Good Design Seminar 2016
India Design Council & Japan Institute Of Design Promotion | Sep 20, 2016 | Elective 4 | tulip sinha
Organized by the India Design Council (IDC) and the Japan Institute of Design Promotion (JDP), the Good Design Seminar was organized to expand the understanding of design and communicate the role that it plays in creating a sustainable competitive advantage for business.
This design seminar was also a platform to share information on the India Design Mark (IMark), which is a system developed by the IDC in co-operation with the Good Design Awards, Japan. The Good Design Award is a comprehensive program for the evaluation and encouragement of design and since its inception in the year 1957, has awarded 41,000 awards already, it aims to find out and applaud the powers of distinctive designs inspiring prosperous future lives and industrial development.
JDP is the design promotion organization of Japan, which has contributed in establishing the India Design Mark (IMark), which is now recognized as a mark of design standard, a symbol of good design and stands for excellence in product form, function, quality, safety, sustainability and innovation.
The event was hosted and conducted by Sonia Manchanda from Spread Design & Innovation and Mr. Hrridaysh Deshpande, Consultant advisor, India Design Council.
The seminar had a Theme address from Mr. Takanori Ikegaya, Lead Designer, Daikin Industries Limited, a presentation on What is Good Design by Sonia Manchanda, an introduction to Good Design Awards by Ms. Makiko Tsumura and an introduction to the India Design Mark by Mr. Hrridaysh Deshpande.
In the section below, I will provide snippets of the presentations made and the insights gained from them.
Role of Design in Daikin – Takanori Ikegaya
About Daikin
Daikin Founded in 1924, Daikin Industries Limited is the world’s no.1 HVAC company engaged in providing advanced, high-quality air conditioning solutions for residential, commercial, and industrial applications. Being the world's sole manufacturer capable of developing a full line of dynamic products from refrigerants to air-conditioners, Daikin has built a well-established and strong presence in Japan, China, Southeast Asia, Europe as well as North America.
Pioneering products include the first packaged air-conditioner in Japan in 1951 and world's first Variable Refrigerant Volume (VRV) system in 1982.
Innovations at Daikin
- 3D forms with high dimensional accuracy
- The ‘Ururu Sarara’
Brunn am Gebirge, October 2013_DAIKIN’s new air-to-air heat pump Ururu Sarara is the world’s first and only heat pump system to combine cooling, heating, air purification, ventilation, humidification and dehumidification in a single unit. Thus it ensures pleasant and adjustable room comfort year round.
For its state-of-the-art product design the Ururu Sarara range (from Japanese ururu, meaning humidify and sarara, dehumidify) has already won the prestigious Red Dot Design Award 2013. Through use of a new, environmentally-friendly and highly efficient refrigerant (R32) the Ururu Sarara has become the most energy efficient device of its class on the market, classified within the highest energy efficiency category A+++.
Daikin enters India in 2009 and tried to ‘experience life’ more deeply through ethnographic research (& focus group research)
- Colour research conducted across tier-1 & tier-2 cities show patterns of colour usage based on the spaces and their significance; eg: warm colours for more public parts of the house and cool but bright colours for the private spaces of the house.
-Research said, ‘form can be the same, but the surface treatment, colour or finish make a difference’
-Insight generated hints at ‘design-rich’ concepts as desirable
-Research also said that most ACs are too large for the average room size
-A further behavioural insight suggested that Indians like the ‘cool temperature’ but dislike the ‘direct draft’ of air
-Loaded with the insights Daikin addressed the design-problem not in a ‘fit product to culture’ way, but ‘make the culture with the product’ approach.
From a ‘design of surface’ or a ‘design a product’ mode they moved to ‘design an experience’ instead. Hence, it was no longer just about an object in a space, but an experience based on the activities that unfolded in that space.
-This therefore, changed the role of a designer as a ‘pioneer of new business and technology’
Social Sense
History & Timeline
Objectives Of India Design Mark
Daikin comes to India
Design depends on the life-culture of each country
Design depends on the life-culture of each country
Eg: presence of radiators in EU
: the need to showcase status in China
: the need for exclusivity in the Indian subcontinent
: the need to portray technical advancement in most of Asia
-
Daikin enters India in 2009 and tried to ‘experience life’ more deeply through ethnographic research (& focus group research)
- Colour research conducted across tier-1 & tier-2 cities show patterns of colour usage based on the spaces and their significance; eg: warm colours for more public parts of the house and cool but bright colours for the private spaces of the house.
-Research said, ‘form can be the same, but the surface treatment, colour or finish make a difference’
-Insight generated hints at ‘design-rich’ concepts as desirable
-Research also said that most ACs are too large for the average room size
-A further behavioural insight suggested that Indians like the ‘cool temperature’ but dislike the ‘direct draft’ of air
-Loaded with the insights Daikin addressed the design-problem not in a ‘fit product to culture’ way, but ‘make the culture with the product’ approach.
From a ‘design of surface’ or a ‘design a product’ mode they moved to ‘design an experience’ instead. Hence, it was no longer just about an object in a space, but an experience based on the activities that unfolded in that space.
-This therefore, changed the role of a designer as a ‘pioneer of new business and technology’
Good design is the best survival strategy for business. Ver 1.0 – Sonia Manchanda
This presentation brought to light the value of design in business that goes beyond logic, transactions or commerce and instead is about moments of surprise and transformative experiences.
