1. A RESEARCH PROJECT BETWEEN THE WEIR GROUP PLC AND THE UNIVERSITY OF
STRATHCLYDE
Innovative Problem
Solving
The Use of Design Methods Towards Innovative
Problem Solving and 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: The solving of engineering problems in an innovative manner relies on the design process
and the tools and methods which are incorporated within it. Various design studies have noted the
impact of design tools on concept generation, however, the purpose of this project was to identify
how these tools could be best incorporated into the design process used within the Weir Group PLC,
in order to establish a more innovative thought process when considering engineering problems.
This project also aimed to identify tools and techniques which can be applied to enable traditional
engineers to engage with, and participate in the use of design methods and tools in order to help
develop their innovative design thoughts throughout the process. A review and analysis of current
and emerging design methods has produced a catalogue of 112 design methods which can be
incorporated into the company’s Silver Bullet design methodology. Incorporating the use of these
methods with the company’s product portfolio will optimize innovative output when considering any
engineering problem.
13/11/2012

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Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 1
Project Overview.....................................................................................................................................2
Document 4 Overview ............................................................................................................................3
Background to the Project ..................................................................................................................3
Project Aims and Objectives ...............................................................................................................3
Project Deliverables ............................................................................................................................3
Innovative Problem Solving.....................................................................................................................5
1. Introduction ....................................................................................................................................5
2. Research Objectives and Methodology ..........................................................................................5
2.1. Research on Creative Methods and Innovative Processes .....................................................5
3. Deliverables.....................................................................................................................................6
4. Findings...........................................................................................................................................6
5. Discussion........................................................................................................................................7
5.1. An Understanding of What the Weir Group PLC Do Globally In Terms of Innovation ...........7
5.2. Weir Minerals..........................................................................................................................8
5.3. Weir Oil and Gas .....................................................................................................................8
5.4. Weir Power and Industrial ......................................................................................................8
6. Practical Guidelines for Encouraging Participation and Engagement ..........................................10
7. Conclusion.....................................................................................................................................10
7.1. My Experience.......................................................................................................................11
References ............................................................................................................................................11
Appendix 1 ............................................................................................................................................14
Appendix 2 ............................................................................................................................................18
Appendix 3 ............................................................................................................................................19
Appendix 4 ............................................................................................................................................20
Appendix 5 ............................................................................................................................................22

3. Innovative Problem Solving: The Use of Design Methods Towards Innovative Problem Solving and
Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 2
Project Overview
Research
DeliverableDocument1
–ThreeDivisions
Research
Deliverable
Document2
Analysis
DeliverableDocument3–3Design
Matrices
Analysis
Report
DeliverableDocument4–Reportand
Appendices
Report
Company Groupings
Minerals
Division
Oil and Gas
Division
Power and
Industrial
Division
Review of Design Methods
and Tools
Review of Weir’s Silver Bullet Process
Silver Bullet
Table
Minerals Division
Matrix
Oil and Gas
Division Matrix
Power and
Industrial Division
Matrix
Interns@Strathclyde Report and
Attachments
Project Overview Diagram

4. Innovative Problem Solving: The Use of Design Methods Towards Innovative Problem Solving and
Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 3
Document 4 Overview
This document is a report on the main stages of the research project conducted between June –
August 2012, between the University of Strathclyde, Glasgow, and the Weir Group PLC.
Background to the Project
In February 2012, several Engineering leaders of the Weir Group PLC’s Power and Industrial Division
expressed a strong interest in further development and their interest in and use of creative design
methods towards the solving of engineering problems and the innovation of their products and
services. Some questions arose from this:
• What creative design methods would be useful to an innovation/engineering problem
solving situation, and when?
• How do you get traditional engineers to accept and adopt new creative methods and
practices?
Project Aims and Objectives
The aim of the project was to explore design methods which could be used optimally by the Weirs
Group to improve idea generation, evaluation, development and implementation of innovative
solutions to engineering problems and in the further development of the product and service
portfolio. These methods would be used to optimally structure innovative sessions, ensuring a
comprehensive and complete review and analysis of the problem, issues and challenges.
The project objectives were:
• An understanding of what the Weir Group PLC do globally in terms of innovation
• A review of current research on creative methods and innovative processes (including tools)
• A mapping of the above to the Weir Group PLC’s practices to establish which methods would
be most optimal for a situation and when
Project Deliverables
Stage 1 – The first stage of the project was to analyse the companies, products and service within
each of the 3 Weir Group Divisions. The basic information required was gathered from
http://www.weir.co.uk/, where a list of each company within the group, and the products and
services which they provide were taken and placed into appropriate groups with other similar
products and services, with regards to the service conditions and stage of the process where the
products and services were used. The outcome from this stage is shown in deliverable document 1.
Also involved in this stage of the research project was research into design methods and tools which
can be used throughout the innovative process. Research gathered from many sources identified
112 design methods and tools which can be widely used within an innovation project. The research
highlighted many strengths and weaknesses within each of these design methods and these have
been compiled as a catalogue, deliverable document 2.
Stage 2 - The next stage of the project involved mapping how the design methods could be used
within the Weir Group, in terms of innovation, on a global scale. In order to achieve a resource

