Keinonen / Takala Product Concept Design

A Review of the Conceptual Design of Products in Industry
1. Auflage 2010
ISBN: 978-1-84628-126-6
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 204 Seiten

Product Concept Design has been written by a collection of researchers and practising designers from leading companies such as Nokia and Volvo. The book explains the process of conceptual design of new manufactured products and shows how the principles involved are employed in real examples of consumer products from some of the world's most important corporations detailed by the designers themselves. The book will be bought by designers and managers in industry, as well as lecturers in design and design engineering and their students.

Product Concept Design has been written by a collection of researchers and practising designers from leading companies such as Nokia and Volvo. The book explains the process of conceptual design of new manufactured products and shows these the principles involved are employed in real examples of consumer products from some of the world's most important corporations detailed by the designers themselves. The Nokia Research Center employs 20,000 people in 11 countries and has a turnover of €3.76bn.

Autoren/Hrsg.

Keinonen, Turkka Kalervo

Takala, Roope

Inhaltsverzeichnis

1;Preface;5
2;Table of Contents;11
3;1 Introduction to Concept Design;13
3.1;1.1 About design, delivery and manufacturing;14
3.2;1.2 Visionary cruise liners;16
3.3;1.3 The future of home, work and leisure;21
3.4;1.4 The biological laundry;23
3.5;1.5 Three kinds of concepts;26
3.6;1.6 The general objectives of concept creation;31
3.6.1;1.6.1 Concept design for product development;32
3.6.2;1.6.2 Concept design for innovation;32
3.6.3;1.6.3 Concept design for shared vision;35
3.6.4;1.6.4 Concept design for competence;36
3.6.5;1.6.5 Concept design for expectation management;38
3.7;1.7 The properties of a concept;40
3.8;1.8 References;43
4;2 The Concept Design Team;44
4.1;2.1 Team members;46
4.1.1;2.1.1 User research expert;48
4.1.2;2.1.2 Domain expert;49
4.1.3;2.1.3 Design expert;50
4.1.4;2.1.4 Communications expert;51
4.1.5;2.1.5 Feasibility specialist;51
4.1.6;2.1.6 Team leader;52
4.1.7;2.1.7 Setting up a concepting team;52
4.2;2.2 Helping the team to work together;55
4.2.1;2.2.1 Methods for working together;56
4.2.2;2.2.2 Physical premises;57
4.2.3;2.2.3 Balancing the team size;58
4.3;2.3 Briefing the team;60
4.3.1;2.3.1 Business strategy and the generic objectives of concepting;61
4.3.2;2.3.2 Vision as a starting point for concepting;62
4.3.3;2.3.3 Ownerships in the concepting process;63
4.3.4;2.3.4 Trust;65
4.4;2.4 Individual team members;66
4.5;2.5 References;67
5;3 Processes of Product Concepting;68
5.1;3.1 Introduction;69
5.2;3.2 Three generic design activities with main two phases;70
5.3;3.3 Information-intensive process;73
5.4;3.4 Concept generation and presentation;75
5.5;3.5 Concept evaluation;78
5.5.1;3.5.1 Team evaluation;79
5.5.2;3.5.2 Concept evaluation with users;81
5.5.3;3.5.3 Concept evaluation criteria;82
5.6;3.6 Iterations and continuity;84
5.7;3.7 Timing of concepts;87
5.8;3.8 Process for user-experience design at the Nokia research center;89
5.9;3.9 IDEO's Deep Dive process;91
5.10;3.10 Decathlon Imaginew;93
5.11;3.11 References;101
6;4 User Information in Concepting;102
6.1;4.1 Frameworks for user information;104
6.2;4.2 Collecting user information;110
6.3;4.3 Interpreting user information;115
6.3.1;4.3.1 Applying interpretation models;115
6.3.2;4.3.2 Categorisation based on the material;116
6.3.3;4.3.3 Condensing and combining;118
6.3.4;4.3.4 Direct interpretation;118
6.4;4.4 Relationship between users and designers;119
6.4.1;4.4.1 Engineer designer and component user;121
6.4.2;4.4.2 Dodor designer and patient user;122
6.4.3;4.4.3 Student designer and master user;123
6.4.4;4.4.4 Coach designer and athlete user;123
6.4.5;4.4.5 Artist designer and muse user;124
6.4.6;4.4.6 Chef designer and customer user;125
6.4.7;4.4.7 Director designer and actor user;125
6.5;4.5 Concepting in an in-car communications user interface;126
6.6;4.6 Four-wheel kick-bike concept development;134
6.7;4.7 References;141
7;5 Strategic Concepts in the Automotive Industry;143
7.1;5.1 Concepting in the car industry;144
7.2;5.2 Strategic functions of concept cars;146
7.2.1;5.2.1 Exploring market reactions and expectations;147
7.2.2;5.2.2 Shaping attitudes and paving the way for innovations;147
7.2.3;5.2.3 Maintaining brand relevance;148
7.3;5.3 Design concepts at Volvo;149
7.4;5.4 Revolvolution;155
7.5;5.5 Recent Volvo concepts - design in evolution;159
7.5.1;5.5.1 Safety concept car - dynamic safety;159
7.5.2;5.5.2 Versatility concept car - Scandinavian functionality;160
7.5.3;5.5.3 Your concept car - feminine interpretation of Volvo design;162
7.5.4;5.5.4 Three concept car - the new small Volvo?;163
7.6;5.6 Concluding remarks;165
7.7;5.7 References;165
8;6 concepts in Uncertain Business Environments;166
8.1;6.1 Introduction;167
8.2;6.2 Uncertainty and new product development;168
8.3;6.3 Product development concepting in uncertain conditions;172
8.4;6.4 Finding the optimum concepting strategy;179
8.5;6.5 Conclusion;181
8.6;6.6 References;184
9;7 Vision Concepts;185
9.1;7.1 Concept development outside the research and development time frame;186
9.2;7.2 Vision concepting process;188
9.3;7.3 Six global scenarios;195
9.4;7.4 Concepts for short-range mobility and robotics;197
9.5;7.5 Conclusions;202
9.6;7.6 References;203
10;Contributor Biographies;204
11;Subject Index;208

