Trans RINA, Vol 156, Part C1, Intl J Marine Design, Jan -Dec2014
manager and a representative of a shipyard will make for several touch-points:
the room where the meeting is
taking place and the design specification outline as an outcome of the meeting. Touch-points are a possible source of intervention for the service designer to improve the experience of the actors. For example, the touch- point “meeting room” can be equipped with technology that facilitates the visualisation of the current fleet of the ship
owner, and the expression of their design
requirements for a new ship project, and the touch-point “design specification outline” can be a template pre- prepared for a specific type of ship, with a list of equipment and desired functions. Section 4.2 provides further
details regarding key touch-points in a ship
design process, as well as propositions for the design, to improve the user experience.
2.1 (c) Timeline, information flows, value creation
A timeline is a convenient way of showing the successive steps in the design process, enabling the actors involved at different steps to have a clear view of what they are expected to contribute to the overall process. It is also a convenient way of displaying touch-points, as well as flows of
information and value creation. A simple
example is shown in Figure 1 below. 2.2
Ship design
RATIONALE is
becoming an ever more complex
discipline, involving increasingly numerous and diverse actors,
highly advanced tools, time constraints and
market fluctuations. Our argument is that this increasing complexity is experienced first-hand by the actors, and, as such, they must be re-placed at the centre of the process, so that their specific needs can be catered for. The experience of the Norwegian ship designer and
builder Ulstein, who specialises in offshore vessels (a particularly complex segment of ships) illustrates this need very well [6]:
“Over the years, it has become clearer (…) that handling these challenges of complexity, uncertainty
and
ambiguity are more of a managerial mastery task rather than a classic naval architecture and marine engineering based ship design task. It seems as if traditional naval architecture and marine engineering disciplines do not suffice as the basis for further enhancing such tasks. Next generation ship design models and approaches should, therefore, include also the necessary management tools, social science and support mechanisms to handle the extended system based ship design process.(…) Thus we argue that the existing and more traditional ship design approaches are particularly weak when it comes to handling and cater for a multi-dimensional and multi- disciplinary complex ship design approach.”
Service design is proposed here as an inspirational method to cater for these necessary “management tools, social science and support mechanisms” traditionally missing in ship design practices, as described in the same cited paper, by reviewing 29 different published ship design processes. The “extended system based ship design process” is defined as a process that accounts for both upstream (the ship as a revenue-making asset) and downstream (the ship as an operational tool, operated by human operators) dimensions of the design process, by including all the actors involved in the ship design process, from the finance investor considering ships as “liquid assets”, to the ship owner, responsible for a large fleet with a complex and challenging set of international regulations and fluctuating freight rates, to the crew who must find a certain degree of ergonomics in operating the ship.
Figure 1: Simplified timeline showing actors, information flow and value creation. C-30 ©2014: The Royal Institution of Naval Architects
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