Forget about designing from a clean sheet of paper. It can’t happen. The designer himself prevents brings a tapestry of experience, skills and preconceptions with him. Embrace that diversity and create better designs, even when you are starting from scratch. Once you understand you, then you can think on a broader scale and truly innovate on your next project!
This is a podcast I originally created in 2012.
Audio File Transcript: Who Are You and What Does that Mean
Hello. My name is Montie Roland. And I’m with Montie Design in Morrisville, North Carolina. I wanted to spend a few minutes with you this morning talking about who are you and how does your skillset, your drive, your . . . how you go about creating new product concepts or new product ideas; how does that fit into everything.
We all have our own desires, drives and I want to kind of go through it and talk about it. And maybe learn a little bit about each other as we go through it.
I’m the president of Montie Design and also the president Montie Gear in Morrisville, North Carolina. Montie Design is a product development firm. And we develop products for you. And we fill in gaps. Sometimes it’s a small project; sometimes it’s a large one. And what we do is fill in those gaps in your engineering or your industrial design or your prototyping department; fill in those gaps to help get your product to market.
Montie Gear is a company that provides outdoor shooting equipment, and slingshots and fun stuff. Montie Gear was founded about four years ago as one of those things we decided as an institutional learning tool. And we decided that we wanted to design some of our own products, not just everybody else’s. So we did a couple and then said, well, what would it be like to sell them? How do we sell products without spending a lot of money on advertising? So, we put them on our website, Montie Design website, and then we also came up with the idea – thanks to Carl – of doing a lot of test and evaluation units. And over the years that test and evaluation unit approach has even rolled into a service we now call Social Reviews. And so, I don’t want to spend all day talking about that. Something we’re proud of. Montie Gear line has grown from zero to over a hundred thousand dollars in sales in about four years with very little advertising. So we’re very proud of that and we’re proud of the products we sell.
So it gives us a little different perspective on the product development process. So, not only do we develop products, we also are responsible for some of those products for selling, and manufacturing them. And that’s also kind of spilled over in that we’re now doing that for two clients where we’re providing the backend services – they sell them, and we ship them. We make sure they’re manufactured, that they’re packaged, they’re QC’d and then the customer’s happy.
And so, first question, our first thought is I want to throw out the thought of, you know, who is Montie? Who am I? If I’m going to tell you how other people are, I’m thinking maybe I should go ahead and kind of do a little analysis on myself. Now, Montie Design designs products for a wide variety of situations – manufacturing approaches. We have products that we design – they’re going to go straight overseas. We have products that we design and we get to a certain point and we turn them loose to an ODM somewhere the other end of the Internet and they take it from there; and we read about it in a magazine. We other products we’re more intimately involved with throughout the whole lifecycle. But, you know, it comes down to the “Who’s Montie” and how I think. I think the best example is to maybe watch what I do and not what I say in this case and look at Montie Gear.
With Montie Gear we’ve come at it from the standpoint of we want to have a high quality product that’s what we call heirloom quality-Toublesome Gap tough. Which means a very robust product that’s going to perform well in the field and it’s going to be the kind of product that you want to give to your grandkids because it’s that lasting and hopefully timeless.
So, right there, you kind of have to ask, well, how many of those products are high-volume. And the answer is very few. So we have mainly products that are low-volume, low-capital requirements – and by low-capital requirements, we haven’t built a lot of tooling; we haven’t spent a lot of money to get the products to market. Now the trade-off with that, of course, is the products cost more to manufacture, so you have a higher quality product, higher cost of goods sold, but at the same time that fits in with the Montie Gear approach where what we want to have is this heirloom quality, made local, products.
So, when I go to create a product for Montie Gear, or work with someone on our team that does, or work with an intern or what have you, we’re definitely in the mode of Let’s-get-something-out-there-fairly-fast, without spending a lot of capital investment; without a lot of investment. So, we want to design it, have it work well, but not rely on the fact that we’re going to injection mold it to get the price down or what have you; die cast it, and have to sell gazillions instead. We’re going to plan to sell handfuls at a time. So, in this case, my natural instinct is to rely on local manufacturers for Montie Gear, and to work with those local manufacturers closely to have a higher quality product sold at lower volumes – higher cost, but at the same time the higher quality and also that emotional appeal of having a product that the down the street made (which I think is having more and more value in our society). At the same time, if we’re going to have a higher-end product, we need to provide a higher level of customer service as well. So what we want to do there is to treat that customer well and make sure that we meet their needs on a timely basis.
So if we take that a little farther and look at it in a broad perspective, there’s several different kinds of companies. One company is a company that’s service excellence. They may not be terribly innovative, but you get the same service every time. A great example of this is McDonald’s. You know what you’re going to get no matter where in the United States you go; and to a certain extent, you’ve got a good idea of what you’ll get no matter where in the world you go. So, their goal is to bring you a reliable product at a reliable price, and get it to you quickly and have no surprises. So, it’s a safe bet. You stop and eat at McDonald’s, you know exactly what you’re going to get. That’s not a terribly innovative company at this point. It may have been innovative early on by driving the concept of fast food and so forth. But at this point, it’s a mature company and they don’t do a lot of innovations. They do little tweaks here and there. And they definitely don’t create a lot of new intellectual property; at least, that goes into their products. Most of the intellectual property goes into logistics, service.
So let’s look at other companies that have to innovate. So, kind of break it down into two different types. One is a product excellence company. So a product excellence company is a company where you know that you’re going to get the finest product you can get. You’re going to get a high quality product; you’re going to get service to go with it. So, the whole experience is excellent. They may or may not be innovative, but at the same time, you’re going to get this high quality, high satisfaction product. A good example is that you may go buy a ring for your wife (or your husband); and that ring hasn’t really changed a whole lot. You got a little filigree here and its silver instead of gold, but for the most part, your expectations is very high level of quality. Not a lot of innovation in that industry, I would argue, for the most part. There’s some artistic work but not a lot of what I describe as true innovation. And then another example is a company that’s very innovative, or it could also be very inventive, where they create new intellectual property. And so, in either situation that organization is relying on either innovating or inventing to drive their products ahead of their competitors. And that’s a very important part of the whole ecosystem as well. And that’s the ones a lot of times we tend to really want to get behind. And everybody just wants to always tell the example of Apple, but they’ve come up with some really great products by often by innovating and inventing. And so they’re an example of a company where they try to stay ahead of the curve. And a good example of that is if they don’t, they’re products don’t always compete as well because of cost. So, they want to have this innovative customer experience, these innovative products; but as those products age, there are a lot of times that “me, too” products are a lot more attractive. A good example of that is the iPhone is now starting to be displaced by other smartphones, where at first they were “me, too” – for example, Samsung, HTC – but now they’re starting to actually have some innovation and some invention in what they do. And so they’re competing very well. And if you look at the iPhone 5 versus the latest HTC or the latest Samsung, there’s starting to be a technology gap, which in this case isn’t in Apple’s favor because they really relied on having this amazing edge in the marketplace. Now, they also have a lot of other things going for them, but in the realm of phones, that edge is absolutely critical to maintain their market share.
