characterize fit for service solutions as striking a balance between utility, usability .... Innovation networks include
WELCOME TO IBA BOOTCAMP INCLUSIVE INNOVATION MODULE 3 AUTHORS ENGINEERING FOR CHANGE
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MODULE 3: DEVELOP The raw cost of developing and bringing a product to market is often expensive. Hardware-based projects especially might be making thousands of products in order to keep manufacturing costs low. Prototyping is an essential step in ensuring that you avoid making very expensive mistakes. In this third module, we will introduce methods for developing your product or service through prototyping. A team’s primary objective for prototyping is to test as many concepts, parameters, and assumptions as the project budget allows before committing to piloting and manufacturing. Failing quickly and often during the prototyping stage will produce valuable lessons as a team works toward a fit for service solution. This module presents concepts from the Engineering for Change (E4C) Introduction to ‘Engineering for Global Development’ series.
VIDEO MODULE 1
GUEST VIDEO 1
GUEST VIDEO 2
By Lana Aranda,
Prototyping Case Study with Catapult Design. By E4C.
Prototyping By Ryan Vinyar, Highway1
E4C
PART I: PROTOTYPING STRATEGY
PROTOTYPING STRATEGY In this module we will primarily look at how to articulate your prototyping strategy and plan for the most efficient way of prototyping to get there. The questions that should drive a team’s plan for prototyping are: Which aspects of a concept should be isolated for testing? Consider the decisions you want to be able to make based on the testing. There are many things that a team can conceivably test through prototyping such as operation, human factors, manufacturing, maintenance, distribution and more. A team should isolate processes, components and mechanisms to experiment and check for feasibility. Common questions that may be a part of this process include: »» Does a mechanism function as expected? »» Are any aspects of the design preventing something from functioning properly? »» Can a 5 year old and / or your grandmother use your product?
»» How would you have to change your product so that a child can use it? »» What size should a component be? »» How will components interface with each other? »» What type of material would be ideal for a specific component? »» How might the design impact product distribution? »» How will the system be serviced or maintained? What is the most effective way to test aspects of a design and generate sufficient insights? Consider the purpose of the prototype. Is it meant to be explanatory or experiential? What type of user will be exposed to this prototype? Can the product or service be explained to target users or stakeholders using techniques like sketches or Computer Aided Design models, or do they need to experience directly what it does, looks like and feels like, or other aspects? A team should pursue methods based on key objectives, such as: • Collecting feedback | Visualizing or putting the prototype in the hands of target users to understand
how users interact with the solution. This further enables the co-creation process by providing users with the opportunity to suggest changes or new approaches to the solution. • Debating design | Facilitating a dialogue with stakeholders in your project (this includes team members, customers, operators, manufacturers, etc..) to reach a consensus when deciding important aspects of the design. This allows stakeholders to explore ideas for improvement or generate new ideas by changing properties of the prototype. • Pitching | Demonstrating your ideas to potential funders or other stakeholders to help them understand the idea and test funding interest. Questions to consider include: »» How much detail needs to be included to demonstrate the envisioned end product? »» Can elements can be ‘faked’ to fill in gaps in order to speed up the prototyping process? When determining which prototyping methods to use, the team should gravitate toward methods and forms that require the fewest resources but adequately address the objectives a team seeks to meet.
Use the prototyping strategy compass to navigate the team through this process.
DEFINITIONS Computer Aided Design (CAD) | the use of specialized software for design of 2D or 3D models and design documentation. Fit for service solution | Fit for service solutions are demanddriven products and services demonstrating sustainability and impact. Experts working in development engineering characterize fit for service solutions as striking a balance between utility, usability, desirability, affordability, viability and compatibility: • Utility, or fit for purpose, is the extent to which the solution provides functionality that meets user needs. •
Usability, or fit for use, is the extent to which the product can be used by users to achieve specified goals with effectiveness, efficiency, reliability, durability, validity and satisfaction in the context of use.
• Desirability is the extent to which ownership and use of the product delivers on perceived value and leads to pleasure and satisfaction end users. • Affordability is the extent to which the perceived value of the product is greater than its perceived cost to the users, given their available income. • Viability, or suitability, is the extent to which the product / service achieves success in the environment that it is being used.
