【中英双语】设计访谈：拜腾设计师对未来交通设计的理解
The following article is from aliasHYdesign Author AliasHYdesign
产业的发展离不开CMF（色彩、材料、工艺）
"We have the start-up culture of agile and quick decisions, but that does not offset the need for structure and good management"
“我们拥有敏捷和快速决策的初创文化，但这并不能抵消对结构和良好管理的需求”
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Maybe tomorrow, I don’t have to drive my car to the office between 8am and 9am and be stuck in traffic: I could probably work differently. I could start my day with a bit of teleworking, then leave a little later, escaping congestion. Meanwhile when travelling, I can have an intimate bubble in my car where I can concentrate, and later, I can join an open space and collaborate with other peers. Then, the car as a product, and the design solutions that we have, can support this way of life, the way you organise your working day.
也许明天，我不必在早上8点到早上9点之间将车开到办公室，而且要堵车：我可能会以不同的方式工作。我可以通过一些远程工作开始我的一天，然后稍后离开，逃避拥堵。与此同时，在旅行中，我可以在我的车里有一个亲密的泡沫，我可以集中注意力，之后，我可以加入一个开放空间并与其他同行合作。然后，作为产品的汽车，以及我们拥有的设计解决方案，可以支持这种生活方式，以及您组织工作日的方式。
Byton's Benoit Jacob
This is the way I look at mobility. That thinking reflects one-to-one into our user interface concept. Why do we have that big screen on our dashboard? This is not to be fancy or because it’s cool: this is because we believe it makes sense to exactly address these new future use cases, to support what we will be able to bring as an experience into the car. Plus, not only do we have the lifecycle of the hardware – designed for the next six, seven, eight years, with some sort of midway facelift – we have to integrate digital product lifecycles which are much shorter. This is the big challenge now coming up for designers. An app can be developed very quickly, and will probably live six months until a new variant or a competitor comes; this is much more dynamic than the hardware we produce in our capital-intensive industry.
这是我看待移动性的方式。这种思维反映了我们的用户界面概念一对一。为什么我们的仪表板上有那么大的屏幕？这不是花哨的，也不是因为它很酷：这是因为我们认为准确地解决这些新的未来用例是有意义的，以支持我们能够带来的体验。此外，我们不仅拥有硬件的生命周期 - 专为未来六，七，八年设计，并进行某种中途改造 - 我们必须整合更短的数字产品生命周期。这是设计师现在面临的巨大挑战。应用程序可以非常快速地开发，并且可能会持续六个月，直到一个新的变体或竞争对手来到; 这比我们在资本密集型行业生产的硬件更具活力。
Byton's 'smart grille' panel
We have to make sure that we create a platform to make these different sorts of products, and their associated lifecycles, coexist in a system that you can update regularly. This is the core idea of the user interface, the way we did it: because it makes a future-proof canvas to display things, or for use cases that we don’t yet even know about today. And we have to be very careful about trends: an electric car could have a first, second and even third life, so we need to have a design which of course suggests modernity and the future, but is not trying too hard to be in fashion, or will be fun only for a season.
我们必须确保创建一个平台，使这些不同类型的产品及其相关的生命周期共存于您可以定期更新的系统中。这是用户界面的核心思想，就是我们这样做的方式：因为它是一个展示未来的画布，或者是我们今天甚至都不知道的用例。我们必须非常小心趋势：电动汽车可能会有第一，第二甚至第三次生命，所以我们需要一个设计，当然这表明现代性和未来，但不是太难以成为时尚，或只是一个季节的乐趣。
We are a global brand and we have design studios in Munich and Shanghai. The development, especially in 3D, and the main activities when it comes to execution are happening more in Munich, and we conduct a lot of early-phase advanced design in Shanghai. We are a relatively small design team, about 60-70 people, but we were very fortunate right from the beginning to reproduce what large design organisations enjoy as far as processes, competencies and tools are concerned, at the right size for our needs, and we really have the possibilities to conduct virtual and physical design processes.
我们是一个全球品牌，我们在慕尼黑和上海设有工作室。在慕尼黑，开发，特别是3D，以及执行的主要活动都在发生，我们在上海进行了许多早期的先进设计。我们是一个相对较小的设计团队，大约60-70人，但我们非常幸运，从一开始就重现大型设计组织在流程，能力和工具方面所享有的，适合我们需求的大小，以及我们真的有可能进行虚拟和物理设计过程。
There’s a huge network of suppliers or partners in Munich and Shanghai to help us, but we can also conduct a lot of prototyping and modelling activities in-house. You have to have both virtual and physical processes. You cannot go away from the physical quality assessment and also development: even for the car of tomorrow or the future, there’s still some emotion and craftsmanship expected in the execution, and there’s no better way than doing that physically. But we develop all our competencies, including virtual reality, and the way we look at design is in some aspects quite different to the way we were doing it 10 or 20 years ago.
慕尼黑和上海有一个庞大的供应商或合作伙伴网络来帮助我们，但我们也可以在内部进行大量的原型设计和建模活动。您必须同时拥有虚拟和物理流程。你不能放弃物理质量评估和发展：即使对于明天或未来的汽车，在执行过程中仍然需要一些情感和工艺，并且没有比做这种情况更好的方法了。但是我们开发所有的能力，包括虚拟现实，我们看待设计的方式在某些方面与我们在10年或20年前的方式完全不同。
M-Byte Concept; design of the production SUV has been frozen and the interior will feature the concept's 48-inch display
Of course, the basics are still there, the creativity, the sketching in 2D or 3D, and of course the required craftsmanship remains the same, but we have to add within the design organisation much more strategic and holistic thinking. Our contribution as designers is to help and guide the company in such a way that we help to draft not only the car’s shape or what you can touch, but the use cases associated with what we create. This calls for totally different competencies: I’m looking not only for top-skilled traditional car designers on my team, we need people who think more about the big picture, outside of the usual contexts, and who are able to, for example, outline storyboards – designing future mobility situations, working with future scenarios, maybe in totally different media.
