Performance Based Design Project

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Performance Based Design Project

  1. 1. ACHIVE SUCCESS<br />ESTABLISH VALUE<br />DESIGN THINKING FOCUSED ON VALUE<br />Performance Based Design Project<br />IN PROGRESS<br />2005-2011<br />TOOLS FOR INNOVATION & TRANSFORMATION<br />
  2. 2. RETURN ON DESIGN<br />RESEARCH INITIATIVE<br />Introduction<br />
  3. 3. For the past five years<br />we have been conducting<br />Integrated Design Research<br />with the clients we serve<br />We have already learned a lot!<br />
  4. 4. RETURN ON DESIGN RESEARCH INITIATIVE<br />Design is Changing: Challenge Complexity is Rising<br />Complex<br />Problem<br />What skills & tools are needed to do this work?<br />Today<br />Multiple<br />Discipline<br />Single<br />Discipline<br />Yesterday<br />Simple<br />Problem<br />
  5. 5. RETURN ON DESIGN RESEARCH INITIATIVE<br />Design is Changing: Time Frames are Compressing<br />Yesterday: Old World Sequential Processing<br />Project<br />Start<br />Project<br />End<br />Today: New World Parallel Processing<br />What skills & tools are needed to do this work?<br />
  6. 6. RETURN ON DESIGN RESEARCH INITIATIVE<br />Design is Changing: Thinking Across Disciplines is Required<br />Today<br />Yesterday<br />Single-discipline<br />Teamwork<br />Alone-work<br />Cross-discipline<br />Teamwork<br />What skills & tools are needed to do this work?<br />
  7. 7. We share understandings<br />about the realities of Return on<br />Design by inviting clients to<br />participate in the research.<br />
  8. 8. Participant engagement typically<br />includes defining what Return<br />on Design is what it isn’t and how<br />to build capacity in real teams<br />and real organizations.<br />
  9. 9. In all of our research we utilize<br />a diverse set of tools within the<br />Innovation Process<br />created five years ago and<br />still a work in progress.<br />
  10. 10. WHAT IS<br />RETURN ON DESIGN?<br />
  11. 11. RETURN ON DESIGN RESEARCH INITIATIVE<br />What is Design Thinking?<br />Return on Design<br />is the disciplined ability of recognizing,<br />orchestrating and integrating the diverse<br />brainpower of cross-disciplinary teams<br />as they grapple with and navigate<br />complex innovation challenges.<br />MICRO VIEW<br />
  12. 12. At it’s core<br />Return on Design<br />is about harnessing and utilizing the<br />design talents of individual<br />disciplines, and aligning those preferences into an innovation process.<br />It is also about<br />jettisoning old design habits<br />and adopting valuable new behaviors.<br />RETURN ON DESIGN RESEARCH INITIATIVE<br />What is Return on Design?<br />MICRO VIEW<br />
  13. 13. WHAT DOES<br />RETURN ON DESIGN<br />SUPPORT?<br />
  14. 14. RETURN ON DESIGN RESEARCH INITIATIVE<br />What is Design Thinking?<br />e<br />Return on Design Supports <br />the disciplined ability to deliberately<br />create robust sustainable conditions<br />that enables Integrative Design <br />across multiple disciplines in<br />organizationalcontexts.<br />MACRO VIEW<br />
  15. 15. Integrated Design Value <br />Business<br />(viability)<br /> MACRO: Integrated Design <br />thinking<br />is here<br />emotional<br />innovation<br />experience<br />innovation<br /> MICRO: IntegratedDesign<br />actions<br />are here<br />People<br />(desirability)<br />*<br />Environment<br />(usability)<br />service<br />innovation<br />operational<br />innovation<br />Technology<br />(operability)<br />Innovation Framework © connects MACRO & MICRO VIEWS.<br />Shown Above: One thinking combination popular in organizations today. Many combinations are possible.<br />