This also applies to smaller organizations. I like going to the Apex farmers’ market. And there are several folks there that cook different types of items. So, one example is there’s a lady there that makes pies and she makes muffins and so all the recipes she’s using are pretty old school. There’s not a lot of innovation. So, what she’s bringing to her product is quality; its handmade from scratch; these very desirable elements, but there’s not a lot invention or innovation that goes into that. So, if you look at this in the context of the three categories I described earlier, she’s in the service excellence category, or product excellence. So, she’s using her time buying some materials and turning that into a product. Now, in no way am I denigrating that as a model for business. There are a lot of very successful businesses that do that. Think about how many large cookie companies there are. And so, it’s a very valid way of doing business. I think the important thing is that if you’re in that type of business, it’s often handy to understand what your model is to help you make future decisions and current decisions.
So a lot of the folks that we buy stuff from that make pies and pastries at the farmers’ market, there’s just not a lot of innovation there. So, they want to provide a high quality product; they want to provide a friendly face; and it tastes good. You like the fact that the person you’re talking to made it yesterday or this morning, put their time and love into it. And so that’s a good way to look at that. The other categories you find in different places. So, for example, if you’re an inventor, then generally when someone considers themselves to be an inventor, or we consider them to be an inventor as an organization, they have an interest in creating intellectual property, and then selling the concept. So, they’re truly inventing. So, in this case, they’re viability as a service provider (or as a vendor) to someone is their ability to innovate. So, they fall in that last category because if they come up with a concept that’s already out there and it’s a “me, too”, as an inventory they really haven’t invented anything. When you look at entrepreneurs, the entrepreneur – and I want to define the inventor as someone who invents for the sake of invention-to-license later – an entrepreneur is someone who builds a company and an infrastructure that is designed around selling a product; manufacturing and selling it. It’s an important distinction.
So when the entrepreneur does this, the entrepreneur may be making pies to sell at the flea market; may be making cupcakes; and in the last few years there’s been this huge amount of cupcake industry forming. It’s really amazing how many cupcake companies there are. These companies that make cupcakes make some amazing cupcakes sometimes. So you can go and get a cupcake at the grocery for $2.50; or you can go to a specialty store – you might get a $20.00 cupcake. Yes, a $20.00 cupcake. So, could a cupcake company kind of fall into these categories? Well, yes. A cupcake company could be a matter of picking twelve existing cupcake designs, styles, and then making those. And in that case, their appeal is service. They’re providing a product that’s based upon their labor. So it’s not a real inventive product in that case. But there are also cupcake manufacturers and cupcake stylists that provide cupcakes that are very different. And they’ll actually do research into different ways that they can do this. Or maybe come up with their own. So, there may be a new style of icing or a new style of . . . packaging. You know, what can they do different that sets them apart? Now, the question to ask is – Are you selling cupcakes because you have something that’s truly original? It’s a, I don’t know, vacuum-puffed cupcake that no one else can do. And you’ve got this trade secret on how to make vacuum-puffed cupcakes. Or, are you selling products that are just based on your hard work and love? And usually there’s a mixture of the two. But, so, it’s important to understand how your business thrives based on where you are in these models. Because then, all of a sudden, you can make better decisions about how much time and resources and money you should put into these different activities. So if having inventive cupcakes doesn’t drive sales, then maybe you’re putting too much effort into inventing those crazy, new technology cupcakes. If the fact that you sell these crazy vacuum-puffed cupcakes is what is driving your new sales (or your existing sales) in a big way, if that’s what’s driving your growth, then maybe you need to put more effort into the crazy ones.
And so it goes a little beyond just the matter of the accounting; saying this cupcake sold this many, this cupcake sold this many. I think it also goes into the strategic planning. So I think it’s important to plan your strategy around what type of company you are. And so understanding these distinctions and where you fall, and how where you fall helps your business grow, is very, very important. This type of strategic planning and understanding is important at the Fortune 500 level; its important at the small business level. Because it important for anyone in a small business to make sure that you’re always, always – always – making good use of your resources. And understanding, you know, your place in the process of developing new products; or not developing new products helps you make the best decision to maximize your return on investment. Which is critical because it’s a small business; it’s tough enough to survive even if you’re making good decisions. So, making better decisions may be a different between subsistence and true growth and just kick-butt kind of company. And I think how you go about product development, or don’t, is an important part of that and can help you dramatically.
I hope this podcast is helpful. This is a tough subject to sometimes kind of articulate through and work through and walk through with you. So I hope it was helpful. Understanding your spot in your strategic model and what the strategic value of your . . . or what the value proposition of your company is, is something that can really help.
Let me know if you have any questions. Montie Roland, Montie Design. (M-O-N-T-I-E)@montie(M-O-N-T-I-E) .com. Visit us on the website – (M-O-N-T-I-E)@montie(M-O-N-T-I-E) .com. There’s a handy little chat tool and you can click on it and get immediate help. Either way, it’d be great to hear from you. And have a great day. Montie Roland, out.
Designing any great product is easier when the designer and engineers to have an appreciation for how they are making the customer, reseller and distributor’s life easier and more profitable. This podcast explores how I was motivated to design products for the camping / glamping market. We’ll also explore what it means to have a robust product.
Here is the transcript from the podcast.
Hi, my name is Montie Roland. I’m with Montie Design in Morrisville, North Carolina.
I’d like to spend a few minutes today talking about keys to success in designing an outdoor product.
Let me tell you a little bit about what we do. Montie Design is a product development firm. And we’re also the manufacturers of MontieGear line, which is a line of outdoor and shooting-related products.
I personally enjoy designing products of all kinds. One of the products I enjoy the most is products that are outdoor related. I enjoy spending time in the outdoors – enjoy camping, enjoy backpacking – so I’m always trying to come up with, you know, what’s a way to make that trip more pleasurable, safer, easier. Or what’s a way to extend the capacity and do something better.
