User Centred Design

The idea behind that International Standard is that by following the human-centred design process described, project managers can ensure that whatever computer based system they are developing will be effective, efficient and satisfying for its users. Yet there are significant similarities between the process which evolved during the Brooklands Case development and the standard. So how did the management of the Brooklands Case development match up?

The standard describes four key elements of human-centred design:

1. A clear understanding of the 'context of use': users, tasks and environment
2. The iteration of design solutions using prototypes
3. The active involvement of real users
4. Multi-disciplinary design

A clear understanding of the 'context of use': users, tasks and environment

The standard points out that most products have a variety of users and the Brooklands Case is no exception - customers, shop assistants, cleaners and engineers all have to work on the case during its life. The initial brief was drawn up by a Marks and Spencer team including the Store Development Group (Design, Engineering and Merchandising), Store Operations and the Food Group. They spent more than a year reviewing the requirements of all parts of the business and obtaining Board approval.

The iteration of design solutions using prototypes

One of the eye-openers working with refrigeration experts was that even in a mature engineering discipline like refrigeration, theory only goes so far and prototypes play an important part in the development process. Where the Brooklands project was different from normal engineering development was that prototyping was used in two parallel streams.

A functional prototype was tested in controlled laboratory conditions to refine the technical design to meet Marks and Spencer's demanding performance standards. A merchandising and design prototype was developed to test aesthetic and operational requirements in parallel. Of course, there had to be frequent interaction between the two streams to ensure that design solutions were compatible with technical performance constraints and vice versa. But developing in parallel saved time and allowed significant advances in both areas. One benefit of the design prototype was that it could be constructed from easy to work materials like foam board and card which allowed many different options to be tried in quick succession.

Marrying the two prototypes was a significant exercise as was 'productionising' the final design. This process was made more complex because there were actually three technical prototypes - one in each of the three manufacturers in the consortium representing different models of case (end cases, low height cases and tall cases).

The active involvement of real users

Eventually working prototypes were ready which could be installed in store for real trials with staff and customers. Two stores were selected and trial gondolas (blocks of cases) installed in Glasgow Argyle Street and Richmond. Although these designs performed well, the real life trials resulted in a myriad of small but significant design enhancements. The final improved product was installed in Brooklands Store in late 1997 and the newly named Brooklands Case started to roll out throughout the business.
Feedback from other users - shop assistants, cleaners and maintenance engineers - has all helped to refine the design, and continues to do so with regular design review meetings.

Multi-disciplinary design

Most retailers have their own requirements and manufacturers are expected to modify their standard products to suit. But because these designs are based on other products, different suppliers' offerings are often incompatible in dimensions, styling and even performance characteristics. One of Marks and Spencer's requirements was to be able to mix and match case sections from different suppliers to meet operational requirements.

They therefore established a Core design team with representatives from the three manufacturers, a product designer, ergonomist and hygienist as well as the Marks and Spencer team (Merchandising, Engineering and Design). At different times during the development, the team was extended with other Marks and Spencer specialists and other consultants including structural engineering, fluid dynamics, quantity surveying and intellectual property specialists. A parallel project developed the electronic controller with Elm Electronics and Linton Electronics (part of George Barker).
One of the most satisfying aspects of the project was to see people from competing organisations and different disciplines work together to solve common problems. Some issues were contentious and difficult to resolve but the whole team worked well together. The end result is not just an innovative design of refrigerated case but a single design which gives Marks and Spencer enormous flexibility in planning and efficiencies in operation in order to provide their customers with high quality merchandise in peak condition.
-- Tom Stewart