5. Innovative Problem Solving: The Use of Design Methods Towards Innovative Problem Solving and
Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 4
which could be easily used within the organisation, the mapping of these two elements took place in
the form of design matrices for each of the Weir Group divisions. Firstly, as an aid to developing the
design matrices, a table outlining which design methods could be used during each stage of the
Silver Bullet process was created. Using this table allowed the creating of 5 design matrices for each
division within the organisation. Each matrix identifies the most suitable design method and the
appropriate situation of when these specified design methods should be used for each of the
company groupings within the division. The design methods were assessed on a scale of 1 – 5,
where 1 was the most suitable design method to be used and 5 was the least suitable design method
to be used, only those achieving a score of 1 or 2 within the scale are shown on the matrices for ease
of use. The matrices are also colour-coded, green and yellow, in association with the type of
innovation project which may be carried out within the Weir Group. A new design project, where
the aim is to release a new product to market is denoted by the colour green, and a re-design
project where the aim is to improve and apply innovation techniques to an existing product is
denoted by the colour yellow. (See deliverable document 3).
Stage 3 – The last stage of the research project involved looking for techniques to help traditional
engineers engage with practices within the innovation process. Research was conducted into
various facilitation techniques which may help with the engagement and encourage participation
from traditional engineers in a new process. This was summed-up in a mind-map and bullet-points
which are included as an appendix at the end of this report. This is deliverable document 4 which
outlines the key aims and objectives of the research project, details how the project was conducted,
the main deliverables which were derived from the project and it also includes appendices showing
the original Silver Bullet process, the Silver Bullet process and appropriate design methods and also
guidelines on encouraging participation and engagement within the process.

6. Innovative Problem Solving: The Use of Design Methods Towards Innovative Problem Solving and
Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 5
Innovative Problem Solving
1. Introduction
Innovation is often seen as a key to market competitiveness and designers and engineers alike
are being increasingly stressed to create quality innovative solutions to problems within faster
time cycles. (Renzulli, J.S., Owen, S.V., & Callahan, C.M., 1974) Innovation is defined as
the process by which an idea or invention is translated into goods or services for which
people will pay, or something that results from this process. In order for an idea to be classed
as an innovation, it is generally accepted that the idea must be replicable with economical
cost in mind and a specific need must be satisfied. For this to occur the application of
information, imagination, and initiative must drive greater value from resources and include
all processes from which new ideas are generated and converted into new products or
services. (The Business Dictionary, 2012)
In relation to the use of innovation within organisations, some of the key characteristics
needed for the successful implementation of innovation within a business are; openness to
ideas, problem solving, motivation/personal initiative, strategic thinking, leadership and
management skills, self-belief/confidence, willingness to take risks, emotional intelligence
and tolerance of ambiguity. (Patterson, F., Kerrin, M., Gatto-Roissard, G., & Coan, P., 2009)
With the presence of the key characteristics, the factors which drive innovation ; such as
changing technology, changing customer demand, newly emerging competition and a
changing business environment , will ultimately combine to develop an innovation initiative
within any company, resulting in productivity growth, the introduction of new goods and
services and improved productivity. (Goffin, K., Mitchell, R., & Macmillan, P., 2005)
However, in order for this to combine successfully there must be the presence of a defined
process, along with methods and tools, put in place to help with the development of any
innovative initiative.
2. Research Objectives and Methodology
The aim of this research project was to answer the following two questions;
• What creative design methods would be useful to an innovative/engineering problem
solving situation and when?
• How do you get traditional engineers to accept and adopt new creative methods and
practices?
These questions created a project proposal which aimed to explore design methods which
could be used optimally by the Weir Group PLC to improve the processes of idea generation,
evaluation, development and implementation of innovative solutions to engineering
problems, ultimately leading to the future development of their product and service portfolio.
2.1. Research on Creative Methods and Innovative Processes
The development of design methods is a way of improving the overall output quality of a
design by thinking about design as three key areas:

