Unit 1 Assignment 3
Issued Date: 04.03.22
Hand In Date: 01.04.22
Introduction:
These notes would be investigating the role and the contributions of innovation and the
success of a business. In these notes there would be information on the risks and benefits
that are associated with innovation and a business. The business that has been chosen is
the Dyson Company, it is a household appliance company which is a British technology
company. The Dyson limited company was established in the United Kingdom by James
Dyson in 1991. The Dyson limited company has its own designs and manufactures
household appliances, there are many which are popular are vacuum cleaners, air purifiers,
hand dryers, bladeless fans, heaters, hair dryers and lights. Dyson has achieved many great
technological achievements and through their change through innovation and has become
the success of the enterprise.
Investigate the role and contribution of innovation and enterprise to business
success.
Innovation
Dyson has a creative process which helps them make all the products such as the Dyson
Vacuum. Meanwhile, creating the product the employees such as Dyson’s Engineers has
their own process that they follow. “Engineers refer to the stages of the design process as:
Specify, Plan, Design, Build, Test, Analyse” (Ref 1). Dyson's creative process revolves
around employees considering every detail of a design. They consider how it would work
and so on. A product is designed and tested repeatedly through process and discovery.
Dyson can produce high-quality products while also being a disruptor through this process.
Dysons creative process is rigorous as they go through 1,000’s of testing phases and
improvements.
Dyson is notable for taking 15 years and 5,127 prototypes to produce a vacuum cleaner that
would become a household name. Lengthy R&D and prototyping times are still a big element
of Dyson's production cycle and innovation. Dyson's engineers begin the product design
process using card and foam models, which they use to sketch out what needs to be
included in the device and where the components should be placed generally. Then the
engineers build the prototypes that have been frequent failures.
The failure on the other hand, is viewed as a positive at Dyson because it helps engineers to
apply maths, science and creative thinking to find answers. It produces excellent products
faster and explores new areas for innovation. Solving one problem in the prototyping
process frequently leads to new questions for the engineers. For example, if Dyson added a
ball it would increase the weight of the vacuum cleaner, necessitating a modification of the
motor to make it lighter and more energy efficient.
Quality control is also done by Dyson engineers using maths and statistics. Although parts of
varying sizes are inevitable in any manufacturing process, engineers utilise mathematical
1
,formulas to incorporate intolerances to ensure that the parts fit together perfectly every time.
Dyson then uses statistics to assess the quality of the various products in a sample to
guarantee that they all meet the minimum requirement.
Dyson's early success was built on tenacity, as well as a dedication to constant innovation
and improvement. These attributes are now ingrained in Dyson's business strategy and
culture as organised and incremental innovation, allowing the company to keep innovating,
disrupting markets and surpassing the competition. Dyson has been able to reimagine
mundane household appliances in order to significantly improve their utility by thinking
laterally and restructuring conventional beliefs about how goods work.
Dyson’s Product Innovation teams are crucial in ensuring that its products and embedded
technologies meet and exceed customer expectations. Discovering and developing new
technologies, product formats and business cases for projects in our portfolio in collaboration
with other NPI engineers, Research specialists and downstream RDD teams. (Ref 2) 80% of
Dyson's business was full-sized vacuum cleaners, according to New Product Innovation
which stands for short is NPI. Dyson has made their products have digital motor-powered
cordless vacuums, robots, Airblade hand dryers, bladeless fans, humidifiers, purifiers, and
heaters are fuelling its expansion in more than 80 countries.
Dyson’s ability to innovate while manufacturing these products was a crucial aspect in his
success. Through incremental innovation, the corporation has constantly worked to improve
its current product line. This is especially critical in light of the ever-changing nature of
customer needs. Furthermore, Dyson handled the problem from the standpoint of the client
rather than the market. As a result, Dyson has been able to uncover chances in the small
appliance market and has successfully increased brand awareness.
Its efforts to develop core technologies have enabled Dyson to gain access to new business
opportunities in a variety of industries. Dyson continues to demonstrate its worth in various
products such as "bladeless" fans, air purifiers and hair dryers. (Ref 3) In which resulted
from its successful implementation. As a result, picking the right approach to the problem
proved an enormous profit in the long term.
Dyson’s product development plan is that all projects must adhere to strict deadlines. This is
because of the iterative nature of the design process, the concept will need to be prototyped,
tested and improved over and over again. Engineers can stay on track with the support of
project milestones.
Dyson’s design development process is that the first time a design is created it will never be
perfect. The engineers would go through the design process multiple times, each time
adjusting and changing their design slightly. It took 5,127 prototypes for James Dyson to
achieve the first cyclonic vacuum. (Ref 4) The engineers collaborate in groups as a team
while they would be sharing challenges and ideas that lead to more innovative solutions.
Dyson's engineers will begin brainstorming solutions after receiving a design brief. There
really is no such thing as a failure idea and everything is documented. The next step is to
create a sketch and the engineers make their sketches rough and ready since it's all about
presenting complex ideas in a simple manner. (Ref 5) The sketching also supports the team
in planning the layout of the parts and the overall appearance of the machine.
