ReDesign of RollNap
- a technical and aesthetical development of a
napkin dispenser
Ulrika Nilsson & Lisa Wolme
Maskinkonstruktion • Institutionen för designvetenskaper • LTH • 2010
i
Maskinkonstruktion, Institutionen för designvetenskaper LTH
Lunds Universitet
Box 118
221 00 LUND
ISRN LUTMDN/TMKT 10/5400 SE
Tryckt av Media-Tryck, Lund
Preface
This report is part of a Master Thesis in Mechanical Engineering with Industrial Design at the Faculty of Engineering, Lund University. This Master Thesis was performed during spring 2010 at SCA, Gothenburg, in collaboration with Dacat,
Gothenburg. The assignment was to redesign a napkin dispenser for the North American market. The dispenser, RollNap, exists today but with a more attractive design
and an improved function of one-at-a-time dispensing it can strengthen SCA’s position on the market.
First of all we would like to thank the initiator and our mentor at SCA, Björn Larsson,
for his help and profound knowledge in the dispenser and tissue industry. We are very
pleased with the outcomes and the possibilities we had in this project. We would also
like to extend our gratitude to the rest of the staff at SCA for their helpful comments
and friendly atmosphere.
A significant time is spent at Dacat and we would like to thank our co-worker, Tobias
Grönlund, for his patience and commitment. Thanks also to the rest of the staff at
Dacat for a very friendly, generous and inspiring environment. The close cooperation
has taken the project to a higher level.
Furthermore we would like to thank the other graduate students at SCA for their good
friendship and helpful comments.
At last we would like to thank our mentors at Lund University, Karl-Axel Andersson
and Giorgos Nikoleris, for their help when needed.
Gothenburg, June 2010
Lisa Wolme & Ulrika Nilsson
i
Abstract
This report is part of a Master Thesis in Mechanical Engineering with Industrial Design at the Faculty of Engineering, Lund University. The Master Thesis was performed at SCA, a global paper company that operates within the segments personal
care, tissue, packaging, publication papers and solid-wood products. SCA sells products in more than 100 countries. Tork is the global brand name for SCA products in
the tissue segment and SCA offer complete hygiene solutions with both dispensers
and tissue.
The purpose of this thesis is to redesign a napkin dispenser for the North American
market. The dispenser, RollNap, has been on the market since the late nineties but a
poor dispensing function and an old design have made the product fail in competition
with other products. With an improved working function and an attractive design that
is in line with today’s Tork values, RollNap can take larger market share and thereby
strengthen SCA’s position on the napkin market in North America.
During this project a method for systematic product development was used to manage
the different phases, from collecting and compiling information about the target market and users, to idea generation and realisation of concepts. Through interviews,
observations and benchmarking customer needs were identified as specifications for
the product. The specifications constitute the basis for the project and ideas were generated with this information in mind. The ideas were divided and organised into two
fields of focus, design and mechanics.
The mechanics were divided into sub-functions and combined into three general concepts. These concepts were evaluated, which resulted in a winning concept. The winning concept was further developed and through mock-ups and basic tests the function was set and a working prototype could be built. Within the design field three
concepts were generated and evaluated. The winning design concept was then combined with the mechanic concept and presented as a final prototype.
The final prototype has a more attractive design and twice the capacity compared to
the original. It meets the requirements of one-at-a-time dispensing which has been the
ultimate reason for poor function. The RollNap solution, with perforated napkins on a
roll in combination with a well working dispenser, gives SCA the opportunity of a
proprietary dispensing solution for the North American market.
Keywords:
RollNap, Napkin, Napkin dispenser, Break perforation, SCA
iii
Sammanfattning
Denna rapport är en del av ett examensarbete inom civilingenjörsutbildningen
Maskinteknik med Teknisk Design på Lunds Tekniska Högskola. Arbetet har
genomförts i samarbete med SCA, Svenska Cellulosa Aktiebolaget, i Göteborg under
våren 2010. SCA är ett globalt pappersföretag som verkar i över 100 länder inom
områdena hygienprodukter, skogsprodukter, mjukpapper och förpackningar.
Produkter som säljs till en marknad utanför det egna hemmet, Away-From-Home,
marknadsförs under det globala varumärket Tork. Under varumärket Tork erbjuder
SCA kompletta hygienlösningar för hotell, restauranger, cateringföretag, kontor,
industrier och sjukvård med både behållare och papperssystem.
Syftet med examensarbetet är att förbättra en servettbehållare som finns i SCA:s
sortiment för den nordamerikanska marknaden. RollNap utvecklades under slutet av
nittiotalet och ansågs vara en innovativ produkt vid lanseringen. Servetterna är på
rulle med en perforering som separerar arken vilket är ett unikt system på
servettmarknaden. Att fördela servetterna en i taget är ett viktigt steg i SCA:s
miljöstrategi såväl som ett försäljningsargument. Detta är dock en funktion som inte
fungerar med RollNap idag. SCA önskar också öka RollNap:s kapacitet, idag rymmer
den 500 servetter. Dessa två funktioner tillsammans med det estetiska uttrycket, är
några områden som examensarbetet omfattar. Idag är RollNap en fristående produkt i
sortimentet vilket exteriören tydligt visar. Genom att addera Torks värden på
designen får den en högre igenkänningsfaktor och på så vis bättre konkurrenskraft
gentemot andra företag.
Arbetet följer en systematisk produktutvecklingsmetodik för att hantera och
organisera alla ingående faser i projektet. Det första steget är att inhämta information
om marknaden och användarbehoven vilket gjordes genom intervjuer, observationer
och en jämförelse av liknande produkter. Informationen sammanställs och översätts
till funktioner som den slutgiltiga produkten ska uppfylla. Problem och fördelar med
den nuvarande produkten analyseras också genomgående för att hitta möjligheter till
vidareutveckling. Förarbetet resulterar i en lista med specifikationer och med stöd av
listan genomförs en idégenerering.
Tidigt i arbetet delas projektet upp i två spår, ett tekniskt spår för att lösa funktionen
och ett designspår som fokuserar på exteriören. De två spåren utvecklas parallellt
under projektet. Flera olika idégenereringar genomförs allt eftersom arbetet
fortskrider och de båda huvudspåren anpassas efter varandra. Uppdelningen görs för
att undvika att tekniska lösningar bortprioriteras för tidigt utan tillräcklig utveckling
samt för att hålla ett öppet sinne för designen och det estetiska uttrycket.
v
Tekniken delas upp i fyra mindre delproblem som löses var för sig och sedan
kombineras med en matrismetod till tre koncept. De fyra delproblemen är
upphängning av servettrullen, fördela servetterna en i taget, utmatning av nästa servett
samt möjligheter till flera servettrullar i samma dispenser. För att utvärdera
lösningarna till delproblemen och de tre koncepten används enkla modeller som
beskriver principen och som testar om lösningen är hållbar. Ett koncept väljs med
hjälp av en utvärderingsmetod och detta utvecklas vidare till en funktionsprototyp.
Det vinnande konceptet bygger på att perforeringen sträcks med hjälp av friktion och
den dragkraft som kunden utsätter servetten för när den dras ut. Servetten passerar en
öppning som är smalare än servettens bredd och denna geometri, i kombination med
att servetten är sträckt, bryter perforeringen i kanterna. I och med att perforeringen
bryts i kanterna först hänger mittendelen av perforeringen samman tillräckligt länge
för att en del av nästa servett ska följa med i dragriktningen innan perforering bryts
helt. På så vis matas nästa servett ut. Servettrullen är upphängd på en spindel som
placeras i rullens mitt. För att öka kapaciteten utökas tekniken till att innefatta två
servettrullar och därigenom fördubblas antalet servetter. För att lösa problemet med
bytet mellan de två servettrullarna används två valspar, ett par till vardera servettrulle.
Servetterna löper då mellan respektive valspar och genom att manuellt vrida på
valsarna via ett vred kan kunden själv mata fram en servett. Denna frammatning, med
hjälp av valsparen, beräknas ske endast ett fåtal gånger: då den första servettrullen är
slut och nästa rulle ska påbörjas samt vid eventuella problem med den automatiska
matningen. En funktionsprototyp tas fram för att testa och utvärdera konceptet (figur
1). De ingående delarna är tillverkade i en prototyptillverkningsmetod speciellt
lämplig för komplexa geometrier där hög ytfinhet är ett krav, så kallad SLA-teknik.
Delarna är monterade på genomskinliga plexiglas-skivor i en svetsad stålram.
Prototypen går att modifiera och utvärdera i och med transparensen och flexibiliteten
i delarna.
vi
Sammanfattning
Figur 1 Funktionsprototyp
Designspåret löper parallellt under utvecklingen av den ingående tekniken och tre
designkoncept tas fram utifrån specifikationerna från marknadsundersökningen. De
utvärderas och ett koncept utvecklas vidare. I denna utvärdering ligger fokus på att
utnyttja utrymmet väl för att hålla nere storleken på behållaren. Ledorden modern
design, inbjudande och fräsch ligger till grund för formspråket. Sju stycken slutgiltiga
prototyper tas fram där de två projektspåren förenas och mekaniken och designen
utgör en enhet (figur 2). Viss modifiering görs för att rymma alla komponenter i
plastskalet och utnyttja utrymmet på bästa sätt. Prototyperna är tillverkade i
polyuretanplast och gjutna i silikonformar. De ingående komponenterna är återigen
tillverkade med SLA-teknik och monterade på en stålställning inuti höljet.
Prototyperna är realistiska modeller som kan användas i den miljö de är utvecklade
för, restauranger med stor omsättning av kunder och höga krav på effektivitet och
snabb service.
vii
Figur 2 Prototyper
Tester genomförs kontinuerligt i arbetet för att skapa fungerande lösningar. De
slutgiltiga prototyperna testas också för att ge förslag till vidareutveckling av
koncepten. Som ett sista steg i arbetet utvärderas resultaten och metoderna som
använts och eventuella felkällor diskuteras.
viii
Table of Contents
1 Introduction ............................................................................................... 1
1.1 Background ........................................................................................................ 1
1.2 TORK ................................................................................................................. 2
1.3 Napkins .............................................................................................................. 2
1.4 RollNap .............................................................................................................. 3
1.5 Aim and objective ............................................................................................... 3
1.6 Method ............................................................................................................... 3
1.7 Project plan ........................................................................................................ 3
1.8 Delimitations ....................................................................................................... 4
1.9 Notes on language ............................................................................................. 4
2 Methodology .............................................................................................. 7
2.1 Pre Study ........................................................................................................... 7
2.1.1 Interviews ................................................................................................. 7
2.1.2 Observation .............................................................................................. 7
2.1.3 Market research ....................................................................................... 8
2.3 Product Specifications ....................................................................................... 8
2.4 Concept generation ............................................................................................ 9
2.4.1 Idea generation ........................................................................................ 9
2.4.2 Combining concepts .............................................................................. 10
2.4.3 Evaluation .............................................................................................. 11
2.5 Concept Refinement ........................................................................................ 11
2.5.1 Prototype building .................................................................................. 11
2.6 Concept Design................................................................................................ 12
3 Pre Study.................................................................................................. 13
3.1 Market Research .............................................................................................. 13
3.1.1 Target market ......................................................................................... 13
3.1.2 Benchmark ............................................................................................. 13
3.1.3 Patent search ......................................................................................... 16
ix
Table of Contents
3.2 Product Perception .......................................................................................... 16
3.2.1 Ergonomics ............................................................................................ 16
3.2.2 Semantics .............................................................................................. 17
3.2.3 Usability.................................................................................................. 17
3.2.4 Colour ..................................................................................................... 17
3.3 User Study ....................................................................................................... 18
3.3.1 Target users ........................................................................................... 18
3.3.2 Approach ................................................................................................ 18
3.3.3 Interviews and observations .................................................................. 19
3.3.4 Compilation of interviews and observations .......................................... 21
4 Product Specifications ............................................................................ 25
4.1 Customer Statements ...................................................................................... 25
4.1.1 Interpreted needs ................................................................................... 25
4.1.2 List of specifications ............................................................................... 25
4.2 Metrics .............................................................................................................. 26
4.2.1 Competitors ............................................................................................ 26
5 Concept Generation ................................................................................ 27
5.1 Idea generation ................................................................................................ 27
5.1.1 Brainstorming ......................................................................................... 27
5.1.2 Sub function: Support of the napkin roll ................................................. 27
5.1.3 Sub function: One-at-a-time dispensing ................................................ 28
5.1.4 Sub function: Next napkin ...................................................................... 30
5.1.5 Sub function: Multiple napkin rolls ......................................................... 30
5.2 Morphological matrix ........................................................................................ 30
5.2.1 Evaluation of solutions ........................................................................... 31
5.2.2 Combination of solutions ........................................................................ 33
5.3 Concept scoring matrix .................................................................................... 34
5.3.1 Scoring ................................................................................................... 35
6 Concept Refinement ................................................................................ 37
6.1 Prototype building ............................................................................................ 37
6.1.1 Review of concept .................................................................................. 37
6.1.2 Development .......................................................................................... 38
x
Table of Contents
6.1.3 Material selection ................................................................................... 48
6.1.4 Assembly................................................................................................ 49
6.1.5 Test and evaluation ................................................................................ 50
7 Concept Design ....................................................................................... 51
7.1 Inspiration......................................................................................................... 51
7.1.1 SCA & Tork value .................................................................................. 51
7.1.2 Ergonomics ............................................................................................ 51
7.1.3 Moodboard ............................................................................................. 52
7.2 Design .............................................................................................................. 55
7.2.1 Sketches and mock-ups......................................................................... 55
7.2.2 Evaluating of sketches ........................................................................... 57
7.2.3 Design features ...................................................................................... 58
7.2.4 Development of final design ................................................................... 58
7.3 Refined sketches.............................................................................................. 60
8 Result ....................................................................................................... 63
8.1 Joining concepts .............................................................................................. 63
8.1.1 Review of concepts ................................................................................ 63
8.2 Prototype building ............................................................................................ 64
8.2.1 Development .......................................................................................... 64
8.2.2 Material selection ................................................................................... 68
8.2.3 Assembly................................................................................................ 69
8.2.4 Test and evaluation ................................................................................ 70
8.3 Showroom ........................................................................................................ 70
8.4 Further recommendations ................................................................................ 73
9 Discussion ............................................................................................... 75
10 References ............................................................................................. 77
10.1 Written sources .............................................................................................. 77
10.2 Personal references ....................................................................................... 78
10.3 Image references ........................................................................................... 78
11 Appendix 1 – Project Plan ..................................................................... 81
12 Appendix 2 – Questionnaire ................................................................. 83
12.1 Restaurant managers .................................................................................... 83
xi
Table of Contents
12.2 Restaurant Staff ............................................................................................. 84
12.3 Restaurant customers .................................................................................... 85
13 Appendix 3 – Interview guide Focus Group......................................... 87
14 Appendix 4 – Observation guide .......................................................... 89
15 Appendix 5 – Customer statements ..................................................... 91
16 Appendix 6 – List of specifications ...................................................... 99
16.1 Dispenser ....................................................................................................... 99
16.2 Napkins ........................................................................................................ 100
17 Appendix 7 – Metrics ........................................................................... 101
18 Appendix 8 – Modified Project Plan ................................................... 103
19 Appendix 9 – Spring calculations....................................................... 105
xii
1 Introduction
1.1 Background
In 1929 SCA was founded through a merger of ten Swedish forest companies. Since
then, the company has developed from a pure forest company into an international
company that has a strong business within the segments personal care, tissue and
packaging as well as forest products (figure 1.1). Today SCA has over 52 000 employees in some 60 countries [14].
Personal Care
Tissue
Packaging
Forest products
Figure 1.1 Net sales per business area 20081
The Tissue segment holds several brands for toilet paper, kitchen rolls, facial tissue,
napkins and handkerchiefs. For the consumer market SCA (figure 1.2) is the largest
supplier in Europe with a market share of 25%. Apart from the consumer market SCA
operates with an Away-From-Home (AFH) business that offers complete hygiene
solutions to institutions and companies within the global brand name Tork. The Tork
brand includes tissue products, dispensers, soap and services. SCA is the largest supplier of AFH-products in Europe.
Figure 1.2 SCA logotype2
1
2
www.sca.com
www.sca.com
1
Product Specifications
Napkins are a great part of the AFH tissue market and SCA has a particularly strong
position in North America where every second napkin used is supplied by SCA [14].
Dispensers with large capacity have a great importance on the market, one factor that
differs from the European market. Another important factor is one-at-a-time dispensing that decreases the napkin usage with up to 25% [14].
1.2 TORK
The brand name for AFH products is Tork (figure 1.3). It can be seen on the dispensers as well as the tissue. Tork is sold through merchandisers and used in the public
sector such as hospitals, airports and schools and in the private sector in office buildings, nursing homes and restaurants. The Tork brand communicates the values open,
caring, warm, sharing and attentive to the customer [16]. The redesigned RollNap will
be a part of the Tork range and the products should communicate the same values.
