THE UNIVERSITY OF THE ARTS
MASTERS OF INDUSTRIAL DESIGN CASE SERIES Vol.01
THE UNIVERSITY OF THE ARTS
MASTERS OF INDUSTRIAL DESIGN CASE SERIES Vol.01
U.S. employee workplace statistics
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MID methods for redesigning industry
Facilitating Collaboration Understanding People Ethnographing Action Research Prototyping Designing Information Mapping Story Telling Scenario Building
Fig.5.5: Increasing American Imports 1982-2006 Total Imports over 12months ($bn)
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opportunities
UArts MID Department designers with the skills and knowledge to help direct new business strategies for the modern glo b a l e conomy.
Amuneal Manufactoring Corp. an expanding small business experiencing the uncertainties of succeeding in the global market.
Diverse Backgrounds Collaboration by our group, which is composed of 5 people from diverse backgrounds and experiences, allows for a rich investigation of a problem. We each approach working through an issue from a different perspective, providing WKH EHQQHĂ€W RI D PRUH KROLVWLF XQGHUVWDQGLQJ RI WKH LVVXHV DQG RSSRUWXQLWLHV DW hand. We see design as a mindset, rather than just a type of formal training.
Fraser
Science
Anne-Marie Sociology
Gareth
Engineering
Rachael
Merchandising
The University of The Arts
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Design
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Project Timeline
Visits to Amuneal Amuneal Employee Visits to MID Studio Presentations
Action Research
Thoughts Ideas
Amuneal
UArts MID & Amuneal
Building a Foundation
Unloading Thoughts
Framing Observations
UArts MID No Idea
Early Formation of Ideas
First Impressions
Active Observation
Brain Dump
Venn Diagram
Spark the Dialogue Interviews
Identifying Areas of 9 Opportunity
Empathic Research
6
Interview Formation
Interview
Analysis of Interview Data
Interviews
Documenting Process
Analyzing Data
Forum for Conversation
Ideation
Concept Communication
Framing of Interview Data
Intervention Development
Intervention Planning
Intervention Presentation
Intervention Refin
Visits to Amuneal Amuneal Employee Visits to MID Studio Presentations Thoughts Ideas Staff Presentation & Changing the Dynamic
nement
Intervention Implementation
Observing Meetings
Amuneal Workshop
Analysis of Recordings
Present Recordings Back
Table of Contents Research Building a Foundation
4
Tour Action Research
20
Brain Dump Unloading Thoughts Framing Observations
28 29
Interviewing Spark the Dialogue Empathic Research Interviews Indentifying Areas of Opportunity
38 40 41 57
Intervention Planning Ideation Concept Communication
66 67
Intervention Presentation Forum for Conversation
87
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100 103
Intervention Implementation Changing the Dynamic ,QWHUYHQWLRQ 5HÀQHPHQW
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Future Directions Work in Progress
113
Research
Research is an important activity within the context of design, but it’s important to understand that the value is in application, in answering “so what?â€? -DQH )XOWRQ 6XUL &KLHI &UHDWLYH 2IĂ€FHU ,'(2
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Building a Foundation When a new project begins, the initial research stage is critical to gaining an understanding of the client. Thorough research prior to the initial interaction with the company improves the dialogue with the staff. With proper research, future ideas and interactions will be fully developed and well informed. Since none of our team had prior knowledge of the metal fabrication industry, we approached our case study investigation with Amuneal from a privileged “outsider” perspective. We had questions regarding Amuneal products, customers and market niche. In order to begin a working relationship with Amuneal, we needed to answer these questions accurately. Using business publications, design spreads, magazine articles and Amuneal marketing pieces, we researched history, technology, competitors, people and the brand. This initial research generated much confusion about the identity of Amuneal. We therefore needed to initiate deeper investigation into ZKR $PXQHDO LV E\ UHVHDUFKLQJ LQ WKH ÀHOG
4
Abstract
Design Methods
Abstract
a description of our process Frameworks
Imperatives
(insights)
(ideas)
Analysis
Synthesis
Observations
Solutions
(Contexts)
(Experiences)
Concepts
Frameworks Imperatives The design process is grounded in concrete analytical research done in observation. Such research must be guided by the Problem Solving with customers understanding developed through direct interaction and users.Developing empathy for those you research is crucial. Problem With the data generated from observation and research, the Synthesis Problem Analysis Solving Solvingsense of the data that was design process begins to make collected, framing and reframing that data to extract nuggets, identify patterns, and ultimately develop a focus on what is most important to the user. Solution Selection
Observations Solutions The design process moves to synthesizing a set of imperatives. 7KHVH DUH GHĂ€QHG DV D GHVFULSWLRQ RI WKH WDQJLEOH EHQHĂ€WV XVHUV will derive from design concepts/interventions. Concepts The design process then moves into generation of concepts which are tested with users. The design team can come up with alternative solutions and a variety of mechanisms for soliciting feedback from potential users. adapted from Innovation as a Learning Process: Embedding Design Thinking by Sara L. Beckman Michael Barry California Management Review
An Insight into Amuneal Amuneal Manufacturing Corp., a second generation familyowned business, was established in North Philadelphia in 1965 by Seymour Kamens. Although it was founded to provide magnetic shielding products to the military, an encounter with Barneys New York at a trade show in 2000 presented Amuneal with the opportunity to explore high-end custom fabrication. Under current CEO Adam Kamens, Amuneal now produces a wide range of unique fabrications in metal, wood, plastic and glass. These can be found in retail stores, hospitality businesses and private residences. A team of 80+ employees at $PXQHDO KDV H[SHULHQFH GHVLJQLQJ DQG IDEULFDWLQJ PXOWL VWRUH À[WXUHV merchandise displays, architectural elements, railings and signage for customers including Anthropologie, Martin + Osa, Nintendo World Store, Soho House New York and Trump Entertainment.
