case-study of design and business

THE UNIVERSITY OF THE ARTS

MASTERS OF INDUSTRIAL DESIGNCASE SERIES Vol.01

84% 80% 50% 24% 32%

not in theirdream job

do not think their job is fun

satis�ed with their job

feel they can do a better job than their boss

call in sick when they were not

U.S. employee workplace statistics

U.S. employee statistics

CASE STUDY Vol.01 AMUNEALThis volume logs the first semester of a collaboration between the Master of Industrial Design (MID) department at the University of The Arts (UArts) and Amuneal Manufacturing, a metal fabrication company in North Philadelphia.

The UArts MID curriculum is founded on the principle that industrial design has potential beyond the typical scope of objects, aesthetics and function. We see design as a collaborative discipline with the potential to address policies, social initiatives and entire systems. Design thinking allows us to approach complex challenges that engage in the social, spatial, technological and environmental issues of our time. By using the tools of design: observation and analysis, prototyping and presenting, dialogue and feedback, MID@UArts hopes to go beyond linear approaches to problem solving.

In order to survive the current economic crisis, many companies and organizations are pressed to rethink their business models. Design can play a critical role in organizing and facilitating such changes. In order to secure longevity and sustainable growth, Amuneal entered into a partnership with MID@UArts to help the company become more transparent and productive. This project was initiated in the Fall of 2008 and is being led by a team of five students with previous training in design, engineering, sociology, marketing and science. Using design thinking methods and practices as a new management tool, the MID@UArts team uses a multi-disciplinary, collaborative model of design which is explored through application on business organization.

MID methods for redesigning industry

Facilitating CollaborationUnderstanding PeopleEthnographingAction ResearchPrototypingDesigning InformationMappingStory TellingScenario Building

Tota

l Im

por

ts o

ver

12m

onth

s ($

bn)

Fig.5.5: Increasing American Imports 1982-2006

USA

China

1985 1990 1995 2000 2005

0

750

1000

250

500

1250

1500

1750

2000

Tota

l Exp

orts

ove

r 12

mon

ths

($b

n)

Fig.5.4: Increasing Chinese Exports 1982-2006

USA

China

1985 1990 1995 2000 20050

750

1000

250

500

1250

1500

01960 1970 1980 1990

Per C

apita G

DP

(thousands U

S$)

Fig.9.1: China’s GDP 1961-2003

2000

0.6

0.8

0.2

0.4

1.0

1.2

1.4

3.3%3.3%

5.4%5

State Unemployment Rates September 2008

6.1%

3.5%

3.4%

3.6%

4.3%

4.4%

4.4%

4.4%

4.8%

4.9%4.7%

5%

5.1%

4.1%

5.4%

5.3%

5.2%

5.6%

5.5%

5.5%

5.7%

5.7%

5.6%

6%

5.7%

5.8%

6.3%

6%

6.5%

6.4%

6.5%

7%

6.8%

7%

7%7%

7.2%

7.3%7.3%

7.3%

8%

7.6%

8.2%

9.3%9.3%

Employment by selected industry supersector, August 2008

4.0

3.0

2.0

1.0

0.0

-1.0

-2.0

-3.0

-4.0

-0.2

0.0

3.2

0.6

1.5

0.71.0

0.8

-0.8

-1.4

-0.3

-1.0

-0.2

-1.3

-1.9

-3.0

-2.4

0.10.4

1.7

United StatesPhiladelphia Metro Area

Perc

enta

ge C

hang

e

Educ

atio

nal a

nd H

ealth

Ser

vice

s

Prof

essi

onal

and

Bus

ines

s Se

rvic

es

Gov

ernm

ent

Leis

ure

and

Hos

pita

lity

Oth

er S

ervi

ces

Info

rmat

ion

Trad

e, T

rans

porta

tion,

and

Util

ities

Fina

ncia

l Act

iviti

es

Man

ufac

turin

g

Emba

rgo

Act o

f 180

7

Gre

at D

epre

ssio

n

Rece

ssio

n

3.3%3.3%

5.4%5

State Unemployment Rates September 2008

6.1%

3.5%

3.4%

3.6%

4.3%

4.4%

4.4%

4.4%

4.8%

4.9%4.7%

5%

5.1%

4.1%

5.4%

5.3%

5.2%

5.6%

5.5%

5.5%

5.7%

5.7%

5.6%

6%

5.7%

5.8%

6.3%

6%

6.5%

6.4%

6.5%

7%

6.8%

7%

7%7%

7.2%

7.3%7.3%

7.3%

8%

7.6%

8.2%

9.3%9.3%

Employment by selected industry supersector, August 2008

4.0

3.0

2.0

1.0

0.0

-1.0

-2.0

-3.0

-4.0

-0.2

0.0

3.2

0.6

1.5

0.71.0

0.8

-0.8

-1.4

-0.3

-1.0

-0.2

-1.3

-1.9

-3.0

-2.4

0.10.4

1.7

United StatesPhiladelphia Metro Area

Perc

enta

ge C

hang

e

Educ

atio

nal a

nd H

ealth

Ser

vice

s

Prof

essi

onal

and

Bus

ines

s Se

rvic

es

Gov

ernm

ent

Leis

ure

and

Hos

pita

lity

Oth

er S

ervi

ces

Info

rmat

ion

Trad

e, T

rans

porta

tion,

and

Util

ities

Fina

ncia

l Act

iviti

es

Man

ufac

turin

g

Emba

rgo

Act o

f 180

7

Gre

at D

epre

ssio

n

Rece

ssio

n

1958

PhiladelPhia, Pa

2008

PhiladelPhia, Pa

UArts MID Departmentdesigners with the skills and knowledge to help direct new business strategies for the modern global economy.

opportunities

Amuneal Manufactoring Corp.an expanding small business experiencing the uncertainties of succeeding in the global market.

Diverse BackgroundsCollaboration by our group, which is composed of 5 people from diverse backgrounds and experiences, allows for a rich investigation of a problem. We each approach working through an issue from a different perspective, providing the bennefit of a more holistic understanding of the issues and opportunities at hand. We see design as a mindset, rather than just a type of formal training.

19651986

19931999

workforce (people)

years2000

20032006

2008

20 40 60 80 100

Seymour Kam

ens starts Am

uneal, a producer of shielding to prevent electrom

agnetic interference in electronics, such as cockpit displays, pacem

akers and defibrillator pads. Seym

our Kamens dies of

cancer. Adam Kam

ens, his son, becom

es more

involved with Am

uneal.

Adam graduates college and inherits the business in

stages after turning 21. He Adam

starts in full-time in

sales. Amuneal struggles financially because of an

unsuccessful effort to branch into a new business.

Adam spends his days at m

eetings trying to win back

shielding business. For the first few years on his

watch, things didn't get better for the com

pany.

Adam looks for potential new

business at a trade show in

Chicago, w

hen he meets a store designer for Barneys.

She needed someone to m

ake custom bikini hangers and

clipboards for a store. This first comm

ission led to design and fabrication w

ork for several of the retail chain's stores, including Barney's N

ew York C

o-Op in SoH

o.

Amuneal's involvem

ent in fabrication grows.

Adam and a m

anagement team

oversees the business w

ith 40 employees and $5 m

illion in annual sales. Adam

is the only family official.

50 percent of Amuneal’s sales is now

from new

m

arkets, such as custom store fixtures, furniture, and

architectural metalw

ork. Sales have reached $7.5 m

illion. Virtually all of the growth is from

the business lines that Am

uneal has added in the last four years.

