For this scenario,consider each item listed below, and identify each item as one of the following:a design criterion, a design constraint, or neither if you decide the item doesnot fit either category.

Cost to

manufacturecriterion Device aesthetics neither

Device

efficiencycriterion

Ease of device

implementationcriterion

State emission

regulationsconstraint

Frequency of device

maintenancecriterion

Federal

emission

regulations

constraintExpected range of

emission flow ratesconstraint

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The Design Process:

Understanding the Problem

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Client

Statement(the need)

Problem Definition

1. Clarify design objectives (criteria)

2. Establish metrics for objectives

3. Identify constraints4. Revise problem statement

Dym, C.L. , Little, P., Orwin, E.J., and Spjut, R.E. (2009). Engineering Design: A Project-Based Introduction (3rd

ed.).Hoboken, NJ: John Wiley & Sons


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Understanding the ProblemThe problem statement/definition (from the client)

may contain: Errors

incorrect or faulty information

omission of key information

Biases presumptions about the problem situation that

are inaccurate

reflect a limited view point Implied solutions

the clients idea of how to solve the problem

16Dym, C.L. , Little, P., Orwin, E.J., and Spjut, R.E. (2009). Engineering Design: A Project-Based Introduction (3

rd



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Defining and Clarifying the Problem Questions to be asked:

What features should the solution have?

What should solution do?

How will you do that?

Why do you want that?

Whom to ask? (through surveys and interviews) Client

Potential users

Experts

Where else to look? Literature searches Existing products

Patent searches

Relevant codes and regulations


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Identifying Attributes and

Characteristics of the Solution Criteria (a.k.a. objectives)

desired attributes and behavior

being rather than doing quantified using metrics

Constraints Strict imposed limits the design must meet framed into a binary choice of

met or not met (yes or no)

Functions actions that a successful design must perform doing rather than being

Implementations specific choices of design options, like material

choices (e.g., an aluminum ladder) that allow nofurther choice

solution dependent

Quantified given a numeric value

If the criterion isportable, anappropriate metric may be weight*

If the criterion is easy to assemble, an

appropriate metric may be time to

assemble

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*Note that metric values are used

to assign a rating to candidate

designs, but they are NOT

themselves the ratings; e.g., for a

criterion of being portable, heavier

designs should receive lower

ratings, but their weight (metric)

values would be high.


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i>Clicker Question 1Consider a new design for an extension ladder.

Must be made of 10% recycled materials is a/n

A. Criterion

B. Constraint

C. Function

D. ImplementationE. None of the above

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Must be made of 10% recycled materials is a/n

A. Criterion

B. Constraint

C. Function


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i>Clicker Question 2

Consider a new design for an extension ladder.

Fiberglass I-beam sides is a/n

A. CriterionB. Constraint

C. Function


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Fiberglass I-beam sides is a/n

A. Criterion

B. Constraint

C. Function


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Weight to length ratio is a/n

A. Criterion

B. Constraint

C. Function

D. Implementation

E. None of the above

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Weight to length ratio is a/n

A. Criterion

B. Constraint

C. Function

D. Implementation


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This is a metric for acriterion such as portability;the ladder can be portable(the criterion) and one way to

measure portability is with aweight to length ratio (a metric),which yields a number


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Ladder extends is a/n

A. Criterion

B. Constraint

C. Function

D. Implementation


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Ladder extends is a/n

A. Criterion

B. Constraint

C. Function

D. Implementation


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Generating a

Criteria List

Generate a list of characteristics and attributes in response to

questions about the problem Remove constraints, functions, and implementations from list

Save these for later use

Sometimes design teams choose to be more restrictive with respect to animposed constraint. Then that constraint also becomes a criterion. For

example, a constraint for fuel economy is 35 mpg, but the design teamdecides they want a fuel economy of 45 mpg.

Group or cluster similar criteria Ask why a criterion is important

Identify criteria of similar importance Sub-levels address how

Higher levels address why

Convert metrics and units to the appropriate criteria If you listed weight, change it to lightness or heaviness as appropriate

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Criteria (a.k.a. objectives)

desired attributes and behavior being rather than doing

quantified using metrics


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The Objective Tree A Graphical

Representation of the Criteria List

Independent of the solution (i.e., the final design)

How deep? Stop when functions and implementations begin to appear

An objective tree should be built whenever you evaluate a newpart/system/subsystem within your design

Safe Ladder

Marketable

Inexpensive PortableUseful Durable

Safe

StiffStable

Light in weight Small

criterion = objective

32 Dym, C.L. , Little, P., Orwin, E.J., and Spjut, R.E. (2009). Engineering Design: A Project-Based Introduction (3

rd



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Weighting Criteria -

Pairwise Comparison Chart

Directly compare two objectives to score the row item:

1 = more important than column header, 0 = less important Compare only objectives emanating from a common node at the same sub-level

Compare higher-level objectives first

Know whose values are being assessed.

