Product Engineering and Design Thinking

Prof. Pranab K. Dan

Rajendra Mishra School of Engineering Entrepreneurship, IIT KHARAGPUR

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Module 07: Product Complexity, Affordability, and Design Thinking
Lecture 31: Tolerance Design: Taguchi Robust Engineering
❖ Tolerance Design: The approach
❖ Tolerance Design: An example problem (Throttle Control Mechanism)
❖ Steps involved in Tolerance Design
❖ Conclusion

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❖ References

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 Tolerance Design
Regular R&D
System design Concept and
System ❖ The Tolerance Design, undertaken only after the
Robustness parameter design, improves quality at minimal cost
by tightening tolerances on product or process
parameters to reduce the performance variation.

Parameter design

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❖ Further to the discussion on Tolerance Design

Ein the previous session its explication is

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Taguchi’s

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presented here with an example
Salient contribution

Tolerance design

⮚ Robust Design is the Cornerstone of ‘Taguchi’

Approach that finishes with Tolerance Design
Tolerance Design: The approach ‘Percent
Contribution’ is the
❖ A Taguchi-based approach is adopted for identifying the factors for which the key indicator with
tolerance design should be considered. The approach utilizes ‘standard regard to which
deviation’ as the basis for the levels of factors of interest. factors are the
candidates for
❖ Factors with a certain amount of variation about the nominal value are tolerance design

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determined based on the prescribed equivalent in terms of standard exercise, that is,

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deviation. those causing larger

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❖ When the independent parameters (factors) have variation equal to

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‘standard deviation (σ)’, then the amount of variation affecting the
dependent variable (response) will be directly proportional to the percent
variation
undergo
should
tighter
control to effectively
reduce total
contribution of the total variation.
variation.
Factor Level
Number of Levels 1 2 3
Two
Three Nominal
A quick glimpse of ANOVA (Analysis of Variance) computation method
❖ Suppose A is the factor of interest and its response values are available for
multiple levels and T is the total of all responses (denoted as Y). Then it is
required to calculate the degree of freedom. Then the sum of squares for each
factor is calculated to get the percent contribution for each factor.
SSA= (∑ A2)/n-T2/N

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This is applicable to each factor. Now to find out the sum of squares of total
SStotal=∑Y2-T2/N.

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Now to find out the sum of the square of the error
SSerror=SStotal- (SSA+SSB+SSC+………………).
Then,
Mean of the square for each factor MSA=SSA/degree of freedom for factor A. This is
applicable to all factors, including error.
And finally, to find the significance for each factor (using statistical F-Table):
significance for each factor = MSFactor/MSerror.
Tolerance Design: An example problem
❖ A throttle control mechanism, used in snow blower, lawn mower etc., is designed
to easily move between closed and open throttle position while it should remain in Similar issue is
the chosen position until the user maneuvers it. Friction control is the key as it exemplified in the
holds the throttle in the chosen position, however, the friction cannot be so high book: Taguchi
that the user finds it hard to move it. It is assessed that the force required to Techniques for

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Quality Engineering
accomplish this by using operating lever should be between 0.9 Kg to 1.4 Kg

E
by Phillip J. Ross,

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(specification limits). Throttle Control Mechanism Dimensions is provided below.

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Tata McGraw-Hill

Components
Washers (3)
Nominal values
1.00
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Throttle Control Mechanism Dimensions (in mm)
Standard deviation (estimate)
0.125
Lever 19.0 0.25
Casing 25.0 0.25
Coned-Disc springs (2) 3.81 0.125
Throttle Control Experiment Factors and Levels

Components (factors) Level -1 (mm) Level -2 (mm)

W washers (3) 0.875 1.125

L lever 18.75

T E L
19.25

P
C Casing 24.75 25.25

S Coned-Disc Springs (2) 3.685

N 3.935
 Lever Force (Kgs.)
Experiment/ y1 y2
Treatment
1 1.02 0.99

2 1.03 1.05

3 1.16 1.12

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Fig. Source: HGTV; Snow Blower

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4 1.14 1.11

5 1.01 0.99
Fig. Source: Ubuy Nepal; Lawn Mower
6 1.27 1.29

7 0.98 1.01

8 1.28 1.27
Throttle Lever Force ANOVA Summary ❑ *F: Explication of F-Table
(for significance) is
Source SS v V F* (99%) P shortened for the purpose
(components)
of simplicity at this initial
W1 0.015 1 0.015 37.5 7.00 stage (here first 5 factors
W2 0.013 1 0.013 32.5 6.00 are significant)
W3 0.015 1 0.015 37.5 7.00 ❑ F ratio=mean square of

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factors/mean square error

E
L 0.090 1 0.090 225 41.82
❑ Mean square MS: Sum of
C
S1
S2
0.077
0.001
0.001
1
1
1
P
0.077

N
0.001
0.001
T 192
2.5
2.5
35.78
0.5
0.5
squares/degree of freedom
❑ MSERROR = SSERROR/ degree of
freedom for error
e 0.003 8 0.0004 1.40
T 0.215 15* 0.014 100.00
SS = Sum of Squares; v = Degrees of freedom (statistical) or MSD;
V = Variance; P = Percent Contribution;
*Total Degrees of freedom: 8 (Treatment)x 2 (replication of response) - 1 = 15;
Degrees of freedom for error (e) = 15 – 1x7 = 8
Throttle Lever Force Pooled ANOVA Summary

Source SS v V F (99%) P
W1 0.015 1 0.015 30 7.00
W2 0.013 1 0.013 26 6.00

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W3 0.015 1 0.015 30 7.00
L 0.090 1 0.090

P T E 180 41.82

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C 0.077 1 0.077 154 35.78
ep 0.005 10 0.0005 _ 2.40
T 0.215 15 0.014 _ 100.00

❖ Pooled: Springs (S) Factors are not significant and hence eliminated and
consequently the values are added with error term and the degree of freedom
for error (e) has been raised to 10 from 8 (as two Ss constiuted 2 (1+1) degrees
of freedom)
❖ The lever casing percent contribution is over 75 percent of the observed
variation hence these two are the candidates or components that should
have tighter control if the variation is to be substantially reduced.

T E L
6 standard deviation = 6 (0.12) = 0.72 kg
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The 6 standard deviations greater than the tolerance range (0.50 kg = 1.40-0.90
kg)
allowed for lever force
❖ For estimation of the effect of reducing the variation of the tolerance design for the components or
factors, the following equation is presented that reflects the current status, that is based on the
current total variance and the percent contribution of all the items from ANOVA including error
VT = VT (PW1 + PW2 + PW3 + PL + PH + Pep)
VT = 0.0143(0.07+ 0.06 + 0.07 + 0.4182 + 0.3578 + 0.024)
VT = 0.065 (1.00) = 0.065

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❖ It is expected that reducing the variation of the two key components in the throttle control

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mechanism would bring in substantial improvement in the total variation of lever force.

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❖ The resultant estimated 6-standard-deviation spread of lever force has a slight gap in the
tolerance allowed for lever force. In this case, a follow-up experiment needs to be run using
reduced variation of the Lever and Casing. The following table presents the revised (tightened)
variation for the throttle mechanism and the new levels for the parts/ components.

Throttle Mechanism Experiment: Factors and Levels

Components (factors) Level -1 (mm)

T E L
Level -2 (mm)
W washers (3)
L lever
C Casing
0.875
18.875
24.875
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19.125
25.125
S Coned-Disc Springs (2) 3.685 3.935
New experimental run

Lever Force (Kgs)

Experiment no. y1 y2
1 0.99 1.01
2 1.03

T E L
1.05

P
3 1.16 1.13
4
5
1.11
1.07
N 1.14
1.05
6 1.20 1.23
7 1.07 1.04
8 1.20 1.18
Source SS u V F P
W1 0.013 1 0.013 13.24
W2 0.011 1 0.011 11.05
W3 0.018 1 0.018 18.84
L 0.026 1 0.26

T E L
27.82

P
C 0.020 1 0.020 20.93
S1
S2
0.002
0.0005
1
1
0.008
0.0005 N 1.48
0.04
e 0.003 8 0.0003 - 6.60
T 0.093 15 0.006 - 100.00

Top 5 factors/ components are significant based on F Test

Table – Throttle Lever Force Pooled ANOVA Summary

Source SS u V F P
W1 0.013 1 0.013 13.24
W2 0.011 1 0.011 11.05
W3 0.018 1 0.018

T E L 18.84
L
C
0.026
0.020
1
1
N P
0.26
0.020
27.82
20.93
S1 0.002 1 0.008 1.48

e 0.004 9 0.00045 - 6.60

T 0.093 15 0.006 - 100.00
❖ The standard deviation of lever force;
ST = Square root of (0.093/15) = Square root of 0.006
= 0.079 Kg

6 Standard deviation is 6 (0.079) Kg = 0.474 Kg

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This is less than the Tolerance permitted (1.40 - 0.90) or 0.5 Kg

Therefore these Tolerance values are acceptable

This presentation focuses on Tolerance Design, the approach propounded by
Genichi Taguchi in the context of Robust Product Design, illustrating with an
example. The objective is to familiarize the design methodology, which is
important from the perspective of product engineering and is different from

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the conventional specification limit-based analysis and addresses the effect of

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variations from various sources and reduces their effects on the product

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performance variation, but the video tutorial material is scantily available. Its
procedural steps have been explicated with an example. It is anticipated to be a
useful input for the requirement in practice.
1. Product Engineering and Design Thinking Lecture Notes by Pranab K Dan and Prabir Sarkar.

T E L
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 L
NTThank
PE you…
 Product Engineering and Design Thinking
Prof. Pranab K. Dan
Rajendra Mishra School of Engineering Entrepreneurship, IIT KHARAGPUR

T E L
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Module 07: Product Complexity, Affordability, and Design Thinking
Lecture 32: Complexity Mitigation in Multidisciplinary (Mechatronic) System: Concurrent Engineering Precepts
❖ Product Complexity and Multidisciplinary Mechatronic Design and Applications
❖ Integrative Product Development: Multidisciplinary and Mechatronic Interfaces
❖ Major Elements in Mechatronic Products: System Complexity
❖ Set-Based Concurrent Engineering: A Process model for Complex Products

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(Mechatronics)

P T E
❖ A quick primer on concurrent engineering and Set-based Design
❖ Set-Based Concurrent Engineering (SBCE)/Set-Based Design (SBD): An Illustration

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❖ Trending Complexity/ multi-disciplinarity: Mechatronic Products/ Systems
❖ Concurrent Engineering and ‘Product Data Management (PDM)’
❖ PDM within Product Lifecycle Management (PLM)
❖ Conclusions
❖ References
Product Complexity and Multidisciplinary Mechatronic Design
❖ Products, be it consumer durables or industrial
ones, are becoming complex and this aspect is
magnified when the system is composed of
mechatronic elements.

