5.1 System Design Sustainability Tools Vezzoli Polimi 07 08 3.11

course System Design for Sustainability . subject 5. Methods and tools for SDS .
learning resource 5.1 System design for sustainability tools . year 2007-2008

learning resource 5.1

System design for sustainability
tools
course System Design for Sustainability
subject 5. Methods and tools for SDS

carlo vezzoli
politecnico di milano . INDACO dpt. . DIS . faculty of design . Italy

Learning Network on Sustainability

contents

Criteria, methods and tools
A modular approach to system design for sustainability
MEPSS Methodology’s phases

Integrating the tool along the MEPSS methodology
Sustainability Design-Orienting (SDO-mepss)
Interaction story-board/spot

carlo vezzoli . politecnico di milano . INDACO dpt. . DIS . faculty of design . italy


5.1.1 Criteria, methods and tools

In this chapter are described methods and tools for system design for sustainability developed
within some European founded researches, among them the so called MEPSS (Method for Product-
Service System development, European funded research project, 5FP, Growth), the HiCS (Highly
Customerised Solutions, European funded research project, 5FP, Growth), and the SUHOUSE
(Sustainable Household Strategies, European funded research project, 5FP, Growth).

Before introducing and describing methods and tools, let's summarise the main acknowledgements
reached so far. It has been argued that exists a potential role for the design for sustainability, in
promoting and facilitating system innovation resulting in eco-efficient and socially
equitable/cohesive enterprises/initiatives offering a mix of products and services, based on
network-structured and locally-based model.

A first key point is the approach to a design of stakeholders configuration, committed to create and
promote innovative types of interactions and partnerships between appropriate socio-economic
stakeholders of a system responding to a particular social demand. Consequently new skills are
required from the designer:
A designer must be able to design together products and services, related to a given demand of
needs and/or desires satisfaction.
A designer must be able to find, promote and facilitate innovative configurations (i.e.
interactions/partnership) between different stakeholders (entrepreneurs, users, NGO, institutions,
etc.), related to a given demand of needs and/or desires satisfaction.
A designer must be able to operate/facilitate a participatory design process among entrepreneurs,
users, NGO, institutions, etc. orientating this process towards environmentally sustainable
solutions.

Some tools developed for this purpose are introduced in this book are the (stakeholder) system map,
the Interaction table (story-board), the Interaction story-spot, the Offering diagram and the AD
poster (learning resource 5.3).

A second key point, given that not all system innovations will have eco-efficient or socially
equitable and cohesive results, underlines that design process should be somehow oriented towards
sustainable solutions. Consequently new skills are required also from the designer:
the ability to orientate the system design process towards eco-efficient solutions
the ability to orientate the system design process towards socio-efficient1 solutions.

For this reason alone we need new methods and tools to use in the design practice the criteria and
guidelines that we have seen so far (chapters 3.2 and 4.3), i.e. to orientate the system design practice
towards sustainable interactions and relationships between stakeholders.

In order to comprehend how to use methods and tools to orientate design towards sustainable
solutions is useful to use as a benchmark a simplified scheme of the phases of development of
products, services or systems, where those phases can be underlined that lead to design of the

1 Economically competitive as well as socially equitable and cohesive. Cf. subject 4.



concept of the system, then to the development of executive design and finally lead to the related
engineering.

Scheme of systems development the phases and related methods/tools key objectives

In the case of system development the configuration of actors in this system or rather the design of
their interactions should be defined during the conceptual phase. Is rather obvious that integrating
necessary requisites for sustainable outcome, i.e. appropriate methods and tools, during the first
phases of the development is more efficient. In fact, series of tools have been developed that could
be applied during different phases of development. Besides the singularities, more generally they
are meant to assist the designer to accomplish three specific objectives:
1. setting sustainability priority (existing system analysis)
2. generating sustainability-focused idea (innovative system development)
3. checking/visualising sustainability improvement/worsening of developed concept/s (comparing
existing and innovative system).

One tool-kit developed for this purpose - the Sustainability Design-Orienting tool-kit (SDO) - is
introduces in chapter 5.2.1.

The description of the tools is introduced by a modular approach of system design for sustainability.

5.1.2 A modular approach of system design for sustainability



Among the recently developed methods and the tools, elaborated with the support of the EU
commission, is the MEthodology for Product-Service System development project, founded by EU
5FP (Growth), that has created the MEPSS method2.