Figure 1.3 Tork logotype3
1.3 Napkins
There are two types of tissue used for wiping hands and face, towels and napkins. A
clear difference between them is the wet strength. Towels normally are wet strong
while napkins are in contact with food and therefore wet strength chemicals are prohibited. Aside from this matter size and thickness can vary according to possible use
and user preferences. SCA has three quality levels on their napkins, Universal, Premium and Advanced [14]. It is common to use multiple layers of thin paper, as well
as embossing, to add volume and therefore adjust the absorption level. Embossing can
also be used in order to decorate the paper to resemble to linen or cloth napkins.
Napkins are normally folded to reduce size for the end user but still maintain the size
and thickness needed for absorption. The RollNap napkin is folded two times as a Z
to get the desired size and thickness. The RollNap napkins are on a roll with perforations dividing the sheets. Having paper on a roll with perforation is common for toilet
paper where the user breaks the perforation at the desired length. Paper on a roll is
also frequently used for paper towels where a cutting mechanism separates the sheets.
By that it is secured that the customer gets only one sheet at a time. A variant of this
solution is that the dispenser feeds a napkin of a specific length and the customer tears
off at a jagged edge. In the explained cases above perforation is never used as a single
attribute for separation of sheets, customer interaction or a dispenser mechanism is
always needed to secure dispensing.
3
www.torkusa.com
2
Product Specifications
1.4 RollNap
RollNap (figure 1.4) is a dispenser containing napkins on a roll with perforations
separating the sheets. RollNap holds one roll containing 500 napkins. RollNap was
developed in the late nineties and was introduced as a highly innovative product. It is
relatively small considering its capacity and easy to refill and load due to the napkin
roll. Despite this fact, the product failed to impress customers and the market didn’t
respond as positively as was expected. However, the dispenser system has potential, it
has a small footprint and napkins on a roll are a proprietary solution.
Figure 1.4 RollNap4
1.5 Aim and objective
The aim of the project is to improve RollNap in order to give it a stronger position on
the market by redesigning function and appearance.
The final product should fulfil SCA’s vision of one-at-a time dispensing as well as a
large capacity suitable for the targeted market. With improved function and a more
appealing design it should fulfil customer demands and enable SCA to take a larger
market share on, first, the North American market and, second, the European market.
1.6 Method
The project will follow the product development method presented by Ulrich and
Eppinger (2008). Information and data will be gathered mainly on a qualitative basis
and will be combined with existing quantitative data given by SCA. Each single step
in the development process will be identified and explained based on models derived
from the product development method by Ulrich and Eppinger (2008).
1.7 Project plan
The project has duration of 20 weeks with start January 2010 and finish June 2010.
To perform the task given the project is divided into four phases; planning, research,
4
www.torkusa.com
3
Product Specifications
concept development and concept refinement (appendix 1). The project is presented
with a final presentation for the persons concerned at both SCA and at Lund University. Also a report is written about the process and results of the project.
Planning
This is the initial phase where the project is structured and dates are set.
Research
Data from interviews, observations and focus group interviews are prepared and gathered within this phase. The data is then analysed according to a method chosen and an
idea generation will take place.
Concept development
The ideas are developed further and presented as concepts within this phase. A selection process is made to select one concept to refine.
Concept refinement
This phase includes finalising the project with making a final prototype and set requirements for material, design and function.
1.8 Delimitations
Limitations are set by SCA such as the final product should communicate the Tork
brand values and have a targeted cost of 15 Euro. The project should focus on the
North American market but for practical reasons gathering data in the UK. Due to the
short limit of time the result will be a final prototype with a basic choice of materials.
This will be handed over to SCA with recommendations of further development.
1.9 Notes on language
When discussing the product and the development process it is important to establish
precise definitions since the language can be inconsistent. This is to clarify for the
reader and to avoid misunderstandings [1]. The term roll is frequently used throughout the text and refers to two different parts. Firstly it is used as the name for napkin
roll, which indicates the shape and function of the napkins. Secondly it is the word for
the cylinders that the napkins run through, a pair of rollers. The term customer also
has two different meanings; the customer can be the purchaser of the napkin dispenser
and therefore a customer to SCA but in a different context the customer is the end
user of the napkin, a restaurant customer. It depends on the reader to understand the
context and thereby the meaning of the term customer. Dispenser is a frequently used
term and important for understanding the content and purpose of the work:
dis∙pens∙er [dih-spen-ser]5
-noun
1. a person or thing that dispenses
5
http://dictionary.reference.com/browse/dispenser
4
Product Specifications
2. a container, package, device, or vending machine for holding and dispensing something in small amounts, as facial tissue, paper cups, or candy.
5
2 Methodology
In this chapter methods useful for gathering fact and product development are presented and described.
2.1 Pre Study
Before starting a product development process information need to be gathered. The
focus of this thesis is improvement and redesign of an existing product. In this case
parts of the market research and marketing analysis are already done and are given as
specifications to the thesis.
2.1.1 Interviews
To gather information, customer needs, from interested parties there are at least three
ways to proceed. Single interviews or group interviews, also called focus group interviews, can be performed or surveys can be sent to interested parties. Surveys can give
answer to questions such as what, where, how and when but it is hard to get the answer to the question why [10 p.81].
A single interview has the opportunity to gain trust between the interviewer and the
person interviewed. Then it is more likely to identify latent or hidden needs which are
important for understanding the needs of the target group. The interviewer must have
good knowledge of the aim of the questions but a free conversation can be beneficial
for identifying the latent needs [10 p.100].
Focus groups are a form of group interview where individuals express attitudes and
opinions of a predefined subject. A focus group interview is a qualitative research
method that aims to collect data through group interaction. The interaction within the
group is the main result, rather than collecting the aspect of each single member. The
corporate aspect has a greater value than the sum of the single views.
2.1.2 Observation
Observing the product in use can reveal important details about customer needs [17
p.57]. Observations can be passive, active or a mix of both [10 p.115]. In a passive
technique the observer does not affect the situation, no initiatives are taken in order to
observe the situation as normal as possible. With an active observation technique the
situation can be manipulated in order to get more useful information. In this case it
could be to place the product for observation into a suitable environment and to arrange with other objects so that the product is in focus.
7
Product Specifications
2.1.3 Market research
An early step to take is to scan the market for similar products to perform a benchmark. The benchmark is important for giving information about the strengths and
weaknesses of the competitors but also to find existing solutions that solves a particular problem [17 p.107]. A well performed benchmark gives a solid base to proceed
from.
An early patent search can be both an advantage as well as a disadvantage [17 p.105].
The main disadvantage in patent searches is that concepts found in recent patents are
protected, generally for 20 years from the date of patent application. However, a patent search may be useful to see what concepts are already protected and must be
avoided. Patents are a rich source of technical information and can also be used as
inspiration to new ideas.
Technical experts within the field of study are a good source to consult. Previous
research and new unexplored tracks can be found but also previous mistakes and
problems so that they can be avoided in the future.
The way a person reacts and interprets a product is highly individual and depends on
previous experience, background and personal references. Being aware of these aspects will ease the product development and generate products that are perceived in a
positive way, both in usability as well as in aesthetics.
2.3 Product Specifications
The purpose of this phase is to compile all information gathered in the pre study to
identify the demands the product should fulfil. In this stage it is important that the
project initiator is present to make sure all parties agree on the aim with the future
product. Other interested parties, such as experts in certain fields, may be contacted to
coordinate aims and specifications.
The gathered data from interviews is expressed in customer statements which then
need to be translated into customer needs (figure 2.1). This is an important step and it
is vital to have more than one team member to conduct the translation process [17
p.61]. Needs derived from other interested parties than customers are treated the same
way. The identified needs are then organised into a hierarchy to establish a relative
importance between them. The importance given to the needs is either relying on the
consensus and experience of the team members or it is based on further customer and
market research [17 p.66]. The outcome of this phase is a list of demands, a list of
specifications, with relative importance.
8
Product Specifications
Question/Prompt
Typical users
Likes - current tool
Customer Statement
Interpreted Need
I need to drive screws fast, faster than
by hand.
I sometimes do duct work; use sheet
metal screws.
A lot of electrical; switch covers, outlets,
fans, kitchen appliances.
I like the pistol grip; it feels the best.
The SD drives screws faster than by
hand.
The SD drives sheet metal screws into
duct work.
The SD can be used for screws on
electrical devices.
The SD is comfortable to grip.
Sometimes I strip tough screws.
The SD tip retains the screw before it is
driven.
The SD tip remains aligned with the
screw head without slipping.
The user can apply torque manually to
the SD to drive a screw. (!)
The SD can drive screws into hard
wood.
The SD does not strip screw heads.
An attachment to allow me to reach
down skinny holes.
The SD can access screws at the end
of deep narrow holes.
A point so I can scrape paint off screws.
The SD allows the user to work with
screws that have been painted over.
Would be nice if it could punch a pilot
hole.
The SD can be used to create a pilot
hole. (!)
I like the magnetized tip.
Dislikes - current tool
I don´t like it when the tip slips off the
screw.
I would like to be able to lock it so I can
be able to use it with a dead battery.
Can´t drive screws into hard wood.
Suggested improvements
Figure 2.1 Example of the interpretation of customer needs6
To get a good idea of what the construction and design should fulfil target specifications of measurable properties of the product will be complied. An example is to give
the product a physical dimension instead of a more vague definition as being small
[17 p.75].
2.4 Concept generation
In the concept generation phase the ideas that will solve the problem are created,
combined and evaluated.
2.4.1 Idea generation
A well-known method for idea generation is brainstorming. A group of people come
together and starts to generate ideas, the more ideas that are found the more associations can be made. The ideas and associations will be written down. Brainstorming
can be held in different environment and with different group constellations to increase creativity. One important rule when brainstorming is not to criticize any ideas
or associations [17 p.108].
If the problem contains several sub-problems brainstorming sessions can be held for
each sub-problem. This might help if the group of people is not fully involved or by
other reasons don’t have the whole picture.
6
Ulrich and Eppinger 2008, p.62
9
Product Specifications
Studying existing products and identifying their strengths and weaknesses can be a
source of inspiration. It is a way to break down the problem into sub-problems and
solving them one-by-one.
2.4.2 Combining concepts
To solve the different sub-problems a great number of sub-solutions will be generated
and combined to find different combinations of solutions. This can be done by using a
morphological matrix (figure 2.2). In a systematic way it creates an overview of the
sub-solutions and the matrix facilitate to see different possibilities of combinations
[12 p.184]. In the example below seven sub-solutions are highlighted and chosen as a
concept combination for a machine for harvesting potatoes.
Figure 2.2 Example of a morphological matrix7
7
Pahl, Beitz and Feldhusen 2007 p.184
10
Product Specifications
2.4.3 Evaluation
The combination of sub-solutions creates concepts. To evaluate the different concepts
they will be scored and compared. This is to narrow down the number of concepts to
concentrate only on one concept. Many aspects are taken into account in this phase:
the interest of the initiators, the possibility to manufacture, limitations of the thesis
and the list of specifications. These demands are compiled in a concept scoring matrix
where the different concepts are scored against each other (figure 2.3).
Concept
A
DF
E
G+
(Reference)
Master Cylinder
Lever Stop
Swash Ring
Dial Screw+
Selection
Weight
Rating
Weighted
Score
Ease of handling
5%
3
0.15
3
0.15
4
0.2
4
0.2
Ease of use
15%
3
1.45
4
0.6
4
0.6
3
0.45
Readability of settings
10%
2
1.2
3
0.3
5
0.5
5
0.5
Dose metering accurancy
25%
3
0.75
3
0.75
2
0.5
3
0.75
Durability
15%
2
0.3
5
0.75
4
0.6
3
0.45
Ease of manufacture
20%
3
0.6
3
0.6
2
0.4
2
0.4
Portability
10%
3
0.3
3
0.3
3
0.3
3
Criteria
Total Score
Rating
Weighted
Score
2.75
3.45
Rating
Weighted
Score
Rating
3.10
Weighted
Score
0.3
3.05
Rank
4
1
2
3
Continue?
No
Develop
No
No
Figure 2.3 Example of a concept scoring matrix8
2.5 Concept Refinement
In the concept refinement phase the winning concept is developed further as a working prototype.
2.5.1 Prototype building
Some properties of the concepts are hard to score and the doubts can be resolved by
making prototypes. Ulrich and Eppinger (2008) describe four purposes why to make
prototypes: learning, communication, integration and milestones. Prototypes can be a
learning instrument when they teach the developing team what will work or not. It
can be used to communicate to managements and stakeholders or within the development department. It is easier to discuss with the help of a 3D model than with
words and sketches. Integrating parts are also easy evaluated with a prototype, to
judge if other components integrate well with eachother. Finally, the last purpose to
make prototypes, according to Ulrich and Eppinger, is as a milestone in the develop-
8
Ulrich and Eppinger 2008, p.134
11
Product Specifications
ment process. Initiators or sponsors can have a prototype as a target, it works as real
model to show for clients to decide a future direction of the development process.
Making prototypes is an important part of this thesis in all its phases. Due to the extent of the thesis, both functional and aesthetical, prototypes are valuable evaluation
tools. The winning concept from the evaluation will be visualized as a working prototype.
2.6 Concept Design
The final product should not only function according to the technical specifications, it
should also communicate the aesthetical values that derive from the pre study. In this
phase the refined concept is given an exterior. Moodboards give inspiration to sketches, drawings and simple mockups and three design concepts are chosen to develop
further. From these three designs one will be the final design concept. A prototype of
the final design including the function concept will be made and that is the result of
the thesis.
12
3 Pre Study
In this chapter fact about the target market and target user is presented and compiled. A benchmark of existing product and patents is also presented.
3.1 Market Research
A target market research containing existing products was carried out in order to understand the market, both from the interest of competition but also from a technical
aspect. The users were also researched and divided into three main user groups: restaurant managers, restaurant staff and restaurant customers.
3.1.1 Target market
RollNap is an existing product on the market with a well defined target market. The
target market is high traffic environment, i.e. many customers in a short time. This
means large and busy cafés, quick stops at sport arenas and railway stations, staff and
student canteens, company caterings and large theatres. In this market efficiency and
reliability are keywords since the dispenser often is without surveillance. The restaurant business can roughly be divided into three segments: good, better and best where
RollNap is aiming at the good-better segment with focus on the better. This segment
can be characterised by a low price range and self service [14].
3.1.2 Benchmark
Products that aim for the same target market are competitors and the strengths and
weaknesses of those products are important to identify. Two ruling factors that qualify a product as similar enough to compare against are the desired target market and
placement of the dispenser. The dispenser must be free-standing and movable. Desired target market means that the competing product must aim at the same target
market as RollNap.
SCA
Besides RollNap SCA has another product range for high traffic environments called
Tork Xpressnap® (figure 3.1). Xpressnap was introduced in 2004 and was then
praised for high innovation level and has earned a lot of international recognition. The
dispensers are well suited for high traffic venues. The stand dispenser holds up to 900
napkins and the counter top holds up to 400 napkins. SCA guarantees a 25 percent
reduction in napkin usage by dispensing one napkin at a time. Due to the fact that the
customer only touch the napkin they use the dispenser is described as very hygienic.
Xpressnap dispenses one napkin at a time due to the interfolding of the napkins. The
dispenser is available in 8 different colours [14].
13
Product Specifications
Figure 3.1 SCA Xpressnap Stand Model9
Kimberly Clark Professional
Kimberly Clark is one of the world’s leading companies within the hygiene sector.
According to Kimberly Clark they are a leader in bringing innovative and new products to the market. Kimberly Clark’s paper napkin range, SCOTT®, consists of both
napkin dispenser systems and dinner napkins. Their high capacity product, SCOTT®
MEGA CARTRIDGE, (figure 3.2), holds up to 875 napkins and their counter top
system, SCOTT® Full Fold Dispenser Napkins holds up to 375 napkins. The mega
cartridge is a one-at-a-time dispensing system and is supposed to reduce napkin usage
with up to 30 percent. The product is made out of plastic and come in the colours grey
or white. A pole mount kit in aluminium for making the product stand free and a clear
protective door, that protect the napkins from theft and weather, are not included in
the price and are sold separately [8].
Figure 3.2 Kimberly Clark Scott Mega Cartridge10
9
www.torkusa.com
www.kcprofessionals.com/us/
10
14
Product Specifications
Georgia Pacific
Georgia Pacific was founded in 1927 and has grown to become one of the world’s
leading manufacturers of tissue, pulp, paper, packaging, building products and related
chemicals. Georgia Pacific’s range of napkin dispensers, EasyNap®, has different
sets of dispensers: a counter top and a tower dispenser (figure 3.3). EasyNap’s features and benefits according to GP are; one at a time dispensing, easy to grab, hygiene
and less frequent refilling. It also has a transparent hinged door, which make it easy to
view the napkin level and it also protects the napkins. The tower dispenser holds up to
1000 napkins and the counter top 500. Each one of the dispensers is available in four
different sets of colours. The EasyNap range of products is aimed at the North American market, for the European market the brand name is Lotus professional and has a
different design [4].
