Design As a Transformation Process. Technical info. Market info. Time info. Finished design/ prototype. Design. Inputs. Output.

Transcription

1 Design As a Transformation Process Technical info Market info Time info Inputs Design Activit Output Finished design/ prototype Equipment Technical staff

2 What is Design? Conceptual process by which some functional requirement of people is satisfied through the use of a product or of a system, e.g.: Motor car tv A painting Electricity, etc. Why Design? Satisfy the needs of customers Build/improve reliability and performance Simplify manufacturing processes Who should Design? Sales/marketing Designers Engineers Operations Technical Workers Finance

3 The Design Process Begins with a motivation for a new design. Could be affected by government regulations; competitive pressures; customer needs; new technologic. Customer is the driving force for product/service design. New Ideas Companies must constantly look for new ideas to improve existing design. Marketing can assist through: use of focus groups; surveys and analysis of buying patterns. Research and development departments Competitors Reverse Engineering Designers need to understand the capabilities and capacities of production departments: equipment; skills; materials; schedules; technologies; special abilities. Design of a product must take into account cost; target market and function.

4 The 4 C s of Design Creativity something that has not existed before. Complexity difficulty relating to performance of components, materials, appearance and methods of manufacture. Compromise balancing conflicting requirement e.g. performance vs. cost; appearance vs. ease of use; materials and durability. Choice making choices between many possible solutions from basic concepts to the smallest detail of colour or form. The competitive advantage of a good design objective of design satisfy customer needs. If this can be achieved it enhances the competitiveness of the organization. Product and service design can therefore be seen as starting and ending with the customer. Marketing gathers info from consumers look at possible market opportunities create a specification for the product/service.

5 Performance Objectives of Design High quality error free designs Speed moving from concept to production in the shortest possible time Dependability meeting quoted and planned delivery dates Flexibility ability to change to incorporate new and emerging ideas or requirements Costs not consuming excessive resources during the creation process. Identifying design options Designers are most often faced with certain options sometimes narrow e.g. yes or no. e.g. should we go ahead with redesigning a hotel or not? Some options are almost infinite e.g. how thick should we make the shielding of a nuclear reactor? Any thickness between zero and very thick is possible, with different consequences for safety and cost.

6 Evaluating design options Assessing the worth or value of each design options so that a choice could be made. Each option should be assessed against the following design criteria: Feasibility can we do it? Acceptability do we want to do it? Vulnerability do we want to take the risk? Key questions to assess feasibility are: Do we have the skills? (quality of resources) Do we have capacity? (quantity of resources) Do we have adequate financial resources? Key questions to assess acceptability are: Does it satisfy performance criteria? Does it give a satisfactory financial return? Key questions to assess vulnerability are: Do we understand the full consequence of adopting this option? What could go wrong?

7 Using feasibility acceptability and vulnerability criteria to evaluate design options Toyota has traditionally used mild steel in the manufacture of its door panels. Alternatives are aluminium or re-inforced plastic. Mild steel Aluminium Re-inforced plastic Feasibility Skills good limited none Capacity no change additional additional Financial resources none yes Yes Acceptability Weight poor good Excellent Impact strength good acceptable Poor Durability poor good Excellent Appearance good good Ok Ease of manufacture good ok Difficult Unit cost R100 R150 R80 % potential sales inc 5% 30% 10% Return on investment - 10% 5% Vulnerability Risk of manufacture none medium High problems Risk of poor market reaction none none Very high

8 Interpretation of expectation Marketing Expectations Product/service design Operations Customer Specification Product/Service Customer Marketing Design feedback loop Customers buy concepts When customers make a purchase they are not simply buying a product/service but also a set of expected benefits This is known as the concept e.g. a customer buys a washing machine purchasing a set of expected benefits such as: An attractive metal box; That will fit in a conventional kitchen space; That will provide the means of cleaning clothes; Over a long period of time and In the kitchen of his home

9 Process Design When analyzing the design processes to transform resources into goods or service; we ask the following questions:- Is the process designed to achieve competitive advantage in terms of differentiation, response or low cost? Does the process eliminate steps that do not add value? Does the process maximize customer value? Will the process win orders? Several tools can be used to help in understanding the complexities of process design:- Flow diagram a drawing used to analyse movement of people or material. Student Registration Process Operations Inspection Transport Delay Dept 1 Admissions Finance Photo CAO fee 2 5 Lectures