2. Day 1: Creativity and Design
The objective of this course is to introduce students to the
basics of product design, including issues relating to product
form and function, as well as aesthetics and experience.
Students will learn how to integrate creative ideas into
product designs that would appeal to consumers. Cutting edge
and relevant issues in product designs will be discussed.
Special emphasis will also be placed on examining product
designs in an Asian cultural context.
From: http://www.aci-institute.com/index.php/web/master_program/ProgStructure/5/104
3.
4. Basics of product design
Objectives:
1. to (re)define what is design and its value for businesses
2. to identify the key elements of the design process
3. to evaluate approaches to initiate and carry design
4. to put into practice basic elements of design
5. to distinguish the basics of product design in Asia
5. Word Association: Creativity
What 3 words come instantly in your mind?
Creativity
Write each word on a separate sticky note and paste it in
alphabetical order on the board.
7. Word Association: Design
What 3 words come instantly in your mind?
Design
Write each word on a separate sticky note and paste it in
alphabetical order on the board.
15. Bruce Archer (1960s)
“The practice of design is a very
complicated business, involving
contrasting skills and a wide
field of disciplines. It has always
required an odd kind of hybrid
to carry it successfully”
Engineer, Professor of Design Research at
the Royal College of Art
Bruce Nussbaum (2010s)
“Design Thinking is beginning to
ossify and actually do harm, in
order to appeal to the business
culture of process, it was denuded
of the mess, the conflict, failure,
emotions, and looping circularity
that is part and parcel of the
creative process”
Economist, Professor of Innovation and Design at
Parsons The New School for Design
16. What is Design?
ICSID: http://www.youtube.com/watch?v=d3hJcnWKezk
Dyson Foundation: http://www.youtube.com/watch?v=SD6d8Em8q5A
Roger Martin: https://www.youtube.com/watch?v=rLjj1MWX0bY
Where
37. A great building must begin with the unmeasurable, must go
through measurable means when it is being designed and in the
end must be unmeasurable
Louis Kahn, architect (1901-1974)
Design is a funny word. Some people think design means how it
looks. But of course, if you dig deeper, it's really how it works.
Steven P. Jobs, entrepreneur (1955-2011)
Recognizing the need is the primary
condition for design. Charles O. Eames, designer (1907-1978)
What is design? It's where you stand with a foot in two worlds - the
world of technology and the world of people and human purposes -
and you try to bring the two together.
Mitchell Kapor, entrepreneur (1950-)
To invent, you need a good imagination and a pile of junk.
Thomas A. Edison, inventor (1847-1931)
A designer is an emerging synthesis of artist, inventor,
mechanic, objective economist and evolutionary
strategist.
Richard Buckminster Fuller, architect,
designer and inventor (1895-1983)
Engineering, medicine, business, architecture and painting are concerned not with the necessary but
with the contingent - not with how things are but with how they might be - in short, with design.
Herbert A. Simon, economist, computer scientist (1916-2001)
Form follows function - that has been misunderstood.
Form and function should be one, joined in a spiritual union.
Frank Lloyd Wright, architect (1867-1959)
The practice of design is a very complicated business, involving
contrasting skills and a wide field of disciplines. It has always required
an odd kind of hybrid to carry it successfully
Bruce Archer, engineer and designer
(1922-2005)
38. Big-D innovation
• Select an example of a recent great design (product, service or
system)
• Write down its impact(s) in design/technology/business
• Share with two colleagues and identify criteria for Big-D
• Present and discuss similarities, generalisations
39. Steve Jobs: One Person, One Computer (1980)
http://youtu.be/0lvMgMrNDlg?t=2m23s
02:23 – 13:05
40. “We had absolutely no idea that people would do
that…”
“We had some feeling that we were on to
something…”
“We are just starting to get the glimmerings of where
it’s going to go…”
“Our whole company, our whole philosophical base is
founded on one principle…”
“Right now if you buy a computer system and you want
to solve one of your problems, we immediately throw a
big problem right in the middle of you and your
problem”
http://boscutti.com/2013/02/24/boscuttis-steve-jobs-scene-12/
41. A
B
C
F K N R
S
http://www.goldcoastmodela.com/Early_Ford.pdf
http://www.mtfca.com/discus/messages/331880/347933.html?1363551928
http://25.media.tumblr.com/935fa0bd19cd7f4edfcb7528cffd21ad/tumblr_mga6unWcNt1rgmlf9o1_1280.jpg
Ford Model T
The first car to achieve one million,
five million, ten million and fifteen
million units sold.
42. Henry Ford: “People seem to think that the big thing is the
factory or the store or the financial backing or the
management. The big thing is the product, and any hurry in
getting into fabrication before designs are completed is just
so much waste time. I spent twelve years before I had a
Model T that suited me.
