DYSON CHANNELS about 10 per cent of revenue into research and development (RD), according to principal engineer Ben Morse.
This is about double the RD budget of most technology companies. New products tend to emerge from a technical idea someone thinks might have a use. "We get a lot of ideas and, fortunately, we're allowed to explore the capabilities of an idea, often without any application for it," he says, as founder James Dyson believes commercial applications often emerge in this random way.
Engineers build cardboard and foam models to see how parts for potential products might work together. Many of these building blocks are givens - the shape of the engine, the volume of the canister - with the challenge being "to fit it all together as efficiently as possible".
The handheld vacuum, for example, is designed to balance easily in the hand. "We used cardboard rigs with weights to represent the batteries and motors," says Morse.
Once the researchers have working models, they are tested - in the case of the Animal models, by buying in artificial pet hair or using pet hair brought in by employees. At later stages, they work with people who agree not to clean their house for a week, "and then a guy goes in and cleans it for them".
The downside of working for Dyson, Morse jokes, "is James. He's incredibly good at spotting the problem with a design in 30 seconds - the one flaw you were trying to hide."
And the upside? "It is pretty exciting," he says. "Even now, every time I see a salesman in a store explaining a new model, I can't help sidling over with one ear cocked."