  16. 16. RETURN ON DESIGN RESEARCH INITIATIVE<br />What is integrated Return on Design Enabling?<br />e<br />Helping organizations tap into<br />the power of the Innovation Framework©<br />is an ongoing quest and has been<br />for numerous years<br />With the focus of leading<br />transformation by design<br />MACRO VIEW<br />
  17. 17. RETURN ON DESIGN RESEARCH INITIATIVE<br />Value Advantage©Model<br />g<br />e<br />Value Generation Model<br />Environment<br />Capital<br />Loyalty<br />Operations<br />
  18. 18. RETURN ON DESIGN RESEARCH INITIATIVE<br />Value Advantage©Process<br />g<br />e<br /> value<br />Value Generation Process<br />Inquire<br />Implement<br />understanding the current environment<br />building the<br />vision<br />Imagine<br />Illustrate<br />creating a vivid <br />description of the future<br />Giving form to<br />The vision<br />building the<br />foundation<br />Innovate<br />
  19. 19. RETURN ON DESIGN RESEARCH INITIATIVE<br />Value Advantage©Teams<br />g<br />e<br />Value Generation Team<br />Generator<br />Implementer<br />Conceptualizer<br />Optimizer<br />
  20. 20. Creatinga Return on Design©<br />typically involves working with<br />organizational leaders to redesign,<br />retool & measure the “Innovation<br />Model” within their organizations.<br />
  21. 21. RETURN ON DESIGN RESEARCH INITIATIVE<br />Value Advantage©Framework Alignment<br />g<br />Value Generation Model<br />Value Generation Team<br />Value Alignment<br />Value Generation Process<br />
  22. 22. RETURN ON DESIGN RESEARCH INITIATIVE<br />Unbalanced 1: Most Organizations look like this<br />Quantitative Values Dominate<br />
  23. 23. RETURN ON DESIGN RESEARCH INITIATIVE<br />Unbalanced 2: Some Organizations look like this<br />Qualitative Values Dominate<br />
  24. 24. RETURN ON DESIGN RESEARCH INITIATIVE<br />Balanced Value Advantage©<br />g<br />Balanced Return on Design©<br />©<br />All Strategic Initiatives Aligned<br />Dynamically Linked to Transformation<br />
  25. 25. RETURN ON DESIGN RESEARCH INITIATIVE<br />Value Advantage©: 3 Strategic Comparison Views<br />e<br />Hospital<br />Library<br />Long Term Care<br />Capital Indicators<br />______________________<br />Operational Indicators<br />______________________<br />Environmental Indicators<br />______________________<br />Loyalty Indicators<br />______________________<br />Capital Indicators<br />______________________<br />Operational Indicators<br />______________________<br />Environmental Indicators<br />______________________<br />Loyalty Indicators<br />______________________<br />Capital Indicators<br />______________________<br />Operational Indicators<br />______________________<br />Environmental Indicators<br />______________________<br />Loyalty Indicators<br />______________________<br />
  26. 26. RETURN ON DESIGN RESEARCH INITIATIVE<br />Performance Based Design Project<br />IN PROGGRESS<br />2005-2010<br />
  27. 27. Creatinga Return on Design©<br />typically involves working with<br />organizational leaders toredesign,<br />retool & construct the “Innovation<br />Model” within their organizations.<br />
  28. 28. Case Study : Neuroscience Center of NE Wisconsin<br />RETURN ON DESIGN RESEARCH INITIATIVE<br />Case Studies<br />
  29. 29. RETURN ON DESIGN RESEARCH INITIATIVE<br />Return on Design : Case Study<br />VISION<br />Case Study: Neuroscience Center of NE Wisconsin<br /><ul><li> Design a benchmark experience that transforms how patients feel and attaches them forever.
  30. 30. Create a working environment where employees are happy and never want to leave.
  31. 31. Reduce overall operations costs through efficiencies and sustainability.