Figure 3.3 Georgia Pacific EasyNap Tower Dispenser11
San Jamar
San Jamar has produced sanitary products for over 20 years. San Jamar works with
food safety, counter service and washroom products. San Jamars napkin system is
called Venue® and is described as attractive design meets versatility by San Jamar.
The transparent body helps monitor napkin levels. There are three different face designs, which are interchangeable to best suit the different types of napkins and operations. The stand model, (figure 3.4) holds up to 600 napkins. The counter top model
only holds 200 napkins but it is stackable. All of San Jamar napkin dispensers offer
one-at-a-time dispensing [13].
11
www.gppro.com
15
Product Specifications
Figure 3.4 San Jamar Venue Stand Model12
3.1.3 Patent search
The concerned business is a business with fierce competition. Large paper manufacturers design dispensers that are exclusive for their paper products in order to make
the dispenser proprietary. To know which solutions are protected by patents a technical benchmark over interesting solutions is carried out. Thereafter a patent search
for chosen features is performed. This procedure is chosen due to the extent of existing solutions in the field of interest.
3.2 Product Perception
Certain general aspects that have to be taken into account when developing new
products are ergonomics, semantics, usability and colour.
3.2.1 Ergonomics
When designing consumer products it is important to be aware of the human measurements and proportions, so called anthropometrical data. Anthropometry is a part of
ergonomics and plays an important role when designing products that has to fit the
human anatomical and physical conditions. Most of the human measurements are
normal distributed statically and therefore the dimensions of a population can be described in two measurements, mean value and standard deviation. When designing a
product it is important to first decide who the design is aimed at and what body measurements that are important. Then there are five ideas on how to use anthropometry [5
p.172]; design for the largest people and use the 95th percentile of a population, design for the smallest people and therefore use the 5th percentile, design for everybody, which increase the need for adjustment, design for the average person, or design for the disabled and special groups within a population.
12
www.sanjamar.com
16
Product Specifications
Figure 3.5 Anthropometric graph13
3.2.2 Semantics
Semantics refers to what the product communicates about itself. There are four semantics functions that the product communicates through: description, expression,
exhortation and identification [11]. Description refers to how the product presents its
purpose and function. Expression refers to how the products properties are expressed,
such as stability and fragility. Exhortation refers to the demands and actions the product wants from the user. The identification of a product will help the customer to understand what category the product belongs to. For example the origin, manufacturer
or product type can be displayed on the product.
3.2.3 Usability
Usability can be described as how easy a product is to use [7 p.5]. A more formal
definition of usability is how effective, efficient and how satisfying a product is to the
user. The effectiveness is measured to what extent the goal of the product is achieved
and whether or not the user can complete the task with the product. Efficiency refers
to how much effort it takes to achieve the goal. The less effort required the higher
efficiency. How satisfying a product is, is a more subjective aspect and can sometimes
be hard to measure. It refers to the level of comfort the users feel when using the
product. All of the above aspects of usability are important to have in mind when
designing products. It is important not to think solely of properties of an isolated
product, but rather think of who is using the product, what goal he or she wants to
achieve and where the product will be placed. The users’ cultural background, previous experience, age and gender will influence the perception of the product and are
also important aspects taken into account when designing.
3.2.4 Colour
The colouring of the product is an important matter when it comes to how the product
will be perceived. All colours have both good and bad effects depending on the context as well as the user’s previous experience. For example white in one context can
be perceived as clean but in another sterile, red as passionate but in another context
13
http://www.ergonomics4schools.com/images/lzone/anthrograph.gif
17
Product Specifications
dangerous. These aspects are important to have in mind when choosing colour. The
colouring has so to fit the product, the environment that it will be placed in as well as
the people that will use it. A colour can be used to enhance certain qualities of the
product such as a light colour will make the product look smaller and a darker colour
will make it feel larger [3].
3.3 User Study
This part describes the method used in contact with interested parties. Advantages and
disadvantages with the method chosen will also be discussed in this chapter.
3.3.1 Target users
In order to get as much information as possible from different aspects three different
professions were identified as users: the restaurant manager, staff working at the restaurant and end users.
The restaurant manager often had a cost driven perspective. The napkins were in
many ways money for nothing and made no profit. Consumption was of outmost importance since it was a direct cost. Fewer napkins used meant lower cost. The same
applied on napkin quality, generally a lower cost came with lower quality. On the
other hand napkins could be important for the restaurant image, customers might expect good quality on their napkins. Storing and purchase of the napkins was another
issue that might concern the manager. The look of the dispenser also played a role
when it came to image-building. A good looking dispenser that is fresh and clean
would give a good impression to the customer and add value to the restaurants image.
The staffs in the restaurant had a different perspective on napkins and napkin dispensers since they are a part of their everyday work. Function and maintenance were important aspects as well as simplicity; a dispenser that is not intuitive might hold up
queues in a high traffic situation. If the dispenser did not work properly, or was out of
napkins, the staff would probably get complaints from customers. There was a relation between refill and napkin use; the more napkins used by each customer the more
often the dispenser needed to be refilled.
An aspects that was important for the end user was the function of the dispenser. That
was strongly related to the transferred feeling the customer got when grabbing the
napkin. Napkin quality was another issue that affected the customer.
3.3.2 Approach
To find the latent needs of the user single interviews were chosen as the method for
managers and staffs. The single interviews were carried out at the workplace of the
interviewee during a quiet time. Due to the business of high traffic environment restaurants quiet times were before and after lunch time. A questionnaire for each user
group was prepared (appendix 2).
To gather information about customer interaction with a napkin dispenser a focus
group was arranged. Because of the relatively informal conversation that can charac18
Product Specifications
terise focus group interviews, insights may come up that normally wouldn’t at an
individual interview. The focus group consisted of six participants. With fewer participants there can be tension within the group. With more members sub groups can
easily be formed [10 p.107]. The group members were allowed to discuss with each
other and to bring up new subjects for discussion during the focus group interview
[10].
High traffic restaurants within the target market were chosen as observation locations.
A mix of active and passive observation was chosen as the method. The dispenser
was placed where the observation would get a useful result and other objects were
removed for concentration on RollNap.
A disadvantage with the interview method is the risk that opinions and assumptions of
the interviewers might affect the interview and the analysis of the material. This was
prevented through awareness of the problem. The respondents only got brief information about the project in order to focus on their need and desires. Too comprehensive information about the project might lead to a general discussion about needs and
desires within the field and that was not the aim of the single interviews.
3.3.3 Interviews and observations
The interviews with managers and staff were carried out in London, a similar market
as the North American but not as distant. Meetings were set up in advance at the current restaurant to secure a good interview. Each interview lasted 30 to 45 minutes. To
cover the whole target market different companies were chosen for each category of
the market. The different companies were chosen on behalf of customer flow and
resemblance to similar companies in North America.
19
Product Specifications
Restaurants
Ed´s Easy
Diner, Piccadilly
Circus
Cafés
Starbucks,
Heathrow
Quick
Stops
Canteens
DNC Wembley Stadium
Catering
Theatres
Aramark Ltd,
JP Morgan
Aldermanbury
Cineworld, West
India Quay
International
Hall
IKEA Wembley
Marks &
Spencer,
Marble Arch
Senate House
Figure 3.6 Target market restaurants visited in London
The visited restaurants, (figure 3.5), seat between 200 to 1000 people. The Marks &
Spencer restaurant is run by Marks & Spencer and is a canteen for staff working in
the store. The restaurant at JP Morgan Aldermanbury is run by Aramark Ltd Catering
and is the staff canteen at the company JP Morgan. The London University sites Senate House and International Hall are run by Harrison Catering. They are cafeterias at
the university and a student housing accommodation canteen.
The larger restaurants, University of London International Hall, Marks & Spencer
Marble Arch and Aramark Ltd JP Morgan Aldermanbury, all had their napkin dispensers placed at the till. The customers followed a route in the restaurant where they
first picked a tray, cutlery and a glass and thereafter moved to the food counter where
they were served a selected dish. Finally the customer took a drink and continued to
the till where he or she took a napkin and paid for the food. This system was discussed in interviews with catering managers Keith Wilkins (University of London
International Hall), Christine Harris (Marks & Spencer Marble Arch) and Jane Petersen (Aramark Ltd JP Morgan Aldermanbury). The busiest time for the referred
restaurants was lunch time, a lot of customers in a short time and it was important for
everything to work properly since the personnel normally didn’t have much time to
spare on troubles.
20
Product Specifications
University of London Senate House had more of a café atmosphere but was still busy
and had many customers. The napkins were placed at a separate table next to the till
to allow space at the till and facilitate for the customer. This was discussed with
Stewart Kerr, catering manager in charge of five different cafeterias in the Senate
House of University of London.
At Ed’s Easy Diner the napkin dispensers were placed at the tables. This was discussed with Louise Webb, restaurant manager for Ed’s Easy Diner at Piccadilly Circus.
At the DNC Wembley Stadium the napkin dispensers were placed at separate napkin
stands, together with ketchup, salt and pepper, to allow space at the till and to facilitate for the customer when taking a napkin. Wembley Stadium is the biggest sport
arena in London and has 90 000 seats. There were quick stops every ten meters at the
lounge area around the arena and the busiest time was at half time.
IKEA Wembley is a high traffic restaurant and works in the same way as the large
restaurants described above were the customers followed a route. Also here the napkin dispensers were placed at a separate table. IKEA has a large customer group that
is spread over different ages. It is a public restaurant in a warehouse, which makes
lunchtime last longer than in specific lunch restaurants and maybe not as stressful as
in staff canteens. With these conditions IKEA Wembley was a good object for observation: RollNap was placed next to the existing dispenser and the customer interaction was documented. A guide for observation is presented in appendix 4.
Observations were also made at Starbucks Heathrow, DNC Wembley Stadium and at
Cineworld Movie Theatre at West India Quay, one of the biggest movie theatres in
London.
Staffs were interviewed at three larger restaurants, Marks & Spencer Marble Arch,
Aramark Ltd JP Morgan Aldermanbury and IKEA Wembley, and at Starbucks
Heathrow.
The focus group interview was carried out at Lund University with LTH students to
facilitate for the attendants and to make a familiar environment. A simple question
was chosen to warm up the interview and to start the reflection about napkins: “What
do you think of dispenser napkins?” The interview session followed a guide (appendix 3) and diverse questions were asked to broaden and deepen the discussion. To
easily follow the line in the discussion the interview was tape recorded. Both authors
were present and the interview lasted 45 minutes.
3.3.4 Compilation of interviews and observations
The result of the interviews and observations are described below in different parts.
The breakdown of the material is based on subject areas to facilitate further processing.
21
Product Specifications
Expenses
The overall impression of the interviews in London was the importance of keeping
cost of napkins down. In this segment the napkins were mostly considered money for
nothing and did not add value to the restaurants. Therefore the quality and size was
decided according to price. The managers chose a napkin that served its purpose,
matched the business and had a low price.
Another important issue that emerged during the interviews in London was the number of napkins that the customers took. In almost all of the restaurants visited the staff
expressed that next to every customer took more napkins that they actually used. A
reason for this might be that the dispenser dispensed more than one napkin at a time
and therefore made it hard for the customers to only take one. This was also a topic in
the focus group in Lund. Some reasons for this behaviour were poor quality of napkins, too small napkins and avoiding a second walk back for more. It also emerged in
the focus group that if a napkin hung too far outside the dispenser it was perceived as
dirty and the group members would not use it.
Aesthetics
The napkin dispensers at the European market today are generally a square box. From
the interviews in London a desire for a more new and modern look was expressed.
The aesthetics was important, both in the sense of being attractive but also the importance of suiting the rest of the interior. A wish for a discrete yet an attractive shape
and colouring was expressed.
Hygiene
Because the dispenser is supposed to be placed in a restaurant or in an environment
where food and eating takes place, hygiene is of great importance. The dispenser must
both look clean and be easy to clean. One restaurant washed their dispenser in the
dishwasher just to make it clean and sterile. An expressed need was that the dispenser
would not show fingerprints or dirt. Another aspect of the hygiene factor was to make
the dispenser closed so that the customer only would touch the napkins they would
use.
Refill
A desire for one refill to cover a whole day or at least one serving was expressed in
the interviews. Minimising the number of refills would facilitate for the staff and
would also minimise the time the dispenser can be out of napkins. A transparent window on the dispenser would also help the staff to see when to refill. An important
aspect from the staff interviewed was the importance of facilitating the re-loading. It
had to be quick and simple.
Dispenser features
To add value to the dispenser an advertisement window can be incorporated into the
dispenser. This is applied on some of SCA existing product and is a great sales point.
The managers in London liked the idea of placing advertisements or the message
22
Product Specifications
from a table-top sign on the dispenser. They also wished that the customer should
think of the environment and only take one napkin. This could be done if a sign concerning the environment where placed on the dispenser.
RollNap
The remarks were varied when RollNap was showed for the British market. Some
liked the design and the fact that it did not look like a normal dispenser whilst other
found it to be clunky and ugly. One comment they all had in common though was the
resemblance to toilet paper. Pull down to get a napkin have too much in common with
the movement people do in the bathroom to get toilet paper. Due to the fact that the
napkins did not always break at the perforation the ends sometimes looked scruffy
and uneven and this also reminded people of toilet paper. The possibility to get multiple napkins if tearing did not work was also a problem.
Another problem with RollNap was that the perforation sometimes broke inside the
dispenser and therefore the next customer had to stick his or her hand into the dispenser to grab the next napkin. To avoid this it is important to ensure that the perforation breaks as intended so the next napkin is shown to enable for the next customer to
grab the napkin.
To obtain only one napkin from RollNap two actions are needed, pull and tear. These
two actions were not obvious for an unaccustomed user. A result of this was that the
customer did not know what to do and kept on pulling the napkins. From the observations made in London people often used two hands when they tore off napkins from
RollNap. A one-hand dispensing is desired when designing the new dispenser.
Some remarks regarding the stability of the dispenser were made in the focus group in
Lund: the dispenser has to feel stable enough for the customer to pull off a napkin
without the need to secure the unit with a hand.
When RollNap was placed next to a conventional dispenser people in almost every
case used the conventional dispenser. Recognition was important; people have to
understand what the product is and what it is used for.
Shape
The dispenser was often placed next to the till, where the space was limited and therefore a small footprint was desired. However, the vertical space was not that restricted.
A sheer design where rolls of napkins are stacked on top of each other might be a
possibility in order to increase the capacity. A movable dispenser was preferred or at
least a dispenser that the staff could lift and clean underneath.
Environmental aspects
Minimising the waste of napkins is not only a matter of saving money but also an
environmental demand. If the dispenser prevented people to take more napkins than
they needed it would be a small contribution to save the environment. An environmental friendly look of the dispenser was also preferred, such as material choice and
colouring.
23
Product Specifications
Managers’ needs
Among all the needs listed above the managers also wanted their dispensers to be
durable and long lasting. The dispenser should not break if dropped. Also the cost of
the dispenser was important. One of the managers had been given the dispensers he
uses today by the manufacturer and was not interested to pay for a new one himself.
24
4 Product Specifications
A list of product specifications is compiled from the outcomes of the pre study. The
demands and wishes from the market research as well as the requirements from SCA
are taken under consideration and will work as a basis for the specifications.
4.1 Customer Statements
The interviews held in London were transcribed shortly after they were carried out to
have a fresh memory to transmit the right information.
4.1.1 Interpreted needs
The customer statements were translated by the authors into interpreted needs. This is
a critical phase since interpretation might change the underlying statement if it is not
done with consideration. It is known that these analyses can vary and that different
people may translate the same statement into different needs, hence it is important to
have more than one team member conducting the interpretation. An example of the
translation process, from word-by-word quotes to interpreted needs, is explained in
appendix 5. Ulrich and Eppinger (2008) introduce five guidelines for interpreting
customer statements into needs.





Express the need in terms of what the product has to do, not in terms of how
it might do it
Express the need as specifically as the raw data
Use positive, not negative, phrasing
Express the need as an attribute of the product
Avoid the word must and should
Similar needs were grouped to find areas that might be more important and of higher
interest. Needs that express the same thing are redundant and were deleted. This is a
subjective translation and it is no longer a representation of the opinions of the people
interviewed.
4.1.2 List of specifications
The specifications were compiled in a list (appendix 6) which represents all the needs
the dispenser and the napkins should fulfil. In the list the specifications were emphasised through the use of only two words. The specifications were classified into main
function, necessary and desirable functions: too many specifications could be hard to
meet and the hierarchical structure in the list was agreed on between the authors. This
method, by only using two describing words, makes the specifications general, which
is appropriate in this phase. Product development phase is innovative and creative and
25
Product Specifications
too many constraints may block the process. The list of specifications worked as a
guide line throughout the work. Specifications concerning specific areas, such as the
technical development, were used as an evaluation tool when evaluating concepts but
most of all it is a list of agreement where all concerned parties met.
