Download as PDF, PPTX
More Related Content
Similar to 06 spd conceptgeneration (1)
![Creative_nbsp_Problem_nbsp_Solving_nbsp__10_1_[1].08.05_.ppt](https://cdn.slidesharecdn.com/ss_thumbnails/creativenbspproblemnbspsolvingnbsp1011-250524010814-f5a7ea6b-thumbnail.jpg?width=640&height=640&fit=bounds)
06 spd conceptgeneration (1)
- 1.
- 2. Outline Concept Developmentin NPD Structured Methods for Concept Generation Brainstorming Collaborative Sketching IDEO Idea Cards Innovation Workshop Functional Decomposition Concept Expansion Triz/Creax Conceptual Blockbusting Conceptual Design Exercise
- 3. Draw no morethan 4 straight lines (without lifting the pencil from the paper) which will cross through all 9 dots.
- 4. Sustainable Product Development Process: •Concept Generation • Product Architectures/ Platforms • Dematerialization Strategy • Concept Selection Reuse/ End of Life Planning: Opportunity Strategy Customers Users Concept Generation, Evaluation & Selection Detailed Development & Design Prototyping, Testing And Refinement Launch: Sustainable Product & Business Model • Clarify the problem • Search externally • Search internally • Explore systematically • Brainstorming
- 5. Concept Development Funnel concept generation conceptscreening concept scoring concept testing
- 6. Ideation Process Ongoing Process Generate AnalyzeAssessDecide Assemble illustrated profiles of drivers for new product strategy, for use in generating ideas and stimulating brainstorms: • Technology • Macro Trends • Competition • Potential Partners • Potential Channels • Specific user behavior Techniques will include: • Customer follow-me’ • “Store” visits • Focus Groups • Online intelligence Brainstorm massive volume of product, service and partnership ideas, followed by prioritization Brainstorms with groups, Interns, Internal Visionaries Series of meetings with Core, Stakeholders, Partners & Outsiders (2 hrs on 3 Thurs) 1. Kick-off & Context 2. Brainstorm 3. Prioritization Research customer reactions Evaluate commercial, and user feasibility based on established criteria. Narrow ideas to a handful of strong candidates: Take filtered ideas through feasability analysis. Brainstorm as necessary to break through perceived barriers & constraints Produce decision-ready profile of the top, feasible ideas. Choose products based on opportunity size and implementation restraints: Fast-track 2-3 ideas with small (<$1mm/yr) but immediate revenue-generating potential and limited implementation reqs. Fully analyze 1-2 large (>$1mm/yr) ideas with longer and larger implementation reqs. Table or reject other ideas. Measure ideation process, refine and establish ongoing process for collection and evaluation • Process Post Mortem • Measure • Refine for reuse Establish ongoing idea collection process, including: • Publicize collection • DB workflow • Incentives • Recognition • Status updates Business Case▶Process▶ People▶ Timeline 100 Ideas 400 Ideas 50 Ideas 5 Ideas
- 7. Concept Generation Preparation Gather and study information about the problem Define and understand the problem, the needs Observations, interviews, scenarios, benchmarking Generation is a Divergent Process Focus on creativity Go for quantity structured (intuition & logical) methods Stepping Back Cluster concepts Insight may be triggered by some apparently unrelated stimulus
- 8. Concept Generation Process Step1: Clarify the problem Decompose a complex problem into simpler subproblems Focus initial efforts on critical subproblems Step 2: Search externally Interview lead users Consult experts Search patents Search published literature Benchmark related products Step 3: Search internally Individual and group search Make analogies, wish and wonder, use related stimuli, use unrelated stimuli, set quantitative goals, use gallery method Step 4: Explore systematically Concept classification tree Concept combination table Managing the exploration process Step 5: Reflect on the results and the process Ulrich and Eppinger, 2003
- 9. Fast Company, 2003 OtherApproaches: IDEO Method Cards Unfocus group: Assemble a diverse collection of people to talk about product Experience prototype: Construct something and test it Empathy tools: Simulate someone else’s experience (e.g., heavy gloves) Emotional dimension: Personal histories of objects A day in the life: How people actually spend time Behavioral sampling: Give subjects pages and check in randomly throughout day Extreme user interviews: Talk with those who occupy the edges Foreign correspondents: Collect information from other countries
- 10. Brainstorming – Organization Forma diversified group. Build an environment for creativity and risk taking. Use games & exercises to stimulate creative thinking & minimize conceptual blocks. Select or bring in a facilitator. Select or bring in a recorder to write down ideas as they are presented. Use provocative action or stimuli if idea process slows down. Make use of shared ideation space.