Amuneal now

employs a

workforce of 80, about a quarter

with art and design backgrounds.

Amuneal em

ploys about 110 people at three sites in the

city's Frankford section.

Amuneal has to release 25 w

orkers due to decreased sales stem

ming

from the global finicial crisis.

B

BA

AB A

B AB A

B A

A

B

BA

B

BA

A B

B

A

A BA

SPRING

GARDENGIRARD

BERKSYORK-DAUPHIN

HUNTINGTONSOMERSET

ALLEGYNEYTIOGA

TORRESDALECHURCH

MARGARET-ORTHODOX

CITY HALL

JUNIPER

13TH

11TH

8TH

5TH

2ND

Fern Rock

Transportation

Center

The University of The Arts

amuneal

Fraser Anne-Marie Gareth Rachael JustinScience Sociology Engineering Merchandising Design

19651986

19931999

workforce (people)

years2000

20032006

2008

20 40 60 80 100

Seymour Kam

ens starts Am

uneal, a producer of shielding to prevent electrom

agnetic interference in electronics, such as cockpit displays, pacem

akers and defibrillator pads. Seym

our Kamens dies of

cancer. Adam Kam

ens, his son, becom

es more

involved with Am

uneal.

Adam graduates college and inherits the business in

stages after turning 21. He Adam

starts in full-time in

sales. Amuneal struggles financially because of an

unsuccessful effort to branch into a new business.

Adam spends his days at m

eetings trying to win back

shielding business. For the first few years on his

watch, things didn't get better for the com

pany.

Adam looks for potential new

business at a trade show in

Chicago, w

hen he meets a store designer for Barneys.

She needed someone to m

ake custom bikini hangers and

clipboards for a store. This first comm

ission led to design and fabrication w

ork for several of the retail chain's stores, including Barney's N

ew York C

o-Op in SoH

o.

Amuneal's involvem

ent in fabrication grows.

Adam and a m

anagement team

oversees the business w

ith 40 employees and $5 m

illion in annual sales. Adam

is the only family official.

50 percent of Amuneal’s sales is now

from new

m

arkets, such as custom store fixtures, furniture, and

architectural metalw

ork. Sales have reached $7.5 m

illion. Virtually all of the growth is from

the business lines that Am

uneal has added in the last four years.

Amuneal now

employs a

workforce of 80, about a quarter

with art and design backgrounds.

Amuneal em

ploys about 110 people at three sites in the

city's Frankford section.

Amuneal has to release 25 w

orkers due to decreased sales stem

ming

from the global finicial crisis.

B

BA

AB A

B AB A

B A

A

B

BA

B

BA

A B

B

A

A BA

SPRING

GARDENGIRARD

BERKSYORK-DAUPHIN

HUNTINGTONSOMERSET

ALLEGYNEYTIOGA

TORRESDALECHURCH

MARGARET-ORTHODOX

CITY HALL

JUNIPER

13TH

11TH

8TH

5TH

2ND

Fern Rock

Transportation

Center

The University of The Arts

amuneal

Fraser Anne-Marie Gareth Rachael JustinScience Sociology Engineering Merchandising Design

Project Timeline

Visits to Amuneal

Amuneal Employee Visits to MID Studio

Presentations

Thoughts

Ideas

No Idea

First Impressions Brain Dump Venn Diagram Interviews Documenting Process Analyzing Data Intervention Planning Intervention Presentation

Early Formation of Ideas

Active Observation Interview Formation Interview Analysis of Interview Data Framing of Interview Data Intervention Development Intervention Refinement Intervention Implementation Amuneal Workshop Analysis of Recordings

Present Recordings Back

9

6

UArts MID & Amuneal

Amuneal

UArts MID

Building a Foundation

Action Research

Unloading Thoughts FramingObservations

Spark the Dialogue

Interviews

Empathic Research

Identifying Areas of Opportunity

Ideation Concept Communication

Forum for Conversation

Staff Presentation & Changing the Dynamic Observing Meetings

No Idea





9

6

UArts MID & Amuneal

Amuneal

UArts MID


Action Research


Spark the Dialogue

Interviews

Empathic Research





No Idea





9

6

UArts MID & Amuneal

Amuneal

UArts MID


Action Research


Spark the Dialogue

Interviews

Empathic Research





Visits to Amuneal

Amuneal Employee Visits to MID Studio

Presentations

Thoughts

Ideas

Table of Contents

ResearchBuilding a Foundation 4

TourAction Research 20

Brain DumpUnloading Thoughts 28Framing Observations 29

InterviewingSpark the Dialogue 38Empathic Research 40Interviews 41Indentifying Areas of Opportunity 57

Intervention PlanningIdeation 66Concept Communication 67

Intervention PresentationForum for Conversation 87

Presentation RefinementStaff Presentation 100Alternative Settings 103

Intervention ImplementationChanging the Dynamic 107Intervention Refinement 109

Future DirectionsWork in Progress 113

Research

3

Research is an important activity within the contextof design, but it’s important to understand that the value is in application, in answering “so what?”Jane Fulton Suri, Chief Creative Officer IDEO

4

When a new project begins, the initial research stage is critical to gaining an understanding of the client. Thorough research prior to the initial interaction with the company improves the dialogue with the staff. With proper research, future ideas and interactions will be fully developed and well informed.

Since none of our team had prior knowledge of the metal fabrication industry, we approached our case study investigation with Amuneal from a privileged “outsider” perspective. We had questions regarding Amuneal products, customers and market niche. In order to begin a working relationship with Amuneal, we needed to answer these questions accurately. Using business publications, design spreads, magazine articles and Amuneal marketing pieces, we researched history, technology, competitors, people and the brand. This initial research generated much confusion about the identity of Amuneal. We therefore needed to initiate deeper investigation into who Amuneal is by researching in the field.


Abstract

Frameworks Imperatives

Observations Solutions

Analysis Synthesis

Concepts

(insights) (ideas)

(Contexts) (Experiences)

Abstract

Frameworks Imperatives

Observations Solutions

Analysis Synthesis

Concepts

Problem Solving

ProblemSolvingProblem

Solving

Solution Selection

Design Methodsa description of our process

The design process is grounded in concrete analytical research done in observation. Such research must be guided by the understanding developed through direct interaction with customers and users.Developing empathy for those you research is crucial.

With the data generated from observation and research, the design process begins to make sense of the data that was collected, framing and reframing that data to extract nuggets, identify patterns, and ultimately develop a focus on what is most important to the user.

The design process moves to synthesizing a set of imperatives. These are defined as a description of the tangible benefits users will derive from design concepts/interventions.

The design process then moves into generation of concepts which are tested with users. The design team can come up with alternative solutions and a variety of mechanisms for soliciting feedback from potential users.

adapted from Innovation as a Learning Process: Embedding Design Thinking by Sara L. Beckman Michael Barry California Management Review

An Insight into AmunealAmuneal Manufacturing Corp., a second generation family-owned business, was established in North Philadelphia in 1965 by Seymour Kamens. Although it was founded to provide magnetic shielding products to the military, an encounter with Barneys New York at a trade show in 2000 presented Amuneal with the opportunity to explore high-end custom fabrication. Under current CEO Adam Kamens, Amuneal now produces a wide range of unique fabrications in metal, wood, plastic and glass. These can be found in retail stores, hospitality businesses and private residences. A team of 80+ employees at Amuneal has experience designing and fabricating multi-store fixtures, merchandise displays, architectural elements, railings and signage for customers including Anthropologie, Martin + Osa, Nintendo World Store, Soho House New York and Trump Entertainment.