4.2 Metrics
General specifications are a good tool to use in development and evaluation but the
general specifications can be hard to relate to in actual figures. Therefore metrics are
compiled for a more direct comparison.
4.2.1 Competitors
In the benchmark the primary competitors were identified. Metrics from the competitors’ products as well as competing products from SCA were listed and compared
(appendix 7). The selection of metrics was determined by which of them that were
crucial for the design and construction. This information was collected from the pre
study. To be able to compete with existing products it is important not to exceed the
metrics of the competing products. Therefore a minimum and maximum value was set
based on the metrics from the competitor products (figure 4.1).
Redesigned
Metric
Units
RollNap
Max height
mm
740
Min width (footprint)
mm
171
Max width (footprint)
mm
267
Min length (footprint)
mm
137
Max length (footprint)
mm
400
Min capacity
Nbr
400
Max capacity
Nbr
1000
Tail length
mm
65
Min dispenser face height
mm
100
Max dispenser face height
mm
155
Figure 4.1 Maximum and minimum metrics for RollNap
26
5 Concept Generation
In this chapter the technical concept generation is described. The features of the final
product are determined with the product specifications in mind. Illustrations and
explanations describe the principles of the different solutions.
5.1 Idea generation
The overall function of the dispenser is divided into four sub functions. These functions are isolated and different brainstorming sessions are held on each problem. In
order to arrive at an overall solution the sub functions has to be combined. By dividing the problem, new solutions and combinations are discovered.
The sub functions are:

Roll support

One-at-a-time dispensing

Next napkin

Multiple napkin rolls
5.1.1 Brainstorming
After the problem has been divided into sub functions the patents and benchmark
described in the pre study are studied more thoroughly not to reinventing the wheel
and to be inspired when generating solutions. Different brainstorming sessions are
held, where the authors worked together as well as alone. Discussions with employees
at SCA and lecturer at Lund University concerning the sub functions are also carried
out. The best and most realistic solutions to each problem area are selected from the
brainstorming and are described in brief below.
5.1.2 Sub function: Support of the napkin roll
Since it is the napkins and not the dispenser that generates money, it is important to
make the dispenser proprietary. One solution in order to make the dispenser proprietary is to design the support mechanism so that napkin rolls from a competitor do not
fit in the dispenser. There are three different solutions to this:
1. Spindle
The spindle can have fixed ends so that the napkin roll can move freely on the spindle
or the ends can move freely. The spindle is a free part, which can be lost or broken. If
27
Concept Generation
this happens the dispenser is out of use. As few part as possible is an advantage when
designing the new dispenser.
2. Plugs
The plugs are inserted into the core of the napkin rolls when delivered. By using
plugs the dispenser is proprietary; the restaurant can only use napkin rolls from SCA
because only these specific plugs fit the dispenser.
3. Flexible support with bulbs
The device that supports the roll is flexible for easy insertion of the roll. The roll stays
in place by two bulbs, one on each side.
5.1.3 Sub function: One-at-a-time dispensing
The existing dispenser does not dispense one napkin at a time. The customer has to
both pull and tear to get a napkin and this does not always work. A mechanism that
regulates that only one napkin at a time is dispensed is needed. The solutions to this
problem are divided into three sub-solutions; stop and tear, a cut mechanism and to
break the perforation.
Stop and tear
With this solution the line of napkins is stopped at appropriate place so that the customer can tear of the napkin at the perforation. The problem with a stop is that it is
hard to get the dispenser to read when there is a perforation. If the napkins slide or in
some way moves, the napkins will be unsynchronized to the motion and the stop will
be at the wrong place. The stop has to be somewhere in the middle of the napkin, thus
when the customer tear off the napkin there is enough tail of the next napkin that extends the dispenser for the next customer to grab. The stop and tear mechanism has
three solutions:
1. Eccentric roll
An eccentric roll combined with a fixed roll is used to get one stop on each napkin.
The line of napkins runs between the eccentric roller and the fixed roll towards the
customer. When the customer pull the napkin the eccentric roll rotates but because it
is eccentric it will only touch the fixed roll one time on each lap. When the eccentric
roll meets the fixed roll it will stop rotating and this indicates to the customer that it is
time to tear. The interaction between the dispenser and the customer assures that the
customer understand when it is time to tear. The fixed roll will have a spring load in
order to make it flexible to allow the eccentric roll to pass when traction force is applied.
2. Roll with buckle
The same principle described above is used in this solution. The line of napkins runs
through a roll with at buckle and a fixed roll. When the buckled roll rotates the buckle
will stop the rotation one time on each lap when it meets the fixed roll. The fixed roll
will have a spring load in order to make it flexible to allow the buckle to pass when
traction force is applied.
28
Concept Generation
3. Maximum torque coupling
A roll with a maximum torque inside will be used to get one stop on each napkin. The
roll rotates and one time per lap the torque sticks inside a small hole which stops the
roll and the customer will understand that it is time to tear.
Cut
SCA already uses a cutting device in some of their towel dispensers. No perforation is
needed in this solution since the knife cuts each napkin. The cutting cylinder has the
same circumference as a napkin length. A dispenser with a cutting mechanism always
dispenses one napkin at a time but the mechanism is space demanding and expensive.
Break perforation
It is an advantage to break the perforation as late as possible to get maximum control
of the dispensing. With a late break it is easy to locate the napkin unlike when it
breaks inside the dispenser.
1. Rolls with cogwheel cross section
The napkins will run through a pair of rolls with cogwheel cross sections. The rolls
will decelerate the napkins and break the perforation between the cogs.
2. Conical symmetrical rolls
Instead of the cogwheels described above the rolls in this solution have a conical
shape. The rolls will decelerate the napkins and the perforation will break between the
rolls. The conical shape is used for spreading the napkin so it won’t crease and gather
in the centre of the rolls.
3. Rolls with pattern
In this solution a pair of rolls with a mirrored pattern breaks the perforation. One roll
will have a hollowed out pattern and the other roll will have a matching protruded
pattern. The pattern will be designed to hold the napkin even after the perforation is
broken.
4. Rolls with wheels
The paper will run through a pair of rolls with small wheels attached. The two rolls
will spin at different speed, which will create friction on the paper and therefore break
the perforation. The small wheels will secure that the paper does not crease and gather
in the centre of the rolls.
5. Tight opening
An opening that has a smaller width than the napkins will break the perforation. The
napkins will run through the opening, where the sides of the opening will hold the
edges of the napkin. When grabbing the napkin a traction force is applied and the
perforation will break. The way the napkin enters the opening has to be designed in a
way that stretches the napkin so that it does not lump.
29
Concept Generation
5.1.4 Sub function: Next napkin
After dispensing the current napkin the next one must show. Concerning hygiene, it is
not desired that the customer touch more than their own, and for intuition, the customer must understand what the dispenser is intended for.
1. Spring
A spring is used in many of SCA’s products today. The spring is fixed on the roll and
when the roll rotates the spring will be stretched during half of the rotation. Because
the spring force always acts in the opposite direction of the displacement it will pull
back when the cylinder has passed half of its rotation. This movement secures that the
next napkin will extend and be visible for the next customer.
2. Electrical engine
A laser will detect if there is a napkin or not. If not, an engine connected to the rolls
will start feed out the napkin to the next customer.
3. Visible napkin
The opening will be designed so that a part of the napkin always is on display and that
there is enough space for the customer to grab it.
5.1.5 Sub function: Multiple napkin rolls
It is desired to increase the capacity of the dispenser and by adding an extra roll this
can be achieved. Different locations of the rolls are investigated.
1. Napkin rolls next to each other
The rolls are placed next to each other with an individual opening.
2. Napkin rolls on top of each other
The rolls are placed on top each other and will have the same opening.
3. Roll rotation
The rolls will be placed on top each other but will change place during the use of the
dispenser: when the lower roll is empty it will fall down and make place for the roll
above. With this technique there has to be enough space in the bottom of the dispenser to make room for the plugs and the core of the roll.
5.2 Morphological matrix
These solutions described above are compiled in a Morphological matrix. A morphological matrix is a concept combination matrix where the sub functions are listed in
columns and the different solutions in rows (figure 5.1). Only the compatible sub
functions are combined into overall solutions. The solutions are then evaluated and it
is only the solutions that meet the demands of the product specifications, and are realistic concerning the delimitations, that are pursued.
30
Concept Generation
Figure 5.1 Sub-solutions organised in a morphological matrix
5.2.1 Evaluation of solutions
The Morphological matrix is discussed with the initiator and concerned parties at
SCA in order to evaluate the solutions. Some solutions are found to be more difficult
to pursue than others, and due to the delimitations these are not combined.
The main focus is on the one-at-a-time dispensing function and to develop a mechanism that controls this. The issue of synchronizing the paper with the cylinders in the
stop and tear solutions is found to be too comprehensive hence these solutions will
not be combined. The cut solution is not pursued due to price and space delimitations.
Because of the insecurity with getting the next napkin to pass between the rolls after a
perforation break the rolls with the conical shape are excluded. The rolls with pattern
are also excluded because of the necessity of precision when the two rolls join.
31
Concept Generation
Using an engine and laser to detect if there is a napkin or not is also excluded for cost
reasons.
Due to time constraints it is decided to continue with a spindle since it is an easy and
simple solution and the focus is not on developing a new support mechanism.
Besides one-at-a-time dispensing, capacity is an important factor. Because of the importance of a small footprint the solution rolls next to each other is excluded. The roll
rotation solution is also excluded because there is no room for the core inside the
dispenser.
The excluded solutions are crossed out in the matrix and will not be combined with
any of the other solutions (figure 5.2).
Figure 5.2 Concept combinations
32
Concept Generation
5.2.2 Combination of solutions
The remaining solutions in the morphological matrix are combined into three different concepts. These concepts are developed further and the working principle of the
concepts is described below.
Concept 1
The napkin rolls hang above each other on a spindle. The napkins run through two
rollers with a cross section of a cogwheel (figure 5.3). A spring will be used to assure
that the next napkin is ejected. A problem with this solution can be that the cogs may
wrinkle the napkins too much.
Figure 5.3 Concept combination 1
Concept 2
The napkin rolls hang above each other on a spindle. The napkins run through rolls
with small wheels (figure 5.4), and the perforation will break because of the friction
that is created due to different periphery speed of the wheels. The roll closest to the
customer is divided into two short rolls in order to make space in the middle for the
customer’s hand to grab the next napkin.
33
Concept Generation
Figure 5.4 Concept combination 2
Concept 3
The napkins rolls hang above each other on a spindle. The small width of the opening
that create friction at the edges break the perforation (figure 5.5). The opening has a
circular shape to secure that the next napkin is visible for the customer.
Figure 5.5 Concept combination 3
5.3 Concept scoring matrix
The three concepts that derived from the morphological matrix are evaluated regarding the main function in a concept scoring matrix. The purpose of this method is to
find a working concept that fulfils the product specifications that the team, along with
initiators and interested parties, agree on.
34
Concept Generation
5.3.1 Scoring
Criteria from the list of specifications regarding the main function are selected and
weighted according to their importance (figure 5.6). The specifications prevent multi
dispensing and present napkin are the two most important criteria and are weighted
the highest. These two specifications will have a decisive role in the evaluation of
what concept to pursue. It is important that the dispensed napkin is good looking with
neither jagged edges nor creased quality. These two specifications are represented by
tear off nicely and dispense nicely in the evaluation matrix. In an ergonomic aspect
offer space for the hand and offer one hand dispensing are of great importance. Furthermore, ease of manufacturing and assembling, be proprietary and minimize number of parts are important specifications for further development of the product at
SCA.
The three concepts are evaluated and rated in the concepts scoring matrix below.
Each criterion gives 1-3 points where three is the best. The points are multiplied with
the weight to get a weighted score.
Concept 1
Concept 2
Concept 3
Selected Criteria
Weight
Rating
Weighted
score
Rating
Weighted
score
Rating
Weighted
score
Prevent multi dispensing
20%
1
0,20
2
0,4
3
0,6
Present napkin
20%
1
0,20
2
0,4
3
0,6
Tear off nicely
10%
1
0,1
1
0,1
2
0,2
Be reliable
10%
1
0,1
2
0,2
2
0,2
Ease of manufacturing and assembling
10%
2
0,2
1
0,1
2
0,2
Offer space for the hand
10%
1
0,1
3
0,3
3
0,3
Dispense nicely
5%
1
0,05
2
0,1
2
0,1
Offer one hand dispensing
5%
3
0,15
3
0,15
3
0,15
Be proprietary
5%
2
0,1
1
0,05
3
0,15
Minimize number of parts
5%
2
0,1
1
0,05
3
1,85
0,15
Total
score
Rank
1,30
2,65
3
2
1
Continue?
No
No
Develop
Figure 5.6 Concept scoring matrix
Concept 3 has the highest score and is the winner in the concept scoring matrix. It
scored the highest in all of the selected criteria and therefore only this concept will be
further developed. The next phase will be the concept refinement, where the concept
will be improved and tested.
35
6 Concept Refinement
In this chapter all parts in the winning concept are developed and tested and assembled together as a working prototype.
6.1 Prototype building
Making a working prototype is hard and time consuming due to the complexity of the
interaction between the sub-solutions and all included components. To facilitate the
process, cooperation with an engineering consulting company is set up. The company
assists with competence in CAD-engineering, prototype building, design feedback
and shape determination.
Because of the extent of the thesis and that the time is limited a new time plan is set
up for the working phase (appendix 8).
6.1.1 Review of concept
The concept with the highest score from the evaluation is theoretically the winning
concept. Before start building a serious prototype small mock-ups are made to test
each sub-solution. Some adjustments are made:
The tight opening that breaks the perforation is combined with a semi circular cavity
that makes the next napkin visible. The fewer parts included the better as long as it is
possible to make it work. The tight opening works because of the friction that comes
from the tight geometry but it is difficult to involve two napkins that would be the
result from multiple napkin rolls. The aim is to make the working principle as reliable
as possible without interference and the need of manual roll change. Two different
options are investigated: to open up the tight geometry and add extra friction material
to break perforation and by this fit two napkins from two napkin rollers in the same
opening (figure 6.1), or add two set of rolls for the napkin to pass through before entering the tight opening and thereby adjust which roll you want to feed from (figure
6.2).
Figure 6.1 Expanded opening
37
Concept Refinement
Figure 6.2 Two set of rolls
Tests are made to base the decision of what option to continue with. With simple
mock-ups it is clear that an expanded opening with extra friction material is more
difficult than to add extra rolls. Some of the weak points with an expanded opening
geometry are:

Large amounts and difficult shapes of friction material (silicon) are complicated to manufacture and to assemble into the opening.

Unpredictable perforation break – multiple dispensing

Too wrinkled napkin
To add extra rolls only affects the size of the dispenser, the other elements are unaffected such as the sensitive geometry of the small opening.
6.1.2 Development
Each sub-solution is developed individually as far as possible and then integrated into
the system. This is to identify the exact demands and specifications for each part. This
is not possible for all sub-solutions since all elements depend on each other. To simplify and to see the whole picture a list of problems is set up for each component and
then worked through one by one. With this method it is easier to stick to the time plan
and to handle unexpected problems because the work is structured and all persons
involved know what the next step is.
38
Concept Refinement
Support of the napkin roll
A spindle is an easy way to support the napkin roll. The friction can be controlled and
measured if the spindle is fixed and the napkin roll spins, with this solution only one
part is moving. Generally it is positive to have as few parts moving as possible.
Square attachments are designed at the ends of the spindle to mount it but still be able
to remove and refill a new napkin roll on the spindle (figure 6.3). Matching attachments are made at the sides to hold the spindle and the roll.
Figure 6.3 Spindle and attachments
One-at-a-time
To break the perforation and at the same time eject the tail of the next napkin is complicated. The ejected napkin must be visible and have a tail long enough for the customer to grab. At the same time multiple dispensing, two or more napkins, is not desired. Multiple dispensing is what happens if the perforation breakage is unreliable. In
other words, the perforation must break at the same place every time: if it breaks too
early the next napkin is not ejected and if it breaks too late multi dispensing is a fact.
From previous research of existing solutions it is clear that an invariant friction force
on the paper is a good way of breaking the perforation every time. With this method a
friction force is applied in the opposite direction to the pull direction. When paper
passes through the area with friction it stretches just enough not to break at a place
without a perforation. After passing through the length of a napkin a perforation appears and the stretching makes it break. This is the working principle when developing the mechanism that breaks perforations one-at-a-time.
Because of the complexity and importance of this element a lot of effort is put into
the design of the opening and to tackle the difficulties a list of problems is set up.