Amuneal History 1965 - Now
1965 Amuneal is founded in North Philadelphia to provide magnetic shielding products to industrial and Military Sector
1966-1980 Amuneal continues with magnetic shielding, expanding to a 3 facility, 100 employee corporation
1965
1975
1999-2008 Amuneal continues to develop the Architectural and Design department in conjunction with the Magnetic Shielding department. Although the Metalforms Furniture line ultimately fails, the introduction of a laser cutter increases the capacity for A&D consultancy, which steadily increases over the decade
100
1999 Amuneal extends their A&D department and begins partnership with Barneys in New York
1998 Amuneal launch their own line of furniture under the Metalforms Furniture line. The Architectural and Design department is also formed
60
40 1995-1998 With the magnetic shielding industry changing, Amuneal explores new shielding markets, including numerous international installations
1985
20
1995
years
2005 2009
workforce (people)
80
The Boss
Amuneal case study #12474 - A refrigerated perfume bar for Barneys New York $PXQHDO FROODERUDWHG ZLWK WKHLU ORQJ WHUP FOLHQW %DUQH\Ň‹V WR FUHDWH WKLV LPSUHVVLYH IHDWXUH IRU WKHLU 'DOODV 7; Ă DJVKLS VWRUH The unique metal clad, blackened steel perfume bar is also refrigerated so that fragrance is stored at its optimal temperature.
Amuneal case study #1587 - Glass art boxes for the Park Hyatt in Washington DC. Amuneal partnered with Beletz Glass to engineer, fabricate and install these dynamic 12’ tall glass installations for the renovation of Washington DC’s Park Hyatt Hotel. This project was also a joint collaboration with Tonychi and Associates Design and Amanda Weil Glass studio.
Amuneal case study #12477 - Community Table
Amuneal case study #12468 - Martin + Osa
Collaborating with Rockwell Group designers, Amuneal fabricated this 20’ long cherry wood table featuring an map of Toronto for Starwood Hotels
Amuneal collaborated with the client and their design team to develop a unique branded look for this new retail concept.
15
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Tour
19
Action Research After traditional research comes the action research phase. In contrast with traditional literature review, much of action research takes place LQ WKH ÀHOG :KHUH HOVH FDQ \RX JDLQ UHDO NQRZOHGJH UHDO SHUVSHFWLYHV and real empathy? By immersing ourselves in the environment under investigation, we gather data from the primary source. In order to observe Amuneal in action, we asked for a tour of the company 7KH RIÀFH à RRU HQJLQHHUV GHVLJQHUV VKLSSHUV DQG the fabricators were all working on their everyday tasks. While on a tour, narrated by our guide, we were conscious to not ask too many questions so that we could understand how the company presents itself. No book or internet source can provide the designer with information more rich than a tour. Experiencing the sights, sounds and smells is crucial to getting into the proper frame of mind and understanding the minutiae of the company. We now had a substantial amount of data that we needed to process.
20
design/engineer Connell Carruthers showing us a hydraulic table Amuneal was constructing
21
People should think things out fresh and not just accept conventional terms and the conventional way of doing things. R. Buckminster Fuller
22
scenes from Amuneal that caused us to rethink our initial impressions of a metal fabrication company
23
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Brain Dump
,I ZH FDQ GHVLJQ RXU ZD\ LQWR GLIÀFXOW\ ZH FDQ design our way out. John Thackara, Author In the Bubble
17
Unloading Thoughts Recording data once it’s collected is just as important as collecting LW LQ WKH ÀUVW SODFH 7KLV LV D XQLTXH VWDJH LQ WKH SURFHVV RI EHJLQQLQJ to explore common observations, themes and patterns. Thorough recording of data leads to more effective framing of observations for eventual imperatives. With Amuneal, we started the collection of observations by using the brain dump strategy. This involved all members of the group recording WKHLU SHUVRQDO REVHUYDWLRQV TXHVWLRQV DQG LGHDV ZLWKLQ D ÀIWHHQ PLQXWH SHULRG 7KH SURFHVV DOORZHG XV WR UHà HFW RQ DOO WKH LQIRUPDWLRQ ZH had soaked in without any self or group editing. Although notetaking and conversations are useful communication tools, they tend to build on previous thoughts. In contrast, our brain dump was dynamic. After our thoughts were down on paper, they could then be organized.
We now needed to make sense of our
observations, which sparked the idea to frame our observations into important categories within the business.
28
Framing Observations 6RUWLQJ REVHUYDWLRQV LQWR FDWHJRULHV DOORZV LGHQWLĂ€FDWLRQ RI FRPPRQ themes and closer analysis of areas of interest. Design tools, such DV FRQFHSW PDSV DQG 9HQQ GLDJUDPV DUH KHOSIXO ZKHQ GHĂ€QLQJ categories. If an existing tool can not be applied to the collected data, ZH GHVLJQ RXU RZQ WR EHVW Ă€OWHU DQG RUJDQL]H WKH LQIRUPDWLRQ :KHQ Ă€OWHULQJ RXU WKRXJKWV IURP WKH WRXU RI $PXQHDO ZH H[SORUHG the IDEO Venn diagram because the three larger categories (people, business and technology) parallel the three larger components of Amuneal as a business. We found that the interlocking areas of the IDEO Venn diagram were designed for product development, not business development; therefore, a redesign of the tool was necessary. The resulting Venn diagram is shown on the opposite page. We transferred our observations and questions from the “brain dumpâ€? onto post-it notes, so they could be placed in zones of our Venn diagram relating to the client’s needs. We found our observations to be mostly concentrated in two zones, emotional innovation and process innovation. Organizing our ideas helped us form our questions for future interviewing.
29
18
ARE THERE OVERTIME INCENTIVES?
ACTIONABLE KNOWLEDGE (GRAPHS?)
DO STAFF GET TRAINED?
the UArts MID Process Venn diagram v.1
“The viability of design depends on its stakeholders’ conceptions, commitments and resources, which can be studied in order to inform design decisions.” Klaus Krippendorf, Professor of Communication University of Pennsylvania
32
UArts MID Process Venn Diagram
People (Ability / Skills)
Functional Innovation
Emotional Innovation Process Innovation
Technology (Feasibility)
33 UArts MID Design Tool #1
Experience Innovation
Business (Viability)
UArts MID Process Venn Diagram People
Issues and Observations relating to employees or people in general
Technology
Issues and Observations relating to Equipment, Machinery, Software and Hardware
Business
Issues and Observations relating to the Business as an entity, the boss or Financial concerns
Emotional Innovation
Issues and Observations encompassing both people and business concerns
Experience Innovation
Issues and Observations encompassing both Business and Technology concerns
Functional Innovation
Issues and Observations encompassing both People and Technology concerns
Process Innovation
Focal Points
Issues and Observations encompassing all three zones of the Venn Diagram
Innovation
Emotional Innovation is the area of opportunity linking people with business. By targeting this area we intend to vastly improve employee satisfaction, enhance LQWHU RIĂ€FH FRPPXQLFDWLRQ EXLOG WUXVW between management and staff and empower employees with greater role responsibility.