❖ Modern products such as mechatronic devices and

T E L
systems are multi-disciplinary, and the latter raises
complexity.

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❖ Modern product/ systems, such as conventional Fig.01: MoneyControl
propulsion and hybrid vehicles, medical equipment
and instruments, high-end printers, and a wide
range of consumer durables are increasingly
becoming mechatronic involving
multidisciplinarity, primarily associating
mechanical, electronic and software technologies.
Complex Products/ Systems: Mechatronics Applications

❖ Consumer Durables: Camera, Microwave Oven, Washing

Machines, Toasters, Air-Conditioners etc.

❖ Medical: Diagnostic and Test Equipment, Pace-maker,

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assisted surgery etc.

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❖ Automotive: Cruise Control, Safety Air-bags, Engine

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Management, Power Transmission, Antilock Brake etc.
Fig.02: IntechOpen: Plug-in Hybrid Electric Vehicle

❖ Defense: Unmanned Vehicles (Ground, Air and Underwater,

Aircraft Engines and controls etc.

❖ Manufacturing: Robotics, CNC Machines, Automated Guided

Vehicles (AGV) in Flexible Manufacturing Systems etc.

………and several others

Appreciation of a Multi-Disciplinary Complex Engineering System: Mechatronics
❖ The increasing incursion of information technology in mechanical
engineering imparts significant advantages and benefits and
discipline evolved due to such need and it termed as mechatronics
that integrates mechanics, electronics, control engineering and
software engineering.

T E L
❑ Mechatronic Systems may be typecast between the continuums;

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(a) spatial integration of mechanics and electronics, with the primary
task of assembly and connecting technologies, such as, MID (Molded
Interconnect Devices), and
Fig.03: Sanmina Corporation

(b) control guided movements of multi-body systems (MBS).

Particular mix or combination of the above two in varying proportions in
a product or system, is considered depending on the application, and
associated design factors.
Integrative Product Development: Multidisciplinary complexity of Mechatronics
❖ The design and manufacturing of such systems involve
interdisciplinary engagements and is a complex task.

❖ Continual and effective interaction and sharing between designers

and developers from different domains during the entire product

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design and producing new manufacturing technologies is

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necessary, particularly when there are weighty interdependencies
between system components from multidisciplinary domains.

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❖ For the best outcome, the product concept, determined during the
early stages of development, is guided by the manufacturing
technologies and systems with considered restrictions. This is
Fig.04: Infineon Technologies

known as concurrent or simultaneous engineering and is

immensely helpful for complex multidisciplinary products, such as
mechatronic systems. This necessitates an integrative
development approach.
Mechatronics: Multidisciplinary and Interfaces Basic Elements of Mechatronic System
Mechatronic Design uses Concurrent Design/ Engineering to handle Complexity Actuator and Sensors

Electro-Mechanics:
Mechanics: Electronics: Signals and Controlling
Sensors & Actuators
mechanisms, Electrical Analog,
hydraulic, pneumatic, Digital and Mixed
thermal, magnetic Signal Circuitry Digital Logic System

T E L Firmware and Data Acquisition System

CAD/CAE
Control

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Electronics/
Circuits Computation and Display Devices

Mechatronics
Firmware: Control Systems:
Software Embedded Digital Control
Control Transfer Function Systems:
[Computational Tech] Microcontroller
Microprocessor
PLC
Major Elements of a Mechatronic System: Exhibiting Complexity
Mechanical System Electrical System PS: Physical Signal
ES: Electrical Signal
Actuators Mechanisms Sensors/ Measurement
Input Signal Conditioning Sensors are connected
/Drivers PS PS Potentiometer / LVDT to mechanisms (that
and Interfacing
Solenoids (Displacement) Discrete Circuit perform desired tasks)
Photoelectric (Proximity) to convert the output to
Hydraulic Filters
Digital Encoder (Position, Count, E-Signals (variables) ;
Pneumatic ES Amplifiers
Servo Speed, Direction) and it is sent to the
Analog to Digital

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Motors Strain gauge (Force/ Pressure) ‘Electronics Device’ for

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Thermocouple / RTD (Temp) Amplification

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Stepper
Accelerometer (Vibration/ Electrical System

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Motors
instatneous acceleration) From Electronic Device,

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DC Motors
E-Signal is sent to an
ES Controller Digital Control Architectures actuator with reduced
error
Graphical/ Digital Output Signal Microcontroller
Display Conditioning and Microprocessor
Interfacing PLC (Programmable Logic Controller)
LED (Light Emitting Digital to Analog Logic (electronic) Circuits
Diode ) Amplifiers Sequencing and Timing
LCD (Liquid Crystal Power transistors Logic and Control algorithms
Display) Power op-amps Communication
CRT (cathode-ray tube Pulse-Width Modulation
Set-Based Concurrent Engineering: A Process model for Complex Products (Mechatronics)
❖ Set-Based Concurrent Engineering, a lean process model developed
by Toyota that provides guidelines, deemed to be necessary for ⮚ By adapting the precepts of
complex multidisciplinary product design and development. the TPS (Toyota Production
System), the Toyota Product
❖ Set-Based Concurrent Engineering differs from the traditional Development System

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approaches by deliberately deferring the decisions of adoption from evolved perceivably into a

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multiple sets of in the design process so as to increase the flexibility lean product development

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of product design and for more comprehensive understanding of the

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system that aids to create and deliver a better product.
model.

❑ Concurrent engineering, from the perspective of product design and

development, plays cardinal role concerning product lifecycle management
(PLM), product data management (PDM) and product manufacturing
management (PMM).
A quick primer on concurrent engineering and Set-based Design

❖ Product design needs to be in sync with the entire continuum from

product ideation to launching in the market via a set of manufacturing
processes, and so it is more an interplay of activities and cannot be seen
in isolation just as a stringent sequence of phases and targets.

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❖ Hence, all these aspects are to be taken into consideration together and

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the adoption of simultaneous/ concurrent engineering methodology
becomes indispensable and also
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❖ A Set based design approach for better configuration is necessary and
hence,
Fig.05: The European Space Agency

❖ A quick discourse on the above two; the Concurrent Engineering and Set-
based Design, can be found in the following content, which in isolation
also can be applied as an exclusive methodology for deriving
consequential benefits.
❖ Point-based sequential design and engineering is found to be unsuitable for complex multidisciplinary
design (such as mechatronic systems) as this increases the development lead time as well as the design
cost.

❖ Concurrent engineering: is a work methodology where various design, development tasks are performed
in parallel, especially for activities associated with multi-disciplinary products, needing cross-disciplinary
coordination. Development time and cost gets reduced if Concurrent Engineering principles are embraced.

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Product Definition Design Verification Prototype
Redesign, Reverification, Reprototype

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Test generation

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Production Test

Concurrent Engineering

Sequential Engineering

Time Units
❖ Point-based sequential design and
engineering:
❑ It is common to quickly decide on one Function Function Function Function
solution among the alternatives to avert A B C D
delay, and then it is modified to address
consequent manufacturing-related issues

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[Depicted with four functions A through D] Function B
Analysing

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Design Solution

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(Function A) and
Function C

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Critiquing
❖ Concurrent engineering (Point-based):
❑ With concurrent engineering, the functional
domains or specializations can provide N
inputs before the key decisions are finalized. Modify
Function D

Incorporation of changes in early phases of

development is better in respect of cost and
time efficiency, and the resultant solution
will be consistent with the requirements of
the concerned specialism.
Set-Based Concurrent Engineering (SBCE)/Set-Based Front-end and SBD: multi-disciplinary
Design (SBD): collaborations - multiple concepts -
various alternative subsystems.
❖ The development teams, in the SBCE mode, work with sets of
alternative solutions and not just one. The alternatives evolve in
parallel in specialisms, and their rationalisations and concepts are

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shared across the development task groups creating a concurrent

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engineering context.

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❖ To begin with, each specialism defines the sets rather broadly,

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within the range of its feasibility, which are analyzed within
specialism, and the responses are shared across. Fig.06: Raudberget,2010, JME

❖ Based on the information gained from testing, prototyping, as well

as from the customer and supplier feedback, the design sets are
progressively narrowed down (illustrated in the following slide) by
eliminating evidence-based inferior solutions to achieve a holistically
optimal design solution.
Set-Based Concurrent Engineering (SBCE/ SBD): A Graphical Illustration
The final decision on a
Options of All the Functions conform to single set is deferred as
Options of Function C overlapping design options far as tolerable to allow
Function D adequate exploration of
possibilities alternatives
before committing to the

T E L final one where the

designs converge, based
Options of
Function A
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including manufacturing
decisions.

Time
Options of Progressive removal of infeasible
Function B and sub-optimal sets
Trending Complexity/ multi-disciplinarity: Mechatronic Products/ Systems
❑ Devices with excellent
❖ Mechatronic engineering may be perceived as the new version of electronic circuits but
mechanical engineering as a majority of mechanical products are lacking in mechanical
now is combined with electronics and IT and the products are properties or high-grade
becoming complex in order to meet newer customer requirements, mechanical components
nonetheless it presents several advantages. with subpar electronics

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will ultimately result in a

P E
❖ For example, modern cars are equipped with automatic transmission

T
and computer controlled engines, unlike earlier versions with
dismal system.

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mechanical systems, and examples include refrigerators, air-
conditioners, escalators, elevator, ATMs, aeroplanes, robots, smart-
phones, wearable devices, drones, 3D printers etc.
▪ Both need to
considered with
importance.
be
due

❖ Mechatronics is the design of computer-controlled and intelligent

electro-mechanical system and hence the latter also needs adequate
attention. Modern applications include Internet of Things (IOT)
devices or leveraging artificial intelligence in products such as
autonomous vehicles or robots.
Mechatronic Designing: The Skill-sets and Knowledge (Leveraging Concurrent Engineering or/ and Set-based design modes)
❖ Four broad skills for mechatronic engineering are; Mechanical, Electrical/Electronics, Controls
engineering and Firmware (Software/programming).

❖ Typically, a mechatronic engineer will have deep knowledge in a couple of the above skills, and a broad
working knowledge of the rest. The one who handle all of this stuff, however, if presently not, can adapt
to these technologies and posses in general the capability to design, develop and control a system.

T E L ❑ The entry-level design engineer

P
will not know many of these

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❑ A Mechatronics Engineer would use some of the following : and will pick up the necessary
ones with the time and as per
▪ CAD software, such as SolidWorks/ CATIA/ CREO/ NX CAD, AutoCad etc. project needs.
▪ Simulation software, such as Ansys, Matlab, Simulink, LabVIEW etc.
▪ Programming language such as Python/C++, C, and Arduino/ Atmel Studio.
▪ Fluidsim (Pneumatics & Hydraulics), Multisim (Electronics)
▪ PLC programming compilers and PCB creator
▪ Basic Sensors and Controllers and idea of communication protocols (UDP/TCP-IP)
▪ Mechatronic Modelling: Modelica, OpenModelica, Enovia, KICAD, Octave etc.
 Concurrent Engineering and ‘Product Data Management (PDM)’
❖ Design and development data from cross-functional specialisms
must be brought together for concurrent engineering to be
successful.

