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1. Innovation & Design Thinking Prof. H. R. Patil Department of Mechanical Engineering Basaveshwar Engineering College(A) Bagalkot

2. Design Thinking is: A solutions-based approach to solving problems. An iterative, non-linear process. A way of thinking and working. Supported by a collection of strategies and methods. Design Thinking asks us to: Develop empathy and understand the needs of the people we are designing solutions for. Define problems and opportunities for designing solutions. Generate and visualise creative ideas. Develop prototypes. Test solutions and seek feedback.

3. Syllabus PROCESS OF DESIGN Understanding Design thinking Shared model in team-based design Theory and practice in Design thinking Explore presentation designers across globe MVP or Prototyping

4. Innovation The action or process of innovating. Innovation is the practical implementation of ideas that result in the introduction of new goods or services or improvement in offering goods or services. Innovation is defined as  the process of making an idea or invention into a good or service that creates value  and/or for which customers will pay.  

5. Understand – Improve – Apply

6. Design thinking is commonly visualized Standard form R eality

7. About Design Thinking Design Thinking is a method for practical, creative resolution of problems, and creation of solutions. It is a form of solution-based or solution-focused thinking with the intent of producing a much needed/required solution for a problem. Human-centric methodology integrates expertise from design, social sciences, engineering, and business. It blends an end-user focus with multidisciplinary collaboration and iterative improvement to produce innovative products, systems, and services Design thinking creates a vibrant interactive environment that promotes learning through rapid conceptual prototyping

8. Subscribers-214 Million, paid (2021)-1997 in California Netflix was a service that delivered movies to customers direct to your doorstep by mail an innovative model until cable companies started offering movies on-demand Netflix pivoted using design thinking to become an on-demand streaming site in response to cable's competition and, more importantly, to its customer needs and expectations. (2007) But Netflix didn't stop there. Recognizing the value of design thinking to constantly hone its business model, Netflix teams were encouraged to look for new opportunities to delight customers as a way to drive better engagement and new revenue.In 2011, Netflix began to create its own content, original movies and series, which changed the entertainment landscape. Recognizing that customers were hungry for better and more provocative content, groundbreaking shows like String M, and ange were created - shows that were far too provocative for primetime networks but that were devoured by viewing audiences. (2013-debut with House of cards)in 2016, Netflix changed again, rebuilding its initial interface to capture customer attention from the second they landed on the site. Instead of offering still images or series posters, they added trailers that launch as the customer starts scrolling Netflix also leveraged artificial intelligence and predictive analytics to create a unique experience for each viewer based on that customer's viewing habits: "Because you watched..." It not only transformed the customer experience on Netflix, it transformed customer expectations for every other entertainment company.

9. Oral-B iO Electric Toothbrushes

10. Uber

11. Empathize “To create meaningful innovations, you need to know your users and care about their lives.” WHY empathize the problems you are trying to solve are rarely your own—they are from particular group of people; HOW to empathize Observe. Engage. Watch and Listen.

12. Define “Framing the right problem is the only way to create the right solution.”

13. How Netflix Uses Design Thinking to Reinvent Itself, Over and Over

14. Design Thinking in Teaching!!! In early 2000s something new appeared on the education scene, adapted from the worlds of innovation and business where it was developed How can we in Engineering Colleges adopt it? Empathize: End users (Students and their parents) Define: Problems related to the grade or the marks in CIE and External exams Ideate: Through meetings among teachers, HODs, Principal and sometimes management and by all means Prototype: Generating different methodologies and using it on the students and see the results in CIE then to come to a conclusion Test : The best suitable method is adopted for the well being of the student (Failing is not allowed here as compared to the business models). It was called, simply and descriptively, design thinking.

15. Why to teach Design thinking? Consider the rapidly changing world we live in. To thrive in the future, students will need to be adaptable and flexible. They will need to be prepared to face situations that they have never seen before. Being able to identify problems and reframe them as actionable opportunities; Understanding the value of collaboration and feedback; Viewing setbacks and failures as valuable learning moments; Appreciating the value of hard work and persistence; Developing self-belief as problem solvers; Developing empathy; Developing a growth mindset; Developing stamina and resilience; and Developing entrepreneurial and community-minded behaviors. A focus that is both future and solutions-oriented

16. Videos

17. How did the students in the video use Design Thinking? Developing and agreeing on criteria for their designs. Selecting tools and materials – in this case, Makers Empire and 3D printing. Supporting each other to learn how to use the new tools. Producing a working prototype. The testing process for our first graders involved: Giving each other feedback Assessing their designs against the previous agreed criteria Making modifications and improvements to their designs Testing their designs in the context they would be used. Reflecting on their problem-solving processes and learning outcomes.