7. Innovative Problem Solving: The Use of Design Methods Towards Innovative Problem Solving and
Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 6
o Design as participation, the involvement of the public in the decision making
process
o Design as creativity, which is potentially present in everyone
o Design as an education discipline which unites arts and science
The design methods being used by designers worldwide are a combination of many methods,
representing all three of the above areas, but combined in a specific way to meet the required
outcome of a project over a long and wide project. (Jones, J. C., 1981)
The aim for this project was to conduct research on the existing design methods which have
been tried and tested in design projects, and analyse these to define the strengths and
weaknesses of each method in order to understand where, and why they would be used during
certain situations within an engineering project in the specific context of the Weir Group PLC
and their 3 divisions – Minerals, Oil and Gas, and Power and Industrial.
3. Deliverables
There were four main deliverables from the research project. The four deliverable documents are
described in the table.
Deliverable Document Description
Deliverable Document 1 An understanding of the product and service
portfolio of the Weir Group PLC. Companies,
products and services are grouped into specific
areas of use to enable the sharing of ideas.
Deliverable Document 2 A review of the available design tools and
methods available for use within the Silver Bullet
process. Highlights strengths and weaknesses of
each method.
Deliverable Document 3 A mapping of product groupings and design
methods into useable design matrices in order to
identify the most suitable design methods for use
in specific design situations and why.
Deliverable Document 4 A project report outlining the key outcomes of
the research project and identifying techniques
for encouraging participation and engagement.
4. Findings
The results from the research project were split into four main areas addressing the main aims
if the research project;
I. Research into the role of innovation in organisations, the current silver bullet
process used within the Weir Group PLC and the practical guidelines and tools
which exist to help traditional engineers engage with the innovation process.
[Deliverable document 4]
II. A critical review of available design tools and methods, depicting the strengths
and weaknesses of each in order to highlight where and when they are best used
Table 1: A description of the project deliverables.

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Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 7
and suggestions of resources and the manner in which each of the tools are best
used in a practical sense. [Deliverable document 2]
III. An understanding of the product and service portfolio of the Weir Group PLC in
order to group similar products to enable the sharing of ideas and ‘best practice’
between these companies and products. [Deliverable document 1]
IV. A mapping of the product groupings and design methods in order to identify
which methods are suitable for use, in which particular design situation and why.
[Deliverable document 3]
5. Discussion
The main starting point for the project was to identify what role the Weir Group PLC
currently has within a global setting and how this relates to the need to be more innovative.
5.1. An Understanding of What the Weir Group PLC Do Globally In Terms of
Innovation
The Weir Group businesses have a passion to be continually more responsive, more
productive and more results driven. The group are seeking to make the customer the
centrepiece of the focus of the Group. The integration of service facilities and the vast
geographic cover of the original equipment business provided the platform to increase the
depth of product and service offerings from the company, within the chosen business sectors.
The main aim of the Group is to provide their customers with a uniform response on a global
platform, work with them to understand their future direction and be the first to respond to
their changing needs. (The Weir Group PLC., 2012)
In relation to this project it was important to understand what each company, which
collectively make the group, produce and the fields and industries in which they work. This
understanding of products and service industries allowed for a more specific choice of design
methods to be made with the user, industry and service conditions in mind.
Research into what role innovation plays in the success and development of a business was
also an important consideration within this stage of the project in order to establish the effect
of innovation within a business and what factors needed to be present to help enable
innovative processes to take place. Relating the findings to Weirs also influenced the
creative design methods suggested, ensuring that innovation drivers would be considered
within the methods used in order to produce the best outcome in solving the engineering
problem. This research highlighted that when talking about innovation there are three key
factors to consider;
I. The Innovation Drivers. What drives the need for innovation in an
organisation? There are four innovation drivers which bring about the need for
innovation and change.
a. The first is technological advances. If a company becomes able to track the
performance of new and existing technologies then change in this area will
provide the need for innovation.

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Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 8
b. The second innovation driver is changing customer needs. Changing customer
needs inevitably means that existing market segments are disappearing or
becoming crowded. This automatically leads to companies having to adjust
their product ranges in order to remain successful. The third innovation driver
also falls into this category, intensified competition leads to the need for
differentiation which must penetrate the product and service portfolio.
c. The last innovation driver is changing business environments. The regulations
affected many markets in the western world are being relaxed and the
company must be prepared to embrace this.
II. Characteristics of Innovation. The most important thing to highlight is the differing
levels of innovation, it can be a dramatic breakthrough like finding penicillin, or it can
be incremental innovations such as small changes to existing products, services or
processes. It is important to note the difference as this will help determine the tools
and methods which can be used in the design process to help innovation.
III. Managing Innovation. In order to manage an innovation process there is a need for
a defined framework. (Polder, M., Van Leeuwen, G., Mohnen, P., & Raymond, W.,
2010) (See Appendix 1).
In order to start to form a link between these three areas an analytical view of the Weir Group
PLC and the companies and products contained within the organisation was formed. This
research found that the Group is structured into three sector-focused divisions (see
deliverable document 1);
5.2. Weir Minerals
The Weir minerals division is responsible for the delivery of end-to-end solutions for mining,
transport, milling, processing and waste management activities. This division provides
specialists in delivering and supporting customers with a wide range of slurry equipment
solutions, including pumps, valves, hydro-cyclones, de-watering products and wear-resistant
linings. (The Weir Group PLC., 2012)
5.3. Weir Oil and Gas
The Oil and Gas division provides specialist pumps, valves, storage and engineering support
for all off-shore, marine and onshore oil and gas processes, both upstream and downstream,
to customers across the globe. (The Weir Group PLC., 2012)
5.4. Weir Power and Industrial
The third division within the Group is Power and Industrial, which delivers end-to-end,
whole plant solutions for nuclear power, fossil fuel and renewable energy production
activities. (The Weir Group PLC., 2012)
Within the three divisions of the Weir Group PLC there are groups of products and services
which have emerged, incorporating many different companies and products. These were
formed on the basis of products being able to work together as a group during the innovation
process enabling the sharing of ideas, processes and knowledge. The creation of the product
groups centred on the types of conditions and service use of each product as opposed to the

