Week 5.pptx

Selection and Evaluation Methods Concept Selection and Evaluation Timings for today 1pm-1.30pm: Hilary Week 4 1.30pm-2.15pm: Lecture (with dot sticking activity) Break 2.30pm-3pm: De Bono’s 6 Thinking Hats 3pm-4pm: Group project work Where we are in the product development methodology Empathi ze Def...

Selection and Evaluation Methods Concept Selection and Evaluation Timings for today 1pm-1.30pm: Hilary Week 4 1.30pm-2.15pm: Lecture (with dot sticking activity) Break 2.30pm-3pm: De Bono’s 6 Thinking Hats 3pm-4pm: Group project work Where we are in the product development methodology Empathi ze Define Ideate Prototyp e Test Institute of Design at Stanford Trigger Product Planning Feasibility Study lit bi w i as ie Fe rev y ie Br f t ep c n ew Co evi r Design Production Distribution Discover Define Develop UK Design Council ‘s Double Diamond (2005) Deliver Pugh Methodology Operation Disposal BS7000 Guide to managing product design Devel op Evalua te Select What is concept selection? “…an iterative process closely related to concept generation and testing,… helps the team refine and improve the concepts, leading to one for further testing.” Concept selection methods Controlled convergence matrix Weighting and rating matrices Multi-voting Prototype and test De Bono’s Six Thinking Hats Pros and cons External decision Product champion Design matrices Screening and scoring Ulrich and Eppinger have a two-stage approach to concept selection: Rough initial concepts are evaluated to a common reference concept using a screening matrix (aka controlled convergence matrix) After certain concepts eliminated, a more detailed analysis is done using a scoring matrix Screening When you have rough concepts (say 10-15 at sketch level), concept screening is appropriate. Screening process Prepare the selection matrix Identify medium for session, ensure concepts at same level of detail, more than 15 consider multi voting, only important criteria used (no weighting!) Rate the concepts Rank the concepts Combine and improve the concepts Any good concept degraded by one bad feature? Combine best qualities of different concepts? Select one or more concepts Reflect on the results and the process Concept screening Prepare the selection matrix Identify medium for session, ensure concepts at same level of detail, more than 15 consider multi voting, only important criteria used (no weighting!) Concept screening Rate the concepts (+, 0, -) Concept screening Rank the concepts Concept screening Combine and improve the concepts Any good concept degraded by one bad feature? Combine best qualities of different concepts? Concept screening Select one or more concepts Reflect on the results and the process Concept scoring Concept scoring should be used to help choose between the 3-5 best ideas Concept scoring process Prepare the selection matrix More detailed selection criteria (ease of use = ease of injection, ease of cleaning, etc.). Criteria weighted by percentage Rate the concepts 1-5 scale (1= much worse than reference, 2=worse, 3=same, 4=better, 5=much better), not always a single reference concept Rank the concepts Weighted scores calculated by multiplying the raw scores by criteria weights Combine and improve the concepts Select one or more concepts Spread sheet can be used to vary weights and ratings (“sensitivity analysis ‟) Reflect on the results and the process In what way did the method facilitate team decision making?, how can the method be modified to improve team performance? Concept evaluation Prepare the selection matrix More detailed selection criteria (ease of use = ease of injection, ease of cleaning, etc.). Criteria weighted by percentage Concept evaluation Rate the concepts 1-5 scale (1= much worse than reference, 2=worse, 3=same, 4=better, 5=much better), not always a single reference concept Concept evaluation Rank the concepts Weighted scores calculated by multiplying the raw scores by criteria weights Concept evaluation Combine and improve the concepts Concept selection methods Controlled convergence matrix Weighting and rating matrices Multi-voting Prototype and test De Bono’s Six Thinking Hats Pros and cons External decision Product champion Multi voting/dot sticking Multi voting / dot sticking Each number of the team votes for several concepts. The concept with the most votes is selected. Ideal for a short project or large number of ideas o A good way to engage a wide number of stakeholders in concept selection. o Useful when there a wide array of potential or competing ideas. o Simple and easy to administer, but does not necessarily provide rich feedback. o By allocating each stakeholder with a number of sticky 'dots', they can allocate one, some or all of them to their preferred choice. 