A RESEARCH PROJECT BETWEEN THE WEIR GROUP PLC AND THE UNIVERSITY OF STRATHCLYDE
Silver Bullet Matrices The Use of Design Methods Towards Innovative Problem Solving
Solutions in an Engineering Context
Kerrie Noble, 3rd Year PDE, Department of Design Manufacture and Engineering Management
Dr. Hilary Grierson, Department of Design Manufacture and Engineering Management
Abstract: This document looks at the silver bullet process and aligns the company groupings, as shown in document 1, with suitable design methods and tools, as outlined in document 2, which can be used when necessary throughout the silver bullet process.
13/11/2012
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 1
Table of Contents Project Overview .............................................................................................................................................................................................................................. 3
Document 3 Overview ..................................................................................................................................................................................................................... 5
Review of the Silver Bullet Process .................................................................................................................................................................................................. 7
Design Methods and Tools for the Silver Bullet Process ................................................................................................................................................................. 8
Weir Group Minerals Division – Silver Bullet Matrix ..................................................................................................................................................................... 10
Matrix 1 – The Current Situation ............................................................................................................................................................................................... 10
Weir Group Minerals Division – Silver Bullet Matrix ..................................................................................................................................................................... 14
Matrix 2 – What could be Different? ......................................................................................................................................................................................... 14
Weir Group Minerals Division – Silver Bullet Matrix ..................................................................................................................................................................... 23
Matrix 3 – Evaluation ................................................................................................................................................................................................................. 23
Weir Group Minerals Division – Silver Bullet Matrix ..................................................................................................................................................................... 25
Matrix 4 – Development ............................................................................................................................................................................................................ 25
Weir Group Minerals Division – Silver Bullet Matrix ..................................................................................................................................................................... 27
Matrix 5 – Implementation ........................................................................................................................................................................................................ 27
Weir Group Oil and Gas Division – Silver Bullet Matrix ................................................................................................................................................................. 29
Matrix 1 – The Current Situation ............................................................................................................................................................................................... 29
Weir Group Oil and Gas Division – Silver Bullet Matrix ................................................................................................................................................................. 33
Matrix 2 – What could be Different? ......................................................................................................................................................................................... 33
Weir Group Oil and Gas Division – Silver Bullet Matrix ................................................................................................................................................................. 39
Matrix 3 – Evaluation ................................................................................................................................................................................................................. 39
Weir Group Oil and Gas Division – Silver Bullet Matrix ................................................................................................................................................................. 41
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 2
Matrix 4 – Development ............................................................................................................................................................................................................ 41
Weir Group Oil and Gas Division – Silver Bullet Matrix ................................................................................................................................................................. 43
Matrix 5 – Implementation ........................................................................................................................................................................................................ 43
Weir Group Power and Industrial Division – Silver Bullet Matrix .................................................................................................................................................. 45
Matrix 1 – The Current Situation ............................................................................................................................................................................................... 45
....................................................................................................................................................................................................................................................... 48
Weir Group Power and Industrial Division – Silver Bullet Matrix .................................................................................................................................................. 49
Matrix 2 – What could be Different? ......................................................................................................................................................................................... 49
Weir Group Power and Industrial Division – Silver Bullet Matrix .................................................................................................................................................. 54
Matrix 3 – Evaluation ................................................................................................................................................................................................................. 54
Weir Group Power and Industrial Division – Silver Bullet Matrix .................................................................................................................................................. 56
Matrix 4 – Development ............................................................................................................................................................................................................ 56
....................................................................................................................................................................................................................................................... 58
Weir Group Power and Industrial Division – Silver Bullet Matrix .................................................................................................................................................. 59
Matrix 5 – Implementation ........................................................................................................................................................................................................ 59
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 3
Project Overview
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Company Groupings
Minerals Division
Oil and Gas Division
Power and Industrial Division
Review of Design Methods and Tools
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 4
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Review of Weir’s Silver Bullet Process
Silver Bullet Table
Minerals Division Matrix
Oil and Gas Division Matrix
Power and Industrial Division
Matrix
Project Overview Diagram
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 5
Document 3 Overview Document 3 contains the design matrices for each of the Weir’s Divisions. Each division has 5 matrices which correspond to the 5 stages of the Silver Bullet process: the assessment of the current situation, assessing what could be made different, evaluation of innovative ideas, further development of innovative ideas and the implementation of these ideas. Each matrix lists the company groupings, which were explained in deliverable document 1, and the design methods and tools, which were explored in deliverable document 2. The matrices then identify the most suitable design methods to be used during two different types of innovative projects, a new design project, where the aim is to introduce a new product to the market, and a re-design project, where an existing product is changed or improved.
The rating system used throughout the matrices is based on a 1 – 5 scale, where 1 identifies the most suitable design method and 5 is the least suitable. For ease of use only design methods being identified as 1 or 2 on the scale have been shown and explained. To help distinguish between the two different innovation projects and the consequences this may have on the use of particular design methods, a colour coding system has been used. Green indicates the suitability for use within new design innovation projects and yellow indicates the suitability of the design method to be used in re-design innovation projects.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 6
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 7
Review of the Silver Bullet Process
Figure 1: The current Silver Bullet process used by the Weir Group PLC.
This diagram outlines the four key stages in the Silver Bullet process used by the Weir Group PLC.
The diagram describes how the process and particular design methods and tools are currently used within the organisation.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 8
Design Methods and Tools for the Silver Bullet Process Figure 2 outlines the sections of the current Silver bullet process used by the Weir Group PLC and lists the design methods and tools, as outlined in document 2, which can be used to help the innovation process within each of these sections.
Weir Group PLC – Silver Bullet
Idea Generation
Evaluation Development Implementation What do we know about today’s current situation?
How could it be different? What barriers need to be removed?
SWOT Analysis Needs Analysis De Bono’s Six Thinking Hats Paper Prototyping PDS PESTEL Analysis Attribute Listing/Matrix Analysis Interactive Case Studies Rapid Prototyping Design Brief
Parametric Analysis Benchmarking Perspective-based Inspection TRIZ Hierarchical Task Analysis Fly-On-The-Wall Focus Group Backcasting/Future Landscape Life Cycle Analysis Action Plans
Observation and Shadowing Empathic Modelling The User/Task Matrix Spatial Prototyping Gantt Chart
Individual Interviews Immersive Workshop Laddering Questions DFMA Bill of Materials
Questionnaires and Surveys Intervention/provocation The Magic Thing Value Analysis Collective Visualisation/Interactive Networks
Organisational Documents Pseudo-Documentary Collective Filtering Value Engineering Network Mapping
Day In The Life Scenario Screening and Scoring Experimental Analysis Environment Mapping
Design Probe User Forum Dot Sticking/Personal/Anonymous Voting P-Diagram Community Documentation
Design Persona Ergonomic Analysis Controlled Convergence Matrix FMEA Video Ethnography KANO Model Weighting and Rating Matrix Sustainable Consumption
Web Forum Function Means Tree Dematerialisation Porter’s Five Forces Quality Function Deployment Biomimicry
Assessing Capability Levels Anthropometric Analysis Cradle to Cradle 5 Whys? Longitudinal Study Environmental Impact Assessment
Diary Study Affinity Diagramming Cleaner Production Photo Study KLM-GOMS (Keystroke-Level Model GOMS) Design for Environment
Claims Analysis Brainstorming Life Cycle Cost Cognitive Task Analysis Free Listing Critical to Quality
Teach back Metaphor Brainstorming Dewhurst and Boothroyd Storyboard Brain drawing Design for Maintenance
Postcard Portraits Brain writing Activity Based Costing Yes, and… Card Sorting Pareto Costing
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 9
Weir Group PLC – Silver Bullet
Idea Generation
Evaluation Development Implementation What do we know about today’s current situation?
How could it be different? What barriers need to be removed?
Root Cause Analysis/Error Analysis Function Allocation Process Sketches Parallel Design
Participatory Design
SCAMPER
Word Association
Lateral Thinking
6-3-5 Brainstorming/Carousel
Morphological Chart
Force Fitting
Body Storming
Reversal
Synectics
User Interface Race
3D Concept Mapping
Multi-Dimensional Mapping
Physical Problem Solving
Geographic Ideation Figure 2: Design methods and tools for each stage of the Silver Bullet process.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 10
Weir Group Minerals Division – Silver Bullet Matrix
Matrix 1 – The Current Situation Matrix 1 within the Weir’s Minerals Division details the design tools and methods used within the first stage of the Silver Bullet methodology, the current situation.
The matrix explains how the most suitable design methods can be used within each of the 8 groups within this division, see document 1 for more details on each of the groups in the Weir’s Minerals Division.
Weir Group Minerals Division Silver Bullet Matrix 1 Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
Current Situation
SWOT Analysis
(1) This method should be conducted for all groups before embarking on any new design project. It is useful for gauging the strengths and weaknesses of the current situation and whether the current solution is a successful in what it does. It also allows for the opportunity to identify opportunities for niche gaps and improvements within the product and product ranges while also identifying threats. This is the best place to start for any project as it allows a reflective analysis to take place. To be effective it must be conducted by a cross-functional team with no
limitations to criticism or input.
PESTEL Analysis (2) This method is useful mainly for design projects which involve producing products from scratch, with no previous models in existence, so the company can expand its product portfolio. It allows good insight into available technology and legislation restrictions. For most other projects it is quicker and easier to use the SWOT analysis tool for simply improving upon an existing
design, although it should be remembered that legislation may have changed in the area of use for that product so this area should be considered also alongside the normal SWOT categories.
Parametric Analysis
(1) Parametric analysis within this group, concentrating on
products associated with milling, will help identify the
competitors within this market. As this group also includes both pumps and liners, it will help give a
clearer understanding of the interrelationships and
parameters concerned with the combining of the two
products.
(1) Parametric analysis within this group,
concentrating on products associated with use within the gas industry, will help identify the competitors
within this market.
(1) Parametric analysis within this group, concentrating on products associated with the petrochemical and nuclear
industry, will help identify the competitors within this
market. As this group also includes both pumps and valves, it will help give a
clearer understanding of the interrelationships and
parameters concerned with the combining of the two
products.