❖ ‘Product Data Management (PDM)’ is the technology and

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supporting software as well as a centralized database system

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that aids in the effective implementation of ‘concurrent

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engineering’ since it captures and manages the electronic
information related to a product in the entire development
process, consistently.
Fig.07: XPLM
❖ Engineering data management entails organizing, structuring,
storing, and tracking the engineering and product information,
during product development activities, in a collaborative mode.

❖ PDM provides right data and information when the same is

called-for regarding a particular design set or version in order to
make appropriate design decisions.
 Product Data Management (PDM)’ within Product Lifecycle Management (PLM)
⮚ LEARNING RESOURCE: Ansys Student download link is
❖ PDM is a function within PLM facilitating
provided below, comprising a bundle of Mechanical
management and publication of
structural, CFD and others, LS DYNA (simulated
product data; equivalent to version control
response of severe loading and deformation),
in software engineering.
Electronics Desktop, On Scale (learning on structural
and thermal stresses and boundary conditions) and
❖ PDM is the frontispiece within PLM
subsuming CAD/ CAE, where the latter is

T E L
SCADE (integrates Model-based design, Simulation, and
Code generation of embedded software), that would

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for systematic management of the series

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add to the skill-set of a design engineer in
of changes, stored as data related to the
multidisciplinary (mechatronics) environment.
development and manufacturing (CAPP,
Link: [Link]
CAM), in a collaborative information mode.

❖ Some PLM systems are; 'ENOVIA PLM

platform (Dassault Systemes), Siemens
PLM suite, and Adept PDM (Synergis
Software).
Fig.08: SynnopTech CAD Solutions
This presentation, to begin with, introduces the aspects on Product
Complexity and Multidisciplinary, considering Mechatronic systems that
subsumes both the criteria. Consequently the context of Integrative Product
Development becomes the agenda and is elucidated. The system/ product
complexity explicated through illustration on the major elements in
Mechatronic Products.

E L
A Set-Based Concurrent Engineering approach, suitable for Complex Products

T
(Mechatronics) is elucidated, involving a quick primer on both the

N P
constituents; ‘concurrent engineering’ and ‘Set-based Design’ followed by
illustration. This discourse also covered on the trending on Complexity
associated with multi-disciplinarity in Mechatronic Products-systems.

The method of facilitation for Concurrent Engineering through ‘Product Data

Management (PDM)’ is covered, including the reference about the PDM
within Product Lifecycle Management (PLM)
1. Product Engineering and Design Thinking Lecture Notes by Pranab K Dan and Prabir Sarkar.

T E L
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 L
NTThank
PE you…
 Product Engineering and Design Thinking
Prof. Prabir Sarkar
Department of Mechanical Engineering, IIT Ropar

T E L
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Module 07: Product Complexity, Affordability and Design Thinking
Lecture 33: Design Thinking Steps
⮚ Steps o f D e sig n Th in kin g

⮚ Ho w t o b u ild a b e h a vio ra l P ro file

⮚ Ca p t u rin g Be h a vio ra l Sig n a ls

T E L
⮚ Ho w t o se le c t a p ro b le m
N P
How many steps are there of Design Thinking ?

⮚ Because of its non linear and iterative nature, Design Thinking can have
anywhere between 3 to 7 steps depending upon the existing models .
⮚ For example : 3 stage model given by IDEO, 4 stage Double Diamond
model developed by British Design Council, 6 stage Design Thinking
Evolution 6 2 model proposed by Katja Tschimmel etc .
⮚ However, the most famous design thinking model is a 5 steps model

T E L
P
given by the Hasso Plattner Institute of Design a t St a n fo rd (t h e

N
d .sc h o o l).
⮚ Ma n y c o m p a n ie s h a ve a d o p t e d t h is m o d e l in t h e ir NP D p ro c e ss.

Indian Institute of Technology

Empathize Ideate Test

Define
T E L Prototype

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Indian Institute of Technology

Empathize
⮚ It is the first step of and is also the core of human centric design thinking approach .
⮚ The ultimate aim of designers is not merely to create products but the desirable products
for the end user, so it becomes very important to understand the users/customers, who
they are and what they expect from the product .
⮚ It is very important to keep in mind that we are not solving some p ro b le m b u t somebody’s

L
p ro b le m . Th e re fo re a d e e p se n se o f e m p a t h y is re q u ire d .

T E
⮚ O n e h a s t o g o o u t in re a l w o rld , m e e t p e o p le w h o a re g o in g t o u se yo u r p ro d u c t , t ry t o

P
u n d e rst a n d t h e re a c t io n s a n d g a in b e h a vio ra l in sig h t .

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⮚ Th is is so b e c a u se re a l t im e u se r b e h a vio r o b se rva t io n is t h e ke y t o
p ro d u c t in n o va t io n .
⮚ Th e m a in g o a l o f e m p a t h y is t o g e t in t o t h e sh o e s o f u se r a n d t o fe e l w h a t
it s lik e t o a b e a n o t h e r p e rso n /u se r.

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How to build a behavioral Profile?

⮚ In order to define which behavior to observe, try to make a profile that can answers the following
questions:
• What you think people currently do?
• How often do you think they do it?

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• Where do you think people do it?
• When do you think they do it?

P T E
⮚ It is not necessary that
questions .
one should
Nget the exact answers of these

⮚ Being right or wrong is not important because one can now have a
behavioral profile and with the help of it, designer can start a plan to his
research .

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 T E L
N P
[Link]

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Capturing Behavioral Signals
⮚ The Process of capturing/collecting these behavioral signals looks simple but it is not .
⮚ You should need to be in the place where behavior actually happens and watch it carefully .
⮚ One should need to talk to the person who is doing it .
⮚ Now this could sound like an awkward activity talking to a strange person because it also

L
depends on the nature of the person whether he or she is willing to talk or not or may get

E
upset by the questions one ask .

⮚ For Example :
N P T
⮚ Therefore care should be taken in asking the proper questions

• Good Questions : 1. Can you show me how to use this product? 2. Can you
remember the time your product broke? Which part of product broke? 3.
What is your least favorite part of using this mobile app?
• Bad Questions : 1. Do you like this product? 2. If we make something to fix
this problem, would you buy it? 3. How much time do you spend on this
mobile app?

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“Our first -person experiences helps us from personal connections with the people for
whom we are innovating . We have washed other people clothes by hand in their sinks,
stayed as guests in housing projects, stood beside surgeons in operating rooms, and
clamed agitated passengers in airport security lines - All this to build empathy”

T E L - David Kelly

P
(IDEO founder and Sandford [Link] creator)

Reference: David and Tom Kelly, Creative Confidence: Unleashing the Creative Potential within Us All.

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Famous Example
HUL Pureit

T E L
N P

Courtesy: IndiaMART

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Define
⮚ Define is the second stage of Design Thinking process in which designers try to point out
the problems from the insights they obtained from previous stage .
⮚ Here, a designer integrates their understandings from research and shape it in the human -
centric issue at hand and draft a problem statement .
⮚ There could be many problems but the selection of the problem worth solving is the main

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aspect of this stage .

P T E
N
‘Weniger aber besser’ …it ’s a Ge rm a n sa yin g w h ic h m e a n s ‘less but better’

⮚ No m a t t e r h o w g o o d d e sig n e r’s so lu t io n is, if it d o e s n o t so lve t h e m a jo r

p ro b le m o f t h e c u st o m e r it w ill d e fin it e ly fa il.
⮚ It is a ll a b o u t fo c u sin g o n fe w p ro b le m s w h ic h a re t h e m o st im p o rt a n t
o n e s a n d if t h e se p ro b le m s a re so lve d it w ill c re a t e t h e m a xim u m im p a c t .

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How to select ‘The Problem’ ?
⮚ There are no hard and fast rules which can tell you to select the problem out of many .
⮚ But we can rank them based on these famous quotes .

“Not every problem is solvable, okay”

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- Bob Croker (former senator, USA)

P T E
N
“A problem well defined is the problem half solved”
- Charles Kettering (Research Head General Motors)

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⮚ In order to clearly defined the problem its understanding is very important .
⮚ Designers have to pen down the problems of customers and should do critical thinking .
⮚ For this it’s very important to let go the presumptions related to the problems i.e. designers
have to be non judgmental and open minded .
⮚ Problem defining should have certain boundaries/constraints .
⮚ For Example : Problem (1) ‘How can we improve the safety standards in our company’ ?

without
Problem (2) ‘How can we improve
increase in our expenditure’ ?

T E L the safety standards in our company

N
less but impactful ideas for its solution .P
⮚ Here there is a constraint in problem (2) which makes it more genuine which can generate

⮚ Problem (3) ‘How can we change our safety policy to improve the safety
standards in our company without increase in our expenditure’ ?
⮚ This problem itself contains an answer ‘change our safety policy’ . This will
limit the ideas and the designers will think in the direction of safety policy
and can miss the more promising ideas .
⮚ Therefore defining problem statement is very essential .

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Ideate
⮚ Ideate is the third step of design thinking where the whole team come together with a aim
to generate as many ideas for finding the best solution of the problem .
⮚ It is a natural tendency of humans to think that the first idea they have is the best possible
one . This is so because it is based on the past experience or their gut feeling .
⮚ But this has nothing to do with creativity and out of box thinking .

T E L
⮚ Therefore designers and the team members should have high degree of patience,
perseverance and should give ample amount of time because only then the best possible
ideas will come up .

N P
⮚ The biggest myth about creativity and innovation is that people think one great idea is
sufficient . The reality is that it is a series of simple ideas that brings success .

“The best ideas rarely come on a mountaintop in a flash of lightening”

- Ma rc Ra n d o lp h (c o -fo u n d e r o f Ne t flix)

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⮚ Most widely used technique in ideation phase is brainstorming .
⮚ Here are some rules of brainstorming adopted by IDEO .
1. Sharpen the focus : Start with a problem statement that is broad enough but not fuzzy .
2. Mind the playground rules : Build on the ideas of others ; stay focused on the topic ;
encourage wild ideas ; defer judgement ; one conservation at a time ; be visual .
3. Number your ideas : It helps the pace and motivates team to reach certain milestones .
4. Jump and build : When ideation reaches a plateau, take a small deviation,

T E L or go back to

P
previous idea to infuse new thoughts .
5. Remember to use the space : Share your ideas in a visual medium
and contribute towards .
N
6. Stretch your mental muscles : Do a little warm -up or give participants
that everyone can see

some pre -work before they turn up for the session .