Results give an approximate subjective judgment of relative importance ratherthan a definite measurement

Criteria Inexpensive Portable Useful DurableTotal

(the row sum)

Inexpensive 0 0 1 1Portable 1 1 1 3

Useful 1 0 1 2

Durable 0 0 0 0

Safe Ladder

Marketable

Inexpensive PortableUseful Durable

Safe

StiffStable

Light in weight Small

Be consistent! Being portable is more important than being inexpensive in both comparisons.

Objective Tree

Dym, C.L. , Little, P., Orwin, E.J., and Spjut, R.E. (2009).

Engineering Design: A Project-Based Introduction (3rd ed.).

Hoboken, NJ: John Wiley & Sons


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How will we determine how well a

design alternative achieves the objective?

Use Metrics to rate candidate designs Develop metrics by

Identifying something appropriate to measure about the objective (cost,weight, or a subjective measure that you define) Identifying means of assessing the measure of alternative designs in the

same units (dollars for cost; lbf for weight) Determining if measurement and evaluation is feasible

Note: the measurement is NOT the rating!

Example: The weight of laptop A may be 4.5 lbf, while weight of laptop Bis 7.0 lbf, so A gets a rating of 9 out of 10, and B a rating of 5 out of 10.

Here, lightness is the criterion, weight is the metric, lbf is the unit ofmeasure.

Criterion Tests: The laptop should be light.A lighter laptop is better.

Metric Test: What did we measure?

weightUnit Test: How did we report the measurement? in lbf35

Weight or lbf would soundodd in these statements.


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Characteristics of a good metric It is a measure of something directly related to the

criterion that gives you a number or value It is capable of an appropriate level of precision or

tolerance

It is repeatable It is expressed in understandable units of measure

It promotes clear interpretation

Example: If the criterion is easy to assemble,Possible metrics Number of parts

Time to assemble

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CriteriaCriteria Weight

%

Vehicle Alternatives

Neon VW Jetta Porsche 911

Rating Score Rating Score Rating Score

High Performing 10 2 20 5 50 10 100

Attractive 5 3 15 6 30 9 45

Fuel Efficient 20 10 200 6 120 4 80

Safe 15 4 60 8 120 6 90

Reliable 20 4 80 6 120 8 160

Affordable 30 10 300 6 180 1 30

Totals 100 675 620 505

Decision Matrix

For someone with a tight budget who needs to

purchase a car Indication of relative importance ofcriterion (objective)

Score = Weighting Factor RatingRating tells how well

alternative meets thecriterion.

Rating scale must be set so

that a higher rating means abetter meeting of objective.

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CriteriaCriteria Weight

%

Vehicle Alternatives

Neon VW Jetta Porsche 911

Rating Score Rating Score Rating Score

High Performing 10 2 20 5 50 10 100

Attractive 5 3 15 6 30 9 45

Fuel Efficient 20 10 200 6 120 4 80

Safe 15 4 60 8 120 6 90

Reliable 20 4 80 6 120 8 160Affordable 30 10 300 6 180 1 30

Totals 100 675 620 505

Decision matrix

Weighting factors are assigned aftercompleting pair-wise comparison chart(s)

Ratings come from comparing metric results for candidates;

use an appropriate metric for the given criterion

Criteria come fromCriteria List

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Teaming

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ENG1101 Definition of a Team

A team is a small group of people withcomplementary skills who are committed to a

common purpose, performance goals, and

approach for which they hold themselvesmutually accountable.

40

Katzenbach, J.R. and Smith, D.K. (1993). The Wisdom of Teams: Creating

the High-performance Organization. Boston: Harvard Business School.


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Stages of Team Development

Forming (orientation)

Storming (conflict)

Norming (cohesion)

Performing (performance)

Adjourning (dissolution)

A.R. Eide, R.D. Jenison, L.H. Mashaw, and L.L. Northup, L.L. EngineeringFundamentals and Problem Solving. Boston: McGraw Hill, 2002.41


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Forming (orientation)

Tentative interactions

Polite discourse

Concern over ambiguity

Self-discourse

A.R. Eide, R.D. Jenison, L.H. Mashaw, and L.L. Northup, L.L. EngineeringFundamentals and Problem Solving. Boston: McGraw Hill, 2002.