1965 19851975 1995

workf

orce

(peo

ple)

years2005 2009

20

40

60

80

100

Amun

eal H

isto

ry 1

965

- Now

1965Amuneal is founded

in North Philadelphia to provide magnetic

shielding products to industrial and Military

Sector

1966-1980Amuneal continues

with magnetic shielding, expanding to a 3

facility, 100 employee corporation

1965 19851975 1995wo

rkfor

ce (p

eople

)

years2005 2009

20

40

60

80

100

1995-1998With the magnetic shielding industry changing, Amuneal explores new shielding markets, including numerous international installations

1999Amuneal extends their A&D department and begins partnership with Barneys in New York

1999-2008Amuneal continues to develop the Architectural and Design department in conjunction with the Magnetic Shielding department. Although the Metalforms Furniture line ultimately fails, the introduction of a laser cutter increases the capacity for A&D consultancy, which steadily increases over the decade

1998Amuneal launch their own line of furniture under the Metalforms Furniture line. The Architectural and Design department is also formed

The Boss

Amuneal case study #12474 - A refrigerated perfume bar for Barneys New YorkAmuneal collaborated with their long term client Barney’s to create this impressive feature for their Dallas, TX flagship store. The unique metal clad, blackened steel perfume bar is also refrigerated so that fragrance is stored at its optimal temperature.

Amuneal case study #1587 - Glass art boxes for the Park Hyatt in Washington DC.Amuneal partnered with Beletz Glass to engineer, fabricate and install these dynamic 12’ tall glass installations for the renovation of Washington DC’s Park Hyatt Hotel. This project was also a joint collaboration with Tonychi and Associates Design and Amanda Weil Glass studio.

Amuneal case study #12477 - Community TableCollaborating with Rockwell Group designers, Amuneal fabricated this 20’ long cherry wood table featuring an map of Toronto for Starwood Hotels

Amuneal case study #12468 - Martin + OsaAmuneal collaborated with the client and their design team to develop a unique branded look for this new retail concept.

Today our team logged our impressions, questions and ideas of Amuneal. Once we

go on the tour in a few days, we will never again have the same point of view as we

do right now, that of a complete outsider. We think it will be interesting to compare

our impressions of Amuneal before and after the visit. Since our team has very little

knowledge of fabrication companies, our team’s collective expectations are probably

what one thinks of a traditional fabrication company.

I’m excited for the tour of Amuneal to finally be able to put images of the place to the

name. I’m also interested to meet some of the people and see them at work. Since all of

our knowledge of Amuneal up until this point has been based on books, internet sources,

business journals and Amuneal marketing materials, the tour will be our first design

research practice. One item our group has discussed is that while we are touring, we

should note our observations of the sights, noises and even smells. Our observations

may provide helpful insight later on.

09.11.08When I first think of a metal fabrication factory, images of steel workers, oil, grease, sparks, noise, shouting, metal shards, welding, hammers, heat and fires all come to mind. Will Amuneal be like this?

20

After traditional research comes the action research phase. In contrast with traditional literature review, much of action research takes place in the field. Where else can you gain real knowledge, real perspectives and real empathy? By immersing ourselves in the environment under investigation, we gather data from the primary source.

In order to observe Amuneal in action, we asked for a tour of the company. The office, floor, engineers, designers, shippers and the fabricators were all working on their everyday tasks. While on a tour, narrated by our guide, we were conscious to not ask too many questions so that we could understand how the company presents itself.

No book or internet source can provide the designer with information more rich than a tour. Experiencing the sights, sounds and smells is crucial to getting into the proper frame of mind and understanding the minutiae of the company. We now had a substantial amount of data that we needed to process.

Action Research

design/engineer Connell Carruthers showing us a hydraulic table Amuneal was constructing

21

design/engineer Connell Carruthers showing us a hydraulic table Amuneal was constructing

22

People should think things out fresh and not just accept conventional terms and the conventional way of doing things. R. Buckminster Fuller

scenes from Amuneal that caused us to rethink our initial impressions of a metal fabrication company

23

The trip to Amuneal today was a real eye opener. The company is located in a very

poor area of North Philadelphia which I had long tried to avoid, and the barbed-wire

cyclone fence surrounding the premises didn’t enhance my opinion of the area. However,

the inside of the company strongly contrasted with the neighborhood. Amuneal was

nothing like I had imagined. The production floor wasn’t busy or dirty and the offices

didn’t consist of bland walls filled with cubicles.

Our official tour was led by Connell Carruthers, who first took us around the office

area. It was immediately apparent that the open office design contributed to a significant

noise level. As we walked through the space, we were introduced to a few members of

the staff. It was interesting to see how they worked. For the most part, their desks were

covered with papers and drawings. After visiting the loft, an area where some of the

engineers and planners work, the tour concluded with a brief run-down of the company

by the marketing specialist, Lisa Kranynk. We left with lots of data to discuss!

09.16.08It’s funny how pre-conceptions can be so wrong. The office was bright, open and relaxed. On the floor, there weren’t any sparks or shards of metal flying around.

Brain Dump

17

If we can design our way into difficulty, we can design our way out.John Thackara, Author In the Bubble

28

Unloading Thoughts

Recording data once it’s collected is just as important as collecting it in the first place. This is a unique stage in the process of beginning to explore common observations, themes and patterns. Thorough recording of data leads to more effective framing of observations for eventual imperatives.

With Amuneal, we started the collection of observations by using the brain dump strategy. This involved all members of the group recording their personal observations, questions and ideas within a fifteen minute period. The process allowed us to reflect on all the information we had soaked in without any self or group editing. Although note-taking and conversations are useful communication tools, they tend to build on previous thoughts. In contrast, our brain dump was dynamic. After our thoughts were down on paper, they could then be organized. We now needed to make sense of our observations, which sparked the idea to frame our observations into important categories within the business.

29

Sorting observations into categories allows identification of common themes and closer analysis of areas of interest. Design tools, such as concept maps and Venn diagrams, are helpful when defining categories. If an existing tool can not be applied to the collected data, we design our own to best filter and organize the information.

When filtering our thoughts from the tour of Amuneal, we explored the IDEO Venn diagram because the three larger categories (people, business and technology) parallel the three larger components of Amuneal as a business. We found that the interlocking areas of the IDEO Venn diagram were designed for product development, not business development; therefore, a redesign of the tool was necessary. The resulting Venn diagram is shown on the opposite page. We transferred our observations and questions from the “brain dump” onto post-it notes, so they could be placed in zones of our Venn diagram relating to the client’s needs. We found our observations to be mostly concentrated in two zones, emotional innovation and process innovation. Organizing our ideas helped us form our questions for future interviewing.

Framing Observations

ARE THERE OVERTIME INCENTIVES?

DO STAFF GET TRAINED?

