Design Management Principles 2

INTELLECTUAL PROPERTY
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Intellectual property describes a wide variety of property

created by musicians, authors, artists, and inventors.

The law of intellectual property typically encompasses the

areas of Copyright, Patents, and Trademark law.

It is intended largely to encourage the development of art,

science, and information by granting certain property rights
to all artists, which include inventors in the arts and the
sciences.

These rights allow artists to protect themselves from

infringement, or the unauthorized use and misuse of their
creations.

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Copyright
Protection WHY NEED COPYRIGHT?
Copyright protection gives the copyright holder the exclusive
A copyright will protect the following categories of right to copy the work, modify it (that is, create "derivative
works: works"), and distribute, perform and display the work publicly.

Literary works
Musical works, including any accompanying words Ideas or concepts DO NOT have copyright protection.
Dramatic works, including any accompanying music
Pantomimes and choreographic works For example, if I ask you what a chair is, you get a picture in
Pictorial, graphic and sculptural works your head; the picture I get in my head is different from the
Motion pictures and other audiovisual works picture you get in your head. These are the "ideas" of what a
Sound recordings chair is.
Architectural works
However, if you were to draw the chair you envisioned in your
head or use words to describe that chair, it's an "expression" of
the idea--and that's what's protected by copyright.

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Patents

Patents protect processes, methods and inventions.

Patents are grants made by national governments

that give the creator of an invention an exclusive
right to use, sell or manufacture the invention.

Example: Product, perfume’s formula, chip, etc.

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Trademarks
A trademark can be a name, word, slogan, design,
symbol or other unique device that identifies a
product or organisation.

Registered trademarks may be identified by the

abbreviation ‘TM’, or the ‘®’ symbol. (It is illegal

to use the ® symbol or state that the trademark is
registered until the trademark has in fact been
registered).

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Operational & Functional Design Management
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Operational Design
Operations Management examines how work is accomplished,
that is, how an organization transforms inputs into output.

Normally we don't think about how some organization

manufactures its product or delivers its service.

But if you stood in line for what seemed like hours to pay a bill, then you
probably mumbled to yourself, “Why can't they get it right?”

Some organization may have impressed you at the speed of service you
received.

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What determines the operational system a firm might use?

Some factors are produced within the firm.
For example, the company may have employees with a
certain skill set.

Other factors are developed outside the firm.

For example, the demand for the product or service may peak and
the product may be gone bad rapidly.

While there is no one best at operational design/system for a product

area, a good operational design must have congruence among the
three design elements:

1. Processes or Procedures
2. Equipment & Facilities
3. People

The 3 elements above must fit together for the design to work.
Example: We would not use employees with a grade school education to operate
sophisticated machinery.

If we have highly talented people, we want the equipment and the process to make
the best use of all their talents.

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What determines the operational system a firm might use?

There is no one right way to design an operation to produce some product.
If we look at operations we encounter every day, we see countless
operational designs in companies that produce similar products.

Example: Cafeteria vs Family Restaurant

Specialty Store vs Discount Warehouse Store

Their products are similar - food, retail services, and beer, respectively - yet
the mix of people, processes, and equipment differs dramatically. Even if we
look at hamburger fast food restaurants, we will find major differences in
operational designs.

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Functional Design
Look at what you’ve made.

Beautiful, isn’t it?

But does it work?
For whom does it work? Of course you can use it, but can anyone
else?
In short, is it functional?

At the heart of every piece of practical design, there is

a function, a task the item is expected to perform.

Designer needs to know all the principle functions;

these activities are called conceptual or functional
design

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Functional Design
1. Consider the product’s goal
Product: Screwdriver

The goal: To drive screws

Although there’s certainly a lot of room for innovation in screwdriver

design — there are screwdrivers with more ergonomic handles, ratchet-
assemblies, magnetic tips, and exchangeable heads — ultimately
everything in a screwdriver’s design is aimed towards the accomplishment
of that single goal: driving screws

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Functional Design
2. Consider who will be using it
Perhaps the single most important consideration in the design
process — and the one most often forgotten — is the intended
audience for the product.

Product: Mac (Apple)

Target Audience: ????? (Imagine how your grandparents use it)

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Functional Design
3. Is it clear how to use it?
The best design, as often said, "speaks for itself". It is
immediately clear — at least to its target audience(s) — what a
product does and how to use it. Clarity is key to functional
design.

BEST-DESIGNED OBJECT IN THE WORLD: BALL

With minimal instruction even infants can use it!

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Functional Design
4. How does your user know its working?
How often do you double-check to see that your alarm clock is
set to go off, and at the right time, before you can relax and go
to sleep?

5. How does it handle mistakes?

How often have you visited a web page, realized it didn’t have
the information you were looking for, clicked the "Back" button,
and ended up on the same page again?

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End of Lecture

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