2
, As for Dyson’s product development build they would start as early as possible, the
engineers would create the 3D prototypes. At first, it's quite rudimentary, which is a
cardboard model. The Cardboard is cheap and pliable, that would be allowing engineers to
easily model basic functions. After that, they would move on to Computer Aided Design
which stands for short CAD. (Ref 6) Meanwhile, this allows the engineers to test
calculations and airflow dynamics, as well as transmit CAD items to a 3D printer using this
technique. The 3D printed components may be put together along with motors and
electronics to create completely functional devices.
Dyson’s testing can literally make or ruin a product the engineers put prototypes to the test,
often to their destruction. This enables them to confirm that the machine fulfils the design
specifications and can withstand domestic usage. The design will be redesigned, rebuilt and
tested again after it has been tested. This process will be carried out several times.
The product would go into production after engineers are satisfied with the design. The initial
batch of machines, known as Engineering Build 1 which stands for short EB1, will undergo
comprehensive testing to confirm that the materials and moulding work satisfy the design
specifications and will survive for the expected lifetime of the machine. At some point
throughout the production process, the design will most likely fail. The engineers would take
on those challenges again in order to improve the machine.
Dyson has a bigger picture for their business efficiency, Dyson’s engineers instinctively want
to improve things. Dyson calls it “lean engineering” and this has always been Dyson's
approach. Lean engineering is one of Dyson’s core philosophies from the day Dyson
became an enterprise which enables them to use science, engineering and behaviour
change to improve the performance to reduce their impacts and their products. This helps
Dyson by using fewer resources and Dyson is focusing on sharpening.
Dyson has been focusing on sharpening it through their pioneering technology, spaces,
philanthropic activities and education purposes. It is essential that sustainability is at the
centre of Dyson. The lean engineering puts time and energy into energy, it has intelligently
lean and Automatic Clean. It is very energy saving and it is central to Dyson’s vacuum
cleaning technology. (Ref 7) In the Dyson V15 Detect and V12 Detect Slim, the Acoustic
Dust Sensing adds an additional layer to energy saving; Dyson’s patented Piezo sensor
technology.
Dyson V12 Detect Slim (Ref 8)
In 2002 Dyson reinvented motors, Dyson created highly efficient motors that are the key to
less energy-hungry products. In 2002, Dyson engineers began to reinvent conventional
3
Issued Date: 04.03.22
Hand In Date: 01.04.22
Introduction:
These notes would be investigating the role and the contributions of innovation and the
success of a business. In these notes there would be information on the risks and benefits
that are associated with innovation and a business. The business that has been chosen is
the Dyson Company, it is a household appliance company which is a British technology
company. The Dyson limited company was established in the United Kingdom by James
Dyson in 1991. The Dyson limited company has its own designs and manufactures
household appliances, there are many which are popular are vacuum cleaners, air purifiers,
hand dryers, bladeless fans, heaters, hair dryers and lights. Dyson has achieved many great
technological achievements and through their change through innovation and has become
the success of the enterprise.
Investigate the role and contribution of innovation and enterprise to business
success.
Innovation
Dyson has a creative process which helps them make all the products such as the Dyson
Vacuum. Meanwhile, creating the product the employees such as Dyson’s Engineers has
their own process that they follow. “Engineers refer to the stages of the design process as:
Specify, Plan, Design, Build, Test, Analyse” (Ref 1). Dyson's creative process revolves
around employees considering every detail of a design. They consider how it would work
and so on. A product is designed and tested repeatedly through process and discovery.
Dyson can produce high-quality products while also being a disruptor through this process.
Dysons creative process is rigorous as they go through 1,000’s of testing phases and
improvements.
Dyson is notable for taking 15 years and 5,127 prototypes to produce a vacuum cleaner that
would become a household name. Lengthy R&D and prototyping times are still a big element
of Dyson's production cycle and innovation. Dyson's engineers begin the product design
process using card and foam models, which they use to sketch out what needs to be
included in the device and where the components should be placed generally. Then the
engineers build the prototypes that have been frequent failures.
The failure on the other hand, is viewed as a positive at Dyson because it helps engineers to
apply maths, science and creative thinking to find answers. It produces excellent products
faster and explores new areas for innovation. Solving one problem in the prototyping
process frequently leads to new questions for the engineers. For example, if Dyson added a
ball it would increase the weight of the vacuum cleaner, necessitating a modification of the
motor to make it lighter and more energy efficient.
Quality control is also done by Dyson engineers using maths and statistics. Although parts of
varying sizes are inevitable in any manufacturing process, engineers utilise mathematical
1
,formulas to incorporate intolerances to ensure that the parts fit together perfectly every time.
Dyson then uses statistics to assess the quality of the various products in a sample to
guarantee that they all meet the minimum requirement.