The MEPSS method is organised in a modular and flexible way. This allows for possible
uncertainties and maximises the likelihood of smart business decision, focused on the innovation
options that are most likely to succeed in the market. It can be used in full, applying the whole set of
processes described for developing a ne Product-Service) System innovation, or alternatively in part,
by choosing only selected modules according to the specific needs of the case under development.
The MEPSS “phase model” thus allows for a flexible allocation of resources and optimisation of the
business opportunity/risk ratio.

The methodology could be applied by either a small team of experts or in a more participatory
planning process.

This modular method is schematically articulated in 5 phases:
Strategic Analysis
Exploring opportunities
System Idea development
System design
System implementation.

2 The method is described in detail in the book “Methodology for Product-Service System Innovation. How to develop clean,
clever and competitive strategies in companies” edited by van Halen, Vezzoli, Wimmer, Van Gorcum, The Netherlands, 2005 or
could be .



MEPSS MEthodology for Product-Service System development, 5 phases and modular; EU, 5FP,
Growth

Each of the phase is subsequently structured in steps, and steps are described by a series of
processes. This “phase-steps-process” hierarchy has been developed to offer a systematic and a
layered innovation model.

Finally, three main action grounds are:
Design
Environmental assessment
Consumer acceptance.

And three of those - Exploring opportunities, System Idea development, System design - are related
to design.

5.1.3 MEPSS Methodology’s phases
5.1.3.1 Strategic analysis
This first phase of the MEPSS methodology has the objective of building a thorough and systematic
understanding of the company's markets, organisation and production and value chain.
The strategic analysis will define the starting position for the System design process. It will generate
a common understanding of the behaviour of the overall system and define orientations for the next
actions and steps to enable the design of a successful and sustainable new System.
The central issue of the analysis is the context in which a new system innovation will be integrated.
This context includes the whole business system, starting with the human capital, business
culture and the vision and mission of the company, through to its strategy and the daily
operation that generates and commercialises the 'package' of products and services offered.
Special interest will have to be paid to the role of the company in the value chain and to the life
cycle of the company’s products (resources, supplies, production, use and end-of-life).

Its main aim is to generate realistic options and alternatives for the business based on System
thinking. Knowing the initial situation of a company makes it easier to make decisions on which
parts of the MEPSS model are most relevant in determining future options. The idea is to create a
new business concept which makes optimal use of the capabilities and market access of the
company.
Key questions are:
what are the core competences of my company (in supply chain perspective, which real value do
we offer )?
who are our key stakeholders?
what are the main strengths and weaknesses of my business model?
what value do we deliver to our clients?
what do my clients expect from me (today and tomorrow)?
In which direction/how should we improve the current system (people, planet, profit)?

5.1.3.2 Exploring opportunities
The objective of this second phase of the MEPSS methodology is to look at possible System
innovation routes for the future. Phase 2 stimulates creativity and invites all stakeholders into a
participatory process of System idea creation.



The ultimate in innovation is not merely to come up with incremental improvements of products
and services but to create entirely new offers and markets that have not existed before. It is to
reinvent the way we work, play, communicate, recreate, etc.
Key questions are:
what are main System scenarios to guide me into the future?
which set of evaluation criteria (priorities) for System should be used according to the
company's priorities?
do the ideas generated bring about an improvement with regards to environmental/social
impacts and how?

5.1.3.3 System idea development
The design team starts the design of the most promising System idea on the basis of the company’s
strategic decisions and assessment outputs from the “Exploring Opportunities” phase.
The “System Idea Development” phase aims at developing the selected System idea from a general
description and visualisation to a more precise version, and at evaluating and selecting the most
promising design version for further development prior to being put on the market.

System idea design is a collaborative process coordinated by a project leader through which people
are involved in different moments, depending on the competencies required, and work on common
design tools.
Key questions are:
what does each System Innovation solution generated really offer (functionality, perceived
value)?
what are the main actors involved and how should the System Innovation interact with the client
for each solution?
how do the generated ideas entail improvements on environmental/social impacts?

