This textbook presents the core of recent advances in design theory and its implications for design methods and design organization. Providing a unified perspective on different design methods and approaches, from the most classic (systematic design) to the most advanced (C-K theory), it offers a unique and integrated presentation of traditional and contemporary theories in the field.
Examining the principles of each theory, this guide utilizes numerous real life industrial applications, with clear links to engineering design, industrial design, management, economics, psychology and creativity. Containing a section of exams with detailed answers, it is useful for courses in design theory, engineering design and advanced innovation management.

1 Introductory Chapter: Contemporary Challenges of Innovation—Why New Design Theories 1

1.1 Introduction: Training for Design Today 1

1.2 A Few Puzzles and Paradoxes 5

      1.2.1 The Paradox of R&D: Investment Does not Mean Innovation—Design is Increasingly Difficult to Organize 5

      1.2.2 Paradoxes in the Organization of Innovative Design 7

      1.2.3 Paradoxes of Reasoning in Innovative Design 8

1.3 The Issue of Definitions: Capacity for Innovation and Design Regimes 9

      1.3.1 Traps in the Term “Innovation1”9

      1.3.2 The Notion of Design Regime 10

1.4 Canonical Model for a Design Regime 11

      1.4.1 Canonical Model of Reasoning X,K(X),D(X),P(X) 11

      1.4.2 Canonical Model of Performance 14

      1.4.3 Canonical Model of Organization 15

1.5 Conclusion 16

      1.5.1 Main Ideas of the Chapter 16

      1.5.2 Additional Reading 16

References 17

2 Designing in a Rule-Based Regime—Systematic Design Theory and Project Management 19

2.1 Reasoning in Systematic Design 19

      2.1.1 Expectations of Systematic Theory 20

      2.1.2 Fundamental Principles 20

      2.1.3 Illustrative Examples of Language 23

      2.1.4 Tools and Associated Techniques 25

      2.1.5 Contemporary Trends in Rule-Based Design 28

2.2 Performance in Systematic Design 32

      2.2.1 Fundamental Principle: Maximizing the Re-use of Knowledge 32

      2.2.2 Practical Assessment 33

2.3 Organization of the Systematic Design Project 39

      2.3.1 General Principles: Project and Project Leader 39

      2.3.2 Division of Labor in Systematic Design: Stage-Gate

      Process and “V” Cycle 40

      2.3.3 Project Leader's Management Tools: Planning,PERT Charts and Budget Reporting 41

2.4 Conclusion 42

      2.4.1 Main Ideas of the Chapter 44

      2.4.2 Additional Reading 44

2.5 Workshop 2.1: Functional Analysis 45

2.6 Case Study 2.1: The Logic Underlying the Domestication

of Design: The Origin and Success of Systematic Design 49

      2.6.1 Wild Design: The Inventor-Entrepreneurs of the First Industrial Revolution in England 49

      2.6.2 Parametric Rule-Based Design: “Recipe-Based”Design or Pathways for Industrial “Catch-Up” 50

      2.6.3 Systematic Rule-Based Design: The Invention of the Engineering Department 55

References 59

3 Designing the Rules for Rule-Based Design—Conceptual and

Generative Models, Axiomatic Design Theory 63

3.1 The Logic of Performance in Systematic Design—The Notion

of Dominant Design 63

      3.1.1 A Few Examples of Sector-Wise Performance ^4

      3.1.2 Characterizing the Performance of Systematic Design 65

      3.1.3 The Notion of Dominant Design 67

3.2 The Logic of Reasoning in Systematic Design: Conceptual

and Generative Models—Axiomatic Design Theory 67

      3.2.1 Conceptual and Generative Models 67

      3.2.2 Assessing Systems of Rules: Axiomatic Design Theory 74

      Contents xi

3.3 The Organizations of Systematic Design 83

      3.3.1 Skill-Sets and Guarantors of the Company's Rule Base 83

      3.3.2 Sector-Wise Industrial Organization—The Ecosystems

      of Rule-Based Design 85

      3.3.3 The Logic of Generative Bureaucracies—Coordination

      and Cohesion 86

3.4 Conclusion: Routine/Generative Equilibrium 87

      3.4.1 The Main Ideas of this Chapter 88

      3.4.2 Additional Reading 88

3.5 Workshop 3.1: Calculation of Static and Dynamic Returns on Platform 89

      3.5.1 Introduction: Design Function, Static and Dynamic Returns 89

      3.5.2 Platform-Based Project Evaluation 90

3.6 Workshop 3.2: Design by Use—The Usefulness of Conceptual Models 93

3.7 Case Study 3.1: The Origins of Industrial Research 97

      3.7.1 A Brief History of the First Company Research

      Laboratories 97

      3.7.2 Questions that Would Stimulate the Emergence of Industrial Research 98

      3.7.3 Rationalization of Industrial Research: Rationalizing

      the Process of Knowledge Production 101

      3.7.4 The Origins of the Myth of Innovative Research: Nylon 106

3.8 Case Study 3.2: Emergence and Structuring of the Acoustics Occupation in Automobile Engineering—Effectiveness

of Conceptual Models (Jean-Herve Poisson, Renault) 111

      3.8.1 1964-1970: The Birth of the Acoustics Department—First Conceptual Models 112