  32. 32. Engage patients and families in seamless care delivery at the Neuroscience Group of Northeast Wisconsin.</li></ul>“Just as evidence-based medicine is revolutionizing health care, evidence based design will transforming the health<br />care environment. We need to have, at our disposal, proven methods for improving patient outcomes, safety, attachment levels, as well as staff retention and service efficiency. Utilizing experience-based design needs to support improvements to clinical outcomes, economic performance, productivity and community measures.”<br />Steven J. Price, M.D.<br />Neurologist, Neuroscience Group<br />
  33. 33. RETURN ON DESIGN RESEARCH INITIATIVE<br />Return on Design : Case Study<br />e<br />DRIVERS OF VALUE<br />Case Study: Neuroscience Center of NE Wisconsin<br />Capital<br />Environment<br /><ul><li>Net Revenue
  34. 34. Revenue Per Procedure
  35. 35. Operational Costs
  36. 36. Environmental Costs
  37. 37. Energy Performance
  38. 38. Light Quality
  39. 39. Acoustic Quality
  40. 40. Maintenance</li></ul>Operations<br />Loyalty<br /><ul><li>Community Satisfaction
  41. 41. Patient Satisfaction
  42. 42. Physician Satisfaction
  43. 43. Care Giver Satisfaction
  44. 44. Service Delivery
  45. 45. Functional Adjacency
  46. 46. Storage Requirements
  47. 47. Space Utilization</li></li></ul><li>RETURN ON DESIGN RESEARCH INITIATIVE<br />Return on Design: Case Study<br />e<br />Loyalty<br />Capital<br />Operations<br />Environment<br />Community Satisfaction<br />______________________<br />Patient Satisfaction<br />______________________<br />Physician Satisfaction<br />______________________<br />Care Giver Satisfaction<br />______________________<br />Net Revenue<br />______________________<br />Revenue Per Procedure<br />______________________<br />Operational Costs<br />______________________<br />Environmental Costs<br />______________________<br />Service Delivery<br />______________________<br />Functional Adjacency<br />______________________<br />Storage Requirements<br />______________________<br />Space Utilization<br />______________________<br />Energy Performance<br />______________________<br />Light Quality<br />______________________<br />Acoustic Quality<br />______________________<br />Maintenance<br />______________________<br />8% <br />5%<br />15%<br />12%<br />8% <br />5%<br />13%<br />12%<br />8% <br />1%<br />10%<br />12%<br />7% <br />15%<br />8%<br />10%<br />
  48. 48. RETURN ON DESIGN RESEARCH INITIATIVE<br />What the Research Shows: 8 Key Findings<br />e<br />Finding 1<br />Hospitals improve energy efficiency from a low of 15.7% to a best practice high of 31%<br />
  49. 49. RETURN ON DESIGN RESEARCH INITIATIVE<br />What the Research Shows: 8 Key Findings<br />e<br />Finding 2<br />Hospitals and hospital departments generated as low as an additional 4.33% to as high as an additional 6.0% of revenue as a result of new or remodeled facilities<br />
  50. 50. RETURN ON DESIGN RESEARCH INITIATIVE<br />What the Research Shows: 8 Key Findings<br />e<br />Finding 3<br />Hospitals require fewer FTEs and Reduction to the Cost of Critical Processes from a low of 2.3% to a best practice high of 15.2%<br />
  51. 51. RETURN ON DESIGN RESEARCH INITIATIVE<br />What the Research Shows: 8 Key Findings<br />e<br />Finding 4<br />Hospitals document improved outcomes—specifically as high as 80% fewer falls, reducing costs $2.5 million annual savings <br />
  52. 52. RETURN ON DESIGN RESEARCH INITIATIVE<br />What the Research Shows: 8 Key Findings<br />e<br />Finding 5<br />Hospitals document reduced infection rates between 5-11% resulting 4-5less infections per month resulting in $80,000 in savings<br />
  53. 53. RETURN ON DESIGN RESEARCH INITIATIVE<br />What the Research Shows: 8 Key Findings<br />e<br />Finding 6<br />Reduction in turnover as high as 28.57%, patient satisfaction scores of 96.7% andphilanthropic contributions increases of 23.07%<br />
  54. 54. RETURN ON DESIGN RESEARCH INITIATIVE<br />What the Research Shows: 8 Key Findings<br />e<br />Finding 7<br />Reduced in patient transfers by as much as 80% resulting in annual savings of $3.9 million dollars<br />. <br />