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Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 9
type of product itself. By grouping products and services in this way it will allow for co-
collaboration where the entire process can be mapped and looked at in detail using the
highlighted design methods in order to provide the best quality innovation in all products and
service areas.
Highlighting the specific details of use and service conditions of each product grouping
within the three Weir divisions provided the underlying basis for mapping specific product
groupings to the design tools and methods which would best fit with the Silver Bullet
innovation process which runs within the company. (See deliverable document 1).
Within the Weir Group PLC a framework, the Silver Bullet, has been defined which set out
the various stages within the design and innovation process. The framework consisted of
four main stages; idea generation, evaluation, development and implementation. (An
analytical view of this methodology can be seen in appendix 2 and appendix 3 of this
document). With this framework having already been defined and used, the best way to look
at improving innovation implementation within the company was to outline design methods
and tools, which could be categorised into these four areas, to help manage and guide the
process in a constructive manner. The following research into design methods and tools
identified 112 methods which were suitable for use in the four areas of the Silver Bullet
process. (See appendix 4).
The results from this stage of the project were presented in a catalogue format where each
design method could be considered on an individual basis, outlining a case for why each
method should be used, detailing how the method is used and highlighting the strengths and
weaknesses of each method, and the resources and suggested tips for their use. (Cross, N.,
2008) (Pugh, S., 1991) (Designing With People, 2012) (Pro Work Project, 2009) (Bevan et
al., 2011) (Autodesk, 2011)
The methods described in this document encompassed product, process, people and the
organisation. The results from this particular section of research highlighted the necessity for
choosing the correct design method for use at the right time in the innovation and
development process. With a better understanding of the quality and outputs achievable
through the use of each of these 112 design methods there was now the ability to form a link
between the use of these methods and Weirs’ current product/service portfolio and the link
between each and the innovation process, in the form of the Silver Bullet. (See deliverable
document 2).
The mapping of the company groupings to suitable design methods took into consideration
the two distinct levels of innovation, the dramatic breakthrough or new design project, and
the incremental change applied within a redesign project. Distinguishing these two levels of
innovation is important as the application of design tools and methods can differ greatly
between the two. For each product grouping the 112 design tools and methods have also
been rated from 1-5, with 1 being most suitable and 5 being the least, in order to indicate to
the team working on a project which design methods they should consider using more
carefully. The result was a matrix for each division within the company, consisting of each

11. Innovative Problem Solving: The Use of Design Methods Towards Innovative Problem Solving and
Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 10
of the product groupings within that division with the most suitable methods being selected
for use, along with a description of why these particular methods were appropriate. Although
the design methods for each product grouping had been rated from one to five, only numbers
one and two were shown, this was to narrow the choice for the design team and to try to
optimise the amount of time the design team would spend on any design and innovation
project. This will allow for freedom of choice for the design team provide a guide on how
they can optimise the innovation process. (See deliverable document 3).
6. Practical Guidelines for Encouraging Participation and Engagement
The only question left to answer within the project was, how do we get traditional engineers
to accept and adopt new creative methods and practices? Research on facilitation methods
showed that there were 7 points to consider within the facilitation guidelines, (Bens, I., 2005),
(see appendix 5);
I. Break the Ice.
II. Clarify the Topic
III. Create Buy-In
IV. Create Targeted Norms
V. Set up the room to encourage participation
VI. Use high participation techniques
VII. Make use of other tools and techniques for participation when you feel they are
required
These can therefore be used as tools for creative/innovation support throughout the design
process. (The full outcome from this research can be viewed in the document entitled
Practical Guidelines for Encouraging Participation and Engagement.) As with all the
highlighted creative design methods, and also facilitation methods, one tool may be
particularly applicable for one designer/engineer or for one specific situation, however it
cannot be assumed to be suitable for all designers/engineers in that situation, or for the same
designer/engineer in a different situation. (Patterson et al., 2009)
7. Conclusion
The work presented from this research project demonstrates the applicability of the identified
creative design methods within the setting of innovative problem solving process used by the
Weir Group PLC, particularly looking at how and when the creative design methods can be
applied to a specific set of product groupings within each of the company’s divisions.
The study also revealed some directions for further study which will also impact on how the
company develop an innovative solution to engineering problem solving and encourage
engagement from traditional engineers within the process. This includes assessing the
innovative output achieved from the current study suggestions, further developing the most
suitable use for the design methods within the process and developing a core group of
creative design methods, gathered from many sources including the web, to be used within
the company’s Silver Bullet methodology.

