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Design Thinking (or: How to Make a Product Happen!)
- 1. BY MAXIM D.WHEATLEY D E S I G N T H I N K I N G: T A K I N G A P R O D U C T T O M A R K E T
- 2. ABOUT MAXIM Maxim isan award-winning product leader and innovator. Maxim co-founded LifeFuels, and was the founding Chief Product Officer where he won multiple industry awards, including the coveted CES Innovation Award. He is a prolific inventor with 20+ patents, both issued and pending. He has previously worked in Venture Capital and as an award-winning film producer. He also serves as an Entrepreneur in Residence at Georgetown University’s business school.
- 3. Source: Stanford University THE“DESIGN THINKING” PROCESS
- 4. Source: Lynda Inc.,and Design Management Institute DRIVES REAL RESULTS Design-Driven companies outperform the S&P 500 by 219%
- 5. A FRAMEWORK FORPRODUCT DEVELOPMENT PROOF PLAN PROTOTYPE PRODUCTION
- 6. IN ESSENCE… Ideas aremade tangible and can then be experienced by the relevant stakeholders Graphic Source: Vanderbilt University
- 7. HOW LONG FOR“TYPICAL” HARDWARE PRODUCT DEVELOPMENT CYCLE? A) 3 — 6 months B) 6 — 12 months D) 16 — 20 monthsC) 12 — 16 months OFTEN WRONG. OFTEN CHANGES.
- 8. THE PROCESS OF DESIGNTHINKING
- 9. Source: Stanford University THE“DESIGN THINKING” PROCESS
- 10. EMPATHIZE In a sense…a form of method acting. Walk the proverbial mile in the users’ shoes.
- 11. DEFINE Clarity in the definitionis essential. BUT it can and should be revised, within reason
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- 13. PROTOTYPE Does not need tobe slick. This is an experiment.
- 14. TEST Apply results fromtests to revisions, future concepts, and prototypes ITERATE
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- 17. DETERMINING THE “INNOVATION FOCALPOINT” TECHNOLOGY LIMITATIONS BUSINESS OBJECTIVES USER VALUES INNOVATION SWEET SPOT
- 18. THE “MAD-LIBS” PROJECT STATEMENT Tosuccessfully accomplish ____________, the product addresses the problem of ________________, for ___________________. The product does this by __________________________. If it works as we expect it to, it will be be clear to us because________________________________. A) Project vision. What do we want to achieve in doing this? B) What specific issue, inefficiency, or void is being addressed? (“Pain-Points”) C) Who specifically is the ultimate and most important user of this? D) What theoretical features and/or solutions make this possible? E) How will it be clear that the features successfully address part “B”? A B C D E
- 19. Where are theopportunities? Applying Business Intelligence to the Process. • Phase I: User Profiles Creation • Phase II: Market Data Evaluation • Phase III: SWOT Analysis & Comparables Analysis • Phase IV: Pricing Guidance, Costing Guidance (Keystone, BOM “Ceiling”) • Phase V: Retail Recon MARKET EVALUATION
- 20. Who Uses It?How? Why? Where? When? The “Characters” Guide Design Decisions. • Phase I: Stakeholder Interviews & Persona Creation • Phase II: Persona Review & Use-Case Requirements • Phase III: “Empathizing Strategy” PERSONA CREATION
- 21. How will theproduct achieve its objectives? How will the stakeholders use it? • Phase I: Use-Case Flow • Phase II: UX Goals • Phase III: Interface goals. Use-Case “Freeze” • Phase IV: User Validation PRODUCT STORYBOARD
- 22. The “compass” fordesign decisions. What do we know about how the product should look, feel, and function? What can we learn from the marketplace? • Phase I: Similar Products Mood Board • Phase II: Feature Mood Board • Phase III: Stakeholder Mood Board • Phase IV: “Where They Buy” Mood Board PRODUCT MOOD BOARD
- 23. PRODUCT MOOD BOARD Pinterestas a real-time, dynamic, UGC “mood board”
- 24. Good prototypes answerquestions that lead to actionable insights. What question are you finding an answer to? PROTOTYPES = ANSWERS
- 25. Users will lookat low-fidelity prototypes and see potential. They will look at high-fidelity prototypes and see problems. PROTOTYPES = ANSWERS
- 26. Looks sexy. Does nothing The“concept car” to bring to show and tell LOOKS-LIKE PROTOTYPE
- 27. It’s ugly. Butit does what it promised to. The beginning of the evolution from concept to a real product. WORKS-LIKE PROTOTYPE “Start” “End”
- 28. Which are themost concerning assumptions? This guides prototyping and testing… • Phase I: Assumption Listing & Prioritization • Phase II: Assumption Testing Plan & Standard Setting • Phase III: Results Evaluation • Phase IV: Revision Application & Timeline Adjustment (If Necessary) ASSUMPTION / RISK EVALUATION
- 29. Where are theproduct assumptions valid, and where do they need correction? • Phase I: Final Stakeholder Interviews & Informal Focus-Group • Phase II: Findings Report & Evaluation • Phase III: Product Goals & Specification Sheet Revision USER VALIDATION
- 30. I LIKE______ ABOUTTHE PRODUCT. I WISH________ ABOUT THE PRODUCT. TWO “FILL-IN-THE-BLANKS” FOR CONSUMER RESEARCH
- 31. WHEN THE SHOEDOESN’T FIT…
- 32. HOW MUCH FORA “TYPICAL” CONSUMER ELECTRONIC PROTOTYPE? A) $300 C) $3,000+++ B) $1,000 D) $9,000