5.1.3.4 System development
The System development phase starts from a well defined idea and brings the project to the detailed
version necessary for its realisation. In order to describe a coherent and potentially successful
System, the design activities will be strictly integrated with stakeholders’ involvement and user
acceptance evaluation processes.
The main objective of this phase is the detailed design of each System dimension and the
elaboration of the specifications (specs) for the system implementation.
System development is a complex collaborative process coordinated by a project leader. Staff
members are involved in different moments of the design process depending on the required
competencies. This phase foresees the involvement of an enlarged project team made up of people
with the required competencies for the System development and evaluation. The project team will
be enlarged to include internal and external actors (advertising agency, interior design studio, web
design agency, etc.) who will be in charge of implementing System components, such as
representatives of stakeholders directly involved in the future System supply.
Key questions are:
what is the set of primary and secondary functionalities offered and the quality level?
what are the roles, the interactions and the business models of each player in the system (in
detail)?
what are the expected improvements (for people, planet, profit)?
what are the investment requirements?



5.1.4 Integrating the tool along the MEPSS methodology

A tool-kit available to orientate the design process towards sustainable system innovation, is:
1. Sustainability Design-Orientating tool-kit (SDO)3
Other tool-kits available, that are orientated to strategical design system innovations are:
2. System map4
3. Interaction table (story-board)5
4. Interaction story-spot6
5. Offering diagram7
6. AD poster8.

They are all applicable on differently detailed levels of MEPSS phases: Strategic Analysis,
Exploring opportunities, System Idea development and System design.

3 A tool developed by Carlo Vezzoli and Ursula Tishner included in the MEPSS EU 5th FP, Growth projects.
4 A tool developed by Francois Jegou (Dalt) included both in the HiCS and MEPSS EU 5th FP, Growth projects.
5 A tool developed by Daniela Sangiorgi included in the MEPSS EU 5th FP, Growth projects.
6 A tool developed by Design and system Innovation Research Unit, Politecnico di Milano as a follow up of the
Interaction story board.



SDS tools overview within MEPSS phases 1, 2 and 3

5.1.5 Sustainability Design-Orienting toolkit (SDO)
5.1.5.1 Objective
The objective of this tool is to orientate the design process towards sustainable System solutions,
setting sustainability priorities and analysing sustainable best practice (using checklist), using
sustainable design orienting guidelines (using Idea Tables) and checking and visualizing (through
checklist and proper radar diagrams) the improvements in relation to an existing reference system
and its sustainability priorities. In itself it is modular, so that it could be used partly depending on
the need and circumstances.

In other terms, the SDO goals (in the integration with the design process, per each sustainability
dimension and with an increasing the detail level) are:
priorities sustainability criteria/guidelines (existing system analysis) [criteria/check-list]
identify sustainable existing options (best practice analysis) [criteria/check-list/radar diagramm]
generating ideas focused on sustainability [idea tables/guidelines]
sustainability improvement/worsening check/representation of concept/s under development
[check-list/radars]

The key elements in the SDO structure are the criteria and guidelines, structured in a multi-
dimensional structure. In fact, 3 sustainability dimensions are taken into consideration:



environmental, socio-ethical, economic. So, on every dimension the same type of procedure could
be applied. For each dimension there are 6 criteria. Criteria are intended as a way to assess a certain
system as well as a way to orientate the designing process. In fact, each criterion is a heading of a
set of guidelines.

SDO structure: sustainability dimensions<criteria<guidelines

This tool is meant and has been developed to be a “bridge” between language, data and tools of the
sustainability assessment quot;worldquot; and the designer’s quot;worldquot;, when dealing with complex systems.
In fact, it is a qualitative tool that allows everything concerning sustainability system assessments to
make preliminary assessment or to integrate quantitative assessments with preliminary ones.

5.1.5.2 Putting into Practice

When and why should this tool be used?

All along the phases of the methodology, the System ideas generated and their associated scenarios
will be oriented using guidelines (and related idea table). Guidelines are an effective support tool
used to orientate a decision-making process towards given objectives (sustainable solutions). They
inspire and indicate the solutions with highest sustainable potentials.
The software can be used to fulfil 3 objectives building on each other throughout the phases of the
methodology (see fig. ??)9:
1. Strategic Analysis:
A: Identify the sustainability design priorities for the company;
B: Identify the options that favour sustainability and are already in best practices
2. Exploration System Opportunities:
C: Generate sustainable ideas on a scenario level (1);
D: Check and visualise achieved improvements (for internal and external communication).
3. System Idea Development:

Cf. the scheme in chapter 5.2.7.
9



D: Redefine the sustainability design priorities for the company if necessary;
C’: Generate sustainable ideas on a product-service level (2);
D’: Up-date, check and visualise the achieved improvements (for internal and external
communication);
4.System Development:
D’’: Up-date, check and visualise the achieved improvements (for external communication).

