Design Thinking - Workshop

Prof. M J Xavier
Icebreaker
• Icebreaker Questions
• What car you drive?
• What is a favorite holiday destination where you would like to drive?
• How much design thinking experience you have? – None, Some, Quite a bit

• Write on three different Post-it Note papers.

Evolution of Design Thinking

Creativity
NPD

TQM

Design Thinking
History of Design Thinking
• Design and Marketing of New Products (Urban and Hauser, MIT
Professor)
• Creativity and Lateral Thinking, Edward deBono, 1967.
• Quality Function Deployment (Quality Function Deployment (QFD) is
a technique introduced in Japan by Yoji Akao in 1966 and used
extensively by Toyota)
• Kano Model (Noriaki Kano, Tokyo University of Science's professor of
quality management, 1984)
• Late 1980’s / early 1990’s the concept of Design Thinking was
introduced. (Stanford University Design School)
New Product
Development
Process
• Most marketing books have
adopted this model
Morphologi
cal Analysis
This technique involves the
systematic variation of product
attributes to create new
product descriptions. The
screwdriver below has three
components which we can
vary: the handle, the shaft, and
the tip. How many different
screw drivers can you develop
by varying these three
attributes?
Web Based Conjoint Analysis - An
Example - Cross over Vehicle
Attribute Levels
Seats 7 seats, 5 seats
Cargo Area Large (90 cft.), Medium (50 cft)
Miles Per Gallon 23 mpg, 17mpg
Horse Power 240 HP, 185 HP
Acceleration 0-60 in 7 sec., 0-60 in 10 sec.
Towing Capacity 5000 lbs., 2000 lbs.
Price $29000, $37000
A Full Profile
Kansei Analysis

•For various reasons such as, social pressure, vanity, or

inaccurate self perception, people do not give their true
opinion.
•Kansei Analysis seeks true preferences by measuring non-
verbal responses to product stimuli, much in the same way
that galvanic skin response, voice stress, and breathe rate
are recorded in lie detector testing.
•A grimace during sharp steering might indicate poor
response in a car.
House of
Quality
House of Quality – Designing a car
door
• Customers want a door that does not leak water, has no wind noise, does not
rattle or let in road noise, and is easy to close.
• The design requirements include flexible sealing material, foot-pounds of
pressure required to close the door, metal thickness of the inner and outer door
panels, and so on.
• Take the doors of comparable competitors and do reverse engineering to
understand their design element.
• The heart of the house of quality is the matrix showing the links from engineering
characteristics to quality attributes. Symbols are placed on the cells of this matrix
to show whether the engineering characteristic has a strong, medium, or weak
impact on the performance of each attribute. If the engineering characteristic has
no impact on an attribute, that cell in the matrix is left blank.
Conflicts between Quality and
Engineering Attributes
• Most car buyers say they want a door that closes easily. But they also
do not want to get wet when driving in a rainstorm.
• These two desires are in conflict, because doors that seal tightly
enough to keep out water require a good slam to close properly.
• The triangular roof at the top of the house relates the various
engineering characteristics to one another to check for conflicts (or
reinforcing effects).
House of
Quality for
Door Design
Kano Model
Kano for car
design
 Creativity and
Problem Solving
SCAMPER
Technique
Six Thinking Hats
Meaning of
Each Hat
Synectics

• Synectics is an approach to problem-solving that focuses on cultivating creative

thinking, often among small groups of individuals with diverse experience and skills.
Define Design Thinking
• Design thinking is a process for solving problems by prioritizing the
consumer's needs above all else. It relies on observing, with empathy,
how people interact with their environments, and employs an
iterative, hands-on approach to creating innovative solutions.
• Design thinking is a human-centered approach to innovation that
draws from the designer's toolkit to integrate the needs of people,
the possibilities of technology, and the requirements for business
success. - Tim Brown, President and CEO, IDEO
Design Thinking Vs Other Problem-
Solving Tools
• Design thinking encourages • Problem-solving, on the other
teams to explore and hand, follows a structured
experiment with different ideas. process and looks for logical and
• Design thinking is more user- analytical solutions
centered • Problem-solving is more focused
on finding a logical solution.
Design
Thinkin
g
Mindset
Growth - SEPIA • Skill – Imparted Through Training
Five Forces of

• Expertise – Build a team of experts

• Perspective – Get an aerial view
• Idea – Connect disparate clusters
• Alignment – Link the process to a common
objective
5 Frictional Forces - DCAFE
• Doubt – Undecided in opinion
• Conflict – convert frictional conflict to a creative conflict
• Anger – Symbol of helplessness
• Fear – Leaders should have courage to take bold decisions
• Ego – Roadblock to learning outside the comfort zone
What is the Design Thinking
process?
• Different organizations have their own take, but they all follow similar
stages.
• From Stanford:
• Empathize –Connect with and understand the users
• Define –Identify (reframe?) the core problems
• Ideate –Brainstorm lots of ideas
• Prototype –Narrow down the ideas and build prototypes
• Test –Use the results to support decision-making
Stanford’s Design
Thinking Process
 Brainstorm and
create solutions.