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Compatibility is the extent to which the product works together with the environment and local conditions including convenience and originality.
Human factors (also known as ergonomics) | is the study of how humans behave physically and psychologically in relation to particular environments, products, or services. Stakeholder | any individual, organization, sector or community who will impact or be impacted by the outcome of a given decision or process. In the context of the inclusive innovation process, this term can refer to individuals or groups such as end-users, NGOs, trade unions, community boards, ministries, trade unions, elders, funders, etc...
EXERCISE Define the prototyping strategy for your venture or consider what strategy was presented in the video “Prototyping Overview with Catapult Design”. Consider: 1. Which aspects of the concept should be isolated for testing? »» Determine and prioritize questions that need answers. »» Identify the processes, components and mechanisms to be tested based on the question set. 2. What is / are the most effective or efficient way(s) to test aspects of the design and generate sufficient insights? Challenge yourself to identify the simplest options.
PART II: PROTOTYPING METHODS
DEFINITION Once a team defines the prototyping strategy, they should pursue suitable prototyping methods to achieve efficient insights. The two main prototyping methods are: 1. LOW-FIDELITY, OR LOW-RESOLUTION, PROTOTYPING METHODS These are most suitable for an initial prototype and can include sketching and building a Proof-of-Concept (POC) using simple craft materials, such as paper, foamcore, cardboard, tape, string, and pipe cleaners.
A team can also create a digital, 2D or 3D model of a product using CAD software. Digital CAD models can help to prepare for creating a high-fidelity physical pro totype, but they are often more time consuming.
EXPERT TIP: You may be able to access to CAD software for free. For example, Autodesk offers licenses via their Entrepreneur Impact Program.
Teams should aim to organize an opportunity for key stakeholders to provide feedback on a POC as it can be highly beneficial to explore their response before inves ting further resources in high-fidelity prototyping.
At least one iteration of a concept should be comple te. However collaborative design processes - such as user-centered design - involving continual feedback ba sed on user reactions to a product’s prototype will result in multiple iterations.
Because sketching and simple materials can be limiting, a team may be eager to move on to high-fidelity, or high-resolution, prototyping to gain greater insight into the form and function of a product or service.
To determine if a concept should be pursued through further prototyping, the team should answer these questons: • Does this concept answer the design questions identified in the prototyping strategy? • Is this concept aligned with the impact the product or service is intended to achieve? • Is this concept realistic given the resources available for this project?
2. HIGH-FIDELITY, OR HIGH-RESOLUTION PROTOTY- PING
Involves creating detailed ‘Looks-Like’ and / or ‘Works-Li ke’ functional prototype(s) while striking a balance bet ween achieving basic functionality using minimal re sources. A team will most likely implement a combination of
high-fidelity prototyping tools and methods to create a high-resolution prototype, such as: • 3D printing • Laser-cutting • Development boards »» Microcontroller »» Single-board computer • Machining • Mill • Lathe • Drill Press • Metal-forming machine • Welding Many innovation spaces across the globe offer access to some, if not all, of the tools and methods listed above and training on how to implement them. Check out this E4C News article featuring tips and tools for additional rapid high-fidelity prototyping and a collaborative map of innovation spaces available worldwide. This recorded webinar on 2D vs 3D vs 4D Prototyping by Ryan Vinyard of the hardware startup accelerator - Highway1 provides additional examples of prototyping methods. This recorded webinar on 3D Printing and Development provides an overview of the impact and challenges associated with this method.
SUMMARY Download the Prototype Forms diagram in the online environment for module 3. The diagram maps the prototyping strategy and methods described in this section.
EXERCISE Consider the prototyping method(s) that were presented in the video “Prototyping Overview with Catapult Design” or that you intend to pursue for your project or venture. Where do they fall on the Prototype Forms diagram?
PART III: CONDUCTING EFFECTIVE FIELD TESTING
INSPIRATION High-fidelity prototyping serves to inform the development of a minimum viable product (MVP) that delivers users the most complete experience possible from the most minimum set of essential features. The MVP can be used to conduct more extensive field testing serving to identify new or revised features and specifications from stakeholder feedback.
