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Application of The Qualitative Isotopic PDF
Application of The Qualitative Isotopic PDF
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METHODOLOGY Connection Client Procedure
Future Projections
The meetings scheduled with the selected – Company Optimization
companies had the objective of interviewing the
top managerial staff, and, if possible, the design Not Relevant Designer Controlled Activities
team. These meetings were conducted with
groups of “actors” with distinct academic
backgrounds and vocabulary (engineers, The engineering scope of the study is
designers and management), thus revealing the relatively small, because it is resumed to three
necessity of the differentiated analysis. professionals. Design management can be
The definition of design management was understood as the way to manage design1, based
structured accordingly to the different groups of on parameters like quality, client opinion2, and
actors. The definition texts were selected every cost strategy3. According to one of the
time they mentioned a “common structural interviewees, design management is not a
place”, and this was done also when structural priority for this type of companies4. This
places were mentioned. In some cases it was professional also stated that design has an
necessary to use condensed descriptions, excess of autonomy and freedom5.
versions of “multiple linguistic synonyms” [2] On six interviews to professional designers
able to be fitted in the respective “structural for companies on this subsector, design
common places”. The isotopes are represented by management was defined as:
through levels that reflect a crescent order, based
on the number of times the structural common ISOTOPES FOR THE DEFINITION OF DESIGN MANAGEMENT
place was mentioned. BY DESIGNERS
In an initial phase, the definition work
data was analyzed in qualitative terms, through a Product Development Management
keyword methodology, based on an intuitive
Activity and
interpretation, and the results of this analysis Future Projections Function Product Meetings
were published [3]. This analysis was based on Management
the reading and interpretation of all definitions Trend Production
Market knowledge
and on the gathering of the main keywords, knowledge Knowledge
enumerated by frequency afterwards. On this
study, the authors have not mentioned the Product development management was
parameters referred exclusively by one company. the concept that all interviewees mentioned as
This methodology has allowed a broader most relevant. Design management implies that
perspective of the definitions mentioned by the all company cooperators produce work in a
interviewees. Also, on this study, and based on consensuous manner6, have staff meetings for
the same empirical data, the authors intend, product development and possess good
besides the isotopic analysis, to understand the department managerial practices. To understand
deviation between the keyword and isotopic the market and the clients, to know the latest
analysis. The understanding of this deviation will trends as well as the most recent production
produce the margins of error for the conclusions techniques, allows for products to be developed
obtained. with focus on the costumer and the company.
On seventeen interviews to the top
management of the subsector companies,
thirteen managers defined Design Management
RESULTS as:
Isotopic for Design Management
The authors interviewed three engineers
ISOTOPES FOR THE DEFINITION OF DESIGN MANAGEMENT
of three subsector companies. These
BY DESIGNERS
professionals defined Design Management as:
2
Designer
Procedure Product
Product Development Management Irrelevant Controlled
Optimization Quality
Activities
3
The referenced article [3] defined design management is best defined by the “function and
management as “the management of functions resource management of all of the company’s
and resources of all company departments, departments, with the common objective of
aiming for the goal of product development, product development, either in an individual or
either in an individual or a team fashion”. In this team fashion” [3]. In this definition, the authors
definition, the authors can identify the omission do not observe an overlapping of both analysis
of relevant common structural places, especially systems, but rather a deviation that sums to a
concerning the presented isotopes of “market broader definition.
knowledgement”, “production knowledgement” The importance of design in company
and “trend knowledgement”, and in the fact that management is represented in the product
design management can be understood as a path development management. Product development
or a foundation for the future of the business13. has different phases, from the formulation of an
One can observe on the comparative matrix a idea, to the materialization of the product, to the
large deviation in terms of number of “product sale to the final client. One should be able to
development management” mentions. It also can conclude that, for the interviewees, it is assumed
easily be verified the lack of keyword that in order to achieve a sound design
correspondence to the structural common places. management, one should know the production
process, the trends of the market and its
acceptance of the product, thus answering the
client’s needs.
GENERAL DISCUSSION AND CONCLUSIONS In terms of design impact on the
According to the different groups of subsector, the authors can conclude that the
“actors”, design management can be defined as analyzed companies think of design as a strategic
“the management of design inside the company”. tool for long-term planning. Some companies
Despite this common definition some differences manage all the functions and activities of the
were observed: organization based on the development and
- The engineering group, represented by three creation of a quality product. In terms of internal
professionals, focused design management on organization, companies tend to use design
the way the design is managed, all thou in an integration as a mean to improve the
irrelevant position, inside the company. management of functions and activities,
- The designers group, represented by six providing the environment for optimizing
professionals, presented design management as procedures, for broadening the scope of staff
a critical in a healthy department management meetings and for promoting teamwork
and in product staff meetings.
- The managers group, the majority of the
interviewees, represented by seventeen
professionals, stated that for a good design THANKS TO
management, one should have a sound The authors wish to thank the financial
understanding of markets and production, in support of FCT (Fundação para a Ciência e
order to create a good perspective for the future Tecnologia), the support of António Marques and
and also to integrate design in the company. the translation of João Fernandes.
The scientific validation of the presented We also wish to thank the cooperation of
definitions is based on two distinct qualitative the companies that operate in the studied
analysis systems, the isotopic system and the subsector: Almas d’Areosa – Cerâmicas, SA;
keyword systems, and both systems were used in Barbotina – Fábrica de Artigos Cerâmicos, SA;
the evaluation of the answers of all “actors” Bonvida – Porcelana de Portugal, SA; BrazGil
involved in the interviews. Studio; CCA – Cerâmica de Culinária Alimentar,
According to the isotope system, the SA; Ceragés – Investimentos, SA; Cerâmica da
design management presents the “product Borralheira, SA; Ceramirupe – Cerâmica
development management” as the structural Decorativa, Lda.; Cerâmicas S. Bernardo, SA;
common place with the highest weight in the Cerarpa – Cerâmica Artística do Paço, Lda.;
analysis, followed by the “strategic planning for Cerutil – Cerâmicas Utilitárias, SA; Faianças
the future” and by the “market knowledgement”. Artísticas Bordalo Pinheiro, Lda.; Faianças
As for the keyword system, the design Primagera, SA; Faria & Bento, Lda.; Grestel –
Produtos Cerâmicos, SA; Lusogrés – Cerâmica de
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Future Projections. Grés Fino, Lda.; Matcerâmica – Fabrico de Louça,
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SA; Molde Faianças, SA; Mota – Pastas
Cerâmicas, SA; Porcel – Indústria Portuguesa de
Porcelanas, SA; Porcelanas da Costa Verde, SA;
Primagera 3 Terracota – Indústria Cerâmica de
Barro Vermelho, SA; Primagrés – Cerâmica de
Grés, SA; Secla – Sociedade de Exportação e
Cerâmica, SA; Spal – Sociedade de Porcelanas de
Alcobaça, SA; Val do Sol Cerâmicas, SA; Value
Ceramic – Companhia de Artes Cerâmicas, SA;
Vista Alegre Atlantis, SA.
REFERENCES
[1] Albarello, L. et al., 2005, Práticas e métodos
de investigação em ciências Sociais, Gradiva,
Lisboa, pp. 117-118.
[2] Albarello, L. et al., 2005, ibidem, p. 182.
[3] Antunes, R.J. et al., 2009, “Design
Management in the Utilitarian and Ornamental
Portuguese Ceramic Industry”, Design Principles
& Practices: An International Journal, 3 (2), pp.
71-84.