I think a lot of us have spent time camping. A lot of times, when we’re growing up, maybe going car camping . . . maybe you just went once or twice. Maybe it was with Indian Princesses or with Boy Scouts or Girl Scouts. But being outdoors, there’s a certain freedom and there’s a certain . . . lack of captivity then you are when you’re between four walls. Now the trade-off is that you got to work a little harder. It’s . . . not as comfortable, sometimes. You’re out of your comfort zone. You don’t have some of the comforts of home. And so . . . equipment over the past few years has changed in some ways; in some ways it’s very similar. When you’re camping, you want to be comfortable. You know, one of the horror stories you see on the commercials and on TV (and maybe experienced) is getting wet. You know . . . my daughters and I were camping in the Shenandoah’s a few years ago, and Hurricane Bob came through. We had no idea which way that hurricane was going to go. And we had planned this grip in advance and we finally said, Hey, let’s just go. And worst case? We’ll just drive home. And so we were up in the Shenandoah’s and . . . it rained. And . . . and then the tropical storm actually passed over. And it rained. And, did I mention it rained? Yeah. And in between the rain, there was rain. So, needless to say it was a challenging environment for about . . . I don’t know – twenty-four hours? When it rained for twenty-four hours. Did I mention the cooking in the rain? Or no . . . yeah.
But, anyway, so our tent wasn’t up to the challenge. Now, thankfully, our Aerobed was. So, late that evening, our tent in one corner had about two foot of water in it. And the average depth in the tent was probably six inches. Now, we were car camping, and thankfully, we had put everything in boxes, these waterproof . . . or, pseudo-waterproof boxes, because we had stuff in the truck. So, we had the bed full of camping gear. And . . . so when it rained and tent flooded, we . . . we were laying on the Aerobed, and the Aerobed was floating. Our boxes were floating. So, if you wanted something out of a box, you had to reach over and grab it, pull you to it, take the lid off without tipping it over and bringing water in. Also had to be real careful not to let your sleeping bag fall off the Aerobed, because if you did, it was wet.
So, it was definitely challenging in that way. I think that we still had a good time. Have to ask my daughters. I might be being optimistic. But . . . so in that case, the product didn’t live up to the challenge. I ended up taking the tent back.
So, when you’re outdoors, one of the things you want to provide with your products is you want to enhance the comfort of the trip, if you can. Now, the product may itself enhance the comfort. So, let’s say you’ve got an inflatable mattress, making sleeping more comfortable. That is so nice when you’re camping. But at the same time, I think it’s important to also think about how the product’s carried, how it’s stored, how it’s used. So, for example, you may enhance the comfort of the trip by making an existing product easier to carry. So, for example, if something’s big and bulky and takes up too much room in the car, or in your pack, then you may find that it’s really uncomfortable. Or, let’s say that for some reason it pokes you in the back in your backpack; when it’s in the backpack, its poking you in the back. Or it’s causing some sort of other transportation dilemma. So, how the product is carried, how it packs, how easy it is to pack – those are all things that can help make your trip more comfortable in that respect. And also, less work. One of the things with our Montie Gear products that we push is to have products that are very, very easy to assemble. Because when you’re tired, it’s raining, its dark, its cold, the last thing you want is to have a product that’s overly complex and difficult to assemble. Because once that happens, those conditions amplify the difficulty of using it, assembling it, breaking camp, what have you. And you’ve lowered the user’s perception of the product, possibly to the point they’re done with it.
So, you always want products that are easy to assemble, easy to use. Just because something’s that easy to assemble on your desk at work, when you’re sitting in a comfortable chair and not hungry, not tired, no rain, seventy-two degrees . . . you may be able to do it on your desk and go, Well, that’s not so bad. But then once you get outside, in the outside environment, looking for twelve pieces that you just dropped onto the ground and now found out that the color they are is perfectly camouflaged – those all add aggravation. So, you want to have products that are low aggravation. And generally, readying the product for use – assembly, what have you – is an area where we’ve seen a lot of . . . I have personally when I was camping seen a need to really think through the product. So, you want a product that’s comfortable; you want a product that easy to assemble, easy to bring to bear, easy to stand up. We want a product that is easy to use. There again, if you’re sitting by the fire and its dark, having some precision alignment of holes before you can put something in a pin, before you can, you know, use it; maybe you have to take it apart between uses and put it back together. Well, if it’s difficult to do in the dark, there again, you may have a product that just doesn’t fit that environment.
So, that . . . that goes to the issue of being robust. Robust products are easy to use, easy to assemble, and hard to damage. And give you . . . also, I will argue that a truly robust product gives you ways that you can use it in ways that the designer never intended. So, maybe there’s a “I intended to do ‘A’”; your customer does “B”. At that point, that’s a really valuable piece of feedback to know because that may open up a whole new market for you. Or, give you an idea of a new product you should design.
So, robust products are ones that they are just easy to use, hard to damage, and easy to assemble, easy to take down, and give you options. Sometimes you can do stuff twelve different ways. Sometimes it’s one, depending on the product.
So, the other thing is you want products that are rugged when you’re designing for the outdoors. Now, sometimes you have limits on that, how rugged they are. A great example is a tent pole. Tent poles, by nature, tend to be fragile to keep weight down, especially with backpacking tents. So there’s this implicating understood trade-off that when I lay out my tent poles from my backpacking tent on the ground, I don’t want anybody around because I don’t want anybody to step on it and bend it or break it. And so I understand that the trade-off of having a four-pound-ten-ounce tent is the fact that the poles are delicate until they’re assembled. Now, they’re easy to assemble with a shock-cord and so forth. But until they get into the tent, they . . . can be hard to . . . can be delicate. Now, once they’re on the tent, they need to be extremely robust. That fifty-mile-an-hour wind, or that six inches of snow, that tent needs to come through that, and that pole needs to do its job with no problems what so ever.