THE LEVERAGED FREEDOM CHAIR
Wheelchair users in resource-constrained environments are often faced with limited infrastructure such as paved roads and sidewalks – a reality that creates a daily struggle and greatly restricts users’ ability to support themselves and live independently. A team of engineers from MIT set out to build a device that would meet the complete mobility needs of people with disabilities in resource-constrained regions. Understanding that conventional wheelchairs only provided limited mobility to these individuals in their communities, the team produced the “Leveraged Freedom Chair” (LFC) a three-wheeled wheelchair that is propelled through a lever-powered drivetrain. Once a functional prototype (MVP) had been assembled, the team tested the product with participants in field trials in East Africa, Vietnam, Guatemala, and India. These stakeholders played an integral role in the product’s final design development by helping to identify failures and recommending features that the team integrated into the final version.
FINAL LFC DESIGN FEATURES
The LFC combines the salient features of existing chairs on the market with multiple features modified or added as the result of field trials, such as: • • • • •
Back pad to improve tipping stability Velcro straps for extra security Adjustable seat and footrest Storage bag Converts to a pushrim-propelled wheelchair by removing and storing levers in the frame • Offered in three different widths to accommodate varying user size and meet WHO Standards • Instructional lessons on how to use the chair included with purchase One important aspect of the design was the decision to make all of the LFC’s moving parts from bicycle components, so that the chair can be repaired by local bicycle technicians commonly found in rural and urban areas of developing countries. This case study highlights the necessity of stakeholder involvement in successful product design. For more information on the Leveraged Freedom Chair click here.
CONSIDERING SAFETY AND COMPLIANCE
Before a team conducts field tests with a prototype, it must ensure that the MVP will not harm stakeholders. A team should start by:
• providing clear instructions and guidelines for how the MVP should be used • considering any risks that may arise from improper use of the prototype Codes and regulations are designed to keep people safe. Beyond mitigating any risks posed by using or misusing a prototype, a project team should be cognizant of and aligned with any local and international laws or standards that are relevant to a design. For example, prototypes of medical devices or mobility aids require particular attention to health and safety standards. International organizations, such as the World Health Organization, have published standards that may be relevant to organizations working on medical or health projects. After a team has ensured that a prototype is safe, it is possible to organize field trials with key stakeholders. Field testing will help a team determine whether a product or service is desirable, usable, and suitable. Field trials will generate relevant, timely feedback that should be implemented through subsequent iterations of a design. Although a team may be thoroughly invested in a design, field testing will help a team: • remain open to review and input from the target market • continue challenging the assumptions it has made and reinforced throughout the design process A project team’s approach to field testing a prototype with key stakeholders should leverage human-centered interview,
observation, and immersion methods to understand how the target market perceives and interacts with a product or service. A team should write and document standardized questions and procedures for testing a prototype, while remaining open to changing them if they prove to be ineffective in practice. The results of field testing should be documented consistently and analyzed to determine what should be changed in future iterations of a design. This recorded webinar on prototyping agricultural devices highlights lessons learned by the Indian social enterprise SELCO Labs, including: • How to overcome cultural aversions to unfinished prototypes, • Best practices for communication with prototype users, • How to ensure better data collection, and • Marketing tips to increase interest and buy-in.
EXERCISE Collecting user feedback as part of field testing requires a rigorous approach. Design Revolution (D-Rev), is a non-profit product development company which set out to design an affordable, high-quality prosthetic knee to serve the nearly 10 million above-knee amputees in the developing world – only 5-15 percent of whom have access to the care they need. After surveying available artificial knee products and with sponsorship from the India-based prosthetics producer JaipurFoot Organization, D-Rev’s solution evolved into the “ReMotion Knee” – an adaptation on a decades’ old concept distributed via low-resource clinics at a cost of only $80. Getting from prototype to the latest iteration required an intensive input and feedback process to ensure it suited all parties in the value-chain. This case study maps D-Rev’s approach to collecting the quantitative and qualitative data used inform and improve its design. »» Can you identify the particular challenges faced by D-Rev in developing a feedback process that captures both practical and emotional needs of patients? »»
In a group or on your own, draft the questions and/or procedures for testing the Wello water transport device introduced in the video “Prototyping Overview with Catapult Design” or your team’s MVP.