7. Get Physical : Frequently convert ideas into prototypes, preferably in three
dimensions .

Reference: Kelly and Littman, The Ten Faces of Innovation: IDEO’s Strategies for Beating the Devil’s Advocate and Driving Creativity
throughout Your Organization.

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Prototype
⮚ It is the fourth stage in which designers try to bring the idea to reality .
⮚ Prototype is not a final model of the product, there is the flexibility to go back to the
ideation phase and do some changes if necessary .
⮚ Prototypes can be models, sketches, or digital form of an idea .
⮚ This stages usually involves creating small -scale and inexpensive versions of the product .

T E L
⮚ These versions can be incomplete but may have particular features through which solution
of small problems can be achieved . This will help to understand what works and what

P
doesn’t .
⮚ The main aim of prototyping
come in making a successful product .
N
is to get a complete idea about all the hurdles which can

⮚ Prototyping many a times also helps in uncovering the user experience problems and help
designers to get a clear view of their behaviors and expectations .

‘If a picture is worth a thousand words, a prototype is worth a thousand meetings.’

- IDEO

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⮚ Prototyping is all about like interacting with end user in advance, providing them a small
scale solution to the problem and getting a feedback from them in test phase .
⮚ This non linear and iterative approach not only helps in avoiding wastage of large amount
of money in experimentation but also secures user trust and boost design team morale by
making them believe that they are moving in right direction .
⮚ Advantages of early stage prototyping :
1. Converts ideas from abstract form into a physical form .

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2. Design team have something to show the work in progress .
3. Iterations can now be perform therefore the test phase can be started simultaneously
⮚ Innovative
P T E .

N
companies like Apple considers prototyping as heart of new product
development .
‘Demos were fundamental to our work at Apple. We used them to highlight the potential,
explore the concepts, show the progress, prompt the discussion, and drive the decisions for
making our products. Software demos need to be convincing enough to explore an idea, to
communicate a step toward making a product, even though the demo is not the product
itself, it serve as the primary means to turn ideas into software’
- Ken Kocienda (Former Designer in Apple)

Reference: kocienda, Creative Selection: Inside Apple’s Design Process During the Golden Age of Steve Jobs.

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Test
⮚ This is the last stage of design thinking process in which the design team try to get
information and data from the end users by showing the prototype .
⮚ However, it does means that the project is completed or is in the final stage . The whole
process of design thinking is to be iterative in nature, therefore designers have to put
multiple prototypes for testing depending upon the feedback/suggestions given by the
user/customer .

L
⮚ It is highly possible that designers will be to go through a series of changes, editing, and

E
adjustments during this stage and because of this it is very common that test phase will

approach .
N T
initiate some other design thinking phases such as ideation or prototyping, as newly found

P
ideas might generate additional promising solutions that could require an entirely fresh

⮚ It is very important to have an honest and timely feedback because wrong or delayed
feedback leads to complete failure of design sprint at multiple levels simultaneously .

⮚ Also it is very important for design team to keep in mind that they are
only demonstrating the prototype and not selling it . The later will lead to
an awkward situation were customers will lose interest and getting
valuable feedback will become impossible .

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⮚ Jake Knapp in his book Sprint, h a s d e sc rib e d h o w t o
c o n d u c t in t e rvie w s o f c u st o m e rs in o rd e r t o va lid a t e id e a s.

⮚ Ac c o rd in g t o h im , o n ly five c u st o m e rs in t e ra c t io n a re
e n o u g h t o g e t a c o m p le t e id e a a b o u t yo u r p ro t o t yp e . Th e
o n ly t ric k is, t h a t a d e s ig n e r sh o u ld k n o w t h e rig h t

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c u st o m e r w h o m t h e p ro t o t yp e h a s t o b e sh o w n , i.e .

E
d e sig n e r sh o u ld g e t t h e rig h t c u st o m e r w h ic h n o t o n ly

T
c a n g ive h o n e st fe e d b a c k b u t a lso so m e id e a s w h ic h
m ig h t c o m e h a n d y.

N P
⮚ D e sig n t h in k in g is a n a p p ro a c h t o w a rd s in n o va t io n a n d it
Courtesy: SketchBubble

b e c o m e s su c c e ssfu l a t t h e in t e rse c t io n o f w h a t is d e sira b le

fo r u se rs, w h a t is fe a sib le fro m a t e c h n o lo g ic a l p o in t o f
vie w a n d w h a t c o u ld b e e c o n o m ic a lly via b le .

Reference: Jake Knapp, John Zeratsky, and Braden Kowitz, Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days (New York: Simon &
Schuster. 2016)

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⮚ Design Th in k in g st e p s va ry fro m 3 t o 7 d e p e n d in g u p o n t h e e xist in g m o d e ls.

⮚ In o rd e r t o m a k e D e sig n Th in k in g p ra c t ic e a su c c e ss, it is ve ry im p o rt a n t t o b u ild a b e h a vio ra l

L
p ro file a n d t o c a p t u re c o rre c t b e h a vio ra l sig n a ls.

P T E
⮚ P ro b le m d e fin in g sh o u ld h a ve c e rt a in c o n st ra in t s b u t t o o m a n y c o n st ra in t s sh o u ld b e a vo id e d .

N
⮚ P ro t o t yp in g is a ll a b o u t lik e in t e ra c t in g w it h e n d u se r in a d va n c e , p ro vid in g t h e m a s m a ll sc a le

so lu t io n t o t h e p ro b le m a n d g e t t in g a fe e d b a c k fro m t h e m in t e st p h a se
 IIT KHARAGP UR | IIT RO P AR

L
NTThank
PE you…
 Product Engineering and Design Thinking
Prof. Prabir Sarkar
Department of Mechanical Engineering, IIT Ropar

T E L
N P
Module 07: Product Complexity, Affordability and Design Thinking
Lecture 34: Design Thinking Methodologies and Tools
⮚ Design Th in k in g Me t h o d o lo g ie s

⮚ D e sig n Th in k in g To o ls

T E L
N P
Design Thinking Methodologies

⮚ In the last two decades Design Thinking has come out as a promising
and effective technique for innovation in various industrial domains .
⮚ Several new Design Thinking models and toolkits have been developed
in order to communicate its ideology to the wider audience .
⮚ While these models may differ depending on the names and number of

E L
stages, approach, relationship between stages etc ., almost all models
have a similar kind of flow process .

T
N P
⮚ This consists of includes problem finding, defining and designing the
scope, prototype creation, gathering feedback and designing the final
product .
⮚ The main goal is to accelerate, visualize and improve, creative ideas,
which are beyond design expertise and include multidisciplinary teams .

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Design Thinking Methodologies

⮚ Initially all the existing Design Thinking models were known as process
models — a sequence of similar processes assembled into a model,
which could be seen as the approximate assumption of what the
overall process will look like .
⮚ The intention of these models is to transform the traditional way of

L
working in organizations and to create an environment where

T E
creativity and innovation can become a part of the organizational
culture .

P
⮚ The incorporation
N
of the Design Thinking approach could be done
through practice, and these models are a great way to bring this
methodology directly to the end user i.e. customers .

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1.) Stanford d. School 5 Steps Design Thinking Model

T E L
N P Source: Stanford
[Link]

⮚ One of the most famous and used design thinking models is

the Stanford d .School human -centered design thinking model which
consists of 5 stages .

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1.) Stanford d. School 5 Steps Design Thinking Model

⮚ Empathize : Empathy is a key quality in a human -centered design approach . In order to

come up with the best possible solutions, it is extremely important to empathize with
people’s needs and problems .
⮚ By observing the what, how and why of people actions, gives a better understanding of
their physical and emotional needs . This helps in identifying the problem correctly and

L
therefore solve it .

P T E
⮚ Define : After collecting all the information by observing and listening to the users the
next stage is to define the problem which is to be solved .

meaningful as well as actionable . N

⮚ The main objective in the define stage is to craft a problem statement which should be

⮚ The core of good problem statement can be defined as understanding

who are the users, what specific needs they might have and what are
insights gathered in previous stage .

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1.) Stanford d. School 5 Steps Design Thinking Model
⮚ Ideate : After defining a clear problem statement, the next step is an ideation process .
The objective of this step is to make a shift from identifying problems to creating
solutions for your customers .
⮚ This is the stage where creativity comes into play and the design team proposes a wide
range of ideas i.e. from the most obvious one to the wildest one .

L
⮚ This allows to select the few but the best available ideas for problem solution from the
pool of many .

P T E
⮚ Prototype : This is the stage where ideas come to reality .

N
⮚ Prototyping the possible ideas is extremely useful, building prototypes
insights and testing them helps to learn more about their implementation
brings a lot of
.

⮚ Stanford d .School highlighted that prototype need not to have the

complete product .
⮚ It can be anything that a user can interact with and ideally that should be
something a user can experience .

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1.) Stanford d. School 5 Steps Design Thinking Model

⮚ It is also important to identify what has been tested with which prototype because it
should answer a particular question .

⮚ Test : In t h is st a g e t h e p ro d u c t p re p a re d in p re vio u s st a g e c o m e s in t o t h e h a n d s o f
u se r. Th e in t e ra c t io n o f u se r w it h t h e p ro t o t yp e h e lp s in g a in in g t h e va lu a b le
fe e d b a c k o f t h e p ro d u c t .

T E L
N P
⮚ Th e p ro t o t yp e is t e st e d w it h in a re a l c o n t e xt o f t h e u se r’s life . It is a lso re c o m m e n d e d
t o “p ro t o t yp e a s if yo u k n o w yo u ’re rig h t , b u t t e st a s if yo u k n o w yo u ’re w ro n g ”
b e c a u se t e st in g is a g re a t w a y t o re d e fin e d so lu t io n s a n d m a ke t h e m b e t t e r.

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 2.) Design Thinking Evolution 6² Model
⮚ The Design Thinking Evolution 6² Model was developed by Katja
Tschimmel between 2012 and 2015.
⮚ The title “Evolution 6²” was chosen for following reasons : Evolution,
because creativity is an evolutionary process, iterative and interactive .
The graphic design shows that all E-phases of the model are inter
related with each other through iterative cycles .

with E: Emergence, Empathy, Experimentation,

T L
⮚ E6, because the model E6 is divided into 6 phases all of which begin

E
Elaboration, Exposition

P
and Extension .

squared” .
and convergence N
⮚ E6² because in each phase of the process, moments of divergence
(Exploration) (Evaluation) occur, making it “six
Source: [Link]

⮚ At every stage there are 6 tools and hence this model contains total 36
tools .
⮚ This model was created for any type of businesses and organizations in
order to boost transformation and innovation .