- 11. Brainstorming Rules Makesure each participant has a chance to express ideas. Listen to everyone. Do not allow judgments or critical discussion. No idea is a bad idea. Strive for quantity. Let participants build spontaneously on the ideas of others.
- 12. Brainstorming Techniques Have participantsgenerate ideas prior to brainstorming meeting. Use a “round robin” where everyone has 1 turn to introduce an idea. (Nominal group technique) Method 6-3-5 (6 participants, 3 ideas, 5 rotations) Generate 3 ideas After “x” minutes rotate to neighbor Modify, enhance or create 3 more new ideas Repeat 5 times Collaborative sketching
- 13. Collaborative Sketching Five participantscollaborate on the incremental development of ideas. No direct communications permitted between participants. Each participant sketches one idea/concept on sketchpad for solving problem at hand. After x minutes each participant passes his/her sketch to the person sitting next to him/her. Each participant modified the sketch received or develops it further in any way he/she chooses. Portions of the previous sketch can be erased, but not all of it. The rotations continue until the originator gets his/her sketch back. Jami J. Shah Arizona State University
- 14.
- 15. Thought Question What arethe relative advantages and disadvantages of involving actual customers in the concept generation process?
- 16. Methods that Focus onFunction Functional Decomposition Formulate overall product function Split up overall function into sub-functions Identify material, energy and information flows. Allows Access to the Functional Solutions of Others.
- 17. Morphological Matrix Morphological Matrix Search for solution principles to fulfill sub-functions Identify as many solutions for each sub-function and auxiliary functions as possible Combine solutions to embody physical concepts Use morphological matrix to identify combinations of solutions Each combination of solutions will fulfill overall function Use expertise and heuristics to eliminate infeasible solution combinations Options Functions
- 18. Example: Coffee Maker Mix Coffee andWater Heat Coffee Heat Water Store Water Electricity Water Ground Coffee Brewed Coffee Brew Coffee Overall Function Supporting Sub-Functions Auxiliary Functions Shut-off Heater Coffee Beans Grind Beans Store Grounds Store Coffee
- 19. Morphological Matrix -Coffee Maker Heat Coffee Heat Water Store Water Store Grounds MixCoffee andWater Store Coffee Brew Coffee S11 S12 • • • S1j S1m• • • • • • Si1 Si2 • • • Sij Sim• • • • • • Sn1 Sn2 • • • Snj Snm• • • • • • • • • • • • • • • • • • • • • Filter Osmosis Dissolve Ionize • • • • • • Stir
- 20. These ideas areall in: Michael Michalko, Thinkertoys: A Handbook of Business Creativity for the 90s. Concept Expansion Techniques Substitute Combine Adapt Modify or magnify Put to other uses Eliminate or minify Reverse or rearrange
- 21. TRIZ: The Theory ofInventive Problem Solving TRIZ research began with the hypothesis that there are universal principles of invention that are the basis for creative innovations that advance technology. Over 2 million patents were examined, classified by level of inventiveness, and analyzed to look for principles of innovation. The three primary findings are: Problems and solutions were repeated across industries and sciences Patterns of technical evolution were repeated across industries and sciences Innovations used scientific effects outside the field where they were developed.
- 22. Without you movingthe glass Example: Remove Water from the glass
- 23. How many waysdoes the world know to move a liquid? Acoustic Cavitation Acoustic Vibrations Archimedes’ Principle Bernoulli’s Theorem Boiling Brush Constructions Capillary Condensation Capillary Evaporation Capillary Pressure Coanda Effect Condensation Coulomb’s Law Deformation Electrocapillary Effect Electroosmosis Electrophoresis Electrostatic Induction Ellipse Evaporation Ferromagnetism Forced Oscillations Funnel Effect Gravity Inertia Ionic Exchange Jet Flow Lorentz Force Magnetostriction Mechanocaloric Effect Osmosis Pascal Law Resonance Shock Wave Spiral Super Thermal Conductivity Superfluidity Surface Tension Thermal Expansion Thermocapillary Effect Thermomechanical Effect Ultrasonic Capillary Effect Ultrasonic Vibrations Use of foam Wetting
- 24.
