document 3 - interns@strathclyde

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


Matrix 2 – What could be Different? ......................................................................................................................................................................................... 14


Matrix 3 – Evaluation ................................................................................................................................................................................................................. 23


Matrix 4 – Development ............................................................................................................................................................................................................ 25


Matrix 5 – Implementation ........................................................................................................................................................................................................ 27

Weir Group Oil and Gas Division – Silver Bullet Matrix ................................................................................................................................................................. 29












Weir Group Power and Industrial Division – Silver Bullet Matrix .................................................................................................................................................. 45


....................................................................................................................................................................................................................................................... 48







....................................................................................................................................................................................................................................................... 58





Project Overview

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Company Groupings

Minerals Division

Oil and Gas Division

Power and Industrial Division

Review of Design Methods and Tools



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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



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.



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.



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



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.



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




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.




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.




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.


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.




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.


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.


three, allowing detailed, in-depth


component of the pump and liner, concerned with

milling, within this group to be

considered with minute detail in order to identify


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


improved.


five; allowing detailed, in-depth


component of the pump within this

group to be considered with minute detail in order to identify


improved.


six; allowing detailed, in-depth


component of the hydro cyclones




improved.


seven, allowing detailed, in-depth


component of the pumps and valves




improved.






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.










behind product use in the gas industry.










behind the area of separation.








access to information and help improve the design

by increasing the knowledge behind product use in the petrochemical and nuclear industry.






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






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






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






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






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.







(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






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.





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.




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.





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.





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.




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





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.





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.




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.





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.




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


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.


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.


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.


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.




Current Situation

Fly-On-The-Wall


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.





(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.




Current Situation


(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.




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.




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.


Weir Oil and Gas Division Silver Bullet Matrix 2

Design Methods Group 1 Group 2 Group 3 Group 4 Group 5 Group 6




(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


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


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.






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.






Empathic Modelling


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.


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






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


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.









(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.



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.


(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



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.



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.


Force Fitting

Body Storming

Reversal

Synectics

User Interface Race


Dimensional Mapping Physical Problem Solving

Geographic Ideation





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.




Evaluation





(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





Evaluation

The Magic Thing






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.




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.





Development


(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.





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.


Weir Group Oil and Gas Division Matrix 5


Implementation





(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






Weir Group Oil and Gas Division Matrix 5


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.






Networks






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


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.


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.




Current Situation

Fly-On-The-Wall


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.





(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.




Current Situation


(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.




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.


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.




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.


Weir Group Power and Industrial Division Silver Bullet Matrix 2





(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,


component of the pumps and valves within this

group to be considered with minute detail in order


improved.

(1) This method will work well for group seven,


component of the pumps and valves within this

group to be considered with minute detail in order


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


be improved.

(1) This method will work well for group four,


component of the valves, clamps and systems within this group to be considered with minute detail in order


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.






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.


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






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.










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.


(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



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.








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.


Force Fitting

Body Storming

Reversal

Synectics

User Interface Race


Dimensional Mapping Physical Problem Solving

Geographic Ideation





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.




Evaluation





(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





Evaluation

The Magic Thing






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.




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





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.


(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





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.





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.




Implementation





(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








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.






Networks


