42629 lecture 1 pt4

The Innovation ProcessThomas J. [email protected]

Unless otherwise stated, this material is under a Creative Commons 3.0 Attribution–Share-Alike licence and can be freely modified, used and redistributed but only under the same licence and if including the following statement:

“Original material by Thomas J. Howard for course 42629 – Innovation and Product Development Department of Mechanical Engineering, The Technical University of Denmark”

mailto:[email protected]

2012Original material by Thomas J. Howard for course 42629 – Innovation and Product Development Department of Mechanical Engineering, The Technical University of Denmark

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The Generic Design Process

Howard, T. J., Culley, S. J., & Dekoninck, E. (2008). Describing the creative design process by the integration of engineering design and cognitive psychology literature. Design Studies, 29, 160-180.


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2012Original material by Design Council© adapted by Thomas J. Howard for course 42629: Innovation and Product Development Department of Mechanical Engineering, DTU

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Stage-Gate Model

Stage-gate model R.Cooper

The Stage-Gate Model by R. Cooper


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The Scrum – Agile Product Development


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The Double Diamond ProcessThe following content was adapted from a process developed by and owed

under the copyright of the Design Council

The published work can be found here:

Design Council, “Eleven lessons: managing design in eleven global brands”http://www.designcouncil.org.uk/documents/documents/publications/eleven%20lessons/elevenlessons_design_council.pdf

http://www.designcouncil.org.uk/documents/documents/publications/eleven%20lessons/elevenlessons_design_council.pdf

http://www.designcouncil.org.uk/documents/documents/publications/eleven%20lessons/elevenlessons_design_council.pdf


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A Typical Development Process


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Controlled Convergence

Initial number of concepts based on PDS

Concept Generation

Apply controlled convergence (CC)

Apply concept generation (CG)

(CC)

(CG)

(CC)

(CG)

(CC)

Concept Selection

Convergent Stage (CS)

Divergent Stage (DS)

(CS)

(DS)

(CS)

(DS)

(CS)

Pugh S (1991). TOTAL DESIGN - INTEGRATED METHODS FOR SUCCESSFUL PRODUCT ENGINEERING. Strathclyde, Addison-Wesley Publishers Ltd.


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A Typical Development Process

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Where to start?

•A problem?•A technology?•A market need?•A brand?•A process?•A service?An idea that provides an opportunity

to capture value


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Discover Phase: Thinking up as many opportunities as possible, developing them and combining them


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DiscoverSources of Inspiration:• The problems you face in your own life or those observed in others

• Innovation Challenges: https://www.innocentive.com/ar/challenge/browse

• Campus Technologies: What DTU technologies are available for spinning out into a business in particular from DTU-Fotonic

• Contact the commune to ask there social challenges and their areas greatest expenditure

• Some great ideas from Ideo: http://www.openideo.com/open

• Funding availability: http://innovationsradar.dk/radar

• DTU-Fotonik's patents can be found listed here: http://www.fotonik.dtu.dk/Innovation/Patents.aspx

• Your own creative thoughts.

https://www.innocentive.com/ar/challenge/browse

http://www.openideo.com/open

http://innovationsradar.dk/radar

http://www.fotonik.dtu.dk/Innovation/Patents.aspx


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DiscoverBackground Research:

• Where does the value reside?

• How much is it worth and to who?

• What other opportunities are associated?

– Possibility for expansion

• What are the future trends of the technology, market and user behaviour?

• What products and services may result from Social, economic, legislative or environmental change?

• Brainstorm and use mind maps to diverge.

• Try to combine an build on opportunities.


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Mind Maps


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Define Phase: Rejecting less valuable opportunities and refining the formulation of promising ones.

2012Material adapted from “Entrepreneurship from Creativity to Innovation”, Lumsdaine and Binks for course 42629 – Innovation and Product Development, DTU

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Define:Partial List of Questions (Kepner-Tregoe)• What is the scope of the problem? • What is distinct about the problem? • Is it connected to other problems? How?• What events caused this problem? • How long has it existed? • Why is it a problem? • Who has been involved? • When and how was it discovered? • Where is it located?• What changes in surroundings, equipment, procedures, or

personnel occurred that could possibly be related to the problem?

• Does the problem pose a threat? • In what way? • Does it have long-term or short-term effects?• Can some of the factors be dealt with separately? • How would this affect the overall problem?


