Nanqian Xu
Design Research | Product Design Who are we designing for and what should we design? I’m always trying to find answers. The research and design exploration process excites me, and has led me to become a designer. Nanqian Xu
Nanqian Xu | Product Design
New Generation Boeing Seating Design Based on the result of the research project of Boeing flight experience, We are working on the premise of designing for the users with limited dexterity, sight and hearing impairment whose needs are extreme. These needs are looked at through the lens of universal design to reach out to a larger population base. During the design process, we used prototype as a way to simulate consumer experiences, get inspirations, generate concepts, and get feedback from users. I finalized our rough mock-up in this summer to make it into a 3D model that can be produced in reality.
Responsibilities User Journey Analysis 737 Airplane Interior Mock-up (Full Scale) Seat Mock-up (Full Scale) User Testing 3D CAD Model Building
737 New Generation Boeing Seat
Nanqian Xu | Product Design
Prototype to Learn • In order to understand the whole user experience, we built up a full scale of half plane section. This helped us to experience the restraints of the space and the sequence of activities.
737 New Generation Boeing Seat
Nanqian Xu | Product Design
User Experience Simulation • Using 3 rows of seats from Boeing, within our full scale cabin, we were able to simulate the whole entrance and exit process, the relaxation period and transition activities.
737 New Generation Boeing Seat
Nanqian Xu | Product Design
Business Value & Opportunity Area We decided to address the needs for baby boomers as inspirations because: • Baby boomers will take up the US population for 20% in 2030. • Baby boomers will all turn 65 between 2011 to 2030. • Baby boomers spent 2 billion dollar annually. • Baby boomers share 43% of domestic travel in US. Storage-- provide better storage system to enhance user experience during travel.
Transition-- provide support for transition from sitting to standing positions.
Get Information Enter
Settle
Entertainment
Transition
Exit
Eat / Drink
Experience-- accommodating work/ rest/ entertainment and eating in the seating area. Inform-- enhance entry experience by better informing users about seating area. 737 New Generation Boeing Seat
Nanqian Xu | Product Design
Concept Brainstorm •
Based on the universal design principle to provide equally solu on for majority user, we brainstormed in those four opportunity areas. Later on, we reviewed our concepts with Design Director in Teague to ďŹ lter down several frui ul concepts and to understand the industry constraints.
737 New Genera on Boeing Seat
Nanqian Xu | Product Design
Concept Prototype
Inform
• We built this full scale seat which can be tested by human weight and activities. Not only to make our concepts from 2D to 3D, we also want people to interact with concepts for real.
Storage
Experience
Transition
737 New Generation Boeing Seat
Nanqian Xu | Product Design
User Reviews • We did rounds of user reviews. The storage place, the lighting, and the way that small table folds, which solved most problems we found during the user experience simulation, received the positive feedback.
737 New Generation Boeing Seat
Nanqian Xu | Product Design
737 New Generation Boeing Seat
Nanqian Xu | Design Research
Understanding Intangible Value New Generation Insurance Product Liberty Mutual is known for their global coverage and their east-coast based insurance network. They purchased SafeCo as their sub brand to achieve the west-coast market for SafeCo’s agent network at west coast. The economic downturn just happened after this acquisition which put a pressure on SafeCo to create innovative products. Also, as personal insurance is becoming online, Liberty Mutual needs to find their way to utilize their wide agent network as a strength while targeting the individual insurance product. SafeCo brought this broad topic as: explore people’s intangible value and find out how can insurance industry play in this area. They were expecting opportunity areas and design principles. In our final report, we provided not only key insights about how people view their intangibles, but also how to use agent as a connection to access and protect people’s intangible value. This perspective brought our opportunity area to an actionable level. Our research results became really meaningful. Skills: Scope Frame: Opportunity Map | Trend Analysis | Research Protocol Primary Research: Face-to-face Interview | Guest Tour | Photo Study | Collage Activity Analysis & Synthesis Insight Analysis | Concept Generation Workshop Planning & Implementation Scenario Planning | Story Board | Strategic Road map
New Generation Insurance Product
Nanqian Xu | Design Research
Who should we interview? Screening people is hard when the topic is vague. Everyone has intangible values, but who has the most interesting story? How can we reach into people’s value which is really sensitive, soft, and hard to articulate? We decided to go extreme. We included several people with speciality like art praisers, jack packs, museum curators, and etc.... We also felt group of people are easy to articulate the insights about how intangible value holds the group together.