Air BnB was used as an example to illustrate how technology was used not just as a ‘code’ but as a ‘thought / outlook’ to ‘create/suggest possibilities’.
Prisma as an application works as a valid example of ‘applied social science’ and everything from ‘story to delivery’ elevates the user experience.
What then does one need to inculcate to be able to deliver such values through design?
This is where the presentation speaks about the Design Sense.
This presentation brought to light the value of design in business that goes beyond logic, transactions or commerce and instead is about moments of surprise and transformative experiences.
Air BnB was used as an example to illustrate how technology was used not just as a ‘code’ but as a ‘thought / outlook’ to ‘create/suggest possibilities’.
Prisma as an application works as a valid example of ‘applied social science’ and everything from ‘story to delivery’ elevates the user experience.
What then does one need to inculcate to be able to deliver such values through design?
This is where the presentation speaks about the Design Sense.
Social Sense
Is where the social fabric forms the basis of design
Economic Sense
Is the sensibility that looks at design as a tool for value-unlocking, internally and externally and drives an economic value through design and by branding design itself.
Natural Sense
That requires sustainable strategies to evolve and grow
Case study – ‘Tumahara’; from agriculturist to agripreneur
Cognitive Sense
Looks at:
Making sense of the world
Absorbing information through experiences that are active
Consciously developing a sense of awareness
Aesthetic Sense
That which revolves around:
Craft
Simplicity & Clarity
Desirability
Eg: the dynamic spacing in Apple IOS font design
Evolutionary Sense
That which looks at:
Aspiration
Evolution and
Reflection
Evolution and
Reflection
Good Design Award – Ms. Makiko Tsumura
The Good Design Award is intended to lead to the creation of the society of the future by working together with applicants to discover new things.
History & Timeline
Phase 1 - Estd. 1957 | Age of re-construction
Promotion of export formed the basis of creating quality standards
Phase 2 – 1970’s-80’s | Age of Japan Originals
Spiritual pursuits > Materialistic pursuits
Phase 3 – 1990’s | Era of changing values
Assessment of social priorities
Sustainability becomes a core value
Categories expanded; from Product to Communication to Experience Design
Phase 4 – 2000’s | Era of diversifying values
Phase 5 – into 2000’s | Age of sharing
India Design Mark – Hriddaysh Desphpande
Objectives Of India Design Mark
- To recognize good design based on clearly established parameters and by following a transparent process of recognition
- To augment the competitiveness of Indian industrial output for domestic consumption and export markets
- To promote an industrial value system, which has regard for reducing waste, being eco-friendly, produce sustainable products; produce products that are reusable, repairable and recyclable
- To serve as a reference for purchase decision as it signifies good design not only in terms of how good the product looks, but also the product quality, functionality, quality, usability and social responsibility
- To communicate the inherent value proposition of the product and hence act as a brand extension for the product
- To increase design awareness and promote value of design in the industry and society by promoting India Design
- Acting as a primary knowledge management body for design in India- integrate domestic cultural and creative design information, building a platform to share and exchange knowledge, exploring creativity operate a design database
- Undertaking awareness programs in IPR in the Design Industry - Provide workshops on Intellectual Property management and design
Beyond the Seminar
Having trained as an industrial designer, understanding the value of design and what it brings to the table is almost elementary and not a coffee-table conversation when meeting people from the same fraternity. However, it does become a heated topic of discussion that turns into a debate when articulating the relevance of design with non-designers and the world at large.
How then does one function in an organization that requires not just your services, but your way of thinking and more importantly what must an organization that wishes to leverage the value of design look like?
It brings me to an interesting article that I read, which talks about being ‘design capable’, not necessarily ‘design-led’ or ‘design-driven’, particularly in the context of organizations and has been penned by Dr. Jenny Cham, User Experience Practitioner in the life sciences.
The insights that came out of the article, were based on a ‘smart-salon’ panel discussion that was held in the Museum Of London, with panel members who represented the Strategic design management teams from various organizations:
Five key messages emerged throughout the discussion:
- - A design-capable company doesn’t need to measure the value of design;
- When design is new to an organisation, there are misconceptions about what it is, and how it benefits the business;
- The design function in an organisation can take different forms, but a hybrid approach of ‘design studio’ and ‘dispersed designers’ tends to work best;
- Design must challenge the business;
- If there is no design, there is no project!
- When design is new to an organisation, there are misconceptions about what it is, and how it benefits the business;
- The design function in an organisation can take different forms, but a hybrid approach of ‘design studio’ and ‘dispersed designers’ tends to work best;
- Design must challenge the business;
- If there is no design, there is no project!
Therefore, the following measures must be taken to be design-capable:
- - Leaders in an organization are ‘design-value aware’, which can be achieved by letting designers also be managers, who participate in decision-making or hire managers who are design-evangelized.
- Designers across all levels of hierarchy in an organization do exemplary work so that its benefits are visible at every step.
- Healthy competition between organizations (in the form of good design) can also prove to be a reason to perform better.
- Discussions, workshops, conferences as platforms that share the benefits of design and design thinking.
- Designers across all levels of hierarchy in an organization do exemplary work so that its benefits are visible at every step.
- Healthy competition between organizations (in the form of good design) can also prove to be a reason to perform better.
- Discussions, workshops, conferences as platforms that share the benefits of design and design thinking.
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