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Solutions in an Engineering Context [Document 4]
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Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 11
7.1. My Experience
At the beginning of the project I had three main expectations of what I could possibly achieve
from the project. These were;
o To gain an otherwise unseen insight into research and experience the
possibility of further study after a master’s degree
o To gain a deeper knowledge in an area of interest within my degree
o Experience working with a large engineering company and developing more
professional skills
I feel I have achieved an accurate insight into the demands of research and study beyond a
master’s degree. The opportunity to be given a project to work on, with support and input
from academic staff and company representatives when needed, accurately conveyed the
independence needed to complete a research topic. I enjoyed this freedom and ability to
work independently and feel it will help within the remaining years of my current study and it
has also encouraged me to undertake a PhD research study in a few years time.
I have a more developed understanding on the area of creative design methods, including a
comprehensive resource which I can refer to during my 4th
and 5th
year projects within
DMEM. I feel this will certainly benefit me for the remainder of my degree.
I feel that working with a large engineering company has developed my professional
communication skills, including report writing and presenting. Gaining an insight into the
role of a design engineer within an industrial setting has been invaluable and has highlighted
the possibilities available outside of research and academia. I feel I gathered a good
understanding of the role of the company on a global scale; however I feel that arranging a
visit to the company in order to see the design process in action would have greatly benefitted
the development of this understanding. I am looking forward to seeing how the company
develop and use the outcomes of the research project within their operations as this would
give me an insight into how research can be used in a contextual sense. I feel this would be
beneficial as the opportunity to see the effects of research work and the impact it has in an
industrial setting will help drive further developments to this study. This is also an
opportunity which does not necessarily exist during undergraduate study and I feel it would
be interesting to have an insight into this process.
Overall I have enjoyed the opportunity to work on this project with The Weir Group PLC and
feel it has provided an outcome which can benefit the last years of my undergraduate degree
and it has also encouraged me to remain at university and undertake more research after my
current degree.
References
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13. Innovative Problem Solving: The Use of Design Methods Towards Innovative Problem Solving and
Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 12
Bens, I., 2005, Core Skills for Facilitators, Team Leaders and Members, Managers,
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Solutions in an Engineering Context [Document 4]
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Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 13
The Weir Group PLC., 2012, Our Business, Weir Oil and Gas, [online] Available at:
http://www.weir.co.uk/our_businesses/weir_oil__gas.aspx [accessed 16th
August 2012]
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http://www.weir.co.uk/our_businesses/weir_power__industrial.aspx [accessed 16th
August
2012]

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Solutions in an Engineering Context [Document 4]
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Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 14
Appendix 1
The Role of Innovation
1: Innovation Drivers
1.1: Technological Advances
1.1.1: Companies need to constantly monitor new technology, as it may influence or potentially
transform their markets.
1.1.2: Existing technologies must also be considered, as today these are being more widely applied.
1.1.3: Organisations need to become good at tracking the progress of a wide range of technologies.
This includes monitoring both the performance of the technologies they currently use and those
which may replace existing technologies.
1.2: Changing customers and needs
1.2.1: Changing customers means that traditional market segments are disappearing or fragmenting
and companies will need to adjust their product ranges accordingly.
1.2.2: Customer demand for more environmentally acceptable products and services.
1.2.3: A hidden challenge to innovation -determining customers' hidden needs.
1.3: Intensified competition
1.3.1: Logistics costs have plummeted and, consequently, 'safe, home markets' are being threatened
by foreign competition.
1.3.2: Companies may also face competition from sources normally outside their industries.
1.4: Changing business environments
1.4.1: Worldwide, markets are becoming more open as the market economy is embraced by most
governments and through efforts to reduce tariffs by trading groups such as the European Union.
1.4.2: Regulations affecting specific markets are being relaxed in many western countries.
1.4.3: A continued focus on efficiency gains will only bring diminishing returns and cost-reduction
myopia needs to be replaced by a focus on increasing revenues and profits.
2: Characteristics of Innovation
2.1: Definition of Innovation

