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Techniques for Improving Design Management Results (Vol.8 No.2)

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Techniques for Improving Design Management Results

 

This issue presents a variety of ways to get the most from your design resources. Several authors discuss frameworks—based on case studies for such companies as Thomson Consumer Electronics and Kenwood—for organizing the design team and integrating consultants within the design process. Others offer analytic tools that provide a precise articulation of user needs and desires. There are summaries of approaches for quantitatively and qualitatively evaluating design and design performance and a study of benchmarking as an approach to leveraging design results.

 

 

Articles

Sage Advice for Getting the Most from Your Design Resources 

Thomas Walton

Developing a Strategic Design Culture
Julie H. Hertenstein and Marjorie B. Platt

Measuring Design Management Results: A Client’s Perspective
Brian Vogel

A User-Centered Approach to Ergonomic Seating: A Case Study
Bryce G. Rutter, Anne Marie Becka, and David Jenkins


Research, Design, and Business Strategy
Robert J. Logan

Design Halo: Kenwood’s Stage 3 Home Theater
Steve McCallion and Joseph B. Richter

Design Management and New Product Development: Linking People and Process
Diane Herbruck and Steven Umbach

Science Drives Creativity: A Methodology for Quantifying Perceptions
Philip W. Swift

 

Analyzing and Optimizing Discretionary Information

Del Coates

Measuring Consumer Perceptions in the Product Development Process
Robert W. Veryzer, Jr.

 

Benchmarking the Design and Development Process

Nick Oliver, Lecturer, Geoff Gardiner, and John Mills

Design Equity: A Corporate Perspective
Eric M. Olson

 

 
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