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2.) Design Thinking Evolution 6² Model
⮚ Th e first st a g e Emergence , re p re se n t s t h e id e n t ific a t io n o f a n p ro je c t o p p o rt u n it y a n d
u n d e rst a n d in g w h a t c h a lle n g e s a re t h e re . Th e p ro p o se d t o o ls a t t h is st a g e in c lu d e t h e
m e d ia re se a rc h , t re n d O b se rva t io n , t re n d m a t rix, In sp ira t io n Bo x, In t e n t St a t e m e n t , a n d
O p p o rt u n it y Min d m a p .
⮚ Th e n fo llo w s t h e Empathy p h a se t h a t a llo w s u n d e rst a n d in g w h o is t h e u se r. Th is st a g e

L
in c lu d e s t o o ls su c h a s st a k e h o ld e r m a p , fie ld o b se rva t io n , In t e rvie w , P e rso n a s, Use r J o u rn e y

E
m a p a n d in sig h t m a p .
⮚ Ne xt st a g e is Experimentation

P T
p h a se w h e re id e a s a re g e n e ra t e d , t h e b e st o n e s a re

N
se p a ra t e d a n d c o n c e p t s a re d e ve lo p e d . Th e ke y a c t ivit ie s a t t h is st a g e a re
Bra in w rit in g /Sk e t c h in g , Se m a n t ic Co n fro n t a t io n s, a n a lo g ie s, id e a c lu st e r, e va lu a t io n m a t rix
a n d id e a h it list .

⮚ Next is Elaboration st a g e w h e re p h ysic a l a c t io n s o n t h e m a t e ria l a n d

se m a n t ic so lu t io n s fo r t h e se le c t e d c o n c e p t s, d e ve lo p e d o n a p re vio u s
st a g e a re p ro p o se d . To o ls t h a t h e lp t o e la b o ra t e t h is p ro c e ss in c lu d e
d e skt o p w a lk t h ro u g h , Ra p id P ro t o t yp in g , ro le p la y, Se rvic e Blu e p rin t ,
Co n c e p t Te st in g a n d visu a l b u sin e ss m o d e l.

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2.) Design Thinking Evolution 6² Model
⮚ Fo llo w in g t h is st a g e , is t h e Exposition st a g e t h a t h ig h lig h t s t h e im p o rt a n c e o f p ro p e r
c o m m u n ic a t io n o f t h e n e w c o n c e p t s a n d so lu t io n s. He re t h e t o o ls u se d a re st o ryb o a rd in g ,
c o n c e p t visu a liza t io n , So lu t io n P ro t o t yp e s, Vis io n St a t e m e n t o r St o ryt e llin g a n d
p re se n t a t io n su p p o rt .
⮚ Th e st a g e is Extension w h e re o b se rva t io n , im p le m e n t a t io n , im p ro vis a t io n a n d fu rt h e r

L
d e ve lo p m e n t o f t h e p re vio u s st a g e s so lu t io n s t a k e s p la c e . To o ls t h a t c a n b e u se d is t h is

E
st a g e a re Im p le m e n t a t io n Ma p , Ac t io n P la n o r Ro a d m a p , e xp e rt ise m a t rix, q u e st io n n a ire o r

T
fe e d b a c k m a p .

N P
⮚ Also , w o rk in g w it h m o d e l, c a n b e d o n e w it h a s u p p o rt in g t o o ls, like Min d sh a ke D e sig n
Th in k in g Ca rd s o r p rin t a b le t e m p la t e s.
⮚ Th e se Ca rd s lo o k s im ila r t o p la yin g c a rd s a n d c o n s ist o f 78 c a rd s w h ic h fo rm a t o o lk it a n d
w h ic h d ire c t a c re a t ive p ro c e ss b a se d o n t h e Evo lu t io n 6 ² m o d e l.

⮚ 36 cards represent the 36 techniques which make up the Evolution 6²

model, remaining 36 cards are example photos of each of the technique .

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2.) Design Thinking Evolution 6² Model
⮚ The cards can be used in various ways :
1. Cards can be arranged carefully or shuffled randomly depending upon the source of
information and learning technique of Design Thinking methods ;
2. can be scattered around, which is done to inspire the team to devise their own creative
process ;

L
3. can be pinned to the wall to help the creative process and the execution of innovation

E
tasks, indicated by the Evolution 6² phases ;
4. can be use in pairs, composed
technique in action ;

N P T
by one technique and one photograph

5. Can be use in teams looking for pairs suitable for each phase of the model .
which represent the

Source: [Link]

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3.) The Double Diamond Model
⮚ The Double Diamond model has been developed by the charity organization Design
Council that focus mostly on using design as a strategic tool to deal with major social
challenges .
⮚ The Double Diamond represents a visual map, which consists a design process which is
divided into four phases : Discover, Define, Develop and Deliver .

T E L
N P

Source: DesignCouncil

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3.) The Double Diamond Model
⮚ The model emphasize the combination of divergent and convergent thinking for different
stages of the creative process .
⮚ The graphical representation of this two processes are in the shape of a diamond where the
name of the model came from .
⮚ The Double Diamond model shows that during the creative process convergent thinking is

L
necessary for two purposes : first, to confirm the problem definition and secondly to define
the solution .

P T E
⮚ Like any creative process, this model is also iterative in nature . The ideas are developed,

the weak ideas are dropped . N

verified and refined multiple times number of times, the good ideas are taken forward and

⮚ In order to come up with innovative solutions, the Double Diamond

model propose 4 phases that help designers to stimulate the creative
process .
⮚ The first phase of the model is Discover a n d it c o ve rs t h e st a rt o f t h e
p ro je c t .

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3.) The Double Diamond Model
⮚ Designers tries to look at the world from a new perspective, pay more attention to new
things and collect behavioral insights .
⮚ In the Define st a g e , t h e y c a re fu lly a n d c rit ic a lly e xa m in e a ll t h e p o ssib ilit ie s a n d in sig h t s
t h a t w e re g a t h e re d in t h e “D isc o ve r” st a g e .
⮚ In t h is st a g e a n a lyse s a n d u n d e rst a n d in g o f t h e c o lle c t e d in fo rm a t io n is d o n e . Asp e c t s like :

L
w h a t m a t t e rs t h e m o st , w h a t is m o re , fe a sib le e t c . a re lo o k in t o a n d t h e id e a s a re p rio rit ize d

T E
a c c o rd in g ly. Th e g o a l h e re is t o d e ve lo p a c le a r c re a t ive b rie f t h a t fra m e s t h e p ro b le m
fu n d a m e n t a lly.

P
N
⮚ Th e Develop st a g e c o n sist s o f e xt e n sive e la b o ra t io n o f t h e se le c t e d id e a s: c o n c e p t s a re
c re a t e d , p ro t o t yp e d , t e st e d a n d it e ra t e d .
⮚ At t h is st a g e d e sig n t e a m fa c e w it h e rro rs t h ro u g h e xp e rim e n t a t io n , t h e re fo re c la rific a t io n
o f id e a s is d o n e t h ro u g h se rie s o f it e ra t ive a c t io n s.
⮚ In t h e fin a l st a g e o f Deliver , t h e w h o le p ro c e ss is su m m e d u p t h e
d e sig n e rs a re su p p o se d t o c o m e u p w it h a re su lt in g p ro je c t .
⮚ Th is st a g e p re su m e s t h a t t h e fin a l c o n c e p t (se rvic e o r p ro d u c t ) w o u ld b e
fin a lize d , p ro d u c e d a n d la u n c h e d .

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4.) IDEO 3I’s Design Thinking Model
⮚ In 2001 IDEO came up with a Design Thinking model that allows to shape the creative
process in 3 phases : Inspiration, Ideation and Implementation .

T E L
N P

Source: IDEO

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4.) IDEO 3I’s Design Thinking Model
⮚ The Inspiration p h a se is d e d ic a t e d t o fra m e t h e d e sig n c h a lle n g e , t o c re a t e a p ro je c t p la n ,
t o b u ild a t e a m , t o re c ru it n e c e ssa ry im p le m e n t in g t o o ls a n d c o lle c t t h e d a t a t h ro u g h
d iffe re n t t o o ls a n d t e c h n iq u e s.
⮚ Th e t e c h n iq u e s o r t o o ls m ig h t va ry d e p e n d in g o n t h e o b je c t ive s o f t h e p ro je c t .
⮚ Th e Ideation p h a se is d e d ic a t e d t o a n a lyze t h e c o lle c t e d d a t a , t o id e n t ify t h e o p p o rt u n it ie s

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fo r p o ssib le so lu t io n s a n d t o b u ild ro u g h p ro t o t yp e s b a se d o n se le c t e d id e a s.

P
in fo rm a t io n t h ro u g h t h e lo o p o f it e ra t io n .
T E
⮚ In t h is p h a se t h e d e sig n t e a m t rie s t o n a rro w d o w n a p p ro a c h t o w a rd s a ll t h e c o lle c t e d

N
⮚ Th e p ro c e ss o f re fin in g a n d b u ild in g is re p e a t e d u n t il t h e fin a l so lu t io n is re a d y fo r d e live ry
t o m a rke t .

⮚ Th e re a re m a n y t o o ls t h a t a re u se d in t h is st a g e like : b ra in st o rm in g fo r
fillin g t h e in sig h t st a t e m e n t s; fra m e w o rk c re a t io n fo r st ra t e g y
d e ve lo p m e n t a n d fo r se le c t in g m o st p ro m is in g id e a s; ra p id p ro t o t yp in g
a n d b u sin e ss m o d e l c a n va s fo r c o lle c t in g fe e d b a c k a n d it e ra t io n .

Indian Institute of Technology

4.) IDEO 3I’s Design Thinking Model
⮚ After all the groundwork, comes the Implementation p h a se t h a t a llo w s d e s ig n t e a m s t o
t a ke t h e ir so lu t io n s in t h e m a rke t .
⮚ Th is p h a se in c lu d e s a ll t yp e s o f p ra c t ic a l t e st in g a n d a p p lic a t io n o f fin a l id e a lik e : ru n n in g
t h e live p ro t o t yp e fo r so m e t im e o u t in t h e re a l w o rld , ro a d m a p p in g t h e b u s in e ss st ra t e g y
w h a t m y h e lp t o k e e p u p w it h t im in g , b u ild in g p a rt n e rsh ip s, p it c h in g t h e id e a t o p o ssib le
in ve st o rs o r c u st o m e rs a n d fin a lly m o n it o rin g a n d e va lu a t in g t h e fe e d b a c k.

ID EO 3 I’s Mo d e l.