16. Innovative Problem Solving: The Use of Design Methods Towards Innovative Problem Solving and
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Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 15
2.1.1: The introduction of a good (product), which is new to customers, or one of higher quality than
was available in the past.
2.1.2: Methods of production which are new to a particular branch of industry. These are not
necessarily based on new scientific discoveries and may have, for example, already been used in
other industrial sectors.
2.1.3: The opening of new markets.
2.1.4: The use of new sources of supply.
2.1.5: New forms of competition, that leads to the restructuring of an industry.
2.2: Dimensions of Innovation
2.2.1: New products.
2.2.1.1: Sustainable competitive advantage can be missed if an organisation focuses solely on
product innovation.
2.2.2: New services.
2.2.2.1: Companies in the manufacturing sector can also create service to help differentiate their
products.
2.2.3: Manufacturing processes.
2.2.3.1: Improvements can be made to the manufacturing and delivery process.
2.2.4: Business processes.
2.2.4.1: Optimising processes to make it easier for customers to do business with the company, or to
cut costs.
2.3: Degrees of Innovation
2.3.1: Can be dramatic. Breakthroughs such as penicillin, the Walkman personal stereo, and the
Post-It.
2.3.2: There can be incremental innovations, small changes to existing products, services or
processes that can also be important.
2.3.3: Improvement and revisions of existing products.
2.3.4: New products that provide similar performance at a lower cost.
2.3.5: Existing products that are targeted to new markets.
2.3.6: Addition of products to an existing product line.
2.3.7: Creation of new product lines.
2.3.8: New-to-the-world products.

17. Innovative Problem Solving: The Use of Design Methods Towards Innovative Problem Solving and
Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 16
2.4: Phases of Innovation
2.4.1: Idea generation.
2.4.2: Choice of best ideas.
2.4.3: Implementation.
2.5: Innovation complexity
2.5.1: The degrees and dimensions of innovation, new technology, and market newness all add to
the complexity of innovation.
2.5.2: The more complex the innovation, the longer the time taken to implement.
2.5.3: The longer the time taken to implement and the more complex the innovation, the greater the
risk to the organisation.
2.6: Innovation throughout the Organisation
2.6.1: Research and development
2.6.1.1: The source of innovation and it is true that this function should drive many of the ideas for
new products and services in a company.
2.6.2: Marketing
2.6.2.1: Has a key role to play in generating ideas for innovation, through creative forms of market
research. Marketing can make the difference between a good idea and a successful product.
2.6.3: Operations
2.6.3.1: A company can obtain a longer-term competitive advantage, through process innovations
that are often harder to copy than product innovations.
2.6.4: Finance and Accounting
2.6.4.1: Can provide essential support in calculating return on investment for innovation projects.
2.6.5: Human Resource Management
2.6.5.1: The creative atmosphere of small teams can easily be lost as organisations grow and so the
human resource function can and should proactively support the maintenance of an innovative
culture within their organisation.
2.6.6: Outside Resources
2.6.6.1: This is very necessary. For example, suppliers in the automotive industry conduct significant
parts of the product development for car manufacturers.
3: Managing Innovation -The Challenge
3.1: Need for a framework

18. Innovative Problem Solving: The Use of Design Methods Towards Innovative Problem Solving and
Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 17
3.2: The innovation pentathlon framework
3.2.1: Innovation Strategy
3.2.2: Ideas
3.2.3: Prioritisation
3.2.4: Implementation
3.2.5: People and Organisation

19. Innovative Problem Solving: The Use of Design Methods Towards Innovative Problem Solving and
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Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 18
Appendix 2

20. Innovative Problem Solving: The Use of Design Methods Towards Innovative Problem Solving and
Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 19
Appendix 3
1.1: What do we know about today's current situation?
1.1.1: Cross-functional groups of around 8 people are seated in a circular group and asked 'What do
we know about today's current situation?' Each member of the group takes their turn to answer, with
others allowed to speak only for clarification. The facilitator may ask people to keep expanding
further and the process continues until everyone has expressed all their thought.
1.2: How could it be different? What barriers need to be removed?
1.2.1: Again the group sits in a circular position and is asked, 'How could it be different?', and, 'What
barriers need to be removed?' This leads to idea generation. The group select the best solutions
through a pen selection method and only the best ideas move forward.
2.1: De Bono's Six Thinking Hats
2.1.1: Discussion takes place in six areas, categorised in coloured hats; 1) The white hat, information
known or needed 2) The red hat, feelings, hunches and intuition 3) The black hat,
judgement/negativity 4) The yellow hat, brightness and optimism 5) The green hat (creativity),
possibilities, alternatives and new ideas 6) The blue hat, managing the thinking process. This will
again take place in groups of around 8, which are cross-functional and seated in a circular position.
3.1: Process of mathematically input and more technical information is added to prepare the product
for market. Has to pass through a strict system which means being approved financially to ensure the
product is viable for the company.
4.1: Implementation is where the product becomes real. Successful implementation would mean the
product is supplied globally, with collaborative development and delivery, with an intense focus on
customer needs and satisfaction.

