Pei-Jung Design Portfolio 2012

p I I gJPei Jung DesignProduct • Graphic • Design strategy • Brand Research & Design

Portfolio

Technical and Skills

Photoshop, Illustrator,

InDesign, After Effects, PremierWords, Excel, and Powerpoint

Mandarin Chinese , EnglishRhino, Solidworks, Hypershot

Photo view 3603D

Pei-Jung Lee 703 415 6606

[email protected]

http://issuu.com/peggy_lee

Project experiences• International Houseware Competition, 09

• International collaborative project for Motorola, Au 10

• Creative project for Ault Technologies LLC, Au 2010

• Electrolux Design Lab Competition, Sp 10

• Royal Sovereign, Portable AC Competition, Sp 2010

• Internship at Fortune Grand Technology lnc 2010, 2011

• Project with 3M Co. Wi 2010

Academic Background

p I I gJPei

Jung

Design

Design Management

CollaborationCommunication

ChumilityMarketing • Business strategy

Business Model • BrandingResearch • Product

Graphic • Video

Ohio State University, Columbus

BSD in Industrial Design, 2011

Minor: Economy GPA/3.6

Savannah College of Art and

Design MA Design Management

2012 GPA/ 4.0

• Business Strategy Design Traning Certificate 2011

• Project with Mettler Toledo, lnc 2011

• Merrill Lynch

Summer Wealth Management Program,HK, 2011

• EPIC (Ethnographic Praxis in Industry Conference)

Extension Branding Project, 2012

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DesignProduct

Strategic planning

Marketing

TeamContextual

Management

Visual communication Multi disciplinary

Video

Graphic Illustration

Bran

d g

uid

eline

Info

grap

hic

Design thinking

Brand identify & evaluate

User experience

Business modelLogo

Concept development

Prototype3D modeling

Sketches

Brandingdata analysis

Enth

og

raph

ic research

Branding Strategies : research, identify, evaluate, design, graphic

priniqueprint unique family friends

Kodak Brand Identify and Evaluate EPIC 2012 Brand Design & Identity

Questioning the Mainstream: Urban & Suburban

Infographic

5

Product DesignDesign strategies : contextual research, analysis, concept development

“...we are not in Savannah to change it. Improve it here and there, but there is a reason why we are here: because it’s fantastic! There are things we can improve upon, but you don’t want to change the

Savannah as an Art & Culture Economy

Strategic Futures for the Smithsonian Institution

Moisture Analyzer Mettler Toledo Research + Product Development

6

by Kodak

prinique

Unique FamilyFriends

We care about our people

x

x

x

x

x

x

2x15mm

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BrandingKodak Brand Identify and Evaluate

EPIC 2012 Brand Design & Identity

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1884 Eastman Dry Plate Company

9

Kodak Brand Identify and Evaluate

The problem

Kodak entered the digital industry they forgot about the digital value chain does not function like the traditional market.“ All innovation is hard. Reinventing your entire business is the hardest. innovation of all. ” Clayton Christensen, a professor at Harvard Business School.

Eastmen Kodak

People Insight

People Journey

MarketAnalytic

Brand Strategy

Design

• Packaging • Color• Applications• Business card and more

• Brand positioning • Creating stories and metaphors• Brand portfolio strategy• Brand personality, tone and manners

• User experience• Brand Experience• Internal brand building

• Creating and developing new business opportunities, market, product or service

• Know people’s behaviors• Trends that affect people• Decode customer’s insight• What, when, and why they want things

• To analyse marketing and brand performance •Brand valuation

Branding Approaches

The project

In our project, we examined Eastman Kodak Company to discover Kodak’s future market opportunities.

HistoryMarket Directions

Customer Segments

Product &Services

Financial Problem

Market Issues+ + ++ +

Familiarize Kodak

10

Evaluating Kodak brand

Rational brand attributes Emotional brand attributes

Profound: A brand that has a strong culture and expend itself to wide rage of market

Artful: A brand that allows people to create their meaningful memories through an artistic way

Motivated: A brand that explores new markets continuously

Energetic: A brand that is active and inspires people to be creative

Tenacious: A brand that never stops moving forward even in its business downturn

Sincere-: A brand that is honest and cares about its customers.