Process
Process Innovation is the zone of opportunity encompassing all major areas of investigation; People, Business and Technology. By targeting this area we intend to develop and enhance the processes by which Amuneal conduct their work.
Emotional
Innovation
34
Interviewing
37
Spark the Dialogue In business, employees possess a wealth of knowledge. Therefore, it is imperative to form a trusting relationship with the staff. We are mindful of the impression we leave our client with, so we take the time to introduce ourselves and are conscious about the tone we set through all interactions. We were about to embark on interviews and possibly ask some sensitive questions. Therefore, we felt it was important to introduce ourselves to the Amuneal team. The introduction was an opportune time to begin to build trust with the employees. The tone of our presentation to Amuneal was critical. They had had previous failures with business consultants, so we had to highlight our difference: we do not solve a problem with a solution, but rather, with a variety of concepts which are informed and adjusted by feedback. We decided being informal, yet professional, was the best way to make the staff feel comfortable. To translate this in our presentation, we made the decision to show Amuneal photographs of our work space while introducing ourselves in a conversational manner.
38
There are many organizations which have no idea what a “designer� offers, and have never used one; but for whom design thinking is looming as a coming dawn. Tony Golsby-Smith, CEO 2nd Road
39
Empathic Research Interviews are a fantastic opportunity to engage staff members and get primary-source data. In order to get the most valuable insight, we are considerate of our audience when formulating and conducting interviews. We consider the tone of questions, the location of the interview and the level of formality, all of which may have an effect on the responses we receive. It is important to develop empathy while remaining objective throughout the research phase. When planning the interviews, we decided a more casual approach would be appropriate to encourage the staff to be candid in their responses. Therefore, our interview strategy consisted of asking mostly passive questions by investigating their workdays and interactions with other staff. We hoped that a conversation would develop and the staff would feel comfortable to divulge more personal issues. We divided the questions into three tiers: personal
and
background,
communication
and
movement,
and project-based.
40
Interviewing Interviews are one of the most important tools when investigating a business; no amount of knowledge acquired through book research can substitute for the valuable information that can be gained during a simple interview. Engaging the employees allows an internal perspective into the workings of the company; they are a rich source of knowledge about the daily processes within the business. In an effort to gain further insight into Amuneal, we visited for two days to interview the Customer Delivery Teams and the Shared Resources staff. The customer delivery teams included the primary design staff, while specialized engineering and support staff made up the shared resources. We conducted the interviews in pairs. One person led the conversation while the other documented the interview and offered support. The following pages show the staff we interviewed, the interview process and staff roles/responsibilities.
41
Recognizing the need is the primary condition for design. Charles Eames, Industrial Designer
Amuneal Break-Room
Heather F Lisa K
Connell C Alex F Greg G
Marc C Chris G Adam C
Dave B Owen McC
Jory F
Courtney H
Jenn B
Amuneal Front Office
E1
Adam C
Chris G
Heather F
Marc C
Connell C
Dave B
Carl H-P
Jenn B
Courtney H
Lisa K
Justin and Anne-Marie
Alex F
Greg G
Fraser and Anne-Marie
Justin and Gareth
Rob A
Day 1 Inter views
Jory F
Day 2 Inter views
Fraser and Rachael
Interview Locations and Participants
JEN
CARL CHRIS
photographs of CD team staff and their workplaces taken during the interviews
HEATHER LISA
DAVE
JORY
GREG
DAVE CONNELL
Amuneal Customer Delivery Team Staff and Responsibilities Adam K
Curt
Lisa
Jen
Courtney
Jory
Marc
Chris
Adam C
Lead CDT1 Lead CDT2 Marketing Support Sales CDT 1
Project Managing Engineering Customer Visits
Sales Project Managing Design Customer Visits
Sample Organization
Branding
Reports
Estimating Project Managing Engineering Rendering Customer Visits
Estimating Project Managing Design Rendering Customer Visits
Estimating Project Managing Engineering Design Customer Visits
Estimating Project Managing Engineering
Heather
Owen
Greg
Dave
Connell
Alex
Carl
Shared Resources
CDT 2
Estimating Project Managing Design Customer Visits
Estimating Project Managing Design Rendering Customer Visits
Estimating Project Managing Engineering Customer Visits
Rob
Estimating Engineering Design
Estimating Project Managing
Engineering
Estimating Project Managing Design
Engineering
The Floor
Interviews
a completed interview document from day 1 of the interview process
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Analysis of Data
Identifying Areas of Opportunity Interviewing staff members creates a wealth of information that must be thoroughly analyzed. As previously described, a design methodology for analyzing data involves extracting common themes, patterns and RSSRUWXQLWLHV 2QFH ZH LGHQWLÀHG WKHVH ZH EHJDQ IUDPLQJ WKHP LQ WKH correct context to be reported back to the staff. Frequently, themes LGHQWLÀHG DUH FRPPRQ ZLWKLQ VLPLODU EXVLQHVVHV VR UHIHUHQFLQJ published studies helps alleviate a clients potential anxiety. Our interviews with Amuneal showed that certain themes were almost unanimous amongst Amuneal employees. To allow for time HIÀFLHQF\ ZH VSOLW LQYHVWLJDWLQJ WKHVH WKHPHV LQWR VHFWLRQV 7KH areas we investigated were: Research on Growing Businesses, Analysis of Income from the two CDT’s (because the project distributions were very uneven), and Flows of Communication. Our UHà HFWLRQV KDG WR EH EDVHG RQ WKH IDFWV VR ZH QHHGHG WR FDUHIXOO\ and thoroughly analyze this new data. We used this information to frame our next steps with Amuneal.
