DESN2000 , Lecture 1, T2-2021 PDF

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Summary

Adequate background on the issues being discussed, to provide sufficient context, history and evidence.
In depth ethical discussion. You need to clearly identify the ethical issue(s), and analyse them using ethical reasoning....

Description

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People Desirability

DESN2000 / Lecture 1

Technology

Business

Feasibility

Viability

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Course learning objectives •

This is a technological design course: design is best learned in project work

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The course gives you tools to focus on human factors — desirability (Course learning objectives 13)

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You also rehearse teamwork, project management and communication (Course learning objectives 46)

ENGG1000 and DESN2000 • •

Innovate UK has recently released a new design strategy People

Desirability

It builds on US examples from the nineties Technology Feasibility

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Great innovation outcomes

Business Viability

ENGG1000 focused on

Martin 2009; Brown 2008.

“technology”

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Lectures and workshops •

Design lectures focus on high-level content

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Workshops operationalize these concepts and turn the concepts into processes and methods

Teachers Design content

Ilpo Koskinen [email protected]

Course conveyor

Domenique van Gennip [email protected]

Technical systems, evaluation*

Nick Gilmore [email protected]

Teamwork, pitching, concept creation*

Vinayak Dixit [email protected]

CVEN coordinator

Morty al-Banna [email protected]

SENG coordinator

David Tsai [email protected]

EE&T and CSE coordinator

Bruno Gaeta [email protected]

BINF coordinator

Technical content

* Nick and Dominique also help with lab and workshop allocations

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•

Schools use mostly MS Teams and Moodle - stress on Teams which is a real working environment

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You will be treated equally regardless of whether you study on campus or online

Navigate Teams thru Tabs…

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…or General > Files (clunky)

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Apologies: we do not have control over tabs “Assignments” and “Grades”: they are empty

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Assessments •

Assessment is structured in two main components

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Course Outline has assessment weights and deadlines Technical component: 60% (hurdle)

Design component: 40%* MECH

SPREE*

CVEN

Design journal 25% Pitch 10%

Spread explained in School-specific Course Outlines

Peer review 5%

* SPREE figures slightly different because of a CAD exercise

Design journal •

You need to keep a design journal for the duration of the course.

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The journal is to be kept on MS Teams. Please write at least one entry per week

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Path: MS Teams > General > TAB: Class Notebook

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Design journals serve many purposes •

Operations: Tracks the teams project activities

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Creativity and communication: a useful source to develop and collect ideas

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Legal: keeps official record of information which can be used as evidence in professional or legal disputes, such as intellectual property or safety incidents

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Educational tool: used to evaluate your understanding design processes, teamwork and project management

How to find Design Journal 1. Click Class Notebook tab

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2. When it opens, read instructions and assessment guide

3. Click the arrow in the upper left corner. It takes you to your personal journal

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Sample of pages from a CVEN Design Journal from 2020

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Don’t overdo the journal: it is a tool!

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II What is concept design

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•

Economists realized in the eighties that innovations lies in ambiguity

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In engineering language, many problems in engineering design are ill-defined, and have many solutions

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The purpose of DESN2000 is to give you processes and methods to manage ambiguity: capture opportunities, turn them into concepts, and tangible products

Piore and Lester 2004; Prahalad and Khrisnan 2008.

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Design literature reacted to this finding in many ways:

• • • • •

One book talked about “Failing Fast Forward” Another book told us “to get the right design” first and only then “get the design right” One book told that “fuzzy front end” is crucial Others talk about disruptive innovation Yet others talk about creative destruction, following the famous Austrian economist Joseph Schumpeter

Maxwell 2007; Cagan and Vogel 2002; Schumpeter 1942; Heskett 2017.

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Designers started to find ways to manage the very early phase of design, when many options are open and uncertainty very high

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This phase was called concept design

Brown 2008; Keinonen and Talk 2005; Fogg 2003.; van Boeijen et al. 2015.

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Why concepts matter?

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The main reasons for taking concept design seriously are economical

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John Heskett’s argument

Heskett 2017.

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Proportion of total costs spent in each phase of development 50% 5 5

35%

5 Life-cycle costs 5 (% of total)

12%

5 0

3% Validation

Full-scale

Validation

Full-scale development

Design & development phase (short-term)

Manufacture & Manufacture & production

July Operation & support

Manufacture, operation & support phase (long-term)

Steve H. Leibsam 1988. Design for testability creates better products at lower cost. EDN, March 31, 1988.

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What makes this diagram relevant?

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It shows that the early stages of product development are cheap

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Later, failures are expensive: it is better to fail early when the cost of change may be only a few dollars

A more abstract form of this histogram shows that there is an inverse relationship between the cost of change and freedom to experiment:

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A typical graphical illustration of concept design in product design

Cost of change

Number of choices

Production design review

Concept

Product design

Manufacturing

Shipment

Development phase

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The logic behind this diagram has been expressed in various forms over rather years

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For example, Karl Ulrich and Steven Eppinger, two engineering professors from MIT have described product development process as a seven-step process

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Their drawing of the process looks like an airplane

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A typical graphical illustration of concept design in product design

Product launch

Mission statement

Concept development

System-level design

Detail design

Testing and refinement

Production ramp-up

Ulrich and Eppinger 2016. Pp. 14.

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The shape of the “plane” is relevant

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There is a lot of ambiguity early on

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This ambiguity diminishes later in the process

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IV What goes into a concept?