The opening should:
1. Allow space for the napkin to enter
2. Break perforation
39
Concept Refinement
3. Allow space for the hand to grab the napkin
4. Avoid scratching the napkin
1.
Allow space for the napkin to enter
The napkin enters the opening from the top and gravity will make the paper slide into
place. The distance between the walls must be big enough to allow the falling napkin
to enter in order to get help from gravity. The walls work as guides that control that
the napkin gets into place for the customer to grab. The larger the distance between
the walls the more reliable it is that the paper slides into place. But as explained previously it is the tight distance that causes the friction so interference in the specifications of the geometry is a fact. Tests and mock-ups are made with different angles and
heights on the guiding wall (figure 6.4) to find a geometry that works in both cases,
i.e. tight enough to create friction and large enough to enter the napkin.
Figure 6.4 Tests of different angles
From the tests it derives that the height of the walls does not affect the friction that
breaks the perforation. The important geometry is, in addition to the tight opening, the
angled surface that the napkin is pushed against (figure 6.5).
40
Concept Refinement
Figure 6.5 The angled surface that the napkin is pushed against
2. Break perforation
It is known that friction on the paper breaks the perforation if the geometry is right.
This is a too weak knowledge to base a prototype on so further investigations of what
exactly is breaking the perforation are made.
41
Concept Refinement
Figure 6.6 Tests on opening geometry with rubber
Rubber is placed on the edges to increase friction. The distance between the top and
bottom is controlled according as the tests go on. Conclusions from the test above are
that the most predictable breakage happens when the paper meets a straight edge and
the distance between the top and bottom plate is 3 mm (figure 6.6). Thereafter the
distance between the edges is tested.
Figure 6.7 Different size of the opening
In the test above (figure 6.7) rubber is placed on the inside, between the top and bottom wall, to increase friction. It derives from the test above that distances between 60
mm to 100 mm are suitable. A smaller distance breaks the paper even where there is
no perforation and the napkin gets too scratched. A larger distance allows multi dispensing.
42
Concept Refinement
3. Allow space for the hand to grab the napkin
The space needed for the hand to grab the napkin is very much depending size of the
hand. The target group involves all ages, genders and body sizes and this product is
for everyday use. The width and depth of the cavity is also set by specifications of the
function; a too large cavity decreases the area with friction. From the tests to break
the perforation some results derived that affects the size of the cavity: the width is set
to 75 mm (figure 6.8). With a specified distance and a defined geometry of the edges
the depths of the cavity is yet to specify and that is developed along with the exterior
design. An optimal depth of the cavity is set at this stage but not further tested.
30 mm
3 mm
75 mm
Figure 6.8 Opening geometry: width, depth and height
4. Avoid scratching the napkin
It is important not to scratch the napkin and also not to wrinkle it too much. The resemblance to an ordinary napkin is important and in most cases they are presented
plain and straight. Too sharp edges on the opening could scratch the napkin so a
smooth and flexible material is desirable. Tests are made with different material ranging from steel to silicon to find how different material properties affect the napkin.
The outcomes from the tests are that the material should be a bit flexible and have
high friction. In terms of existing materials this means something similar to silicon.
Adding an extra material is complicated since it takes more time to manufacture and
to assemble. Silicon, which is found to have good friction properties against paper, is
hard to handle and to mount because of its unctuous properties. However, to increase
friction some additional material is needed to make the perforation break more predictable and reliable (figure 6.9).
43
Concept Refinement
Figure 6.9 White silicon at the edges of the semi-circular opening
Next napkin
One of the main features of a napkin dispenser is to always present a napkin. In this
case it means that the napkin extends a few centimetres from the opening, enough for
the user to grab the napkin. When the user has taken the napkin a new napkin is presented. To do so the strength of the perforation is utilised.
When the perforation passes through the friction area it stretches and when it comes
to the straight edges by the opening the perforation breaks at the sides. When the pull
force continues, the breakage progress into the centre of the perforation, and a napkin
is dispensed. With this controlled breakage the perforation in the centre is the part that
breaks last which means this part will continue a bit longer in the pull direction. By
this the centre of the next napkin will become the tail that extends from the opening.
Multiple napkin rolls
A large capacity of the dispenser is one of the claims from the market research that
makes the dispenser competitive. By adding an extra napkin roll this can be achieved.
To do so it requires an automatic change of rolls since too much customer interaction
is not wanted. By adding a pair of rollers in front of each napkin roll the feeding from
each roll can be controlled separately by the customer (figure 6.10). The napkins run
through the pair of rollers but only one continues to the opening, the other one is waiting for the napkin roll in use to be empty and for the customer to turn the roller.
44
Concept Refinement
Figure 6.10 Two pairs of rolls, one for each napkin roll, controls the feeding
In this way it is possible to keep the geometry of the opening and only add a partition
to make two compartments, one for each napkin roll (figure 6.11). Paper is put in
place in one compartment and inserted into the opening for the customer to grab and
the paper from the other roll is placed in the empty compartment.
45
Concept Refinement
Figure 6.11 Side view of the rollers and opening: the napkins run through each pair of roller
and into the compartments separated by the partition wall. Only one napkin continue to the
opening.
The mountings of the rolls are designed in the same way as in a well known dispenser
from SCA. The reason for this is resemblance to similar products within the company.
It is also an advantage for future manufacturing if the same tools and suppliers can be
used. As a gain for this thesis some parts from the existing dispenser can be used in
the prototype: springs and plastic bearings (figure 6.12).
Figure 6.12 The attachment for the rolls: the lower roll is spring loaded
46
Concept Refinement
When using the dispenser, napkins are taken from the active roll until empty. When
this happens customer interaction is necessary and by turning the knobs the other
napkin roll is activated and the paper slides into place in the opening. A rubber material is fixed around the working roller to increase friction and to make the roller convex in order to spread the paper.
It is intuitive to the customer to turn a knob to get the rollers to rotate. The customer
will not see that it is a roll but it is still a well-known action. To make it simple both
knobs are placed on the right side of the dispenser. In order to make them turn in the
same direction, clockwise, the upper roll has a simple gear (figure 6.13). Ideally, only
one knob is preferred but that requires a gear that switches between the two rolls. Due
to the limitations of the thesis this will not be further developed.
Figure 6.13 The upper knob is attached with a gear mechanism to get a right turn
Over-spin
To avoid over-spin of the napkin roll, i.e. the roll spins and winds up paper which
jams the dispenser, a brake is added on the roll. This brake is adjustable in the prototype so that it can be tuned in to match the paper friction. The adjustment is made
with springs, the further they are separated the larger the pressure from the brake on
the roll. This is a good property since the diameter on the napkin roll decreases as
napkins are removed: maximum pressure is applied when the roll is new and has the
highest inertia which makes over-spin most likely once the roll gets spinning. When
the roll is half, i.e. when half of the napkins are taken, the mass is half and the inertia
is less i.e. less pressure is needed from the brake to prevent over-spin.
Springs are used to obtain a friction force on the napkin roll to decelerate the roll.
From simple tests on the existing dispenser it is found that the applied force should be
approximately 3N. Two springs, one on each side for symmetry, are attached to the
brake and stretched 900 vertically for the best effect (figure 6.14). For calculations see
appendix 9.
47
Concept Refinement
Figure 6.14 The placement of the brake at the napkin roll
6.1.3 Material selection
In the development phase most effort is put into function and to make the different
parts work together. Aspects on manufacture have therefore been of second priority
when building a prototype. This matter will be considered when making the final
prototypes that also include the exterior. All parts are manufactured with rapid prototyping, a method suitable for complex shapes and subcontract work. With this manufacturing method material is added in layers, instead of removed, which makes it possible to manufacture almost any geometry. Two rapid prototyping methods are considered: Selective Laser Sintering, SLS, and StereoLithography, SLA. The SLAtechnique is based on a plastic fluid that anneal by radiation from an UV laser. The
geometry is given by a 3D cad model. This technique gives a finer surface than with
SLS-technique where a plastic powder is melted with laser to form the object. Surface
finish is an important feature for some parts involved in the prototype, for example
the opening. With the SLS method the material is much harder and therefore difficult
to machine afterwards, a filler material can be pasted to smoothen the surface but the
advanced geometries do not allow this. Therefore SLA is chosen as the manufacturing
technique for all involved parts in the working prototype (figure 6.15). Extra parts,
such as springs and gear wheels for the rolls, are conformed to standard components.
48
Concept Refinement
Figure 6.15 A prototype of a camera made with SLA-technique14
6.1.4 Assembly
All parts are assembled in a box of steel and transparent plexi-glass (figure 6.16). In
this phase it is important to allow adjustments to trim the function until it works,
hence the transparent walls and the rough construction. The parts are attached with
screws in the walls. The steel construction is made of L-shaped angle profile 15×15×2
mm, welded and given a spray paint as finish. The transparent plexi-glass is water cut
to get fine tolerances and avoid whitening in the plastic.
The gear is mounted in a separate box to facilitate assembly and to protect the gear
wheels. Two knobs are attached and their position symbolise the napkin roll on the
top and the bottom. The over-spin brakes are attached in the steel frame and their
force is adjusted with wire to the bottom of the frame. The rolls are mounted with
attachments which have crescent holes to allow adjustments. The opening and partition wall have oblong holes that enable small adjustments. The napkin rolls are eased
in from behind with the spindle already in place in the roll. The square attachments
guide the spindle into place. The prototype is possible to dismantle and adjust according to tests and evaluations.
14
www.prototal.se
49
Concept Refinement
422 mm
266 mm
201 mm
Figure 6.16 The working prototype with all parts assembled in a steel framed box
6.1.5 Test and evaluation
The prototype is tested in order to trim the different parts and make adjustments for a
perfect function. It is this prototype that is the base for further development, hence the
thorough development of all parts involved. It was found that the top of the opening is
large enough for the paper to slide down into place but the distance between the walls
in the angle is too tight. The surface of this part of the object is also too rough which
stops the paper. The partition wall may also be an obstacle for the paper in the upper
compartment. To prevent this in the later prototypes bigger distances are tested, both
at the angled part and at the partition wall, with good result. It is also found that the
upper rollers are not essential: the working principle can still be maintained without
them. For the working prototype they are essential but for the coming prototypes that
also include the exterior they can be excluded.
50
7 Concept Design
The design process is described in this chapter and together with moodboards and
sketches a final design will be set.
7.1 Inspiration
The redesign of RollNap constitutes of two main fields of study, engineering and
design. They are developed individually for a better focus on each part in order to
avoid constraints and limitations in the early steps of the developments processes. The
fields of study are then linked together as a complete product where both parts give
and take for a perfect match between engineering and design. In this chapter the design is in focus and engineering is put aside.
7.1.1 SCA & Tork value
In Tork dispensers, design and functionality go hand in hand. The dispenser should be
easy and intuitive to use for staff as well as end users, the restaurant customers. Combining working dispensers with an attractive design that express a feeling of cleanliness and efficiency is the value to have in mind when designing a new Tork dispenser.
SCA have certain emotional values on their products, such as hygienic and sustainable. These two factors are of great importance in the sense of the actual designing and
also in the mind of the customer. The customer must feel these values when using the
product. A napkin dispenser has to feel hygienic to the customer. Fingerprints showing and dirt is a common problem on dispensers but with a thoughtful design, material
and colour choice this can be avoided. Today it is more than ever important with sustainable design. The products have to be designed to minimise their impact on the
environment. The solution to this is to design products that last, with timeless design
and durable components.
The user experience is an important factor, the customer has to intuitively understand
the product. A design that is simple but unique is preferred. The dispenser must feel
attentive and welcoming to the customer. It is the small details that make a difference
for the customers’ experience.
7.1.2 Ergonomics
The width of the opening is decided by the function. Through thorough investigations
of the geometry it is found that if the opening is too large the perforation will not
break. Due to this there is no possibility to take the hand anthropometric values into
too much consideration. In the investigations it is found that 75 mm is the optimum
51
Concept Design
value of the opening, this is large enough to not wrinkle the napkin but also small
enough for perforation breakage. The average male hand is 85 mm and for women 75
mm [5 p.174]. Due to this the average hand in general is set to be 80 mm (figure 7.1).
The opening will be slightly smaller than the general hand but since a part of the napkin will show outside the dispenser and that it is only the fingers that will grab the
napkin and not the whole hand 75 mm will be large enough to enable a large hand to
grab a napkin.
Figure 7.1 Anthropometric hand measures of Swedish adults 1968-69
7.1.3 Moodboard
Using moodboards in the design process is a well-known technique. A moodboard
consists of images, text and other objects chosen by the creator. They are used as a
reference frame during the design process and to communicate the ideas regarding the
overall feeling of the design. Three moodboards are constructed in this project, the
first expresses contemporary design in different ways (figure 7.2). It is important that
the design feels modern and interesting. A smart and innovative design is desired. The
second moodboard derives from the word friendly. Since the dispenser will be used in
an everyday environment by all sorts of people it is important that the dispenser feels
caring and warm (figure 7.3). The final moodboard expresses hygiene and cleanliness
(figure 7.4). By choosing a certain colour and material a clean look can be achieved.
52
Concept Design
Figure 7.2 Contemporary
53
Concept Design
Figure 7.3 Friendly
Figure 7.4 Clean
54
Concept Design
7.2 Design
Since space efficiency is an important factor the design of the dispenser will depend
very much of the mechanics and the function. Sketches and mock-ups are made during the idea generation. By doing full-sized mock-ups a feeling of the proportions is
achieved (figure 7.5). The mock-ups are made out of foam board, which is a strong
and lightweight material that easily can be cut and formed into different shapes. Different designs were tested and sketched and from this three design concepts were
singled out.
Figure 7.5 Full-scale mock-ups made of foam board
7.2.1 Sketches and mock-ups
The first concept is a simple and smooth design that originates from an idea of an egg
shape (figure 7.6). This is a soft design that reminds people of something warm and
caring. Since space efficiency is an important factor the round shape on the upper
napkin roll has set the design. The curve continues to the bottom of the dispenser with
a semi-circular cavity for the opening. The two geometrical shapes are analogue in
their expression and will together create a beautiful smooth design. In today’s kitchen
a lot of plastic objects are used and the customer will recognize the soft shape and the
plastic exterior from other kitchenware. The design is different but subtle. Because of
the round shape there will also be easy access to the napkins from all directions without any sharp edges.
55
Concept Design
Figure 7.6 Design concept 1
The second concept is a unique design with an interesting touch because of the angels
(figure 7.7). Playing with areas that meet each other in different angles gives a new
and modern feeling to the dispenser. The light will reflect on the different surfaces on
the dispenser and will give it an interesting look. The design is simple yet special. In
many contemporary homes today an angular design is used. This is typical Scandinavian design, which is popular and has global appeal. Since the dispenser is already
angular with the two rolls tilted above each other it is tempting to go along with that
expression and give the whole exterior an angular look. This will distinguish RollNap
from other dispensers on the market.
Figure 7.7 Design concept 2
The third and final design concept is a combination of the other two, a design that
feels special with different angels but with a soft touch to it (figure 7.8). Combining
the round top with an angular body will make it feel modern and different but still
56
Concept Design
welcoming and nice. The different areas will be transitioned with small radii that will
give it a softer appearance. The design comes from the placement of the components
inside, which makes it very space efficient. The soft angles will interact well with the
semi-circular opening.
Figure 7.8 Design concept 3
All of the three concepts have a defined waist line and a narrowed off at the base.
This is to make the dispenser feel lighter and to minimise the actual footprint of the
dispenser. The dispenser still has to feel stable so the interaction between these two
elements has to be further developed.
7.2.2 Evaluating of sketches
In a dialogue with the design team at the consulting firm it was decided to continue
with the third concept. The list of specifications is considered when evaluating. The
winning concept has to be supported by research from the pre-study. Concept number
three is the one that correspond the best with the moodboards and the guidelines that
were set up in the beginning of the design process. It also has the best global appeal
and the best commercial look. A too round shape as in the first concept can be perceived as outdated and not look aggressive. A too angular shape, as in the second
concept, can have an angry feeling, which is not desired. Since it is a commercial
product used in different environments it is important that the design blends in. The
round shape can be difficult to place in a surrounding where the rest of the interior
consists of the traditional rectangular shapes. In London many of the dispensers were
placed next to the till and to place a round dispenser next to a square shaped till, the
two designs might clash.
The angular dispenser is a conceptual design that has an interesting shape but might
be too innovative for the existing market. It distinguishes itself too much from the
other products in the same business. A design that is different is desired but in a
commercial way, which means that it has to feel creative and innovative but still cor57
Concept Design
respond to the function and environment. The angular shape with radii and a round
top, as in the third concept, is a combination of innovative and familiar. The dispenser
will have a distinguished expression but it blends in and can be placed in different
environments. The napkins will be protected so that it can be used outside, which has
been a positive reaction to the existing RollNap and it can be placed at different types
of restaurants and in canteens without feeling out of place.
