Introducing product design
Product design is an integral part of the wider process of developing new products of every type. In most cases, this will be for volume production. The product design process should ideally dovetail with every part of the wider development process, but typically it is much more involved at the beginning of the process than at the end.
The process of product design can have a wide remit. It typically involves a series of different phases, each one of which helps to build certainty and understanding as the focus of work narrows, thereby informing a wider decision process.
Briefing
A knowledge sharing activity, usually prescribed in a briefing document, describing what is required. The brief can be complex and backed up by research or, equally commonly, not really created until all influencing factors are better understood.
It is quite rare to find a really comprehensive brief. Invariably, clients work with the design team to help put the brief together. Bringing designers in early adds greater breadth to the client’s vision, unpacking what they could have, alongside what they think they should have.
Nor is the ‘brief’ ever a single coherent document – typically it is a file containing a record of all of the relevant factors and documents.
Briefing usually encompasses three main views:
1. Marketing
- The marketing part of the brief will describe the anticipated product, its functionality, positioning with respect to main competitors and brand imperatives
- It may also have a 'wish list' of functions and features, as well as 'must haves'
- It will also either refer to, or enclose recent consumer research findings
2. Technical
- The technical part of the brief will invariably spell out the restrictions on investment for new tooling, existing parts or components that need to be reused, a preliminary product specification covering performance, cost and intended manufacture, and standards that need to be respected
- It will usually clarify or inform about key functional criteria that are likely to influence a future design
3. Commercial
- The commercial part of the brief will typically cover all aspects relating to sales and distribution including
- ROI (Return on Investment), and sales planning (targets and forecasts)
- In addition it may cover key account needs and the commercial implications for the new product in the context of other products in the manufacturer’s line up
- Typical outputs would include documents and reports
Research into social, economic and technological context
Typically, where available, the client will supply copies of market research which the manufacturer has carried out in order to establish market relevance. Sometimes, the design company will recommend and carry out research to fill in gaps in understanding and knowledge about the consumer, the context for the product’s use, or contemporary consumer trends. The typical output of research is reports, and recommendations arising from them.
Strategic enquiry and orientation
Increasingly, designers are asked to form, contribute to, or validate the overall strategy for the product, to provide direction and context. Such work would typically happen ahead of the briefing (which is usually contingent upon it) and often ahead of commissioning new research. In the relentless search for innovation, such strategic work is often paired with early idea generation to flesh out future possibilities. A typical output of this stage would be reports and recommendations.
Idea generation and innovation
New ideas for products that offer key advantages for both consumer and manufacturer. The typical output is sketches, sometimes POP (proof of principle) models, some CAD layouts. The output will depend very much upon the nature of the task and its brief. Frequently, the phase kicks off with highly structured idea generation sessions, often involving key personnel from the client.
Concept design
Ideas judged by both client and designers to have potential are worked through in more detail, taking into account all influencing factors, in order to arrive at early physical manifestations in the form of sketches, renderings and foam models, alongside 2D or 3D CAD work to describe architecture and technical intent.
Concept development
A tighter focus on a smaller selection of concepts to merge the myriad different factors which might bear upon its fruition (ergonomic, technical, production, aesthetic and so on). Typical output – as above, but with more refinement and greater emphasis on 3D CAD.
Design development
Preceding phases have typically narrowed the focus for work to a single design proposal, although aspects of that may yet remain unproven. This phase is all about intent for eventual production and is largely geared to definition of each and every aspect of the product, so that both marketing and engineering can sign off the design intent. Typical output – some 2D CAD, 3D surfaces, 3D solid modelling and finished model. The finished model defines in every way what the final product will be like.
Further phases and liaison
What follows can include any number of things depending upon the client company’s capability and resources. Many companies do not have development resources and rely on their designers to carry through development to design of parts, specification, prototyping, tooling and production. This work invariably requires significant 3D CAD work and extensive prototyping and testing in preparation for production.
Alternatively, in a well-resourced company, the designer’s role will more likely be to manage and steer the process, working closely with the technical team and responding with modifications in response to required changes, either as a result of development or from market research.