ACTIONABLE KNOWLEDGE (GRAPHS?)

the UArts MID Process Venn diagram v.1

the UArts MID Process Venn diagram v.1

32

“The viability of design depends on its stakeholders’ conceptions, commitments and resources, which can be studied in order to inform design decisions.”Klaus Krippendorf, Professor of Communication University of Pennsylvania

Business(Viability)

Technology(Feasibility)

Emotional Innovation

Functional Innovation

People(Ability / Skills)

Experience Innovation

ProcessInnovation

UArts MID Process Venn Diagram

UArts MID Design Tool #1

33

UArts MID Process Venn Diagram

People Issues and Observations relating to employees or people in general

Technology Issues and Observations relating to Equipment, Machinery, Software and Hardware

Business Issues and Observations relating to the Business as an entity, the boss or Financial concerns

Emotional Issues and Observations encompassingInnovation both people and business concerns

Experience Issues and Observations encompassingInnovation both Business and Technology concerns

Functional Issues and Observations encompassingInnovation both People and Technology concerns

Process Issues and Observations encompassingInnovation all three zones of the Venn Diagram

Emotional Innovation is the area of opportunity linking people with business. By targeting this area we intend to vastly improve employee satisfaction, enhance inter-office communication, build trust between management and staff and empower employees with greater role responsibility.

Process Innovation is the zone of opportunity encompassing all major areas of investigation; People, Business and Technology. By targeting this area we intend to develop and enhance the processes by which Amuneal conduct their work.

Focal Points

EmotionalInnovation

ProcessInnovation

34

Interviewing

38

In business, employees possess a wealth of knowledge. Therefore, it is imperative to form a trusting relationship with the staff. We are mindful of the impression we leave our client with, so we take the time to introduce ourselves and are conscious about the tone we set through all interactions.

We were about to embark on interviews and possibly ask some sensitive questions. Therefore, we felt it was important to introduce ourselves to the Amuneal team. The introduction was an opportune time to begin to build trust with the employees.

The tone of our presentation to Amuneal was critical. They had had previous failures with business consultants, so we had to highlight our difference: we do not solve a problem with a solution, but rather, with a variety of concepts which are informed and adjusted by feedback. We decided being informal, yet professional, was the best way to make the staff feel comfortable. To translate this in our presentation, we made the decision to show Amuneal photographs of our work space while introducing ourselves in a conversational manner.

Spark the Dialogue

39

There are many organizations which have no idea what a “designer” offers, and have never used one; but for whom design thinking is looming as a coming dawn.Tony Golsby-Smith, CEO 2nd Road

40

Interviews are a fantastic opportunity to engage staff members and get primary-source data. In order to get the most valuable insight, we are considerate of our audience when formulating and conducting interviews. We consider the tone of questions, the location of the interview and the level of formality, all of which may have an effect on the responses we receive. It is important to develop empathy while remaining objective throughout the research phase.

When planning the interviews, we decided a more casual approach would be appropriate to encourage the staff to be candid in their responses. Therefore, our interview strategy consisted of asking mostly passive questions by investigating their workdays and interactions with other staff. We hoped that a conversation would develop and the staff would feel comfortable to divulge more personal issues. We divided the questions into three tiers: personal and background, communication and movement, and project-based.

Empathic Research

41

Interviews are one of the most important tools when investigating a business; no amount of knowledge acquired through book research can substitute for the valuable information that can be gained during a simple interview. Engaging the employees allows an internal perspective into the workings of the company; they are a rich source of knowledge about the daily processes within the business.

In an effort to gain further insight into Amuneal, we visited for two days to interview the Customer Delivery Teams and the Shared Resources staff. The customer delivery teams included the primary design staff, while specialized engineering and support staff made up the shared resources. We conducted the interviews in pairs. One person led the conversation while the other documented the interview and offered support. The following pages show the staff we interviewed, the interview process and staff roles/responsibilities.

Interviewing

Recognizing the need is the primary condition for design.Charles Eames, Industrial Designer

E1

Amuneal Break-Room

Amuneal Front Office

Heather F

Marc C

Lisa K

Chris G

Jory F

Adam C

Alex F

Connell C

Greg G

Owen McC

Dave B

Jenn B

Courtney H

Fraser and Rachael

Justin and Anne-Marie

Carl H-P Jenn B

Fraser and Anne-Marie

Rob A Courtney H Lisa K

Justin and Gareth

Jory F Adam C Chris G Heather F

Alex F Greg G Marc C Connell C Dave B Da

y 1

In

terv

iew

sD

ay

2 I

nte

rvie

ws

Interview Locations and Participants

JEN

CHRIS

CARL

photographs of CD team staff and their workplaces taken during the interviews

photographs of CD team staff and their workplaces taken during the interviews

HEATHER

LISA

CONNELL

DAVEGREGJORY

DAVE

Amuneal Customer Delivery Team Staff and Responsibilities

Adam K

Lead CDT1

Lead CDT2

Marketing

Support

Sales CDT 1

EstimatingProject ManagingEngineering

EstimatingProject ManagingEngineeringRenderingCustomer Visits

Branding

Sample Organization

ReportsSalesProject ManagingDesignCustomer Visits

Project ManagingEngineeringCustomer Visits

EstimatingProject ManagingEngineeringDesignCustomer Visits

EstimatingProject ManagingDesignRenderingCustomer Visits

Curt Jen CourtneyLisa Jory Marc Chris Adam C

CDT 2 Shared Resources

EstimatingProject Managing

EstimatingEngineeringDesign

EstimatingProject ManagingDesign

Engineering EngineeringEstimatingProject ManagingDesignCustomer Visits

EstimatingProject ManagingEngineeringCustomer Visits

EstimatingProject ManagingDesignRenderingCustomer Visits

Heather Owen Greg Dave Connell Alex Carl Rob The Floor

Interviews

a completed interview document from day 1 of the interview process

a completed interview document from day 1 of the interview process

These were the first interviews I had ever performed. I was astonished by the total

exhaustion I felt after performing three 45-minute interviews. The concentration

required to maintain a two-way planned conservation really tired me out. I wanted to

collapse on Monday night, and I did, until I woke up on Tuesday morning to do more

interviews.

The interview process went more smoothly than expected. Our estimation of the time

required to complete the interview was right on target. Everyone at Amuneal was

receptive to us being there, and the workers provided us with candid accounts of their

experiences at Amuneal. As we progressed through the interviews, we noticed that

some of our questions became redundant, so we edited them out. Some interviewees

actually commented on the cathartic experience of the interview process. I feel positive

that the workers are excited to see us there, and the more I interact with them, the more

I feel a responsible for making a difference.

10.30.08The exhaustion I felt after the interviews was well worth it. A few questions in particular provided our team with an extensive amount of data. I was expecting it to be more difficult to get the workers to open up.

Analysisof Data

57

Interviewing staff members creates a wealth of information that must be thoroughly analyzed. As previously described, a design methodology for analyzing data involves extracting common themes, patterns and opportunities. Once we identified these, we began framing them in the correct context to be reported back to the staff. Frequently, themes identified are common within similar businesses, so referencing published studies helps alleviate a clients potential anxiety.

Our interviews with Amuneal showed that certain themes were almost unanimous amongst Amuneal employees. To allow for time efficiency, we split investigating these themes into sections. The areas we investigated were: Research on Growing Businesses, Analysis of Income from the two CDT’s (because the project distributions were very uneven), and Flows of Communication. Our reflections had to be based on the facts, so we needed to carefully and thoroughly analyze this new data. We used this information to frame our next steps with Amuneal.


chatorganizebrain dump individuallybrain dump as a grouptalk over each others’ ideasfind common issueshighlight patternscircle themesarguelistenargueget more opinionsorganizeprioritize issues and themesmap common issuesmap flows of informationtalk about ideasreorganizepresent

Analyzing Data

1.2.3.4.5.6.7.8.9.

10.11.12.13.14.15.16.17.18.19.