7.2.3 Design features
During the design process simplicity and functionality are two important aspects.
According to the market research, refilling was a big issue. To simplify this, two windows are added, one on each side. This is a solution that some of the competitive
products have but not all. A window will help the maintenance staff to see when it is
time to refill. The window will be a semi-transparent window placed on the side outside the napkin rolls. So when a napkin roll is empty the staff can easily spot this and
refill the dispenser.
Another feature that will make the dispenser competitive is to add a transparent window on the front of the dispenser in which the restaurant can put advertisement or
messages for the customers to notice. This was a much appreciated feature in London
and the managers interviewed were interested regarding this possibility. The so called
ad-a-glance window enables quick change of the ad so that the message can be unique
for any specific restaurant. A ad-a-glance is a custom printed paper placed in a small
holder inside the lid. The text is clear and visible through the transparent window.
The sloping design of the dispenser will ease the reading of the advertisement.
7.2.4 Development of final design
It is important the opening blends in with the design without losing functionality. The
opening is very much set by the function, because of the sensitivity of the perforation
breakage. It is also important that the customers’ hand can fit into the opening and
grab the napkin. Therefore a lot of time was spent on creating an opening that corresponds with the rest of the design, with room for a hand. Since the dispenser has a
large target market the customers vary and by that the size of their hands, from a
small child’s hand to a large man’s hand. Most people will grab the napkin between
the thumb and the rest of the fingers. As a result of this there has to be enough space
beneath the opening for the hand to fit. There also has to be some space above the
opening but this is not as crucial as below. These assumptions are based on tests with
co-workers at the consulting firm.
An opportunity in the prototype phase is that the prototypes can be changed by relatively small means. Showing the prototypes in several colours can make customers
aware of the possibilities with the product and it is easier to see the potential in this
dispenser. It is decided to stay with a single colour on each dispenser. The expression
given by the shape and size already attracts attention and in order to be modern and
attractive too much colour is not wanted. The dispenser will be coloured throughout
the design except the transparent ad-a-glance window and the semi-transparent fill
58
Concept Design
window. The semi-transparent window has the same colour as the rest of the dispenser but a lower saturation of colour makes it see-through. The surface will be
shiny in order to look fresh and appealing. Five colours are chosen for the five prototypes.
Black and white are two neutral colours that easily blend in with any environment.
Therefore these two colours are chosen for two of the prototypes. White is associated
with cleanliness and black is a very neutral colour that attracts many people. Two
other colours chosen are green and red. These colours are unisex and will blend in or
stick out depending on the rest of the interior. Green is a fresh colour that associates
well with food and communicates an environmental feeling. A lot of restaurants today
want to give a healthy expression where green is the definition of healthy. Red is a
warm and caring colour that is often used in restaurants. These two colours will also
go well together with the shape of the dispenser.
To take advantage of the prototype phase and use the possibilities at hand it is decided
to make a prototype with a metallic finish. Many appliances in large scale kitchens
are made of stainless steel and aluminium and a napkin dispenser with the same exterior could easily fit the environment. The dispenser is covered with a matt aluminium
finish and the fill windows are kept transparent not to make the expression too perplex with many colours in one dispenser.
If the napkin roll is empty the customer is supposed to turn the knob outside the dispenser to feed from the other napkin roll. The placements of the knobs depend on the
feeding rollers inside the dispenser. If a perforation breaks inside the dispenser the
user can turn the knob to get a napkin. This is to secure that there will always be a
napkin. Therefore the knobs have to extend from the design and attract attention. The
knobs will have a simple design instead of being a design feature. If the user has to
use them he or she will notice the knobs but otherwise they will not be too visible.
Since the fill window serves a great need it is decided not to try to hide it but instead
enhance it. The shapes of the fill windows are set by the existing lines in the dispenser
to create a uniform expression (figure 7.9). The windows will be a design feature that
gives the sides of the dispenser an interesting look.
Figure 7.9 Fill window designs
59
Concept Design
The ad-a-glance window will be placed at the plane surface on the lid just in front of
the user. The size of the window is depending on the size of the plane surface. An
example of advertisements is made in order to enhance the possibilities with the ad-aglance window (figure 7.10).
Figure 7.10 Example of an advertisement
The dispenser will have a characteristic look both from the front and from the side
with the waist line and fill windows. To include the other surfaces and make a uniform expression of innovation and creativity the back will be divided into four areas
that join together in a spine. It is a subtle design feature with only a slight inclination
but it will make the design uniform on the whole dispenser with different areas working together to create a whole.
7.3 Refined sketches
The chosen design is further developed and a basic shape is set (figure 7.11).
60
Concept Design
Figure 7.11 Refined sketches of the chosen design, concept 3
61
8 Result
In this chapter the working concept and the design concept is joined together into
seven final prototypes in five colours. Choice of material and manufacturing methods
are presented.
8.1 Joining concepts
Two concepts concerning the two involved fields of study, engineering and design,
are developed and evaluated. The working concept is made of separate parts assembled in a steel construction with transparent walls and the design concept is a 3Dmodel. They are developed as parts of the same project but with different focus: for
the working prototype it is of utmost importance that the napkin is dispensed and for
the design concept the expression and a design suitable to target market has been a
significant factor. It has been important to separate the two fields, concentrating too
much on function when working on the design can block ideas. The same relates to
function, with a too aesthetical approach from the beginning some concepts can fail
before tested. Joining engineering and design is a challenge. Both concepts have to
give and take to fit together.
8.1.1 Review of concepts
From the market research it is clear that the size of the dispenser is important. The
dispenser should not take up too much volume and the footprint is the most important
metric. The working concept is relatively spacious so a first review of how to make it
more compact is performed. As a result of the review the upper rollers are eliminated,
the function can still be maintained but the design can be substantially tighter. The
paper from the upper napkin roll cannot be manually fed with the rolls eliminated but
napkins can still be taken if the paper is placed in the opening from the start. Thereafter the napkin roll change can be demonstrated with the lower napkin roll and the
lower rolls. The partition wall is eliminated because there are no longer two pairs of
rollers.
The attachments of the spindle are adjusted to facilitate placement. The square attachments are given a roof so that the spindle can only be inserted in one way.
From tests on the working prototype it is obvious that some friction material is needed to break the perforation more predictably. Hence a small pocket is made in the
opening geometry for placement of an elastomeric material. The pocket will assure
that this material is mounted in exactly the same place at both edges of the opening
and that it stays in place.
63
Result
The over-spin brake is adjusted so it can be located somewhere else as long as it have
a constant friction force on the napkin roll. The location is affected by the design.
Large areas on the sides are semi-transparent fill windows and the brakes should not
be visible through the windows.
The design concept is also reviewed and some measures are adjusted to fit the mechanical parts inside: the sloping curve that forms the front is not as steep when everything is put in place into the shell and the defined waistline is not as defined with
realistic measures. The opening has a defined geometry depending on function and
this is kept in the exterior. The width and depth of the opening are set measures but
the curve that creates the height is depending on the required space for a hand as well
as being a design feature.
8.2 Prototype building
Seven working prototypes with a designed exterior is the result of this building session. The prototypes are made of a plastic shell in two pieces that encase the mechanical parts. The parts are mounted on an aluminium frame for easy assemble and adjustment.
8.2.1 Development
Opening of the dispenser
The prototype must be divided to enable refill of napkin two rolls so the plastic shell
is split into two halves. The halves must be big enough to make a large opening so the
napkin rolls can fit and to facilitate loading of the paper through the rollers. Three
solutions of division are discussed (figure 8.1):
1. Front cover
2. Top hat
3. Side door
Figure 8.1 Opening solutions
64
Result
1. Front cover
To open the dispenser at the front is the most common way in existing products. The
area where the dispenser is placed is often limited and a front cover would avoid taking up too much space when it is lifted up. When open, the mechanical parts are exposed which would be an advantage when refilling. An alternative could be to let the
rollers separate with the cover to facilitate refilling. Then the loading of the paper
could be very intuitive and reliable. The sensitive geometry in the opening would be
affected if a split line runs through the part but this could be developed so it is more
of an advantage than a disadvantage. A separation of the top and bottom surface
would make refilling and cleaning easier. The front cover could also be split in two,
one door for the upper napkin roll and one door for the lower.
2. Top hat
A top hat would be a detachable part that is lifted off from the base. All mechanical
parts would be mounted in the base and the napkin rolls are inserted from above.
With this solution the limited space in the restaurants is not a problem since the hat is
lifted off and can be placed anywhere whilst loading. With rollers and opening geometry mounted in the base it would be a clear view for loading the napkins through the
rollers. The split line would hide in the designed waist line and no hinges would be
necessary.
3. Side door
To open the dispenser with a side door would facilitate insertion of the napkin rolls
and the loading of the paper through the rolls could be very intuitive. With a door
solution hinges are a fact. The dispenser is often placed next to other equipment in the
restaurants so the space at the side is limited. A side door would place the split lines
at the side and not at the front which is an advantage. It is a desire to keep the surfaces as clean as possible.
The three solutions described briefly above are not developed into realistic concepts
and thereafter evaluated. Instead, the possibility to manufacture is the decisive factor.
Limited time is a fact and large parts of the mechanics are affected by the opening of
the plastic shell, no matter what solution is chosen. Hence the concept with the least
impact on function is chosen to pursue. Both the Front cover and the Side door
change the exterior and add extra features, such as hinges. The mechanical parts are
also affected in these solutions with moving parts and new attachments for the rolls.
Therefore the Top Hat is the solution for further development.
Plastic shell
To make manufacture as easy as possible the plastic shell is kept as a shell, i.e. no
mechanical parts are mounted in the plastic. Instead an aluminium frame keeps the
parts in place. Therefore the split line between the top and bottom shell can be placed
where it fits the design and where it has a good release angle for manufacture. The
plastic parts are casted and when the piece is separated from the mould it must be a
large enough angle to pull in one direction, therefore the release angle is important.
65
Result
For production, steel tools are used to cast the pieces, but in this case silicon forms
are used. The silicon forms allow geometries with negative release angles because the
form can be pulled off in different directions, the soft silicon can be stretched and
adjusted to let go of the moulded piece. This is a great help when defining the shapes
of the shells.
The front geometry has the most advanced shape, this is also a sensitive geometry that
is important for function. At the same time the front is the most visible part of the
dispenser and a poor split line will be even more visible in this area. To avoid this it is
decided to cast the cavity part in one piece together with the bottom shell. By making
this in one piece the split line is moved from the sensitive geometry and the function
will not be affected. With this solution the release angle is obviously negative in some
parts (figure 8.2), but by using two cores when casting the part can redress the problem.
Figure 8.2 Plastic shell in two pieces. The opening geometry is a part of the bottom shell and
the cavity is angled in an opposite direction compared to the sides of the bottom shell.
The fill window is split in two windows on each side as a result of the split line parting the side walls. The design of the fill windows are a result of the evaluated design,
the same shape and expression is used to define the windows. A window for advertisement, ad-a-glance, is placed at the front of the dispenser. Both the fill windows
and the ad-a-glance window are casted in silicon forms. In order to get a glossy finish
66
Result
the master that the silicon form is made from has a fine texture. The master is a solid
SLA part polished thoroughly and coated in lacquer.
Plastic is a relatively sensitive material and a great deal of know-how is necessary for
a good casting process. Reinforcement flanges as constructed in the plastic shell to
avoid the walls from sagging. A material thickness of 1,5 mm is optimal throughout
the casted parts.
Mechanics
The mechanical parts are mounted on a steel holder which is assembled to the bottom
shell (figure 8.3). Some adjustments are made for ease of manufacturing and to
strengthen the construction.
Figure 8.3 Mechanical parts mounted on a steel holder
Feeding knob
The knob is placed on the shaft from the roll and therefore located on the plain surface close to the front curve (figure 8.4). Compared to the working prototype there is
only one knob on the final prototype because of the elimination of the upper rolls.
The knob is detachable from the shaft: when parting the plastic shell into an upper
shell and a lower, the knob is an obstacle. By separating the knob from the shaft the
partition of the plastic shell can be made.
67
Result
Figure 8.4 Placement of the knob
8.2.2 Material selection
The plastic shells are made of Polyurethane, PUR, which is a two component thermosetting resin with a wide sector of application (figure 8.5). With different additives the
plastic material gets different properties, from the properties of ABS plastic to a rubber-like material. The existing dispensers at SCA are made of ABS-plastic hence a
similar material is chosen for these prototypes. The base material has a colour range
from black to transparent which gives the opportunity for colouring the plastic. The
RollNap prototypes are coloured black, white, red, green and aluminium so a transparent base material is chosen. The semi-transparent fill windows are made of the
same material but with a lower saturation of master batch content. By using the same
colour but lower degree of saturation the colour is the same at the shells and in the fill
windows. The transparent window at the front have no dyeing, the plastic material is
transparent without additives. For a better surface finish the parts are coated with
glossy lacquer in the same colour as the plastic. The prototype with aluminium finish
is coated with a metallic spray paint and a lacquer to get the right texture.
The mechanical parts enclosed in the plastic shell are made of the same material as in
the working prototype, SLA, described in Concept Refinement. The geometries are
basically the same, except the small adjustments described previously, and therefore
the same manufacturing method is used. Rapid prototyping is a manufacturing method especially suited for prototypes and is a good choice for complex geometries. The
68
Result
parts inside the dispenser will not be visible to the user and aesthetics are unimportant.
Figure 8.5 Plastic details made of polyurethane, PUR15
8.2.3 Assembly
The mechanical parts are mounted in the steel frame with screws in the same way as
described in Concept Refinement. The steel frame is then attached to the bottom shell
with embedded screws not to scratch the surface where the dispenser is placed. The
plastic parts are assembled through the use of edges and pockets with a wrap-around
surface with 10 mm height (figure 8.6). The flange from the top shell is downwards in
order not to cause shadows and an unnecessary visible split line. The overlapping
surface is enough for the top and bottom shell to stay assembled.
15
www.prototal.se
69
Result
10 mm
Figure 8.6 A flange of 10 mm around the plastic shell to fixate the top shell.
8.2.4 Test and evaluation
The prototypes are assembled and tested in realistic conditions. The roller mountings
are lubricated with grease for a smoother motion. The opening geometry, both the
distance between the upper and bottom wall as well as the angled surface works without troubles and the tolerances are good. Refilling the dispenser with napkin rolls
might be tricky but that was expected. The top and bottom plastic shells fit together
perfectly and can easily be placed on top of each other. Small flanges make it go into
place. The function is good, the napkins are presented well and dispensed one at a
time. This makes customer interaction good, the napkins are visible and with a correct
placement it is intuitive what to do. Colour and finish of the dispensers are good, a
high finish make the dispenser easy to clean from dust and fingerprints. The dispenser
has a natural weight which makes it stable when pulling napkins due to the mechanical parts inside and the steel frame. The design is different compared to existing dispensers but well accepted and perceived as fun and interesting.
8.3 Showroom
Seven prototypes are made in the colours black, white, red, green and aluminium
(figure 8.7 – 8.11).
70
Result
Figure 8.7 Black
71
Result
Figure 8.8 White
Figure 8.9 Green
Figure 8.10 Red
72
Result
Figure 8.11 Aluminium
The double napkin rolls have made the dispenser larger but the footprint and the
height is still smaller than competitor products (figure 8.12).
Figure 8.12 Dimensions
8.4 Further recommendations
Some aspects on the final product are left undeveloped, such as the opening of the
dispenser and the loading of napkin rolls. A top hat opening might not be the easiest
opening solution when relating to customer needs and ergonomics. The size of the
prototype dispenser can be adjusted through elimination of the steel frame: the mechanical parts can be mounted straight onto the plastic shell. A higher capacity of the
73
Result
dispenser could also be an option for further development that would make RollNap
more unique on the market. A higher capacity could be obtained with more napkin
rolls and an automatic roll change. The prototype also needs a thorough investigation
when it is in use at the target market. Features such as colours and material finish
needs to be matched against realistic results from observation. Trimming and an evaluation of the mechanics is also recommended when developing RollNap as a final
product.
74
9 Discussion
The result of the project and the chosen methods will be discussed in this chapter.
This includes fact gathering, a morphological matrix and list of specifications, prototype building and limitations made throughout the project.
The aim with this project is to redesign RollNap, an existing napkin dispenser on the
North American market. The redesign includes functionality and design and the result
is a working prototype with a realistic expression. The project has followed a method
based on Ulrich and Eppinger (2008). It is a well known method suitable for product
development of consumer products. Gathering of fact is according to the method
which involves interviews and benchmarking. Eight single interviews and one focus
group interview are carried out and they work as a base, together with a benchmark,
for the specifications. The interviews are on a qualitative basis in order to obtain trust
with the person interviewed and thereby find the latent needs. According to Ulrich
and Eppinger this covers approximately eighty percent of the actual customer needs
(figure 9.1). The benchmark is performed on similar products selected on the criteria
capacity, target market and placement. If other products were to be included in the
benchmark the result would be diverse.
