产品设计活动的行为方式及基本流程 - 图文

仅是精神上的愉悦与享受，更重要的是，它可以改变人们的生活方式。艺术设计是把预期目的和观念具体化、实体化的手段，是人们进行经济建设活动的先期过程。它的本质是人们对将要进行的经济建设活动作出艺术化的设想和筹划。总体来看，这种设想和筹划是进步的，发展的，甚至是超前的。从这个意义上，也说明了艺术设计是一种推动社会发展的动力。 三、设计与生产和消费的关系 1、设计与生产

生产是经济领域中最基本的活动。生产者、生产工具、劳动对象和生产成果都是生产要素。设计与生产关系是设计与经济关系的具体化，是其关系最生动的体现之一。

设计是生产的组成部分。工厂要开发新产品，第一步就是设计新产品，经过调查测试、艺术想象、局部技术更新、经济核算、生产食盐、市场营销等，然后才进入批量生产。工厂要改良旧产品，首先需要设计。所以设计师是生产者，设计活动是生产活动，而且是对整个生产举足轻重的生产活动。

设计为生产服务。设计首先为工厂建设服务；其次为产品的改良和创新服务；第三为提高生产效率与效益服务。

生产只有正确认识设计，才会充分支持设计。在设计的启动阶段，要把新的科学技术成果变成可以生产的产品，或者把优秀设计成果变成优秀设计成果变成产品的竞争力或附加值，这就需要人力、物力与时间的投入。充分的支持可望得到丰硕的成果。在设计审定阶段，需要企业家、设计师、工程师、以及经济师、营销专家、生产主管等共同参与及写作，从各个方面的研究对设计方案予以客观的、科学的评价。 2、设计与消费

消费是经济领域的又一基本活动，它指使用物质资料以满足人们物质和文化生活需要的过程。消费是人们生存与发展不可缺少的条件，使社会在生产的一个环节。设计与消费的关系是设计与经济关系的具体化，同时也是其关系最生动的体现之一。

首先，消费是设计的消费。设计是物的创造，消费者直接消费的是物质化了的设计，实际上就是设计人员的劳动成果。设计形成了包围我们的物质和文化环境。

第二，设计为消费者服务。消费是一切设计的动力与归宿。设计为消费服务，除了设计的生产的目的是为了消费之外，还有设计可以帮助商品实现消费、促进商品流通这层涵义。社会经济愈是发展，涉及消费者导向也就愈明显。

第三，设计创造消费。设计可以扩大人类的欲望，从而创造出远远超过实际物质需要的消费欲。一部小汽车使用功能完好如初，但车的主人可能因渴望得到另一种新的车型而放弃对它的使用。

设计是最有效的推动消费的方法，它触动了消费的动机。设计能够唤起隐性的消费欲，使之成为显性。或者说，设计发掘了消费需要，并制造出消费需要。 四、设计中的经济活动

设计的经济活动体现在从设计到实现设计的全过程，并且在不同的阶段具有不同的形式和作用：

①在构思设计阶段：设计的构思过程就是创新设计观念的确立过程，设计师应善于把握设计物由过去到未来生成发展的种种相关因素，然后以创造性思维方式和表现手法使之成为崭新的设计方案。其中，设计应对设计物的经济价值进行充分分析，了解市场需求，预测市场动向，对设计方案的经济价值进行有效评估； ②在实施设计阶段：设计的实施过程指的是设计方案由图纸到生产为实体的过程，对于设计来说，是实际制作的过程。虽然在构思过程中设计师必然要考虑设计物生产方面的诸多因素，但是，在真正付诸实施的过程中，从设计物的试产、批量生产和专利保护等方面均受经济的制约；

③在实现设计阶段：设计物最终要推向市场实现其经济价值，主要是通过销售来实现的，当设计物作为商品投放市场，设计师应当及时调查市场反映和销售效果，综合反馈信息以改进产品设计和进行新的设计构思。

三章 设计概念

Product development is the process of creating a new product to be sold by a business or enterprise to its customers. In the document title, Design refers to those activities involved in creating the styling, look and feel of the product, deciding on the product's mechanical architecture, selecting materials and processes, and engineering the various components necessary to make the product work. Development refers collectively to the entire process of identifying a market opportunity, creating a product to appeal to the identified market, and finally, testing, modifying and refining the product until it is ready for production. A product can be any item from a book, musical composition, or information service, to an engineered product such as a computer, hair dryer, or washing machine. This document is focused on the process of developing discrete engineered products, rather than works of art or informational products.

The task of developing outstanding new products is difficult, time-consuming, and costly. People who have never been involved in a development effort are astounded by the amount of time and money that goes into a new product. Great products are not simply designed, but instead they evolve over time through countless hours of research, analysis, design studies, engineering and prototyping efforts, and finally, testing, modifying, and re-testing until the design has been perfected.

