• Capture/manage requirements (from stakeholders - customers, government, shareholders, employees etc.).
• Manage complexity (e.g. integration of technologies and increasing discerning market).
• Focus on core business and partnerships (e.g. supply change in design and manufacturing operations).
• Re-use (e.g. design - book steling; manufacturing facilities).
• Responsiveness to market and reduce cost.

• Cross sector migration of best practice (e.g. automotive ß à aerospace).
• Increasing focus on system level design - systems engineering.
• Increased focus on life cycle design tools.
• BS7000
• Increasing use of 'product information modelling.'

• Increasing isolated from industrial practice.
• Little co-ordination of design research.
• Linking theory with practice.
• Lack of system level design tools/techniques to support optimisation and trade-off decisions.
• Better support of work leading to development of standards (e.g.BS7000)

• Dissemination of research.
• Integrated product/process design. (Process = manufacturing process).
• Better co-ordination of design research.
• Better support of design methodology à (i.e. process of design over and above use of CAD based tools). (Need to push ownership of design in industrial practice).
• Merging of 'systems engineering' with 'concurrent engineering'
• ¯ System level/requirements driver. Component design/engineering analysis.

• Ability to exchange data between software tools and organisations effectively.
• Tracking of requirements.
• Relating geometry to requirements.
• Mechanisms to allow standards such as STEP to be used effectively.
• Better understanding of the way in which design decisions affect the life - cycle.

• Ability to create electronic product definitions.
• Ability to use such definitions to support downstream applications.
• DFX methodologies.
• Support for the definition and visualisation of shape.
• Electronic and, more recently, Web-based resources, e.g. catalogue data.

• Requirements - capture, representation and use.
• How to support existing processes better.
• Linking requirements and geometry.
• Improved support for decision-making in design.
• Improved support for data exchange.

• Integration of methods and tools, technically and within the product development process.
• More support for early stages/up-front process.
• More support on system level (system integration).
• Support to handle increasing amount of data/information/knowledge, including communication tools.

Achievements/good aspects of design research

• Increased understanding of the design process (still low).
• Attempt to focus more on industry/involve industry.
• Introduction and acceptance of some concepts/approaches in industry of the possibility to support /systemise the early design stages.

Weaknesses of design research

• Island solutions, poor collaboration /integration.
• Often based on assumption about industrial problems and similarity of design processes.
• Focus on/support from large companies rather than SME's.
• Evaluation/validation of research results.
• Lack of scientific foundation/approach.
• Transfer to industry and acceptance rate.
• Transfer to education.

Key issues to be addressed

• Support of early stages (effective and efficient).
• Support for system integration.
• Dealing with large amounts of data/information/knowledge.
• Integration of methods/tools.
• Improve understanding of design (design theory).
• Develop a scientific approach to doing design research.
• Improve transfer into industry and education.

• The usual suspects (design tools/processes to reduce cost, time, improve quality.)
• How to do the above without driving out innovation.
• Design tools/process for new commercial framework (alliances, partnership,...)
• Design tools/processes for new types of product (system of systems, larger service element,...)
• Design for environment.

• Some tools reaching application (optimisers).
• Some of product taken exchange work.
• Increasing understanding of process and its importance in industry (perhaps not solely on achievement of design research).
• Advances in analysis tools and their integration (not strictly design research, but important nevertheless).
• Potential in lots of areas (but not quite making the leap into application).

• Many (most) practising designers not really aware of design research as a discipline.
• Primary focus on large companies; lack of uptake in SME's.
• Often not perceived as close enough to industry.
• Less attention paid to human factors/soft issues.
• Lack of metrics - had to assess the input design research has made.

• Increasing product complexity (scope of supply (systems of systems)).
• What will be the nature of design carried out in the UK?- Company level design may be going the way of manufacturing; increasing focus on systems integration rather than components.
• Real attention on design for environment/sustainability.
• Knowledge management must transition for research/speculation into application.
• Addressing the needs of SME's.

• Understanding of knowledge management needs.
• Identification of current Good Design Practice.
• Intuitive - effective tools.
• Access to latest appropriate research.
• Influence on research directions.

• Materials selection.
• Optimisation approaches.
• Stream of highly trained engineers.
• Centres of excellence in research.