      3.8.2 1970-1979: Structure of the Profession—Complex Conceptual Models 113

      3.8.3 1979-1998: The Era of Fine Tuning 115

      3.8.4 1998-2005; Rejuvenating the Profession_New Conceptual Models 117

References 121

4 Designing in an Innovative Design Regime—Introduction

to C-K Design Theory 125

4.1 Reasoning in Innovative Design—C-K Theory 125

      4.1.1 Origins and Expectations of C-K Theory 126

      4.1.2 Main Notions: Concepts, Knowledge and Operators 129

      4.1.3 Main Properties 135

      4.1.4 C-K Theory and Other Theories of Design 140

      4.1.5 Why C-K Theory Meets Our Initial Expectations 149

4.2 Perfonnance of the Innovative Design Project 150

      4.2.1 Fundamental Principle of Performance in Innovative Design: Giving Value to Expansions 150

      4.2.2 Outputs: V20R Assessment 151

      4.2.3 Inputs: Estimation of the Resources Consumed in the Case of an Isolated Innovative Project 155

      4.2.4 The Logic of Input/Output Coupling 155

4.3 Organization of an Innovative Design Project 157

4.3.1 Design Space and Value Management 157

4.3.2 New Principles of Cohesion: Strategy and Commitment 161

4.4 Conclusion 162

      4.4.1 Main Ideas of the Chapter 163

      4.4.2 Additional Reading 163

4.5 Case Study 4.1: Mg-CO2 Motor 165

      4.5.1 Before C-K Work 165

      4.5.2 C-K Reasoning in the Endeavor 166

4.6 Workshop 4.1: Intensive Innovalion and the Identity of Objects—Analysis Tools 169

      4.6.1 Acceleration of Rule-Based Innovation 169

      4.6.2 Analyzing Objects' Disruption of Identity 169

      4.6.3 Generalized and Repeated Disruptions 171

4.7 Workshop 4.2: Smart Shopping Cart and Other Exercises 175

      4.7.1 Use of the Theory on a Brief 175

      4.7.2 Simple C-K Exercises 175

4.8 Case Study 4.2: Ideo 179

      4.8.1 Process Description and Analysis 179

      4.8.2 Process Evaluation 181

References 183

5 Designing the Innovative Design Regime—C-K Based Organizations 187

5.1 Performance in Innovative Design 187

      5.1.1 Outputs: Sustainable Revision of Object Identity 188

      5.1.2 Inputs: Skills and Imagination 190

      5.1.3 Performance: The New Industrial Dynamic 192

5.2 Reasoning and Tools 195

      5.2.1 Issue: Collective De-fixation 195

      5.2.2 The Structure of C and K-Spaces Conducive to Innovative Design 199

      5.2.3 Strategies 211

      5.2.4 Tools and Processes—KCP，C-K-Invent，C-K References Method 218

5.3 Organization 231  

      5.3.1 From R&D Organization to RID 232

      5.3.2 Rc and Dc: The New Players in the Processes of Innovative Design 237

      5.3.3 Colleges and Architects of the Unknown:New Designers Outside the Firm 249

5.4 Conclusion: a new governance for innovation 262

      5.4.1 The Main Ideas of this Chapter 263

      5.4.2 Additional Reading 264

5.5 Workshop 5.1: The KCP Method 265

      5.5.1 Phase K: Forming a Common K Base with a Strong Partitioning Power 265

      5.5.2 Phase C: Shedding Light on Paths in the Dark Thanks to “Projectors” 271

      5.5.3 Phase P: Developing a Design Strategy 278

5.6 Case Study 5.1: Edison, from Inventive Genius to Creator

of an Innovative Firm: Edison's Invention Factory 291

      5.6.1 Why Edison? 291

      5.6.2 Some Elements to Evaluate Innovative Design

      Performance 292

      5.6.3 What Reasoning and Design Methods Were Used

      by Edison? 293

      5.6.4 Organization of the Invention Factory 298

5.7 Case Study 5.2: Organization of the Innovative Design

of Thales Avionics (Author: Denis Bonnet) 303

      5.7.1 Origins 303

      5.7.2 Global Approach 304

      5.7.3 The Innovative Design Process 305

      5.7.4 Demonstrators and Prototypes 305

      5.7.5 The Work Space—Innovation Hub 306

      5.7.6 The Process of “Regulating” Design (TRL 4-5) 306

5.8 Case Study 5.3: Conceptive Research for Conceptual Absorptive Capacity: The Non-CMOS Image Sensors by STMicroelectronics 309

5.9 Case study 5.4: Building with Hemp,—Taming Technological

Bubbles by Managing Generative Expectations 313

      5.9.1 Contrasting Two Models of Expectations Management: Anticipative Expectations Management Versus Generative Expectations Management 313

      5.9.2 Some Elem ents on the Research Method 317

      5.9.3 Smart Expectation Management in “Building with Hemp” 318

      5.9.4 Main Results and Implications 326

References 329

Appendix: Past Examination Questions in the Course‘Product Design and Innovation’at MINES, ParisTech (2004-2011) 337

Appendix A: Knowledge Control 2004—Product Design and Innovation 339

Appendix B: Knowledge Control 2005—Product Design and Innovation 341

Appendix C: Knowledge Control 2006—Product Design and Innovation 343

Appendix D: Knowledge Control 2007—Product Design and Innovation 345

Appendix £: Knowledge Control 2008~~Product Design and Innovation 351

Appendix F: Knowledge Control 2009—Product Design and Innovation 357

Appendix G: Knowledge Control 2010—Product Design and Innovation 363

Appendix H: Knowledge Control 2011—Product Design and Innovation 369

Index of Cited Authors 373

Index of Companies, Organisations and Products 379

Index of Notions 381

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