Fly-On-The-Wall
(2) Using a combination of these methods within this group may help to give a
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 11
Weir Group Minerals Division Silver Bullet Matrix 1 Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
Current Situation
Observation and Shadowing
better idea of the customers' requirements in
order to produce a more tailored design. Using a
combination will help give a bigger, more partial view
of procedures.
Individual Interviews
Questionnaires and Surveys (1) Questionnaires and surveys within any of these groups can be used to help provide information to contribute to the needs analysis in the following section.
Organisational Documents
(1) Using organisational documents within any of these organisational product groups can help to accurately identify problems with current products, giving statistics such as the most commonly occurring problem.
Day In The Life
Design Probe
Design Persona
(1) Using this method within this group will help
to collate all the data given by the customer into a
single, sharable document, which can be passed easily
between organisational departments, and clearly outlines and summarises the aims and needs of the
design project.
Video Ethnography
Web Forum (1) All of these product groups have very specific service conditions associated with them. Due to this, product design within these groups will need detailed specific knowledge on specific
areas. The easiest and most accessible way of gaining an insight into a specific topic related to any of these product groups is by using a web forum. This method can be applied, when needed, to any of these product groups.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 12
Weir Group Minerals Division Silver Bullet Matrix 1 Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
Current Situation
Porter's Five Forces
(2) If new design products in any of these product groupings are undertaken in a design project, it will be essential to understand the current climate and difficulties within the market sector that any of the products will target on completion. Using this method alongside the PESTEL method will ensure every detail about the market sector for each product is covered in detail. This will help avoid misplacing products within a market or misjudging current difficulties within
the market. Assessing Capability
Levels
5 Whys?
(1) The use of the 5 whys? Method within any of these groups will encourage the design team to think deeper about problems and issues occurring within the product. The constant asking of 'why?' will lead them to a greater understanding of the problem and what, how and when it was caused, this will hopefully lead
to the listing of possible solutions of how each identified problem can be overcome. This method should use the output information from any organisational documents detailing problems as its information input.
Diary Study
Photo Study
Claims Analysis Cognitive Task
Analysis Teach back
Storyboard
Postcard Portraits
Yes, and... (2) This method can be used in any group for any design project. It should be used to develop a detail situation of use the product may face and to obtain more specific requirements than
those generated from customer viewpoints.
Root Cause Analysis/Error
Analysis
(1) Root Cause Analysis/Error Analysis within each of these groups will help identify all areas where problems, issues and failures occur within the current product. Completing this method will produce a comprehensive list of possible failure scenarios alongside causes throughout all the stages of the
product's/service's production. By identifying all of these possibilities, the design team will be able to analyse the results and produce solutions to improve any new design/redesign project to avoid the occurrence of these issues in future.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 13
Weir Group Minerals Division Silver Bullet Matrix 1 Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
Current Situation
Process Sketches
(1) The product group contains both pumps and
valves associated with severe service use. By using the method of
process sketching, the process that both of
these products must go through to achieve their
objective can be visualised by the design team. This can highlight how the pump and valve
must work together, leading to innovations to improve both products
and how they work together.
(1) The product group contains a pump and a liner
associated with use in milling operations. By using the
method of process sketching, the process that both of these products must go through to achieve their objective can be visualised by the design team.
This can highlight how the pump and liner must work
together, leading to innovations to improve both products and how they work together, also leading to an
improved and more efficient milling process.
(1) The product group contains both pumps and
valves associated with use in the petrochemical and nuclear
industries. By using the method of process sketching, the process that both of these products must go through to achieve their objective can be visualised by the design team.
This can highlight how the pump and valve must work
together, leading to innovations to improve both products and how they work
together.
(1) As an engineered-to-order product will be made for a specific purpose for a client, the main objective behind using this method will be to fully understand
and visualise the process in which the customer wants to use the product. This will help tailor designs so they are suitable for the
purpose they were intended.
Table 1: Design methods/tools and company groupings used during stage 1 of the Silver Bullet process in Weir’s Minerals Division.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 14
Weir Group Minerals Division – Silver Bullet Matrix
Matrix 2 – What could be Different? Matrix 2 within the Weir’s Minerals Division details the design tools and methods used within the second stage of the Silver Bullet methodology, assessing how the design of products and services could be different.
The matrix explains how the most suitable design methods can be used within each of the 8 groups within this division, see document 1 for more details on each of the groups in the Weir’s Minerals Division.
Weir Group Minerals Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
What could be different?
Needs Analysis (1) This method needs to be used/considered within any project. Consideration of the customers' needs is key to the success of the product/service. It should be used regardless of the design task, including both redesign and new design projects.
Attribute Listing/Matrix Analysis
(1) This method will work well for
group one, allowing detailed, in-depth focus on
each individual component of the
pumps (and air booster) within this group to be considered with minute detail in order to identify
how each component can
be improved.
(1) This method will work well for group
two, allowing detailed, in-depth
focus on each individual
component of the pumps and valves
within this group to be considered with
minute detail in order to identify
how each component can be
improved.
(1) This method will work well for group
three, allowing detailed, in-depth
focus on each individual
component of the pump and liner, concerned with
milling, within this group to be
considered with minute detail in order to identify
how each component can be
improved.
(1) This method will work well for
group four; allowing detailed, in-depth focus on
each individual component of the pumps within this
group to be considered with minute detail in order to identify
how each component can be
improved.
(1) This method will work well for group
five; allowing detailed, in-depth
focus on each individual
component of the pump within this
group to be considered with minute detail in order to identify
how each component can be
improved.
(1) This method will work well for group
six; allowing detailed, in-depth
focus on each individual
component of the hydro cyclones
within this group to be considered with
minute detail in order to identify
how each component can be
improved.
(1) This method will work well for group
seven, allowing detailed, in-depth
focus on each individual
component of the pumps and valves
within this group to be considered with
minute detail in order to identify
how each component can be
improved.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 15
Weir Group Minerals Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
What could be different?
Benchmarking
(2) As this group has a small and limited product portfolio, benchmarking will
help when redesigning or
considering a new design. As little
knowledge can be gathered from a small number of
products, benchmarking 'best
practice' within other groups in the organisation, and
indeed out with the organisation will greatly improve
access to information and help improve the
design by increasing the knowledge
behind the area of milling.
(2) As this group has a small and limited product portfolio, benchmarking will
help when redesigning or
considering a new design. As little
knowledge can be gathered from a small number of
products, benchmarking 'best
practice' within other groups in the organisation, and
indeed out with the organisation will greatly improve
access to information and help improve the
design by increasing the knowledge
behind product use in the gas industry.
(2) As this group has a small and limited product portfolio, benchmarking will
help when redesigning or
considering a new design. As little
knowledge can be gathered from a small number of
products, benchmarking 'best
practice' within other groups in the organisation, and
indeed out with the organisation will greatly improve
access to information and help improve the
design by increasing the knowledge
behind the area of separation.
(2) As this group has a small and limited product portfolio, benchmarking will
help when redesigning or
considering a new design. As little
knowledge can be gathered from a small number of
products, benchmarking 'best
practice' within other groups in the organisation, and
indeed out with the organisation will greatly improve
access to information and help improve the design
by increasing the knowledge behind product use in the petrochemical and nuclear industry.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 16
Weir Group Minerals Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
What could be different?
Focus Group
(2) Using a focus group within this
group may help to confirm the findings from the fly-on-the-
wall and observation and
shadowing methods. It will
allow input from a variety of people to
add to what information has
already been gathered.
Empathic Modelling
Immersive Workshop (2) For these product groups, using an immersive workshop is a great way to convey possible design ideas to potential customers and other workers within the organisation. It also helps the design team gain constructive feedback quickly, allowing them to work on improvements immediately. It can be used for both
redesign and new design projects, however is more useful within new design projects.
(1) As this group is primarily focused on engineered-to-
order products, then every project
is likely to be a new design project. This
method provides the best way to get customer feedback at an early stage so improvements can be made to avoid
incurring unnecessary costs late in the process.
Intervention/Provocation
Pseudo-Documentary (1) Combining these two methods will provide the best outcome. In each of these product groups there are many different service areas where failure of the product could be catastrophic. In order to be prepared for any situation, this must be built into the design. This can be done easily with the use of both of these
methods. Each area; water/fluid service, severe service, milling, medium duty service, gas, separation, petrochemical and nuclear use will all need to be considered individually, to have a detailed completed outcome, then separate products and components should also be considered on an individual basis.
Scenario
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 17
Weir Group Minerals Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
What could be different?
User Forum
(1) This method is best used within
this product group as the design
project is based on individual customer
orders. To retain the customer needs within the thought of the design team,
and the design itself, then input
from the customer at every stage of
the design process is useful. A user forum is an easy
and accessible way of achieving this.
Ergonomic Analysis
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 18
Weir Group Minerals Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
What could be different?
KANO Model (2) If the design project within these product groupings is a new design project, then customer needs and attributes must be identified and prioritised into the categories associated with KANO this will ensure the best customer satisfaction when the product is released to market.
(1) The design project within this product grouping will always benefit from the use of the KANO method. The customer needs and attributes must be
identified and prioritised into the
categories associated with KANO; this will ensure the best
customer satisfaction when
the engineered-to-order product is delivered to the
customer.
Function Means Tree (2) In a design project within any of these product groupings it can be beneficial to take a step back and look at the simplest product functions in order to both improve the product and improve individual components to ensure they perform the simplest level of task expected from the product. This method will help gain understanding of functions on every level, from
the most complex to the simplest.
Quality Function Deployment
(2) This method is essential for use in these product groupings, 1-7, when a new design project is being undertaken. It will not be as effective in a redesign project as the customer needs will already have been translated into functions, in this type of project the components providing the function are of more concern, trying
to improve and develop these will be the main focus of the project.
(1) Using this design method in group 8 is essential to the
development of the product for the customer. This
method will help the design team make the jump from customer
needs to functions within the product.