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Define

A quick and dirty approach to evaluate your business opportunities in the Define

phase.


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Is it worth it?- A quick and dirty guide to killing your darlings.

• Before convincing others (investors, partners, customers etc.) you should make sure that you have convinced yourself.

• Initial validation and qualification of your idea and business is crucial for every subsequent step.

• Before betting it all, look in to the following:o Who is my (first) customer?o Number of customers / market size?o How do I get there / Who and what do I need?

Slide by Jakob Andersen


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First: The perfect Business Idea- A touch of utopia

• My Idea and business plan has/is:• A "need to have" product/service for customers.• A huge market.• Fully scalable.• One size fits all.• Free (100% profit).• No risk in execution.• Ready tomorrow.• Better and cheaper than existing solutions.• Impossible to replicate.



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1: Who is my (first) customer?

• Who is going to buy my product• Are there segments?o And if so, which segment should I target first?

• Why are these companies/organisations/ persons buying?o Perhaps specified by segment

• How am I better or different?• Is the product and/or service:o "Nice to have"o "Need to have"

• Leads to: What is my value proposition?



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2: Number of customers / market size?

• How many customers are there?o Include segments if relevant

• Where are they?• Maybe I should look into:o National statisticso Sales from rivaling companieso Market intelligenceo ... Be creative



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3: How do I get there / Who and what do I need?

• Identify the main barriers - are they manageable?• The biggest problems should be handled firsto Reduce risk and validate business.

• Can I come up with a realistic plan for this?• Do I have the competencies needed?o Can I out-/crowdsource?o Can I team up / form partnerships?

• What amount of $ do I need?o When do I need the funds?



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Problem/Opportunity Definition


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Definition of Opportunity• What is the essence of you idea?• Should be describable at several levels:

– One sentence– Three sentences– One page– A business plan and technical document

• Try to describe the main purpose of the design (from the users perspective) in a Verb and a Noun

– To Verb Noun– To Squeeze Oranges, To Clean Windows, To Transport Children

• Define the opportunity in the form of a Project Mission Statement (Be as solution neutral as possible!)


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Improving a Problem Definition (Example)Statement #1: Secondary school students have a

hard time understanding the concept of centripetal force.

Where is the spotlight?

Statement #2: Design a mini merry-go-round that will let students experience centripetal force.

Would a broader definition encourage other creative solutions?

Statement #3: Teachers need an inexpensive device (presently unavailable) to use in the classroom to enable students to experience and experiment with rotational motion and the forces involved.

This broader definition also provides some criteria.


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Improving a Problem Definition (Exercise)

Step #1: Think about a simple problem you have encountered recently. As a team, discuss and select one for the exercise. Write up a problem definition.

Step #2: Pass the definition to another team. Improve the definition you have received by making it broader to encourage creative ideas.

Step #3: Pass the definition to a third team. Try to incorporate evaluation criteria into the definition you received—what positive goals are you trying to accomplish?

Step #4: Return the definition to the first team. Review the improvements and share the results with the class.


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Develop Phase: To generate as many feasible solutions to the problem as

possible.


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When creative ideas start flowing after applying one of these tools, resume regular brainstorming of the defined problem.

Develop

• Imagine success or imagine the worst – this temporarily reframes the problem.

• Force-fit two unrelated ideas – this can be played as a game with two teams.

• Free association stimulates the imagination.• Big dream/wishful thinking can loosen up a practical-minded group.

• Biomimetics (use analogy from nature).


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Substitute

Combine

Adapt

Magnify or Modify

Put to Other Uses

Eliminate

Rearrange or Reverse

See example at www.mindtools.com PRACTICAL CREATIVITY SCAMPER.

This site has many tools for creative thinking.

DevelopSCAMPER

http://www.mindtools.com/


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Deliver Phase: Evaluation, Selection and Validation of final design and business.


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Deliver

• Use of Pugh matrix to evaluate the design concepts against the selection criteria laid out in the specification.

• Prototyping and testing of various aspects of the design an business

LAUNCH


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Questions

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For Friday

• By Friday, remember to: – Register your 3 business ideas, and– fill in you Belbin tests

• See you Friday in building 303A room 44 at 13:00

Education

42629 lecture 1 pt4