Test ideas and

gain user
Empathiz Ideate
feedback.
e
Defin Prototyp
e e
Test
Sharpen key
Learn about the
questions.
audience.
Tools for • Interviews
• Observations
• Flip charts
• Whiteboard
the • Surveys • Sticky Notes

Empathize • Role Play • Cameras

• Ethnography
Stage • Creating personas
• Empathy Maps
• Journey mapping
Micro Persona Template
 10 steps to
Make
Personas

https://www.interaction-
design.org/literature/article/
personas-why-and-how-you-
should-use-them
Journey Mapping Template
Journey Map
for Mobile
Switching
 Empathy
Mapping

https://www.nngroup.com/articles/
empathy-mapping/
Empathy Map – Another Format
Activities for
Empathising
Empathy - Exercise
Interview Exercise
• Working in pairs, each person will interview the other to find out what are their expectations in a car
service station?
• Questions we might think to ask:
• When did you last give your car for servicing?
• With reference to that, what was your experience? – Happy, Sad, delighted
• What aspect did you like most?
• What aspect you disliked?
• These questions are our human-centred research. Depending on the subject and how we might
develop questions and chose to engage and interact with our end-user we can uncover insights from
our empathize stage.
• There is space on the next page to record your questions and their responses.
 Create a
persona
map

Insert motives, usage, problems

and satisfaction with regard to Car
servicing
Develop a Journey Map for Car
Servicing
Stage-2
Defining the
Problem
• The purpose of this stage is to synthesize
information gathered by the team during the
empathy phase and determine what the specific
problem is.
• This is a key stage because it affects the entire
direction of further work.
• Applications must be documented so that they
are easily accessible (white board, flip chart).
• The effect of this stage is to formulate specific
questions - how can we solve the problem.
 5-Why Method

• The creator of the 5-WHY method is Sakichi Toyoda (Toyota), an element of Kaizen methodology.
• This tool is widely used and popular in various organizations - universities, companies, administration,
etc.
• The purpose of this tool is to define the cause of the problem.
• The 5-WHY method helps eliminate the appearance of a problem in the long term (if the problem has
occurred, it is likely to recur).
• This tool involves asking the question "why?" several times, thanks to which the essence of the
problem and its solution becomes more obvious.
• 5-WHY covers two aspects:
• Why did the problem arise?
• Why was the problem not noticed?
Why-Why
Diagram
Mind map of Design Thinking
Concept
Map
Task for Participants
for Problem
Definition

• Form teams of 6 persons in each.

• Using Why-why method for the
issues faced by the consumers and
generate a list of the problems in
after-sales service in this company.
 Template for why-why
analysis

Use one chart for each

problem.
Stage 3 – Generating
Ideas
• At this stage, brainstorming is carried out for each
problem defined.
• The key element of this stage is the application of all
brainstorming principles.
• After the ideas are formed, their reality should be
evaluated. Can they really be implemented?
• Limitations (technical, economic, legal) should be
specified.
• Modifying ideas so that they correspond to real and real
possibilities.
• Six Thinking Hats
IDEO’s 7 Rules
for
Brainstorming
1. Defer judgment
2. Encourage wild ideas
3. Build on the ideas of others
4. Stay focused on your topic
5. Be visual
6. One conversation at a time
7. Go for quantity

Source: https://challenges.openideo.com/blog/seven-
tips-on-better-brainstorming
Task for Participants
for idea generation

• Form teams of 6 persons in each.

• Develop a how-how diagram for
each problem
• Using brainstorming method
generate interesting solutions.
Template
for How-
How
Diagram
Stage 4 - Prototyping
• The goal of this stage is to visually present the prototype to the user and
collect feedback.
• It is optimal to prototype 2-3 ideas.
• This is the intermediate stage between the idea and its final implementation.
• Form:
• Prototype,
• Model,
• visualization drawing the user's path (for services),
• Story,
• Process scenario.
• Opinion collection tools: +/- interesting method.
The procedure of +/- interesting
method
• Present the prototype to the user.
• Then ask the user for feedback according to the scheme:
• What do you like about this idea?
• What raises your doubts?
• What is interesting / interesting about this solution?
Stage 5 - Testing
• The goal of this stage is to test the solutions developed in the
recipient's environment.
• At this stage, the key is to consciously choose a group of recipients
who will test the solution.
• You can develop guidelines on what elements the user should pay
attention to when giving feedback.
• After collecting the opinion, information is analyzed and possible
changes introduced.
• It is possible to return to earlier stages and modify them (Design
Thinking is not a linear process).
• The next stage of testing is the implementation of new solutions.
• Feedback collection tools at this stage: +/- interesting method.