Mode of access: World Wide Web.

System requirements: Adobe Acrobat Reader.

Part of: Synthesis digital library of engineering and computer science.

Includes bibliographical references (pages 79-80).

1. Big shift in engineering -- 1.1 Closed world to open world -- 1.2 Changes of yesterday and today -- 1.3 Bounded rationality and satisficing -- 1.4 Rational world to controllable world -- 1.5 Satisficing world -- 1.6 Real-world problems, their difficulties -- 1.7 Science is one principle, but engineering is another -- 1.8 New "selfish" -- 1.9 Individual play to team play --

2. Value and rationality: traditional engineering definition -- 2.1 Value -- 2.2 Rationality --

3. Increasing difficulty of recognizing product quality improvement -- 3.1 Weber-Fechner law -- 3.2 Product service systems (PSS) --

4. Value and rationality: definitions in other fields -- 4.1 Zweckrationalitaet and Wertrationalitaet -- 4.2 Economist's rationality -- 4.3 Pragmatism -- 4.4 Railroad vs. voyage -- 4.5 Abduction: what matters is the goal -- 4.6 Conceive-design-implement-operate (CDIO) --

5. Design-another form of decision making -- 5.1 Plan-do-study-act (PDSA) -- 5.2 Adaptive approach: importance of heuristics -- 5.3 Current AI: its limitations -- 5.4 Rationality: mathematical and real world -- 5.5 Design: another area of rationality -- 5.6 Pattern approach -- 5.7 Effectiveness of the hypothesis-driven approach --

6. Importance of "self " -- 6.1 Self-determination theory (SDT) -- 6.2 Hierarchy of human needs --

7. Increasing importance of process value -- 7.1 Lego -- 7.2 Creative customers -- 7.3 Flower arrangement: Ka-Do --

8. Reliability to trust -- 8.1 Reliability -- 8.2 Trust -- 8.3 Hardware and software development -- 8.4 Repair: another new value creation --

9. Individual products to team products-individual play to team play -- 9.1 Why do products need to work as a team? -- 9.2 Tree and network -- 9.3 11 best, best 11 -- 9.4 Playing manager -- 9.5 Adaptive team organization: difference between a sport team and product team -- 9.6 Social networking service (SNS) --

10. Strategy: yesterday and today -- 10.1 Strategy of yesterday -- 10.2 Strategy of today -- 10.3 Their difference -- 10.4 Changing interpretation of rationality --

11. Modularization: product-based to process-focused -- 11.1 Automotive industry -- 11.2 Fashion industry -- 11.3 Buildings -- 11.4 Origami -- 11.5 Materials --

12. Sectors of the economy -- 12.1 Five sectors of the economy -- 12.2 Quinary sector -- 12.3 Decision making: yesterday and today --

13. Sharing society -- 13.1 Sharing economy -- 13.2 Changing industrial framework -- 13.3 Deeper and deeper to wider and wider -- 13.4 New engineering will create sharing society --

14. The connected society -- 14.1 Internet of things (IoT) -- 14.2 Difference between the connected society and sharing society -- 14.3 Adaptive organization -- 14.4 Progress to evolution -- 14.5 Team for progress and team for evolution -- 14.6 Explicit adaptation and implicit adaptation -- 14.7 Inside out and outside in -- 14.8 No walls between art, science, and engineering --

15. New horizons are emerging -- References -- Author's biography.

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Early in the 20th century, our world was small and closed with boundaries. And, there were no appreciable changes. Therefore, we could foresee the future. These days, however, we could apply mathematical rationality and solve problems without any difficulty. As our world began to expand rapidly and boundaries disappeared, the problem of bounded rationality emerged. Engineers put forth tremendous effort to overcome this difficulty and succeeded in expanding the bounds of mathematical rationality, thereby establishing the "Controllable World." However, our world continues to expand. Therefore such an approach can no longer be applied. We have no other choice than "satisficing" (Herbert A. Simon's word, Satisfy + Suffice [2]). This expanding open world brought us frequent and extensive changes which are unpredictable and diversification and personalization of customer expectations. To cope with these situations, we need diverse knowledge and experience. Thus, to satisfy our customers, we need teamwork. These changes of environments and situations transformed the meaning of value. It used to mean excellent functions and exact reproducibility. Now, it means how good and flexible we can be to adapt to the situations. Thus, adaptability is the value today. Although these changes were big, and we needed to re-define value, a greater shift in engineering is now emerging. The Internet of Things (IoT) brought us the "Connected Society," where things are connected. Things include not only products, but also humans. As changes are so frequent and extensive, only users know what is happening right now. Thus, the user in this Connected Society needs to be a playing manager--he or she should manage to control the product-human team on the pitch. Moreover, this Connected Society will bring us another big shift in engineering. Engineering in this framework will become Social Networking, with engineering no longer developing individual products and managing team products. The Internet works two ways between the sender and the receiver. Our engineering has ever been only one way. Thus, how we establish a social networking framework for engineering is a big challenge facing us today. This will change our engineering. Engineers are expected to develop not only products, but also such dream society. This book discusses these issues and points out that New Horizons are emerging before us. It is hoped that this book helps readers explore and establish their own New Worlds.

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Title from PDF title page (viewed on August 29, 2018).