Leseproben

"7 Vision Concepts (p. 178-179)

Mikko Saaskilahti, Roope Takala

7.1 Concept development outside the research and development time frame

Almost all companies find themselves at some pOint in a situation where they are unable to provide the right products to address the existing market demand!. The company has perhaps failed to anticipate market changes, and so when it eventually comes face-to-face with the new competition it has no time, no skills and no resources available to respond to it. Vision-based concept creation and concept development outside the normal R&D time frame is a means of preparing for changes in the business environment.

Vision concepting (see the description in Chapter 1) aims to sketch out future products and product portfolios far beyond the normal product development perspective, up to 15 to 20 years ahead. These concepts can be used to answer the question: "What kind of business will we be in in 15 years time?" Creating a vision concept gives a view beyond the blinding, close-range blur, which includes factors such as the current competition, the prevailing operational practices and the existing set of resources and competences.

It enables the taboos oftodays business to be challenged and modified in order to identify possible future paths. This book discusses several reasons for generating concepts. One of these is that, by introducing concepts such as Volvos concept cars (see Chapter S), the manufacturer can propose new ideas that the public can become familiar with and take on board. The company can also study the reactions and feedback from the market.

Concepting can be used to generate a dialogue between the company and its customers. In the case of vision concepts, the customer base for the futuristic ideas is not yet in place and consequently it is not necessary to communicate these concepts outside the company. Instead, the material created is intended to support strategic decision-making and the long-term development of the company, rather than to achieve short- or mid-term gains by creating the foundations for the next few product generations - the objective is to create motivational targets to aim at. Product concepts for the future cannot be created without observing the signs of change in the present.

This can be done by linking the product concepts to future scenarios. Future scenarios have been used as a tool to probe the possibilities of different futures in futurology!3]. The main industrial use of these studies has been to describe the possible changes in the business environment at a macro leveIl4]. However, these scenarios can also be used to determine the corresponding feasible product concepts. For different scenarios the company needs specific survival strategies and, of course, the companys product portfolios will also differ.

Using vision concepts gives the company a new angle for analysing its responses to future challenges at a product portfolio level. A company that has made its preparations by developing scenarios and vision concepts can adjust its strategy with the aim of making the chosen vision the reality of the future. It will be able to analyse the type of product offerings that will give it the flexibility to survive and succeed in any of the various future scenarios. Implementation of the strategy may lead, for example, to new operational policies being created, new technologies being adapted, company functions being developed and new knowledge being gained or acquired from other companies."