I know people think biking is really dangerous. And sometime just those old crazy white guys will bike. But I just enjoy this noisy and silent moment. You feels like speedy and also isolated. ... This is SUZUKI. If I have money later, I will change it. I keep all the stuff relate to biking in one paper box. I do arrange those things frequently. - Edy, Bike Club Member (Name and content is revisedNew for confidential reason) Generation Insurance Product Copyright @ Nanqian Xu, 2009
Nanqian Xu | Design Research
How should we interview? Intangibles are hard to communicate. We did several rounds of interviewing people using different protocols, like field research interviews, photo studies, collage creations. The communication was better when we provide medium. We need to dig into people’s value and how they treasure their possessions. We found it is a process from expecting an intangible to lose it. Both value and processions are always formed as a system, intangibles are always built around tangibles.
New Generation Insurance Product
Copyright @ Nanqian Xu, 2009
Nanqian Xu | Design Research
Design Principles + Concepts
Intangible assets are defined as identifiable non-monetary assets that cannot be seen, touched or physically measured, which are created through time and/or effort and that are identifiable as a separate asset. -Wikipedia
With the understanding of the nature of people’s intangible value, we were able to bring several opportunity areas for insurance products to step into. Both using the consumer insights and the insights about trends of insurance industry, we defined the new model of insurance products which will be target at intangible values.
New Generation Insurance Product
Nanqian Xu | Design Research
Through humanized agent-based insurance model, we are able to target people’s intangible value which is built through time and effort as a system.
Existing Insurance Model
Intangible Insurance Model New User New User
Share Support Celebrate
New Offering
Existing Offering
Measure Response Compensate Existing User
Existing Offering
New Offering
Measure Response Compensate
Coach Reveal Protect
Existing User
New Generation Insurance Product
Nanqian Xu | Design Research
Scenarios + Stories
Part of my responsibility was to build the stories with different personas, which will show how this new model of insurance are going to happen. Including agents as part of the stakeholder in the story helped us to deliver the new definition of agents in this new model.
New Generation Insurance Product
Nanqian Xu | Design Research
When we deliver the final proposal... We set up a museum showing “ Intangible Values� with our own treasures, like a plant from Mom, engagement ring, photos, gift card etc... With the audio broadcasting of interviews, we brought the atmosphere to help our client to understand intangible values emotionally and to build a vivid connection.
New Generation Insurance Product
Copyright @ Nanqian Xu, 2009
Nanqian Xu | Design Research
What could we do better? It took us some time to figure out that this was a phase 0 project, we decided it was more important to understand people’s value holistically rather than design detailed concepts. If we had more time, we could interview experts in intangible field, who might be a psychologist, and experts in insurance industry.
