Model answers to short cases
Ocean Observations
How can this case be an example of design when there is nothing physical about a
mobile phone navigation system?
Remember what design is. It is devising a concept, a package and a process for a product or
service. This example exhibits all three. Quite clearly, the concept is concerned with aesthetics
and usability in the sense that navigation must be easy and intuitive. The package involves the
detailed graphical design of the icons together with the navigation rules that allow them to be
used. The process is how these icons and navigation rules fit in with the technical functionality
of the phone itself.
Design is about how products and services look and how they work. The fact that there is
nothing physical there as such is really of no importance.
What do you think would be the main objectives of this design assignment?
As usual we can look at any objectives in terms of quality, speed, dependability, flexibility and
cost. In this case, quality is about the usability and the aesthetics of the designs. In particular,
aesthetics in this case, must include the essence of how the firm is branding itself and wants to
be seen by its customers. The mobile phone market is a fashion market whose products must
appeal to whatever market segment is being targeted. Thus, the quality of a design is at least
partly concerned with how successful the aesthetics of a design are within the context of its
target market. In addition, again because of the fashion nature of the market, it must be fast and
flexible in responding to market trends. Furthermore, because the navigation screen design is
only one part of a very large number of components that make up the product, designs must be
delivered dependably so as to fit in with input from other sources. While costs must obviously be
controlled, it is unlikely that design costs will be a very significant part of the total cost of the
phone.
Spangler Hoover and Dyson
1. What was Spangler’s mistake?
Spangler’s mistake was clearly in failing to understand the implications of his preliminary design.
The spark of creative genius was there but not the ability to fully understand the design’s
implications or its commercial potential. Had it been, we could still be talking about ‘spanglering’
the carpet.
2. What do you think makes ‘good design’ in markets such as the domestic appliance
market?
Three things make a good design in the domestic appliance market. Aesthetics – the product
must look good and reflect the brand value. Usability – the product must be easy to use and
work well. Produceability – the product must be easy to make, or at least not so difficult that
costs and quality are compromised.
3. Why do you think the two major vacuum cleaner manufacturers rejected Dyson’s
ideas?
It depends on how charitable you want to be to them. If we are being charitable, one could say
that Dyson’s design represented too much of a risk for the established manufacturers. They
Nigel Slack, Stuart Chambers & Robert Johnston, Operations Management, fifth edition,
Instructor’s Manual
would be threatening their own existing products and forgoing the revenue they gained from
selling the cleaner bags, for a design, which had not been proved in the marketplace. A less
charitable view would be that they were simply conservative, had little imagination, and did not
understand the need for innovation. Nor did they understand how a better product, alternatively
positioned in the market to stress design and performance, could undermine their existing
market position.
4. How did design make Dyson a success?
Dyson's design is succeeded by systematically challenging the assumptions behind current
product orthodoxy. Dyson’s design brought together concepts that were not totally original but
integrated them and used them in a new context. The ability to do that successfully (and the
perseverance) is often far more valuable than pure creative originality. The process of design is
essentially about systematically bringing together ideas and subjecting them to a critical
process.
Customers design their own services
What do you think are the advantages and disadvantages of involving customers this
closely in the design process?
The advantages are that customer feedback is real and direct. In many ways, customers know
better than anyone what they need and how effective current services are. The disadvantages
involve the time taken, the fact that the customers chosen may not be typical and the general
principle that customers have their own agenda, which is different from the company’s. The
company needs to keep its customers happy while being able to make a profit. Customers, on
the other hand, want as much as they can get in return for their effort and money. Therefore,
their suggestions may not be feasible as far as the company is concerned.
How could providers of education products adopt this idea?
Well, one is faced with the same dilemma. In principle, the customers for education products,
such as university degrees, want a good and appropriate education for the time and money they
invest in being education. The university or education provider needs to satisfy its customers
while still maintaining appropriate standards of assessment and while making a profit (or in a
not-profit institution, keeping within its budget). While involving users has significant
advantages, there is a limit to how far their wishes can be achieved fairly and economically.
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Nigel Slack, Stuart Chambers & Robert Johnston, Operations Management, fifth edition,
Instructor’s Manual
Customizing for kids
How does the concept of modularization apply to this example?
Each shot from the camera is, in effect, a module or a part of the total programme. By
standardizing these modules to emphasize standard shots, it was possible to reuse some
modules, even though they were shot in the ‘wrong’ language.
What do you think are the similarities between what this company did and how motor
vehicle manufacturers design their products?
Essentially, modularization is exactly the same for both industries. In automobile manufacturing
it involves standardizing parts so that they can be used in several different products. In
programme making it involves standardizing shots so that they can be used (with some
modification) in different products (that is, the same programme, but in a different language).
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Nigel Slack, Stuart Chambers & Robert Johnston, Operations Management, fifth edition,
Instructor’s Manual
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© Nigel Slack, Stuart Chambers & Robert Johnston 2007