So, there are times when the rugged nature and the robust nature has to be within a specific pattern of use, or a specific part of a pattern of use. And I think the other thing that’s important when you’re camping is that you want a product that looks like it should be a product when you’re camping. Now, one of the things that has changed about this is that for a long time camping products were very functional. They looked like something that you’d buy at the Army Navy Store. A good example is Coleman stove. A white gas later gave way to propane. But, they’re great, they’re rugged; you can fix them with a . . . a knife and a screwdriver, some oil; and they’re just great products – they last forever. And I think long life is usually a by-product of having something that’s rugged and something that’s robust. So, a lot of these cots and other things just look like something the military would use. Now, what happened a few years ago is REI came on the scene, a great outdoor provisioning company. And all of a sudden, camping became more upscale. And so as these stores competed for dollars, one of the ways that they made themselves more distinctive was to provide very high quality, very robust products, and provide them at a higher cost, because higher quality robust, what have you . . . and that also gave the opportunity and the need for more industrial design. Where thinking through the customer experience, the customer experience behind the counter, or in front of the counter; customer experience in the field; what the customer sees on the website; reviews; what have you. So, the world kind of changed and now we have camping products that a lot of times are beautiful as well as tough.
And so, with a camping product, you got to also . . . you know, where does it fall? Is it an inexpensive product? And Coleman is an expert at providing relatively inexpensive, less frills, less performance products. Or, is it a product that is a higher quality product and a higher end product (something you might see at REI)? And then in the past few years, there’s also been a switch to what I’m going to call “Glamping” products. And I think glamping . . . which another way to look at it is called “glamorous camping”. It’s something we can thank the Europeans for. And we were headed there anyway. But, in Europe, you can go camping at a campground and camp in a two thousand square foot tent with flat screen TVs, satellite cable, Persian rugs, couches, that are really, basically, high-end homes made out of fabric. And so the option of doing glamping, I think, is starting to come to the U.S., and that’s going to impact some of the products that are designed for this market as well. So, just to keep that in mind, you’ve kind of got a low-to-midrange, which is the Coleman products; a lot of products that folks who own RVs buy; and then the mid-range . . . mid-low-or-high, which is REI – so you’ve got brands like Patagonia, you know; Merrill. And then you’ve got high end, the glamping products. And that kind of gives you, hopefully, gives you a framework of where to start when you have to look at how you’re going to structure this product. Where does it live? And, also, to evaluate whether or not you’ve got the right product designed. How effective it’ll be in the marketplace.
So, these are some criteria. Just to summarize. You want a product that’s rugged. You want a product that’s robust. You want a product that’s high quality. You want a product that fits the intended market segment, be it the lower end (the Coleman, a lot of the RV products), the mid-range (the REIs and Great Out Door Provision Company-type market); or the glamping market. You want a product that’s easy to use, easy to assemble. You want a product that’s easy to assemble when it’s almost dark and raining and cold. You know, can you assemble this product with gloves? Is this a product where once it’s . . . it’s hard to damage once it’s installed, but is easy to install. So, in camping, it’s a very tough market because it’s so functionally driven and so user experience driven. And then also, too, yeah, always keep in mind is that you’ve got different types of camping. You’ve got car camping. You’ve got glamping. And, of course, car camping being you drive your car to up to where you’re going to camp; you unload everything. So, weight and size isn’t so much of a penalty; comfort’s a high priority. Backpacking – weight is everything. Comfort – eh, not so much so. And ruggedness in backpacking is very important, but you have a more sophisticated user that understands that you don’t want to bend that tent pole when you’re twenty miles from anywhere.
So, keeping all those in mind, I hope you design some great outdoor products. If you have a product that you need . . . maybe you’ve got a concept and need us to design an product and then build a prototype and help you get it into manufacturing, or just some small part of that, give me a call, we’d love to help.
Montie Roland, Montie Design, 1-800-722-7987. Or montie (M-O-N-T-I-E)@montie(M-O-N-T-I-E).com. I hope you have a great day. I hope this podcast was beneficial for you. Montie Roland, signing off.
After many years of setting up projects for our industrial designers and mechanical engineers, here are my thoughts on some basic best practices on how to structure your files and keep your project organized. We’ll concentrate on the importance of Pack-and-Go’s in this segment. This is a very important set of practices that will help keep you out of trouble. These concepts are important even if you have a PLM system, because it helps you understand how the PLM helps keep you organized.
Good morning. My name is Montie Roland. I’m with Montie Design in Morrisville, North Carolina.
And this morning what’d I’d like to talk about is how to structure your project from a file standpoint, from an organizational standpoint.
Montie Design is a full-service design firm in Morrisville, North Carolina. We provide industrial design, mechanical engineering and prototyping capability on-demand to help you move your project from concept to ready-for-the-shipping-dock.
The Concept directories are where you’ll store your sketches, your ideations, maybe your solid model concepts, pictures for your style board. So then, when you think about these files we’re starting to store, you really have two types of files. One type of file is parametric, and the other type of file is static. And then really . . . I guess a third file would be like a . . . a file that’s directly editable. When it comes to Cat files, though, we have two types.
So, parametric files are files that are linked or potentially linked to other files. This is very, very important to keep in mind. So, with Solid Works, we can save a non-parametric file to a format like STEP or DXF or IGES or DWG or PDF. These non-parametric files can be edited, like, easily in the case of DXF or DWG; less easily in the case of PDF. And so these files, though, are generally not going to change just because you changed something somewhere else in the Solid Works model. However, the Solid Works files from Solid Works are parametrically linked in many cases. So, for example, a drawing file is going to go reference the part file to rebuild the drawing. So, if the part file is missing, it can’t reference it and can’t rebuild drawing and get a, basically, a blank screen in the middle of your . . . your drawing. So this is very, very important to keep in mind. Whenever you move files from one directory to the other (and occasionally you need to do this anyway), you run the risk of orphaning a file that’s somewhere else. So a good example of this is . . . let’s say I’m working on (in Solid Works) and I got to McMaster Car and I download a screw (which is a great way to get a screw). So, I download that screw and then I open it up; it comes across as a STEP or an IGES, and then I import it into my model. And when I hit “save” that McMaster Car Screw was saved to my download directory on my local machine. So, if I don’t consciously save that to my Current Design file . . . Current Design directory on the server, then . . . or on the Z-drive, then what’s going to happen is that now I have files in two different places. So, if I was to go and grab Current Design and move it into Release, let’s say. Just copy it over. I would leave that screw behind. Because the copy tool in Windows Explorer does not know about the relationships in Solid Works. So, it doesn’t know to go grab that.