Anthropometric Analysis
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 19
Weir Group Minerals Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
What could be different?
Longitudinal Study (2) This method can be useful for identifying how the changes to the product or processes affect the use of the product over a prolonged period of time in order to help improve future designs.
Affinity Diagramming
(1) This method is most effective
when undertaking a medium to large
new design project, which makes it suitable for use within group 8 which concerns engineered-to-order products. The information coming from the
design team can be ordered, structured and tasks delegated with efficiency after the completion of
this method.
KLM-GOMS (Keystroke-Level Model GOMS)
Brainstorming (1) Brainstorming is a quick and easy way of assembling ideas during every stage of the design process and within any type of design project. In order to have an effective brainstorming
session, the outcome must be clearly identified and a good cross-functional team used.
Free Listing
Metaphor Brainstorming
Brain drawing This method could be combined within a brainstorming session, allowing participants to both write and draw ideas although use specifically on its own may alienate some participants.
Brain writing
Card Sorting
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 20
Weir Group Minerals Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
What could be different?
Function Allocation
(2) This method can be used alongside
the function means tree. The functions identified here can
be used as the input and decisions can be made on how
those functions will be performed.
Parallel Design (2) Working on designs alongside each other in any of these groups during a new design project will be beneficial, it will ensure that the best design option is
chosen, components from different designs may be able to be combined, if only one design option was available it would limit the output and possibly decrease the quality of output.
(1) Parallel design is important when
trying to produce a tailor-made design for a customer, if
sections of the design team are
working on designs alongside each
other, then more design options will be available for the
customer to give feedback on, allowing the
customer to have input and give them
more than one choice.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 21
Weir Group Minerals Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
What could be different?
Participatory Design
(1) Participatory design in product group 8 is more
necessary than any of the other groups
as the product is being designed for a particular user for a
specific use. Without customer
input and participation,
customer satisfaction with the
finished product will be low.
SCAMPER
Word Association
Lateral Thinking
6-3-5 Brainstorming
(1) For specific use within design idea generation then 6-3-5 brainstorming should be used. This the most effective way of producing a large number of ideas but also allows for individuals within the design team to take others ideas and improve them as the brainstorming session continues. It produces a higher quality of output and is more efficient than the
general method of brainstorming.
Morphological Chart (2) A morphological chart is the best option for collating different design ideas for specific component and trying to combine them into one design idea for a product. This method is only best used within new design projects and the engineered-to-order group as it provides a structured, impartial way of pulling together ideas and helping to improve them.
Force Fitting
Body Storming
Reversal
Synectics
User Interface Race
3D Concept Mapping/Multi-
Dimensional Mapping
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 22
Weir Group Minerals Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
What could be different?
Physical Problem Solving
Geographic Ideation
(1) The geographic location of the product under
development within this product group
is a key understanding
point. The geographic location
can have a major impact on the
restrictions within the design, cost and service conditions.
Table 2: Design methods/tools and company groupings used during stage 2 of the Silver Bullet process in Weir’s Minerals Division.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 23
Weir Group Minerals Division – Silver Bullet Matrix
Matrix 3 – Evaluation Matrix 3 within the Weir’s Minerals Division details the design tools and methods used within the third stage of the Silver Bullet methodology, evaluation of innovative ideas.
The matrix explains how the most suitable design methods can be used within each of the 8 groups within this division, see document 1 for more details on each of the groups in the Weir’s Minerals Division.
Weir Group Minerals Division Silver Bullet Matrix 3
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
Evaluation
De Bono's Six Thinking Hats (1) De Bono's Six Thinking Hats is a good method foe encouraging group discussion on all design ideas without fear of criticism or rejection. This is best carried out when a frank
discussion takes place considering each idea in turn with the six different areas in mind. It is effective at decreasing the number of generated ideas into a smaller, more manageable number where a more detailed evaluation can take place.
Interactive Case Studies
Perspective-Based Inspection
(1) Using perspective-based inspection within group 8, focusing on engineered-to-
order products, will allow the intended
customer to physically inspect
and test a developed design
idea and give precise, rated
feedback on the design based on the inspection. This will save in cost and time by
incorporating this method before
components of the product begin to be
manufactured.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 24
Weir Group Minerals Division Silver Bullet Matrix 3
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
Evaluation
Backcasting/Future Landscape
(2) There is a possible use for this within these product groupings. Looking towards the future and visualising how to get there can help give something towards which you can evaluate any design concepts. Provides a clear DATUM against which to evaluate instead of basing the selection on personal opinion.
The User/Task Matrix
(2) This is a possibility for
evaluation if the intended customer
is unable to personally inspect
any possible designs. It allows
the design team to return to the
original customer needs and evaluate the design against
these. Laddering Questions
The Magic Thing
Collective Filtering (1) After idea generation there will be numerous solution ideas to consider within each group, and for each component of the product. In order to reduce the number of solutions being considered for further development, collective filtering will provide a quick solution. A group consensus as to the best concepts being produced is required, the design team
must be ruthless in selection to decrease the number of concepts and identify the best possible solutions to take forward.
Screening and Scoring
Dot Sticking/Personal/Anonymous
Voting Controlled Convergence
Matrix
Weighting and Rating Matrix (1) This evaluation matrix is possibly the most comprehensive in terms of the output. This matrix will give evaluation feedback on how well the design concept achieves the
objectives set out in the PDS, as well as rating the design concepts against each other and a chosen DATUM. This will allow for a more rounded and informed evaluation process with personal opinion removed from the process, ensuring only the best concept is chosen at the end of the process.
Table 3: Design methods/tools and company groupings used during stage 3 of the Silver Bullet process in Weir’s Minerals Division.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 25
Weir Group Minerals Division – Silver Bullet Matrix
Matrix 4 – Development Matrix 4 within the Weir’s Minerals Division details the design tools and methods used within the fourth stage of the Silver Bullet methodology, further development of innovative ideas.
The matrix explains how the most suitable design methods can be used within each of the 8 groups within this division, see document 1 for more details on each of the groups in the Weir’s Minerals Division.
Weir Group Minerals Division Silver Bullet Matrix 4
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
Development
Paper Prototyping
Rapid Prototyping
(1)Rapid prototyping within any of these product groupings can help to visualise and test any design suggestions to ensure the design works properly or whether further development is needed before committing to a design and incurring cost later in the process.
TRIZ (1) The TRIZ method is versatile and is a useful method to incorporate into any project when used effectively. This may include training on the method, however the output from the method
will pay dividends as the product produced will be of a higher quality and more robust as every component will be analysed improved using the TRIZ table using ideas which would not normally come to the fore in a design team.
Life Cycle Analysis
(1) This method is more focused on the specific inputs and outputs of the product, during design, manufacture and its life in use. This is a detailed visualisation of the process involved in producing and using the product/service and concentrates on reducing waste within the process and improving the impact on the environment. This is not a method for directly improving or changing the design of a product/service, however the outcome of the process analysis involved in a life cycle analysis may indirectly involve changing parameters, materials or components
within the product/service. With the environment becoming a large concern within any design project this is a necessary method to use.
Spatial Prototyping
(2) Allowing collaborative
prototyping within this product group
will ensure the customer always has
input to potential designs throughout
the process.
DFMA (1) This method will balance the cost, performance and quality of the potential design. Minimising the number of parts, or steps in a process, as well as considering the value of each component
and understanding the other options available will ensure the most efficient and effective project outcome. It will also encourage organisational departments to work together in order to achieve the best outcome.
Value Analysis (2) These two methods can be combined and used as a precursor to completing the DFMA method. This will help ensure the most detailed information possible is placed in the DFMA table to
avoid generic statements as an outcome from the table. Value Engineering
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 26
Weir Group Minerals Division Silver Bullet Matrix 4
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
Development
Experimental Analysis
(1) The performance of the chosen concept design within any of these product groupings needs to be stringently tested before proceeding to the production stage to ensure the design not only works, but is robust enough to cope with the conditions under which it will be working. Testing can take place on existing products to help identify failures and causes but it is also important to
test possible solutions to a standard above which they are expected to work at to ensure a long life cycle of the product during service.
P-Diagram
FMEA
(1) This method helps relate some of the outputs from the root cause analysis, which may have been conducted earlier in the process, and processes them, highlighting which possible failure is the most likely to occur and the best way in which the design can be changed to avoid that failure. As the time spent on a design project is limited this method will help identify only the most
important failures to consider, although it will list all failures which may occur.
Sustainable Consumption
(2) The end aim for any design project is to ensure the product sells well within a given market. Without identifying the market and what will help push that product to the forefront of the market, the product may be lost among other similar products within the market. This method will help identify ways in which to ensure the
product will have an impact when released for sale. Dematerialisation
Biomimicry
Cradle to Cradle (2) The full life cycle of the product is a key factor to consider, from initial idea to component recycling. Any design project should make use of this method to ensure and efficient design for the
entire life cycle is reached. A detailed thought process on the material, components, manufacturing processes and transport and use should be considered throughout.
Environmental Impact
Assessment Cleaner
Production Design for
Environment
Life Cycle Cost (1) Identifying the key cost drivers for any project can help to find cost savings within the design and manufacture of the product/service. Minimising the cost in any project is a major benefit, making this a key method to understand and implement.
Critical to Quality
Dewhurst and Boothroyd (1) Evaluating the necessity of any component will help ensure sustainability for the future in terms of maintenance. Combining the outcome of both of these methods will produce the most
efficient way of looking at component parts within a product and assessing 1) the necessity of the component, 2) its overall position within the product and 3) its accessibility in terms of future maintenance. This will help in providing an overall sustainable product by simply considering its make-up of component parts. Design for
Maintenance Activity-Based
Costing
Pareto Costing (1) Having identified potential failings within a design, it is then necessary to quantify the cost of these failings within the product. Identifying these costs during the design process will prevent
the shock of unexpected costs occurring later in the life of the product. It is also useful to help identify the failures in terms of cost to prioritise the most expensive costs and implement improvements within the design to prevent them from occurring before the product has been produced.