Dyson's early success was built on tenacity, as well as a dedication to constant innovation
and improvement. These attributes are now ingrained in Dyson's business strategy and
culture as organised and incremental innovation, allowing the company to keep innovating,
disrupting markets and surpassing the competition. Dyson has been able to reimagine
mundane household appliances in order to significantly improve their utility by thinking
laterally and restructuring conventional beliefs about how goods work.
Dyson’s Product Innovation teams are crucial in ensuring that its products and embedded
technologies meet and exceed customer expectations. Discovering and developing new
technologies, product formats and business cases for projects in our portfolio in collaboration
with other NPI engineers, Research specialists and downstream RDD teams. (Ref 2) 80% of
Dyson's business was full-sized vacuum cleaners, according to New Product Innovation
which stands for short is NPI. Dyson has made their products have digital motor-powered
cordless vacuums, robots, Airblade hand dryers, bladeless fans, humidifiers, purifiers, and
heaters are fuelling its expansion in more than 80 countries.
Dyson’s ability to innovate while manufacturing these products was a crucial aspect in his
success. Through incremental innovation, the corporation has constantly worked to improve
its current product line. This is especially critical in light of the ever-changing nature of
customer needs. Furthermore, Dyson handled the problem from the standpoint of the client
rather than the market. As a result, Dyson has been able to uncover chances in the small
appliance market and has successfully increased brand awareness.
Its efforts to develop core technologies have enabled Dyson to gain access to new business
opportunities in a variety of industries. Dyson continues to demonstrate its worth in various
products such as "bladeless" fans, air purifiers and hair dryers. (Ref 3) In which resulted
from its successful implementation. As a result, picking the right approach to the problem
proved an enormous profit in the long term.
Dyson’s product development plan is that all projects must adhere to strict deadlines. This is
because of the iterative nature of the design process, the concept will need to be prototyped,
tested and improved over and over again. Engineers can stay on track with the support of
project milestones.
Dyson’s design development process is that the first time a design is created it will never be
perfect. The engineers would go through the design process multiple times, each time
adjusting and changing their design slightly. It took 5,127 prototypes for James Dyson to
achieve the first cyclonic vacuum. (Ref 4) The engineers collaborate in groups as a team
while they would be sharing challenges and ideas that lead to more innovative solutions.
Dyson's engineers will begin brainstorming solutions after receiving a design brief. There
really is no such thing as a failure idea and everything is documented. The next step is to
create a sketch and the engineers make their sketches rough and ready since it's all about
presenting complex ideas in a simple manner. (Ref 5) The sketching also supports the team
in planning the layout of the parts and the overall appearance of the machine.
2
, As for Dyson’s product development build they would start as early as possible, the
engineers would create the 3D prototypes. At first, it's quite rudimentary, which is a
cardboard model. The Cardboard is cheap and pliable, that would be allowing engineers to
easily model basic functions. After that, they would move on to Computer Aided Design
which stands for short CAD. (Ref 6) Meanwhile, this allows the engineers to test
calculations and airflow dynamics, as well as transmit CAD items to a 3D printer using this
technique. The 3D printed components may be put together along with motors and
electronics to create completely functional devices.
Dyson’s testing can literally make or ruin a product the engineers put prototypes to the test,
often to their destruction. This enables them to confirm that the machine fulfils the design
specifications and can withstand domestic usage. The design will be redesigned, rebuilt and
tested again after it has been tested. This process will be carried out several times.
The product would go into production after engineers are satisfied with the design. The initial
batch of machines, known as Engineering Build 1 which stands for short EB1, will undergo
comprehensive testing to confirm that the materials and moulding work satisfy the design
specifications and will survive for the expected lifetime of the machine. At some point
throughout the production process, the design will most likely fail. The engineers would take
on those challenges again in order to improve the machine.
Dyson has a bigger picture for their business efficiency, Dyson’s engineers instinctively want
to improve things. Dyson calls it “lean engineering” and this has always been Dyson's
approach. Lean engineering is one of Dyson’s core philosophies from the day Dyson
became an enterprise which enables them to use science, engineering and behaviour
change to improve the performance to reduce their impacts and their products. This helps
Dyson by using fewer resources and Dyson is focusing on sharpening.
Dyson has been focusing on sharpening it through their pioneering technology, spaces,
philanthropic activities and education purposes. It is essential that sustainability is at the
centre of Dyson. The lean engineering puts time and energy into energy, it has intelligently
lean and Automatic Clean. It is very energy saving and it is central to Dyson’s vacuum
cleaning technology. (Ref 7) In the Dyson V15 Detect and V12 Detect Slim, the Acoustic
Dust Sensing adds an additional layer to energy saving; Dyson’s patented Piezo sensor
technology.
Dyson V12 Detect Slim (Ref 8)
In 2002 Dyson reinvented motors, Dyson created highly efficient motors that are the key to
less energy-hungry products. In 2002, Dyson engineers began to reinvent conventional
3