New Generation Insurance Product
Copyright @ Nanqian Xu, 2009
Nanqian Xu | Design Research
Design Management Institute Long Term Strategy Planning Design Management Institute (DMI) is a non-profit organization aiming for bringing design and business together. With a long history which was started in 1975, DMI has become a center of forward thinking about innovation. Facing the challenge of other competitive organizations like IDSA, AIGA, TED etc., DMI wants find out what will be their long term vision for next 10 years. After analyzing existing opportunity area and DMI’s strength, we conducted 16 stakeholder in-depth interviews and also a concept generation workshop with clients. We realized DMI needs to reposition itself as a platform for knowledge sharing and network build in. In this way, the organization can keep up-to-date and build on its strength of senior membership. The project was so successful that DMI invited our 3 people team to report to their executive team and council members in Boston, their headquarter. After the presentation, we write out the 3 year short plan also a execution time-line for their 2008 anniversary conference, ReMix. Skills: Contextual Research: Opportunity Map | Competitive Analysis | Core Competencies | Value Web | Trend Analysis Primary Research: Telephone Interview | Collaborative Workshop | Insight Matrix Concept Building: Concept Evaluation | Scenario Planning | Concept Changed Landscape | Road Map
Design Management Institute Long Term Planning
Nanqian Xu | Design Research
General Process
Understand Business 10 Types of Innovation Trend Analysis Competitive Analysis Value Web
Identify Stakeholder Direct Interview Secondary Study Telephone Interview
Define Design Principle
Create Long-term Vision
User Insight Tool Insight Matrix Value Web Analysis Fish Bone Analysis
Concept Evaluation Senario Planning Road Map
• Frame problem based on
• Building concept based on
Outcome: • Know the core competence and issues within the
• organization • Know competitive landscape in the industry
• Know driven trends which relate to the industry
• Overview of different
perspective from stakeholder • Frame research process and protocol • Conduct user research
user and industry knowledge • Structured analysis of problem • Define principle targeting to problem
company’s strength and user benifits • Planning ahead for long term vision combining with trends and industry analysis
Design Management Institute Long Term Planning
Nanqian Xu | Design Research
Know The Business
Finance Business Model
International non-profit organization
Processes
Network
Enabling Processes
Sponsors Partner HBR
Members, Board of directors, Advisory council Partners
Conference Seminar Publication
Offerings
Core Processes
Product Performance
Speakers Small-scale at conferences conference and seminars Academic publication Article contributors for publications
Delivery
Product System
Conference video online
Through our research, we find the problems are:
Service
Knowledge International connection Crossdisplinary networking
Channel
Brand
Conference Seminar Website Mailing
User Experience
Academic senior level Good reputation
Personal contact Oneway communication Clublike
• Ineffective internal operations • Inability of reaction to change • One fits all approach of knowledge delivery
• Limited networking opportunities
• Ten Types of Innovation provides a platform for organization to think about their
core competencies. Ten Types of Innovation is an overview planning tool to bring innovative solutions in entrepreneurship.
DMI TED AIGA Businessweek
TED created a global community around website with live streaming videos from presentation and archive of videos.
The TED conference covers broad set of innovative and forward thinking topics.
Design professionals
Other fields of
DMI
Opportunity gap
3
Red Dot
Thought leaders / Content providers
Design community
British Design Counsel
2
UPA ACM
1
0
Academic
barcamp
IxDA
Board
IA Institute
Institute of Design
Fun
-1
DMI
Members
AIGA IDSA
-2
AIGA builds on activism of local chapters.
AIGA structures volunteer process which involves entry level designers and students.
Local cocktail hours/meetups
Businessweek created system that branches offline, online, video and audio.
Opportunity Opportunity gapgap Business Model
Network
Finance
Enabling Processes
Core Processes
Processess
Product Performance
Product System
Offerings
Service
Channel
Brand
Delivery
User Experience
TED
Sponsors
Partners
Design entry level
Design Management Institute Long Term Planning
Nanqian Xu | Design Research
Identify Stakeholder Insights • • • • • • • • •
• •
“I have been with the organization for more than 10 years. DMI is like an old uncle, we really like him. But we never take him to the party.” Darrel Rhea, CEO of Cheskin Added Value
• • • • • • • • •
The irelevance to practioners in design industry makes DMI offering acedemic heavy. Communication channels with stakeholders are not effective and outdated DMI’s processes are not effective DMI doesn’t evaluate and implement new concepts & ideas Networking leads to business deals DMI members look for networking and personal relationship DMI doesn’t support networking outside of conferences The offering is not delivered effectively to members The more involved the member is within DMI, the more networking opportunities they have other organizations move into design business market DMIattracts attracting professionals acrossis disciplinary is field an of design DMI seniorsenior professionals across disciplinary advantage in the organizations advantage in the field of design organizations DMI doesn’t have processes in place that make it easy for people to contribute It’s easier to build network when members information is accessible Content of the conference should be available in a form that members can access later DMI’s events are not locally available to members in smaller cities DMI’s staff are not motivated to make changes and try out new ideas. To connect with members DMI needs to evolve at the same rate the world evolves. DMI has a very professional and influential membership. The more decision makers are involved the harder it is to make a decision . DMI doesn’t react today’s changing marketplace which is moving towards a strategic contribution of design