T E L
⮚ Th e fig u re b e lo w sh o w s t h e e xa m p le h o w im p le m e n t t h e le a n s t a rt u p m e t h o d o lo g y u sin g

N P

Source: ReadyTalk

Indian Institute of Technology

5.) IBM Design Thinking Model
⮚ It is one of the recently published design thinking model .
⮚ In 2013, IBM started a project to Create a design -driven culture . The project took more than
three years, involved around 750 designers and affected over 10,000 employees in the
company .
⮚ The project aimed to build a design process that ensures a clear understanding of the

L
consumer needs and to build empathy .
⮚ This new model was placed to be remarked
demand of modern companies .
P T E
with the speed and scalability to meet the

N
⮚ While the previous models were more biased towards small and medium enterprises
(SMEs), IBM’s model targets a larger scale of companies including large enterprises such as
IBM, Google, Samsung etc .

Indian Institute of Technology

5.) IBM Design Thinking Model
⮚ The IBM design thinking model consists of three
stages : Observe, Reflect, Make .
⮚ These stages are in the form of Loop . The first stage,
Observe in w h ic h d e sig n e rs fo c u se s o n o b se rvin g a n d
b u ild in g a b e t t e r u n d e rst a n d in g o f t h e p ro b le m .

L
⮚ In t h e se c o n d st a g e , Reflect , t h e d e sig n e rs a n a lyze t h e

T E
kn o w le d g e fo r it s a d o p t io n in t o t h e p ro je c t p la n .

P
⮚ Th e la st st a g e , Make , re fle c t s t h e c re a t io n o f t h e
p ro d u c t p ro t o t yp e
c u st o m e r/e n d u se r.
and d e live rin g it
N to the

⮚ In t h is m o d e l, IBM a ssu m e s t h a t t h e re is n o fin a l Source: IBM

p ro d u c t ; a ll t h e so -c a lle d fin a l p ro d u c t s a re p ro t o t yp e s
t h a t c a n b e im p ro ve d a c c o rd in g t o t h e e t e rn a l flo w o f
t h e lo o p .

Indian Institute of Technology

5.) IBM Design Thinking Model
⮚ The model is based on three main principles
represented in the figure ; focus on the user outcome,
multidisciplinary teams, and maintaining a restless
reinvention .
⮚ The customer/end user is represented by the yellow dot

L
in the loop diagram as a user -centered process .
⮚ The green dots refer to the multidisciplinary
different departments

P T E
teams from
involved in the design process,

N
and the restless reinvention refers to the iterative
nature of the process .
⮚ The process assumes that nothing is perfect and every
Source: IBM
product is a measure of iteration and development .

Indian Institute of Technology

5.) IBM Design Thinking Model
⮚ To ensure the scalability of the design process, the IBM
model organizes how the process is to be run among
different teams through three main keys : Hills,
Playbacks, and Sponsor Users .
⮚ The Hills re fe rs t o t h e p ro je c t g o a ls , t h e Playbacks re fe rs
t o p u t t in g t h e st a k e h o ld e rs o n t h e sa m e p a g e a n d

L
e n su rin g t h e d iffe re n t t e a m s a re u p d a t e d w it h t h e

E
p ro je c t p ro g re ss t h ro u g h m u lt ip le m e e t in g s, a n d t h e

T
Sponsored User m a k e su re s t h e in vo lve m e n t o f e n d

P
u se r in t h e h e a rt o f t h e p ro c e ss t h ro u g h t e st in g a n d

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fe e d b a c k s.
⮚ Th is m o d e l w a s d e sig n e d t o fit in d iffe re n t t yp e s o f
c o m p a n ie s in c lu d in g ve ry la rg e r o rg a n iza t io n s lik e IBM
it se lf, t h is is c a n b e c o n sid e re d a s a u n iq u e a d va n t a g e Source: IBM
o ve r o t h e r d e sig n t h in kin g m o d e ls.
⮚ Ho w e ve r, t h e m o d e l is st ill n e w a n d d o e s n o t h a ve
e n o u g h fe e d b a c k fro m c o m p a n ie s w h o a d o p t e d it in
t h e ir p ro c e sse s.

Indian Institute of Technology

6.) ZURB Design Thinking Model
⮚ The ZURB Design Thinking Model is one of the interesting models that share the similarity
with Stanford model .
⮚ However it lean towards considering important stages such as building the final product
and getting feedback .
⮚ This model includes five stages ; Define, Ideas, Prototype, Build and Analyze . The last two

L
stages represent creation of the final product and analysis of the market impact and the
effect of end user feedback on the final product .

P T E
N

Source: ZURB university

Indian Institute of Technology

6.) ZURB Design Thinking Model
⮚ This model has two types of the iteration cycles ; 1.) Design Iteration, and 2.) Product Reset
(Pivot) . The former includes the iteration between the stages ; ideate, prototype, build and
analyze .
⮚ If something wrong happens, the team can iterate between the four stages to compile
the problems, remove them and improve the product .

L
⮚ The second iteration process is a hard reset . If there is a major failure or the product does

E
not meet the requirements, the product resets and returns directly to the ideate stage to

P T
repeat the process from scratch and define the problem again .

Source: ZURB university

Indian Institute of Technology

Design Thinking Tools
⮚ Selecting the right tools is undoubtedly important for effective decision making and
communication in a multidisciplinary team .
⮚ The tools can be tangible or intangible .
⮚ They can be physical, such as a pencil, paper, and drawing board, or software tools with
rich visuals that support the process of Design Thinking .

visualize the system’s complexity and depending

T L
⮚ The tools are used to help teams in adopting a new perspective on design tasks, to

E
on the design stage reflect a
convergent or divergent view of design .

N P
These following tools are adapted from Darden Professor Jeanne M. Liedtka and Timothy
Ogilvie’s technical note 10 Tools for Design Thinking (Darden Business Publishing), which
provides a step-by-step guide on how to implement these tools. Great Learning

Indian Institute of Technology

1.) Immersion
⮚ This is the first tool that is used in any process of design thinking . As soon as a designer
begins to think about a problem which is to be needs to be solved or an revolutionary idea
-immersion begins to happen .
⮚ Immersion includes various sub -processes :
1. Simulation : A day in the life of a person to understand her/his needs .

L
2. Research : After simulation, exploratory research related to the context surrounding the

E
problem begins . Again, it can be multifaceted depending on the data that is to be

T
collected and used .

N P
3. Brainstorming : This tool is most crucial when it comes to collaborative brainstorming
sessions with a team, stakeholders, or prospective innovators/product managers .
4. Overshadowing : After the three phases of ideation, overshadowing commences . This tool
is used to monitor a client’s interaction with a product over a considerable period to
understand preferences and dislikes .
⮚ Design Thinking Tools available in the market that can be used for
undertaking Immersion are SessionLab , Stormboard , IdeaFlip , Smaply ,
Userforge and MakeMyPersona .

Indian Institute of Technology

2.) Visualization
⮚ Visualization is about using images . It’s not about drawing ; it’s about visual thinking .
⮚ Visual thinking helps designers to imagine specific product that is suitable to the needs of
the end users .
⮚ It pushes designers afar from using words or language alone . It is a way of unlocking a
different part of brains that allows them to think nonverbally .

T
the ground and can be used to place things over it . L
⮚ For example, to manufacture a table, one has to think of a platform

E
that is raised above

N P
⮚ However, visualization cannot be open -ended, which means that until and unless
designer make drawings of the table he wants to sell in the market, the entire team will
have not have an awareness of what a table should look like .

⮚ Tools available in the market for Visualization : Miro , Conceptboard ,

Google Jamboard , Mural and Shape .

Indian Institute of Technology

3.) Journey Mapping
⮚ Journey mapping (or experience mapping) is an ethnographic research method that
focuses on tracing the customer’s journey as he interacts with an organization while in the
process of receiving a service, with giving special attention on his emotional highs and lows .
⮚ Journey mapping is used with the aim of identifying those needs of customers which they
are usually unable to articulate .
⮚ Designers usually do this mapping by laying out a hypothetical

L
view of how a certain

E
customer group’s journey looks like .
⮚ Later they conduct pilot interviews
that they are on right track .

N P T
with a small number of customers in order to ensure

⮚ Aft e r o b t a in in g t h e t ru e t h e m e s fro m t h e in t e rvie w s, d e s ig n e rs c a n

c o m p a re it w it h t h e fin d in g s t h e y g o t in p re vio u s st e p s.
⮚ Th e fa m o u s o n lin e t o o ls a va ila b le fo r Cu st o m e r J o u rn e y Ma p p in g a re
UXPressia , Lucidchart , Microsoft Visio , Gliffy , Custellence and
OmniGraffle .

Indian Institute of Technology

4.) Value Chain Analysis
⮚ Value chain analysis is the business -side equivalent of customer journey mapping .
⮚ It is a tool used for evaluating each and every activity in a company’s value chain to
understand where are the opportunities for improvement lie .
⮚ By conducting value chain analysis managers can know which steps can increase or
decrease the value from final product or service .

increasing time in R&D of the product .

T L
⮚ This gives managers or designers some form of advantage,

E
like reduction in cost or

N P
⮚ Value chain analysis examines how an organization
partners to produce, market and distribute new offerings .
interacts with value chain

⮚ Analysis of the value chain offers ways to create better value for
customers along the chain and uncovers important clues about partners’
capabilities and intentions .
⮚ It begins by working backward from value creation for the ultimate end
customer and then adding the capabilities and bargaining power of
other key suppliers .

Indian Institute of Technology

5.) Mind Mapping
⮚ Mind mapping is used to represent how ideas or other items are linked to a central idea.
⮚ Mind maps are used to generate, visualize, structure and classify ideas by looking for
patterns and insights that provide key design criteria.
⮚ It is more of a team game. Designers presents the data to the end user in simplest and
clearest form and ask them to group this data in ways that allow themes and patterns to
emerge.

E L
⮚ Designers also do this by creating posters consisting of key themes and trends.

T
⮚ Then inviting a group of thoughtful people to look into these visual representations data

N P
and note down key learnings which can results in the formation of new ideas, then group
those learnings into themes.

⮚ Design Thinking Tools available in the market that can be used for Mind
Mapping are ClickUp , Ayoa , Miro , MindMeister , SmartDraw , Milanote ,
Microsoft Visio , MindGenius a n d Lucidchart.

Indian Institute of Technology

6.) Rapid Concept Development/Iteration
⮚ Rapid concept development helps design thinkers in generating hypotheses about
innovative product opportunities .
⮚ In today’s fast -paced world, where competition is tighter than ever, it has become
extremely essential for organizations to adapt quickly with ever changing customers
needs .
⮚ In this tough scenarios, where coordination between people and objects from the real

E L
world cannot be replicated in office spaces, a quick iteration design thinking tool
works best .

T
N P
⮚ Therefore, designers should test their designs quickly in the real world, improve upon
them . This will also keep the market open for innovation .
⮚ If organizations spent too much time solving small logistical
chain of operations can be affected .
problems, the entire

⮚ Hence rapid iterations are necessary to keep up with market pace .

