Design&Technology! 16th 17th January 2013! @ Aalto Design Factory in Otaniemi! Lauri Aaltio!! Industrial Design as a competitive advantage.! www.start'smart.me/designtechnology5
How to Start Up making money with Industrial Design. Lauri Aaltio Master of Arts / Industrial and Strategic Design Master of Science / Automotive Engineering
1 What is industrial design? General costs of organization Profit General costs of product Revenue Direct costs of product Jukola7 2
Which one has better industrial design? Jukola7 3
When its raining, the keys are in your pocket and you dont want to take them out and anyway you wouldnt see anything... SYKSY Jukola7 4
! How to do it right! How to do it wrong Jukola7 5
2 Industrial design at different levels World Society Company Product line Product Conseptual work R&D projects before sales Delivery projects, when you already are late 2 months... Service design, after delivery... Industrial design 6 Business strategy
2 Industrial design at different levels Moon World Society Company Product line Product Conseptual work R&D projects before sales Delivery projects, when you already are late 2 months... Service design, after delivery... Industrial design 7 Business strategy
Industrial design 8 Design startup? Iron Sky, profit 8 M euros
What is industrial design? Industrial design 9
Industrial design 10
Materiaalikustannus, 8 /kg vanha Foilbox -58% uusi Foilbox muotoiluajattelu uusi Foilbox perinteinen suunnittelu Industrial design 11
Historical design principles are always valid: Light design Look and Feel R aymond Loewy Clean design with few parts Modularity simple structures cheaper to produce understanding of the business and lasting products global serial production Industrial design 12 Risto Väätänen. The Kaj Franck Design Prize 2003 Raymond Loewyn esimerkki raskaan metalliteollisuuden muotoilusta 1920-luvulta. Niitattu rakenne muutettiin hitsatuksi ja rakennetta yhtenäistettiin.
Design is the fundamental soul of a man-made creation that ends up expressing itself in successive outer layers of the product or service. Steve Jobs Industrial design 13
Design Thinking / Integrative Thinking design... Brief traditional... sketching, concept definition final design Prototypes, models, 3D rapid models Lopputuote...thinking Implementation Industrial design Ideation Inspiration 14 Tim Brown, Harvard Business Review: Design Thinking, 84
Industrial design 15
a sketch of what could be a rendering of a 3D model a prototype Industrial design 16
Muotoiluajattelu -Yhdistävä ajattelu D e s i g n r e s o u r c e s and skill level Market and competitors Luonnostelu, konseptointi Tehtävänanto (brieffi) Tarkentava suunnittelu Lopputuote Prototyypit, kapalevymallit, 3D printit Industrial design Strategical hopes of company Subcontractors ability to produce 17
! In R&D phase 3D-models give us the possibility to bring the product closer to real physical world months before it is actually produced. Industrial design 18
! Observe the real life situation before anything big and expensive has been built. Industrial design 19
! 1:1 models demonstrate characteristic with low cost. -People are willing to make changes. -None of the real machine tooling routes has been done yet. -The real drawings has not been finalised. Industrial design 20
! How to do it wrong. The goal for VR s operations is a satisfied customer. The Group aims to provide its customers with high-quality services that are easily available. 68 million travels year 2011 Industrial design 21
! How to do it right. SmartPost by Itella Industrial design 22
! Visual way of telling stories and concepts. production logistics market situation competitors customers Industrial design 23 production costs value proposition sketch of a product
Business Model Generation-book Key Partnerships Key Activities Value Proposition Customer Relationships C u s t o m e r Segments Key Resources Channels Cost Structure R e v e n u e Streams Industrial design 24
engineer marketing subcontractor engineer product owner inspectors design stress analysis Industrial design 25 subcontractor producer seller buyer program director Alihankkijan tuotantovastaava subcontractor product line chief stress analysis
dynamics simulation concept engineer marketing produc tion concept m a r k e t i n g concept subcontractor engineer product owner stress analysis concept inspectors design stress analysis Industrial design 26 design concept usability concept energy effficiency cost concept concept subcontractor producer seller buyer program director Alihankkijan tuotantovastaava subcontractor product line chief stress analysis
design Catia-model (solid) subcontractor engineer Catia Sheetmetal model design physical mockup design Catia-model for FEM analysis subcontractor engineer stress analysis model dynamics simulation concept engineer marketing produc tion concept m a r k e t i n g concept subcontractor engineer product owner stress analysis concept inspectors design stress analysis Industrial design 27 design concept usability concept energy effficiency cost concept concept subcontractor producer seller buyer program director Alihankkijan tuotantovastaava subcontractor product line chief stress analysis
design Catia-model (solid) stress analysis sketches subcontractor engineer Catia Sheetmetal model design Catia-model for FEM analysis design physical mockup subcontractor engineer stress analysis model A lot of communication (should be a lot) emails and Notes-folders drawings and partlists renderings written text in a napking A lot of people Many perspectives dynamics simulation concept engineer marketing produc tion concept m a r k e t i n g concept subcontractor engineer product owner stress analysis concept inspectors design stress analysis Industrial design 28 design concept usability concept energy effficiency cost concept concept subcontractor producer seller buyer program director Alihankkijan tuotantovastaava subcontractor product line chief stress analysis
Industrial design 29
It is about people. 80% communication and psychology. It's about people 30 20 % design. Samppa J. Salminen, Development manager, Metso
It's about people 31
Be brave. Dare to think differently. Lead people to possible futures. It's about people 32 Enjoy the short moments in between, that could be all that you ever get...
It's about people 33 Explore multiple solutions to a given challence.
Prototypes 34
5 Conclusion How to make money and sound products by using industrial design: Product price (buying in) Old product Conventional design Competitors product DesignThinking Profit R&D time, gained information, number of decisions made Luonnostelu, konseptointi Tehtävänanto (brieffi) Prototyypit, kapalevymallit, 3D printit Tarkentava suunnittelu Lopputuote Prototypes 35 A development process inside your own company and organization Market eventually single user and a
6 Eikä tässäkään vielä kaikki... Strategical industrial design in concept development: Prototypes 36
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. 7 Eikä tässäkään vielä kaikki... Strategical industrial design in concept development: Day Month Year No. Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? What value do we deliver to the customer? Which one of our customer s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? For whom are we creating value? Who are our most important customers? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Prototypes What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? 37
8 Eikä tässäkään vielä kaikki... Strategical industrial design in marketing products: Prototypes 38
Links and books: -http://www.metso.com/corporation/info_eng. nsf/webwid/wtb-080829-2256f-7a30f/$- File/20060601Salminen.pdf -Tim Brown, Harvard Business Review: Design Thinking, 84 -http://www.metso.com/mp/marketing/vault- 2MP.nsf/BYWID/WID-111123-2256E-B21D9/$- File/Pages12_13_from311_ResultsPP-2.pdf?OpenElement -http://www.forbes.com/sites/tedgreenwald/2012/01/31/business-model-canvas-a-simple-tool-for-designing-innovative-business-models/ -http://businessmodelgeneration.com/downloads/business_model_canvas_poster.pdf Kiitos! Lauri Aaltio / www.aaltio.fi