Table 4: Design methods/tools and company groupings used during stage 4 of the Silver Bullet process in Weir’s Minerals Division.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 27
Weir Group Minerals Division – Silver Bullet Matrix
Matrix 5 – Implementation Matrix 5 within the Weir’s Minerals Division details the design tools and methods used within the fifth stage of the Silver Bullet methodology, implementation of innovative ideas.
The matrix explains how the most suitable design methods can be used within each of the 8 groups within this division, see document 1 for more details on each of the groups in the Weir’s Minerals Division.
Weir Group Minerals Division Silver Bullet Matrix 5
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
Implementation
PDS (1) Every design project needs to identify parameters to which the newly or redesigned product will adhere to. The most efficient way of doing this is by creating a PDS document; this
enables all of the relevant information to be stated in one easily accessible document. It can also be developed and rethought throughout the design process to help further develop the design.
Design Brief (1) Every design project needs some guidelines and a summary of what the project is about and what is to be achieved. This will help ensure everyone in the design team fully understands the project and what is expected. This is necessary for every design project.
Hierarchical Task Analysis
(2) As projects within this product group will have a large number of
tasks and subtasks, using a hierarchical
task analysis will allow the
documentation and delegation of all of these tasks in an
ordered, effective and efficient
manner.
Action Plans
Gantt Chart
(1) Gantt charts are preferred over action plans due to their more detailed nature. This method is able to provide a basis for scheduling alongside clear connections between the production process and the interdependent relationship of component parts, giving start dates and an overall time period for the completion of the project. This method enables the design team to specifically pinpoint errors within the schedule as it is being completed and implement actions to resolve them as the chart is an iterative process and can have small
changes implemented during the process of the project completion.
Bill of Materials (1) This is the only method to help control inventory during the process of the project completion. It also allows the design team, and others included in the project, to have a rolling estimation of the cost of the project, allowing for a control of cost throughout.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 28
Weir Group Minerals Division Silver Bullet Matrix 5
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Group 7 Group 8
Implementation
Network Mapping
(2) In this instance, network mapping
between the customer and the design team will help ensure the
process and information flows from beginning to
end in order to fully meet the needs of
the customer.
Environment Mapping (2) This method will create an easily obtainable and executable workflow which the project can follow, across organisational departments and through many different stages in the design process. This will improve the way the process works within the organisation and will allow the design team to concentrate on 'value add' activities which will, in the long term, reduce the
overall cost of the process.
Community Documentation
(1) Every organisational department needs to share the documentation related to the development of the product/service. Having access to documentation is important as conveying important aspects and understanding of the project will aid with its production and development and may also help with discovery of discrepancies or possible improvements.
Collective Visualisation/Interactive
Networks
(1) The sharing of information throughout the process on development and manufacture is crucial to the success of the product and may incur unnecessary cost if not carried out correctly. Having a computer based system to help co-creation throughout the design process, from application to implication will help introduce group problem solving on a larger scale,
allowing for more perspectives and inputs which can help improve the product and service process provided.
Table 5: Design methods/tools and company groupings used during stage 5 of the Silver Bullet process in Weir’s Minerals Division.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 29
Weir Group Oil and Gas Division – Silver Bullet Matrix
Matrix 1 – The Current Situation Matrix 1 within the Weir’s Oil and Gas Division details the design tools and methods used within the first stage of the Silver Bullet methodology, assessing the current situation.
The matrix explains how the most suitable design methods can be used within each of the 6 groups within this division, see document 1 for more details on each of the groups in the Weir’s Oil and Gas Division.
Weir Oil and Gas Division Silver Bullet Matrix 1 Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Current Situation
SWOT Analysis
(1) This method should be conducted for all groups before embarking on any new design project. It is useful for gauging the strengths and weaknesses of the current situation and whether the current solution is a successful in what it does. It also allows for the opportunity to identify opportunities for niche gaps and improvements within the product and product ranges while also identifying threats. This is the best place to start for any project as it allows a reflective analysis to take place. To be effective it must be conducted by a cross-functional team with no
limitations to criticism or input.
PESTEL Analysis
(2) This method is useful mainly for design projects which involve producing products from scratch, with no previous models in existence, so the company can expand its product portfolio. It allows good insight into available technology and legislation restrictions. For most other projects it is quicker and easier to use the SWOT analysis tool for simply improving upon an
existing design, although it should be remembered that legislation may have changed in the area of use for that product so this area should be considered also alongside the normal SWOT categories.
Parametric Analysis
(1) Parametric analysis within this group,
concentrating on products associated with service conditions, particularly surrounding flow and
pressure, will help identify the competitors within
this market. As this group also includes pumps,
pipes, valves and loops, it will help give a clearer understanding of the interrelationships and parameters concerned
with the combined use of these products.
(1) Parametric analysis within this group, concentrating on
products associated with upstream operations, will
help identify the competitors within this market. As this
group also includes products such as manifolds, valves and
trailers, it will help give a clearer understanding of the
interrelationships and parameters concerned with the combined use of these
products.
(1) Parametric analysis within this group,
concentrating on products associated with safety, will
help identify the competitors within this
market. As this group also includes a range of
products, including, valves, clamps and safety systems,
it will help give a clearer understanding of the interrelationships and
parameters concerned with the combined use of these
products.
(1) Parametric analysis within this group,
concentrating on products associated with heavy
duty applications, will help identify the competitors
within this market. As this group also includes
products such as pumps, fluid ends and a
monitoring device, it will help give a clearer
understanding of the interrelationships and parameters concerned
with the combined use of these products.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 30
Weir Oil and Gas Division Silver Bullet Matrix 1 Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Current Situation
Fly-On-The-Wall
(2) Using a combination of these methods within this group may help to give a
better idea of the customers' requirements in
order to produce a more tailored service. Using a
combination will help give a bigger, more partial view of procedures the customer is using and where the failings
have occurred in order to make the service process
specific.
Observation and Shadowing
Individual Interviews
Questionnaires and Surveys (1) Questionnaires and surveys within any of these groups can be used to help provide information to contribute to the needs analysis in the following section.
Organisational Documents
(1) Using organisational documents within any of these organisational product groups can help to accurately
identify problems with current products, giving statistics such as the most commonly occurring problem.
(1) Using organisational documents within any of these organisational product groups can help to accurately identify problems with current products, giving statistics such as the most
commonly occurring problem.
Day In The Life
Design Probe
Design Persona
Video Ethnography
Web Forum
(1) All of these product groups have very specific service conditions associated with them. Due to this, product design within these groups will need detailed specific knowledge on specific areas. The easiest and most accessible way of gaining an insight into a specific topic related to any of these product groups is by using a web forum. This method can be applied, when
needed, to any of these product groups.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 31
Weir Oil and Gas Division Silver Bullet Matrix 1 Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Current Situation
Porter's Five Forces
(2) If new design products in any of these product groupings are undertaken in a design project, it will be essential to
understand the current climate and difficulties within the market sector that any of the products will target on completion. Using this method alongside the PESTEL
method will ensure every detail about the market sector for each product is covered in detail. This will help avoid
misplacing products within a market or misjudging current difficulties within the market.
(2) If new design products in any of these product groupings are undertaken in a design project, it will be essential to understand the current climate and difficulties within the
market sector that any of the products will target on completion. Using this method alongside the PESTEL method will ensure every detail about the market sector for each product is covered in detail. This will help avoid misplacing products within a market or
misjudging current difficulties within the market.
Assessing Capability Levels
(1) As this product grouping contains products which are used upstream and involve
human interaction, the capability of the human user
must be considered in the design.
5 Whys? (1) The use of the 5 whys? Method within any of these groups will encourage the design team to think deeper about problems and issues occurring within the product. The constant asking of 'why?' will lead them to a greater understanding of the problem and what, how and when it was caused, this will hopefully lead to the listing of possible solutions of how each identified
problem can be overcome. This method should use the output information from any organisational documents detailing problems as its information input.
Diary Study
Photo Study
Claims Analysis
Cognitive Task Analysis
Teach back
Storyboard
Postcard Portraits
Yes, and... (2) This method can be used in any group for any design project. It should be used to develop a detail situation of use the product may face and to obtain more specific requirements than
those generated from customer viewpoints.
Root Cause Analysis/Error
Analysis
(1) Root Cause Analysis/Error Analysis within each of these groups will help identify all areas where problems, issues and failures occur within the current product. Completing this method will produce a comprehensive list of possible failure scenarios alongside causes throughout all the stages of the product's/service's production. By identifying all of these possibilities, the
design team will be able to analyse the results and produce solutions to improve any new design/redesign project to avoid the occurrence of these issues in future.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 32
Weir Oil and Gas Division Silver Bullet Matrix 1 Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Current Situation
Process Sketches
(1) The product group contains pumps, pipes,
valves and loops associated with service conditions, particularly
those which incorporate high flow and pressure
conditions. By using the method of process
sketching, the process that these products must go through to achieve their
objective can be visualised by the design team. This
can highlight how the products must work together, leading to
innovations to improve all products concerned and how they work together.
(1) The product group contains manifolds, valves
and trailers used in the upstream process. By using
the method of process sketching, the process that
these products must go through to achieve their
objective can be visualised by the design team. This can highlight how the products
must work together, leading to innovations to improve all products concerned and how
they work together.
(1) The product group contains valves, clamps and
systems associated with the need for high safety
when the product is in use. By using the method of process sketching, the
process that these products must go through to achieve their objective can be visualised by the design team. This can
highlight how the products must work together,
leading to innovations to improve all products
concerned and how they work together.
(1) The product group contains pumps, fluid ends
and a monitoring device associated with use in
heavy duty applications. By using the method of process sketching, the
process that these products must go through to achieve their objective can be visualised by the design team. This can
highlight how the products must work together,
leading to innovations to improve all products
concerned and how they work together.
Table 1: Design methods/tools and company groupings used during stage 1 of the Silver Bullet process in Weir’s Oil and Gas Division.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 33
Weir Group Oil and Gas Division – Silver Bullet Matrix
Matrix 2 – What could be Different? Matrix 2 within the Weir’s Oil and Gas Division details the design tools and methods used within the second stage of the Silver Bullet methodology, assessing how the design of products and services could be different.