  55. 55. RETURN ON DESIGN RESEARCH INITIATIVE<br />What the Research Shows: 8 Key Findings<br />e<br />Finding 8<br />Budget for projects were reduced by as low as 5% to as high as 13% as a result of utilizing the Return on Design Process©<br />. <br />
  56. 56. RETURN ON DESIGN<br />IN HISTORY<br />
  57. 57. RETURN ON DESIGN RESEARCH INITIATIVE<br />Return on Design : In History<br />e<br />Working in the context of<br />business organizations, numerous<br />early Return on Design pioneers,<br />the Design Council, Commission for Architecture and the Built Environment and others<br />became interested in Return on Design<br />in the 1950s.<br />Many others have built on these foundations.<br />
  58. 58. RETURN ON DESIGN RESEARCH INITIATIVE<br />Explanations<br />e<br />NOTE: Not all of the Return on Design frameworks, tools, methods, <br />and research are fully<br />explained in this brief publication.<br />For more information send an email<br />with “Transformation” as the subject to:<br />Joetheinowski@hotmail.com<br />
  59. 59. The Beginning<br />
  60. 60. MISSION:<br />Transformation for the 21st Century<br />STRENGTHS:<br />VALUES:<br />Connectedness: I believe that everything in life is somehow interrelated and interdependent. I strive make it possible for individuals to work together with an aim to break down barriers that separate them.<br />Futuristic: I believe in creating detailed and vivid images of what the future promises. I strive to open people’s minds to new and wondrous possibilities.<br />Strategic: I believe in identifying specific types of obstacles, difficulties, or dilemmas and the invention of alternative courses of action. I strive to help others generate options and see the ways to attain their objective.<br />Ideation: I believe that “the life of the mind” is a joint effort. I Strive to invent new methods for performing tasks, reaching goals, operating processes, distributing goods, or increasing productivity.<br />Input: I believe in filling ones mind with new ideas by asking questions, reading, studying, observing, or listening. I strive to accumulate facts, data, stories, examples, or background information from people for the creation of a resource of knowledge.<br /><ul><li>Lightness –To create in a way that is most simple while still maintaining clarity & personality.
  61. 61. Quickness – To move in fashion that is an appropriate pace to execute the desired outcome.
  62. 62. Exactitude –To be precise in ones choices and actions to support the subtleties of the desired goal.
  63. 63. Visibility –Togive deliberate visual intent to support communication and understanding.
  64. 64. Multiplicity – To harness the exhilarating infinitude of possibilities to support the ideal outcome.
  65. 65. Consistency –To form agreement, harmony, or compatibility within the complexity of design.</li></ul>PROCESS:<br /><ul><li>Inquire – Understanding the current environment through observation and inquiry
  66. 66. Imagine – Creating a vivid description of the ideal future through customer & business alignment
  67. 67. Innovate – Building a foundation for the future through ideation and a robust project brief
  68. 68. Illustrate – Giving form to the vision through prototyping and visualization
  69. 69. Implement – Building the vision through ongoing review and post occupancy evaluation </li></ul>TOOLS:<br /><ul><li>Design Thinking - Combining empathy, creativity and rationality towards user needs &business success.
  70. 70. Co-Design –Inclusion of diverse perspectives into the design process to support useful solutions.
  71. 71. User Centered Design - Accounting the needs, wants, and limitations of end users in the design process.
  72. 72. Service Design – Coordination of people, place, services & technology towards ideal experiences.
  73. 73. Design Resilience –Development of interdependent solutions that allow for flexibility and adaptability.
  74. 74. Performance Based Design –Employment of standardized metrics to evaluate design results.
  75. 75. Evidence Based Design – The use of credible data in order to influence the design process.</li></ul>To see more thoughts and Ideas visit my blog http://joeheinowski.tumblr.com/<br />VISION:<br />Joseph Heinowski, AIA 414.328.1832<br />Engaging in Applied Innovation<br />TOOLS FOR INNOVATION & TRANSFORMATION<br />

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