Figure 9.1 Percentage of customer needs as a function of the number of interview sessions 16
16
Ulrich and Eppinger (2008) p.57
75
Discussion
The market research and interviews are carried out in London which is believed to
resemble the North American market. The markets are similar but not the same and
these differences are hard to find without a thorough knowledge in market research. A
quantitative survey aimed at the North American market could give the answer to
several of the differences but due to time limitations this was not performed.
At some stages in the project it has been necessary to include different methods or
adjust the current method. An example of this is the use of the list of specifications.
The project includes very different fields of study and it is not always possible to
evaluate against the specifications. Manufacturing and time limit have been the decisive factors for several decisions. The list of specifications has mainly been working
as a guideline throughout the project instead of an evaluation tool. The morphological
matrix is a method for combination of concepts that is specifically suitable on technical problems. Therefore this method is chosen for this project. The sub-solutions
and concept combinations are based on theoretical assumptions instead of testing,
hence there are many crossed-out concepts. If the concepts were tested with mock-ups
perhaps different combinations would occur. Building prototypes is a valuable tool
used frequently in the project and with great result for both visualisation and evaluation. It has also worked as a milestone for the team members and interested parties in
the project, for example with the working prototype.
For a good result of the project it was decided to divide the problem and thereby focus on specific areas instead of the whole. This decision was made when half of the
project had passed. Breaking the perforation is of outmost importance and so is the
feeding of the paper. These are crucial functions for the dispenser to work. Areas that
are put aside for further development are design for manufacturing of the plastic shell,
an automatic change of napkin rolls and choice of materials. These functions are only
developed briefly for the prototype to work and to get a realistic expression. It is a
prototype and a concept product and a further development is necessary for implementation on the market. The design is based on market research, from the restaurant
manager and the end-users point of view. Added is also the authors’ interpretation of
interesting and attractive design. The product is not designed to be a part of a product
range of SCA although the core values of SCA and the TORK brand have been a
great part of the idiom. It is a challenge to base the design on market research and still
make it significant for the designers and this challenge was desired to take on by the
team.
Since the project is time limited it has not been possible to maintain the iterative process that sometimes is necessary in product development projects. Some decisions are
based upon theoretical assumptions without further investigation due to time limitations. A more iterative process in important phases could give trustworthy results that
have a solid base. The list of specifications and manufacturing has been the decisive
factors when an iterative process can’t be obtained.
76
10 References
10.1 Written sources
[1] Crilly, N, Moultrie, J & Clarkson, JP (2004). Seeing things: consumer response to
the visual domain in product design. Elsevier, Great Britain
[2] Dictionary.com (2010). (Electronic) Accessed on: <
http://dictionary.reference.com/browse/dispenser >. (2010-05-10)
[3] Färgpsykologi (2008). (Electronic) Accessed on: <
http://web.comhem.se/~u05800245/psyke.htm >. (2010-04-20)
[4] Georgia-Pacific (2010). (Electronic) Accessed on: < http://www.gp.com/ >.
(2010-02-20)
[5] Hägg, GM, Ericson, M & Odenrick, P (2008). Arbete och teknik på människans
villkor: Fysisk belastning. Prevent, Stockholm, Sweden
[6] Johannesson, H, Persson, JG & Pettersson D (2004). Produktutveckling: effektiva
metoder för konstruktion och design. Liber, Stockholm, Sweden
[7] Jordan, PW (1998). An introduction to usability. Taylor & Francis Ltd, London,
Great Britain
[8] Kimberly-Clark Professionals (2010). (Electronic) Accessed on: <
http://www.kcprofessional.com/us/ >. (2010-02-20)
[9] Landqvist, J (2001). Vilda idéer och djuplodande analys: om designmetodikens
grunder. Carlsson, Stockholm, Sverige
[10] Magne Holme, Idar & Krohn Solvang, Bernt (1997). Forskningsmetodik – om
kvalitativa och kvantitativa metoder. Studentlitteratur, Lund, Sweden
[11] Monö, R (1997). Design for product understanding: the aesthetics of design
from a semiotic approach. Liber, Stockholm, Sweden
[12] Pahl, G, Beitz, W, Feldhusen, J (2007). Engineering Design: a systematic approach. Springer, Berlin, Germany
[13] San Jamar (2010). (Electronic) Accessed on: <
http://www.sanjamar.com/pls/enetrixp/!stmenu_template.main >. (2010-02-20)
[14] SCA Hygiene AB (2010). (Electronic). Accessed on: < www.sca.com >. (201002-20)
77
References
[15] Schulz, P (2008). PUR I praktiken. No.10 part 2 (Electronic). PDF-format. Accessed on: < http://www.plastnet.se/iuware_files/user/plastnet.se/pur.pdf >.
(2010-04-04)
[16] Tork USA (2009). (Electronic) Accessed on: <
http://www.torkusa.com/Default.aspx?id=10623 >. (2010-04-20)
[17] Ulrich, KT & Eppinger, SD (2008). Product Design and Development. McGrawHill, New York, USA
10.2 Personal references
Brown, Eric, staff, Starbucks Earl´s Court Road, interview February 12 2010
Fitzgerald, David, staff, Marks & Spencer Marble Arch, interview February 11 2010
Harris, Christine, catering manager, Marks & Spencer Marble Arch, interview February 11 2010
Kerr, Steward, catering manager, University of London Senate House, interview February 10 2010
Kite, Christina, staff, Aramark Ltd JP Morgan Aldermanbury, interview February 12
2010
Petersen, Jane, catering manager, Aramark Ltd JP Morgan Aldermanbury, interview
February 12 2010
Webb, Louise, restaurant manager, Ed´s Easy Diner, Ed´s Trocadero, interview February 10 2010
Wilkins, Keith, catering manager, University of London International Hall, interview
February 10 2010
10.3 Image references
Figure 1.1. SCA net sales per business area (2008). SCA Hygiene AB (Electronic).
Accessed on: <http://sca.com/en/About_SCA/Our_business/>. (2010-05-06)
Figure 1.2. SCA logotype. Aktier and Stuff (Electronic). Accessed on:
<http://aktierandstuff.blogg.se/images/2009/sca_27635767.gif>. (2010-05-06)
Figure 1.3. Tork logotype. Brands of the world (Electronic). Accessed on:
<http://www.brandsoftheworld.com/brands/0012/7826/brand.gif >. (2010-05-06)
Figure 1.4. RollNap dispenser. Tork Usa (Electronic). Accessed on:
<http://www.torkusa.com/upload/9__Region__US/Homepage%20Images/Category%
20Previews/Dispensers-RollNap-21GR.jpg>. (2010-05-06)
Figure 2.1. Example of the interpretation of customer needs. Ulrich, KT & Eppinger,
SD (2008). Product Design and Development.
Figure 2.2. Example of a morphological matrix. Pahl, G, Beitz, W, Feldhusen, J
(2007). Engineering Design: a systematic approach.
78
References
Figure 2.3. Example of concept scoring matrix. Ulrich, KT & Eppinger, SD (2008).
Product Design and Development.
Figure 3.1.SCA Xpressnap Stand Model. Tork Usa (Electronic). Accessed on:
<http://www.torkusa.com/Pages/ProductsServicesLight/ProductItemLight.aspx?id=41
039 >. (2010-02-01)
Figure 3.2. Kimberly Clark Scott Mega Cartridge. KC Professional (Electronic).
Accessed on: <http://www.kcprofessional.com/us/images/products/98908.jpg>.
(2010-02-10)
Figure 3.3. Georgia Pacific EasyNap Tower Dispenser. GP Professional (Electronic).
Accessed on: <http://www.gppro.com/_img/_products/easynap_tower.jpg>. (201002-01)
Figure 3.4. San Jamar Venue Stand Model. Serve-U (Electronic). Accessed on:
<http://www.sanjamar.com/pls/enetrixp/!stmenu_template.main?complex_id_in=190
5670.1915380.1915380.2498057.cat >. (2010-02-01)
Figure 3.6. Anthropometric graph. Ergonomics4Schools (Electronic). Accessed on: <
http://www.ergonomics4schools.com/images/lzone/anthrograph.gif>. (2010-04.20)
Figure 6.15. A prototype of a camera made with SLA-technique. Prototal (Electronic).
Accessed on: <http://www.prototal.se/metoder-plast/sla > (2010-05-12)
Figure 7.2.Contemporary.
Origami shoes. Pleat farm (Electronic). Accessed on:
<http://www.pleatfarm.com/wp-content/uploads/2009/09/le-creativesweatshop_origami_shoes_3.jpg>. (2010-04-06)
Shelf. Emmas blogg (Electronic). Accessed on:
<http://emmas.blogg.se/images/2010/totem-2_73727506.jpg>. (2010-04-06)
Panton chair. Design-Literatur (Electronic). Accessed on: <http://www.designliteratur.de/blog/wp-content/vitra-panton-chair.jpg>. (2010-04-06)
Plastic Lounge chair. Flickr (Electronic). Accessed on:
<http://farm4.static.flickr.com/3323/3636089694_8c78251005.jpg>. (2010-04-06)
Norm 69 (lamp). Dansk design (Electronic). Accessed on:
<http://www.danskdesign.nu/images/norm69_white_l.jpg>. (2010-04-06)
Touch diamond (Mobile phone). Htc (Electronic). Accessed on:
<http://www.htc.com/uploadedimages/Gallery/HTC_Touch_Diamond/03_Camera.jp
g>. (2010-04-06)
Figure 7.3. Friendly.
Tulips by Koons. Flickr (Electronic). Accessed on:
<http://www.flickr.com/photos/davidgutierrez/2314368945/>. (2010-04-06)
79
References
Pantone spray. Curated cool (Electronic). Accessed on:
<http://curatedcool.com/wpcontent/uploads/2009/09/Nico189_pantone_spray_paint2.
jpg>. (2010-04-06)
Margrethe bowl. Amazon (Electronic). Accessed on: <http://ecx.imagesamazon.com/images/I/31VR29DNBXL._AA300_.jpg>. (2010-04-06)
Knobs by Dieter Rams. Design museum London (Electronic). Accessed on:
<http://designmuseum.org/media/item/4828/-1/103_8.jpg>. (2010-04-06)
Brio building blocks. Belly Beyond (Electronic). Accessed on:
<http://www.bellybeyond.co.nz/site/bellybeyond/images/large/550x9999/BrioMagnet
icBuildingBlocks.jpg>. (2010-04-06)
Ergonomic lamp. Product reviews (Electronic). Accessed on: <http://www.productreviews.net/wpcontent/userimages/2008/02/mathmos-aduki-ni-portable-ergonomiclighting-solution.jpg>. (2010-04-06)
Lamp. Flickr (Electronic). Accessed on:
<http://farm1.static.flickr.com/152/413381742_31c6917b2f.jpg>. (2010-04-06)
Figure 7.4. Clean.
Waves. Flickr (Electronic). Accessed on:
<http://www.flickr.com/photos/nirvanasq/3479197364/>. (2010-04-06)
Waves in pool. Flickr (Electronic). Accessed on:
<http://www.flickr.com/photos/h19/252857651/>. (2010-04-06)
Pantone juice. Flickr (Electronic). Accessed on:
<http://farm3.static.flickr.com/2661/4025387528_e73f6f3f78.jpg>. (2010-04-06)
Kartell tables. A white room (Electronic). Accessed on:
<http://www.awhiteroom.com/productimages/Kartell-Jolly-table.jpg>. (2010-04-06)
Kitchen. Out in Home (Electronic). Accessed on: <http://www.outinhome.com/wpcontent/uploads/interior-design/2009/05/modern-kitchen-design-32.jpg>. (2010-0406)
Water drop. United states department of agriculture (Electronic). Accessed on:
<http://www.wsi.nrcs.usda.gov/products/images/wq_drop.jpg>. (2010-04-06)
Figure 8.5. Plastic details made of polyurethane, PUR. Prototal (Electronic). Accessed on: <http://www.prototal.se/metoder-plast/sla > (2010-05-12)
Figure 9.1. Percentage of customer needs as a function of the number of interview
sessions. Ulrich, KT & Eppinger, SD (2008). Product Design and Development.
80
11 Appendix 1 – Project Plan
81
12 Appendix 2 – Questionnaire
12.1 Restaurant managers
Managers, Buyers, Decision-makers (company image, budget)
Age
Male/Female
Number guests per day
Busiest time of the day
What napkin dispenser/napkins do You use today? Quality, estimated cost
Why did You choose these napkins?
What do You like about the dispenser/napkins? What do You dislike about the dispenser/napkins? Why?
In what way did the napkin quality influence your decision? Quality, perforation, the
overall look etc.
In what way did the aesthetics influence Your decision? Napkin, napkin dispenser
What impression would You like Your napkin dispenser system / Your napkins to give
to Your customers?
What issues did You consider when purchasing Your napkin dispenser system? Capacity, logistics, storing, simplicity, cost savings etc.
Have You used any other system previous to the one currently used?
- If yes: Which kind? What made You change?
What improvements would You like to make to Your napkin dispenser/napkins? In
general? Design, function, ad-a-glance, logotype, print
Do the napkins or/and the dispenser get damaged by its surroundings? Water, dirt,
wind etc.
Do You ever get customer complaints about Your napkin dispenser system?
- If yes: What are they about?
- If no: Why do You think not?
Is capacity an important matter when it comes to napkin dispensing? To napkin refill?
83
Appendix 2 - Questionnaire
Would You like Your dispenser to have a key lock? Why/Why not?
What features would You like Your dream dispenser / Your dream napkin to have?
12.2 Restaurant Staff
Café, Canteen, Restaurant employees (function, maintenance)
Age
Male/Female
What is Your assignment?
For how long have You worked within this profession?
How do You experience the existing napkin dispenser system? Rank 1 - 5 (1=worst
possible, 5=best possible)
What do You like about this system? What do You dislike about this system? Why?
What improvements would You like to make to the napkin dispenser systems? In
general? Design, function
Can You walk us trough a typical session using the product? Refill, cleaning etc.
How often do You refill the dispenser? Do You use one or two hands?
Do You refill before running out of napkins?
Is capacity an important matter when it comes to napkin refill? To napkin dispensing?
When You refilled the dispenser for the first time, did it take long for You to understand how to do?
- If yes: What was the problem about?
- If no: What made it easy?
Do the napkins or/and the dispenser get damaged by its surroundings? Water, dirt,
wind etc.
Do You ever move the napkin dispensers? When cleaning, closing etc.
Do You ever get customer complaints about the napkin dispenser system?
- If yes: What are they about?
- If no: Why do You think not?
Would You like Your dispenser to have a key lock? Why/Why not?
What features would You like the dream dispenser to have?
84
Appendix 2 - Questionnaire
12.3 Restaurant customers
Users (function, feeling)
Age
Male/Female
Do You think this dispenser is easy to use?
- If yes: In what way?
- If no: Why not?
What do You use your napkin for?
Do You think this dispenser (RollNap)…
… is hygienic? Why?
… is good looking? Why?
… have the right kind of napkins? Why?
… fits into its surroundings? Why?
How would You like your dream napkin to be dispensed?
How would You like your dream napkin to be like? Large, small, square, printed, colour, quality etc.
85
13 Appendix 3 – Interview guide Focus Group
Focus Group
Age
Male/Female
Occupation
What do you think of dispenser napkins? Starting question to warm up.
What are your first impression / association with this product?
What are your impressions about how RollNap works?
- Try to pull off a napkin.
- Try to open.
- Try to refill.
What advantages / strengths do you see with this dispenser?
What disadvantages / weaknesses do you see with this dispenser?
- Why?
Does it look hygienic to you?
- Why / Why not?
Does it feel intuitive to you?
- Why / Why not?
What problems do you meet when grabbing napkins? With RollNap, in general.
87
14 Appendix 4 – Observation guide
Environment & Observation
Type of restaurant (restaurant, café, cafeteria, quick stop, canteen, catering, theatre)
Placement (where is the dispenser located, what dispenser system is used)
Hygienic (the overall impression of the restaurant, of the dispensers)
Colours and materials (used in the restaurant, furniture etc.)
Layout (of the restaurant)
Users (age, gender, purpose etc.)
Usage (number napkins, purpose of usage etc.)
Difficulties (grabbing a napkin, finding the dispenser etc.)
Napkins (stuck in the dispenser, wrinkled etc.)
89
15 Appendix 5 – Customer statements
Topics
Cost
Napkin
Customer Statement - Managers
Interpreted Need - Managers
We want to get value for our money because we The napkins have a reasonab le quality
use so much.
according to cost.
We have to consider napkins as a cost and if
The napkins have a low cost.
you can keep the costs down it's good.
The napkins are dispensed in a way so that
To grab a stack is not good for any business.
customers take less.