Segments:

Consumer digital imaging group (CDG)

Film Photo Finishing and Entertainment Group (FPEG)

Graphics Communication Group (GCG)

Profound, Motivated, SincereMotivated, EnergeticProfound, Motivated, Energetic

Customer Persona

Creating customer persona to help us visualize our customer’s need and really design for them

New parents Business Elderly Teenagers

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1975, The first digital camera

Kodak products encourage people to be creative and satisfy customer’s artistic spirit. From films to images, services and more.

As our founder’s goal to make photography convenient and intuitive, Kodak now wants to turn the everyday point and click photographer into an artist!

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Research Kodak brand and its competitors

Brand comparison

In our survey, we compare each brand’s logo, store exterior, interior and its products.

Visualizing Data

After conducting surveys, we collected, analyzed, and visualized our data to help us compare each brand’s strength and weakness

Example of brand logo survey Example of store exterior survey

Survey method-Semantic differential

The selection point is to be based on the feeling they have between the brand and two opposite words with definitions

The closer their selection is to a word, the stronger they feel the brand is associated with that word and definition

EPA

EMOTI

ONAL

Attributes Opposites

E = Evaluation (Good/Bad)

P = Potency (Strong/Weak)

A = Activity (Active/Passive)

RATI

ONAL

On Brand

Profound

Aimless

Yielding

Artless

Inert

Insincere

Motivated

Tenacious

Artful

Energetic

Sincere

A brand that has a strong culture and extends itself to a wide range of markets

A brand that never stops moving forward even in its business downturn

A brand that allows peopleto create their meaningfulmemories in an artistic way

A brand that allows peopleto create their meaningfulmemories in an artistic way

A brand that is active and inspires people to be creative

A brand that is honest and cares about its customers

E

A

P

E

A

P

Attributes – On Brand

E M

O T I O

N A L R A T I O N A L

E M O T I O N A L R A T I O

N A

L

Art

ful

Energ

etic

S

incere Profound Motivated Tenacious


E M

O T I O



N A

L

FujiFilm-exterior

Art

ful

Energ

etic

S



E M

O T I O



N A

L

Art

ful

Energ

etic

S


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Personal and family

Business strategies

Insights/ Reframe for Design Opportunities

Kids Teenager Adult Elderly

Familiar Kodak Brand/Not Familiar with Kodak /Prefer High technology product

Starting to learn about different brands/Prefer High technology product

Parents pick the product/ pictures

Family/memories Friends/Family/Memories Marriage/Family/Memories Family/Memories

ABCby Kodak ABCPrinting centre + Art Class Family Printing service Stage 1 Stage 2 Stage 3

Rent location for the art classTry to get the public familiar with the brand first

Family Activities, such as making album/scrap books together Children’s art class: take pictures, print it, make itEverything will be provided in the class for students to usesuch as cameras, printers, printing paper and more (Kodak’s products)

Kodak will rebuild the brand image by allowing customers to try different Kodak product through art classes that we provideThe new brand will be familiarized as a family, friendly and sociable brand.

Open printing service store that is specific to families

Continue with art classes to allow the public to be familiar with the new brand

Slowly transfer the production line of printing services and products to only show the ABC logo

When the brand becomes more established, the brand will stand alone from Kodak as a trust worthy brand.

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priniqueprint unique family friends

Rational brand attributes Emotional brand attributes

Sincerely: A brand that cares about consumers’ needs and tries to meet customer’s satisfaction

Sociable: A brand that is actively involved in being a bridge to link positive relations among families and friends

Progressive: A brand that embarks on a track of steady development all the time

Pleasurable: A brand that aims to please their customers and give them meaningful time for their families and friends

Unique: A brand that aims to offer professional services and products with a friendly, sociable environment

Vibrant: A brand that is leading life with enthusiasm

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Bookmark

Book cover

Business card Poster

by Kodak

prinique

Unique Family Friends

Unique Family FriendsW

e care about our people

by Kodakprinique

by Kodakprinique


by Kodakprinique

Unique


Family

Friends

Friends

Friend

s

UniqueFamily

Friends

Sincerely

Sincerely

ProgressiveProgressive

ProgressiveProgressive

Unique

Unique

Pleasurable

Pleasurable

Pleasurable

Vibrant

Vibrant

Vibrant

Vibrant

Sociable

by Kodakprinique


We care about our people

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The EPIC Conference promotes the use of ethnographic investigations and principles in the study of human behavior as they are applied in business settings.

