Case study

Precision Design Pty Ltd is an innovative industrial design firm providing realistic 3D digital imaging using the latest drafting technology. Emma Janson founded the firm in 1981. She has seen it grow gradually over the last two decades. It now employs 18 designers and 10 support staff. Ten years ago, Emma decided that she was spending too much time managing the firm and not enough time designing and interacting with clients.

She appointed Rashmi Rajapaksa as the general manager of PD. Rashmi’s management style focuses on control. She believes that a business organization is like a finely tuned machine. Everything must be planned and then executed as planned. There should be no surprises.

Design and drafting technology is advancing quickly. Emma and other senior designers have discussed the feasibility of adopting a ‘paper-free’ policy and introducing 3D printing, but Emma has been reluctant to make the move. 3D printing would enable PD to produce realistic and timely 3D models, which will, in turn, facilitate more refined designs through more effective consultations and collaboration with clients. On occasions, designers have conducted design reviews and provided feedback online rather than on paper, but minor glitches in the hardware tend to frustrate their efforts.

The move would require significant hardware and software upgrades, as well as more technical support. Allocating the required resources may require reduced spending in other areas such as marketing, training, etc.

Emma knows that in the long run, embracing these emerging technologies is essential for operational efficiency and service quality. It is just a matter of finding the funds required. She intends to make a move within the next year.