18

Bottlenecks4

CommunicationGaps

3

CompanyDirection

4

Branding3

QuotingProcess

3

Pin-upSpace

3

Specialization2

ConstantInterruptions

3

CreativeOutlets

2

Organization3

Responsibility3

Training2

CDT 1 CDT 2 Shared Resources

Guidelines2

CompanyDirection

2

Specialization1

Bottlenecks3

CommunicationGaps

1

QuotingProcess

2


2

CreativeOutlets

1

Responsibility3

Training2Upward

Mobility2

Branding1

Bottlenecks3

CommunicationGaps

1

Branding2

QuotingProcess

1

Specialization1


2

Organization2

Responsibility3

UpwardMobility

2

Training1

Visual map of common issues expressed by CD teams and shared resources from interviews at Amuneal

This map depicts some of the main issues that arose from our interviews. It was clear that CD team 1voiced more concern about problems with communication and company direction than did CD team 2.

quotingMap of quoting: Many answers from our interviews led to an appreciation that problems arising during the quoting process often could be contributed to breakdowns in communication. Staff complained that fellow colleagues would not pass on relevant information and held information close to their chest. This resulted in bottle-necking and interruptions of work tasks.

Mapping communication through AmunealThe interview process provided us with insight into how projects progress through the company. The staff often spoke of issues concerning breakdown of communication through the floor as projects moved from quoting to designing to producing.

61

producingdesigningMap of designing: In the design development process there was a common theme that members of both CD teams did not know their role and expectations from the rest of the team in the process. Staff commented that this often contributed to projects failing to meet customer specifications, which resulted in delays in production.

Map of production: At this stage in our project we have not begun to interview staff members working on the floor. However, from interviewing members of the CD teams it was clear that certain staff members did not take enough responsibility and initiative to follow a project as it passed through the floor to production. This resulted in frequent misunderstandings between designers and fabricators.

62

InterventionPlanning

65

Design InterventionAn interaction, based on highlighting core needs through observation of actions, behavior and emotional experience, aimed at inspiring a new dynamic and better solutions.

66

Ideation

After analyzing data and identifying areas of opportunity, our team moves into synthesizing design intervention concepts. Sometimes the wildest ideas result in the most innovative solutions, so we believe all ideas are worth consideration. Brainstorming promotes even extreme concepts, so a thought is not discarded before its potential can be realized.

Our interviews and observations prompted many conversations about possible interventions. Five categories of potential emerged through group discussion of the previously identified themes: communication, spatial, organization, business structure, and skills and training. We brainstormed each category for 10 minutes by exploring observations and possible interventions. Within the 5 categories, 58 initial concepts were created. We discussed the possibilities of each idea and agreed on 15 refined interventions to present to Amuneal.

67

Concept Communication

Effective communication of ideas to our clients is crucial. When ideas are presented in a clear and intuitive manner, understanding and dialogue will logically follow. After grouping and collating central themes, visual cues, such as a color coded bar, help to organize the information. Ultimately, we want to spark a dialogue. A well structured format helps us achieve this.

The presentation to the CEO of Amuneal had to clearly convey our reasoning for targeting certain areas. While brainstorming, we realized that some categories, such as communication, required more attention, and therefore more interventions, than others. Also, many interventions applied to more than one category. We used a color coding system to help communicate emphasis on categories and applications of interventions. It quickly became apparent which areas of the business had the most potential for improvement. We then framed each intervention with its instigating observations and potential benefits. Finally, we visualized these proposals through imagery and mapping.

68

One of the unique aspects of design behavior is the constant generation of new task goals and redefinition of task constraints. Omer Akin, Professer of Architecture Carnegie Mellon

communication

Public CalenderBan Inter-office E-MailStandardize Document HeadersFlagsOn-Off Communication TimerEncouragement PostersCentral Server OverhaulBoss takes an employee to every meetingEstablish a Middle ManagementCommunication Log BookIncrease frequency of MeetingsGroup Dynamics WorkshopReport CardsSet times for meetings with the bossCommunication Cut-Off HoursInfo Booth

spatial

PartitionsPin-Up SpaceBackground Noise (Bird Chirps)Standing Height Desks Hot DesksPrivate Work RoomsEar-Plugs / HeadphonesMirrors throughout OfficeClient Delivery Teams Isolated in private areaFlags / Signs

organization

Job Log SystemScavanger Hunt in OfficePlay BookRotation of LeadershipWater Cooler in Team SpaceMap of Office Equipment / MaterialsVantage Workshop (Software system)Re-Structure MeetingsRemove Boss from Design TeamQuoting WorkshopEliminate Cross-TrainingImplement Code of ResponsibilitiesCommunication StationProject Tracking BoardLocation SignageImplement Formal Project MeetingsDesignated Area for SamplesVendor Call Sing-Up Sheet

business organization

Make Amuneal a Solutions Service OrganizationAmuneal as a Product of Service SystemAmuneal establishes their own line of ProductsOn-Line Questionaire for Customers / ClientsPromote Sustainability

skills & training

Employees Bid on JobsSigns above desks highlighting skillsEmployees define their own rolesBuddy SystemJob Description CardsGo-To Person ImplementedSwitch Job TitlesJob Fair INITIAL INTERVENTION CONCEPTS

58 INITIAL CONCEPTS15 CHOSEN

Major Observations Interventions Targets Intent

Complexity and OverlapA complex map of overlapping connections became clear when we examined the linkages between interview observations, interventions and targets. However, since the interviews were specifically aimed at the “people” and the “business” all of the intervention targets would effect the emotional innovation component of Amuneal.

CreativeOutlets

Training

UpwardMobility

communication

spatial

organization

business organization

skills & training

Emotional Innovation

QuotingProcess

CommunicationGaps

Bottlenecks


CompanyDirection

Branding

Guidelines

Specialization

pin-up space

leadership

tickets

signage

playbook

signaling

role playing

mentor

teamwork

partition

mapping

process

work station

backcasting

collaboration

Pin-upSpace

72

Ideas about possible new offerings are informed and inspired by in-depth understanding of people’s attitudes, behaviors, emotions, perceptions and motivations within evolving social, cultural, and technology context.Jane Fulton Suri, Chief Creative Officer IDEO

Intervention concept: Overview and explanations

intent: peopleThese effects positively influence personal growth, confidence, motivation and investment in company success.

interview observations

interventionconcept

business categories

emotional innovation intent

intent: businessThese effects are directly down stream of staff empowerment. By empowering the staff, company development, success, and future innovation will be guaranteed.

The following pages describe the final intervention concepts we proposed to Amuneal staff. Although 15 invention concepts were initially presented to the CEO, these were refined to 9 concepts which were thought to have the most potential and feasibility. These concepts are described in terms of implicated observations, the business categories the intervention can potentially effect and the overall intent of each intervention. Importantly, as previously described, the emotional innovation intent of these interventions is the area which we believe will help Amuneal develop in the most effective direction to guarantee future success.

Observations:Staff raised issues with the structure of meetings• Some staff members did not participate in meetings• No general meeting structure was observed•

Scenarioroleplaying cards such as Devil’s Advocate, Timekeeper •

and “5 Why’s” can be distributed to encourage staff participation in meetings and group events.