3 or 4 smaller ones - 1 or 2 of the bigger - it is a The napkins have a size according to cost and
balance of cost savings.
usage.
That is something we need to keep an eye of as
a manager. Napkins are really money for
The napkins have a low cost.
nothing.
The napkins have the quality you expect for the
Quality is fine, better quality is too much money.
money.
Before it was more cost driven so the napkins
The napkins have a good size according to cost.
were slightly smaller.
Wouldn't work with a logotype on the napkins
because Aramark has one and JP Morgan
another.
If we had a better quality on the napkins people
would probably take more, maybe to have at
their desk in their office.
I'm sure that the size of napkins does have
something to do with how many you take.
You only worry about the napkins at Christmas.
Print is unnecessary. It's a waste of money,
people are going to wipe their face with it.
Looks like hanging of a toilet roll if it's trashy.
People would take as much even with higher
quality.
Customers expect these napkins.
The look of the napkin suit all involved.
The napkins serves the purpose and do not
exceed expectations.
The napkins have the appropriate size for its
purpose.
The napkins serve a greater importance at
special occasions.
The napkins have a look according to cost and
purpose.
The napkins always feel like napkins.
The quality of the napkin is sufficient for its
purpose.
The napkins have the right features for the type
of restaurant it is for.
The napkins serve its purpose.
The napkins serve an important function.
As long as they've got a napkin it is good.
Napkins are necessities.
The impression of the canteen is combined with
The napkins are appropriate for the restaurant.
the impression of the napkin.
The napkins have a quality well enough for its
People take more when quality is low.
purpose.
For better places it is important with company
The napkins are an image b uilder.
image so therefore better napkins.
91
Appendix 5 - Customer Statements
Napkins with logo raise profiles.
The napkin just serves a function.
Quality is OK concerning the business.
With thinner and smaller people tend to take
more. With bigger and thicker probably less.
Refill
See-through dispenser helps the staff to see
when to refill.
Fill it up in the morning and that will get them
trough the day.
Doesn't need to be full because they fill up so
often.
It is practical for us (semi opaque).
One fill is enough for one service.
RollNap
RollNap is a bit like toilet paper isn't it?
The quality of RollNap napkins reminds of toilet
paper.
The napkins have a nice look to raise profile of
the restaurant.
The napkin serves its purpose.
The napkin quality matches the b usiness.
The napkins have an appropriate size and
thickness.
The dispenser helps the staff to see when to
refill.
The dispenser only needs to b e refilled once a
day.
The dispenser has a capacity that fits the
restaurant.
The dispenser helps the staff to see when to
refill.
The dispenser holds enough napkins for one
service.
The napkins look like napkins.
The quality of the napkins are good.
The napkins from the roll feels like normal
napkins.
You expect something as long as wide as this
The napkin has the right size of what you
(RollNap).
expect.
In this way you are only going to touch the ones The dispenser allows the customers only to
you are going to use.
touch the ones they will use.
Pulling down is not good, your hands bump into The napkin is pulled off from the dispenser
the table.
without any troub le.
It is a problem when napkin is not presented.
The dispenser presents the napkin well.
The dispenser and napkins fits the restaurant
Toilet roll holder doesn't relate to food.
and its interior.
Maybe an automatic could be better, faster.
The dispenser has a quick dispensing.
Refilling RollNap would only take a couple of
The dispenser is easy and quick to refill.
seconds, no problem to do that in busy time.
The roll reminds me of toilet paper.
Ads
Sometimes we've made specials and made
small laminates to put on the dispensers but it
looks like shit.
The dispenser looks good with and without
advertisement.
If you had an interchangeable (ad) it would be
good. You could put whatever you want in there.
The ads on the dispenser are interchangeab le.
If it was I, I would have something concerning
the environment.
It (ads) could be instead of free standing signs.
The restaurant can change ads on the dispenser
themselves.
The dispenser has room for ads.
Dispensing If people are stressed they might forget to tear of
The napkin always tears at perf.
the paper.
The napkins are torn off in a way that makes the
A trashy edge doesn't look good.
edge nice.
Some customers take more napkins than they
The napkins are dispensed in a way so that the
need but that is what it is. You can't control
customers only get what they need.
napkin use.
The dispenser dispenses one at a time so it is
Everything given away for free might make
an effort for the customer to take too many
people take more.
napkins.
92
Appendix 5 - Customer statements
It is beneficial to take one at a time - you take
less.
If you had grabbed a handful you would take
them.
Old people might have problems with the pull
and tear motion.
It is got to be efficient, its got to work well and
only one come out.
With closed off dispensers people tend to take
more than one because they get more.
You don't want to give the customer too much to
think about.
The dispenser is easy to use for old people.
The dispenser dispenses quick without a hassle.
The dispenser dispenses sufficient napkins to
each customer.
The dispenser is easy to use.
The dispenser is working well for the customers.
More effort with taking a napkin means people
take less.
The dispenser dispenses one at a time.
If you have got the volume and the margins this
might be good (Xpressnap, EasyNap etc.).
The dispenser prevents the customers from
touching other napkins.
The dispenser prevents people from stealing
napkins.
The dispenser capacity suits the need of the
restaurant.
Customers might think that the napkins are
used if the dispenser is dirty.
It sterilizes it (washing up in the dishwasher).
The dispenser is easy to clean and gives a
feeling of cleanliness.
The dispenser is easy to clean and sterilize.
Important that the dispenser suits the theme.
The dispenser matches the interior of the
restaurant.
Better to count on napkin theft than have a lock.
Design
The dispenser avoids multi dispensing.
The dispenser must be user-friendly.
People can touch a handful when they take one.
Clean
The dispenser dispenses one at a time.
Maybe the dispenser could be made of
something that looks like wood but is plastic,
that would be something different.
A more upright dispenser could go anywhere, at
the soup station, at the coffee station because
it's not so bulky.
An image company with high profile like
McDonalds would like something more fresh
and different.
It gives a feeling of cleanliness (dark colours).
Keep the environment off, have them (the
napkins) covered.
Vertical take up less space.
The bright colours look cheap, mcdonaldish.
Colours got to fit the environment it is for.
The whole idea about having something vertical
instead of across is good.
High Capacity would look stupid, aesthetics is
important.
It is important that it blends in.
You need to be practical stay with only one
colour.
93
The dispenser has a new and different look.
The dispenser has a shape that fits into different
stations in the restaurant.
The dispenser has a fresh and different design.
The dispenser has a colour that gives a feeling
of cleanliness.
The dispenser protects the napkins from the
environment.
The dispenser has a small footprint b ut still high
capacity.
The dispenser colour reminds of something
elegant and stylish.
The dispenser colour matches the interior of the
restaurant.
The dispenser has a small footprint.
The dispenser has a good-looking design.
The dispenser fits the interior.
The dispenser has discrete colouring.
Appendix 5 - Customer Statements
It is very customer focused and you don't want
the till to be too clogged down.
It just lies there and does nothing (rectangular
dispenser).
A good looking dispenser is the dream.
The dispenser has a sleek design and small
footprint.
The dispenser has a interesting and vib rant
shape.
The dispenser is good-looking.
Not many restaurants have their interior in black. The dispenser fits the interior of the restaurant.
Biodegradable is good. The environment is
important.
The problem with napkins outdoor is the wind.
Sometimes it is hard to clean under the
dispenser.
The dispenser is made out of b iodegradab le
material.
The dispenser protects the napkins from the
wind.
The dispenser is easy to move.
94
Appendix 5 - Customer statements
Customer Statement - Focus Group
Napkin
RollNap
The shape on the napkin doesn't have to be
square or rectangle. It could be a rhomb or
something else. You're quite used to napkins
being folded in different ways so the shape
doesn't matter that much as long as it doesn't
look scruffy.
Printed napkins don't feel that environmental
friendly.
I want my napkin to be "green" but it has to be
soft as well.
I want my napkin to protect the cutleries from the
tray.
You always take more napkins than you need
because you don't want to go again.
Wrinkled napkins don't look good.
The size on the RollNap napkins is enough.
The black colour on the dispenser doesn't feel
fresh. It feels a bit industrial and doesn't relate to
food.
The font on the dispenser feels a bit industrial
and doesn't relate to food.
The joint told me how the lid would open.
The dispenser looks clunky and ugly.
The lid looks to big on the sides.
It doesn't feel stable.
It feels a bit unfresh with the opening. Like
someone can put things there.
Pulling down feels a bit toilet.
I didn't think when I opened it. I just pushed it
open.
I like that it's easy to load.
I like that the slots are in a different colour than
the rest of the dispenser. It makes it easy to
understand how to refill.
I was scared it would break when I opened it.
The size on the RollNap napkins is quite odd.
It's not practical to pull down with RollNap
because you'll put your hand in the food on the
tray.
The trashy end on the napkins from RollNap
don't look good.
Dispensing You don't want napkins that have been outside
the dispenser, they are gross.
It's important that it's not a hassle to get the
napkins, you don't want to hold up a queue.
It's important that you don't get more napkins
than you need.
I would like to feel when to pull of the napkin.
With a hint of resistance it would feel more like a
napkin is coming out.
95
Interpreted Need - Focus Group
The napkin has an appealing shape.
The napkins give an impression of
environmental friendliness.
The napkins are soft b ut still environmental
friendly.
The napkin is b ig enough to hold cutleries
without them touching the tray.
The dispenser is easy to locate and is placed
close to the customer.
The napkins are flat when dispensed.
The napkin has an adequate size.
The dispenser has a colour that relates to food
and gives a feeling of freshness.
The text and font on the dispenser feels fresh
and relates to the restaurant.
The dispenser shows off how to open.
The dispenser looks good and light.
The dispenser has a slim design.
The dispenser looks and is stab le.
The dispenser is closed and prevents people
from sab otaging the napkins.
The dispensing movement feels like dispensing
a napkin.
The dispenser is intuitive when opening to refill.
The dispenser is easy to refill.
The dispenser is intuitive and educational when
refilling.
The dispenser feels stab le and solid when
opening.
The napkins have a familiar size.
The dispenser dispenses so that the customers
hand doesn't b ump into anything.
The napkins have a straight edge after
dispensing.
The dispenser protects the napkins until taken
b y the customer.
The dispenser is easy, intuitive and fast to use.
The dispenser dispenses only the amount
needed.
The dispenser gives a feeling of when one
napkin is dispensed.
Appendix 5 - Customer Statements
I couldn't see the perforation so I didn't know
when to tear off.
The napkin and the dispenser show when to
tear.
There is enough space for the hand to pull off a
napkin.
I don't understand when to tear off.
There is not enough space to pull down.
Design
The perforation is clear and visib le.
I normally go on intuition when I'm open things.
The dispenser is intuitive to open.
Like on a mobile phone, I let my hands just do it.
Metal is good but it easily get stained with
fingerprints.
96
The dispenser doesn't show fingerprints.
Appendix 5 - Customer statements
Customer Statement - Staff
Napkin
Quality doesn't affect people taking more or less. The napkin has the right quality.
These bastards at this places takes too many
napkins.
Napkins depend on the menu.
Refill
Interpreted Need - Staff
It can be stressful so we make sure we have
extra napkins just in case.
The other half of the pack of napkins is under the
till, waiting.
All the time you have to check if there are
napkins left so you don't run out.
Very good to see into the dispenser when it is
empty
You know when to refill with see-trough plastic.
Only one refill per week could be hard because
you don't know the demand of the customer,
maybe one week a lot of customers and a menu
that takes a lot of napkins
Sometimes it is a bit tricky to load the dispenser,
you have to hold them, push the spring and get
the napkins down.
To make sure that we'll never run out of napkins
we always got a back-up, like an extra set of
napkins.
It would be really good if I didn't have to refill
more than once a week.
The dispensers are constantly empty when not
supervised
RollNap
Black is good because you wouldn't see the
fingerprints.
Ads
With ad-a-glance people would get extra
information when the pay.
Ads could be good if they were crossed with
M&S Plan A for the environment.
One problem is that people don't read signs.
The napkins are dispensed one at a time.
The napkin works with different types of food.
The dispenser has the right capacity for the
restaurant.
The dispenser has a large capacity.
The dispenser has a appropriate capacity for the
service.
The dispenser helps the staff to see when to
refill.
The dispenser helps the staff to see when to
refill.
The dispenser can b e refilled at any time.
The dispenser is easy to refill.
The rolls of napkins are easy to store.
The dispenser has a large capacity that lasts for
a week.
The dispenser has high capacity and dispenses
one at a time.
The dispenser doesn't show fingerprints.
The dispenser gives information to the
customer.
The restaurant can change the ads on the
dispenser.
The dispenser has text that is clear, visib le and
easy to read.
Dispensing If the dispenser takes more time people get
embarrassed because it takes time so they take The dispenser dispenses napkins one at a time.
less, the queue lines up behind them.
The dispenser express to customer to only take
It's not their money so they are wasting with it.
what they need.
They might just throw them away, they should
The dispenser express to customer to only take
take what they need.
what they need.
People just want to take their food and go back
The dispenser is fast and easy.
to their desks and work.
We have interfolded napkins but people still take The dispenser dispenses one at a time and
a lot of napkins.
express to the customer to only take one.
People would definitely take more if they (the
The dispenser controls the amount of napkins
dispensers) where moved away because no
given to the customer.
one would see.
97
Appendix 5 - Customer Statements
Not very hygienic when people run through the
stack.
The dispenser is closed so that customers can't
touch more than their own napkins.
The dispenser doesn't give the opportunity to the
It gives the opportunity to take too many napkins.
customer to take more than they need.
Has to be fast and quick.
The dispenser is fast and quick.
Clean
Grey colours don't look clean even though you
clean them often.
Metal is easier than plastic to keep fresh and
clean.
Plastic is easier to clean, a lot more hygienic.
Design
All the way through, all the things give an
impression to the customer. Very important it is
a good impression.
Dark colours looks more hygienic.
Removing napkins from the till would be good, it
lines up when people take a napkin, swipes
their card and so on.
The dispenser has a colour that looks clean.
The dispenser is easy to keep fresh and clean.
The dispenser is easy to clean and keep
hygienic.
The dispenser gives a good impression to the
customer.
The dispenser has an hygienic looking colour.
The dispenser can b e placed at different
stations.
You need to see customers at the till, need to
have space and air.
The dispenser has the appropriate height not to
hide the customer when standing on the
counter.
That's the last thing you want them to think
(similarity to toilet roll).
The dispenser relates to a napkin dispenser.
It is too bulky and big for the place at our till.
The dispenser has a sleek design that fits the
environment where it is placed.
It is an image produced on us if the place is
untidy or not clean.
It's just not the dispenser or the quality of the
napkins, it's the education of the people.
It should be a neutral colour, black goes with
everything.
98
The dispenser gives the impression of tidiness.
The dispenser educates the people to take the
right amount of napkins.
The dispenser has a neutral colour to b lend in.
16 Appendix 6 – List of specifications
16.1 Dispenser
99
Appendix 6 - List of Specifications
16.2 Napkins
100
17 Appendix 7 – Metrics
101
Design
Alias
Manufacture
Assembly / Adjustments
Brainstorming
Evaluation 3 concepts
Prototype development
Prototype testing
103
SLA-order
PHASE 3 Final Concept
PHASE 2 Concept Development
PHASE 1 Research
1 concept
Presentation
w.11 w.12 w.13 w.14 w.15 w.16 w.17 w.18 w.19 w.20 w.21 w.22 w.23 w.24 w.25
Refined project plan phase 2 and 3
18 Appendix 8 – Modified Project Plan
19 Appendix 9 – Spring calculations
The desired brake force is 3 N. With two springs, one on each side, the brake force is
divided and each spring should give the pressure of 1,5N. Maximum force K is obtained at the upper position and minimum force K is obtained in the lower position,
hence calculations are based on 00 brake lever arm. Construction constraints and assumptions are made to base the calculations:

Brake lever arm 100 mm

Maximum angle 200

Minimum angle -200

Xmin = 7 mm

Xmax = 25 mm
Figure 10.1 Maximum and minimum position of the brake with six different spring positions
105
Appendix 9 - Spring calculations
Figure 10.2 Brake in neutral position with desired brake force K and spring force F
𝐹=
100𝐾
100 − 𝑦
𝐹𝑠𝑝𝑟𝑖𝑛𝑔 = −𝑘𝑥
|𝑘𝑥| =
100𝐾
100 − 𝑦
It is found that position five and six are to be aimed at depending on dispenser geometry:
Position 5
Position 6
𝑦 = 70 𝑚𝑚
𝑦 = 65 𝑚𝑚
𝐹 =5𝑁
𝐹 = 4.3 𝑁
𝑥 = 21 𝑚𝑚
𝑥 = 25 𝑚𝑚
𝑘 = 0.48 𝑁/𝑚𝑚
𝑘 = 0.40 𝑁/𝑚𝑚
The requirements for the two positions are very similar hence a mix of them both is
chosen for the matching spring.
106
107