Solid Works has this wonderful utility called “Pack and Go”. Pack and Go finds every file that’s linked to the files that you have open. So, what you want to do is go to the top level of, let’s say, Drawing. Or top-level Assembly. Open up Pack and Go, and then it’ll give you some options. And, generally, you want to exercise all those options in terms of including drawings, including . . . textures, including decals, FEA results; grabbing all that’s good – that way you don’t leave something behind. Solid Works will go look for those files, make a list of them, let you see that list, and then you pick a location where you either want to save that as a zip file, or you want to save that . . . just to that directory; drop the files in that directory. So, you choose that directory and then you hit “Okay”. Then Solid Works will think, and then it will start grabbing files and copying them to that directory. If you do not do this, it will bite you. It is not a question of if it will bite, it’s a question of what moment, what day, and how bad. Because we’ve seen this before. You can imagine that if you have files on a local machine and you just copy them over, or you copy them between places on the Z-drive or what have you, and you orphan some of these files, it can be very painful to find those, get those back. And then you’re never really sure you have the right one. So, let’s say you orphan a single screw. Okay. Worse case, you go download it from McMaster again. But let’s say that you have somehow ended up with a part file that’s in an unknown Rev (or even if we know what the Rev should be) and maybe it’s in some directory. It can very easily happen that you inadvertently saved it to the wrong directory. So, maybe you’re working in Current Design but you’re using a file from Rev 02. But that file is actually Rev 07. So, you grab the stuff out of Current Design, move it to Rev 08. You missed the Rev 07 file. Well, now, all of a sudden, we’ve got no clue where to find that file. And it’s difficult to find without pulling up every single file in . . . on the . . . in the subdirectory on the Z-drive and on your machine, and try to figure out which one it is. And even then, we’ve got to go by the Revision number and properties. And that’s just painful because that still doesn’t tell us it’s the right one. Because there could be, like, a 7 there and an 07 here and which one’s the correct one.
If you do Pack and Go, you avoid soooooo much of that trouble. It’s . . . Pack and Go is your friend. I just . . . this is one of those things that’s important to emphasize.
So, a similar thing applies to other programs. For example, PowerPoint has a Pack and Go feature; use it. Grab all of these images, put them in a Pack and Go file, because that . . . most of the time when you’re working on projects, you end up with images in different subdirectories. It’s on a local machine. It’s on a . . . it’s on your network. But if you do Pack and Go it grabs all those and puts them in the same space. Yes, you use more disk space. I’ll argue that disk space is dirt cheap compared to a few hours of looking for a file you can’t find ten minutes before your deadline.
The same goes for . . . you know, you’re working in an Adobe product. If you have the option to embed it in the file rather than link to it – embed it in the file. I realize this can make your . . . catalog a gigabyte in size. But, it’s so much better than two months’ later pulling it up and missing files. There again, disk space is cheap; time’s not. So, embed those files. Pack and Go. You know, use these features in these programs so that it makes it easier.
Alright, so, it’s also important to note that you have a PLM system, and you do check-ins and check-outs. It’s going to be a little different because that software is going to manage a lot of what we’re talking about. So, I’m not . . . I not sure. I think it’s beyond the scope of this podcast to go in depth on . . . on the PLM systems. But, they’re great. They’re awesome. They help manage some of those. So, in this case, we’re just talking about the manual.
But, on the other hand, if you understand the manual, it makes it a lot easier to understand the PLM.
If you have any questions about this, please don’t hesitate to give me a call. I know it’s kind of a long section here and technical, but happy to entertain your calls, questions. It’s 1-800-722-7987. That’s Montie Roland. Email – montie (M-O-N-T-I-E)@montie(M-O-N-T-I-E).com. Or you can visit our website – www.montie.com. You can see the results of client work we’ve done at the montie.com website. Or you can see some of our projects that we’ve done for ourselves at montiegear (M-O-N-T-I-E-G-E-A-R).com.
I hope this has been beneficial. Montie Roland, signing out.
After many years of setting up projects for our industrial designers and mechanical engineers, here are my thoughts on some basic best practices on how to structure your files and keep your project organized.
Here is the transcript:
Good morning. My name is Montie Roland. I’m with Montie Design in Morrisville, North Carolina.
And this morning what I’d like to talk about is how to structure your project from a file standpoint, from an organizational standpoint.
Montie Design is a full-service design firm in Morrisville, North Carolina. We provide industrial design, mechanical engineering and prototyping capability on demand to help you move your project from concept to ready-for-the-shipping-dock.
It’s always good to have processes and procedures. Now, I think . . . and, of course, any company can take that too far. And the counterpoint is if you take it too far, then you get that big company mentality and you’re painful to deal with. But, a lot of these processes and procedures benefit the company. I’ll be the first to admit that, as we’ve grown, we’ve . . . I’ve not been the biggest proponent of procedure and process, because, as a small group, you get everybody reading your mind and you don’t have to worry about it. But . . . this changes as you have more employees, because you have different levels, different capabilities, you have to keep re-training. And so, all of a sudden, it’s more important to have policies and procedures just to make life easier for your staff.
It’s also important when you think about interns. You’ve got someone’s who’s going to be there for a limited amount of time. You want to get them in, get them trained, and get them some experience; and then also get some work product completed so it’s a win-win for both the employer and for the intern.
So, let’s just dive in. A lot of these topics I’ve covered in past podcasts were much more . . . higher level. And so, this case, though, I want to dive in and let’s talk about this in detail.
So, first thing is that when you think about how do you organize your files. You want to have a place that everybody can get to. So, let’s say . . . let’s call it the “Z-drive”. And on the Z-drive, you have a space that is a shared working space. Now, what you need is you need a set of rules so everybody knows what to do. On a project where there’s more than one contributor, you really want to have a gatekeeper. So, the gatekeeper is in charge of files that go in certain locations. One is that files that go in current design and the other is files that go in your release directories. So, let’s kind of roll through those directories so I don’t get too far ahead of myself.
