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El. knyga: Design Theory: Methods and Organization for Innovation

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  • Formatas: EPUB+DRM
  • Išleidimo metai: 06-Apr-2017
  • Leidėjas: Springer International Publishing AG
  • Kalba: eng
  • ISBN-13: 9783319502779
Kitos knygos pagal šią temą:
Design Theory: Methods and Organization for InnovationDidesnis paveikslėlis
  • Formatas: EPUB+DRM
  • Išleidimo metai: 06-Apr-2017
  • Leidėjas: Springer International Publishing AG
  • Kalba: eng
  • ISBN-13: 9783319502779
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This textbook presents the core of recent advances in design theory and its implications for design methods and design organization. Providing a unified perspective on different design methods and approaches, from the most classic (systematic design) to the most advanced (C-K theory), it offers a unique and integrated presentation of traditional and contemporary theories in the field.  Examining the principles of each theory, this guide utilizes numerous real life industrial applications, with clear links to engineering design, industrial design, management, economics, psychology and creativity. Containing a section of exams with detailed answers, it is useful for courses in design theory, engineering design and advanced innovation management.  "Students and professors, practitioners and researchers in diverse disciplines, interested in design, will find in this book a rich and vital source for studying fundamental design methods and tools as well as the most advanced design the

ories that work in practice".  Professor Yoram Reich, Tel Aviv University, Editor-in-Chief, Research In Engineering Design.

Introductory chapter: Canonical model of design regimes.- Chapter 1: Designing in a rule-based regime - systematic design theory and project management.- Chapter 2: Designing the rules for rule-based design - conceptual and generative models, axiomatic design theory.- Chapter 3: Designing in an innovative design regime - introduction to C-K design theory.- Chapter 4: Designing the innovative design regime - C-K based organisations.- Appendices: Annals of exams (8 exams, 5 with detailed answers).
1 Introductory
Chapter: Contemporary Challenges of Innovation---Why New Design Theories
1(18)
1.1 Introduction: Training for Design Today
1(4)
1.2 A Few Puzzles and Paradoxes
5(4)
1.2.1 The Paradox of R&D: Investment Does not Mean Innovation---Design is Increasingly Difficult to Organize
5(2)
1.2.2 Paradoxes in the Organization of Innovative Design
7(1)
1.2.3 Paradoxes of Reasoning in Innovative Design
8(1)
1.3 The Issue of Definitions: Capacity for Innovation and Design Regimes
9(2)
1.3.1 Traps in the Term "Innovation"
9(1)
1.3.2 The Notion of Design Regime
10(1)
1.4 Canonical Model for a Design Regime
11(5)
1.4.1 Canonical Model of Reasoning X, K(X), D(X), P(X)
11(3)
1.4.2 Canonical Model of Performance
14(1)
1.4.3 Canonical Model of Organization
15(1)
1.5 Conclusion
16(3)
1.5.1 Main Ideas of the
Chapter
16(1)
1.5.2 Additional Reading
16(1)
References
17(2)
2 Designing in a Rule-Based Regime---Systematic Design Theory and Project Management
19(44)
2.1 Reasoning in Systematic Design
19(13)
2.1.1 Expectations of Systematic Theory
20(1)
2.1.2 Fundamental Principles
20(3)
2.1.3 Illustrative Examples of Language
23(2)
2.1.4 Tools and Associated Techniques
25(3)
2.1.5 Contemporary Trends in Rule-Based Design
28(4)
2.2 Performance in Systematic Design
32(7)
2.2.1 Fundamental Principle: Maximizing the Re-use of Knowledge
32(1)
2.2.2 Practical Assessment
33(6)
2.3 Organization of the Systematic Design Project
39(3)
2.3.1 General Principles: Project and Project Leader
39(1)
2.3.2 Division of Labor in Systematic Design: Stage-Gate Process and "V" Cycle
40(1)
2.3.3 Project Leader's Management Tools: Planning, PERT Charts and Budget Reporting
41(1)
2.4 Conclusion
42(3)
2.4.1 Main Ideas of the
Chapter
44(1)
2.4.2 Additional Reading
44(1)
2.5 Workshop 2.1: Functional Analysis
45(4)
2.6 Case Study 2.1: The Logic Underlying the Domestication of Design: The Origin and Success of Systematic Design
49(14)
2.6.1 Wild Design: The Inventor-Entrepreneurs of the First Industrial Revolution in England
49(1)
2.6.2 Parametric Rule-Based Design: "Recipe-Based" Design or Pathways for Industrial "Catch-Up"
50(5)
2.6.3 Systematic Rule-Based Design: The Invention of the Engineering Department
55(4)
References
59(4)
3 Designing the Rules for Rule-Based Design---Conceptual and Generative Models, Axiomatic Design Theory
63(62)
3.1 The Logic of Performance in Systematic Design---The Notion of Dominant Design
63(4)
3.1.1 A Few Examples of Sector-Wise Performance
64(1)