Few products are developed by a single individual working alone. It is unlikely that one individual will have the necessary skills in marketing, industrial design, mechanical and electronic engineering, manufacturing processes and materials, tool-making, packaging design, graphic art, and project management, just to name the primary areas of expertise. Development is normally done by a project team, and the team leader draws on talent in a variety of disciplines, often from both outside and inside the company. As a general rule, the cost of a development effort is a factor of the number of people involved and the time required to nurture the initial concept into a fully-refined product. Rarely can a production-ready product be developed in less than one year, and some projects can take three to five years to complete.

The impetus for a new product normally comes from a perceived market opportunity or from the development of a new technology. Consequently, new products are broadly categorized as either market-pull products or technology-push products. With a market-pull product, the marketing center of the company first determines that sales could be increased if a new product were designed to appeal to a particular segment of its customers. Engineering is then be asked to determine the technical feasibility of the new product idea. This interaction is reversed with a technology-push product. When a technical breakthrough opens the way for a new product, marketing then attempts to determine the idea's prospects in the marketplace. In many cases, the technology itself may not actually point to a particular product, but instead, to new capabilities and benefits that could be packaged in a variety of ways to create a number of different products. Marketing would have the responsibility of determining how the technology should be packaged to have the greatest appeal to its customers. With either scenario, manufacturing is responsible for estimating the cost of building the prospective new product, and their estimations are used to project a selling price and estimate the potential profit for the company.

The process of developing new products varies between companies, and even between products within the same company. Regardless of organizational differences, a good new product is the result a methodical development effort with well defined product specifications and project goals. A development project for a market-pull product is generally organized along the lines shown in Figure 1. Figure 1

The Generic Product Development Process ? Concept System-Level Detail Testing and Production ? Development Design Design Refinement Ramp-Up Marketing Define market Develop plan for Develop Dev. promotion Place early ?? segments ?? product options ?? marketing plan ?? and launch ?? production Identify Lead users ?? and extended ?? materials ?? with key Identify competitive ?? product family Facilitate ?? customers ?? products ?? field tests

Design

Study feasibility Generate Define part Reliability, Evaluate ?? of product concepts ?? alternative ?? geometry ?? performance ?? early Develop industrial ?? architectures Spec materials ?? and life tests ?? production ?? design concepts Define systems Spec tolerances Get regulatory ?? output Build and test ?? and interfaces Industrial design ?? approvals ?? expiremental prototypes Refine industrial ?? control Impliment

?? design ?? documentation ?? design changes

Manufacturing Estimate Identify suppliers Define Begin supplier Begin ?? manufacturing cost Make/buy study processes ?? ramp-up ?? operation of Assess production Define final Design tooling Refine mfg. ?? production ?? feasibility ?? assembly scheme Begin tooling ?? processes ?? system

?? procurement

Concept Development

Good concept development is crucial. During this stage, the needs of the target market are identified, competitive products are reviewed, product specifications are defined, a product concept is selected, an economic analysis is done, and the development project is outlined. This stage provides the foundation for the development effort, and if poorly done can undermine the entire effort. Concept development activities are normally organized according to Figure 2. Figure 2

Concept Development Identify Customer Needs

Establish Target Sepcifications

Analyze Competitive Products Generate Product Concepts

Select a Product Concept Perform Economic Analysis

Refine Specifications ? Plan Remaining Development Project

Concept Development Identify Customer Needs: Through interviews with potential purchasers, focus groups, and by observing similar products in use, researchers identify customer needs. The list of needs will include hidden needs, needs that customers may not be aware of or problems they simply accept without question, as well as explicit needs, or needs that will most likely be reported by potential purchasers. Researchers develop the necessary information on which to base the performance, size, weight, service life, and other specifications of the product. Customer needs and product specifications are organized into a hierarchical list with a comparative rating value given to each need and specification.

Establish Target Specifications: Based on customers' needs and reviews of competitive products, the team establishes the target specifications of the prospective new product. While the process of identifying customer needs is entirely a function of marketing, designers and engineers become involved in establishing target specifications. Target specifications are essentially a wish-list tempered by known technical constraints. Later, after designers have generated preliminary products concepts, the target specifications are refined to account for technical, manufacturing and economic realities.

Analyze Competitive Products: An analysis of competitive products is part of the process of establishing target specifications. Other products may exhibit successful design attributes that should be emulated or improved upon in the new product. And by understanding the shortfalls of competitive products, a list of improvements can be developed that will make the new product clearly superior to those of others. In a broader sense, analyzing competitive products can help orient designers and provide a starting point for design efforts. Rather than beginning from scratch and re-inventing the wheel with each new project, traditionally, the evolution of design builds on the successes and failures of prior work.

Generate Product Concepts: Designers and engineers develop a number of product concepts to illustrate what types of products are both technically feasible and would best meets the requirements of the target specifications. Engineers develop preliminary concepts for the