SDO: integration in the design process per each sustainability dimension (increasing detail level)

The multidisciplinary project team, with the designers in the leading role should be involved. The
project manager could also implement the tool with some team members (e.g. marketing alone). It
is also possible to include customers and stakeholders.

Who should use this tool?

The multidisciplinary project team, with the designers in the leading role should be involved. The
project manager could also implement the tool with some team members (e.g. marketing alone). It
is also possible to include customers and stakeholders.

5.1.5.3 Implementation
The key concept of this tool is to integrate the concept design generation process by “feeding” it
with sustainable idea to be developed in brainstorming sections. Hence guidelines are given with
priorities connected with the existing reference system to be redesigned. A software has been
developed to integrate in a user-friendly way the sustainability priorities setting section, with the
idea tables/guidelines and with the visualisation radar diagrams.

Implementation of the tool in the development process



0. Start up
In the starting data page insert some general information about the project, defining also the
satisfaction unit, which refers to the client satisfaction provided by the service, and the existing
system of reference. Save the project through the save project button.

1. Strategic Analysis

A. Prioritise sustainability criteria/guidelines
The purpose is to find out and define which are the sustainable priorities of the existing system of
reference (and also of a possible case study).
This step is related to the sustainability dimensions section of the software, which contains the
Environmental, Socio-ethical and Economic sub-sections.
The priorities represent the basis to orientate the design decisions and efforts towards the most
relevant sustainable solutions. They are referred to 6 criteria, which represent separated area of
concern of environmental/socio-ethical/economic sustainability in such a form that is
understandable by a designer. They allow a sustainability check in terms of relative priority setting
(among the various criteria). The criteria are also the headers of various sets of design guidelines.
Furthermore, a dimension needs to be chosen and set priorities/existing system selected. The criteria
are visualized and to each of them corresponds a series of questions (Checklist), which enables to
pinpoint the priority for the given criterion. In the text box you can insert answers and comments on
the checklist. At the end you should be able to define the priority, selecting the high/medium/low/no
button (fig.??).

If you go in the View section you can visualise the graphical result of this process. Select the
existing system and one of the three dimensions. The related radar diagram visualizes the existing
system (bold circle), and its priorities for each criterion (fig ??). Then in the radar diagram within
the given blank spaces texts could be typed highlighting the most critical issues of the existing
system (with their qualitative evaluation) to be used a synthetic report for following idea
generations.
It is recommended to save the project, in the menu Options/save.



Check-list answers on existing system and indication of criteria’s priorities

In order to orientate a system scenario/idea towards sustainable solutions, you should start from
those criteria having the highest score in terms of priorities, i.e. weighing the efforts according to
the their relevance (high, medium, low, no).

B. Analysis of existing sustainable best practices
In order to have sustainable inputs and insights for the design process, existing sustainable solutions
should be researched. The SDO toolkit lets you to compare those with a reference situation to better
highlight, what could be most promising in sustainable terms. The sustainability qualities for each
criteria of each of the three sustainability dimensions in the set priorities and case study section can
be checked. There the sustainability checklists have to be answered filling proper fields. This
enable then to choose one of the following options: radical improvement (++), incremental
improvement (+), no significant change (=), worsening (-). Then in the radar diagram within the
given blank spaces texts could be typed highlighting the most interesting options (with their
qualitative evaluation) to be used a synthetic report for following idea generations.
SDO/set priorities/case study. criteria’s checklist/radar diagram (see fig. ??).



Radar diagram based on check-list evaluation of a best practice showing promising options

2. Exploring opportunity

C. Generate sustainability-focused scenarios’ ideas
To achieve this, a series of guidelines, referred to each criterion, aims at orientating the
scenarios/ideas in the “right” direction. In the Sustainability dimensions section of the Menu,
choose a dimension and go to orientate concept, select scenario on the top: you will get to idea to
orientate concept, select scenario on the top: you will get to idea tables section. The criteria are
visualised, with the related priorities you defined and with a series of related guidelines (level 1).
Perform an idea generation brainstorming, starting from those criteria having the highest priorities.
Write in the related “post it” boxes the ideas that emerged (click on the circles on the left and right
sides).