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Analyzing Data 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19.
chat organize brain dump individually brain dump as a group talk over each others’ ideas find common issues highlight patterns circle themes argue listen argue get more opinions organize prioritize issues and themes map common issues map flows of information talk about ideas reorganize present
18
Visual map of common issues expressed by CD teams and shared resources from interviews at Amuneal Quoting Process 3 Communication Gaps 3 Pin-up Space 3
Bottlenecks 4
Communication Gaps 1
Quoting Process 2
Guidelines 2
Specialization 2
Responsibility 3
Creative Outlets 2
Training 2
CDT 1
Constant Interruptions 2
Constant Interruptions 2 Company Direction 2
Branding 3
Bottlenecks 3
Bottlenecks 3
Constant Organization Interruptions 3 3
Company Direction 4
Communication Gaps 1
Quoting Process 1
Branding 1
Branding 2
Specialization 1
Specialization 1
Responsibility 3
Upward Mobility 2
CDT 2
Organization 2
Creative Outlets 1
Responsibility 3
Training 2 Upward Mobility 2
Training 1
Shared Resources
This map depicts some of the main issues that arose from our interviews. It was clear that CD team 1 voiced more concern about problems with communication and company direction than did CD team 2.
Mapping communication through Amuneal The interview process provided us with insight into how projects progress through the company. The staff often spoke of issues concerning breakdown of communication through the floor as projects moved from quoting to designing to producing.
quoting Map of quoting: Many answers from our interviews led to an appreciation that problems arising during the quoting process often could be contributed to breakdowns in communication. Staff complained that fellow colleagues would not pass on relevant information and held information close to their chest. This resulted in bottle-necking and interruptions of work tasks.
61
designing
producing
Map of designing: In the design development process there was a common theme that members of both CD teams did not know their role and expectations from the rest of the team in the process. Staff commented that this often contributed to projects IDLOLQJ WR PHHW FXVWRPHU VSHFLĂ€FDWLRQV ZKLFK UHVXOWHG LQ GHOD\V in production.
Map of production: At this stage in our project we have not begun WR LQWHUYLHZ VWDII PHPEHUV ZRUNLQJ RQ WKH Ă RRU +RZHYHU IURP interviewing members of the CD teams it was clear that certain staff members did not take enough responsibility and initiative to IROORZ D SURMHFW DV LW SDVVHG WKURXJK WKH Ă RRU WR SURGXFWLRQ 7KLV resulted in frequent misunderstandings between designers and fabricators.
62
Intervention Planning
Design Intervention An interaction, based on highlighting core needs through observation of actions, behavior and emotional experience, aimed at inspiring a new dynamic and better solutions.
65
Ideation After analyzing data and identifying areas of opportunity, our team moves into synthesizing design intervention concepts. Sometimes the wildest ideas result in the most innovative solutions, so we believe all ideas are worth consideration. Brainstorming promotes even extreme concepts, so a thought is not discarded before its potential can be realized. Our interviews and observations prompted many conversations about possible interventions. Five categories of potential emerged WKURXJK JURXS GLVFXVVLRQ RI WKH SUHYLRXVO\ LGHQWLĂ€HG WKHPHV communication, spatial, organization, business structure, and skills and training. We brainstormed each category for 10 minutes by exploring observations and possible interventions. Within the 5 categories, 58 initial concepts were created. We discussed the SRVVLELOLWLHV RI HDFK LGHD DQG DJUHHG RQ UHĂ€QHG LQWHUYHQWLRQV to present to Amuneal.
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Concept Communication Effective communication of ideas to our clients is crucial. When ideas are presented in a clear and intuitive manner, understanding and dialogue will logically follow. After grouping and collating central themes, visual cues, such as a color coded bar, help to organize the information. Ultimately, we want to spark a dialogue. A well structured format helps us achieve this. The presentation to the CEO of Amuneal had to clearly convey our reasoning for targeting certain areas. While brainstorming, we realized that some categories, such as communication, required more attention, and therefore more interventions, than others. Also, many interventions applied to more than one category. We used a color coding system to help communicate emphasis on categories and applications of interventions. It quickly became apparent which areas of the business had the most potential for improvement. We then framed each intervention with its instigating observations and potential EHQHĂ€WV )LQDOO\ ZH YLVXDOL]HG WKHVH SURSRVDOV WKURXJK LPDJHU\ DQG mapping.
67
One of the unique aspects of design behavior is the constant JHQHUDWLRQ RI QHZ WDVN JRDOV DQG UHGHĂ€QLWLRQ RI WDVN FRQVWUDLQWV Omer Akin, Professer of Architecture Carnegie Mellon 68
58 INITIAL CONCEPTS 15 CHOSEN
communication
organization
skills & training
Public Calender Ban Inter-office E-Mail Standardize Document Headers Flags On-Off Communication Timer Encouragement Posters Central Server Overhaul Boss takes an employee to every meeting Establish a Middle Management Communication Log Book Increase frequency of Meetings Group Dynamics Workshop Report Cards Set times for meetings with the boss Communication Cut-Off Hours Info Booth
Job Log System Scavanger Hunt in Office Play Book Rotation of Leadership Water Cooler in Team Space Map of Office Equipment / Materials Vantage Workshop (Software system) Re-Structure Meetings Remove Boss from Design Team Quoting Workshop Eliminate Cross-Training Implement Code of Responsibilities Communication Station Project Tracking Board Location Signage Implement Formal Project Meetings Designated Area for Samples Vendor Call Sing-Up Sheet
Employees Bid on Jobs Signs above desks highlighting skills Employees define their own roles Buddy System Job Description Cards Go-To Person Implemented Switch Job Titles Job Fair
spatial
business organization
Partitions Pin-Up Space Background Noise (Bird Chirps) Standing Height Desks Hot Desks Private Work Rooms Ear-Plugs / Headphones Mirrors throughout Office Client Delivery Teams Isolated in private area Flags / Signs
Make Amuneal a Solutions Service Organization Amuneal as a Product of Service System Amuneal establishes their own line of Products On-Line Questionaire for Customers / Clients Promote Sustainability
INITIAL INTERVENTION CONCEPTS
Complexity and Overlap A complex map of overlapping connections became clear when we examined the linkages between interview REVHUYDWLRQV LQWHUYHQWLRQV DQG WDUJHWV +RZHYHU VLQFH WKH LQWHUYLHZV ZHUH VSHFLĂ€FDOO\ DLPHG DW WKH ´SHRSOHÂľ and the “businessâ€? all of the intervention targets would effect the emotional innovation component of Amuneal. work station Pin-up Space
tickets Upward Mobility
leadership skills & training
Bottlenecks
Specialization
Constant Interruptions
pin-up space signage playbook
spatial
signaling Communication Gaps
role playing
communication
Emotional Innovation
Branding
mentor Guidelines
teamwork organization Company Direction
backcasting
Creative Outlets
partition
Training
mapping
Quoting Process
business organization
collaboration process
Major Observations
Interventions
Targets
Intent
Ideas about possible new offerings are informed and inspired by in-depth understanding of people’s attitudes, behaviors, emotions, perceptions and motivations within evolving social, cultural, and technology context. -DQH )XOWRQ 6XUL &KLHI &UHDWLYH 2IÀFHU ,'(2
72
Intervention concept: Overview and explanations 7KH IROORZLQJ SDJHV GHVFULEH WKH ÀQDO LQWHUYHQWLRQ concepts we proposed to Amuneal staff. Although 15 invention concepts were initially presented WR WKH &(2 WKHVH ZHUH UHÀQHG WR FRQFHSWV which were thought to have the most potential and feasibility. These concepts are described in terms of implicated observations, the business categories the intervention can potentially effect and the overall intent of each intervention. Importantly, as previously described, the emotional innovation intent of these interventions is the area which we believe will help Amuneal develop in the most effective direction to guarantee future success.
