Creativity & ConceptGeneration:
Structured Methods
Outline
Concept Development in 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
Draw no more than 4 straight lines(without lifting the pencil from the paper)
which will cross through all 9 dots.
Sustainable ProductDevelopment Process:
• Concept Generation• Product Architectures/ Platforms• Dematerialization Strategy• Concept Selection
Reuse/ End of
Life
Planning:Opportunity
StrategyCustomers
Users
ConceptGeneration,Evaluation& Selection
DetailedDevelopment
& Design
Prototyping,Testing
AndRefinement
Launch:SustainableProduct &Business
Model
• Clarify the problem• Search externally• Search internally• Explore systematically• Brainstorming
Concept DevelopmentFunnel
concept generation
concept screening
concept scoring
concept testing
Ideation Process
Ongoing ProcessGenerate AnalyzeAssess Decide
Assemble illustratedprofiles of drivers fornew product strategy,for use in generatingideas and stimulatingbrainstorms:
• Technology• Macro Trends• Competition• Potential Partners• Potential Channels• Specific user behavior
Techniques will include:• Customer follow-me’• “Store” visits• Focus Groups• Online intelligence
Brainstorm massivevolume of product,service andpartnership ideas,followed byprioritization
Brainstorms withgroups, Interns,Internal Visionaries
Series of meetingswith Core,Stakeholders, Partners& Outsiders (2 hrs on 3Thurs)1. Kick-off & Context2. Brainstorm3. Prioritization
Research customerreactions
Evaluate commercial,and user feasibilitybased on establishedcriteria. Narrow ideasto a handful of strongcandidates:
Take filtered ideasthrough feasabilityanalysis.
Brainstorm as necessaryto break throughperceived barriers &constraints
Produce decision-readyprofile of the top,feasible ideas.
Choose products basedon opportunity sizeand implementationrestraints:
Fast-track 2-3 ideaswith small (<$1mm/yr)but immediaterevenue-generatingpotential and limitedimplementation reqs.
Fully analyze 1-2 large(>$1mm/yr) ideas withlonger and largerimplementation reqs.
Table or reject otherideas.
Measure ideationprocess, refine andestablish ongoingprocess for collectionand evaluation
• Process Post Mortem• Measure• Refine for reuse
Establish ongoing ideacollection process,including:• Publicize collection• DB workflow• Incentives• Recognition• Status updates
Business Case▶Process▶ People▶ Timeline
100 Ideas 400 Ideas 50 Ideas 5 Ideas
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
Concept GenerationProcess
Step 1: 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, useunrelated stimuli, setquantitative goals, use gallerymethod
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
Fast Company, 2003
Other Approaches:IDEO Method Cards
Unfocus group: Assemble a diverse collection ofpeople 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
Brainstorming –Organization
Form a 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.
Brainstorming Rules
Make sure each participant has achance 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.
BrainstormingTechniques
Have participants generate ideas prior tobrainstorming meeting.
Use a “round robin” where everyone has 1turn to introduce an idea. (Nominal grouptechnique)
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
CollaborativeSketching
Five participants collaborate on the incremental development ofideas.
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 previoussketch can be erased, but not all of it.
The rotations continue until the originator getshis/her sketch back.
Jami J. ShahArizona State University
Innovation Workshop
Thought Question
What are the relativeadvantages anddisadvantages of involvingactual customers in theconcept generation process?
Methods that Focuson Function
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.
Morphological Matrix
Morphological Matrix
Search for solution principles tofulfill sub-functions Identify as many solutions for
each sub-function andauxiliary functions as possible
Combine solutions to embodyphysical concepts Use morphological matrix to
identify combinations ofsolutions
Each combination of solutionswill fulfill overall function
Use expertise and heuristics toeliminate infeasible solutioncombinations
Options
Func
tions
Example: CoffeeMaker
Mix Coffeeand Water
HeatCoffee
HeatWater
StoreWater
Electricity
Water
GroundCoffee
Brewed Coffee
BrewCoffee
OverallFunction
SupportingSub-Functions
AuxiliaryFunctions
Shut-offHeater
CoffeeBeans
GrindBeans
StoreGrounds
StoreCoffee
Morphological Matrix - Coffee Maker
Hea
tC
offe
eH
eat
Wat
erS
tore
Wat
erS
tore
Gro
unds
Mix
Cof
fee
and
Wat
erS
tore
Cof
fee
Brew
Cof
fee
S11 S12 • • • S1j S1m• • • • • •
Si1 Si2 • • • Sij Sim• • • • • •
Sn1 Sn2 • • • Snj Snm• • • • • •
•••
• •
•
•••
• •
•
•••
Filter Osmosis Dissolve Ionize • • • • • • Stir
These ideas are all in: Michael Michalko, Thinkertoys: AHandbook of Business Creativity for the 90s.