Image of IDEAS TABLE/guidelines level 1 with some ideas written on “post it” boxes

If Resource reduction is a high priority, you should start by the idea table referred to this criterion,
getting inspiration from the related guidelines. At the same time, if transportation/distribution
reduction has a low priority, you will give less attention to it (or even no attention if it has “no”
priority).

D. Check and visualise sustainability improvements of developed system scenario
In the Sustainability dimensions section of the Menu, choose a dimension and go to check concept.
Write in the text box the synthesis of the System Scenario developed in the Scenario workshop.
The button Environmental/socio-ethical/economic check of system concept leads to the check-lists,
which will help you to define the improvement of the scenario in relation to the existing system.
Mark the improvement: worsening (-), equal (=), incremental improvement (+), radical
improvement (++).
Going through the check-list you may realize something can be improved or changed; go to modify
concept description button and update the previous concept definition.



Radar with the “sail” of the concept and with the improvement indications

If you go in the View section of the Menu, you can visualise the graphical result of the improvement.
Select concept and the sustainability dimension you are interested in. The radar diagram will
enable to visualise an area on the diagram, which represents the improvement of the scenario in
relation to the existing system (bold circle) or to the case study.

If you have more than one scenario you may copy the file you are working on, saving it with the
name of the other scenario (= name of the project in the starting data page). Then you will modify
all previous scenario data. In each file there can be only one scenario.

3. System idea development
Save one of the projects with the name of the new System idea (= name of the project in the starting
data page). If you haven’t done any scenario project before, start with a new project.

C’. Generating sustainability-focused system ideas (more detailed, guidelines level 2).
In the Sustainability dimensions section of the Menu, choose a dimension and go to orientate
concept; select System idea on the top. The criteria are visualised, with the related priorities you
defined and with a series of related guidelines (level 2 – more detailed). Perform a brainstorming
starting from those criteria having both the highest priorities (reference existing system) and the
lowest improvements (System scenario): write the emerged ideas in the “post it” boxes (click on the
circles on the left and right sides).




Image of IDEAS TABLE/guidelines level 2 with some ideas written on the “post it” boxes

D’. Check and visualise sustainability improvements of developed product-service system ideas
Write in the text box a synthesis of the System idea developed (in case up-dating what was written
for the System scenario). The button Environmental/socio-ethical/economic check of System
concept leads you to the check-lists, which will help you to define (in case up-dating what was
written for the System scenario) the improvement in relation to the existing system.

Mark the improvement: worsening (-), equal (=), incremental improvement (+), radical
improvement (++).

Going through the check-list you may realize how the System idea can be improved or changed; if
so go to modify concept description button and update the previous concept definition.

If you go in the View section you can visualise the graphical result of the improvement. Select
concept and the sustainability dimension you are interested in. The radar diagrams will enable to
visualise an area (shaped like a boat sail) which represents the improvement of the System idea, in
relation to the existing system (bold circle) or to the case study.




4. System development

D’’. Check and visualise sustainability improvements of developed system
The button Environmental/socio-ethical/economic check of system concept leads to the check-lists,
which will help you to up-date the improvement (worsening, equal, incremental improvement,
radical improvement) of the system in relation to the existing system.
If you go in the View section you can visualise the graphical result of the improvement in the radar
diagrams.

5.1.5.4 Result
Various set of ideas oriented towards sustainability.
Visualisation of different set of sustainable scenarios/ideas by radar diagrams of sustainability
improvement.

5.1.5.5 Software support
Two versions of SDO are available for free: one to be used on Local Area Network (LAN) and
another on-line version.
An English and Italian version are available at www.mepss-sdo.polimi.it.
A Portuguese version is available at www.design.ufpr.br/nucleo.

5.1.5.6 Call on Resources
This tool requires approximately
1 or 2 hours for setting priorities;
1 or 2 hours for performing brainstorming through guidelines (idea table);
1 hour to evaluate the improvement.

5.2.1 Interaction story-spot

The interaction story-spot is a clipping from an interaction story-board.
It covers less and focuses better than a storyboard, and it is meant to visualise key interaction in
relation to a specific aim, i.e. how certain concept would help to achieve a given sustainability goal.

The key elements are:
differentiated colours to identify each stakeholder (e.g. provider and client)
can be shown together with a system map highlighting and contextualizing the visualized part
some possibilities to add notes to highlight main achieved goal.



Interaction story-spot elements (1/3)



5.1 System Design Sustainability Tools Vezzoli Polimi 07 08 3.11

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