interview observations
intervention concept
business categories
emotional innovation intent
intent: people 7KHVH HIIHFWV SRVLWLYHO\ LQĂ XHQFH SHUVRQDO JURZWK FRQĂ€GHQFH motivation and investment in company success.
intent: business These effects are directly down stream of staff empowerment. By empowering the staff, company development, success, and future innovation will be guaranteed.
Intervention concept: Roleplaying
intent: people n communication gaps
By encouraging participation during meetings and group events, these cards will promote staff involvement and investment in decision making and problem solving
skills and training
roleplaying intent: business guidelines
This will help in knowledge sharing and problem solving. Promotes greater staff involvement in company issues, which increases the innovative potential of the business.
communication
Observations: Staff raised issues with the structure of meetings Devil advo ’s cate
Some staff members did not participate in meetings No general meeting structure was observed
Scenario roleplaying cards such as Devil’s Advocate, Timekeeper and “5 Why’s” can be distributed to encourage staff participation in meetings and group events.
Opportunities: Teach role responsibility Increase meeting participation 6WUXFWXUH PHHWLQJV PRUH HIÀFLHQWO\ Encourage communication and collaboration Promote leadershipp and allow workers the opportunity to voice their opinions
5 ’s y wh
Intervention concept: Leadership upward mobility
communication
intent: people By empowering the staff as “leaders”, the hope is that they will feel a greater level of personal growth and drive to help themselves and the company succeed.
bottlenecks
n
specialization
leadership
organization
intent: business This will help spread the knowledge base and capability throughout the company. Staff will feel more invested in the company’s future and will strive to continue that success.
communication gaps
business organization training
Observations:
CDT Leader
Interviews highlighted a bottleneck of information from upper management
CDT Captain
Staff indicated a longing for responsibility A leadership discontinuity was evident between upper management and staff
Scenarios: Staff are given a leadership role indicated by an item, such as a captain’s arm-band. This role comes with certain responsibilites. The role can be rotated.
rotation
Opportunities: Alleviate internal pressure off upper management Promote proactive work practices Encourage staff investment in their work and overall company successs Full utilization of staff skills and talents
AMUNEAL CDT CAPTAIN
AMUNEAL CDT CAPTAIN
Team Members
Intervention concept: Mapping
bottlenecks
intent: people
constant interruptions
9LVXDOL]LQJ ZRUNĂ RZV DQG SURFHVVHV allows a dialogue to be initiated, whereby staff can be involved in restructuring company processes in the most effective way.
n
mapping
communication
intent: business
guidelines
Staff knowledge will be key to determining the most effective work process for success. Visualization of this will allow company processes to be understood by everyone.
quoting process
Observations: ‡ An overall confusion on how projects are run from start WR ÀQLVK ZDV HYLGHQW
Project Start quote
‡ Staff did not know the milestones for completing projects, nor where important project-related information and documents were located
scheduling
‡ %UHDNGRZQ RI ZRUNà RZV LQWR ZRUN IUDJPHQWV
Scenarios:
job
design
vendor
customer check
quality control
engineering
‡ 0DSSLQJ RI SURFHVVHV LQ WKH RIÀFH ZLOO EH FUHDWHG DQG fed back to the staff to start a dialogue for restructuring. ‡ Maps of information such as project processes, FRPPXQLFDWLRQ à RZV DQG ZRUN VFKHGXOH FDQ EH FUHDWHG
fabrication
Opportunities: ‡ Encourages a conversation of who knows what and allows this information to be fed back to the staff ‡ $OORZV DOO VWDII WR YLHZ WKH UHDOLW\ RI GDLO\ ZRUNà RZ FRPSDUHG WR VFKHGXOHG ZRUNà RZ SHUPLWWLQJ circumvention of issues and roadblocks
shipping
quality control
review
job completed
installation
Project Finish
Intervention concept: Signage
spatial
Knowing processes and the location of revelant information will foster selfVXIĂ€FLHQF\ DQG ZLOO HQFRXUDJH VWDII WR use their own intitiative. This will aid personal growth within the company.
bottlenecks
n
constant interruptions
signage
intent: people
communication
intent: business communication gaps
organization
Observations: ‡ General level of disorganization ‡ Interviews revealed a lack of shared knowledge of location of materials and documents
Scenarios: ‡ Physical location of documents and/or objects DUH KLJKOLJKWHG DURXQG WKH RIĂ€FH ‡ 3XEOLF GLVSOD\ RI SURFHVVHV DURXQG WKH RIĂ€FH WR FUHDWH a percepion of “how things are doneâ€?
Opportunities: ‡ Offers clarity and organization ‡ Reduces interruptions due to sharing of process-related information ‡ %ULQJV D QHZ IHHOLQJ LQWR WKH RIÀFH EUHDNLQJ the monotony
Encouraging staff to responsibly take their own initiative creates pride and positive examples in the workplace. Staff will feel empowered and more invested in the company’s success.