• Dissemination to industry.
• General failure to apply optimisation approaches.
• Co-ordination of design research groups.

• Focus research in complementary groups.
• Encourage more industry funding.
• Encourage new researchers.
• Encourage real recognition of dissemination.
• Encourage partnership in research/dissemination.

• Reduction in costs and time of Product Definition Process
• Capability of understanding and satisfying customer needs
• Effective working in extended enterprises/partnerships/supply chains
• Creativity and Innovation
• Development of peoples' competencies and capabilities

• Knowledge/parametric based design tools/smart feature-based used on A3XX
• Excellent analysis tools
• Solid modelling/geometry engines
• Product data management
• Standards

• Lack of multi-facetted work
• Too much IT-centred rather than process or people centred
• Too fragmented/ lack of overall direction
• Poor insertion/technology transfer into industry
• Little appreciation of the role of knowledge/experience in the design process

• The capture and use corporate design knowledge most effectively in product definition processes (design rationale, re-use, etc).
• The deployment of the best methods for design space search and optimisation which include all aspects of customer requirements and production constraints.
• The development of people-centric design processes and supporting tools including cooperative working.
• The visualisation of the impact of design decisions on the final product.

The automation of as much of the design tasks as possible whilst retaining the capability to be creative and innovative.

• Secondment of 'Academia' into Industry
• Improved Data Bases in Industry.
• Funding for Research.

• Bath fp Simulation Package.
• Harnessing Power of Modern Computers.
• Universities can cross boundaries that industry finds difficult.
• Integration of Software Packages.

• 'Academic' Time scales too protracted.
• Research does not always seek out real needs of industry.
• Some solutions are overly complicated for industry.

• Design to Cost.
• Ecological Issues.
• Machine Learning.
• Artificial Intelligence.
• Virtual Reality.

• Increased expenditure on research and development- incentives to encourage expenditure, market forces drive 'short term' thinking in small/medium size businesses
• Improved motivated talent - Other disciplines/pursuits attract a greater proportion of the available talent coming out of institutions and academia
• Improved links between academic research and industry - better understanding of customer needs and the relative ambitions of the interested parties through use of market research
• Application of technology standards consistently across national boundaries
• Help in bridging the gap between laboratory and mass market for emerging technologies

• Rapid prototyping technologies, methodologies and CNC machining
• Computer modelling - CAE, CAD/CAM, Engineering database management
• Reduced time to market - Team based methodologies, DFM, DFA, QFD etc.
• TICS - application and support
• Funding agencies such as EPSRC Link programme, DTI SMART 1 & 2

• Management of Intellectual property and the (perceived) benefit
• Bringing ideas through development to marketplace
• Focus of national effort into specific programmes to force co-operation and the establishment of a technology base within a sector or industry (e.g. Japan)
• Management issues associated with the processes - tends to fall between Business Schools and Academia - Organisational development, time to market, behaviours
• Awareness of best practice in institutions and establishing benefit for both industry and the institution from the competitive environment that exists.

• Ensuring the appeal of, and the education for, industrial design for young people
• Enhancing the funding processes to accelerate the move of all technology through development into the market place
• Creating awareness and knowledge of best practice in design research in order to encourage further and better use by others (Intellectual property management, field trialling etc.)
• Develop better reward systems (equity, tax breaks, finance) to encourage entrepreneurs to take greater risk
• Continue to focus on ways to reduce time to market throughout the process

• Short term achievements
• Quick access to research findings
• Low cost programmes for SME's
• Relevant tools/methods to today's business
• Tools & methods allied to industrial capabilities

• Ability to focus on topics over a significant period of time
• Ability to think outside of business constraints
• High quality output

• Time-scale for obtaining funding & 'Lottery' effect
• Time-scale for research itself
• Time-scale for publication
• Publications not ideally suited for industry
• Mismatch between academic & industrial career requirements

• Identifying the core competence's of engineering design
• Understanding of organisational/business/individual context
• Integration of materials and manufacturing knowledge.
• Easy-to-use conceptual/ideas generating tools
• Co-ordination of what has been previously done

• Faster new product introduction
• Increasing product benefits whilst reducing their cost and harmful effects
• Maximising the return on investment and corporate knowledge
• Ability to continuously adapt to and create value from change
• Minimisation of Non-recurring costs