21. Innovative Problem Solving: The Use of Design Methods Towards Innovative Problem Solving and
Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 20
Appendix 4
Weir Group PLC – Silver Bullet
Idea Generation
Evaluation Development ImplementationWhat 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
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

22. Innovative Problem Solving: The Use of Design Methods Towards Innovative Problem Solving and
Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 21
Weir Group PLC – Silver Bullet
Idea Generation
Evaluation Development ImplementationWhat do we know
about today’s current
situation?
How could it be different?
What barriers need to be
removed?
Reversal
Synectics
User Interface Race
3D Concept Mapping
Multi-Dimensional
Mapping
Physical Problem Solving
Geographic Ideation

23. Innovative Problem Solving: The Use of Design Methods Towards Innovative Problem Solving and
Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 22
Appendix 5
1: Break the Ice
1.1: Even in a group where members know one another, they need to engage in ice breakers to set a
warm and supportive tone.
1.2: With groups of strangers ice breakers are even more important. They help people get to know
each other and help to remove barriers to speaking in front of strangers.
2: Clarify the Topic
2.1: At the start of each discussion, take pains to insure that each topic is clearly defined. For
example, if the meeting is being called to solved a problem, insure that there is a clear problem
statement. Regardless of the type of session, a clear statement that describes the purpose of the
meeting is a must.
2.2: You add to topic clarity be having a well-defined outcome statement for each discussion. This
means helping the group to agree on what they want to achieve and aligns the participants.
2.3: At the start of any session make sure everyone is clear about the purpose of the meeting by;
2.3.1: Review what created the need for the meeting so that everyone understands its history.
2.3.2: Sharing the input members gave during surveys, focus groups or interviews to demonstrate
member participation in agenda creation.
2.3.3: Engaging participants in ratifying a purpose statement to insure understanding and
commitment.
2.3.4: Stating the goal of the facilitation so that everyone is clear about the desired outcome.
3: Create Buy-In
3.1: Check with your group to determine how many of the harsh realities are going to be a factor;
3.1.1: People are working extra hours and don't know how they will find the time to attend the
session.
3.1.2: Facilitated meetings often generate many action plans, this is more work no one wants.
3.1.3: The organisation may not support the ideas generated by employees, priorities could shift
tomorrow.
3.1.4: A feeling that improvements gained will only benefit the organisation.
3.2: Getting people to commit is achieved by asking the universal buy-in question -What's in it for
me?

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Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 23
3.3: An effective buy-in activity is to pair up participants at the start of any session and ask them to
spend several minutes discussing two questions; What's the gain for the organisation? How will you
personally benefit?
3.4: After the partner discussion, participants may recall their own, or their partner's, responses.
Record all comments on a flip chart. The responses to the second question amount to the participant's
psychological buy-in to the session. If participants say there are few benefits but lots of reasons for
them not to participate you will have to spend longer on the buy-in session.
3.5: People may say they will participate if there are assurances that senior management will support
their ideas or that they will receive training or other needed assistance.
4: Create targeted norms
4.1: All groups need guidelines to insure a cooperative and supportive climate.
4.2: Create safety norms by asking two questions; What rules should we establish today to insure
everyone feels they can speak up with confidence? Under what conditions are you going to be able to
say what's on your mind?
5: Set-up the room to encourage participation
5.1: Theatre-style seating is the worst possible arrangement for facilitating an active discussion.
People will automatically assume they will be spoken at.
5.2: Large boardroom tables have an especially stifling effect on people. If this is the only option then
break people into pairs, trios or foursomes as often as possible to keep people talking.
5.3: If there is choice in the matter of seating, select a large room and try to get small, modular tables.
Small rectangles arranged in a horseshoe for whole group discussions or smaller squares for smaller
group discussions is the best.
5.4: Small groups of no more than 8, but more preferably 6, are best.
5.5: People can sit in their small groups, even when the whole group is in session. Small groups
always help break the ice and create a more private forum for discussion.
6: High Participation Techniques
6.1: Discussion Partners
6.1.1: This simple technique can be used as a way of starting any discussion.
6.1.2: After posing a question to a large group, ask everyone to find a partner to discuss the question
for a few minutes. Have people report on what they talked about. You can use this with groups of
three as well.
6.2: Tossed Salad