18. Shared Models in Team-Based Design

19. Shared Models in Team-Based Design Introduction:

20. M edia-model framework Can we find rigorous frameworks in order to make informed choices during product or service development? Rough sketches and prototypes yield paradigmatic changes in a model ( "an important change that happens when the usual way of thinking about or doing something is replaced by a new and different way”.) H igh-resolution renderings and models yield parametric changes in a model ( relating to or expressed in terms of a parameter or parameters) If we can establish these postulates as true, the next step is to develop an instructional framework which can inform intelligent design and implementation of prototyping strategies to improve product and service development.

21. Media Models and Media Cascades Properties of the media ( means of mass communication) that design engineers use during product development Resolution - refinement or granularity that can be observed in the fit and finish of a shared representation. Abstraction - amplification through simplification , or pulling specific characteristics out of context. Low- and high-resolution depictions of an experimental vehicle

22. We have observed four classes of abstraction: Material, e.g., material construction Formal, i.e., shape or appearance Functional, e.g., “works-like” Mathematical, e.g., dimensions, optimization High and low material abstraction in research vehicle

23. Media Cascades Hundreds if not thousands of representations are enlisted in the development of new products. Media-models are characterized by the dimensions of resolution and abstraction Projects develop and unfold in different media during a development cycle, and which we refer to as media-cascade . “Cascades of media” to describe the sequence of representations Product briefs, Rough sketches, R ough prototypes, CAD models, F unctional prototypes, Working model.

24. Media-models framework Rough sketches and prototypes exhibit low resolution and varying levels of abstraction . Wooden car prototype, the material itself is leveraged as an abstraction to pull out specific design constraints that are invoked by steel. Manufactured products are not abstract because they are the actual things.

25. Media-models classified Ambiguous media Rough sketches and rough physical prototypes, serve as a scaffold for engineers to fill in the gaps, and are completed as engineers posit many possible formulations of the problem. The objects say: I am not the real thing. I am an ephemeral notion.

26. Media-models classified Mathematized media CAD model of a device for analyzing material Maps, and highly realistic images are completed through refinement of what is presented. Thus they encourage convergent conversations .

27. Media-models classified Hybrid Media Allow several kinds of operations and discussions Often involve combinations of different media, such as photographs, drawings, and text

28. Media-models classified Ambiguous media-models afford paradigmatic shifts. Mathematized media-models afford parametric adjustment. Hybrid media-models afford understanding and changes in relationships To summarize

29. Cognitive Strategies Cognitive strategies are one  type of learning strategy that learners use in  order to learn more successfully. These include repetition, organizing new language, summarizing meaning, guessing meaning from context, using imagery for memorization. Media-models, which serve as c ognitive prosthesis ( an artificial device to replace or augment a missing or impaired .) Successful product development is dependent on the ability of a design team to employ different cognitive strategies .

30. Design Thinking Process Design Challenge Design Solution P r o b l e m S p a c e S o l u t i o n S p a c e

31. New Insights Statement of intention Asking process questions Envisioning user scenarios Enacting user scenarios Combining metaphors ( It’s like X + Y ) Experiencing eureka moments (“ Ahhh !” )

32. New Insights Statement of intention “ . . . [Let’s] throw out this design all together.” Asking process questions “ Do we want to make assumptions about whether this is used in the field or in the lab?” Envisioning user scenarios When you think about designing a great product, you don't think about cool features alone. You also think about the emotional state that you want each person to experience as a result of using your product. You try to empathize with that person. What will make them smile? What outcome will make them feel proud, fulfilled, or accomplished? How do we come to know these things? Enacting user scenarios Scenarios are  descriptive or pictorial stories of the users or personas we are designing for . Scenarios involve a user performing certain actions or simulations to accomplish a goal. Combining metaphors (It’s like X+Y) A direct comparison between two unrelated or indirectly linked things is called a metaphor. Experiencing eureka moments (“ Ahhh !”)

33. Business Process Modelling A business process model is a graphical representation of a business process or workflow and its related sub-processes. Process modeling generates comprehensive, quantitative activity diagrams and flowcharts containing critical insights into the functioning of a given process . Business process models are used to ease communication among stakeholders. They can build a shared understanding of the work procedures, such as the path from ordering to shipment of goods

34. Tangible Business Process Modelling TBPM, is expected to provide better understanding, higher consensus and a higher rate of adoption of the results.

35. Tangible Business Process Modelling The Media of BPM . E.g., Arena Intermediary Objects Media that allows collaboration is open and media that restricts collaboration is closed . Often, the modeling that is done with software can be considered closed .