Our mission for this project is to take the visual look and feel of EPIC 2012 website design elements and interpret them into a variety of collateral pieces. Our project will involve different local committee groups and needs to be consistent in the overall design.

• Develop EPIC conference brand book

• Design EPIC 2012 conference promotional materials

• Creates unify and consistency of EPIC 2012 design elements in environment designed

Extension Brand for EPIC 2012 Conference

EPIC is...

Project mission...

ThemeThe theme of EPIC 2012 conference, the 8th annual gathering, is Renewal. In the current period of economic, political and social turmoil, EPIC people felt it important to take time to reflect on the context that they are working in, and to ask how that context may (or ought?) to shape their work. Are they agents of renewal? Are they themselves renewed?

http://epiconference.com/2012/

EPIC green

SunshineOrange

EPIC Brand elements

Clear space and minimum size

x

x

x

x x

x

0.6x

0.6x

x

x x

x

x

x

x

x

2x15mm

Example contents in EPIC brand book

Brand Design & Identity

Drop Cards Schedule and Map

Bleed(6.25’’)Back

Back

EPIC 2012 promotes the use of ethnographi c investigations and principles in the study of human behavior as they are applied in business setting s. By understand ing people, what they do, how they do it and how that over time, we can create better business strategies, processes and products, as well as enhance and simplify people’ s lives. For more information, visit epiconference.com, find us on Facebook or follow @epiconference on Twitte r.

http://epiconference.com/201 2

Oct. 14- 17

http://epiconference.com/2012SCAD Savannah Georgi a

Oct. 14- 17

http://epiconference.com/2012SCAD Savannah Georgia

Oct. 14- 17

http://epiconference.com/2012SCAD Savannah Georgia

http://epiconference.com/2012

EPIC 2012 promotes the use of ethnographic investigations and principles in the study of human behavior as they are applied in business settings. By understanding people, what they do, how they do it and how that over time, we can create better business strategies, processes and products, as well as enhance and simplify people’ s lives. For more information, visit epiconference.com, find us on Facebook or follow @epiconference on Twitte r.

http://epiconference.com/2012

EPIC 2012 promotes the use of ethnographic investigations and principles in the study of human behavior as they are applied in business settings. By understanding people, what they do, how they do it and how that over time, we can create better business strategies, processes and products, as well as enhance and simplify people’ s lives. For more information, visit epiconference.com, find us on Facebook or follow @epiconference on Twitte r.

Front Front

Blee

d(4.

25’’)

Fina

l cut

car

d si

ze (4

’’)

Final cut card size (6’’)

Blee

d(3.

625’

’)

Bleed(2.275’’)

Small drop card design

Fina

l cut

car

d si

ze (3

.375

’’)

Final cut card size (2.125’’)

Oct. 14- 17SCAD Savannah Georgia http://epiconference.com/2012

EPIC 2012 promotes the use of ethnographic investigations and principles in the study of human behavior as they are applied in business settings. By understanding people, what they do, how they do it and how that changes over time, we can create better business strategies, processes and products, as well as enhance and simplify people’s lives. For more information, visit epiconference.com, find us on Facebook or follow @epiconference on Twitter.

Oct. 14- 17SCAD Savannah Georgia http://epiconference.com/2012

EPIC program brochure

Cover Content

schedule/venues/times/keynotes/paper/sponsors information

Brochure Design and oranize content information

Other EPIC 2012 Conference promotional items

T-shirt, badges and more

Front

Back

Volunteer

Volunteer T-Shirt Consistency of EPIC Design Elements

Create brand guideline for consistency of EPIC conference materials and designed environments

For more EPIC 2012 conference photos, please visit http://www.flickr.com/search/?q=%23epiconference#page=0

http://epiconference.com/2012/

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Visual CommunicationInfographicQuestioning the Mainstream: Urban & Suburban

Video + Poster

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http://www.youtube.com/watch?v=MI4SS_EGxKk&feature=youtu.be

Questioning the Mainstream: Urban & SuburbanVideo Presentation

Video, graphic, script: Pei-Jung Lee, Ryan Snodgrass

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It's true some farms and forests have been converted into subdivisions, but right now suburban and exurban development is �at

Questioning the Mainstream: Urban & SuburbanDoes one bene�t the environment and themselves by living in the suburb? ...or is it just a personal choose?

