普罗斯先生曾提出“对中国的产品给出评价”这一问题,发人深省。我国某自行车厂开发一个新产品仅需要两个星期,而在日本,至少需要8个月的时间。由此可见,设计师在短期内,以具体的方式,进行的只能是式样的翻新和改进,很难有突破、创新。这种设计方式的循环,又进一步限制了设计师的视野和思维的广博性、灵活性。这一现象在我们企业中普遍存在,如何使管理者不再把工业设计看作是孤立的、局部的问题,而是作为一种行之有效的方法,整体地运用于设计的全过程,我 Mr. Proser once raised the issue of “giving an assessment of China’s products”. It takes only two weeks for a bicycle manufacturer in China to develop a new product, while in Japan it takes at least eight months. Thus, designers in a short period of time, in a specific way, only the style of renovation and improvement, it is difficult to have breakthroughs and innovations. The cycle of this design, but also further limits the designer’s vision and the broadness and flexibility. This phenomenon is ubiquitous in our enterprise. How to make managers no longer regard industrial design as an isolated and partial problem, but as an effective method, and apply it as a whole to the whole process of design. I