Concept ExpansionTechniques
Substitute Combine Adapt Modify or magnify Put to other uses Eliminate or minify Reverse or rearrange
TRIZ:The Theory of Inventive
Problem Solving TRIZ research began with the hypothesis that there
are universal principles of invention that are the basisfor creative innovations that advance technology.
Over 2 million patents were examined, classified bylevel of inventiveness, and analyzed to look forprinciples of innovation. The three primary findingsare: 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.
Without you moving the glass
Example: RemoveWater from the glass
How many ways does the world know tomove a liquid?
Acoustic CavitationAcoustic VibrationsArchimedes’ PrincipleBernoulli’s TheoremBoilingBrush ConstructionsCapillary CondensationCapillary EvaporationCapillary PressureCoanda EffectCondensationCoulomb’s LawDeformationElectrocapillary Effect
ElectroosmosisElectrophoresisElectrostatic InductionEllipseEvaporationFerromagnetismForced OscillationsFunnel EffectGravityInertiaIonic ExchangeJet FlowLorentz ForceMagnetostrictionMechanocaloric Effect
OsmosisPascal LawResonanceShock WaveSpiralSuper Thermal ConductivitySuperfluiditySurface TensionThermal ExpansionThermocapillary EffectThermomechanical EffectUltrasonic Capillary EffectUltrasonic VibrationsUse of foamWetting
function.creax.com
TRIZ Looks forContradictions and
Conflicts
“I want my table Strong but I want it to be light”
“I want my table tobe strong AND I
want it to be light”
I want to improve: Strength
without increasing the: WeightINVENTIVE PRINCIPLES
TRIZ - The 40 Inventive Principles 1. Segmentation 2. Extraction 3. Local Quality 4. Asymmetry 5. Combination 6. Universality 7. ‘Nested Doll’ 8. Counterweight 9. Prior Counter-Action10. Prior Action11. Prior Cushioning12. Equi-potentiality13. ‘The Other Way Round’14. Spheroidality15. Dynamics16. Partial or Excessive Action17. Another Dimension18. Mechanical Vibration19. Periodic Action20. Continuity of Useful Action
21. Skipping22. ‘Blessing in Disguise’23. Feedback24. Intermediary25. Self-Service26. Copying27. Cheap/Short Living28. Mechanics Substitution29. Pneumatics and Hydraulics30. Flexible Shells/Thin Films31. Porous Materials32. Colour Changes33. Homogeneity34. Discarding and Recovering35. Parameter Changes36. Phase Transitions37. Thermal Expansion38. Strong Oxidants39. Inert Atmosphere40. Composite Materials
These ideas are all in: Michael Michalko, Thinkertoys: AHandbook of Business Creativity for the 90s.
Concept ExpansionTechniques
Substitute Combine Adapt Modify or magnify Put to other uses Eliminate or minify Reverse or rearrange
ConceptualBlockbusting
Perceptual Blocks Emotional Blocks Cultural Blocks Organizational Blocks
Jim AdamsStanford University
Jim AdamsStanford University
ConceptualBlockbusting
Conceptual blocks are mental walls thatblock the problem solver from correctlyperceiving a problem or conceiving itssolution.
Everybody can be creative. Everybody has some conceptual blocks
limiting creativity.
Perceptual Blocks Perceptual blocks are obstacles that prevent the
problem-solver from clearly perceiving either theproblem itself or the information needed to solve theproblem 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 AdamsStanford University
Draw no more than 4 straight lines(without lifting the pencil from the paper)
which will cross through all 9 dots.
9 Dot Exercise
9 Dot Exercise
ProblemStatement:Dealingwithplasticbeveragecontainers
Framing
Stakeholders
Water Bottle Companies Municipal Waste Collectors Local Residents Local Businesses that sell Water Bottles
Exercise
Divide into groups that represent thedifferent stakeholders
Brainstorm on ways to fix the problem ofwater bottles waste that clutters streets.
Stakeholders:• Water Bottle Companies• Municipal Waste Collectors• Local Residents• Local Businesses that sell Water
Bottles
… One solution froma young innovator…
More potentialsolutions…
More potentialsolutions…
TerraCycle: WormPoop
From Terracycle.net
1,223,180 bottles collected and reused
Contextual InquiryExercise
Homework Assignment: 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 theirhomes.
What are the important user needs when it comes toconsuming water? How do the different stakeholders interactwith water bottles?
References
Michael Michalko, Thinkertoys: A Handbook ofBusiness Creativity for the 90s
James L. Adams, Conceptual Blockbusting Jami J. Shah, “Experimental Investigation of
Progressive Idea Generation Techniques inEngineering Design,” Proceedings of 1998 ASMEDesign Engineering Technical Conference, AtlantaGA
Creax: Portal for creativity and innovationhttp://www.creax.net/
This website has a pretty thorough list of the thingsyou need to do to brainstorm wellhttp://www.virtualsalt.com/crebook2.htm