36. Development of TBPM Role-Playing with Legos Post-It Notes Systems Modelling Objects

37. Theory and Practice in Design Thinking In Design Thinking, theory and practice are closely interconnected. Researchers may serve as “dialogue facilitators,” aiding the community of Design Thinkers to intensify their “dialogue” with empirical reality. Convictions in the field of Design Thinking Multidisciplinary teams produce more innovate design solutions than monodisciplinary teams. Teams trained in Design Thinking produce more innovative solutions than untrained teams From Design Thinking to Design Thinking Research How should teams approach design challenges? What do students need to learn to tackle design challenges successfully? Design Thinking seems on its way to become the state-of-the-art innovation method.

38. Exploring the Work of Designers Across the Globe Understanding the relationship between culture, especially national culture, and the work of designers. Designer in Asia, Europe, and the United States. Practices, the local context, the institutional context, and peoples’ values, we believe, are intertwined and inseparable. In keeping with this view, we define culture as “a fuzzy set of attitudes, beliefs, behavioral norms, and basic assumptions and values that are shared by a group of people, and that influence each member’s behavior and his/her interpretations of the ‘meaning’ of other people’s behavior” (Spencer- Oatey 2000). A mosaic composed of cultural identities derived from a variety of sources, national culture, demographic features, company culture and disciplinary culture as intertwined cultural forces that shape design practice.

39. National Culture and Design Practice German innovation activities were more clearly divided, sequential, and scheduled while the Chinese preferred to have overlapping activities. China may have difficulty incorporating the voice of the customer because of their Confucian value for stability over change and may adhere more strictly to supervision and rules. Bollywood method that is more suited to the Indian market because it engages users in a dramatic Bollywood-style storyline as a means of transcending Indians’ reluctance to give feedback in user studies. Ethnographic approach enables us to understand the meanings that people associate with idea generation , prototyping, sketching , and other design practices.

40. Insights Culture and Design Client Expectations What It Means to Be Creative Interaction Norms Across Professions The Role of the Prototype The Ecology of Design Education Methodological Insights

41. Minimum Viable Product A version of a new product, which allows a team to collect the maximum amount of validated learning about customers with the least effort. Is a version of a product with just enough features to be usable by early customers who can then provide feedback for future Product development.

42. MVP ( Minimum Viable Product ) Depending on who you speak to— designer, engineer, or business stakeholder —you may hear a variety of definitions for an MVP: “It’s the thing that the client wants the most”  “It’s the minimum set of features that satisfies a given problem”  “It’s the quickest version of a product that we can design and ship”

43. What is the Purpose of a Minimum Viable Product? Eric Ries , who introduced the concept of the minimum viable product as part of his Lean Startup methodology, describes  the purpose of an MVP  this way: It is the version of a new product that allows a team to collect the maximum amount of validated learning about customers with the least amount of effort. A company might choose to develop and release a minimum viable product because its product team wants to: Release a product to the market as quickly as possible Test an idea with real users before committing a large budget to the product’s full development Learn what resonates with the company’s target market and what doesn’t In addition to allowing your company to validate an idea for a product without building the entire product, an MVP can also help minimize the time and resources you might otherwise commit to building a product that won’t succeed.

44. Minimum Viable Product

45. Prototyping Iterative prototyping helps designers refine their ideas and discover previously unknown issues and opportunities. “Enlightened trial and error outperforms the planning of flawless intellect.” Prototyping demands repeatedly trying ideas and getting feedback A canonical prototyping iteration comprises four steps: envisioning possibilities, creating a prototype to embody a possibility, getting feedback about the prototype, and re-evaluating constraints T ime constraints - focus on realization rather than iteration

46. Oscillating Between Creation and Feedback Prototypes can help define an idea’s role, implementation, and look and feel They communicate to clients, users, and fellow designers In the feedback phase, designers make inferences from observations Experimentation and feedback leads designers to discover unknown attributes, constraints, Prototyping with Internal and External Representations Designers can use mental imagery to envision and improve ideas Mental simulation as a proxy for external prototyping C onduct a series of “what- if”moves Prototypes are designer’s way of trying things out. Prototypes similarly elicit information about the design context that did not previously exist in the designer’s head. Is Iterative Prototyping Undervalued? Organizations often avoid prototyping because they believe the cost/investment will be significant and the return will be minimal. “it is hard to persuade companies that one more iteration costs less than a flawed product,”

47. E gg drop exercise , Participants design a vessel from everyday materials to protect a raw egg from a fall. Variations of the exercise are practiced in secondary and tertiary education classrooms around the United States. This study measures performance by dropping a single egg from a one-foot marker, then two, then three, and so on until the egg cracks. Task performance is measured by the highest height (in feet) at which the egg survives a fall.

48. Method Materials and Design Task Presents a clear, objective measure of design quality Requires minimal design or engineering expertise Can be completed by individuals within one hour Offers many paths to achieve an effective result. Participants Procedure