25. Innovative Problem Solving: The Use of Design Methods Towards Innovative Problem Solving and
Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 24
6.2.1: Place an empty cardboard box or an inexpensive plastic salad bowl on the table. Give out small
slips of paper and ask people to write down one good idea per slip. Have them toss the slips into the
bowl. When people have finished writing, have someone 'toss the salad.' Pass around the bowl so that
each person can take out as many slips as they tossed in. Go around the table and have people share
ideas before discussing and refining the most promising ideas as a group.
6.3: Issues and Answers
6.3.1: When faced with a long list of issues to tackle, rather than attempting to problem solve all of
them as a whole group, which may take too long, post the problems around the room. Put only one
issue on each sheet of flip chart paper. Ask all members to go to one of the issue sheets and discuss
that problem with whomever else was drawn to the sheet.
6.3.2: Make sure people are distributed evenly, with at least three people per issue. You can use chairs
but this works best as a stand-up activity.
6.3.3: Allow up to five minutes for the sub/groups to analyse the situation. Have them make notes on
the top half of the flip chart sheet. Ring a bell and ask everyone to move to another flip chart sheet.
When they get there, ask them to read the analysis made by the first group and to add any additional
ideas. This round is often shorter than 5 minutes. Keep people circulating until everyone has added to
all of the sheets.
6.3.4: Once the analysis round is complete, ask everyone to return to the original issue they started
with. Ask them to generate and record solutions to their respective issue on the bottom half of the
sheet. Once again circulate people until everyone has had a chance to add ideas to all of the sheets.
6.3.5: To end the process have everyone walk by each sheet, read all of the solutions and check off
one to three ideas they think are best. When everyone has returned to their seat, review the top rated
ideas and then ask small groups to take responsibility for creating action plans.
6.4: Talk Circuit
6.4.1: This technique works best in a large crowd because it creates a strong buzz and lets people get
to know each other. Start by posing a question to the group and then allow quiet time for each person
to write his or her own response.
6.4.2: Ask everyone to sit 'knee to knee' with a partner and share their ideas. Have one person speak
while the other acts as a facilitator. After two to three minutes ring a bell and have partners reverse
their roles. After two or three more minutes stop the discussions.
6.4.3: Ask everyone to find a new partner and repeat the process, but in slightly less time. Stop the
action and then have everyone repeat the process with a third partner.
6.4.4: In the final round allow only one minute per person. When the partner discussions are over,
share the ideas as a whole group and record them on flip charts.
6.5: Pass the Envelope
6.5.1: Give each person an envelope filled with blank slips of paper. Pose a question or challenge, and
then have everyone write down as many ideas as they can within the given time frame and put the
slips into the envelope. Tell people to pass the envelopes, either to the next person or in all directions,
and when the passing stops, read the contents.

26. Innovative Problem Solving: The Use of Design Methods Towards Innovative Problem Solving and
Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 25
6.5.2: Pair off participants and have them discuss the ideas in their envelope. What ideas did they
receive? What are the positives and negatives of each idea? What other ideas should they add?
Combine pairs to form groups of four and ask them to further refine the content of their four
envelopes into practical action plans. Hold a plenary to collect ideas.
6.6: Table Cards
6.6.1: Seven people sit around a table and each one takes the role of a certain way of thinking.
6.6.2: They have to come up with things that relate and solve the problems that they mutually decide
to address.
6.6.3: Each one actually plays out the role that their cards represent. Other people recognise what their
role is and they contribute to it. Before long they are talking and helping one another. They're all
using the system to design.
7: Extra Tools and Techniques
7.1: Wandering Flipcharts
7.1.1: Why -It is a participative means of engaging a large number of people in productive
conversation about specific issues.
7.1.2: 1) Set up the room by posting blank sheets of flip chart paper or poster paper in separate
stations around the room.
7.1.3: 2) Clarify the topic or series of topics to be discussed. Then divide the topic into segments or
sub-topics.
7.1.4: 3) Post one topic segment at the top of its own flip chart sheet.
7.1.5: 4) Instruct people to wander the room and gather at a flip chart that features a topic about which
they have knowledge. Be clear that there must be no fewer than 3 people and no more than 5 people
at each flip chart. Once there, the participants discuss the topic and record their collective thoughts
for a specified period.
7.1.6: 5) At the end of the specified time, instruct everyone to wander to a new flip chart station,
read what the first group has written and confer with whomever else has wandered there in order to
add more comments to the sheet. The process can be repeated until the flip charts are filled, it is not
necessary for each person to visit every flip chart.

27. Innovative Problem Solving: The Use of Design Methods Towards Innovative Problem Solving and
Solutions in an Engineering Context [Document 4]
Interns@Strathclyde Programme: Kerrie Noble 3rd
Year MEng PDE. Supervisor: Dr Hilary Grierson
pg. 26