So, we’ve got a project direction. Let’s say our project is Zigsess (spell that one). And so, we got the . . . so I created a directory in this case . . . maybe for the client Zigsess. And then I have to make a decision. Is it likely I’m going to have multiple projects from this client? Or is it likely that I might just have . . . one. Or, not now . . . So maybe what I’ll do . . . I’m thinking that this might be a repeat client. So, let’s say that, if it is, then I’m going to want to have a directory for each project that we do for that client. So, we’ve got a directory called “Clients”; and then the client name. And then underneath that, let’s say Project A is the Vertical Inductor. So, we create a directory called “Vertical Inductor”. Alright. And under Vertical Inductor, we’ve got several directories. And what we try to do is keep these file names the same so that it’s consistent for everybody. Otherwise, you run the risk of people not knowing where the correct file is, which could be really, really bad. Because if you don’t maintain control over where files are placed, then you end up with names like . . . “12 February ’04”; “13 February ’04”; “29 November”; or, “Latest”; “Latest Old”, “Latest New”. So, you can imagine that someone stepping in who isn’t the person who created those directories is not going to have a clue which is the correct set of files. Same thing for the person who created them comes back six months’ later, may go, “Ah . . . I don’t know.” And the scary part is you might grab the wrong files. Let’s say you grab the wrong files and made some parts. You just made some scrap metal, potentially. Or worse than that, it may take you a while to figure out what’s scrap metal and what’s not, and that may be more expensive than just doing the whole thing again. So, in order to avoid that entanglement, what we do is to have a directory called “Current Design”. Current Design is the working directory. After the project’s over, the files in Current Design, theoretically, should be the latest, but may or may not. So, then . . . while the projects active, Current Design should always have the up-to-date files. And that’s not necessarily released, but that’s the current working files. And by working files, it means the ones you’re working on; maybe if you just released and maybe those are the latest (same as the released). But if you’re between releases and your current design is your . . . is the directory that you’re using to pull files out of.
Now, once you get a lot of hands working on a project, it’s always good to have a gatekeeper. And the gatekeeper is the person that controls what goes in Current Design. So, he may have ten people providing files to him; then he turns around and puts those in Current Design.
We also have a directory called “Released”. Released contains files that have been released. And what released means is its gone out to the vendor. Because most of the time we’re operating in a development mode, our release policies may be a little different than your released policies in a large manufacturing facility. Or in any manufacturing facility. Because what we do is every time a drawing goes out to a vendor, we bump up the Rev. In absence of a specific revision policy, what we do is we go up by numbers. So, we’ve got a part number, and then the revision starts at 00; goes to 01, 02, 03, 04, 05. So, we can have a release at 07 or release at 12, a release at 99.
So, one of the things is I think it’s important to keep in mind is that your revision number structure is something that someone eventually picks. And as long as it works for you it just doesn’t matter. It just needs to be consistent. You can do A.1, A.2; we’ve seen that. You can do . . . a major release as A, a minor release is numerical. So, it could be A.01 or A01. We just think it’s easier just to use 01, 02, 03, 04.
Now, whenever we release a drawing to a vendor, or send it out to someone who . . . may use that to make a part, then, if we make changes to that drawing, we revise that drawing. If the change is very, very small, i.e., does not affect the final result that you get back (and maybe it’s not rev’d at that point) . . . so, for example, if you add a comma to a note that cannot possibly affect the outcome of the part (it’s just to fix some grammar), then maybe you don’t release that if you’re in the middle of development. At the end of a project, everybody has drawings; I’m sure you’ll need to rev that.
So, the release directory . . . so, we’ve got a directory called Released, under our Induction directory. And so then underneath that, we’ll have “Rev (R-E-V) 01”. And so that’s our first release, when we first send out drawings to someone, or to the client, call it Rev 01. The next time we have a release, we’ll call it “Rev 02”. It’s important to note that part numbers and assembly-drawn numbers may not necessarily align with this Rev 02, Rev 03; it just means it’s the next time we released a set of drawings. Now, it may (depending on the client, depending on the client’s needs) there is a possibility that we may rev the assembly to match the top level assembly to match that revision in the directory. It kind of depends on where we are on the development process. But that way you always know that here is the latest and greatest that we’ve sent out. The . . . Release directory also gives you a historical reference for what you’re working on. So, that way you can go back and look at earlier versions of files if you need to. Hopefully you never need to, but if you have a corrupted set of files, or something along those lines, you could.
We also create “Concept” directories. And that Concept directories will then have sub-directories underneath that indicating which part of the project. So, maybe if you did . . . sketches for the rear-mount, or the fascia, they might have separate directories. Usually we name concept sketches by date, which seems to work well, but that’s up to you. So, usually what we’ll do . . . so, we’ll do “2014 Sept 24 – “ and then the name of the concept . . . “Rounded Fascia Concept”, not PDF or what-have-you.
If you have any questions about this, please don’t hesitate to give me a call. It’s kind of a long section here and technical, but happy to entertain your calls, questions. It’s 1-800-722-7987. That’s Montie Roland. Email – montie (M-O-N-T-I-E)@montie(M-O-N-T-I-E).com. Or you can visit our website – www.montie.com. You can see the results of client work we’ve done at the montie.com website. Or you can see some of our projects that we’ve done for ourselves at montiegear (M-O-N-T-I-E-G-E-A-R).com.
I hope this has been beneficial. Montie Roland, signing out.
Who made the decision to concentrate so much engineering and design effort on the door? Who made the decision to concentrate effort on the handle and the blade, not just tweaking a centuries-old design? In smaller companies, many of these decisions are not addressed by marketing and end up being shrugged off onto engineering. The problem is that engineers are usually better at meeting specifications than prioritizing softer issues (such as look, feel and usability). In larger companies, the bridge between marketing and engineering often comes in the form of an industrial design group. In smaller companies the industrial design portion of the development process is often neglected. The result is often products that are specification-centric instead of user-centric.
As demonstrated by the Oxo knives, user-centric products aren’t limited to high-end luxury products. User-centric products tend to build loyal customer bases and repeat sales. The key element in developing a user-centric product is to insert the task of industrial design into your design and development process. Industrial designers take into account the various issues of function, form, available technology, manufacturing cost and users to synthesize a design. The external appearance is only a small part of the industrial design process. This is also the part of the design process where the vast majority of the product innovation occurs. By looking at the product wholistically, the design team gets a glimpse of the entire life cycle of the product. This is a step in the design process that has a tremendous amount of impact on the economical manufacturability of the product and the success of the product in the marketplace. A well-executed initial product concept leads to drastically improved manufacturability and usability.
Today’s reality is that products are becoming more sophisticated. Sophistication can come in many forms, such as advanced technology. Sophistication can also come in the form of a more usable or more visually attractive design. So even a technologically unsophisticated product can benefit from a more robust design process. Making your products better and more successful may be easier than you think. Investing in world-class design to ensure product profitability is key in a cautious economy.
Montie W. Roland is the President of Montie Design, a product development and industrial design firm headquartered in Morrisville, North Carolina. Montie can be reached at 1-800-722-7987, www.montie.com, or firstname.lastname@example.org.
by Montie W. Roland,
President, Montie Design
In today’s uncertain economy many companies and consumers delay purchasing even high priority items. With corporate expenditures at a low, just being competitive is not enough. If a new product is to succeed, it must be compelling.