I designed eight models in all before "Model T." They were:
"Model A," "Model B," "Model C," "Model F," "Model N,"
"Model R," "Model S," and "Model K."”
http://www.gutenberg.org/cache/epub/7213/pg7213.html
47. “The results have proven those who criticised
Singapore's education system for encouraging
rote learning at the expense of creative skills
wrong, said education expert Andreas
Schleicher at an event to release the rankings.”
52. Strategic Impacts of Design in Businesses
e Helsinki School of Economics, the University of Art and Design Helsinki and the Helsinki University of Technology
http://www.muova.fi/documents/key20130416170946/Raportit%20ja%20julkaisut/MUSA_loppuraportti_2005.pdf
53. Strategic Impacts of Design in Businesses
e Helsinki School of Economics, the University of Art and Design Helsinki and the Helsinki University of Technology
http://www.muova.fi/documents/key20130416170946/Raportit%20ja%20julkaisut/MUSA_loppuraportti_2005.pdf
“the longer the product lifecycle, the more probable
design usage becomes in the companies”
54. Design National Policies
• Finland
• United Kingdom
• Denmark
• United States
• India
• Korea
• Singapore
• Japan
A Comparative Analysis of Strategies for Design Promotion in Different National Contexts within the Discipline of Design by Gisele Raulik-Murphy (PhD Dissertation 2010)
55. Design Strategy is using the design process to
understand an organisation’s consumers to
discover short-term and long-term business
opportunities.
http://gsadesignglossary.com/design-strategy.html
56. Strategic Impacts of Design in Businesses
e Helsinki School of Economics, the University of Art and Design Helsinki and the Helsinki University of Technology
http://www.muova.fi/documents/key20130416170946/Raportit%20ja%20julkaisut/MUSA_loppuraportti_2005.pdf
“The most important drivers for design usage are the maturity and
velocity of the industry, customer type, and the size of the company.
The less usual design usage is in the industry, the more beneficial it is”
65. need for a new product
identified
black-box design view
detail design view
product development:
prototype
early customers’ assessment
production for release
field performance
overall business perspective
New Product Development: http://www.springer.com/cda/content/document/cda_downloaddocument/9781848002708-c1.pdf?SGWID=0-0-45-559603-p173817911
non-physical (or abstract)
conceptualization of the product
with increasing level of detail
physical embodiment
of the product
remainder of the product life
cycle (production, sale, use)
linking
business
objectives to
desired
product
attributes
links product
attributes to
product
characteristics
linking
product
characteristics
to lower level
product
characteristics
66. The innovation process by: http://www.tuhh.de/tim/downloads/arbeitspapiere/Arbeitspapier_4.pdf
67. Product family design and platform-based product development: a state-of-the-art review. J Intell Manuf (2007) 18:5–29 DOI 10.1007/s10845-007-0003-2
70. “Since Bill Gore founded the company in 1958, Gore has been a team-based, flat lattice
organization that fosters personal initiative. There are no traditional organizational charts,
no chains of command, nor predetermined channels of communication.”
87. Funnel –key ideas
1. Temporary choices: Overall process is convergent (hence funnel),
but relies heavily on divergent decision-making
2. Successive approximations: Problem-solution coevolve together
3. Ideas are not light bulbs: Eureka! is less having the idea, and more
understanding it
4. Clear vision: but remain flexible (pivoting)
5. No right/wrong responses, but more/less appropriate
6. Abductive reasoning: ban the phrase “prove it!”
7. F4: Fail early, fail cheap, fail often, fail different
103. “Fuzzy Front End” Activity
• Make a quick diagram of the New Product Development process in
your company
• What has been your role in the ‘Fuzzy Front End’?
• Trigger insightful questions throughout the process
• Translator between different areas (costumers, technology, design)
• Raise awareness of needs and opportunities
• Facilitate processes across the team(s)
108. “We identify opportunities to make your
environment a little more enjoyable. We started
with the alarm clock”
http://www.nandahome.com/story/index.php
109. “TOMS matches shoes purchased with
new shoes given to a child in need: One
for One”
http://www.toms.com/our-movement/l
110. Wovel: simplify an arduous task
Clocky: more enjoyable daily life
Toms: altruistic sustainable business model
114. Rule # 1: Don’t ask what people
want
Rule # 2: Don’t (only) ask people
Rule # 3: Don’t (only) listen to
people
115. 12/03: "Students have problems finding lecturers"
12/03: “Children not socialising due to technology"
12/03: “Help people interact with their neighbours"
12/03: “Poor teamwork skills due to limited social interaction”
116. Has your initial definition or general view of design changed in this first day of the course? How so?