The matrix explains how the most suitable design methods can be used within each of the 6 groups within this division, see document 1 for more details on each of the groups in the Weir’s Oil and Gas Division.
Weir Oil and Gas Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
What could be different?
Needs Analysis (1) This method needs to be used/considered within any project. Consideration of the customers' needs is key to the success of the product/service. It should be used regardless of the design task, including both redesign and new design projects.
Attribute Listing/Matrix Analysis
(1) This method will work well for group one,
allowing detailed, in-depth focus on each
individual component of the pumps and valves within this group to be considered with minute
detail in order to identify how each component can
be improved.
(1) This method will work well for group two, allowing detailed, in-depth focus on
each individual component of the manifolds, valves and
trailers within this group to be considered with minute
detail in order to identify how each component can be
improved.
(1) This method will work well for group four,
allowing detailed, in-depth focus on each individual
component of the valves, clamps and systems within
this group to be considered with minute
detail in order to identify how each component can
be improved.
(1) This method will work well for group five,
allowing detailed, in-depth focus on each
individual component of the pumps, fluid ends and monitoring device within
this group to be considered with minute
detail in order to identify how each component can
be improved.
(1) This method will work well for group six; allowing
detailed, in-depth focus on each individual component of the valves within this group to
be considered with minute detail in order to identify how
each component can be improved.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 34
Weir Oil and Gas Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
What could be different?
Benchmarking
(2) As this group has a small and limited product portfolio, benchmarking will help when redesigning or considering a
new design. As little knowledge can be gathered
from a small number of products, benchmarking 'best practice' within other groups
in the organisation, and indeed out with the
organisation will greatly improve access to
information and help improve the design by increasing the
knowledge behind the area of upstream product use.
(2) As this group has a small and limited product portfolio, benchmarking will help when redesigning or considering a
new design. As little knowledge can be gathered
from a small number of products, benchmarking 'best practice' within other groups
in the organisation, and indeed out with the
organisation will greatly improve access to information and help improve the design by increasing the knowledge behind the area of abrasion
and corrosion.
Focus Group
(2) Using a focus group within this product
grouping may help to confirm the findings from
the fly-on-the-wall and observation and shadowing
methods. It will allow input from a variety of people to add to what
information has already been gathered.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 35
Weir Oil and Gas Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
What could be different?
Empathic Modelling
(1) As this product grouping contains products which are used upstream and involve
human interaction, the capability of the human user
must be considered in the design, using this method will
provide information on the key limiting use areas, and
generate some ideas on how the product can be improved.
Immersive Workshop
(2) For these product groups, using an immersive workshop is a great way to convey possible design ideas to potential customers and other workers within the organisation. It
also helps the design team gain constructive feedback quickly, allowing them to work on improvements
immediately. It can be used for both redesign and new design projects, however is more useful within new design
projects.
(2) For these product groups, using an immersive workshop is a great way to convey possible design ideas to potential customers and other workers within the organisation. It also helps the design team gain constructive feedback quickly, allowing them to work on improvements immediately. It can be used for both redesign and new design projects,
however is more useful within new design projects.
Intervention/Provocation
Pseudo-Documentary (1) Combining these two methods will provide the best outcome. In each of these product groups there are many different service areas where failure of the product could be
catastrophic. In order to be prepared for any situation, this must be built into the design. This can be done easily with the use of both of these methods. Each area; water/fluid service, severe service, milling, medium duty service, gas, separation, petrochemical and nuclear use will all need to be considered individually, to have a detailed completed outcome, then
separate products and components should also be considered on an individual basis. Scenario
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 36
Weir Oil and Gas Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
What could be different?
User Forum
(1) This method is best used within this product
group as the service provided will be dependent
on each individual customer's needs. To
retain the customer needs within the thought of the
service team, and the process itself, then input from the customer and
feedback on the relevance and quality of the service is a useful tool for helping to improve future service. A user forum is an easy and
accessible way of achieving this.
Ergonomic Analysis
(1) As this product grouping contains products which are used upstream and involve
human interaction, the integral measurements of the
human user must be considered in the design,
using this method will provide information on the
key measurement limitations.
KANO Model
(2) If the design project within these product groupings is a new design project, then customer needs and attributes
must be identified and prioritised into the categories associated with KANO this will ensure the best customer
satisfaction when the product is released to market.
(2) If the design project within these product groupings is a new design project, then customer needs and attributes must be identified and prioritised into the categories
associated with KANO this will ensure the best customer satisfaction when the product is released to market.
Function Means Tree (2) In a design project within any of these product groupings it can be beneficial to take a step back and look at the simplest product functions in order to both improve the product and improve individual components to ensure they perform the simplest level of task expected from the product. This method will help gain understanding of functions on every level, from
the most complex to the simplest.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 37
Weir Oil and Gas Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
What could be different?
Quality Function Deployment
(2) This method is essential for use in these product groupings, when a new design project is being undertaken or a new service process is being devised. It will not be as effective in a redesign project as the customer needs will already have been translated into functions, in this type of project the components providing the function are of more concern, trying to
improve and develop these will be the main focus of the project.
Anthropometric Analysis
(1) As this product grouping contains products which are used upstream and involve
human interaction, the interaction of the human user
with the product must be considered in the design,
using this method will provide information on the
key limitations.
Longitudinal Study (2) This method can be useful for identifying how the changes to the product or processes affect the outcome over a prolonged period of time in order to help improve future
designs/processes.
Affinity Diagramming
(1) This method is most effective when undertaking
a medium project, which makes it suitable for use
within group 3 which concerns services. The
information coming from the service team can be ordered, structured and
tasks delegated with efficiency after the
completion of this method. KLM-GOMS (Keystroke-
Level Model GOMS)
Brainstorming (1) Brainstorming is a quick and easy way of assembling ideas during every stage of the design process and within any type of design project. In order to have an effective brainstorming session, the outcome must be clearly identified and a good cross-functional team used.
Free Listing
Metaphor Brainstorming
Brain drawing This method could be combined within a brainstorming session, allowing participants to both write and draw ideas although use specifically on its own may alienate some participants.
Brain writing
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 38
Weir Oil and Gas Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
What could be different?
Card Sorting
Function Allocation
Parallel Design (2) Working on designs alongside each other in any of these groups during a new design project/service process will be beneficial, it will ensure that the best design/service option is
chosen, components from different concepts may be able to be combined, if only one concept option was available it would limit the output and possibly decrease the quality of output.
Participatory Design
(1) Participatory design in product group 3 is more
necessary than any of the other groups as the service
is being designed for a particular customer.
Without customer input and participation,
customer satisfaction with the service will be low.
SCAMPER
Word Association
Lateral Thinking
6-3-5 Brainstorming
(1) For specific use within design idea generation then 6-3-5 brainstorming should be used. This the most effective way of producing a large number of ideas but also allows for individuals within the design team to take others ideas and improve them as the brainstorming session continues. It produces a higher quality of output and is more efficient than the
general method of brainstorming.
Morphological Chart (2) A morphological chart is the best option for collating different design ideas for specific component and trying to combine them into one design idea for a product. This method is only best used within new design projects and the engineered-to-order group as it provides a structured, impartial way of pulling together ideas and helping to improve them.
Force Fitting
Body Storming
Reversal
Synectics
User Interface Race
3D Concept Mapping/Multi-
Dimensional Mapping Physical Problem Solving
Geographic Ideation
Table 2: Design methods/tools and company groupings used during stage 2 of the Silver Bullet process in Weir’s Oil and Gas Division.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 39
Weir Group Oil and Gas Division – Silver Bullet Matrix
Matrix 3 – Evaluation Matrix 3 within the Weir’s Oil and Gas Division details the design tools and methods used within the third stage of the Silver Bullet methodology, evaluation of innovative ideas.
The matrix explains how the most suitable design methods can be used within each of the 6 groups within this division, see document 1 for more details on each of the groups in the Weir’s Oil and Gas Division.
Weir Oil and Gas Division Silver Bullet Matrix 3
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Evaluation
De Bono's Six Thinking Hats (1) De Bono's Six Thinking Hats is a good method foe encouraging group discussion on all design ideas without fear of criticism or rejection. This is best carried out when a frank
discussion takes place considering each idea in turn with the six different areas in mind. It is effective at decreasing the number of generated ideas into a smaller, more manageable number where a more detailed evaluation can take place.
Interactive Case Studies
Perspective-Based Inspection
(1) Using perspective-based inspection within
group 3, focusing on services, will allow the intended customer to
physically inspect and test a product after the service has been completed and
give precise, rated feedback on the service
and the outcome after the inspection. This will help improve future processes
as well as provide information on the current
process taking place. Backcasting/Future
Landscape The User/Task Matrix
Laddering Questions
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 40
Weir Oil and Gas Division Silver Bullet Matrix 3
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Evaluation
The Magic Thing
Collective Filtering (1) After idea generation there will be numerous solution ideas to consider within each group, and for each component of the product. In order to reduce the number of solutions being considered for further development, collective filtering will provide a quick solution. A group consensus as to the best concepts being produced is required, the design team
must be ruthless in selection to decrease the number of concepts and identify the best possible solutions to take forward.
Screening and Scoring
Dot Sticking/Personal/Anonymous
Voting Controlled Convergence
Matrix
Weighting and Rating Matrix (1) This evaluation matrix is possibly the most comprehensive in terms of the output. This matrix will give evaluation feedback on how well the design concept achieves the
objectives set out in the PDS, as well as rating the design concepts against each other and a chosen DATUM. This will allow for a more rounded and informed evaluation process with personal opinion removed from the process, ensuring only the best concept is chosen at the end of the process.
Table 3: Design methods/tools and company groupings used during stage 3 of the Silver Bullet process in Weir’s Oil and Gas Division.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 41
Weir Group Oil and Gas Division – Silver Bullet Matrix
Matrix 4 – Development Matrix 4 within the Weir’s Oil and Gas Division details the design tools and methods used within the fourth stage of the Silver Bullet methodology, further development of innovative ideas.