Intervention concept: Signalling
intent: people n
Prevents daily frustration and annoyance of being constantly interrupted and pulled off task. Allows workers to focus and control their working enviroment more effectively.
spatial
bottlenecks
signalling intent: business
constant interruptions
:KHQ DOO VWDII DUH DZDUH RI RIĂ€FH ZRUNLQJ HQYLURQPHQWV ZRUN Ă RZV will be created that result in effcient completion of tasks, collaboration DQG HIIHFWLYH LQWUD RIĂ€FH UHODWLRQV
communication
Observations: ‡ $Q RSHQ à RRU SODQ VHHPHG WR HQFRXUDJH D QRLV\ working environment with many distractions ‡ Staff voiced concerns that these distractions prevented them from getting their work done ‡ 7KHUH ZHUH WRR VRFLDO GLVWUDFWLRQV LQ WKH RIÀFH
Scenarios: ‡ An open work space can be used as a communication environment when proper visual tools are used. Colored VKDSHV RU à DJV EDOORRQV EDGJHV KDWV HWF FDQ EH used to signal work, talk or client modes. This establishes a visual language of tasks and prevents interruptions when modes are observed.
Opportunities: ‡ Permits staff to metaphorically close the door ‡ &RQWUROV WKH FRPPXQLFDWLRQ WKURXJKW WKH RIÀFH ‡ Staff can control their workspace environment and focus on the task at hand
do not disturb client call open for discussion
Intervention concept: Collaboration
skills and training n communication gaps
collaboration
intent: business
organization
Staff were frustrated by loss of information as it passed from one person to the next 6WDII H[SUHVVHG DJJUDYDWLRQ ZKHQ LQHIÀFLHQW WRROV DQG GRFXPHQWV SUHYHQWHG WKHP IURP IXOÀOOLQJ WKHLU responsibilities on a project Gaps in information resulted in more interruptions While the staff felt projects were modern, the underlying RIÀFH DQG EXVLQHVV SURFHVVHV ZHUH RXWGDWHG
Scenarios: Designers will facilitate a collaborative workshop where they will initiate a dialogue to determine present issues and a collective strategy for problem solving and restructuring.
Opportunities: Bringing staff members together to create new tools and documents will generate an effective end result (QFRXUDJHV LQWUD RIÀFH FRPPXQLFDWLRQ DQG FROODERUDWLRQ
If staff feel their suggestions are taken seriously when restructuring company processes and tools, they will feel more empowered and encouraged to voice future concerns.
communication
quoting process
Observations:
intent: people
Empowering staff to solve their own problems encourages a quicker and more effective response to company issues. Thus, Amuneal will be able to address and to respond to market changes more successfully.
Intervention concept: Teamwork
intent: people n
organization
bottlenecks
6WDII ZLOO JDLQ WKH FRQÀGHQFH WR play a full participatory role in collaborative team work. Staff will value personal and team-member roles, which will facilitate effective communication.
teamwork intent: business
communication gaps
communication
Observations: Staff highlighted, general confusion about their and their work-mates roles and responsibilities Interviews revealed a need for more visible leadership as some staff required more direction than others
Scenario: A psychologist with experience in coaching groups and equipping leaders will run a group dynamics workshop. Staff will learn about the underlying dynamics that govern team behavior, relationships, and performance.
Opportunities: Staff empowerment Staff will have a better grasp on team roles and responsibilities Staff will gain a better sense of their own contributions to their team Staff will be more aware of thieir impact on group tasks Improvement of group dynamics
More effective team behaviour and collaboration will encourage sharing of knowledge and ideas. Effective teamwork will help companies secure their future market sucess.
Intervention concept: Backcasting
intent: people specialization
branding
Staff will feel empowered if they feel that the company will provide them with the necessary training, motivation, tools and support to personally succeed in the future.
n
backcasting
business organization
intent: business company direction
Fostering staff investment will help promote company success. Tightening brand identity will help Amuneal concentrate on fostering long term business relationships and secure their niche in the market.
Observations: Research into Amuneal demonstrated that exponential growth of the company seems to have diluted and fractured the brand message During interviews, staff were confused about the future for Amuneal Staff voiced concerns about the speed of Amuneal’s growth over the last few years
Scenarios: Designers will run a workshop bringing staff and senior management together to brainstorm where they envision Amuneal being in 10 years time. They then backcast the steps necessary to achieve the end goal in 3-6 month increments.
Opportunities: 0DNHV $PXQHDO PRUH XQLÀHG IURP WKH LQVLGH DQG RXWLVGH viewpoints Provides solidarity and clarity on mission objectives Allows staff to verbalize their views, hopes and dreams for themselves and Amuneal
Examples of potential branding ideas for Amuneal
Intervention concept: Playbook bottlenecks
skills and training communication gaps
guidelines
n
playbook
intent: people Staff will be encouraged to make their own decisions, thus preventing aggrevation from communication gaps. Staff will develop the FRQÀGHQFH DQG LQLWLDWLYH WR PDQDJH projects successfully
communication
intent: business creative outlets
organization training
Observations: Staff complained of poor transmission of information 6WDII KLJKOLJKWHG WKDW VLJQLÀFDQW JDSV LQ SURMHFW information were holding back project progress Issues with bottle necking of information were raised Staff indicated that a lack of role responsibility and guidelines prevented project success
Scenario: Using mapping and data from charettes a document containing information such as staff roster with skill sets, project plays and guidelines and FRPPXQLFDWLRQ ÁRZV FDQ EH FUHDWHG
Opportunities: Takes the uncertainty and guess work out of project management Empowers staff to make their own decisions based on agreed and proven strategies Implementation of company policies Reference guide for new employees.
When all staff know their roles, responsibilities and project options, projects will run successfully. Staff FRQÀGHQFH ZLOO HQFRXUDJH PRUH innovative processes allowing Amuneal to evolve successfully.
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Saving money by investing in people An example of how design research into the working habits and motivations of employees can save money for businesses. At Amuneal, employees’ days were often broken into work fragments by interruptions stemming from communication breakdown, process confusion and bottle-necking. Design interventions have the potential to increase worker motivation, training, skills and communication and thus change work fragments into work à RZV 7KHVH LQWHUYHQWLRQV ZLOO KDYH D KLJK UHWXUQ RI LQYHVWPHQW IRU companies and help secure their future.
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Intervention Presentation
Forum for Conversation At its most fundamental level, the presentation creates a forum for determining the potential of concepts and ideas. However the true value of the presentation comes from generating conversation and discussion, which actively invites the client into the design process. Due to the sensitivity of some of the concepts, we felt it was prudent to preview the interventions to the CEO prior to a staff presentation. Following a lengthy discussion, we agreed on a selection of interventions that we mutually felt had the most potental. We then prepared a revised presentation for the Amuneal staff.
