Special thanks to Paul Harris for logo design

1. Engineering Division Design Center Initiative Special thanks to Paul Harris for logo design

2. Ken Chow Earl Cornell Rob Duarte Lisa Gullo Lowell Koht Robin Lafever Daryl Oshatz Marty Pollard Alex Ratti Tony Vranicar Design Center Advisory Committee

3. To improve the effectiveness of Laboratory programs by providing comprehensive engineering services of small scope. We are committed to fast turnaround on all services, including conceptual design, planning & estimating, analysis, programming, prototyping, and fabrication Mission

4. Objectives • Improve effectiveness of Laboratory programs • “It should be immediately obvious to potential customers that the Design Center exists to enhance their goals.” • Provide focused, short-term engineering expertise to researchers and programs on a timely basis • Apply design effort strategically - where leverage and returns are the greatest

5. Conceptual design • Pre-funding feasibility& justification • Fast exploration of alternative concepts through CAD modeling, mockups, rapid-prototypes • Consulting, planning, estimating • Short-term, engineering design projects: • For groups & researchers without need for full-time engineering staff • Mechanical, electrical, software, systems engineering support • Where timeliness is everything • Visible avenue of access to regular Engineering Division expertise Market Needs /Opportunity

6. Potential for increasing funding-proposal success rate • Improved effectiveness of ongoing programs by strategic application of engineering expertise • Provides Engineering a tie into future directions at the Lab • Catalyst for interactions between Engineering and PI’s • Vehicle for introducing new design and prototyping methodologies to the Laboratory Benefits

7. Parametric solid modeling Rapid prototyping Analysis Paperless manufacturing Remote collaborative design Reverse engineering Benefits (contin.) Design & Prototyping Methodologies

8. Strategy How do we address the needs and opportunities at the Laboratory? • Awareness of the “competition” • Budgets of many PI’s allow for only one or several grad students • Big projects get lion’s share of resource allocation • Develop a competitive advantage: • unique know-how and implementation skills • “faster, better, cheaper” mentality • Create win-win customer relationships

9. Strategy Product Overview: Develop an organization and resources matched to the needs and opportunities • Define Work areas: • Electrical • Mechanical • Software • Systems Engineering • Cost Estimating • Other? • Decide what to offer and what NOT to offer

10. Strategy: Organization • Design Center Group Leader’s “hats”: • Engineer, Project Manager, Sales Person, Resource Manager • Design Center Core Staff (2 engineers, 2 technicians) • Core engineering expertise (mechanical, electrical, software, CAD) • Design Center ‘Floating Staff’ (regular ED staff) • Limited but defined availability; voluntary, dynamic allocation • Partnerships with existing resources • Fabrication shops, outside vendor support • Oversight Committee • Deals with major strategic issues: sets metrics, monitors performance & future direction

11. Floating Staff Organization Floating Staff Electronics Design Software Design Group Leader/ Engineer Engineer Engineer Mechanical Design Fabrication resources Core Staff Tech/Fabrication Specialist Engineering Associate Systems Engineering Instrumentation/ Detector Design

12. Early phase Implementation - Phased Approach Early phase efforts focus on projects that will enjoy an immediate benefit using skills, processes, and techniques that are already in our inventory. • Later phase Later phase efforts address strategic goals that require development of new techniques, experimental processes, and advanced methodologies and organizational structures.

13. Identify potential clients with an interest and need for products and services we can provide right now. • Assess the project and assemble and ad hoc team with the appropriate skill mix to respond with results that are immediately useful, along with proposals for further work • Formalize team structure and carry out more detailed production in close collaboration with PIs • Keep it short, fast, and useful Implementation - Early Phase

14. Potential clients include those with projects in the pre-funding stage, or with obvious but undefined hardware, software and analytical needs, or specific hardware needs but no appropriate resources. • Several have already been identified and approached, and more contacts are being developed Implementation - Early Phase Target Market

15. Conceptual Design • Feasibility and justification • Fast exploration of alternate concepts through 2D and 3D CAD models, mockups, and prototypes • Analysis and planning Implementation - Early Phase Limited resources are already in place to provide rapid reaction and ‘High value’ products such as:

16. Where? Suggested Location: B77 Second Floor, Room. 220 However... Year-long seismic retrofit effort is due to begin at B77 in December 2000

17. Not attractive to engineers (recruitment within division) • Too much too fast - over-commitment • False staffing promises - staff skills do not match projects • Resistance to “floating staff’ concept from home managers • Design overkill - prohibitively expensive solutions Design Center Risk Analysis A. Development Risk

18. Kick-off flop - early project successes are critical • Too many promises - expectation overload • Wrong customers • Same “product”, new name (repackaging of existing Division services) Design Center Risk Analysis B. Market Risk

19. ‘We want to do your job for you’ - competing with PI’s graduate student staff • Stepping on Engineering Division toes • Design Center as loophole in Engineering Division resource allocation Design Center Risk Analysis C. Competitive Risk - perceptions

20. Committee groundwork • Construct Design Center • Purchase of equipment • Staffing/recruitment • Publicity, build contacts • Launch start-up Timeline: Start-up Year 2000-2001 OCT NOV DEC JAN FEB MAR