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•

We get an idea of what should go into a concept from two sources, an American designer BJ Fogg and Dr. IVan Perez-Wurfl from UNSW’s SPREE

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When we combine Fogg’s 12 points with Dr. PerezWurfl’s 15, we get the following main categories

Fogg 2003.

Report requirements by Dr. Perez-Wurfl Name of the Organization: Project Title: Project Summary Project Time-frame: Prepared by: Attached Documentation Project Contacts Project Summary Project Background Project Objectives

Project Methodology: 1) The Project Approach Summary; 2) Work Breakdown and Task Time Estimates; 3) Project Deliverables Project Risk Management: 1) Risk Management Plan; 2) Risk Register Project Costs: 1) Project Budget; 2) Budget Narrative Conclusion Appendix

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Elements of conceptual design by BJ Fogg 1. Title page 2. Overview 3. User description 4. Storyboard of user experience 5. Prototype 6. Features/frunctionality 7. Justifications for design 8. Results of user testing 9. Shortcomings of design 10.Expansion 11.Next steps in design process 12.Summary Fogg 2003.

Things to report:

(BJ Fogg)

(Ivan Perez-Wurfl)

Front matter: basic information

Title page

Name of the organization, summary, time frame, contact information, document preparation

Project information

Overview

Project information, background, objectives, methodology

User information

User description, storyboard, justification for the design, user test results, shortcomings

Expansion and scalability

Expansion

Risk management

Risk management

Budget

Budget information

Back mattter: conclusions

Next steps

Conclusion and appendices

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V Concept design process

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•

Concept design today consists of at least six steps

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The following process is from IDEO, a very influential Palo Alto based product design firm, with roots in mechanical engineering in Stanford University

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Please note that most complexity lies in Step 5, which is the technical step!

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It is also by far the most expensive step

Lewrick et al. 2018.; Brown 2008.

Lectures 2-3

Technical lectures

Lewrick et al. 2018: 80.

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5 Research example

Frens 2006.

…simple cardboard models for service scenarios…

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…simple form an d ergonomic studies…

…more elaborate studies using cardboard and paper prototypes of interfaces…

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…teardowns (see Design Lecture 2 next week)…

…building a functioning camera…

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…finally, user tests.

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Five goals of concepts

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The form of concepts depends on your purpose

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They range from textual descriptions to sketches, drawings and technical drawings to CAD models as well as prototypes and plans - sometimes even videos

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What you need to do depends on your purpose and discipline

Concepts prepare product development, but they have other purposes too

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Concept design for…

Goal

… product development

These concepts create specifications for the following design phases and help companies to make stop/go decisions about implementation

… innovation

These concepts build idea banks for future use, prepare road maps for investments into product development, create alliances with key partners, and generate patents

… shared vision

These concepts create shared meanings and build vocabularies for communication

… competence

The largest companies in the world organize concept creation processes to create competencies

… expectations management

Finally, some concepts are created to shape the expectations of the market

Keinonen 2005: 1-31.

Concepts for expectations management

https://www.marinelink.com/news/catching-cruise-offguard-norways-466482

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VII What next

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Install Teams if you don’t have it by now

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Get familiar with Teams site

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Read Course Outline and project briefs

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Team selection is school-dependent. Make sure you have a team by the end of the week

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Follow lectures

References Brown, Tim 2008. Change by Design. New York: HarperCollins. Cagan, Jonathan and Craig M. Vogel 2002. Creating Breakthrough Products. Innovation from Product Planning to Program Approval. Upper Saddle River, NJ: Prentice-Hall. Dym, Clive L. and Patrick Little 2000. Engineering Design: A Project -Based Introduction . Hoboken, NJ: J. Wiley & Sons. Fogg, B. J. 2003. Conceptual Design. The Fastest Way to Capture and Share Your Idea. In Laurel, Brenda (Ed.) Design Research. Cambridge MA: MIT. Frens, Joep 2006. Designing for Rich Interaction. Integrating Form, Interaction, and Function. Eindhoven: Department of Industrial Design. Heskett, John 2017. Design and the Creation of Value. London: Bloomsbury. Keinonen, Turkka 2005. Introduction to Concept Design. In Keinonen, Turkka and Roope Takala (Eds.) Product Concepting. Berlin: Springer.

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Lewrick, Michael, Patrick Link and Larry Leifer 2018. The Design Thinking Playbook. New York: Wiley. Martin, Roger 2009. The Design of Business: Why Design Thinking is the Next Competitive Advantage. Cambridge, MA: Harvard Business Press. Maxwell, John C. 2007. Failing Forward: Turning Mistakes into Stepping Stones for Success. Nashville: Thomas Nelson Inc. Piore, Michael J. and Richard Lester 2004. Innovation. The Missing Dimension. Cambridge, Massachusetts: Harvard University Press. Prahalad, C.K. and M.S. Krishnan 2008. The New Age of Innovation: Driving Cocreated Value Through Global Networks. New York: McGraw-Hill. Schumpeter, Joseph A. 1942. Capitalism, Socialism and Democracy. New York: Harper. Ulrich, Karl T. and Steven D. Eppinger 1995. Product Design and Development. New York: McGraw.Hill. van Boeijen, Annemiek et al. 2015. Delft Design Guide. Rotterdam: BIS.

Good luck!

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