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Storming (conflict)

Criticism of ideas

Poor attendance

Hostility

Polarization or coalition forming


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Norming (cohesion coming together)

Agreement on procedures

Reduction in role ambiguity

Revision of team "rules" based on team experience

Increased "we" feeling


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Performing (getting things done)

Decision making

Problem solving

Mutual cooperation

High task orientation

Major emphasis is placed on performance and

production


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Adjourning (dissolution)

End of team function


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Effective Teamwork Includes:

Listening

Offering constructive feedback Effective use of meetings

Defining tasks that need to be completed

Commitment of all team members

http://orrinwoodward.blogharbor.com/blog/_archives/2008/2/13/3519672.html

http://healthysnacking.blogspot.com/2011/06/obtaining-feedback-from-emailing.html http://www.brendacarescorner.com/2011/08/wordp

ress-administration-daily-tasks/

http://www.startupbooster.com/2009/12/29/entrepreneur-why-you-should-follow-through-with-your-commitments/

C T P bl f


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Common Team Problems from a

Student Perspective One of my teammates never comes to class

One of my teammates never participates

No one comes to the meetings prepared to work

One of my teammates is rude

Most of my teammates want to skip process steps and rush

to the last part

My team procrastinates

One of my teammates does not trust anyone elses work

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Team Building Issues

Interdependence

Goal specification Cohesiveness

Communication

Roles

Norms

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What is a norm?

Like a rule or standard

Often unwritten and widely applied without argument

Often different in different cultures, and can change over

time

Examples include: Listen quietly while others are speaking

Do not interrupt Arrive at meetings on time

Written in a Code of Cooperation in ENG110150


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Code of Cooperation

Governing rules for a teams behavior

Sets norms for individual behavior

Sets norms for appropriate team interactions

Includes appropriate rewards and sanctions

Is developed by the team

Updated on a continual basis

Accessible to all team members51


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Effective Teamwork Includes

Development of a Code of Cooperation

Use of roles

Development of effective listening skills(Check for understanding: is everyone on the same page?)

Ability to give and receive constructive feedback

Use of agendas to plan and conduct efficient meetings

Contact time prior to meeting for non-task related discussions Definition of decision-making processes to be included in the

meeting

"Issue Bin" to provide time for task related issues not on the agenda

"Action List" to record assigned tasks Process checks to ensure continuous improvement

Commitment from ALL members of the team

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Meeting Agendas and Minutes

Agenda

Lists topics to be covered in upcoming meeting

Is prepared by meeting coordinator

Is distributed to team 24 hours in advance

Minutes Record attendance and meeting location

Record discussion/decisions made during the meeting

Include ACTION ITEMS to be done for next meeting Are distributed to team within 24 hours of meeting

adjournment

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Sample Agenda

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Meeting Agenda

ENG 1101, Section 10, Team 4

Attendees: Chris Adams, Terry Jones, Janis Algood, Willie HortonDate: 08 September 2013

Location: Dillman 207

Subject: Hazard analysis planning meeting

________________________________________________________

1. Review and approval of minutes from previous meeting

2. Review of overall project progress

3. Review of device design

4. Hazard analysis

a. Breakdown of design into components

b. Assignment of components to team membersc. Review hazard analysis approach

d. Set completion deadline

5. Open discussion

6. Adjournment

SampleMeeting Minutes


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Sample

Minutes

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ENG 1101, Section 10, Team 4

Attendees: Chris Adams, Terry Jones, Janis Algood, Willie Horton

Date: 08 October 2013Location: Dillman 207

Subject: Hazard analysis planning meeting

____________________________________________________________________________

1. Minutes from 30 September 2013 approved. J. Algood requested correction on decision

status of hazard analysis approach. Correction will be made.

2. There was team consensus that the project is on schedule according to the project Ganttchart. T. Jones noted that the team had built in some flexibility in the project time line.

3. Device design was reviewed. C. Adams presented the final design sketch and the decision

matrix the team used to compare candidate designs.

4. Hazard analysis discussion:

a. Device design was broken down into its major componentsb. Assignment of components to team members was made

I. C. Adams: drive train

II. T. Jones: casing and casing attachment

III. J. Algood: power system

IV. W. Horton: feedback control and cooling unit

c. Hazard analysis approach (FMEA) was reviewed. W. Horton downloaded Dale

Anderson journal article and distributed to team by e-mail.

d. Hazard analysis for all components to be completed by 20 October 2013

5. In open discussion, T. Jones recommended that the team together examine the hazards of

device component integration at the next meeting.

6. Next meeting slated for 21 October 2013, Dillman 207

7. Meeting adjourned


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Meeting Duties

Assign these roles to team members for each

meeting Meeting coordinator

Recorder

Timekeeper

Devil's advocate

Roles should rotate from meeting to meeting, so that

no one has the same job at the next meeting

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Individual Homework Due 3C

Reading for 3C: Pearson text Chapter 5, pages 147-167

Chapter 5 in your Pearson book discusses statistics andquality control; these are the foundation of Six Sigmamanagement, an approach that began at Motorolaand has expanded across many industry types andmany product companies. Google Six Sigma to see

how important this reading is.

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Homework

Reading for 3C:

Pearson Ch 5, pgs 147-167

(basic statistics and quality control)

Team Homework: due 4A

Code of Cooperation Memo

See Lab Manual pages 13-14 for detailedinstructions

Type in MS Word (hand-written material is notacceptable) or use memo template found onCanvas

lesson 3a design process and teaming

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