PART IV: INNOVATION NETWORKS
INNOVATION NETWORKS Innovation networks include virtual and physical spaces offering access to information, expertise, finance, tips and some, if not all, of the tools and methods listed previously and training on how to implement them. You may also come across the terminology “ecosystems” in relation to innovation and/ or entrepreneurship. Semantics aside, the focus on networks is a reminder that innovation is a collaborative process that requires input, support and relationships with various actors. Innovation networks evolve organically in some instances and in others have been specifically created to help innovators overcome barriers to innovation - including access to expertise and knowledge, access to finance, access to physical spaces or equipment and often, most importantly, access to a community of fellow innovators. Networks can be virtual and/or physical and are often cross sector - i.e. including academic, industry, non-profit and public sector actors. You may have heard of specific entities, programs and approaches within these networks such as research labs, business incubators and accelerators, innovation “meet -ups”, hackathons, angel investment clubs, “grand challenge” competitions or open innovation platforms. For more information on innovation networks, and the components of innovation ecosystems, check out the following resources: Global Innovation Index, Enabling Entrepreneurial Ecosystems and the Open Innovation Blog.
Organizations focused on promoting and enabling innovation include: Nesta, The Kauffman Foundation, The Aspen Network of Development Entrepreneurs and InfoDev.
VIRTUAL NETWORKS »» Knowledge exchange platforms | Delivering news related to solutions design and delivery, access to leaders in the field and examples of inclusive innovations. Examples include: Engineering for Change (E4C), empowering people.Network, Impact Design Hub and the Global Entrepreneurship Network. »» Innovation Platforms | Enabling collaboration between actors aimed at unlocking innovative approaches to specific problems or re-imaging current approaches - examples include OpenIdeo, Changemakers, Local Motors and Unilever’s Foundry »» Competitions | Supporting projects and ventures by providing solution feedback, access to expertise and funding. A summary of awards focused on inclusive innovation and clean technology is available in this E4C round-up. »»
Startup & Funding Platforms | To provide the resources needed to innovate including crowdfunding (e.g Indiegogo), angel investment networks (e.g. AngelList) and start-up communities (e.g F6S.com).
More examples of virtual networks or platforms can be found here.
PHYSICAL SPACES »»
Maker Spaces | Labs and maker spaces providing access to prototyping tools and training. Some require membership fees, many are free to access. A global map of maker spaces is available here.
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Incubators & Accelerators | Organizations and programs providing scaling support to start-up companies and ventures. Support may include product design and engineering support, access to a prototyping lab, facilitation of global manufacturing and supply chain management, and marketing, retail and funding access. Mostprograms require a highly competitive application process. Examples include: Highway1 (USA) , Bolt (USA), Singularity University Accelerator (USA), Gearbox (Kenya), Excubator F369 program (India).
»»
Labs | Open, collaborative incubation accelerators that bring business, universities, governments and civil society together to create solutions to challenges such as the UNICEF Innovation Labs which focus on issues related to children and youth. The Lab model creates opportunities for young people to team up with local leaders to develop creative and sustainable solutions. A map of UNICEF Innovation Labs around the world is available here.
ASSIGNMENT
FINAL ASSIGNMENT For this third module, you will have to recap the main elements that you have worked on.
QUESTION1: WHAT ARE THE PROTOTYPING OBJECTIVES FOR YOUR INNOVATION (EX. EXPLANATORY, EXPERIENTIAL, DESIGN, USABILITY, ETC.)?
QUESTION 2:
WHO ARE THE TARGET USERS OR STAKEHOLDERS THAT YOU WILL ENGAGE IN TESTING YOUR PROTOTYPE?
QUESTION 3: AT THIS STAGE, WHICH PROTOTYPING METHODS ARE THE MOST SUITABLE FOR YOUR INNOVATION TO ACHIEVE IN SIGHTS?
QUESTION 4: WHICH PHASE ARE YOU IN WHILE DEVELOPING YOUR INNOVATION?
Stay tune and register for our bootcamp on ‘Design and Manufacture of BoP Products’ provided by D-LAB / MIT. The course will start on June 6th and will dive deeper into some of the topics addressed in module 2.
IBA BOOTCAMP MODULE 3 AUTHORS: ENGINEERING FOR CHANGE
Licence All use, reproduction and distribution of this work is subject to a CC-BY-NC-ND license.