The matrix explains how the most suitable design methods can be used within each of the 6 groups within this division, see document 1 for more details on each of the groups in the Weir’s Oil and Gas Division.
Weir Oil and Gas Division Silver Bullet Matrix 4
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Development
Paper Prototyping
Rapid Prototyping (1)Rapid prototyping within any of these product groupings can help to visualise and test any design suggestions to ensure the design works properly or whether further development is
needed before committing to a design and incurring cost later in the process.
TRIZ (1) The TRIZ method is versatile and is a useful method to incorporate into any project when used effectively. This may include training on the method, however the output from the
method will pay dividends as the product produced will be of a higher quality and more robust as every component will be analysed improved using the TRIZ table using ideas which would not normally come to the fore in a design team.
Life Cycle Analysis
(1) This method is more focused on the specific inputs and outputs of the product, during design, manufacture and its life in use. This is a detailed visualisation of the process involved in producing and using the product/service and concentrates on reducing waste within the process and improving the impact on the environment. This is not a method for directly improving
or changing the design of a product/service, however the outcome of the process analysis involved in a life cycle analysis may indirectly involve changing parameters, materials or components within the product/service. With the environment becoming a large concern within any design project this is a necessary method to use.
Spatial Prototyping
DFMA
(1) This method will balance the cost, performance and quality of the potential design. Minimising the number of parts, or steps in a process, as well as considering the value of each component and understanding the other options available will ensure the most efficient and effective project outcome. It will also encourage organisational departments to work together
in order to achieve the best outcome. Value Analysis (2) These two methods can be combined and used as a precursor to completing the DFMA method. This will help ensure the most detailed information possible is placed in the DFMA table
to avoid generic statements as an outcome from the table. Value Engineering
Experimental Analysis (1) The performance of the chosen concept design within any of these product groupings needs to be stringently tested before proceeding to the production stage to ensure the design not
only works, but is robust enough to cope with the conditions under which it will be working. Testing can take place on existing products to help identify failures and causes but it is also important to test possible solutions to a standard above which they are expected to work at to ensure a long life cycle of the product during service.
P-Diagram
FMEA (1) This method helps relate some of the outputs from the root cause analysis, which may have been conducted earlier in the process, and processes them, highlighting which possible
failure is the most likely to occur and the best way in which the design can be changed to avoid that failure. As the time spent on a design project is limited this method will help identify only the most important failures to consider, although it will list all failures which may occur.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 42
Weir Oil and Gas Division Silver Bullet Matrix 4
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Development
Sustainable Consumption
(2) The end aim for any design project is to ensure the product sells well within a given market. Without
identifying the market and what will help push that product to the forefront of the market, the product may be lost among other similar products within the market. This method will help identify ways in which to ensure the product will have an impact when released for sale.
(2) The end aim for any design project is to ensure the product sells well within a given market. Without identifying the market and what will help push that product to the
forefront of the market, the product may be lost among other similar products within the market. This method will help identify ways in which to ensure the product will have an
impact when released for sale.
Dematerialisation
Biomimicry
Cradle to Cradle (2) The full life cycle of the product is a key factor to consider, from initial idea to component recycling. Any design project should make use of this method to ensure and efficient design
for the entire life cycle is reached. A detailed thought process on the material, components, manufacturing processes and transport and use should be considered throughout.
Environmental Impact Assessment
Cleaner Production
Design for Environment
Life Cycle Cost (1) Identifying the key cost drivers for any project can help to find cost savings within the design and manufacture of the product/service. Minimising the cost in any project is a major
benefit, making this a key method to understand and implement.
Critical to Quality Dewhurst and
Boothroyd (1) Evaluating the necessity of any component will help ensure sustainability for the future in terms of maintenance. Combining the outcome of both of these methods will produce the most efficient way of looking at component parts within a product and assessing 1) the necessity of the component, 2) its overall position within the product and 3) its accessibility in terms
of future maintenance. This will help in providing an overall sustainable product by simply considering its make-up of component parts. Design for Maintenance
Activity-Based Costing
Pareto Costing
(1) Having identified potential failings within a design, it is then necessary to quantify the cost of these failings within the product. Identifying these costs during the design process will prevent the shock of unexpected costs occurring later in the life of the product. It is also useful to help identify the failures in terms of cost to prioritise the most expensive costs and
implement improvements within the design to prevent them from occurring before the product has been produced.
Table 4: Design methods/tools and company groupings used during stage 4 of the Silver Bullet process in Weir’s Oil and Gas Division.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 43
Weir Group Oil and Gas Division – Silver Bullet Matrix
Matrix 5 – Implementation Matrix 5 within the Weir’s Oil and Gas Division details the design tools and methods used within the fifth stage of the Silver Bullet methodology, implementation of innovative ideas.
The matrix explains how the most suitable design methods can be used within each of the 6 groups within this division, see document 1 for more details on each of the groups in the Weir’s Oil and Gas Division.
Weir Group Oil and Gas Division Matrix 5
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Implementation
PDS (1) Every design project needs to identify parameters to which the newly or redesigned product will adhere to. The most efficient way of doing this is by creating a PDS document; this
enables all of the relevant information to be stated in one easily accessible document. It can also be developed and rethought throughout the design process to help further develop the design.
Design Brief (1) Every design project needs some guidelines and a summary of what the project is about and what is to be achieved. This will help ensure everyone in the design team fully understands the project and what is expected. This is necessary for every design project.
Hierarchical Task Analysis
(2) As projects within this product group will have a large number of tasks and
subtasks, using a hierarchical task analysis
will allow the documentation and
delegation of all of these tasks in an ordered,
effective and efficient manner.
Action Plans
Gantt Chart
(1) Gantt charts are preferred over action plans due to their more detailed nature. This method is able to provide a basis for scheduling alongside clear connections between the production process and the interdependent relationship of component parts, giving start dates and an overall time period for the completion of the project. This method enables the design team to specifically pinpoint errors within the schedule as it is being completed and implement actions to resolve them as the chart is an iterative process and can have small
changes implemented during the process of the project completion.
Bill of Materials (1) This is the only method to help control inventory during the process of the project completion. It also allows the design team, and others included in the project, to have a rolling estimation of the cost of the project, allowing for a control of cost throughout.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 44
Weir Group Oil and Gas Division Matrix 5
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Implementation
Network Mapping
(2) In this instance, network mapping between
the customer and the service team will help
ensure the process and information flows from
beginning to end in order to fully meet the needs of
the customer.
Environment Mapping (2) This method will create an easily obtainable and executable workflow which the project can follow, across organisational departments and through many different stages in the design process. This will improve the way the process works within the organisation and will allow the design team to concentrate on 'value add' activities which will, in the long term, reduce the
overall cost of the process.
Community Documentation
(1) Every organisational department needs to share the documentation related to the development of the product/service. Having access to documentation is important as conveying important aspects and understanding of the project will aid with its production and development and may also help with discovery of discrepancies or possible improvements.
Collective Visualisation/Interactive
Networks
(1) The sharing of information throughout the process on development and manufacture is crucial to the success of the product and may incur unnecessary cost if not carried out correctly. Having a computer based system to help co-creation throughout the design process, from application to implication will help introduce group problem solving on a larger scale,
allowing for more perspectives and inputs which can help improve the product and service process provided.
Table 5: Design methods/tools and company groupings used during stage 5 of the Silver Bullet process in Weir’s Oil and Gas Division.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 45
Weir Group Power and Industrial Division – Silver Bullet Matrix
Matrix 1 – The Current Situation Matrix 1 within the Weir’s Power and Industrial Division details the design tools and methods used within the first stage of the Silver Bullet methodology, assessing the current situation.
The matrix explains how the most suitable design methods can be used within each of the 6 groups within this division, see document 1 for more details on each of the groups in the Weir’s Power and Industrial Division.
Weir Group Power and Industrial Division Silver Bullet Matrix 1 Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Current Situation
SWOT Analysis
(1) This method should be conducted for all groups before embarking on any new design project. It is useful for gauging the strengths and weaknesses of the current situation and whether the current solution is a successful in what it does. It also allows for the opportunity to identify opportunities for niche gaps and improvements within the product and product
ranges while also identifying threats. This is the best place to start for any project as it allows a reflective analysis to take place. To be effective it must be conducted by a cross-functional team with no limitations to criticism or input.
PESTEL Analysis
(2) This method is useful mainly for design projects which involve producing products from scratch, with no previous models in existence, so the company can expand its product portfolio. It allows good insight into available technology and legislation restrictions. For most other projects it is quicker and easier to use the SWOT analysis tool for simply improving
upon an existing design, although it should be remembered that legislation may have changed in the area of use for that product so this area should be considered also alongside the normal SWOT categories.
Parametric Analysis
(1) Parametric analysis within this group, concentrating on
products associated with service conditions, particularly
surrounding flow and pressure, will help identify the competitors within this market. As this group
also includes pumps, pipes, valves and loops, it will help give
a clearer understanding of the interrelationships and
parameters concerned with the combined use of these products.
(1) Parametric analysis within this group, concentrating on
products associated with safety, will help identify the competitors within this market. As this group
also includes a range of products, including, valves,
clamps and safety systems, it will help give a clearer
understanding of the interrelationships and
parameters concerned with the combined use of these products.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 46
Weir Group Power and Industrial Division Silver Bullet Matrix 1 Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Current Situation
Fly-On-The-Wall
(2) Using a combination of these methods within this group may help to give a
better idea of the customers' requirements in order to produce a more tailored
service. Using a combination will help give a bigger, more
partial view of procedures the customer is using and where the failings have occurred in
order to make the service process specific.
Observation and Shadowing
Individual Interviews
Questionnaires and Surveys (1) Questionnaires and surveys within any of these groups can be used to help provide information to contribute to the needs analysis in the following section.
Organisational Documents
(1) Using organisational documents within any of these organisational product groups can help to accurately identify
problems with current products, giving statistics such
as the most commonly occurring problem.