3.1.2 Characterizing the Performance of Systematic Design
65(2)
3.1.3 The Notion of Dominant Design
67(1)
3.2 The Logic of Reasoning in Systematic Design: Conceptual and Generative Models---Axiomatic Design Theory
67(16)
3.2.1 Conceptual and Generative Models
67(7)
3.2.2 Assessing Systems of Rules: Axiomatic Design Theory
74(9)
3.3 The Organizations of Systematic Design
83(4)
3.3.1 Skill-Sets and Guarantors of the Company's Rule Base
83(2)
3.3.2 Sector-Wise Industrial Organization---The Ecosystems of Rule-Based Design
85(1)
3.3.3 The Logic of Generative Bureaucracies---Coordination and Cohesion
86(1)
3.4 Conclusion: Routine/Generative Equilibrium
87(2)
3.4.1 The Main Ideas of this
Chapter
88(1)
3.4.2 Additional Reading
88(1)
3.5 Workshop 3.1: Calculation of Static and Dynamic Returns on Platform
89(4)
3.5.1 Introduction: Design Function, Static and Dynamic Returns
89(1)
3.5.2 Platform-Based Project Evaluation
90(3)
3.6 Workshop 3.2: Design by Use---The Usefulness of Conceptual Models
93(4)
3.7 Case Study 3.1: The Origins of Industrial Research
97(14)
3.7.1 A Brief History of the First Company Research Laboratories
97(1)
3.7.2 Questions that Would Stimulate the Emergence of Industrial Research
98(3)
3.7.3 Rationalization of Industrial Research: Rationalizing the Process of Knowledge Production
101(5)
3.7.4 The Origins of the Myth of Innovative Research: Nylon
106(5)
3.8 Case Study 3.2: Emergence and Structuring of the Acoustics Occupation in Automobile Engineering---Effectiveness of Conceptual Models (Jean-Herve Poisson, Renault)
111(14)
3.8.1 1964--1970: The Birth of the Acoustics Department---First Conceptual Models
112(1)
3.8.2 1970--1979: Structure of the Profession---Complex Conceptual Models
113(2)
3.8.3 1979--1998: The Era of Fine Tuning
115(2)
3.8.4 1998--2005: Rejuvenating the Profession---New Conceptual Models
117(4)
References
121(4)
4 Designing in an Innovative Design Regime---Introduction to C-K Design Theory
125(62)
4.1 Reasoning in Innovative Design---C-K Theory
125(25)
4.1.1 Origins and Expectations of C-K Theory
126(3)
4.1.2 Main Notions: Concepts, Knowledge and Operators
129(6)
4.1.3 Main Properties
135(5)
4.1.4 C-K Theory and Other Theories of Design
140(9)
4.1.5 Why C-K Theory Meets Our Initial Expectations
149(1)
4.2 Performance of the Innovative Design Project
150(7)
4.2.1 Fundamental Principle of Performance in Innovative Design: Giving Value to Expansions
150(1)
4.2.2 Outputs: V2OR Assessment
151(4)
4.2.3 Inputs: Estimation of the Resources Consumed in the Case of an Isolated Innovative Project
155(1)
4.2.4 The Logic of Input/Output Coupling
155(2)
4.3 Organization of an Innovative Design Project
157(5)
4.3.1 Design Space and Value Management
157(4)
4.3.2 New Principles of Cohesion: Strategy and Commitment
161(1)
4.4 Conclusion
162(3)
4.4.1 Main Ideas of the
Chapter
163(1)
4.4.2 Additional Reading
163(2)
4.5 Case Study 4.1: Mg-CO2 Motor
165(4)
4.5.1 Before C-K Work
165(1)
4.5.2 C-K Reasoning in the Endeavor
166(3)
4.6 Workshop 4.1: Intensive Innovation and the Identity of Objects---Analysis Tools
169(6)
4.6.1 Acceleration of Rule-Based Innovation
169(1)
4.6.2 Analyzing Objects' Disruption of Identity
169(2)
4.6.3 Generalized and Repeated Disruptions
171(4)
4.7 Workshop 4.2: Smart Shopping Cart and Other Exercises
175(4)
4.7.1 Use of the Theory on a Brief
175(1)
4.7.2 Simple C-K Exercises
175(4)
4.8 Case Study 4.2: Ideo
179(8)
4.8.1 Process Description and Analysis
179(2)
4.8.2 Process Evaluation
181(2)
References
183(4)
5 Designing the Innovative Design Regime---C-K Based Organizations
187(150)
5.1 Performance in Innovative Design
187(8)
5.1.1 Outputs: Sustainable Revision of Object Identity
188(2)
5.1.2 Inputs: Skills and Imagination
190(2)
5.1.3 Performance: The New Industrial Dynamic
192(3)
5.2 Reasoning and Tools
195(36)
5.2.1 Issue: Collective De-fixation
195(4)
5.2.2 The Structure of C and K-Spaces Conducive to Innovative Design
199(12)
5.2.3 Strategies
211(7)
5.2.4 Tools and Processes---KCP, C-K-Invent, C-K References Method
218(13)
5.3 Organization
231(31)
5.3.1 From R&D Organization to RID
232(5)
5.3.2 Rc and Dc: The New Players in the Processes of Innovative Design
237(12)
5.3.3 Colleges and Architects of the Unknown: New Designers Outside the Firm
249(13)
5.4 Conclusion: a new governance for innovation
262(3)
5.4.1 The Main Ideas of this
Chapter
263(1)
5.4.2 Additional Reading
264(1)
5.5 Workshop 5.1: The KCP Method
265(26)
5.5.1 Phase K: Forming a Common K Base with a Strong Partitioning Power
265(6)
5.5.2 Phase C: Shedding Light on Paths in the Dark Thanks to "Projectors"
271(7)
5.5.3 Phase P: Developing a Design Strategy
278(13)
5.6 Case Study 5.1: Edison, from Inventive Genius to Creator of an Innovative Firm: Edison's Invention Factory
291(12)