- 25. TRIZ Looks for Contradictionsand Conflicts “I want my table Strong but I want it to be light”
- 26. “I want mytable to be strong AND I want it to be light” I want to improve: Strength without increasing the: Weight INVENTIVE PRINCIPLES
- 27. TRIZ - The40 Inventive Principles 1. Segmentation 2. Extraction 3. Local Quality 4. Asymmetry 5. Combination 6. Universality 7. ‘Nested Doll’ 8. Counterweight 9. Prior Counter-Action 10. Prior Action 11. Prior Cushioning 12. Equi-potentiality 13. ‘The Other Way Round’ 14. Spheroidality 15. Dynamics 16. Partial or Excessive Action 17. Another Dimension 18. Mechanical Vibration 19. Periodic Action 20. Continuity of Useful Action 21. Skipping 22. ‘Blessing in Disguise’ 23. Feedback 24. Intermediary 25. Self-Service 26. Copying 27. Cheap/Short Living 28. Mechanics Substitution 29. Pneumatics and Hydraulics 30. Flexible Shells/Thin Films 31. Porous Materials 32. Colour Changes 33. Homogeneity 34. Discarding and Recovering 35. Parameter Changes 36. Phase Transitions 37. Thermal Expansion 38. Strong Oxidants 39. Inert Atmosphere 40. Composite Materials
- 28. These ideas areall in: Michael Michalko, Thinkertoys: A Handbook of Business Creativity for the 90s. Concept Expansion Techniques Substitute Combine Adapt Modify or magnify Put to other uses Eliminate or minify Reverse or rearrange
- 29. Conceptual Blockbusting Perceptual Blocks Emotional Blocks Cultural Blocks Organizational Blocks Jim Adams Stanford University
- 30. Jim Adams Stanford University Conceptual Blockbusting Conceptual blocks are mental walls that block the problem solver from correctly perceiving a problem or conceiving its solution. Everybody can be creative. Everybody has some conceptual blocks limiting creativity.
- 31. Perceptual Blocks Perceptualblocks are obstacles that prevent the problem-solver from clearly perceiving either the problem itself or the information needed to solve the problem Seeing what you expect to see; stererotyped seeing; premature labeling Inability to view the problem from various viewpoints Saturation Difficulty in isolating the problem Tendency to delimit the problem too closely Jim Adams Stanford University
- 32. Draw no morethan 4 straight lines (without lifting the pencil from the paper) which will cross through all 9 dots.
- 33.
- 34.
- 35.
- 36. Stakeholders Water BottleCompanies Municipal Waste Collectors Local Residents Local Businesses that sell Water Bottles
- 37. Exercise Divide intogroups that represent the different stakeholders Brainstorm on ways to fix the problem of water bottles waste that clutters streets. Stakeholders: • Water Bottle Companies • Municipal Waste Collectors • Local Residents • Local Businesses that sell Water Bottles
- 38. … One solutionfrom a young innovator…
- 39.
- 40.
- 41. TerraCycle: Worm Poop From Terracycle.net 1,223,180bottles collected and reused
- 42. Contextual Inquiry Exercise HomeworkAssignment: Contextual Inquiry Go out in the field and perform a “contextual inquiry” of water bottle use and waste. Interview people who are water-oriented: people who drink water very regularly, people who specialize in selling water, people who are local advocates against plastic waste. Find the “extreme users” and interview them Observe people in context: buying water, drinking water, trying to dispose of water bottles on the street or in their homes. What are the important user needs when it comes to consuming water? How do the different stakeholders interact with water bottles?
- 43. References Michael Michalko,Thinkertoys: A Handbook of Business Creativity for the 90s James L. Adams, Conceptual Blockbusting Jami J. Shah, “Experimental Investigation of Progressive Idea Generation Techniques in Engineering Design,” Proceedings of 1998 ASME Design Engineering Technical Conference, Atlanta GA Creax: Portal for creativity and innovation http://www.creax.net/ This website has a pretty thorough list of the things you need to do to brainstorm well http://www.virtualsalt.com/crebook2.htm