According to research

people in the suburbs are, more

sociable than those in the urban environment

If we are to reduce our urban energy and water footprint by individually collecting localised solar energy and rainwater it appears reasonable that this will only be practical in low density areas

United States as a whole has plenty of land to grow on, since not even 5 percent of its total land has been developed

Trapping more people into a tighter space can only make pollu-tion and tra�c congestion worse

Yards �lled with trees and shrubs absorb dust and chemicals

on average in the U.S., moving a passenger1 mile in an auto uses less energy, and produces less emissions, per passenger-mile (1 person/ mile) than carrying that person one mile in an urban transit bus

Tig

hte

r S

pa

ce

Tighter Space

Budget

Budget

Budget

Compact

Compact

Compact

Di�cultDi�cult

Di�cult

Di�cult

Health issue

Health issue

development

Health issue

Do not facilitate travel

Do not increase housing choice

make pollution and tra�c congestion worse

Expensive

greenhouse gas greenhouse gas

greenhouse gas

CO2

emissions

high level of urbanisation is associated with increased risk of psychosis and

depression in both men and women

Average greenhouse emissions for detached

housing 2.9 tonnes CO2 per person per year

skyscraper puts out 5.4 tonnes CO2 per person per year

Americans enjoy privacy, space,

leisure time and choice that were once available only

to the richest of the rich.CO2

CO2 CO2

CO2

Infographic

psychosis and depression problem Air pollution

In this poster, I incoprorate text and graphics together to visually communicate with the audience.

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Tig

hte

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pa

ce

Tighter Space

Budget

Budget

Budget

Compact

Compact

Compact

Di�cultDi�cult

Di�cult

Di�cult

Health issue

Health issue

development

Health issue




Expensive


greenhouse gas

CO2

emissions








to the richest of the rich.CO2

CO2 CO2

CO2CO2

Air pollutionAir pollutionsocial problemsocial problem

To make the poster more engaging and inviting, I decided to have a flipable Icon on top of some important enviromental issues in urban and suburban areas such as psychosis, air pollution, and social problem.

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Tig

hte

r S

pa

ce

Tighter Space

Budget

Budget

Budget

Compact

Compact

Compact

Di�cultDi�cult

Di�cult

Di�cult

Health issue

Health issue

development

Health issue




Expensive


greenhouse gas

CO2

emissions








to the richest of the rich.

CO2

psychosis and depression problem Air pollution

Infographic In this poster, I incoprorate text and graphics together to visually communicate with the audience.

25











Tig

hte

r S

pa

ce

Tighter Space

Budget

Budget

Budget

Compact

Compact

Compact

Di�cultDi�cult

Di�cult

Di�cult

Health issue

Health issue

development

Health issue




Expensive


greenhouse gas

CO2

emissions








to the richest of the rich.

CO2CO2

Air pollutionAir pollutionsocial problemsocial problem

To make the poster more engaging and inviting, I decided to have a flipable Icon on top of some important enviromental issues in urban and suburban areas such as psychosis, air pollution, and social problem.

26

Design strategiesSavannah as an Art & Culture Economy

Strategic Futures for the Smithsonian Institution

Healthy Fast Food in Convenience Store

27

“...we are not in Savannah to change it. Improve it here and there, but there is a reason why we are here: because it’s fantastic! There are things we can improve upon, but you don’t want to change the overall dynamic of the city.”

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“I fell in love with Savannah.”