当然，基础仍然存在，创造力，2D或3D草图，当然所需的工艺仍然相同，但我们必须在设计组织内添加更具战略性和整体性的思维。我们作为设计师的贡献是帮助和指导公司，使我们不仅可以帮助起草汽车的形状或您可以触摸的内容，还可以帮助起草与我们创造的内容相关的用例。这需要完全不同的能力：我不仅要寻找团队中技能高超的传统汽车设计师，我们需要那些在通常环境之外更多地考虑大局的人，以及能够做到这一点的人，例如，概述故事板 - 设计未来的移动情况，处理未来的场景，可能在完全不同的媒体中。
I started at Byton two-and-a-half years ago and this is a personal journey for me, intellectually, as a designer, as a manager. When you start from scratch, you have to care about everything; it’s an industrial adventure, but also a human adventure. We have a different culture, different locations colliding with each other; this makes the whole thing truly exciting, and we all enjoy the stimulation, we progress and learn. It is very different from working at big OEMs. People accept the risk of going into a start-up because of the positive trade-offs: more freedom to act, more room for ideas.
我在两年半前从Byton开始，这对我来说是个人的旅程，在理智上，作为设计师，作为经理。当你从头开始，你必须关心一切; 这是一次工业冒险，也是一次人类冒险。我们有不同的文化，不同的地点相互碰撞; 这使整个事情真正令人兴奋，我们都享受刺激，我们进步和学习。它与在大型OEM中工作非常不同。由于积极的权衡，人们接受进入初创企业的风险：更多的行动自由，更多的创意空间。
Design always starts first in Byton, we are at the forefront of every process. We have the start-up culture of agile and quick decisions, but that does not offset the need for structure and good management, because the more order and organisation you have in your business, the more room you have for innovation and creativity. What is changing is that we have to work more open-source, not only in silos: we have more touchpoints between departments, for example having a very strong dialogue with the team working on products such as Byton Life, a digital platform customers can use on the move and also at home, and on applications with Amazon Alexa.
设计始终以Byton开始，我们处于每个流程的最前沿。我们拥有敏捷和快速决策的创业文化，但这并不能抵消结构和良好管理的需要，因为您在业务中拥有的订单和组织越多，您对创新和创造的空间就越大。正在发生变化的是，我们必须更加开源，而不仅仅是在孤岛中：我们在部门之间有更多的接触点，例如与研究产品的团队进行非常强有力的对话，如Byton Life，一个客户可以使用的数字平台在移动中，也在家中，以及亚马逊Alexa的应用程序。
Byton K-Byte
There are very different strategies from one company to another, but at Byton, we just work towards what we believe makes sense, from our perspective. We have to design beyond the car, and what I am more and more keen on is entering into dialogues with other parties to design the mobility ecosystem. I think that we as an industry can provide a lot of good and attractive solutions, but they can only evaluate and make sense if you have a legal and social context that makes for the possibility to use them to the most advantage.
从一家公司到另一家公司有非常不同的策略，但在Byton，我们只是从我们的角度努力实现我们认为合理的事情。我们必须在汽车之外进行设计，而我越来越热衷于与其他各方进行对话以设计移动生态系统。我认为，作为一个行业，我们可以提供许多有益且有吸引力的解决方案，但是如果您拥有可以最大限度地利用它们的法律和社会背景，那么它们只能评估并有意义。
This reflects specifically into the Byton design DNA in the more intuitive, supportive user interface, and a language with a certain level of clarity: what we do should never look ambiguous. You have to get the purpose of the product, the functionality, right the minute you see it; bring innovation where you believe it really makes sense, and bring added value to the customer or the end user – not only for the sake of the design manifesto. If we look at the M-Byte, the proportions claim our positioning as a premium brand and this is something you can instantly recognise.
这在更直观，更具支持性的用户界面中特别反映了Byton设计DNA，以及具有一定清晰度的语言：我们所做的应该永远不会模棱两可。你必须得到产品的目的，功能，就在你看到它的那一刻; 将创新带入您认为真正有意义的地方，并为客户或最终用户带来附加价值 - 不仅仅是为了设计宣言。如果我们看一下M-Byte，比例就会声称我们的定位是一个高端品牌，这是你可以立即认出来的。
Byton M-Byte SUV
We wanted to start first with an SUV, and it's not trying to really change the status quo. There are some rules, and we conform to these; it's a very understandable concept. It would be a shame to bring so much technology, so much progress, and then have rejections because the design is simply too polarising: our goal is trying to convince people to join a cleaner, safer and better mobility. I must lead the team in such a way that it brings this sort of solution, and that is my personal contribution as a designer.
我们想先用SUV开始，而不是试图真正改变现状。有一些规则，我们遵守这些规则; 这是一个非常容易理解的概念。带来如此多的技术，如此多的进步，然后拒绝是因为设计过于极端化将是一种耻辱：我们的目标是试图说服人们加入更清洁，更安全和更好的移动性。我必须以带来这种解决方案的方式领导团队，这是我作为设计师的个人贡献。
素材来源 | aliasHYdesign （沈阳海耀工业设计有限公司）
色彩设计一直都是产品设计中的重要一环，更是CMF设计师非常重要的必修功课，如何运用颜色赋予产品价值显得尤为重要。现代产品的造型力到了一定地步之后，就要从色彩和材料上做突破了。造型越来越趋向简约，色彩越来越被重视，同时，消费者对产品的色彩观感要求越来越高，倒逼色彩做创新。
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