BS 7000-2:2008 pdf free download -Design management systems一 Part 2: Guide to managing the design of manufactured products.
Typical areas of organizational responsibility for design are shown in Figure 3. This is intended to illustrate the context of corporate design management and the lntcrrelationship of the topics (In each column) that are covered later in this clause.
4.2.1 General
Given the strategic significance of design in the development of new products and services, design should he given serious consideration at board level. Using design as a tactical tool on an ad hoc basis, or in an unstructured way, severely limits its contribution to the success of the organization.
Organizational design philosophy, objectives and strategy together define the boundaries of what is acceptable to the organization in terms of design activities and investments
4.2.2 Organizational design philosophy
Consideration should be given to establishing the organization’s design philosophy. This will include the organization’s general stance towards design, the basic reasons for design discipline and its contribution to the organization’s performance.
4.2.3 Setting the organization’s design objectives
The organization’s objectives should provide the foundation and motivation for all activities, including design.
Principals should formulate corporate objectives in a precise and, whenever possible, quantifiable manner. These objectives should be documented at the organizational level and cited in operating and departmental plans.
Principals may also wish to publicize and explam their aims in communications such as annual reports, briefings to financial institutions, and staff training programmes.
4.2.4 Formulating the organization’s design strategy
The organization’s design strategy should be drawn Lii) as a prescription of approaches to be taken and how resources will be harnessed to achieve the objectives.
Where appropriate, these can be developed into short- to medium-term design activities and longer-term investments in design that are reviewed before being sanctio ned for implementation.
4.3.1 General
Products and associated services are the lifeblood of an organization. Skimping on investment in new product development is likely to jeopardize future competitiveness and profitability. Principals should ensure that appropriate resources are made available when required to undertake the research, design and development work, as well as the associated training needed. Continuity of adequate resources is essential to raise performance, and to sustain excellence over time.
4.3.2 Formulating the organization’s investment programme
The financing of product design activities should be written into the organization’s business plan. The achievement of excellence in design requires funds to be allocated from clearly identified budgets well in advance to cover the approved project plans. The investment requirements and cash flow implications of design activities should be forecast (see Figure 6) an(1 set out in the organization’s design programme.
This programme should set out all areas of design activity, the outcomes sought and the contribution to the attainment of the organization’s objectives. The programme should also summarize design briefs and specifications, with the planned work broken down into stages. Skills and other resources to be committed and outputs to be generated at each stage should be specified, together with associated timescales.