Lisa Bradley, Savannah Clay Spot

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Savannah as an Art & Culture Economy“Igniting Savannah’s Startup Culture”

Description:

The Business Practicum and the Marketing Strategies classes at the Savannah College of Art and Design are in joint efforts to conduct a contextual study that demonstrates how the art and culture economy is operating in Savannah and how could it be further developed. The project is based on the principles of networks, business models, and cooperation as tools for businesses and design developers to keep working in the Savannah’s creative economy.

The purpose of this study is to define the “art and culture” economy of Savannah and provide a set of actionable solutions that contribute to its growth.

Criteria

General criteria to select an asset that belongs to the art and culture economy in Savannah:

Primarily based on a local production or consumption, business founded in Savannah, preferably locally owned, consumes and contributes to the community.

Retrievable at: https://maps.google.com/maps/ms?vps=2&hl=en&ie=UTF8&oe=UTF8

&msa=0&msid=213407610771251713679.0004bc657738565bc0a89

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Can you tell us a little about your business? What is Savannah’s start up culture?

What is it like here for startups? Who are your customers?

Interviews Questions/ Some great quote from our interviees

“Savannah wears her all of her problems on her sleeve. You can see all of the issues, they’re out in the open. You know what the problem is, so now, what do you do to fix it?”

Ashley Bowersox, Thinc Savannah

“You have to really believe in it, which is interesting to me because we are all working on things that matter. I think it has to be that deep for you to stick in there because there are no man-made

opportunities”

Arianne McGinnis, Revival Foods

We didn’t know who our neighbors were, and weren’t part of a community. [In Savannah] We got this mentality that we would be part of a smaller community here that was vibrant and we could affect it”

Jake Hodesh, Creative Coast

“Savannah’s strong suit is that you have that juxtaposition of the old aesthetic but there is this amazing collection of creative people that are doing really great things. We have a great way of storytelling”

Matt Hebermehl, SeeSAW

“I think it’s two questions: Do we have funding for start ups here? No, that’s not part of the culture here. Is this a good place to try and start a business and be successful or fail? Yes.”

Jake Hodesh, Creative Coast

“There’s a young energy here, and we want change and we want to see it happen, but the city is very slow to change.”

Brittney Blackshear, Crepe e Diem

“I still have people coming up to me and saying, ‘I moved to Savannah because I saw this vision of what this neighborhood could be and what could happen.’ It’s there, it’s just about providing that little extra glue.”

John Deaderick, Starland District

“I feel like in Savannah, there’s three markets. There’s the students, the locals, and then there’s the tourists...if you want to be really successful you have to have all three.”

Brittney Blackshear @ Crepe e Diem

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Savannah Start-up network map

BradleyTaylorRevival

Foods

SnugHill Farm

LJ WoodsFarm

FlatCreekLodge

Walker Organic

Farm

SavannahYoga Cen.

CSA

Tybee Isl.Social Club

Satre

FrayedKnot

Perlina

Gil Cruz

The SodaShop

G. CookS. Robinson

Joel & JulieVarland

LorraineMontgomery

GreenTruck

Brian Huskey

OneStop

DonFergusen

SeeSAW

KatherineSandoz

JessicaBrought(SCAD)

MitsyDavis

(SCAD)

GSUClay

Program

JohnJensen(AASU)

Claire@Cultural

Affairs

HSUS

Ester Dean

Cedrick Smith

SueGouse

Tom Platt

VisitSav.

= INTERVIEW

= MENTION

= CONNECTION

CURRENT KEY

JakeHodesh

ColleenHeine

RandyWood

The Jinx

LittleBeasts

BenMaher

JulianaPeloso

Marc Jacobs

Thinc AshmoreGallery

Bill Dawers

Bethesda Gardens Farm a

la Carte

Spare Time

Crepe a Diem

VoltaCollaborative

WoodenSheep

JessicaKnapp Gallery

Espresso

SouthernPine Co.

Savannah’sClay Spot

ButterheadGreens

Fabrika

37th @ Abercorn Antiques

CafeFlorie

ForsythFarmer’sMarket

HunterCattle

Co.