(1) Using organisational documents within any of these organisational product groups can help to accurately identify problems with current products, giving statistics such as the most commonly occurring problem.
Day In The Life
Design Probe
Design Persona
Video Ethnography
Web Forum (1) All of these product groups have very specific service conditions associated with them. Due to this, product design within these groups will need detailed specific knowledge on
specific areas. The easiest and most accessible way of gaining an insight into a specific topic related to any of these product groups is by using a web forum. This method can be applied, when needed, to any of these product groups.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 47
Weir Group Power and Industrial Division Silver Bullet Matrix 1 Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Current Situation
Porter's Five Forces
(2) If new design products in any of these product groupings
are undertaken in a design project, it will be essential to
understand the current climate and difficulties within the
market sector that any of the products will target on
completion. Using this method alongside the PESTEL method will ensure every detail about
the market sector for each product is covered in detail.
This will help avoid misplacing products within a market or
misjudging current difficulties within the market.
(2) If new design products in any of these product groupings are undertaken in a design project, it will be essential to understand the current climate and difficulties within the market sector that any of the products will target on completion. Using this method alongside the PESTEL method will ensure every detail about the market sector for each product is covered in detail. This will help avoid misplacing products within a market or misjudging current
difficulties within the market.
Assessing Capability Levels
5 Whys? (1) The use of the 5 whys? Method within any of these groups will encourage the design team to think deeper about problems and issues occurring within the product. The constant
asking of 'why?' will lead them to a greater understanding of the problem and what, how and when it was caused, this will hopefully lead to the listing of possible solutions of how each identified problem can be overcome. This method should use the output information from any organisational documents detailing problems as its information input.
Diary Study
Photo Study
Claims Analysis
Cognitive Task Analysis
Teach back
Storyboard
Postcard Portraits
Yes, and... (2) This method can be used in any group for any design project. It should be used to develop a detail situation of use the product may face and to obtain more specific requirements
than those generated from customer viewpoints.
Root Cause Analysis/Error Analysis
(1) Root Cause Analysis/Error Analysis within each of these groups will help identify all areas where problems, issues and failures occur within the current product. Completing this method will produce a comprehensive list of possible failure scenarios alongside causes throughout all the stages of the product's/service's production. By identifying all of these
possibilities, the design team will be able to analyse the results and produce solutions to improve any new design/redesign project to avoid the occurrence of these issues in future.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 48
Weir Group Power and Industrial Division Silver Bullet Matrix 1 Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Current Situation
Process Sketches
(1) The product group contains pumps, pipes, valves and loops
associated with service conditions, particularly those
which incorporate high flow and pressure conditions. By using
the method of process sketching, the process that these products must go through to achieve their
objective can be visualised by the design team. This can
highlight how the products must work together, leading to innovations to improve all
products concerned and how they work together.
(1) The product group contains both pumps and
valves associated with severe service use. By using the
method of process sketching, the process that both of these products must go through to achieve their
objective can be visualised by the design team. This can
highlight how the pump and valve must work together, leading to innovations to
improve both products and how they work together.
(1) The product group contains valves, clamps and systems
associated with the need for high safety when the product is in use. By using the method of process sketching, the process that these products must go
through to achieve their objective can be visualised by
the design team. This can highlight how the products must
work together, leading to innovations to improve all
products concerned and how they work together.
Table 1: Design methods/tools and company groupings used during stage 1 of the Silver Bullet process in Weir’s Power and Industrial Division.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 49
Weir Group Power and Industrial Division – Silver Bullet Matrix
Matrix 2 – What could be Different? Matrix 2 within the Weir’s Power and Industrial Division details the design tools and methods used within the second stage of the Silver Bullet methodology, assessing how the design of products and services could be different.
The matrix explains how the most suitable design methods can be used within each of the 6 groups within this division, see document 1 for more details on each of the groups in the Weir’s Power and Industrial Division.
Weir Group Power and Industrial Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
What could be different?
Needs Analysis (1) This method needs to be used/considered within any project. Consideration of the customers' needs is key to the success of the product/service. It should be used regardless of the design task, including both redesign and new design projects.
Attribute Listing/Matrix Analysis
(1) This method will work well for group six; allowing detailed, in-depth focus on each individual component
of the hydro cyclones within this group to be considered with minute detail in order
to identify how each component can be
improved.
(1) This method will work well for group one,
allowing detailed, in-depth focus on each individual
component of the pumps and valves within this
group to be considered with minute detail in order
to identify how each component can be
improved.
(1) This method will work well for group seven,
allowing detailed, in-depth focus on each individual
component of the pumps and valves within this
group to be considered with minute detail in order
to identify how each component can be
improved.
(1) This method will work well for group two, allowing detailed, in-depth focus on each individual component
of the pumps and valves within this group to be considered with minute
detail in order to identify how each component can
be improved.
(1) This method will work well for group four,
allowing detailed, in-depth focus on each individual
component of the valves, clamps and systems within this group to be considered with minute detail in order
to identify how each component can be
improved.
Benchmarking
Focus Group
(2) Using a focus group within this product
grouping may help to confirm the findings from
the fly-on-the-wall and observation and shadowing methods. It will allow input from a variety of people to
add to what information has already been gathered.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 50
Weir Group Power and Industrial Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
What could be different?
Empathic Modelling
Immersive Workshop
(2) For these product groups, using an immersive
workshop is a great way to convey possible design ideas to potential customers and other workers within the
organisation. It also helps the design team gain constructive feedback
quickly, allowing them to work on improvements
immediately. It can be used for both redesign and new design projects, however is
more useful within new design projects.
(2) For these product groups, using an immersive workshop is a great way to convey possible design ideas to potential customers and other workers within the organisation. It also helps the design team gain constructive feedback quickly,
allowing them to work on improvements immediately. It can be used for both redesign and new design projects, however is more useful within new design projects.
Intervention/Provocation
Pseudo-Documentary (1) Combining these two methods will provide the best outcome. In each of these product groups there are many different service areas where failure of the product could be catastrophic. In order to be prepared for any situation, this must be built into the design. This can be done easily with the use of both of these methods. Each area; water/fluid service,
severe service, milling, medium duty service, gas, separation, petrochemical and nuclear use will all need to be considered individually, to have a detailed completed outcome, then separate products and components should also be considered on an individual basis.
Scenario
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 51
Weir Group Power and Industrial Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
What could be different?
User Forum
(1) This method is best used within this product group as the service provided will be
dependent on each individual customer's needs. To retain the
customer needs within the thought of the service
team, and the process itself, then input from the
customer and feedback on the relevance and quality of the service is a useful tool
for helping to improve future service. A user forum is an easy and
accessible way of achieving this.
Ergonomic Analysis
KANO Model
(2) If the design project within these product
groupings is a new design project, then customer
needs and attributes must be identified and prioritised
into the categories associated with KANO this
will ensure the best customer satisfaction when the product is released to
market.
(2) If the design project within these product groupings is a new design project, then customer needs and attributes must be identified and prioritised into the categories associated with KANO this will ensure the best customer satisfaction
when the product is released to market.
Function Means Tree (2) In a design project within any of these product groupings it can be beneficial to take a step back and look at the simplest product functions in order to both improve the product and improve individual components to ensure they perform the simplest level of task expected from the product. This method will help gain understanding of functions on every level, from
the most complex to the simplest.
Quality Function Deployment
Anthropometric Analysis
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 52
Weir Group Power and Industrial Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
What could be different?
Longitudinal Study (2) This method can be useful for identifying how the changes to the product or processes affect the outcome over a prolonged period of time in order to help improve future designs/processes.
Affinity Diagramming
(1) This method is most effective when undertaking
a medium project, which makes it suitable for use
within group 3 which concerns services. The
information coming from the service team can be ordered, structured and
tasks delegated with efficiency after the
completion of this method. KLM-GOMS (Keystroke-
Level Model GOMS)
Brainstorming (1) Brainstorming is a quick and easy way of assembling ideas during every stage of the design process and within any type of design project. In order to have an effective brainstorming session, the outcome must be clearly identified and a good cross-functional team used.
Free Listing
Metaphor Brainstorming
Brain drawing This method could be combined within a brainstorming session, allowing participants to both write and draw ideas although use specifically on its own may alienate some participants.
Brain writing
Card Sorting
Function Allocation
Parallel Design (2) Working on designs alongside each other in any of these groups during a new design project/service process will be beneficial, it will ensure that the best design/service option is
chosen, components from different concepts may be able to be combined, if only one concept option was available it would limit the output and possibly decrease the quality of output.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 53
Weir Group Power and Industrial Division Silver Bullet Matrix 2
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
What could be different?
Participatory Design
(1) Participatory design in product group 3 is more
necessary than any of the other groups as the service
is being designed for a particular customer.
Without customer input and participation, customer satisfaction with the service
will be low. SCAMPER
Word Association
Lateral Thinking
6-3-5 Brainstorming (1) For specific use within design idea generation then 6-3-5 brainstorming should be used. This the most effective way of producing a large number of ideas but also allows for
individuals within the design team to take others ideas and improve them as the brainstorming session continues. It produces a higher quality of output and is more efficient than the general method of brainstorming.
Morphological Chart (2) A morphological chart is the best option for collating different design ideas for specific component and trying to combine them into one design idea for a product. This method is only best used within new design projects and the engineered-to-order group as it provides a structured, impartial way of pulling together ideas and helping to improve them.
Force Fitting
Body Storming
Reversal
Synectics
User Interface Race
3D Concept Mapping/Multi-
Dimensional Mapping Physical Problem Solving
Geographic Ideation
Table 2: Design methods/tools and company groupings used during stage 2 of the Silver Bullet process in Weir’s Power and Industrial Division.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 54
Weir Group Power and Industrial Division – Silver Bullet Matrix
Matrix 3 – Evaluation Matrix 3 within the Weir’s Power and Industrial Division details the design tools and methods used within the third stage of the Silver Bullet methodology, evaluation of innovative ideas.
The matrix explains how the most suitable design methods can be used within each of the 6 groups within this division, see document 1 for more details on each of the groups in the Weir’s Power and Industrial Division.