87
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There is an emphasis on the role of the conjectured solution as a way of gaining understanding of the design problem, and the need to generate a variety of solutions as a means of problem-analysis. Nigel Cross, Editor Design Studies Journal
problem
solution
concept
scenario
Solutions Vs. Concepts Interventions are concepts, not solutions. This diagram shows RQH SUREOHP ZH LGHQWLÀHG DW $PXQHDO FRPPXQLFDWLRQ JDSV DQG WKH difference between how a solution and a network of concepts work. &RQFHSWV DUH QRW ÀQDO DQG RIIHU DOWHUQDWLYHV ZKHUHDV D VROXWLRQ LV D VLQJXODU ÀQDO DQVZHU WR D SUREOHP
communication gaps
increased meetings
map the process
map communication
map time
group dynamic specialist
slide board
mapping
process
teamwork
additional responsibilities
elect rotating leader
communication gaps
leadership
travel companion
mentor
assign leader roleplaying
signage
meeting based
playbook
process signs
daily based
location of resources
weekly based playbook
welcome package
digital
INTERVENTION PRESENTATION $V PHQWLRQHG SUHYLRXVO\ ZH ÀUVW SUHVHQWHG RXU LQWHUYHQWLRQV WR WKH &(2 RI $PXQHDO EHIRUH WKH UHVW RI WKH VWDII :H SUHVHQWHG LQWHUYHQWLRQV ZKLFK ZH ODWHU UHÀQHG WR 2QH RI WKH PRVW LPSRUWDQW SLHFHV RI ERWK SUHVHQWDWLRQV ZDV WR GHVFULEH WKDW WKHVH ZHUH FRQFHSWV QRW VROXWLRQV 7KH\ DUH QRW SUHFLRXV RU LQÀQLWH 7KH\ DUH PHDQW WR FKDQJH WKH JURXS G\QDPLF HLWKHU IRU WKH better or the worse, so we can learn why. Concepts guide better solutions.
common issue diagram and categories
introduction summarizing our research and process
the interventions
the interventions
the interventions
summary
Issues can be grouped into 2 areas: the DNA of the business and new employees Role Play: To use at every meeting Mapping & Signage: ,GHQWLĂ€HV NH\ SURFHVVHV signage based on mapping Pin-Up Space, Partitions & Work Stations: Would like an area away from workspace to privately review and discuss work Signaling: Shows employees what to do at a designated time Leadership, Tickets & Process: Like “dressing the part,â€? let everyone know who is responsible Teamwork & Mentor: /HW WUDLQLQJ ZH MXVW Ă€QLVKHG settle in before we try something else Backcasting: Senior management should do this & present to CDT’s Collaboration: An offshoot of playbook Playbook Summarizes all of the other interventions
,Q D VRFLHW\ RI Ă RZV WKH QHHG LV DERYH DOO IRU URDG PDSV and these are not discovered but created Ole Bouman, Netherland Architecture Institute
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Presentation 5HĂ€QHPHQW
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Staff Presentation The goal of design inventions is to alter the dynamics of human interaction. Thus, designing for people cannot be done in a vacuum; client feedback is an essential step in the process. Since staff input is directly involved in concept generation, it is important to share potential ideas, test their accuracy and encourage futher development. Due to the current economic climate the company downsized and UHVKXIĂ HG LWV FOLHQW GHOLYHU\ WHDPV ,Q DQ DWWHPSW WR ERRVW VWDII PRUDOH the CEO asked us to present our interventions to serve as hopeful “shot in the armâ€?. To illustrate our intervention concepts we presented them within a visual context to provide the staff with tangible scenarios of implementation.
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You bring a ‘user experience’ to life by designing with people, not for them. Users create knowledge, but only if we let them. – John Thackara, Author In the Bubble
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Alternative Settings By sitting in on group meetings we gain valuable insight into the esoteric nature of business group dynamics. It highlights group tendencies, personal interactions and power distribution. After our presentation, we invited the Amuneal staff and management to participate in a group discussion at our studio, rather than their workplace. We wanted to alter the dynamics of our interactions. Our intent was to show them where we lived and worked, where we came up with all our ideas and concepts about Amuneal. For over 3 hours we discussed project processes , roles and responsibilities. This was a very productive meeting and helped inform our future directions.
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The reason I hire designers and artists is because of their ability to problem solve. Adam Kamens, CEO Amuneal
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Intervention Implementation
Changing the Dynamic To be thoroughly tested, design interventions must be experienced for an extended period of time. Consequently, changes in behavior and dynamics should be expected. However, all reactions, both positive and negative, provide feedback that is used UHÀQH H[LVWLQJ interventions and inform new directions. :LWK WKRURXJK FRQVLGHUDWLRQ ZH GHFLGHG WKDW RXU ÀUVW LQWHUYHQWLRQ with Amuneal would be role playing cards. The intention of the cards is to facilitate more productive, collaborative meetings. After the staff OLYHG ZLWK WKHVH FDUGV IRU D PRQWK ZH TXHVWLRQHG LI WKH FDUGV VDWLVÀHG their intened purpose and why they did or did not work? Each set includes: White Elephant - gives voice to the unpopular, yet important issues Task Master - keeps the meeting on target 5 Why’s - asks why in response to 5 consecutive answers Secretary - states objective and facilitates the meeting Time Keeper - ensures the meeting runs to the time limit Devil’s Advocate - provides the counter argument 6LPSOLÀHU - rewords unclear explanations
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Being a designer means being an optimist: given the SUREOHPV DOO WKH SUREOHPV HYHQ WKH PRVW GLIĂ€FXOW all we can do is to presume there is a possibility of solving them. Ezio Manzini, Industrial Design Professor Milan Polytech
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,QWHUYHQWLRQ 5HĂ€QHPHQW An iterative design process allows for experiential learning from both the client and designer alike. Unforeseen opportunities that arise when the concepts are introduced and interacted with are acknowledged in early stages of the design cycle. Instead of ending WKH GHVLJQ F\FOH ZLWK WKH Ă€UVW LPSOHPHQWDWLRQ PRUH LQIRUPHG prototypes and better solutions help save time and money. :LWK WKH Ă€UVW LWHUDWLRQ RI WKH UROH SOD\LQJ FDUG LQWHUYHQWLRQ LQ SODFH at Amuneal, we began monitoring their use to see how they effected the dynamics within a meeting setting. The responses to these cards were mixed, with some sections of the company fully embracing them, and others seemingly ignoring them in favor of traditional meeting customs. Digging deeper, we found that when used, these cards seemed to have a very positive effect in meetings and encouraged staff to participate in the dialog. Some cards were more powerful than others, and thus we formulated a new iteration better suited the needs of the company. We removed less valuable roles ,such as the time keeper and task master, and introduced ‘participation cards’ that ackowledged a contribution or disengagement in the discussion. The use of these cards has recently been initiated and not yet examined.
