iRobot Vacuum Cleaner Design

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Everyone desires to use least time possible and achieve high efficiency in accomplishing any task. Human labor often fails to achieve such desires due to poor time management skills and inherent nature of suffering exhaustion while trying to accomplish tasks.

To cater for flaws in human nature, human beings have embarked on manufacturing and using various types of machines with the aim of using less time while carrying out tasks and achieving high efficiency. Such machines find use both at home and in the industries and for them to accomplish set tasks, their design must be appropriate. This essay seeks to explain iRobot vacuum cleaner design, how iRobot fits into consumer engineering and Taylorism theories and look into twelve precepts of modern design.

Theories of Design

Scientific Management Theory

Fredrick Winslow Taylor, an American engineer, propagated principles of scientific management theory also known as Taylorism (Gorman). Scientific management theory involves carrying out elaborate time and movement studies of employees who are most effective in their roles. Then, the theory looks for ways of eliminating unnecessary movements in their work. As such, the theory focuses on efficiency in every realm of life and has six fundamental principles (Gorman).

The first principle of scientific management focuses on eliminating rule of thumb through development of science for every part of employee’s task (Management Study Guide). As such, the principle proposes observation and analysis of every part and time taken to complete a task allocated to any worker. This is possible through elimination of rule of thumb by a scientific method, which involves inquiry, exploration, gathering information, interpretation and decision-making (Management Study Guide).

Scientific management involves choosing of employees and training them in a scientific way. In this regard, every employer should create a scientific method of selecting employees, which specifies requirements for every role (Management Study Guide). Training is necessary to make an employee fit for assigned roles, duties, and should aim at developing employees to the highest level possible.

The third principle of scientific management encourages harmony between management and staff members. According to Taylor, cooperation works better than individualism and it is only through harmony that a company can achieve its objectives (Management Study Guide). Management and employees should avoid conflicts between themselves through looking out for each other’s interests (Management Study Guide).

The fourth principle of scientific management dwells on sharing out of responsibilities. Management should allocate tasks based on an employee’s skills and qualifications (Management Study Guide). In addition, management should concern itself with allocation of tasks while employees should continuously execute tasks allocated by management. As such, planning and execution should be as separate as possible (Management Study Guide).

The fifth principle of scientific management proposes mental rejuvenation, which involves change in attitude towards each other, creation of proper working environment for workers, solving of problems afflicting workers and commensurate compensation at all times (Management Study Guide).

In addition, workers should execute tasks with profound attention and cautiousness and should avoid wasting of resources. Such a relationship instills a sense of belonging to a worker and boosts morale as well leading to discipline and loyalty among workers.

Lastly, scientific management espouses the principle of mutual benefit for employer and employee through achievement of optimal development for both. As such, a company should avail chances for achieving high efficiency to optimize output and utilization of resources (Management Study Guide). This will in turn lead to more profits and better compensation for workers. Optimization of output should replace restriction of output (Management Study Guide).

Consumer Engineering Theory

This theory refers to shaping a product to fit into a consumer’s needs and stimulation of a customer’s preference for a particular product. Consumer engineering is a prerequisite for competitive advantage and involves fast understanding of consumer needs and expectations as well as predicting a consumer’s future needs. Consumer engineering involves focusing on consumer’s insight and necessary skills in engineering and manufacturing to design innovative solutions to customers needs.

A modern consumer has information concerning products and is more aware of any global trend that comes up. Such a customer requires customized and personal products that can satisfy and not necessarily that which is superior to another product.

Twelve Precepts of Modern Design

Modern design refers to planning and creating of gadgets appropriate to people’s way of life, capabilities and desires (Gorman 148). The concept is over a century old and arose from people’s opposition to challenges resulting from technological change. Modern design contains twelve rules as enumerated below (Gorman 148). Modern design should satisfy pragmatic desires of modern living (Gorman 148). Secondly, modern design should be compatible with modern life and should therefore manifest the spirit of modern times.