Opportunities:Teach role responsibility• Increase meeting participation• Structure meetings more efficiently• Encourage communication and collaboration• Promote leadershipp and allow workers the opportunity •

to voice their opinions5wh

y’s

Devil’sadvocate

Intervention concept: Roleplaying

n

intent: peopleBy encouraging participation during meetings and group events, these cards will promote staff involvement and investment in decision making and problem solving

intent: businessThis will help in knowledge sharing and problem solving. Promotes greater staff involvement in company issues, which increases the innovative potential of the business.

skills andtrainingcommunication

gaps

guidelinescommunication

roleplaying

Observations:Interviews highlighted a bottleneck of information from •

upper managementStaff indicated a longing for responsibility• A leadership discontinuity was evident between upper •

management and staff

Scenarios:Staff are given a leadership role indicated by an item, •

such as a captain’s arm-band. This role comes with certain responsibilites. The role can be rotated.

Opportunities:Alleviate internal pressure off upper management• Promote proactive work practices• Encourage staff investment in their work •

and overall company successsFull utilization of staff skills and talents•

CDT Leader Team MembersCDT Captain

rotation

AMUNEALCDT CAPTAIN

Intervention concept: Leadership

n

intent: peopleBy empowering the staff as “leaders”, the hope is that they will feel a greater level of personal growth and drive to help themselves and the company succeed.

intent: businessThis will help spread the knowledge base and capability throughout the company. Staff will feel more invested in the company’s future and will strive to continue that success.

businessorganization

bottlenecks

upwardmobility

specialization

communicationgaps

training

organization

communication

leadership

Observations:An overall confusion on how projects are run from start •

to finish was evidentStaff did not know the milestones for completing •

projects, nor where important project-related information and documents were located

Breakdown of workflows into work fragments•

Scenarios:Mapping of processes in the office will be created and •

fed back to the staff to start a dialogue for restructuring. Maps of information such as project processes, •

communication flows and work schedule can be created

Opportunities:Encourages a conversation of who knows what and •

allows this information to be fed back to the staffAllows all staff to view the reality of daily workflow •

compared to scheduled workflow, permitting circumvention of issues and roadblocks

quote

scheduling

job

vendordesign

engineering

fabrication

quality control

quality controlcustomer check

shipping

installation

job completedreview

Project Start

Project Finish

Intervention concept: Mapping

n

intent: peopleVisualizing workflows and processes allows a dialogue to be initiated, whereby staff can be involved in restructuring company processes in the most effective way.

intent: businessStaff knowledge will be key to determining the most effective work process for success. Visualization of this will allow company processes to be understood by everyone.

constantinterruptions

guidelines

quotingprocess

communicationmapping

bottlenecks

Observations:General level of disorganization• Interviews revealed a lack of shared knowledge •

of location of materials and documents

Scenarios:Physical location of documents and/or objects •

are highlighted around the officePublic display of processes around the office to create •

a percepion of “how things are done”

Opportunities:Offers clarity and organization• Reduces interruptions due to sharing •

of process-related informationBrings a new feeling into the office, breaking •

the monotony

Intervention concept: Signage

n

intent: peopleKnowing processes and the location of revelant information will foster self-sufficiency and will encourage staff to use their own intitiative. This will aid personal growth within the company.

intent: businessEncouraging staff to responsibly take their own initiative creates pride and positive examples in the workplace. Staff will feel empowered and more invested in the company’s success.organization

bottlenecks

communicationgaps

spatial

communicationsignageconstantinterruptions

Observations:An open floor plan seemed to encourage a noisy •

working environment with many distractionsStaff voiced concerns that these distractions prevented •

them from getting their work doneThere were too social distractions in the office•

Scenarios:An open work space can be used as a communication •

environment when proper visual tools are used. Colored shapes (or flags, balloons, badges, hats etc) can be used to signal work, talk or client modes. This establishes a visual language of tasks and prevents interruptions when modes are observed.

Opportunities:Permits staff to metaphorically close the door• Controls the communication throught the office• Staff can control their workspace environment and focus •

on the task at hand

Intervention concept: Signalling

n

intent: peoplePrevents daily frustration and annoyance of being constantly interrupted and pulled off task. Allows workers to focus and control their working enviroment more effectively.

intent: businessWhen all staff are aware of office working environments, work flows will be created that result in effcient completion of tasks, collaboration and effective intra-office relations.

signalling

constantinterruptions

bottlenecksspatial

communication

do not disturb

open for discussionclient call

Observations:Staff were frustrated by loss of information as it passed •

from one person to the nextStaff expressed aggravation when inefficient tools •

and documents prevented them from fulfilling their responsibilities on a project

Gaps in information resulted in more interruptions • While the staff felt projects were modern, the underlying •

office and business processes were outdated

Scenarios:Designers will facilitate a collaborative workshop where •

they will initiate a dialogue to determine present issues and a collective strategy for problem solving and restructuring.

Opportunities:Bringing staff members together to create new •

tools and documents will generate an effective end resultEncourages intra-office communication and collaboration•

Intervention concept: Collaboration

n

intent: peopleIf staff feel their suggestions are taken seriously when restructuring company processes and tools, they will feel more empowered and encouraged to voice future concerns.

intent: businessEmpowering staff to solve their own problems encourages a quicker and more effective response to company issues. Thus, Amuneal will be able to address and to respond to market changes more successfully.

organization

communicationgaps

communication

skills andtraining

collaboration

quotingprocess

Observations:Staff highlighted, general confusion about their and •

their work-mates roles and responsibilitiesInterviews revealed a need for more visible leadership •

as some staff required more direction than others

Scenario:A psychologist with experience in coaching groups and •

equipping leaders will run a group dynamics workshop. Staff will learn about the underlying dynamics that govern team behavior, relationships, and performance.

Opportunities:Staff empowerment• Staff will have a better grasp on team roles •

and responsibilitiesStaff will gain a better sense of their own contributions •

to their team Staff will be more aware of thieir impact on group tasks• Improvement of group dynamics•

Intervention concept: Teamwork

n

intent: peopleStaff will gain the confidence to play a full participatory role in collaborative team work. Staff will value personal and team-member roles, which will facilitate effective communication.

intent: businessMore effective team behaviour and collaboration will encourage sharing of knowledge and ideas. Effective teamwork will help companies secure their future market sucess.

teamwork

communicationgaps

bottlenecksorganization

communication

Observations:Research into Amuneal demonstrated that exponential •

growth of the company seems to have diluted and fractured the brand message

During interviews, staff were confused about the future • for Amuneal

Staff voiced concerns about the speed of Amuneal’s • growth over the last few years

Scenarios:Designers will run a workshop bringing staff and senior •

management together to brainstorm where they envision Amuneal being in 10 years time. They then backcast the steps necessary to achieve the end goal in 3-6 month increments.

Opportunities:Makes Amuneal more unified from the inside and outisde •

viewpointsProvides solidarity and clarity on mission objectives• Allows staff to verbalize their views, hopes and dreams •

for themselves and Amuneal

Intervention concept: Backcasting

n

intent: peopleStaff will feel empowered if they feel that the company will provide them with the necessary training, motivation, tools and support to personally succeed in the future.

intent: businessFostering staff investment will help promote company success. Tightening brand identity will help Amuneal concentrate on fostering long term business relationships and secure their niche in the market.

businessorganizationbackcastingbranding

companydirection

specialization

Examples of potential branding ideas for Amuneal

Observations:Staff complained of poor transmission of information•

Staff highlighted that significant gaps in project • information were holding back project progress

Issues with bottle necking of information were raised• Staff indicated that a lack of role responsibility and •

guidelines prevented project success

Scenario:Using mapping and data from charettes a document •

containing information such as staff roster with skill sets, project plays and guidelines and communication flows can be created.