In good economic times the perceived need for industrial design often decreases. Instead, the emphasis shifts to issues that engineers place as priority, revolving around specifications and meeting legacy requirements. If a product doesn’t meet the customer’s requirements it will not succeed in the marketplace. However, if we don’t look at the product wholistically the purpose of the product – to serve the user – may get lost in the rush to get the product out the door.
“Good Enough” is a phrase that makes many engineers wince. When we go to engineering school we are taught to do exact calculations. The engineer can then apply tolerance to a nominal value and see if the calculated value falls in the acceptable range. Unfortunately, many of the variables and issues inherent to product design are not easily quantifiable. It is often a struggle to determine what is truly important to the user and to the marketplace. When specifications are challenged, it is common to either find legacy specifications that are no longer relevant or specifications that greatly exceed the end user’s real needs.
Product managers must take a critical look at every line in a specification. They must also be willing to expand their expectations and create wish lists. Items on wish lists are often easy to incorporate into a product if they are known about at the beginning of the design cycle. These are some of the reasons why the dialogue between the product manager and the members of the design group is so important. Unfortunately, many design groups spend a large portion of their time and effort trying to meet irrelevant specifications, while never even attempting to include valuable features that could be inexpensively added if they had known about them up front.
An example is shutting a car door. Anyone who commutes to work opens and closes their car door at least four times a day. If you multiply that by the number of days in the year and then by 60 years, you find out that you will probably open and close a car door more than eighty-seven thousand times in your life.
Now imagine going to the car dealer. You get out of your Yugo and shut the door behind you. You walk across the parking lot and open the door to a brand new Lexus. Will you notice the difference in how the Lexus door opens and closes? The answer is YES! You may not stop to think about the differences such as the weight of the door, the silky motion and the smooth closing action of the door catch. However, you will definitely notice the Lexus’ luxurious feel.
Both car doors meet the basic functional requirements. They open and close with a single motion. They keep the rain out and provide the user with a sense of isolation from the outside world. Both doors have windows that raise and lower. However, there are some significant design differences. The Lexus’ door is much heavier and sits on more precise hinges. The Lexus has electric window lifts. The Lexus door is much thicker and has better sound insulation. Even the door handle and door latch action on the Lexus are significantly smoother. In a luxury car, great care is taken in how the door looks, feels and operates. Those subtle differences are part of the reason why marketers of the Lexus are able to justify the cost difference between the Lexus and other vehicles. Now imagine what it would mean to the sales of your product if you were able to differentiate your product as dramatically in its market space!
Another example is the Oxo Good Grips utility knife. The knife was designed for Oxo International by an industrial design firm. Since the introduction of the Good Grips knife, there has been a trend to more user-centric knives. Why was this knife so successful in a very crowded and very mature market space? Was it because of the fact that the handle of the knife was soft, easy-to-clean, ergonomically-designed and very comfortable-to-use when marketed against hard, wooden-handled knives which haven’t changed for hundreds of years? The answer is a resounding no! The knife combined all these wonderful traits with a state-of-the-art blade that was incredibly sharp. Its success wasn’t just because of some really cool handle design, but because it does its job incredibly well. It is easily useable by the widest possible range of people. The industrial designers worked with the engineers to create a superb product from the ground up. There were no racing stripes added at the last minute for market pizazz. Just a product designed, from the beginning, to do its job superbly well.
Would a traditional, wooden-handled knife with the same blade technology as the Oxo knife have been as successful? Would it have gained the same amount of market share in the same short period of time? The combination of great engineering and great industrial design resulted in a knife that worked so well that it established an entirely new genre of knives in a crowded and very mature market. The finished product gave consumers a compelling reason to purchase this knife. The Oxo type of success is what we want you to achieve for your new product.
Montie W. Roland is the President of Montie Design, a product development and industrial design firm headquartered in Morrisville, North Carolina. Montie can be reached at 1-800-722-7987, www.montie.com, or email@example.com.
The way customers find out about your product has changed. Customer reviews no play a huge role in the success of your products. Join me for a short discussion about this.
This podcast was recorded on a rainy evening while I was camping at a place called Troublesome Gap (elevation 3700 feet) in Western North Carolina. You can even hear the rain during portions of the podcast.
Thanks for listening.
So the belt clip ball dispenser is finally coming together. After testing more mock-up models the decision was taken not to use any plate or similar to separate the balls from the magnet, as more than one kept falling off when trying to pull only one off. Instead the magnet will be coated with a durable finish and the balls will be in direct contact with it. This simplified the design significantly, but put increased the demand on the aesthetic form of the back plate, as this now became the mail feature of the whole product. A simple plate can have many different forms:
One option was to add a top bumber to create a feeling of better encapsulating the balls, as well as giving more depth to the product. Unfortunately, the manufacturing complexity of adding this feature was greater than expected. As this would drive up the cost of the product a lot the decision was taken to put this feature on hold for now.
As for the final design the initial round magnet was kept and the plate form includes some curved lines to follow the magnet while still keeping some edges to go with the rectangular belt clip. After quite a bit of struggle finding a good form, this one actually feels pretty obvious I would say! Let’s just hope the prototype will look just as good!
Have a good weekend!
Product reviews (especially online) are increasingly important in helping customers make purchasing decisions. A study by CompUSA and iPerections discovered 63% of consumers indicate they are more likely to purchase from a site if it has product ratings and reviews. According to a Forrester study, 71% of online shoppers read reviews, making it the most widely read consumer-generated content.
The beauty of the internet is that even small companies can integrate online reviews into their website. Companies such as RatePoint (www.ratepoint.com) provided neutral, third party management of online reviews. They also provide tools (called Widgets) that simplify the integration of the collection and display of customer reviews into the seller’s website. We use RatePoint as a way to give our clients an outlet to rate the services and products from Montie Design.
Customer reviews are a great way to encourage sales, especially of a new product. However, you have to have sales to have customers who can write the reviews. Strategic users are the early adopters (often cultivated by the product manufacturer) who test the product and write a review. These reviews help drive customer sales and they also help encourage resellers and distributors to carry the product.