SentientBean

You’reWelcome

Sav

Grateful Hound

PERC

StevenBaum-gardner SUAF

Anitra &Nicoderns

PaulWolf

PatrickShay

ChrisMiller

BobFee

Starland Dairy

FrenchKnot

SavannahFun Tours

SavannahMagazineTravel

Host

MetrostarComm Garden

ScribbleArts

Custard

Black DogStudios

Maldoror

LittleBeasts

AndrewBrodhead

Chatham Co.Skate Park

AngelBond

GravefaceRecords

Dilated Spectrum

LarryRiver

Rick & TomHarmon

BrighterDay

StarlandCafe

Forsyth@ Victory

FoxyLoxy

DesotoRow= MENTION

= CONNECTION

POST-SWARMADDITIONS

“I think every single person is important. You have nothing to lose at all. You can never have too many friends.”

Katherine Sandoz, SUAF

“ I don’t know who those people are yet, but I know they are out there, that have the same energy and desire to make something happen. I know they’re there.”

John Deaderick, Starland District

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The Creative Swarm WorkshopAfter analysis of the interviews, we noticed numerous connections among Savannah’s cultural assets. We wanted those we interviewed to see the results of our findings and participate in a continuously evolving conversation. We developed an activity inspired by The Business Model Generation*. Facilitators prompted participants, and they ideated both individually and as a group. The end result transformed into an exercise devised to formulate a value proposition for the arts and culture economy of Savannah. Each value proposition proved to identify opportunities in light of obstacles faced by local creative entrepreneurs.

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“The old school is protecting their turf here in Savannah”

“People want the outside world- they want your shirts, they want your art but who is selling it?”

“We need to break the Savannah bubble”

“We need to first be honest about what we are as a city”

“We have shallow tourism here. It’s like, ‘Look!’ ...then go away”

“Every revolution has started with students, why is this different?”

“The good thing is that It’s happening, it’s slow, and we’re all here today just to make it go quicker”

“No one goes into city council meetings to be FOR something. They only mobilize against something, go in and say it, then go home and eat pizza and it’s the only opinion heard”

Quotes from the Creative Swarm Workshop

- Connections are being made and conversations happening in the room - Participants are losing focus and momentum, moving from separate groups to one large group.

- Too much disengagement from the activity because of side conversation and networking. This is probably a good thing.

- Had a long conversation with one participant about his earlier proposed question. There is only so much that can happen to grow within the creative startup community, eventually they will need support from “people in power.” The government will only listen to people on their “level.” Need to find these people and become allies. (like Paula Wallace)

- Groups start to look and adopt other’s methods and approaches.

Observations and notes from the Creative Swarm Workshop

Value proposition written by our creative business owners

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KEY lighter shade = interview completed

This is my network...

fashion/textiles/home goods

craft/apprentice

performing arts/clubs/venues

galleries/artists/designers

cafes/food/beverages

antiques/thrift

organizations/institutions/festivals/info hubs

tourism/misc

available space

intra-industry connections

inter-industry connections





craft/apprentice




antiques/thrift


tourism/misc

available space




craft/apprentice



cafe/food/beverage

antiques/thrift

organizations/institutions/festivals/info

tourism/misc.

available space



lighter shade = interview completed

Network Reframe

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craft/apprentice




antiques/thrift


tourism/misc

available space






craft/apprentice




antiques/thrift


tourism/misc

available space



This is my network

This is my network


tourism/music

36

Strategic Futures for the Smithsonian Institution: Looking past the Five Year Plan

As part of the Design Futures: Trends, Foresights, and Intuition class at the Savannah College of Art and Design, our team has developed three future scenarios for museums in the United States. These are not driven simply by trends that affect museums, but by the high-level driving forces that affect the overall environment with the United States. This envisioning of possible futures will allow us to develop design opportunities which we can recommend to our self-selected client, the Smithsonian Institute (SI).

In 2010, the SI developed four scenarios of their own, and using that projected a strategic plan five years into the future. In its Strategic Plan, the organization detailed goals and strategies as a result of its in-depth scenario analysis. However, the SI only looked five years into the future. We have compared the insights from our scenarios with their Strategic Plan in order to explore the alignment between what the SI is doing now and what actions it might want to take in each of our future scenarios.