• Focus on human factors
• Focus on real industrial problems / application
• Strong industrial involvement
• Flexibility of direction / approach
• Focus on Knowledge Management

• Lack of long term partnerships
• Lack of effective Integration of research areas
• Ability to leap from proof of concept to implementation
• Ability to embed technology in the business
• Lack of multi-disciplinary teams including suppliers and customers

• High speed evaluation including cost modelling
• Higher level Designer interfaces, automating knowledge use and capture
• Coping with the volume of information and knowledge
• People / Team issues
• Supporting / managing a 'messy' innovative design process

• The right people to enter the industry; philosophically smart people needed; can solve problems and also look at the wider perspective
• People with good interpersonal skills; can talk to both the shopfloor and boardroom
• A good cadre of technician level people (they all seem to do degrees and no longer want to do the important "lower level" work)
• Better links between academia and industry (more effort from industry to make links?)
• Competitive commercial environment; low interest rates, level playing field (eg; CE marking issues applied uniformly across our European competitors)

• Wealth creation, eg; results in new industry (eg magnetic resonance scanners invented by UK university)
• Better quality of life, eg; reduced pollution through catalytic converters
• Saves lives, eg; premature baby care technology
• Develops and integrates good ideas from different areas to produce better products
• Awareness and effort to ensure that the technology has a commercial application

• Failure to capitalize on good innovations/ideas
• Design for automation; not always considered
• Design for process integrity
• Poor communication - what is "design research", who is doing it?
• The final customer is not considered (eg the genetically engineered tomato; looks great, lasts longer, tastes awful)

• Globalization of markets and its impact on UK based industry - how will we compete with lower cost producers - eg; by increasing the intellectual knowledge base, investing in R&D etc.
• What sort of UK engineering industry do we want in the next century? (Eg; simply low cost assemblers for foreign companies or innovators with engineering skills in depth). If the later how do we ensure the critical mass of engineering to make this happen.
• What Government assistance should be provided to enhance the UK engineering base, eg; tax incentives to train apprentices, subsidies for R&D. Industries in other countries benefit from huge subsidies (Eg; US aerospace industry gets massive funding via NASA).
• How are we going to attract the brightest people into industry - current scenario appears to be that degree courses are being dumbed down to match the increasing number of applicants - are these degree qualified people going to find careers to match their aspirations?
• What are the key competencies of UK plc? Eg; UK has a very strong Telecomm's industry and infrastructure - can we take further advantage from this?

Easier to use, more pragmatic, systems analysis and design methods and tools for identifying, describing and supporting engineering business processes.. Typical software CASE tools and methodologies are too prescriptive and require considerable background knowledge to use successfully.

Better methods, processes, tools for identifying, describing, comparing, finding, storing, retrieving knowledge (as opposed to data) for more effective reuse. Today it is still too difficult to search intelligently, find and reuse knowledge effectively. Workflow methods, processes and tools that can model and support iterative, incremental prototype driven lifecycles for the development of engineering design support systems.

I find this difficult to answer. I suppose areas I feel are progressed a bit are

• improved methodologies for handling function based design.
• STEP and related formalisation of product data models.

I cannot really answer this

• Knowledge elicitation and its relationship with systems engineering
• How web technology can be used
• as an interface to knowledge systems
• for capturing and storing knowledge
• for processing and delivering knowledge to produce advanced customer systems fast, at low cost, short timescales...
• production of fast high quality dynamic content documents (hybrid of structured documents as in SGML, and database reporting yielding documents that are both effective in traditional paper forms but are automatically suitable for heavily cross referenced logically structured web based knowledge bases).

• Improvements in requirements driven design (customer, manufacturing, certification,...)
• Ability to work in global partnerships (risk-sharing, suppliers, academic,...)
• Improvements in people performance (skills, knowledge, inter-personal, ...)
• Support for design innovation (management of options, increased automation, efficiency, generation/dissemination of new ideas, ...)
• Multi-disciplinary design optimization

• Cross fertilization (between disciplines)
• Smart feature-based approach developed and used e.g. A3XX landing gear
• STEP used on real projects
• Transfer of knowledge into the business - gaining state-of-the-art understanding

• Generally poor ability to transfer new capabilities into industry
• Low status of design research in the UK
• Poor alignment of present engineering institutions with Concurrent Engineering concepts and new technologies