Thirdly, modern inventions should assist modern design especially in the fields of fine arts and pure sciences. Modern design should utilize fresh materials and skills and endeavor to create new ones (Gorman 148). Modern design should come up with models, textures and hues that arise from the direct satisfaction of needs in suitable materials and skills. In addition, modern design should clearly express the function of a gadget to avoid ambiguity in its use (Gorman 148).

Concerning materials used in making any gadget, modern design should not disguise such materials used. In the same manner, the mode of production should be clear and as such, modern design should not disguise mass production as handmade. Modern design should endeavor to produce visually stimulating products and should be simple in its make without external exaggerations. Modern design should make the tools used available for use in other areas and should serve as many people as possible in a cheap way (Gorman 148).

iRobot Design

The iRobot is a computerized vacuum cleaning machine introduced in the market in 2002. Irobot gathers its power from rechargeable batteries, and is available in various models, which come with docking stations (iRobot.com). In the course of cleaning, iRobot evades steps by utilizing four infrared feelers on the front underbelly of the gadget.

Known as cliff feelers, they continuously emit infrared warnings and iRobot expects them to bounce back at once (Lewis). If iRobot is approaching an edge, warnings disappear and this makes the robot turn in another direction. Incase iRobot hits into an object, its fender pulls back and activates technical object feelers that informs iRobot it has hit into an obstacle. Consequently, iRobot searches for a clear passage (Layton).

In addition, iRobot contains a wall feeler, which is located on the right area of the fender and makes iRobot travel adjacent to walls and around gadgets without touching them (Layton). As such, iRobot cleans quite close to objects like furniture without hitting into them. Irobot decides its own cleaning passage by utilizing a pre-set logic that acquires full floor coverage.

In case of low battery, iRobot goes back and connects to its charger by itself by utilizing infrared receiver situated on its front fender. When battery power goes down, iRobot searches for infrared signal produced by the charger. It then follows the warning and plugs itself to the charger (Layton).

Irobot cleaning system consists of three components. The rotating side brush comes out of the shell and reaches spots that the underbelly cannot reach (Lewis). It rotates adjacent to walls to kick up dirt and leads it into the vacuum region. The agitator, located on the underbelly, has two brushes that pick dirt and puts it into the dirt area. The third component, vacuum, takes up dirt and dust as iRobot moves on the floor (Layton).

Irobot fits into scientific management theory. Various components form the iRobot and this is cooperation envisaged by the theory. Secondly, iRobot maximizes its reach on the floor to clean a big area as possible. It works diligently on tasks allocated and grants the owner maximum satisfaction.

In addition, iRobot is a result of scientific research advocated by Taylor. Taylor encouraged sharing of responsibilities and this is evident in iRobot where different components perform separate tasks but with the aim of accomplishing a greater goal: vacuum cleaning.

Irobot fits into consumer engineering theory in that, its design and application meet the need of a client. Overall, iRobot is simple in structure and appeals to consumers. Manufacturers have endeavored to explain what materials make up iRobot and have even allowed people to hack into iRobot systems so that they can propose additional changes. Lastly, iRobot fits into consumer engineering theory since it is a product of mass production and this is clear to customers.

Works Cited

Gorman, Carma R., ed. The Industrial Design Reader. New York: Allworth Press, 2003. Print.

iRobot.com. iRobot. 2013. Web. <https://www.irobot.com/>.

Layton, Julia. How Robotic Vacuums Work. 2013. Web. <https://electronics.howstuffworks.com/gadgets/home/robotic-vacuum3.htm>.

Lewis, Debi. Robots Move Off the Toy Shelf to Homes, Hospitals. 7 May 2013. Web. <https://www.verizon.com/about/news/vzw/2013/05/everyday-life-robots>.

Management Study Guide. Principles of Scientific Management. 2013. Web. <https://www.managementstudyguide.com/principles_scientificmanagement.htm>.

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