3 Criteria: - Comfort - Practicalitie s - Protection Multi voting / dot sticking APPROACH 1: Stakeholders: Each person take on a different role: -2 x client -2 x product designer -2 x end user Allocate ‘dots’ : Different coloured dot used for a different stakeholder e.g. client = 5 x red dots, product designer = 5 x blue dots, end user = 5 x green dots Vote & filter - Following the initial voting, filter out results and have a second pass. Capture likes and dislikes: note likes and dislikes to capture rationale. Filter down to top 3 concepts. Multi voting / dot sticking APPROACH 2 - All of you are design consultants Decide on evaluation criteria (pick 4 criteria) red dot = ‘e.g. easy to manufacture‘ blue dot = ‘e.g. innovativeness’ green dot = ‘e.g. low cost solution’ Black dot = e.g. most aesthetically pleasing Allocate ‘dots’ - Different coloured dot used for a different strength. Each person receives 3 of each dot i.e. 3 green, 3 blue, 3 red, 3 black Vote & filter - Following the initial voting, filter out results and have a second pass. Capture likes and dislikes: note likes and dislikes to capture rationale. Filter down to top 3 concepts. Multi voting / dot sticking Activity APPROACH 2 - All of you are design consultants Decide on evaluation criteria (pick at least 4 criteria) but can have more if you wish red dot = ‘e.g. easy to manufacture‘ blue dot = ‘e.g. innovativeness’ green dot = ‘e.g. low cost solution’ Black dot = e.g. most aesthetically pleasing Allocate ‘dots’ - Different coloured dot used for a different strength. Decide how many votes of each colour each person gets e.g. 3 green, 3 blue, 3 red, 3 black Vote & filter - Following the initial voting, filter out results and have a second pass. Capture likes and dislikes: note likes and dislikes to capture rationale. Filter down to top 3 concepts. Prototyping and Testing Prototype and test Success will depend on the selection of the prototyping approach that will fill the development needs best… e.g. Testing Manufacture-ability Dimensional constraints Prototypes types…. Proof of concept (function), rough mock-up (feel), aesthetic (look) Aim: 3D visualisatio n for shape and form Aim: Secure Funding Aim: Functionalit y Aim: Aesthetics and Ergonomic s N o t h i n g w r o n Useful for allowing users to provide quick feedback A communication tool A Validation tool Can be physical or virtual External Decisions & Product Champions External Decision Concepts are turned over to the customer, client, or some other external entity for selection. External Decision External decision makers are people outside the company; investors, stockholders, who need information to make educated decisions. Product Champion An influential member of the product development team who chooses a concept based on personal preference. James Dyson Product Champion A product champion is someone who sees value in a product, and creates and develops the product in a systematic fashion. The product champion entices decision makers to invest, sell or promote the product. The product champion also keeps the product in consumer's minds. What selection and evaluation methods would you use at…… Early conceptual development stage? Embodiment design stage? Detail design stage? de Bono’s 6 Thinking Hats Activity de Bono’s 6 Thinking Hats Aim: to force the use of multiple perspectives to aid the selection/ development of optimal solutions. Process: i. Uses 6 imaginary hats to change the mode of people’s thoughts. ii. Requires a facilitator to lead and control the creative sessions. iii. A small group of around 4 people is most suitable, but this design method can also be used by individuals, giving focus to the selection of a final solution. iv. All thinking hats can be used during a session or a chosen selection. de Bono’s 6 Thinking Hats Summary Each ‘hat’ takes on a different focus or perspective to help with the selection/development of an optimal solution, as follows: Facts n o d e Focus stinct n I t u G ism Optim and s u o i t Cau ded groun tive a e r c Being and s l o r t Con lines e d i u G TUTORIAL Thinking Hats tutorial – activity brief Millions of coat hangers are produced and used every day for their intended purpose but as more and more people become environmentally aware people are finding new uses for coat hangers. You are to come up with an updated and innovative version/new use for the coat hanger, using 5 of De Bono’s 6 Thinking Hats Method to reach a final solution. 5 Thinking Hats tutorial - task Use 5 of de Bono’s 6 thinking hats to do the task 1. Use the ‘White Hat’ to think about and list the market for coat hangers, what different types do you get, what are they used for, what different sizes are available. Use your own knowledge of the product. (10 mins) 2. Then use the ‘Green Hat’ to come up with ideas for a new uses for coat hangers. 3 or 4 ideas per person. Sketch these. (15 mins) 3. Think about these ideas using the ‘Yellow and Black Hats’. Take each idea in turn and note positives and negatives of each. Narrow down to three favourite ideas. (30 mins) 4. Use the ‘Red Hat’ to select a final solution & draw a visual of your solution on the flipchart paper you can hold up to show the class. (15 mins) Possible Solutions Complete the task before advancing to the next slide for some innovative solutions to use of coat hangers……… Coat hangers used in innovative ways