Smithsonian strategic plan 2012-2015

Future museum 2027

The scenario building process

Research Analysis DevelopmentAlignment with Smithsonian Strategic Plan

Three Scenarios to 2027:Context for the Museum Futures

Deliverables

1. Test SI plan through scenarios

2. Envision new types of Museums

• Primary • Secondary• Study scenarios planning books

• Study client portfile: Smithsonian (Federal Museum)

• Research insights

• Define possible driving forces that have impacts to museums 2 by 2 axes of uncertainty

• Develop 3 plausible scenarios for future museum1. The public good 2. The Age of Domestic Energy3. The Global Water Crisis

• Refinements of scenarios

37

Low Medium High

Critical Area of the Matrix

Impact Axis

Low

M

ediu

mH

igh

Uncertainty Axis

• The goal is to have not more than 25% of all drivers fall into the four critical matrix elements comprised of the medium-high to high-high intersec-tion.

2. After identified our driving forces which fallen into medium-high to high-high intersection. We then grouped these drivers into different groups base on their characters.

3. Under each group, we generated more drivers and their opposites.

Impact & Uncertainty Matrix in Use1. The impact and uncertainty matrix described by Ralston is a powerful and simple way to organize driving forces in scenario development. It is particularly effective because it conceptually separates the issues of the potential impact of a driving forces from the level of certainty of whether the force or event will happen, which are often intertwined in user’s thinking.

• story elements to consider for scenario building, game changers

Social

technological

political education

environmental

Elements of driving

forces

Scenario building

2. 3.

1.

38

Some examples of medium to high impact and uncertainty drivers and their opposites used to generate loose scenarios

• Voalitile Exchange Rates

• Government substantially raises taxes

• Families adopt the staycation

• People have less discretionary income

• Global depression

Stable Exchange Rates

Government substantially cuts taxes

Families take long roving national vacations

People have more discretionary income

Global Prosperity

Voalitile Exchange Rates

Stable Exchange Rates

Families adopt the staycation

Families take long roving national vacations

4. We mix and match all driving forces to create scenario’s elements

5. With different 2 by 2 axies, we then can develop our loose scenarios

4.

5.

39

The Global Water CrisisA United America Faces

Hard Times

The Age of Domestic Energy National Goals, Local Solutions

The Public Good Public Works, Privatized

Agendas

Three Scenarios to 2027:Context for the Museum FuturesThree Scenarios

Alignment with Smithsonian Strategic Plan

AlternativesConfirmation

• To pursue avenues of gaining

financial independence

• Build up its historic reputation

as part of America’s identity

• Functioning as the nation’s

foremost museums

• Temporary or permanent museum satellites in other cities around the U.S. This could be a new campaign directed at leveraging the SI’s reputation to enter new markets.

• Contributing to the development and diffusion of cutting-edge research such as sustainable, “small” energy systems.

• Develop thorough digitized collections, datasets, guides, and technology transfer initiatives

• Protect its artifacts and knowledge• Opportunities to continue to serve the community in a survival scenario

• “authoritative virtual presence” for the purposes of preserving and creating access to the SI’s resources

• Increase in private corporate funding of the media, arts, sciences and education. • Corporate bias and censorship fills the area of free content• High quality information is available for those willing to pay. • Museums cope with the privatization of information and funding.

• Museums take on deeper roles in education and the preservation of contemporary events• Diffusion of experience technology such as augmented reality.• Branding of place can be seen in museums’ marketing strategy

• Preservation becomes a more important role for museums with valuable artifacts• museums create evacuation and preservation plans for worst case scenarios

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After writing our scenarios and using them to analyze the future of museums and, more specifically, the future of the Smithsonian Institute, we have identified six key design opportunities.

Six key design opportunities

1. Business-centric entrepreneurial initiatives that focus on revenue generation. Identifying partnerships that will bring new sources of funding to the SI.

2. Leveraging the SI brand and reputation to expand into new markets around the U.S.

3. Creation of extensive online resources, focusing on education and online engagement with the SI brand. Collaboration with existing big-players online.

4. Fostering development of new technologies and research, particularly those which work toward solving key problems regarding energy and the environment.