Design Management Institute Long Term Planning
Nanqian Xu | Design Research
Define Design Principle Vision based on DMI’s advantage and user needs:
Involve and leverage highly skilled members to build a community of practice
DMI
DMI
DMI
DMI
Design Management Institute Long Term Planning
Nanqian Xu | Design Research
Define Design Principle
INVOLVE
CONNECT
EXPAND
• Establish a network • Motivate participation • Organizational transparency
• Build a community • Collaborate to learn from each other • Customize services
• Bring design to other fields • Institute the value design
Involving and leveraging members
Connecting stakeholders
Expanding the influence of design
Design Management Institute Long Term Planning
Nanqian Xu | Design Research
Create Long Term Vision Road Map
near term
medium term
Special interest group
Cultural mentor
Support network before & after conference
Member profile & search
Community beyond DMI DMI senior/DMI junior
Assigned contact person Mentoring
Network
Publish annual report
Active sub groups
DMI ambassador
Credit for content
long term
Competition/award Referrals and invitation only
Include artistic side
Different tiers of membership
Partner with design schools & students
B-schools courses
Strategy Content Experience
On demand content
Copyright of content Conference of conferences
Education for children Volunteering
Advertising
Vote for theme & rate content
Member of the week
Organization Technology Offerings
Local chapters
Solve design challenge together
Design tourism / study abroad
The detailed concepts are framed into a strategy road map based on the user value, business value, organization strength and restraints. Further more, I participated in the DMI workshop in Boston to roll out the next 3 years execution plan and the details of their 2008 annual conference, “Remix�.
Design Management Institute Long Term Planning
nanqian xu | product design
What would you do with
Concept that can not be sketched? like a 60 feet long bus?
nanqian xu | product design
Bus Rapid Transportation, 2008 Chicago Transportation Association Spirit Learning by building . Prototype can be used as a concept generation and communication channel rather than just to test ideas.
Project Introduction Bus Rapid Transportation (BRT) is a new kind of bus that will be launched by Chicago Transportation Association (CTA) in 2009. It will be a 60 foot articulated bus with 3 doors for entry and exit.
Project Scope Design the bus interior, shelter, and new information communication to provide a better riding experience for customer.
Needs Faster commute within the bus Help people to keep stable in the bus
bus rapid transportation Chicago Transportation Association
nanqian xu | product design
A PROBLEM! We found it’s hard to get the feeling through just sketching, playing with floor plan. Then, we just built a 60 feet long model, to see it, to feel it. We even add the bus sound of the whole thing!
bus rapid transportation Chicago Transportation Association
nanqian xu | product design
The full scale model helps us in Communication with clients We made several design plans with CTA AD people when we walked through the model. User Testing We ran 2 user testings with students in Institute of Design and also daily passengers.
Insights Create information both in front and back of the bus Create opening space feeling between front door and back door, reduce the obstacle.
bus rapid transportation Chicago Transportation Association
nanqian xu | product design
Final Proposal Showing by User Journey The whole journey starts from people getting information from shelter, till people get off the bus. We made big changes in the whole layout to help people moving fast and keeping stable in the bus. We also considered people with kid, visitors who is first time to Chicago, daily commuters and people with disabilities.
bus rapid transportation Chicago Transportation Association
nanqian xu | product design
Ventilator Improvement Design (Summer, 2007) ShuaiKang Group Co., Ltd, China
ventilation improvement design
nanqian xu | product design
Existing Models in the Market Market Analysis Existing product portfolio shows problems and also opportunities in these area: 1.A matured market with competition based on price and adding functions. 2.Product form has the same style with little change in detail. Consumer Needs Found through Research 1. Ergonomic test shows people are knocking their head when using the ventilators. 2. Existing large volume product can not fit into modern kitchen decoration style. Market Performance
Time
ventilation improvement design
nanqian xu | product design
Concept Brainstorming
Design Principles In order to attract Y-Generation, and also considering the ergonomic factors, the design principle of this project is: clean feeling in material and color simple shape to fit into modernized kitchen curved surface providing easy cleaning process less distance from cook top to the cover
ventilation improvement design
nanqian xu | product design
ventilation improvement design
Thank you.
Appendix
nanqian xu | product design
Sketches and 2D Renderings
nanqian xu | product design
Sketches and 2D Renderings