Opportunities:Takes the uncertainty and guess work out •

of project managementEmpowers staff to make their own decisions based •

on agreed and proven strategiesImplementation of company policies• Reference guide for new employees.•

Intervention concept: Playbook

n

intent: peopleStaff will be encouraged to make their own decisions, thus preventing aggrevation from communication gaps. Staff will develop the confidence and initiative to manage projects successfully

intent: businessWhen all staff know their roles, responsibilities and project options, projects will run successfully. Staff confidence will encourage more innovative processes allowing Amuneal to evolve successfully.

playbook

organization

communication

skills andtraining

bottlenecks

guidelines

communicationgaps

training

creativeoutlets

email

phone

work

money lost

money made

Connell’s Day at Amuneal (before Interventions)

Connell’s D

ay at Am

uneal (after interventions)

inte

rrup

tion

inte

rrup

tion

bottl

enec

k

bran

ding

con

fusio

n

communicationbreakdown

quoting

confusion

bottleneck

communicationbreakdown

signage

playbook

leadership

mapping

map

ping

9am

5pmworkday finishes

5pmworkday finishes

9am

Saving money by investing in people

An example of how design research into the working habits and motivations of employees can save money for businesses. At Amuneal, employees’ days were often broken into work fragments by interruptions stemming from communication breakdown, process confusion and bottle-necking. Design interventions have the potential to increase worker motivation, training, skills and communication and thus change work fragments into work flows. These interventions will have a high return of investment for companies and help secure their future.

84

InterventionPresentation

87


At its most fundamental level, the presentation creates a forum for determining the potential of concepts and ideas. However the true value of the presentation comes from generating conversation and discussion, which actively invites the client into the design process.

Due to the sensitivity of some of the concepts, we felt it was prudent to preview the interventions to the CEO prior to a staff presentation. Following a lengthy discussion, we agreed on a selection of interventions that we mutually felt had the most potental. We then prepared a revised presentation for the Amuneal staff.

There is an emphasis on the role of the conjectured solution as a way of gaining understanding of the design problem, and the need to generate a variety of solutions as a means of problem-analysis.Nigel Cross, Editor Design Studies Journal

Intervention Presentation

communicationgaps

increasedmeetings

problem solution concept scenario

Solutions Vs. ConceptsInterventions are concepts, not solutions. This diagram shows one problem we identified at Amuneal, communication gaps, and the difference between how a solution and a network of concepts work. Concepts are not final and offer alternatives, whereas a solution is a singular, final answer to a problem.

communicationgaps

mapping

teamwork

mentor

roleplaying

playbook

signage

leadership

process

welcomepackage

digital

map timemap

communicationmap the process

slide board

additionalresponsibilities

elect rotating leader

assign leader

process signs

location ofresources

playbook

group dynamic specialist

meeting based

daily based

weekly based

travel companion

INTERVENTION PRESENTATIONAs mentioned previously, we first presented our interventions to the CEO of Amuneal before the rest of the staff. We presented 15 interventions, which we later refined to 9. One of the most important pieces of both presentations was to describe that these were concepts, not solutions. They are not precious or infinite. They are meant to change the group dynamic, either for the better or the worse, so we can learn why. Concepts guide better solutions.

common issue diagram and categories

common issue diagram and categories

introduction summarizing our research and process

the interventions

the interventions

summary

the interventions

Issues can be grouped into 2 areas: the DNA of the business and new employees

Pin-Up Space, Partitions & Work Stations: Would like an area away from workspace to privately review and discuss work

Signaling:Shows employees what to do at a designated time

Backcasting:Senior management should do this & present to CDT’s

Collaboration:An offshoot of playbook

Teamwork & Mentor:Let training we just finished settle in before we try something else

PlaybookSummarizes all of the other interventions

Role Play:To use at every meeting

Mapping & Signage:Identifies key processes, signage based on mapping

Leadership, Tickets & Process:Like “dressing the part,” let everyone know who is responsible

In a society of flows, the need is above all for road maps and these are not discovered but createdOle Bouman, Netherland Architecture Institute

96

PresentationRefinement

There has been a change of plans since our presentation with Adam. Originally, we

were going to refine our presentation to present to the leadership team, but we just

found out that the Amuneal team has been reduced significantly. Adam has asked that

we now present to the remaining CDT members to help give the staff a boost after the

turmoil of last week. Talk about pressure!

The news meant we had some important decisions to make about how to approach

our presentation. We decided to tweak it to remove of references to staff members that

had moved on and also to avoid mentioning the firings at this stage. Questions came

to mind, such as: Will there still be two CDT’s or will they be condensed to one? Was

there a new team structure? If so, what was it? Do the remaining members have a

new set of responsibilities? Would the change affect the course of our interventions?

Needless to say, there was a lot for our team to further investigate.

11.24.0825 people were laid off at Amuneal due to the effects of the current economic crisis. This brought mixed feelings to our collaboration with Amuneal. While we felt some of the deflation the Amuneal team must have experienced, we also hope that after some time, the remaining workers will be able find motivation in the new direction of Amuneal.

100

Staff Presentation

The goal of design inventions is to alter the dynamics of human interaction. Thus, designing for people cannot be done in a vacuum; client feedback is an essential step in the process. Since staff input is directly involved in concept generation, it is important to share potential ideas, test their accuracy and encourage futher development.

Due to the current economic climate the company downsized and reshuffled its client delivery teams. In an attempt to boost staff morale, the CEO asked us to present our interventions to serve as hopeful “shot in the arm”. To illustrate our intervention concepts we presented them within a visual context to provide the staff with tangible scenarios of implementation.

You bring a ‘user experience’ to life by designing with people, not for them. Users create knowledge, but only if we let them.– John Thackara, Author In the Bubble

Giving the presentation to the CDTs was a whole different experience from presenting

to Adam. It wasn’t in our studio space so we didn’t have the advantage of setting up

in advance. There were some unexpected inconsistencies between presenting in our

studio and at Amuneal. We presented in Amuneal’s break room, which is adjacent to

the floor, making it somewhat noisy. In addition, our projector screen is much larger

than Amuneal’s so some of the text was difficult for the audience in the back to read.

These are definitely considerations for next time.

Since many of our intervention ideas resulted from the interviews, we were anxious to

hear the team’s reactions to them. However, we found that the presentation to the team

resulted in much less feedback than the initial presentation to Adam. One item that

lightened the mood and received interest was the role playing cards we provided, our

first implementation of an intervention. Maybe we can receive additional reactions to

our intervention ideas from the team at a later point through more private discussion.

11.25.08The discussion period of our presentation was much shorter than expected. A huge weight was apparent in the room. Team members seemed like they were refraining from commenting. Was this a reaction to the firings?

103

Alternative Settings

By sitting in on group meetings we gain valuable insight into the esoteric nature of business group dynamics. It highlights group tendencies, personal interactions and power distribution.

After our presentation, we invited the Amuneal staff and management to participate in a group discussion at our studio, rather than their workplace. We wanted to alter the dynamics of our interactions. Our intent was to show them where we lived and worked, where we came up with all our ideas and concepts about Amuneal. For over 3 hours we discussed project processes , roles and responsibilities. This was a very productive meeting and helped inform our future directions.