5. Engagement within the national community through deeper education initiatives.

6. Creation of contingency plans in case of environmental or other catastrophe.

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Video Presentation

https://www.youtube.com/watch?v=jAz--nOr42c&feature=plcp

Strategic Futures for the Smithsonian Institution: Looking past the Five Year Plan

Video: Pei-Jung LeeIcon: Pei-Jung Lee, Michelle BeatonScript: Vanessa Vichyakul, Michelle Beaton, Ken Holmes, Pei-Jung Lee

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Product DesignMoisture Analyzer Mettler Toledo

Research + Product Development

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Moisture Analyzer Mettler Toledo

Modeled in Solidworks, Rendered in Photoview 360

45Ohio State University in collaboration with Mettler Toledo

Project Overview

Pharmacist Food Quality AssurancePlastic Indistry

What is a moisture analyzer?

A device that determines the amount of moisture in aparticular sample. It is typically used within the food, pharmaceutical, and plastics industries.

The goal of the project is to redesign the current market moisture analyzer for Mettler Toledo. There is a strong opportunity for innovation and development for the moisture analyzer because it is a more recent product on the market in comparison to other laboratory equipment. Also, moisture analyzers make up only 5% of Mettler Toledo’s product sales, creating an opportunity to increase profit by expanding the market to industries other than the pharmaceutical, plastics, and food industries. We want to influence customers that a moisture analyzer is a valuable piece of equipment.

The plan is to develop an innovative solution that will be more compact, efficient, and intuitive. A compact moisture analyzer will reduce the amount of surface space used within a laboratory. The product will be much more efficient than using a conventional oven by reducing the amount of time to prepare and bake the sample. Finally, the interface design should be more intuitive to use so training can be limited to a minimum to save both time and money.

Mettler Toledo Moisture Analyzer

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OSU Food Nutrition Wyandot Lnc. Ohio food products

OSU Scientist Food Industries Center

Secondary Research with Competitors

Know the competitor’s strengths and weaknesses.

Primary Research

Insights and discoveries about design opportunities and the moisture analyzer market segments.

Understand the user’s issues with current device they have in their lab.

Generating ideas/ sketches

After our field and secondary research, we generated different ideas and sketched out our ideas.

Midterm Mock up

We presented our initial ideas to Mettler Toldeo with presentations and mock ups.

Research

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User testing

For levelling concerns, what does up and down mean to users?

Six user testing models were created to collect people’s opinions about what is the most intuitive way for users to level the equipment.

Final ideas exploration

We sketched out more ideas of how the device should be designed that is intuitive and easy to understand for our users. The sketches are base on our refined direction and form.

Refinement

We explored a variety of different shapes before deciding that our original form was the best solution.

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Ventilation

Finger grips

USB

Adjustable interface

Transparent glass

Handle for carrying

Leveling knob

For the customer concerned with quality, Mettler Toledo has high value innovative instruments with fast, efficient, and reliable technology.

Compared to its competitors, our moisture analyzer allows the user to see the sample as it heats, includes intuitive leveling, and is easy to clean.

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Mettler Toledo’s expectations

Our project deliveris

Moisture Analyzer

Moisture Analyzer

Legal

Legal

Economic

Economic

Environment

Environment

Transport

Transport

Market

Market

Technology

Technology

• A moisture analyzer is usually expensive• Cost saving-less sample wastes with grinded samples

• FDA leveling-phamacy book • Accuracy is critiqcal issue. A company might get suit if the data is not currect

• The model has not been improved in 12 years. Need to incoporate new technoloy into the new design

• Market competitors such as Sartorius, Ohaus and Denver Instrutment

• Minimization of footprint• Easier to move the device

• Faster more efficent-quick cleaning

• Flat surface can be easily removed and clean• Transparent glass for easy monitoring processing sample

• Data security-USB password• Canteliver Design• Redesign of interface• Auto Leveling

• Error free leveling is improved/accurate• Sample will be more accurate with stable surface , and cleaning

• Lighter and smaller footprint• User frendly handle and grips

• Reduce traning time• MT Grinder-Reduce process steps and increase efficiency

• Option of customizable heating elements-expand market• Incoporate new technology

Thank you for your time!

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Design

703 415 [email protected]://issuu.com/peggy_lee

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Documents

Pei-Jung Design Portfolio 2012