Categorizing the recognized value elements of VP

During the ManuVAR project, two design review meetings related to the case study were analysed by (Aromaa et al., 2012). The emphasis of the analysis was on the benefits of virtual environments in product design reviews. The analysis of interviews and questionnaires of the design review participants revealed that the benefits of virtual environments in design reviews are related to virtual environ- ments technology (compared to normal CAD), design process, and business as- pects (cost savings, time-to-market, decision making). Additionally (Aromaa et al., 2012) attempted to describe the dependencies between benefits and features of virtual environments. Certain features such as immersion, interaction and im- proved visualization enable achieving benefits in the form of a more natural medi- um for communication and collaboration. This was recognized as an essential advantage in facilitating the Human Centred Design (HCD) approach in design for a manual work context. This type of classification and categorisation of the bene- fits from the use of virtual prototyping and virtual environments in design reviews are important for industry especially in the human-machine interaction context (e.g. operations, assembly and maintenance). The categorization aimed to make the benefits more tangible in the theoretical and industrial context. (Aromaa et al., 2012) identified three categories of benefits of virtual environments in design re- view meetings: 1) VP technology; 2) designing and development, and 3) business benefits. This so-called feature-benefit (F-B Pyramid) was proposed as a prelimi- nary model that aimed to explain empirical data as a logical chain from technologi- cal features of virtual environments to design and business benefits. (Aromaa et al., 2012) suggested that the preliminary conceptual model should be developed in order to describe the benefits to the industry in a more tangible way. This research elaborates the F-B Pyramid model by studying the concepts more deeply and concretely, and by expanding the model towards value of VP.

Virtual Prototype Technical advantages Advantages beyond technology Integration, communication, collaboration Design Production has plus Representation of

product properties for

TECHNOLOGY D ES IG N PR O CE SS SOCIAL BUSINESS D ES IG N O BJ EC T Better resource utilization Knowledge creation Value occur between Proactive engineering changes Latent problems Coping with Complexity experience interface understanding Service Stake- holders

Early design verification and validation learning

desicions

Revealing latent problems Design maturity dependent on

INDIVIDUAL ORGANISATIONAL

Figure 44. The phenomena facets of virtual prototyping can be divided into two main areas that are 1) dealing with designing and the design object, and 2) tech- nological and organizational entities. The relationships between the entities and their contribution to business value are presented as well.

Figure 44 aims in the form of a matrix to collectively propose the dimensions of reality phenomena and categories of benefits and value propositions of VP, as well as their relationships. The analysis of advantages of VP firstly revealed two main areas that share the concept of a virtual prototype which can be justified by its nature as a model of the socio-technical system, and on the other hand as an object which is studied through the interface of virtual environments. So, the first area is the viewpoint of design which considers the virtual prototype as means for evaluation of behaviour and properties of a technical system, and the object of the design process. Thus, the virtual prototype becomes more mature as the design progresses. Additionally, the properties and behaviour of the design object may be assessed within different design domains (Andreasen, 1980), i.e. on different design maturity levels and by different stakeholders. An integrated method of communication and collaboration between stakeholders from many product life cycle stages, and organisational functions contributes to revealing latent problems, i.e. dispositions (Olesen, 1992). Secondly, from the product lifecycle and organiza- tion viewpoint, the virtual prototype is rather a sophisticated means for communi- cation and collaboration that is aided by the natural user interface of virtual envi- ronments. In this social dimension, communication and collaboration will be inves- tigated at the level of individuals and organisations. The virtual environments have certain advantages gained by the technological features, such as improved expe- rience and interactivity with the model. Furthermore, the methodological view of VP brings advantages that are beyond this technology, but which also benefit from

the technology features (for instance by improved understanding, and therefore improved learning and decision making). VP facilitates integration of organization- al functions and stakeholders (such as designers, production, maintenance), and enables improved collaboration and communication around the model (content) through the medium of virtual environments. This need for a communication line besides the communication content was demanded by Nonaka (1994). These advantages can be seen as a means of ‘technological integration’ of organizations and processes. At the business level, this technological integration may lead to ‘managerial integration’, i.e. better resource utilization (Wernerfelt, 1984), knowledge creation and capture (Nonaka, 1994), coping with complexity (Edwards & Jensen, 2014), and early product verification and validation. Ultimately these mechanisms also produce monetary value for business by improved cost- efficiency and better profit. Nevertheless, it is difficult to distinguish the value of designing from business and organizational value because they are so very much interpenetrating. Anyhow, reflecting with design theories and value theories re- veals these aspects naturally.