100

The reason I hire designers and artists is because of their ability to problem solve.Adam Kamens, CEO Amuneal

InterventionImplementation

107

Changing the Dynamic

To be thoroughly tested, design interventions must be experienced for an extended period of time. Consequently, changes in behavior and dynamics should be expected. However, all reactions, both positive and negative, provide feedback that is used refine existing interventions and inform new directions.

With thorough consideration, we decided that our first intervention with Amuneal would be role playing cards. The intention of the cards is to facilitate more productive, collaborative meetings. After the staff lived with these cards for a month, we questioned if the cards satisfied their intened purpose and why they did or did not work?

Each set includes:

White Elephant - gives voice to the unpopular, yet important issuesTask Master - keeps the meeting on target5 Why’s - asks why in response to 5 consecutive answersSecretary - states objective and facilitates the meeting Time Keeper - ensures the meeting runs to the time limitDevil’s Advocate - provides the counter argumentSimplifier - rewords unclear explanations

108

Being a designer means being an optimist: given the problems, all the problems, even the most difficult, all we can do is to presume there is a possibility of solving them.Ezio Manzini, Industrial Design Professor Milan Polytech

An iterative design process allows for experiential learning from both the client and designer alike. Unforeseen opportunities that arise when the concepts are introduced and interacted with are acknowledged in early stages of the design cycle. Instead of ending the design cycle with the first implementation, more informed prototypes and better solutions help save time and money.

With the first iteration of the role-playing card intervention in place at Amuneal, we began monitoring their use to see how they effected the dynamics within a meeting setting. The responses to these cards were mixed, with some sections of the company fully embracing them, and others seemingly ignoring them in favor of traditional meeting customs.

Digging deeper, we found that when used, these cards seemed to have a very positive effect in meetings and encouraged staff to participate in the dialog. Some cards were more powerful than others, and thus we formulated a new iteration better suited the needs of the company. We removed less valuable roles ,such as the time keeper and task master, and introduced ‘participation cards’ that ackowledged a contribution or disengagement in the discussion. The use of these cards has recently been initiated and not yet examined.

Intervention Refinement

109

only one side of the argument being

presented

user presents the other side of the

argument to spawn further dialog

concept is better articulated, and

invesitgated from all vantage points

the group is avoiding an obvious

issue in need of consideration

user identifies the avoided issue without fear of consequence

all issues are considered when

forming the concept

why 5x concepts presented

are seemingly superficial and lack

detail

user asks the presenter to clarify

the concept by asking ‘why?’ 5

concepts are fully thought through

information is lost from previous

meetings, and there is no reference of decisions made

user is responsible for documenting all

important issues and decisions for future reference

information from previous meetings

is available for review

complex concepts are presented that

are somewhat ambiguous

user responds by voicing their

interpretation of the concept

presenter can confirm whether the concept is understood,

of correct misinterpretations

N

S

EW

meetings are often poorly structured, or

do not run to schedule

user is charged with the responsibility of keeping the meeting

on topic, and on time

meetings run to schedule, reducing

time wasted.

You’reinvited!

a team member is not participating, or

is distracting the dialog

non-participating team member is asked politely to

return to the conversation

all opinions and perspectives are considered when

making key decisions

a team member is seen to be doing a

very good job

team member is awarded the ‘gold star’ to commend

their hard work

team members gain pride from

contributing, and feel appreciated.

Impetus Card Method Result

Dialog Cards

Facilitation Cards

Participation Cards

devil’s advocate

white elephant

five why’s

simplifyer

documenter

navigator

you’re invited

gold star

FutureDirections

Work in Progress

Our work with Amuneal is ongoing. Research is continually being carried out and many initiatives are currently being investigated.

Research into Amuneal identified patterns in communication breakdown. These were not only between staff members, but traversed all aspects of business communication, including management to staff and company to client.

We used scenario building to develop new concepts that could thrive on and further imrprove communication at Amuneal. The 3 main areas that being examined are: project management communication, process communication and branding communication. The hope is that these areas will be further investigated, with new prototypes being tested in the near future.

Preliminary concepts are described in the following pages.

113

A possible design concept to address communication is the development of project management software. This has the potential to make communication between staff more effective and will have a high return on investment. Project management software have many different effects, including providing 1.) a communal information hub, 2.) easy location of documents, 3.) information availability, anywhere, anytime

Bill asks where the Jones’s drawings are, Frank doesn’t know

He could of used the searched allthe Jone’s project discussions

Bill asks everyone in the office- no one knows where they are

And easily find and download the drawings he needed

If Bill had used the Project Management software

Project Management software concept

potential scenario

Project Management

intent: peopleCreates a platform where information is readily exchanged and retr ievable. Communicat ion wi l l be more effect ive and eff ic ient. Staff wi l l feel more sel f-re l iant and conf ident.

intent: businessEffect ive project management communicat ion wi l l reduce communication breakdown. This wil l convert work fragments into work f lows and increase eff ic iency.

Communicat ionGaps

Bot t lenecks

communicat ion

boss-s taf f

s taf f -s taf f

Every gap in the process of a business has a dollar amount. Every time a step in the process takes longer than it should, it costs the company money. The larger the gaps, the more money it costs.

To help Amuneal visualize their job process and understand the effects of adjusting job timelines, we have begun to develop a tactile dashboard. The dashboard is a lo-tech project management solution that relies on the use of simple touchscreen technology, to communicate and adjust project life and deadlines.

Process Visualization

Branding is much more than a simple graphic design element, it forms the core belief of Amuneal and is the message directed towards client dialogues. It begins with a core company philosophy which must permiate all aspects of the business, encompassed in what becomes the promise to clients.

We intend to encourage transparent project management at Amuneal. Our hope is that this will be empitomized by the Amuneal staff, which will allow transparency to filter into the larger brand message of the company. A brand message of transparency will help potential clients feel confident that Amuneal will meet high standards of expectations and production, worthy of a leader in custom metal fabrication.

Branding concept

Client GossipEmployee

Gossip

VendorOpinions

Word ofMouth

Employee Contactwith Clients

Customer Blogs

‘Brand’ factors beyond your direct control

The ‘Real’ Brand Message

As much as you would like to control your brand image, the reality is that, for the most part, it is out of your direct control. No matter how influential you believe your latest branding campaign is, your public image is more than likely driven by the gossip in your industry being forwarded by your employees, your clients and your vendors. Superficial branding exercises can hide some cracks for a time, but to improve your image in the long-term, the deeper issues need to be addressed.

This project would not have been possible without the cooperation and support of:

Adam Kamens and his Amuneal Staff

University of the Arts Industrial Design Faculty:Jonas Milder, Program DirectorBrett Snyder

Project Team Members:Anne-Marie GutierrezRachael HarrGareth RobertsFraser MarshallJustin Witman

Acknowledgements

This book documented the first quarter of an innovative partnership between designers and a company experiencing di f f icult ies common to al l businesses in the modern global economy. Our hope for this collaboration is that we sew the seeds of empowering businesses to appreciate that their strength and wealth critically depends on the emotional investment between them and their employees. Employees are what determines the success of a company, and as such their opinions, ideas, dreams and hopes should be incorporated into the company’s DNA. Importantly, as the global market continues to change, designers can offer businesses the tools to harness the knowledge base within their staff and help guarantee their future success.

THE UNIVERSITY OF THE ARTS

MASTERS OF INDUSTRIAL DESIGNCASE SERIES Vol.01

case-study of design and business

Documents

tools of design

design thinking methods

uarts mid curriculum

mid methods

collaborative model

arts uarts

uarts team

better job