• Support designers capability to innovate
• Concurrent Engineering concepts
• work at features level (i.e. the level at which inter-discipline conflicts are resolved)
• sharing information (requirements, functions and physical descriptions)
• design automation (share not only the answer but also the means - within rules - of generating the answer)
• Network database architectures
• Standards
• Funding
• Cultural impact of knowledge-based working

PRE-WORKSHOP SUBMISSION

• To produce products quicker, better, cheaper
• To understand rapidly the impact/advantages/disadvantages of new technology on the new product development process
• To be able to produce more low volume 'customisable' products to meet customer requirements whilst incurring no extra costs
• To better manage the value or supply chain
• To understand the impact of 'local' design changes on complete product and its life-cycle

• Understanding that design process can be managed and that designers can be trained (as opposed to being 'born' designers)
• Development of descriptive and prescriptive models of the design process and their appearance in design textbooks
• Generation of 'generic' methods such as DFA/DFM
• Growth of centres in UK (and world-wide) researching design issues
• The introduction and acceptance of advanced solid modelling, visualisation and analysis tools systems in the product development process

• Few new design tools/techniques produced in academia have undergone quantitative assessment to measure their impact on the design process
• The inability of academic researchers to use many prototype tools on 'live' design projects (the reasons are complex and its not all the fault of the academics)
• Lack of suitably qualified graduate and post-doctoral researchers
• Lack of knowledge sharing across industrial sectors (and between companies within a sector)
• Lack of tools that have a significant impact on the 'conceptual' design process (despite many papers claiming to be tackling various aspects of the problem)

• Quantification of the relationships between product requirements, function and form
• Control of and access to product data particularly between members of the a supply chain
• Impact of design decisions on the supply chain (lead times, capabilities, cost etc)
• Impact of design decisions on the product life-cycle particularly energy use, disposal and recycling
• Quantification of relationship between product variation (tolerances), manufacturing cost and product performance

• A supply of high quality staff with a good understanding of design issues, with the appropriate knowledge and skills, and with aptitudes such as visualisation skills etc.
• Guidance on how to organise design teams and processes to maximum effect.
• Specific techniques such as optimisation, configuration management etc.
• Reliable, comprehensive, easy to use computer aids that assist in the generation and sharing of design data and information.
• Techniques to assist in developing the "shared memory" of organisations.

• Design has been established as a respectable discipline, and a framework for structuring design research has been achieved.
• Formal, computer-based design representations allow sharing and communication of design models, and reduce the need for physical prototypes.
• Quality techniques such as Taguchi methods, FMEA, QFD, SPC etc. have helped transform product quality.
• Organisational techniques like concurrent engineering have also helped transform product quality, and contribute to reduced product development timescales.
• There is a greater emphasis in teaching on design-related material: modelling, communication, team-work, synthesis etc.

• Design techniques have proved extremely hard to validate: design experiments are very difficult to conduct.
• Design thinking has concentrated too much on original design, and has neglected its consideration of adaptation and development: both the historical development of products and the development phase of the product introduction process.
• Leading work in the area has often been driven by strongly held individual beliefs about the nature of creativity/innovation/the design process (and these beliefs have not always been widely shared).
• Too much faith has been placed in the power of computers, and in particular in the possibility of incorporating intelligence into computation.
• There is a dearth of good case study material that can be used for the development of techniques - e.g. freely available products, product models, load and usage details etc.

• How can we give researchers an understanding of design issues, and designers and understanding of research objectives - maybe practising designers might be seconded to universities to carry out design research, and more design research might be carried out in industry (e.g. researchers working as design engineers 50% of time, researchers for the other 50%).
• Can we develop a much better notion of the role of knowledge, information, group dynamics, social interactions etc. in the design process.
• Can we understand how a dynamic external environment can affect the design process and in particular identify the circumstances under which radical change takes place- e.g. from pressure for sustainable development etc.
• Can we develop a representation for design intent.
• Can we develop "teaching companies" for product development teaching and research that are equivalent to the teaching hospitals in which we teach medicine.

• Design history tracking.
• Use and management of NT clusters for design analysis.
• Autonomous, intelligent and adaptive decisions aids.

• Automatic meshing in FEA.