Indian Institute of Technology

7.) Assumption Testing
⮚ Assumption testing focuses on identifying assumptions underlying the appeal of a new
business idea and using available data to assess the likelihood that these assumptions will
turn out to be true .
⮚ These assumptions are then tested through thought experiments, followed by field
experiments .
⮚ Once designers identify which assumptions that are most critical to the potential

⮚ Here, designers focus on identifying

T E
the information L
attractiveness of their new concept, they conduct test and find out the key assumptions .
needed and then figure out how to
get it .

N P
⮚ Further they sort the needed data into one of the following three categories : what they
know, what they don’t know and can’t know, and what they don’t know but should .

⮚ The third category is responsible for the creation of thought experiments .

⮚ Lastly Designers identify what it would take to get the data quickly, then
design thought experiment by paying special attention to the data that
could prove them wrong .

Indian Institute of Technology

8.) Rapid Prototyping
⮚ Rapid prototyping techniques helps in converting abstract new ideas tangible to potential
partners and customers .
⮚ These include storyboarding, user scenarios, experience journeys and business concept
illustrations — all of which encourage deep involvement by important stakeholders to
provide feedback .
⮚ Prototyping is all about minimizing the “I” in ROI (Return On Investment) . The cost of a

⮚ Business concept prototypes

T E L
simple 2-D prototype could be as low as a pen and some paper .
generally take visual and narrative forms : images and stories .

N P
⮚ They can even include role -playing and skits .
⮚ As a design thinking tool, Prototyping can become quite painful for designers, who have
clocked in sweat and tears to make their prototype .

⮚ Tools available in the market for Prototyping are Boords , Mockingbird ,

POP -app b y Ma rve l, PowerPoint , Keynote , Lumen 5, a n d Proto .io .

Indian Institute of Technology

9.) Learning Launches
⮚ Once the prototype is approved, it goes to the final end -user/customer .
⮚ Learning Launch is the tool where test product is launched in the market for a quick
experiment .
⮚ In contrast to a new product launch, this test is conducted solely for gathering data .
⮚ As a design thinking tool, Learning Launch can be difficult to navigate through because

L
liking the product does not mean that it will be purchased .
⮚ Learning launches are designed to test the key underlying

P
a potential new -growth initiative in the marketplace .
T E value -generating assumptions of

N
⮚ In contrast to a full new -product rollout, a learning launch is a learning
conducted quickly and inexpensively to gather market -driven data .
⮚ The most critical aspect of this tool is that unlike traditional analysis and case studies that
experiment

happen over a long period, this approach works for short periods .

(For more on learning launches, please see “The Learning Launch: How to Grow Your Business
With the Scientific Method.”)

Indian Institute of Technology

10.) Collaborative Creation/ Co -Creation
⮚ Collaborative Creation incorporates techniques that allow managers to engage a customer
while in the process of generating and developing new business ideas of mutual interest .
⮚ In conventional techniques like in Six Sigma NPD team take their product which is having
all features to market and also take the detailed feedback, which no doubt takes significant
amount of time .

L
⮚ But in case of Design thinking the approach is different . Here the incomplete product is

T E
taken to the customer and then the feedback is taken from them .

P
⮚ Leaving parts of the concept incomplete is a great way to elicit the customers’ creativity

N
and competence . This makes intuition work and is a good way to engage a buyer’s
creativity and intellect . Offering multiple prototypes can make this process even better for
zeroing in on your final product .

⮚ Tools available in the market for helping co -create : Any data collection
tool like Excel , Tableau , Xplenty , a n d Digsite .

Indian Institute of Technology

11.) Storytelling/Art of Selling

⮚ Storytelling has been used in every craft and art practice, including business and is become
a primary production tool.
⮚ As part of design thinking, this tool, if not used properly, can result in returning to phase 1,
Immersion.
⮚ After all, without convincing the customer to buy the product . It is where the whole team of

L
professional advertisers and marketers come into picture .

product.

P T E
⮚ The art of selling revolves around creating presentations and storyboards around your

N
⮚ Story narratives about revealing a problem, how it can be tackled, and how your solution is
best in the market should be as good as possible.
⮚ Using metaphors, analogies, and data to drive home your product and
service is key to nailing the art of selling .
⮚ If you see any successful life -cycle of a product or service, notice that how
it was introduced in the market made all the difference in bringing
about sales and staying in the minds of consumers forever

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Conclusion

⮚ Design thinking with its tools is so effective precisely because it understands the needs of
consumers and creates tailor -made solutions for them.
⮚ If used correctly, it can change the fate of any organization.
⮚ It’s not just about profit and products. Design Thinking can be used in any industry to bring
about desired results.

identifying places and problems that need attention.

T E L
⮚ Thousands of NGOs and NPOs across the world are using design thinking tools for

⮚ From providing clean in P

⮚ Various academic institutions are adopting Design Thinking in their curriculum.

N
-house toilets, portable drinking water to cooking gas supplies in
mountain areas, design thinking is changing the world gradually.

Indian Institute of Technology

 IIT KHARAGP UR | IIT RO P AR

L
NTThank
PE you…
 Product Engineering and Design Thinking
Prof. Pranab K. Dan
Rajendra Mishra School of Engineering Entrepreneurship, IIT KHARAGPUR

T E L
N P
Module 07: Product Complexity, Affordability, and Design Thinking
Lecture 35: Frugal Engineering: A Disruptive Innovation Paradigm in Product Design and Development
❖ Innovation and Disruption
❖ Marvel or ‘Best Fit’: @ Intersection of ‘Design', 'Technology’, ‘Business’ and ‘Market’
❖ A market where affordability matters: Contextual for Frugal Engineering and Innovation
❖ Reverse Innovation (RI) vs. Frugal Innovation (FI): A conceptual framework
❖ Frugal Design (FD) Thinking: Features integral to FD Approach
❖ Frugal Engineering (FE) spans the entire design space: Low-end to High-end
❖

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Examples: Innovative Frugally Engineered products

E
❖ Unique Value Proposition (UVP) in Frugal Design and Engineering
❖
❖
❖
Frugal Design Features and examples:
Tools for Frugal Engineering
TRIZ Method - At a glance
N P T
❖ Reverse Engineering Method - At a glance
❖ ISRO’s Frugal MoM
❖ Conclusion
❖ References
 Innovation and Disruption
❖ Product innovation, is about creating a new The approach adopted for this often is through ‘Frugal
product or improving one to fulfill users’ needs Engineering’, which is also referred to as ‘Frugal
in a novel way, may cause a disruption of the innovation’, or ‘Frugal Design’ or ‘Affordability
following kinds; Engineering’ etc. in the literature.

L
▪ Low-end disruption, and Though a term ‘Jugaad Innovation’ is noted in few

E
▪ New-market disruption places, its use will be advisedly and strictly dispensed

❑ Low-end disruption: when a venture enters at

N
the low-end of the market, offering productsP T
due to its poor connotation about quality, and most
importantly since the modality is unsustainable.

with ‘good-enough’ or ‘Copacetic’ quality at a

low price, accepting low-profit.

❑ New-market disruption: when the ventures

create a new segment in an existing market
and progress to high-end market, gradually
pushing the incumbent products outmoded.
▪ Frugal innovation aims at discreet removal of non-vital Frugal Engineering’ the ‘term’ was coined
features (‘de-featuring’), from products and thereby (2006) by Carlos Ghosn, CEO of Renault-Nissan,
reducing cost without compromising quality. referencing it as the process of designing and
developing the world’s cheapest car (TATA-
▪ It is an approach to product development which Nano), for the lower-strata of the economic
scrutinizes the wastefulness of over-engineered pyramid in India.
products and is about making things for better value
recognition using fewer resources.
T E L Western companies began using Tata Motors’

N P
▪ With the dictum for ‘good enough’ or ‘Copacetic’
quality or optimized product performance, with value-
strategy (Andrea Bencsik et al., 2016), facing the
challenges with the traditional business strategy
for R&D.
sensitive design, this consequently increases demands
as well.

▪ Increase in demand works for economies of scale that

⮚ The Demand-volume
is favorable for high volume and revenue even with low
(Market-Size) needs
price points with slim profit margin.
assessment and credit.
 Marvel or ‘Best Fit’: @ Intersection of ‘Design', 'Technology’, ‘Business’ and ‘Market’

Frugal Products: Simpler designs

without supererogatory (over
engineered) features.
Design Technology

T E L
N P Marvel Occurs
How big is the ‘Market’ for Frugal Products?

Market/ Customers
Business/
Enterprise ‘Market-Size’ and ‘Trend’ has
influence on the success of a
product venture
Diagram: Inspiration from the discourse by Alexander Osterwalder
A market where affordability matters: Contextual for Frugal Engineering and Innovation

A Report: According to the Consulting firm, PWC, Enterprises are challenged, in this
market, typified by new value
❑ The ‘Global Emerging Middle’ a class of consumers that propositions needing new ways of
define a critical growth horizon for companies over the thinking (Quality and Affordability)

L
coming decade. - Quality is the fulcrum).

T E
❑ Termed as the ‘Next 4 Billion’ in countries like India, China,

P
Innovations / products developed in

N
Indonesia, Africa and Latin America (Low-income countries: these countries can be exported to
emerging economies) where over 4 billion people lives, based Western countries (Reverse Innovation,
on data when world population was 7 billion (8 billion now). RI).

❑ If the next lowest bracket is considered, it crosses 5 bn.

❑ A market of USD 6 Trillion, annually (excluding Reverse

Innovation market).
Reverse Innovation (RI) vs. Frugal Innovation (FI): A conceptual framework

Macro-level drivers
‘Need-based problem-solving
(Country/ Regional) Reverse ideation’ and ‘Frugal
Innovation Engineering’ - the two key
tenets of frugal innovation

L
Micro-level drivers and the basic building blocks

E
(Individual Consumer) in the conceptual framework

T
Developed Markets
relating FI and RI.

Macro-level drivers N P
Emerging Economy Markets

Frugal
(FI may become RI)

(Country/ Regional)
Engineering Frugal
Innovation

Micro-level drivers Indigenous-Need-based

Individual Consumer Ideation
Source: Simula et al. (2015)
 Frugal Design (FD) Thinking: Features integral to FD Approach

❑ Affordable: Price Point and Total Cost of Ownership

❑ Manufacturable: Easy to manufacture and cost economically
❑ User Centric: Easy and simple to operate and user-friendly
❑ Functional: Performance Reliability and Quality

E L
❑ Local: Indigenously sourced for containing cost

T
N P ❑ Sustainable: Economical, socially relevant, and Eco-Friendly.

According to Peter Löscher, CEO of Siemens,

“Scarcity of resources is not an impediment
but an enabler (of innovation).”
as reported by N. Radjou.