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Impetus
Card
Method
Result
devil’s advocate
only one side of the argument being presented
user presents the other side of the argument to spawn further dialog
concept is better articulated, and invesitgated from all vantage points
white elephant
the group is avoiding an obvious issue in need of consideration
user identifies the avoided issue without fear of consequence
all issues are considered when forming the concept
five why’s
concepts presented are seemingly superficial and lack detail
user asks the presenter to clarify the concept by asking ‘why?’ 5
concepts are fully thought through
simplifyer
complex concepts are presented that are somewhat ambiguous
user responds by voicing their interpretation of the concept
presenter can confirm whether the concept is understood, of correct misinterpretations
documenter
information is lost from previous meetings, and there is no reference of decisions made
user is responsible for documenting all important issues and decisions for future reference
information from previous meetings is available for review
meetings are often poorly structured, or do not run to schedule
user is charged with the responsibility of keeping the meeting on topic, and on time
meetings run to schedule, reducing time wasted.
non-participating team member is asked politely to return to the conversation
all opinions and perspectives are considered when making key decisions
team member is awarded the ‘gold star’ to commend their hard work
team members gain pride from contributing, and feel appreciated.
navigator you’re invited gold star
a team member is not participating, or is distracting the dialog
a team member is seen to be doing a very good job
why x 5
N
W
E
S
You’re invited!
Dialog Cards
Facilitation Cards
Participation Cards
Future Directions
Work in Progress Our work with Amuneal is ongoing. Research is continually being carried out and many initiatives are currently being investigated. 5HVHDUFK LQWR $PXQHDO LGHQWLĂ€HG SDWWHUQV LQ FRPPXQLFDWLRQ breakdown. These were not only between staff members, but traversed all aspects of business communication, including management to staff and company to client. We used scenario building to develop new concepts that could thrive on and further imrprove communication at Amuneal. The 3 main areas that being examined are: project management communication, process communication and branding communication. The hope is that these areas will be further investigated, with new prototypes being tested in the near future. Preliminary concepts are described in the following pages.
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Project Management software concept A possible design concept to address communication is the development of project management software. This has the potential to make communication between staff more effective and will have a high return on investment. Project management software have many different effects, including providing 1.) a communal information hub, 2.) easy location of documents, 3.) information availability, anywhere, anytime
i nt e nt : p e o p l e
Com munic a tio n Ga p s
Creates a platform where information is readily exchanged and retrievable. Communication w ill be more effectiv e and efficient. Staff w ill feel more s elf-reliant and confident.
b o ss- st a f f communication
Pro j e c t Ma n a ge me n t
i nt e nt : b us i ne s s Bot tlenec ks
Bill asks where the Jones’s drawings are, Frank doesn’t know
potential scenario
Effectiv e project management communication w ill reduce communication breakdown. This will conv er t w or k fr agments into w or k flow s and increas e efficiency.
st a f f - st a f f
%LOO DVNV HYHU\RQH LQ WKH RIÀFH - no one knows where they are
If Bill had used the Project Management software
He could of used the searched all the Jone’s project discussions
$QG HDVLO\ ÀQG DQG GRZQORDG the drawings he needed
Process Visualization Every gap in the process of a business has a dollar amount. Every time a step in the process takes longer than it should, it costs the company money. The larger the gaps, the more money it costs. To help Amuneal visualize their job process and understand the effects of adjusting job timelines, we have begun to develop a tactile dashboard. The dashboard is a lo-tech project management solution that relies on the use of simple touchscreen technology, to communicate and adjust project life and deadlines.
Branding concept Branding is much more than a simple graphic design element, it forms the core belief of Amuneal and is the message directed towards client dialogues. It begins with a core company philosophy which must permiate all aspects of the business, encompassed in what becomes the promise to clients. We intend to encourage transparent project management at Amuneal. Our hope is that this will be empitomized by the $PXQHDO VWDII ZKLFK ZLOO DOORZ WUDQVSDUHQF\ WR ÀOWHU LQWR WKH larger brand message of the company. A brand message of WUDQVSDUHQF\ ZLOO KHOS SRWHQWLDO FOLHQWV IHHO FRQÀGHQW WKDW $PXQHDO will meet high standards of expectations and production, worthy of a leader in custom metal fabrication.
Employee  Contact with  Clients
Client  Gossip
Employee  Gossip
The ‘Real’ Brand Message As much as you would like to control your brand image, the reality is that, for the most part, it is out of your direct control. 1R PDWWHU KRZ LQĂ XHQWLDO \RX EHOLHYH \RXU latest branding campaign is, your public image is more than likely driven by the gossip in your industry being forwarded by your employees, your clients and your
Vendor Opinions
Customer  Blogs
Word  of Mouth
YHQGRUV 6XSHUĂ€FLDO EUDQGLQJ H[HUFLVHV can hide some cracks for a time, but to improve your image in the long-term, the deeper issues need to be addressed.
‘Brand’ factors beyond your direct control
Acknowledgements This project would not have been possible without the cooperation and support of: Adam Kamens and his Amuneal Staff University of the Arts Industrial Design Faculty: Jonas Milder, Program Director Brett Snyder Project Team Members: Anne-Marie Gutierrez Rachael Harr Gareth Roberts Fraser Marshall Justin Witman
7KLV ERRN GRFXPHQWHG WKH ÀUVW TXDUWHU RI DQ LQQRYDWLYH partnership between designers and a company experiencing difficulties common to all businesses in the modern global economy. Our hope for this collaboration is that we sew the seeds of empowering businesses to appreciate that their strength and wealth critically depends on the emotional investment between them and their employees. Employees are what determines the success of a company, and as such their opinions, ideas, dreams and hopes should be incorporated into the company’s DNA. Importantly, as the global market continues to change, designers can offer businesses the tools to harness the knowledge base within their staff and help guarantee their future success.
THE UNIVERSITY OF THE ARTS
MASTERS OF INDUSTRIAL DESIGN CASE SERIES Vol.01