• Technology transfer.
• Software engineering of university codes.

• More people centred view of tools and team working.
• Unstructured integration of codes.

Number 11

• Visualisation tools to transform difficult cognitive problems into simpler perceptual tasks, and allow relations to be explored.

• Apply existing techniques to complex systems.
• Model Reuse

• Advantage: reduced time and cost of design.

• Visualisation tools to transform difficult cognitive problems into simpler perceptual tasks, and allow relations to be explored influence Explorer, Prospection Matrix.
• Algorithms for automated and guided redesign for enhanced manufacturing yield and lower cost.
• Approaches to artefact modelling: new statistical models, modelling environments and modelling tools.

• Lack of Industry/University collaboration, though universities must have

Freedom to look ahead 10 years.

• Lack of interdisciplinary working in design and research.
• Universities tend to be compartmentalised: need to mix, say, statistician, engineer, psychologist.
• Many tools make insufficient use of human domain knowledge and expertise, and rely on computation exclusively.

• Design for Reliability

Optimisation methods can be applied to reliability as well as performance.

• Derivation of insight via visualisation tools.
• Diagnosis of design and production errors.
• Extended application of simulation, optimisation and statistical modelling techniques to complex systems. Behavioural modelling; metamodels.

Number 13

• State of the art awareness. Brief summaries of recent developments with more detailed information available on request.
• Access to design facilities. Universities have the facilities but how does Industry access them? We don't all have the time to go on courses.
• Relevant funding structures. Research needs funding in a practical way. It may be an investment in the future, but at the present time means the loss of an one on more experienced individuals or employment of several others. And it must be simple to sign-on for!
• Industry/University contact. Regular (but not too frequent!) semi-informal meetings between SME's and Universities.
• Feedback to SME's on materials substitution and implications.
• As point 5 for manufacturing processes.

Not my subject, but I would suggest the following general points.

• In the university/industry context, to modernise an existing product to produce savings in materials by efficient design and benefit from the latest processes.
• Availability of the university as a concentrated local source of expertise and facilities.

• Boring old stuff. Some of the mundane but essential work (e.g. existing or old technology) is not going to make the headlines and so goes to the back of the queue.
• Who's agenda? Tendency to make clients' requirements for the university's desires.
• University's remoteness from potential clients. University should be selling themselves to industry; you do this not just by offering benefits but also by relieving clients of their own work load .
• Down to earth. Designers in universities and industry don't usually appreciate the commercial realities.
• Time scales. I lack the expertise to do the work in-house, but the market may not be there in 12 months time. How can I get quick action and from what source?

• How design research can enable us to keep ahead of China, India and the emerging manufacturing economies.
• The role of government in ensuring this country is kept in the forefront of engineering design.
• Developing more links between universities and SME's.
• We need simple information and access to training on the latest design and engineering software. Plenty of engineering software about, but in the next 10 years there will be much more. All software is very time consuming to learn and it is impossible for many of us to find the time to even invetigate. Yet more and more it becomes part of the design process.
• Find simples ways of making design information available to the small business. Much resides in trade associations and research establishments and is not so easily accessed: much more internet access should be possible.

Number 14

• Hardware Platforms
• Analytical techniques

• Manufacturing Techniques

• Numerous Engineering geometry definition software Tools (SDRC, IBM etc.)
• - 2D and 3D modelling capability
• - Integrated Analysis Packages available.
• - Some manufacturing Integration (e.g. Generative machinery)
• - Concurrent Engineering Enabled.

• Predominantly UNIX based.
• Cost of ownership HIGH.
• Data Exchange difficult.
• Scheme drawings as Masters.
• Design tools engineering based.

• Full Business integration.

• Cheaper Platforms.
• Lower maintenance.

• Enterprise wide.
• Internal/External.
• Open architectures.
• Security and access.

• Digital Mock-Up driven designs.
• Extended enterprise.
• Web Enabled.
• "Seamless" data transfer

• Integrated engineering tools

• Virtual Reality.
• Fully knowledge based design.
• Feature/Rule Driven.

• Common operating system.
• Standardised data management.
• Knowledge Management.
• Voice interface.
• Information extraction systems.
• Video/Audio communication.
• Knowledge capture systems.