Weir Group Power and Industrial Division Silver Bullet Matrix 3
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Evaluation
De Bono's Six Thinking Hats (1) De Bono's Six Thinking Hats is a good method foe encouraging group discussion on all design ideas without fear of criticism or rejection. This is best carried out when a frank
discussion takes place considering each idea in turn with the six different areas in mind. It is effective at decreasing the number of generated ideas into a smaller, more manageable number where a more detailed evaluation can take place.
Interactive Case Studies
Perspective-Based Inspection
(1) Using perspective-based inspection within
group 3, focusing on services, will allow the intended customer to
physically inspect and test a product after the service has been completed and
give precise, rated feedback on the service
and the outcome after the inspection. This will help improve future processes
as well as provide information on the current
process taking place. Backcasting/Future
Landscape (2) There is a possible use for this within these product groupings. Looking towards the future and visualising how to get there can help give something towards which you can
evaluate any design concepts. Provides a clear DATUM against which to evaluate instead of basing the selection on personal opinion.
The User/Task Matrix
Laddering Questions
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 55
Weir Group Power and Industrial Division Silver Bullet Matrix 3
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Evaluation
The Magic Thing
Collective Filtering (1) After idea generation there will be numerous solution ideas to consider within each group, and for each component of the product. In order to reduce the number of solutions being considered for further development, collective filtering will provide a quick solution. A group consensus as to the best concepts being produced is required, the design team
must be ruthless in selection to decrease the number of concepts and identify the best possible solutions to take forward.
Screening and Scoring
Dot Sticking/Personal/Anonymous
Voting Controlled Convergence
Matrix
Weighting and Rating Matrix (1) This evaluation matrix is possibly the most comprehensive in terms of the output. This matrix will give evaluation feedback on how well the design concept achieves the
objectives set out in the PDS, as well as rating the design concepts against each other and a chosen DATUM. This will allow for a more rounded and informed evaluation process with personal opinion removed from the process, ensuring only the best concept is chosen at the end of the process.
Table 3: Design methods/tools and company groupings used during stage 3 of the Silver Bullet process in Weir’s Power and Industrial Division.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 56
Weir Group Power and Industrial Division – Silver Bullet Matrix
Matrix 4 – Development Matrix 4 within the Weir’s Power and Industrial Division details the design tools and methods used within the fourth stage of the Silver Bullet methodology, further development of innovative ideas.
The matrix explains how the most suitable design methods can be used within each of the 6 groups within this division, see document 1 for more details on each of the groups in the Weir’s Power and Industrial Division.
Weir Group Power and Industrial Division Silver Bullet Matrix 4
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Development
Paper Prototyping
Rapid Prototyping (1)Rapid prototyping within any of these product groupings can help to visualise and test any design suggestions to ensure the design works properly or whether further development is
needed before committing to a design and incurring cost later in the process.
TRIZ (1) The TRIZ method is versatile and is a useful method to incorporate into any project when used effectively. This may include training on the method, however the output from the
method will pay dividends as the product produced will be of a higher quality and more robust as every component will be analysed improved using the TRIZ table using ideas which would not normally come to the fore in a design team.
Life Cycle Analysis
(1) This method is more focused on the specific inputs and outputs of the product, during design, manufacture and its life in use. This is a detailed visualisation of the process involved in producing and using the product/service and concentrates on reducing waste within the process and improving the impact on the environment. This is not a method for directly improving
or changing the design of a product/service, however the outcome of the process analysis involved in a life cycle analysis may indirectly involve changing parameters, materials or components within the product/service. With the environment becoming a large concern within any design project this is a necessary method to use.
Spatial Prototyping
DFMA
(1) This method will balance the cost, performance and quality of the potential design. Minimising the number of parts, or steps in a process, as well as considering the value of each component and understanding the other options available will ensure the most efficient and effective project outcome. It will also encourage organisational departments to work together
in order to achieve the best outcome.
Value Analysis (2) These two methods can be combined and used as a precursor to completing the DFMA method. This will help ensure the most detailed information possible is placed in the DFMA table to avoid generic statements as an outcome from the table. Value Engineering
Experimental Analysis (1) The performance of the chosen concept design within any of these product groupings needs to be stringently tested before proceeding to the production stage to ensure the design not
only works, but is robust enough to cope with the conditions under which it will be working. Testing can take place on existing products to help identify failures and causes but it is also important to test possible solutions to a standard above which they are expected to work at to ensure a long life cycle of the product during service.
P-Diagram
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 57
Weir Group Power and Industrial Division Silver Bullet Matrix 4
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Development
FMEA (1) This method helps relate some of the outputs from the root cause analysis, which may have been conducted earlier in the process, and processes them, highlighting which possible
failure is the most likely to occur and the best way in which the design can be changed to avoid that failure. As the time spent on a design project is limited this method will help identify only the most important failures to consider, although it will list all failures which may occur.
Sustainable Consumption
(2) The end aim for any design project is to ensure
the product sells well within a given market. Without
identifying the market and what will help push that
product to the forefront of the market, the product may be lost among other similar products within the market.
This method will help identify ways in which to ensure the product will have an impact
when released for sale.
(2) The end aim for any design project is to ensure the product sells well within a given market. Without identifying the market and what will help push that product to the forefront of the market, the product may be lost among other similar products within the market. This method will help identify ways in which to ensure the product will have an impact when
released for sale.
Dematerialisation
Biomimicry
Cradle to Cradle (2) The full life cycle of the product is a key factor to consider, from initial idea to component recycling. Any design project should make use of this method to ensure and efficient design for
the entire life cycle is reached. A detailed thought process on the material, components, manufacturing processes and transport and use should be considered throughout.
Environmental Impact Assessment
Cleaner Production
Design for Environment
Life Cycle Cost (1) Identifying the key cost drivers for any project can help to find cost savings within the design and manufacture of the product/service. Minimising the cost in any project is a major
benefit, making this a key method to understand and implement.
Critical to Quality
Dewhurst and Boothroyd (1) Evaluating the necessity of any component will help ensure sustainability for the future in terms of maintenance. Combining the outcome of both of these methods will produce the
most efficient way of looking at component parts within a product and assessing 1) the necessity of the component, 2) its overall position within the product and 3) its accessibility in terms of future maintenance. This will help in providing an overall sustainable product by simply considering its make-up of component parts. Design for
Maintenance Activity-Based
Costing
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 58
Weir Group Power and Industrial Division Silver Bullet Matrix 4
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Development
Pareto Costing (1) Having identified potential failings within a design, it is then necessary to quantify the cost of these failings within the product. Identifying these costs during the design process will
prevent the shock of unexpected costs occurring later in the life of the product. It is also useful to help identify the failures in terms of cost to prioritise the most expensive costs and implement improvements within the design to prevent them from occurring before the product has been produced.
Table 4: Design methods/tools and company groupings used during stage 4 of the Silver Bullet process in Weir’s Power and Industrial Division.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 59
Weir Group Power and Industrial Division – Silver Bullet Matrix
Matrix 5 – Implementation Matrix 5 within the Weir’s Power and Industrial Division details the design tools and methods used within the fifth stage of the Silver Bullet methodology, implementation of innovative ideas.
The matrix explains how the most suitable design methods can be used within each of the 6 groups within this division, see document 1 for more details on each of the groups in the Weir’s Power and Industrial Division.
Weir Group Power and Industrial Division Silver Bullet Matrix 5
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Implementation
PDS (1) Every design project needs to identify parameters to which the newly or redesigned product will adhere to. The most efficient way of doing this is by creating a PDS document; this
enables all of the relevant information to be stated in one easily accessible document. It can also be developed and rethought throughout the design process to help further develop the design.
Design Brief (1) Every design project needs some guidelines and a summary of what the project is about and what is to be achieved. This will help ensure everyone in the design team fully understands the project and what is expected. This is necessary for every design project.
Hierarchical Task Analysis
(2) As projects within this product group will have a large number of tasks and
subtasks, using a hierarchical task analysis
will allow the documentation and
delegation of all of these tasks in an ordered,
effective and efficient manner.
Action Plans
Gantt Chart
(1) Gantt charts are preferred over action plans due to their more detailed nature. This method is able to provide a basis for scheduling alongside clear connections between the production process and the interdependent relationship of component parts, giving start dates and an overall time period for the completion of the project. This method enables the design team to specifically pinpoint errors within the schedule as it is being completed and implement actions to resolve them as the chart is an iterative process and can have small
changes implemented during the process of the project completion.
Bill of Materials (1) This is the only method to help control inventory during the process of the project completion. It also allows the design team, and others included in the project, to have a rolling estimation of the cost of the project, allowing for a control of cost throughout.
Innovative Problem Solving: Silver Bullet Matrices [Document 3]
Interns@Strathclyde Programme: Kerrie Noble 3rd Year MEng PDE. Supervisor: Dr. Hilary Grierson pg. 60
Weir Group Power and Industrial Division Silver Bullet Matrix 5
Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6
Implementation
Network Mapping
(2) In this instance, network mapping between the
customer and the service team will help ensure the process and information
flows from beginning to end in order to fully meet the needs of the customer.
Environment Mapping (2) This method will create an easily obtainable and executable workflow which the project can follow, across organisational departments and through many different stages in the design process. This will improve the way the process works within the organisation and will allow the design team to concentrate on 'value add' activities which will, in the long term, reduce the
overall cost of the process.
Community Documentation
(1) Every organisational department needs to share the documentation related to the development of the product/service. Having access to documentation is important as conveying important aspects and understanding of the project will aid with its production and development and may also help with discovery of discrepancies or possible improvements.
Collective Visualisation/Interactive
Networks
(1) The sharing of information throughout the process on development and manufacture is crucial to the success of the product and may incur unnecessary cost if not carried out correctly. Having a computer based system to help co-creation throughout the design process, from application to implication will help introduce group problem solving on a larger scale,
allowing for more perspectives and inputs which can help improve the product and service process provided.
Table 5: Design methods/tools and company groupings used during stage 5 of the Silver Bullet process in Weir’s Power and Industrial Division.