Strategic users can include writers and product evaluators for magazines and blogs. Thought leaders in the industry are also candidates for strategic users. Anyone who is in a position to influence the opinion of the marketspace is a possible strategic user. Carefully selecting the strategic users and getting product in their hands is an effective to way to begin to shaping the opinion of the marketspace as early as possible. The reviews generated by the strategic users should be a planned part of your public relations strategy. Excerpts from the reviews can also be used in your advertising campaign. The links from published reviews also help drive traffic to your website. A potentially bigger benefit occurs as the links drive up the PageRank of your website and help potential customers find the product through search engine results.
Earlier this year we launched a product called the X-Rest. Part of our launch strategy for the X-Rest shooting rest involved identifying strategic users to evaluate the product and help form a positive opinion of the X-Rest within the shooting community.
Here are some rules for soliciting reviews from strategic users:
* don’t interfere with the review process, it has to be honest and genuine
* stay open to criticism, not all reviews are 100% positive, bad reviews can lead to great product improvements
* look for new ways that users interpret how they should use the product and find new markets
* have faith in your customers, they have a perspective that can help you create even better products
The following is an example of a review from one of our strategic users:
FIELD-TESTING THE X-REST
By: Peter J. Kolovos
INTRODUCTION & BACKGROUND:
Peter J. Kolovos, was a Deputy Sheriff with the Cook County Sheriff’s Department in Illinois, before retiring. He has been involved in the shooting sports for well over 40 years. He is currently the Secretary-Treasurer and Director of Training for the North Suburban Police Pistol League, Inc. With over 200 members, the NSPPL, is probably one the largest police shooting clubs in the country.
His credentials are many but my most noteworthy are the following: Pete is a highly competitive rifle and pistol shooter. He is Certified as a Rifle Coach (Level-2) and a Pistol Coach (Level-3) with the National Rifle Association. He is a NRA Training Counselor and Certified Instructor in several shooting disciplines. Pete has been certified as a Police Firearms & Sub-Machinegun Instructor with the State of Illinois. He attended the FBI’s Sniper/Observer School in 1994, and shot a perfect score during the final qualification course. He has hunted extensively in 15 states including Alaska, and has hunted in Canada.
The first thing I noticed when I received my sample of the X-Rest, was how compact and light weight the unit was. Made of Aluminum, it came nicely tucked into a 14.5” x 4.5” digital Camo carrying bag with a draw string closure. The disassembled unit was approximately one-inch thick.
Each of the unit’s three legs measured out at 9” x 1.5”. The legs join together through a rectangular slot in two of the sections and are held in place by the third leg which has a half-round section with a hole in it, and a pin which is attached to the main section via a split ring affixed to a short length of plastic coated wire cable. This system virtually guarantees that you’ll never lose the joining pin even in rough conditions. I also liked the fact that it was made in the USA.
Once the three sections are assembled, the rest seemed extremely steady. The cross sections, where you’d lay your rifle measured out at approximately six-inches high, making it best suited for either Bench or Prone work. Both of the cross-sections that actually formed the cradle seemed to have an ample amount of a protective rubber coating applied them to keep the rifle steady and to aid in protecting the rifle stock from being damaged during recoil.
INITIAL RANGE SESSION:
On Sunday, May 31, 2009, I took the “X-Rest” to the Racine County Line Rifle Club which is located in Racine, Wisconsin. My club was holding it’s monthly F-Class rifle match, so I would be able to better evaluate the rest at distance from the Prone position. The weather was overcast as we had a lot of precipitation during the last week. The ground was still somewhat soft from all the rain we had, so these conditions would prove interesting for the “X-Rest”.
RANGE SESSION EVALUATION:
Being that I would personally use a this rest for Predator hunting, I chose a Remington Model 700 Varmint, bolt-action rifle chambered in .223 Remington for the evaluation. This particular rifle was equipped with a 6.5 x 20 power Leupold target scope.
I set up the “X-Rest” at the 300 yard line, placed a small sand bag near the toe of the stock, took careful aim and fired. Since I wanted to be totally impartial from the get-go, I decided that if I muffed a particular shot I would not consider it as part of the evaluation. I would only consider the shots that I felt I broke cleanly.
I fired twenty (20) rounds at this distance and put all of the called shots just under a minute of angle (three-inch group at 300 yards), which is exactly what I was hoping for. I only muffed two of the rounds. Several other members then gave the rest a try and we also quite impressed with it’s construction and how steady the rest was.
This neat little rest is simple, well made, and quite solid when assembled. I feel it definitely has some law enforcement and military applications, as well as the civilian market. This is a nice item for someone who’d like to have a portable rest available but not necessarily have a Bi-pod constantly attached to their rifles. This would be a most excellent tool for a Rancher, or a Predator hunter. It is also a very nice item for the casual shooter who’d like to have a solid rest to sight in their rifles but don’t necessarily want to pay several hundred dollars to do so.
If I were a school teacher I’d give the X-Rest a solid “B+” for it’s innovation, light weight, ease transport and of assembly. My only recommendation would be to dip the lower part of the legs in some type of non-slip coating to resist scratching a vehicle’s paint-job if it were placed on top of the roof or hood.
Peter J. Kolovos
——— End of Review ———–
Reviewers can connect with potential customers in a very intimate way through an honest evaluation of the product. Reviews build trust in your product. Small flaws in grammar or composition in the review help convince that the reader that the review was not a corporate fabrication from a paid talking head, but rather an honest evaluation from someone they can trust. Less than stellar reviews are often more believable that glowing reviews. Customers understand that no product is perfect and can be suspicious when reviews are overly flattering.
Product reviews are part of the precious dialog between you and your customers. Embracing user reviews can give you an advantage over your competition. Finding strategic users is the first step in encouraging the creation of third party reviews. The next step is to get your product in their hands for them to test and evaluate. Trust them to take it from there, using their reviews they create as a part of your website, public relations and marketing campaigns. After all, you worked so hard to get that product out to the market, now is the time to let the strategic users tell potential customers what a great product you’ve created.
Give me a call, or send me an email, if this was helpful or if you have topics that you would like to see in future updates. Don’t forget to call when you are ready for us to contribute to the success of your project!
President -Montie Design
About Montie Design
Montie Design is a collaborative product design and development firm with core competencies in industrial design, mechanical design and fuzzy front end services. Implementing a client-centric approach in taking products from concept to marketplace, Montie Design balances vision with usability in realizing products that are economical to manufacture, elegant and robust. The firm operates out of the Research Triangle Park region of North Carolina with access to industry-leading technology, resources and innovative thought. For more information, visit www.montie.com.