• Full Business integration

Number 15

• Provision of on-site access.
• Indication of specific requirements.
• A medium term commitment.
• Freeing up of key staff.
• Funding for universities.

• Generated awareness of deficiencies.
• Led to useful tools and techniques.
• Developed some important models of process.
• Information technology (underpinning).
• Transferring ideas between disciplines.

• Not related to industrial needs.
• Incoherent, many philosophies and approaches.
• Not related to product introduction processes.
• Difficult to reconcile with multi-disciplinary teams.
• Not focused on complex products.

• Awareness building and methodologies for holistic systems.
• Integration of control system into design of product.
• Systems thinking in design education.
• Complex product design.
• Capture of customer requirements.

• Design project management in the emerging practice of development design responsibility to suppliers: how is the 'best' solution determined with more stakeholder?
• Can QFD be used to balance the conflicting requirements of the x's in Design for x procedures in a structured way?
• Can a set of fundamental design principles be determined? Some examples are 'maintained a short force path', 'ensures features have a single function'. The issue could be expressed as 'Nam Suh understood and extended'.

Number 22

My perspective is from the automotive supply industry, having worked with £20-30m turnover medium technology companies or divisions of companies. I have worked in both product and process desitn as well as business development.

• Major lifting of the awareness and understanding of the power and importance of good engineering design at board level, engineering companies should be engineering led.
• General lift in design technique, there is a huge gulf between 'best practice' and reality at the 'coal face'.
• Greater integration of design with marketing and sales.
• Creativity and innovation in the design process.

(I have had no direct involvement with 'design research'.)

• Quality systems, total quality. At least there is an awareness of QFD,FMEA etc.
• Design system suppliers CAD/FEA etc suppliers.
• Customer pressure, customer strategy, need for competitive advantage.
• Competitor and market place pressures in general.
• Trade institutes and organisations.
• Consultants.

Working with universities and other research organisations through, for example, teaching company schemes.

• Engineering graduates come into industry with very little design training, this does not seem to have changed in the last 20 years!
• Creativity and creative engineers are very rare, academia and industry both have a vital role in stimulating and nurturing creativity.

• Is product and/or customer driven.
• Is adequately funded.
• Properly managed.

• No market.
• No target.
• Badly managed programme.
• Weak industry/academic interface.

• Needs of industry to be identified.
• Properly scoped, targetted, and funded.
• Transfer from research environment to industrial environment must be managed.
• Feedback and results capture.
• Value for money.

Number 24

• Access to high quality information.
• Rapid communication.
• Improved analysis tools.
• Reduce dependency on legacy systems.
• Improve integration with manufacturing, suppliers, customers, etc.

• Clearer understanding of the design process.
• Concurrent engineering practice.
• Improved communication and information access (Email, video conferencing, WWW, databases)
• Improved geometric manipulation in CAD systems (visualisation of models, ease of production of complex models, links from 3D to 2D)
• Improved CAD/CAM links. (Ability to machine complex curved surfaces.)

• CAD systems provide design support based only on geometry.
• Integrated software solutions have not been achieved.
• No broad base design for manufacture systems.
• Limited links between design and manufacturing planning etc.
• Limited understanding/use of design history.

• Information structures to support the full range of design activity.
• Multi-viewpoint systems.
• Communications infrastructure to support global concurrent engineering.
• Design re-use.
• Design information maintenance and management.

Number 25

• Dealing with the increasing commercial pressures of designing high-quality products in shorter times and for lower costs.
• Managing the complexity of the products and design processes.
• Dealing with the move towards globalisation and the reliance on IT.
• Taking on board design for sustainable development.
• Retaining design knowledge and experience.

• More has been achieved than is realised or applied.
• Recognition of the importance and potential of engineering design research.
• Developments of joint academic/industry research.
• The beginnings of a taxonomy - realisation of the magnitude of the challenge.
• The demonstration of the power of experimental design research.

• Poor technology transfer (much is known; little is applied).
• Fragmentation and duplication.
• Research often too general and too abstract.
• Tendency to over emphasise conceptual design (most design is adaptive).
• Lack of agreed research methodology, particularly validation of methods.

• Need for a clear vision and change in viewpoint.
• Requirement to consolidate what is known about engineering design.
• Need for interdisciplinary research (psychologists, management scientists, computer scientists, etc.)
• Need to develop a taxonomy (avoiding "evcryone doing everthing")
• Recognition of the value of long-term academic/industrial partnerships (but must address the issues of project management.)