5.6.1 Why Edison?
291(1)
5.6.2 Some Elements to Evaluate Innovative Design Performance
292(1)
5.6.3 What Reasoning and Design Methods Were Used by Edison?
293(5)
5.6.4 Organization of the Invention Factory
298(5)
5.7 Case Study 5.2: Organization of the Innovative Design of Thales Avionics (Author: Denis Bonnet)
303(6)
5.7.1 Origins
303(1)
5.7.2 Global Approach
304(1)
5.7.3 The Innovative Design Process
305(1)
5.7.4 Demonstrators and Prototypes
305(1)
5.7.5 The Work Space---Innovation Hub
306(1)
5.7.6 The Process of "Regulating" Design (TRL 4-5)
306(3)
5.8 Case Study 5.3: Conceptive Research for Conceptual Absorptive Capacity: The Non-CMOS Image Sensors by STMicroelectronics
309(4)
5.9 Case study 5.4: Building with Hemp, --- Taming Technological Bubbles by Managing Generative Expectations
313(24)
5.9.1 Contrasting Two Models of Expectations Management: Anticipative Expectations Management Versus Generative Expectations Management
313(4)
5.9.2 Some Elements on the Research Method
317(1)
5.9.3 Smart Expectation Management in "Building with Hemp"
318(8)
5.9.4 Main Results and Implications
326(3)
References
329(8)
Appendix: Past Examination Questions in the Course `Product Design and Innovation' at MINES, ParisTech (2004--2011)
337(36)
Appendix A Knowledge Control 2004---Product Design and Innovation
339(2)
Appendix B Knowledge Control 2005---Product Design and Innovation
341(2)
Appendix C Knowledge Control 2006---Product Design and Innovation
343(2)
Appendix D Knowledge Control 2007---Product Design and Innovation
345(6)
Appendix E Knowledge Control 2008---Product Design and Innovation
351(6)
Appendix F Knowledge Control 2009---Product Design and Innovation
357(6)
Appendix G Knowledge Control 2010---Product Design and Innovation
363(6)
Appendix H Knowledge Control 2011---Product Design and Innovation
369(4)
Index of Cited Authors 373(6)
Index of Companies, Organisations and Products 379(2)
Index of Notions 381
Pascal Le Masson is Professor of Design, Innovation and Management at MINES ParisTech, Professor of the Chair of Design Theory and Methods for Innovation and Director of the Center of Management Science, and Chairman of the Design Theory Special Interest Group of the Design Society (with E. Subrahmanian, CMU). He has published several papers and books, the most recent one in English being Strategic Management of Innovation and Design (co-authored with Armand Hatchuel and Benoit Weil, Cambridge University Press, 2011).  Benoit Weil is a Professor at MINES ParisTech, co-ordinator of the Chair of Design Theory and Methods for Innovation, Head of the Engineering Design and Management Curricula at MINES Paris Tech, and deputy director of the Centre for Management Science at MINES ParisTech. His research focuses on the rationalizations of collective actions. He has created the Research Program on Design Activities with Professor Armand Hatchuel. Together they proposed a new theory of design reasoning (C-K theory) accounting for the dual expansion of knowledge and concepts characteristic of innovative design. Deepening its foundations, they recently showed striking similarities between C-K design theory and Forcing in set theory. He has published several papers and books, the most recent one being Strategic Management of Innovation and Design (co-authored with Armand Hatchuel and Pascal Le Masson, Cambridge University Press, 2011).  Armand Hatchuel (is a Professor at MINES ParisTech, co-ordinator of the Chair of Design Theory and Methods for Innovation, Fellow of the Design Society, Member of the French Academy of Technologies. He has been very active in the development of  theory of management that is adapted to intensive design work and highly innovative contexts. Together with Benoit Weil, he has created the Research Program on Design Activities. Together they proposed a new theory of design reasoning (C-K theory) accounting for the dual expansion of knowledge and concepts characteristic of innovative design. Deepening its foundations, they recently showed striking similarities between C-K design theory and Forcing in set theory. He has published several papers and books, the most recent one being Strategic Management of Innovation and Design (co-authored with Benoit Weil and Pascal Le Masson, Cambridge University Press, 2011).
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