Figure 45 illustrates how the F-B Pyramid model of Aromaa et al. (2012) was elaborated. Two major elements were added in order to categorize aspects of model continuum (between data, phenomena models, and reality as a target), business layers (between virtual prototyping technology, business processes (like product design and development), and people from business organisations and other stakeholders), and value formation (features of VP technology, advantages of the technology, and added value to business). Thus, this elaborated model recognizes the important distinction and cohesion between business reality and virtuality where digital product data is woven together with the processes of reality. The reality is complex and models of reality must always be simplifications of reality created for some specific purpose, for instance in design work. On the other hand, models can be the means for coping with complexity, especially when sup- ported by an advanced user interface to content and a decent communication line organized by reasonable processes, methodology and organizational structures.

Model Continuum Value Formation Business Layers TECHN- OLOGY FEATURES PRODUCT DATA PHENOMENA REALITY PROCESSES PEOPLE ADVANTAGES VALUE for for object activity activity create in

Figure 45. Elaboration of the F-B Pyramid model of Aromaa et al. (2012) by addi- tion of three-level categories of model continuum, business layers, and value formation. This model describes how the low -level technology and product data contribute to value creation through modelling real world processes and activity and utilizing it in processes carried out by people.

Conclusion of analysis and categorization of case study results

In order to theoretically investigate and clarify the value of VP in manufacturing industry, firstly a hypothetical “Phenomena model” (Figure 24) was constructed. Secondly, empirical data from the case study was reflected with the theoretical model. The recognized advantages were categorized and the relations between virtual environments technology and phenomena of reality were established. In general, the advantages of virtual environments are that users can visualise, feel involvement and interact with virtual prototypes in real time (Cobb et al., 1995). The case data shows how these benefits actually create specific value in this type of industry, in the context of design and product development. It was also recog- nized that the advantages of virtual prototyping, and especially the use of virtual

environments, can be justified by better user interfaces, perception and under- standing of product model properties.

Virtual assembly is a key component of virtual manufacturing (Mujber et al., 2004), and simultaneous assembly simulations are difficult because they involve a great deal of human interaction and real-time simulation (Gomes de Sá & Zach- mann, 1999). Nevertheless, Toma et al. (2012) found that VR technologies repre- sent very useful tools to visualize and interact with 3D models in the modelling and assembly process. Virtual reality-aided virtual prototyping does have the potential to reduce the number of physical prototypes and improve overall product quality, especially in those business processes where humans play an important role (Gomes de Sá & Zachmann, 1999). Furthermore, it is remarkable that there are two levels of user interfaces, namely the user interface of virtual prototype (virtual environment experience), and the user interface of virtual environment (VR tech- nology) which refers to devices and software.

According to Cobb et al. (1995), both the quality of the virtual experience and its saliency (i.e. meaning and value) are important. The value propositions are justi- fied by the capability of virtual prototyping of supporting design and business pro- cesses. The capabilities of VP refer to experience, user interface and content of virtual environments that support phenomena and properties of design object (e.g. product structure, dimensions), design process (understanding, learning), and product life (stakeholder needs, requirements management). Nevertheless, the participants experience both of the product itself and of the virtual prototyping method may have a great effect on the experience of the product model (Söder- man, 2005). It was reasoned that, beside advantages that are directly connected with virtual environments, there seem to be benefits that have to be modelled in a wider context of organisation and management theory. Sometimes, the basic purpose of the investigation is challenged, as in a situation in which the original objective may have been to investigate a technological phenomenon, such as the use of personal computers, but in which the case study really turns out to be about an organizational phenomenon (Yin, 2009).

According to Mujber et al. (2004), VR offers the engineers new ways not only to visualize their problems but also to interact with the environment so as to resolve the problems effectively and efficiently. In practice, virtual environments allow a better analysis of the problems and modifications, for instance to product a struc- ture and assembly sequence, or a simple creation of new geometry. These changes can be discussed and analysed in a real-time virtual environment How- ever, with today’s technology many changes to a product model need to be made in the original CAD/CAE tool based on the changes in the virtual environment. In any event, these extended presentations interactions, combined with interaction can improve the decision-making capabilities of engineers, thereby improving quality and reducing the development time for new products (Mujber et al., 2004). The virtual environment is also a new medium for information and knowledge acquisition (Mujber et al., 2004). The feedback from the case study indicates that the biggest challenges in adopting virtual prototyping and virtual environments are

not purely technical, but related to enterprise change management in the dimen- sions of management, processes, social aspects and infrastructure.

Four main dimensions and four sub-categories were recognized by analysing the case data (Figure 46): 1) Virtual reality technology, 2) Engineering design (object and process), 3) People (individual and organisation), 4) Business and management. Thus, as a conclusion of this section, the study of VP value will be expanded towards theories of those dimensions.

VR/VE TECHNOLOGY DIMENSION PRODUCT DESIGN AND DEVELOPMENT DIMENSION SOCIAL DIMENSION ECONOMICS AND MANAGEMENT DIMENSION

Figure 46. As a result of categorization, the case study results in four main dimen- sions of VP value framework were recognized. The VR/VE technology benefits people and organisation on the social dimension as well as the product design and development process dimension. These dimensions together create value for the business dimension.