• Industry wants tools : EDC Conference 1998.

• Product improvement tools
• Smart design techniques to lower cost
• Newer techniques to enhance products' performance and ability
• Effective use of past design knowledge

• Created a general awareness and status for design
• Generated critical masses in specific design areas
• Increased knowledge on design

• Disconnected
• Limited dissemination of findings into curricula
• Incomplete (absence of a general book/report like: 'The Machine that changed the world').

• Compactness of products
• Product efficiency
• Variety or Mass Customisation
• Reliability and optimisation (analytic 4 non analytical)
• Better information Management

• Enhance speed of response to customer need.
• Improve understanding of durability implications.
• Eliminate over design and hence excess cost.
• Assimilate safety implications.
• Ensure that design inherently covers legal implications.

• Quality Function Deployment.
• Control of Projects.
• Viability assessment tools.

• The gulf which still exists between industry and academia. I recognise that universities in association with EPSRC are making valiant efforts in this field and unfortunately industrialists in many cases are not able to give the time that they should to make this link work.
• The need for more regular "top up" courses for engineers in the 25 to 40 years of age bracket which is a key time.
• The need for more industry participation in the selection of joint industry/academia projects which appear to be led by the latter presently.
• Possibly the need for more aggressive marketing though the good offices of EPRSC to promote what is happening in the academic world and to actively seek out industrial partners by visiting industry virtually as salesmen.

• Processes for improved rapid skilling (recognising that with increasing changes of personnel adaptability to change of function will become more pressing as more techniques become available).
• Instant availability of standard techniques in a user friendly format.
• Noise is a concern for us all and emphases on quiet design needs to be far greater than at present.
• Design for minimum material removal. Apparently mundane but essential in cost effective product design.
• Design for legislation recognising the implications in machinery's directive, pressure equipment directive etc.
• Eco friendly design in terms of materials, transmission media, processes etc.

• Small design companies should have the facility to return to university to take part in research with adequate recompense, so as not to live as a student. This would filter their knowledge back into academia.
• SME's should have the ability to visit design centres with training facilities, where they can discuss and try high level CAD software to see what suits their needs. This should be paid for by the software industry.
• A number of independent academic/industrial trusts should be set up all over the UK to create a boiler-house situation, where industry and new designers from education can work together on live projects.
• There are so many new innovative designers coming out of university being wasted, not being picked up by the industry, for one reason or another, e.g. through narrow-mindedness. It is essential that a form of apprenticeship, on a moderate salary, is organised by all universities and industry for any graduate that is taken on, so that universities do not keep on pushing good designers out into the wasteland
• It is essential that the ideas of designers!! have a method of filtering into the manufacturing industry through a patent screening office. So many worthy concepts are being lost through the difficulties of sign posting through the industry. The Business Link organisations could be used as a base for this, if their service was standardised throughout the UK.

• A broader spread of knowledge, not just of your own industry.
• Less reliance on high technology to answer problems.
• Looking at the natural world and how it achieves the answers to design.
• More discussion across industries through face to face meetings, without high charges being made, at different locations throughout the UK.
• Research should not only be done by academics, but also by practitioners.

• There is too much reliance on CAD for initial design concepts, which can cause a restriction
• of flow in conceptual design.
• Need to overcome the short term mentality of UK industry and financing for research.
• Too much research is only done by academics.
• Design research should not be based on the views of one age group. It is difficult for someone in their twenties to conceive the thoughts and desires of a more mature person, so there should be a broader spread of ages on a research team.
• The lack of sign posting within research and design.

• A new independent body needs to be set up that can control all aspects of design and research, which can report to the dti and work through organisations, such as, Business Link, to enable industry to produce better and more viable products.
• Virtual companies could be set up by the above to assist in better design, especially in large projects.
• Design will go directly to manufacture from CAD systems in a method not yet devised.
• Easier ways to get funding for design projects.
• Industrial standards, so the client knows more about what he should be getting from a designer.

• IMPLEMENTABILITY

• Blindness to MRP/ERP significance in academia
• Blindness to commercial culture / work - environment

• Information Overload
• Not just supplying answers; supplying the questions too