Source: Sustainable Frugal Design Using 3D Printing, I. Gibson and [Link],

Environmental Footprints and Eco-design of Products and Processes, Handbook of Sustainability in Additive Manufacturing Vol 2,
Springer, Series editor, S S Muthu (2016)
Frugal Engineering (FE) spans the entire design space: Low-end to High-end)

(Focus of this discourse: Commercial/ Industrial Frugal Products/ Systems) FE combines High-tech
like, artificial intelligence
❖ Frugal Engineering practice and Frugal Innovation approach spreads across
or IoT, with standard and
existing ones to create
High-Tech to conventional-tech domain.

L
Frugal Products and also

E
adopts Bricolage

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▪ From Space Craft (MoM) to small Refrigerator (Godrej, Chotukool), which
is electrical battery operated where electricity is not regularly available.
▪ Designing Car (Nano, Kwid or Logan) to incubator for infants (Stanford)
(creation from a diverse
range of
things) approach.
available

▪ From Electrocardiogram Machine to Ultrasonic Scanner (GE)

▪ For X-Ray machine (Siemens) to Prosthetic Limb (Jaipur Foot)

Examples and Illustrations follow…..

Examples: Innovative Frugally Engineered products Cost Disruption
Med-Equipment, Agri-tractors, Automotives, Refrigerators etc with
drastic cost reduction while preserving value

MAC 400 ECG Machine: General Electric, for

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instance, has developed several healthcare devices

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in emerging economy markets and
electrocardiogram is one such device. Standard

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cardiograms are rather complex and only trained
cardiologists are able to use them, while General
Electric’s frugal cardiogram removed non-vital
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components and reduced product-process
complexity significantly by substituting locally
available materials, such as, printers used in local
bus terminals and off-the-self components.

Fig.: Credit: Oxford

 Tractor for Agri-farming: developed with Affordability (Frugal) Engineering

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Small Diesel engine operated tractor, ‘KrishiShakti’ enabling farm mechanization
in an affordable manner has been developed by CSIR – CMERI (Central
Mechanical Engineering Research Institute). This low-cost, compact and easily
manoeuvrable tractor, is well suited for small size lands, and is for farming and
transportation. Fig: Credit: Global Tractors Market
 Siemens Multix Select DR (X-Ray Machine)

❑ At one-third the price within

the product-portfolio.

❑ Due to cost pressures and

competition, healthcare
providers look for budget-
friendly solution for good-
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quality general radiography.

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▪ Floor-mounted (low-cost room setup) digital X-ray machine with high level
clinical flexibility.
▪ Excellent image quality, achieved by selecting from best technologies.
▪ Financial flexibility that offers expert solutions for general radiography in an
economical way.
 Fetal Heart Monitor (FHM) and Frugal SMART products from Siemens

❑ Siemens, through its R&D centres in emerging

economies (India and China) is developing
frugal solutions for delivering better value to
consumers.

❑ Indian R&D centre, in collaboration with their

German counterparts have developed a FHM,
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Cost disruption by using

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Microphone technology
designed with microphone instead of

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instead of ultrasound
ultrasound technology, as the latter is
technology
expensive.
Fig: Credit: Siemens
US $200 bn global market for SMART portfolio of Siemens:
SMART: Simple, Maintenance-friendly, Affordable, Reliable, and Timely-
to-market
Products are 50% cheaper than conventional high-end solutions.
 Jaipur Leg/ Jaipur Foot

❖ A low cost prosthetic ‘Jaipur leg’ developed in India, costs

only about $150 to produce, that embodies improvisations
by adapting irrigation piping into the design to reduce cost.

❖ This is one-tenth the cost of high-end one.

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N P Fig: Credit: Source
 Infant Warmer/ Incubator designed @ Stanford University

❑ Embrace’, designed at
Stanford University (USA),
where a team of graduate
students conceptualised for
creating an low-cost infant
warmer, to be used as
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incubator, that functions as
a low-tech device.
N P Fig: Credit: Source

❑ The technology is associated with a phase-change-material, a wax like

substance, which on melting, can maintain a constant temperature of 98
degrees Fahrenheit for nearly eight hours at a stretch. This substance pouch
can be reheated thousands of times.
 X-ray machine, Zhongxing Medical, China

Principle adopted: BORROW and REUSE

Innovation: By Re-engineering an underused technology (in an aerospace
company in Beijing) that builds equipment

❑ Problem Focus: A trade-off was considered to achieve this; rather than

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designing the equipment for wide range of intricate scans, it focused only on
to perform the chest scans, which is maximal among scanning requirement. Priced (USD) at only

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Understanding the basic needs of its target customers (hospitals), as well as $20K compared to

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their limitation to afford an all-purpose X-ray machine, the product has $150K models of GE
been engineered. and Philips.
❑ Solution/ Technology: The company designed a ‘digital direct X-ray (DDX)’ Fig: Credit: Source
system on ‘line-scanning’ technology that was available with its parent
company (Beijing Aerospace), which was regarded as obsolete by GE and
Philips, the two major suppliers at that time.
❑ Result (Market): This newly developed machine captured half of the China’s
X-ray market compelling GE to cut prices by half and Philips to exit.
TATA Nano: One of the most referred frugal engineering outcomes is the world’s cheapest car

⮚ Rear mounted engine: 2-cylinder petrol engine (Bosch),lightweight than to 4-cylinder engines.
⮚ Continuous variable transmission: Uses CVT, alternative to manual or automatic transmission.
⮚ Limited Instruments: Analog speedometer, odometer and fuel gauge.
⮚ Low-Cost wheel bearings: The bearings are designed sufficient for moderate speed.
⮚ Windshield wiper: Used a single windshield wiper.

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⮚ Tyer: Smaller with lesser no of lugs in Wheel assembly

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⮚ Lightweighting: Extensive use of plastic for parts without compromising safety.
⮚ Reduction in components: NO power steering, air conditioning, emissions control, antilock brakes, air

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bags, safety beams or radio.
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The aim of the design features presented
is to lessen complexity of procurement
and production processes and
considerably lowering of costs.

Fig: Credit: Tata Motors

All-terrain Wheel chair for rural India: with Affordability Engineering

India is where Prof. Amos Winter of MIT developed

an all-terrain wheelchair, and this place acts as a
real-world laboratory for him. Here, the consumer

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earnings are less, has a different culture, and hence

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he aims to capture the concerning factors and

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low-cost, high-impact technologies at the Global
Engineering Research Lab (GEAR) of MIT

([Link]
A couple of other examples from Indian companies

❖ Aakash Internet Tablet: Developed by ‘Datawind’ for Indian

government to provide low-cost computational tablets for
students in India.

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❖ ChotuKool fridge: A small refrigerator

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‘ChotuKool’, sold by Godrej Ltd.(India)
that shares more commonality
with cooling system used for computers
unlike other refrigerators;

❖ the traditional compressor is removed for

a computer fan.

Figs: Credit: Source

 Unique Value Proposition (UVP) in Frugal Design and Engineering

❖ Value Driven: Minimal upfront price (on Feature Optimal Target Cost)
with performance reliability and durability ‘Affordable Excellence’
results from its Unique
❖ Total Cost of Possession: Price + Maintenance + Operational

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Value Proposition (UVP)

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Consumption + cost to achieve eco-friendliness (Green/ Eco-design)

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❖ Optimised Performance with Robustness: Can perform under high
variation of working condition
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❖ Complexity reduction for ‘User friendliness’: Elegant Simplicity

❖ Economies of Scale: High Demand, High volume production, Mass-

Customisation, High Revenue (even with slim profit margin).
Frugal Design Features and examples:

❖ Cost/Price: In auto industry, it is not just the low-price but also the
consideration for fuel mileage, low maintenance/ repair costs in a price-
sensitive segments of small cars. For a fan or fridge, power consumption and
maintenance cost is important, besides the price-point.

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❖ Robustness: Products need to withstand voltage fluctuations, abrupt power-
cuts, dusty environment, and extreme temperatures etc..

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❖ User friendliness: Potential buyers may not have prior experience of using
similar products. Not to therefore presume a significant level of familiarity on
the consumer side in designing the products. Frugal products, therefore, need
to be easy-to-use and fault-resistant.

❖ Feature-optimised Target Cost based: This is for Economies of Scale; thin

profit margins are associated with frugal products necessitate access to
voluminous business to reduce unit cost of development and production.
Tools for Frugal Engineering:

Whatever serves the purpose for creating Frugally Engineered Product can be used as tools, however,
there are some in Product Engineering that are specially pertinent:

⮚ VALUE ENGINEERING: FAST Diagram : Module-02, Lecture-10, Slide No.-07

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to 15

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⮚ DFM and DFMA: Module-06, Lecture-28, Slide No.07 to 19

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⮚ FMEA: Discussed in Module-06, Lecture-30, Slide No.07 -12

⮚ TRIZ METHOD: (briefly addressed) Module-01, Lecture-05, Slide No.-07

[Quick familiarisation follows]

⮚ REVERSE ENGINEERING: [Quick familiarisation follows]

 TRIZ Method
- At a glance

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Fig: Ref: Systematic Innovation in Engineering; TRIZ
and non-TRIZ Tools Ana Sofia M E Dias etnal.

FiG:A Contradiction-Based Approach for Innovative Product Design Yao-Tsung Ko, Chia-Chen Lu and Li-Hui Lee
Reverse Engineering Method
- At a glance

T E L Forward Engineering

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vs

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Reverse Engineering
ISRO’s Frugal MoM; Low-cost (80 Million USD)
Spacecraft, Mangalayaan, for Mars Orbiter Mission
(MoM) with an outlay of only 10 %, compared to
MAVEN, built by NASA. It is based on Frugal
Engineering, as it adopted available technology as

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much as possible. The concept was that instead of

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directly flying to Mars, the vehicle would orbit the
earth for about a month, building up velocity to

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slingshot its way out of earth’s gravitation to embark
on its 400 million kilometre journey. The quality and
reliability has not been compromised -
the Mangalyaan mission, which was initially meant to
last six months, has completed five years of orbiting
Mars and is likely to continue for some more time.
This discourse deals with Innovation and Cost Disruption to create affordable
products based on the precepts of Frugal Engineering and Innovation. It
discusses the interaction of ‘Design', 'Technology’, ‘Business’, and ‘Market’ for
ideal ‘Fit’. The aspect of Frugal Engineering based Reverse Innovation is also
delineated, here. The discussion moves to the Frugal Design aspects, including

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‘Unique Value Proposition (UVP)’. A number of examples have been presented
for a comprehensive understanding and close with a discussion on pertinent

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tools for Frugal Engineering.

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1. Product Engineering and Design Thinking Lecture Notes by Pranab K Dan and Prabir Sarkar.

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NTThank
PE you…