- 33. Concept generation andexploration, unencumbered by process, software, or skills. • Phase I: Shape & Size Goals • Phase II: Dimensional Requirements • Phase III: Basic Sketches & Discussion • Phase IV: Concept Refinement • Phase V: Industrial Design Sketches Produced DESIGN CONCEPT EVALUATION
- 34. v Is the designfunctional within the targeted contexts? • Phase I: Shape & Ergonomics Exploration • Phase II: Dimensional / Shape Model Validation • Phase III: 3D Printed and/or CNC Produced Model • Phase IV: Initial Material Evaluation (Swatches) FORM EVALUATION
- 35. After Establishing theInitial Design… Re-Evaluate. • Phase I: Existing Strengths and Weaknesses of Design THESIS • Phase II: What Have We Missed? • Phase III: What Could We Eliminate? • Phase IV: How Else Could We Do It? • Phase V: Concept Creation for Alternate Approaches ALTERNATE SOLUTIONS
- 36. Based on whatwe know, how difficult will it be to produce and succeed? Do costs/price-points need provisional revisions? Vendor Meetings & Discussions Guide: • DFX Engineering Revisions • Costing Reality Checks FEASABILITY
- 37. What components arenecessary? How do we get them? Who should we get them from? Phase I: Prioritization of vendors. Phase II: Initial reach out and qualification Phase III: Sample evaluation Phase IV: Low-Volume Quotation / MOQ Stress Test SUPPLY—CHAIN DEVELOPMENT
- 38. Migrating qualitative productrequirements to quantitative engineering requirements. • Phase I: Development of Electrical Requirements (Power Study) • Phase II: Development of Materials Requirements • Phase III: Development of Mechanical Requirements • Phase IV: Acceptance of ERD Implications PRD to ERD PROCESS
- 39. The speculative “ingredients”for the product. • Phase I: Plastics, Housings, Stampings: Components BOM • Phase II: OTS & Custom Parts, Electrical (SOCs, ASICs) BOM. • Phase III: Evaluation of Key Component Source- ability and Creation of Provisional Supply-Chain “Map” • Phase IV: COGS lock-in/acceptance or revisions PROVISIONAL BOM
- 40. What Durability andUse Requirements Need Verification? Phase I: ERD Revisit & Testing Goals (HALT, Materials, Sub-Systems, Ingress, Enviro, etc.) Phase II: Core Test Selection and Requirements Phase III: Testing Plan / Lab Selection (CPSC compliance, UL, etc.) Phase IV: Prototype / Model Submission for Result Generation Phase V: Validation/Revision Based on Test Results TESTING PLAN
- 41. Who makes it?How do they make it? Where do they make it? How much do they make it for? • Phase I: Scale Determination. Cost Targets. Timeline Goals. • Phase II: Domestic v. Off-Shore Evaluation • Phase III: CM Evaluation • Phase IV: Factory Audit • Phase V: Quotation CONTRACT MANUFACTURER EVALUATION
- 42. How do wemake this thing? Let’s make sure it’s make-able. Phase I: Vendor selection. Quote strategy. Phase II: Quote process. Phase III: CAD Revisions Phase IV: Design Freeze & Supplier “Buy-In” Phase V: Tooling Kick-Off Phase VI: T1 Evaluation & Beyond… THE TOOLING PROCESS
- 43. DFM does nothappen in a vacuum Don’t assume portability of DFX thinking DFM IS A COLLABORATIVE PARTNERSHIP Good:Bad:
- 44. HOW MUCH DOESA “TYPICAL” SINGLE CAVITY STEEL MOLD COST? A) $500 C) $3,000 B) $1,000 D) $10,000
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- 46. DFA IS ANEMPATHY PROCESS Reduction of complexity via design decisions and production design.
- 47. Mapping Out theCrystallized Project Phase I: Component Lead Times, MOQs, and Payment Schedules Phase II: Tooling and Fixtures; Timelines and Requirements Phase III: T2 Production Unit Creation Plan Phase IV: Provisional Production Run #1 Scheduling TIMELINE EVALUATION
- 48. Garbage In =Garbage Out. Don’t Make Garbage. • Phase I: IQC (Incoming Quality Control) Component Level Evaluation and Inventory Management • Phase II: IPQC (In-Process Quality Control) Plastic Evaluation Off-Mold, Bed-of-Nails, Connectivity, Visual, etc. • Phase III: OQC (Out-Bound Quality Control) Final Build Sampling and Full-Feature Test, Visual, Box Eval.) IQC > IPQC > OQC PLANS
- 49. The Road toMASS Production Phase I: EVT (In House ~2 — 10 units): Functional Tests, EMF, Thermal, Mechanical Fit, HALT, System-Level Usability Phase II: DVT (Factory ~10 — 100 units): Final Acceptance Criteria Phase III: PVT (Factory, ~100 — ~1000 units): Full Box-Build & Packaged Product Test (ISTA-3A etc.) ENGINEERING VALIDATION TEST, DESIGN VT, AND PRODUCTION VT PLANS
- 50. Protecting, Owning, and Harvesting AbstractValue in Non-Abstract Ways. INTELLECTUAL PROPERTY
- 51. Source: Stanford University,and Maxim D. Wheatley CAPTURING IP AT EVERY STAGE… DESIGN PATENTS UTILITY PATENTS “TRADE SECRETS”
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- 53. Crowdfunding should NOTbe designated to cover NREs and R&D The Crowdfunding Checklist: • Resolution of BOM AND COGS • Necessary collateral • Engaged Audience / Community • Production Plan & Budget • +/- 25% Timeline Resolution Crowdfunding as a Debt-Instrument
- 54. Many hardware startupsgo too big, too quickly Direct-to-Consumer model often prevails Understand where the margins, commissions, and fees are at every step The importance of “Keystone” in your BOM Strategy Financial Limitations > Demographics > Volume > Location > Distributor > Retailer
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