ABC Nightline - IDEO Shopping Cart
Summary
TLDRIDEO، المجموعة التي هي مصممة من أطراف العالم، تواجه تحديًا لإعادة تصميم عربة التسوق في خمسة أيام. في قلب وادي التكنولوجيا، يتعاون طاقم من المصممين على حل المشكلات المتعلقة بالأمان والسرقة، وتحسين تجربة التسوق. يتضمن ال概要 الابتكار والعمل الجماعي، وتوصل到最后 إلى تصميم عربة تسوق جديدة تتميز بحركة جانبية وحمل الحقيبة على الهيكل، مما يعكس القدرة على الابتكار والتفكير الإبداعي.
Takeaways
- 🌟 IDEO هي شركت تطور منتج مشهورة في العالم، ولها خبرة في تصميم متنوع من الأجهزة الطبية الحديثة إلى أدوات التسوق وأجهزة الكمبيوتر.
- 🏆 IDEO تعتمد على عملية تصميم مبتكرة تتضمن مجموعة متنوعة من الاختصاصات، مما يساعد على إيجاد حلول جديدة وغير تقليدية.
- 🔑彼得 سيكيمان هو مرشد المشروع، ويعتبر محترف في العمل مع المجموعات، وليس بسبب الرتبة الهرمية.
- 👶 الأمان كان موضوعًا مهمًا في تصميم عربة التسوق، مع عدد كبير من الإصابات ال儿童加لية السارية للمستشفى.
- 🛒 في IDEO، لا توجد عناوين دائمة أو مهمات مخصصة، مما يسمح للفريق بالعمل بشكل حر وإبداعي.
- 💡 الفريق في IDEO يبحث عن خبراء حقيقيين في مجال التصميم لتعلم بشكل أسرع وأكثر فعالية.
- 🛍️ تم تصميم عربة التسوق الجديدة مع التركيز على الأمان للأطفال وتسهيل التسوق للزبون.
- 🚫 في IDEO، يُمنع الانتقاد المبكر للأفكار الجديدة، مما يسمح للفريق بالعمل على فكرة معقولة وقابلة للتنفيذ.
- 📈 ال-team يستخدم الأخطاء作为一个机会 لتعلم وتحسين، مما يُعتبر جزءًا من النهج الإبداعي في IDEO.
- 🛠️ في IDEO، يُعد التجربة والأخطاء هي الطريقة الرئيسية لتحقيق النجاح، بدلاً من الاعتماد على التخطيط الفردي للجينيوس.
- 🔄 IDEO ت看重团队合作، والعمل الجماعي هو المفتاح لالابتكار والابتكار.
Q & A
ما هي IDEO و ما هي مهمتها في هذا النص؟
-IDEO هي شركة تصميم منتج تعتبر إحدى أبرز شركات تطوير المنتجات في العالم، و قامت بتصميم العديد من المنتجات التي نستخدمها اليوم مثل أجهزة الطبية الحديثة وأجهزة الكمبيوتر الأولى لشركة Apple.
ما هي الهدف من إعادة تصميم عربة التسوق؟
-الهدف هو إعادة تصميم عربة التسوق لتحسين أمان الأطفال وتحسين تجربة التسوق، مع التركيز على الابتكار وتحسين العمليات الفعلية للعربة.
ما هي العوامل الرئيسية التي تؤثر على تصميم عربة التسوق؟
-تتضمن العوامل الرئيسية الأمان، حيث تتسبب عربات التسوق في 22،000 إصابة تhospitalize الأطفال سنويا، وAspects مثل سرقة العربات.
كيف يتعامل فريق IDEO مع الابتكار؟
-فريق IDEO يتعامل مع الابتكار من خلال تقنية التصميم التي تتضمن التركيز على العملية، والعمل الجماعي، وتجنب الانتقاد في البداية، وتشجيع الأفكار الغير تقليدية.
ما هي الدورة الزمنية التي وضعها IDEO لمشروع عربة التسوق؟
-IDEO وضعت دورة زمنية قصيرة مدتها خمس أيام لإعادة تصميم عربة التسوق.
ما هي العناصر الجديدة في تصميم عربة التسوق التي قدمها IDEO؟
-IDEO أقترحت عدة عناصر جديدة مثل عجلات يمكنها التحول 90 درجة، و一根s لتعليق الأشياء، ونظام لأمان الأطفال، وأداة للتواصل البعيد مع الموظفين الSUPERMARKET.
كيف يتعامل IDEO مع الأخطاء في عملية التصميم؟
-IDEO يرى الأخطاء كجزء من العملية الإبداعية، ويدعم فكرة الفشل في سبيل النجاح في وقت أبكر.
ما هي المبادئ الرئيسية التي يعتمدها IDEO في الابتكار؟
-IDEO يعتمد المبادئ الرئيسية مثل التركيز على النقاش، تأخير الأحكام، بناء على أفكار الآخرين، وتشجيع الأفكار الغير تقليدية.
كيف يحدد IDEO الأفكار التي سيتم تطويرها؟
-IDEO يستخدم طريقة التصويت مع الUse-it notes لتحديد الأفكار التي هي '酷' وقابلة للبناء.
ما هي التحديات الرئيسية التي واجهتها IDEO أثناء إعادة تصميم عربة التسوق؟
-IDEO واجهت تحديات مثل الحفاظ على الأمان للأطفال، وتحسين التجربة الشخصية للتسوق، وإيجاد حلول جديدة يمكن تنفيذها في فترة زمنية قصيرة.
كيف ترين IDEO العلاقات بين الأعضاء في فريق التصميم؟
-IDEO ترين العلاقات على أساس المساواة، حيث لا توجد تITLES أو ت派IMMATIONS دائمة، مما يسمح لفريق العمل بالعمل بشكل أكثر إبداعًا.
Outlines
🛒 Innovation at IDEO: Redesigning the Shopping Cart
The script introduces a project at IDEO, a leading product design firm in Palo Alto, California, renowned for its innovative approach to product development. The challenge is to redesign the shopping cart within a tight deadline of five days. The team is diverse, including a Stanford engineer, a Harvard MBA, a linguist, a marketing expert, a psychologist, and a biologist. Safety is identified as a key concern, with 22,000 child injuries per year related to shopping carts. The company culture at IDEO is highlighted, emphasizing the absence of hierarchy and the importance of innovation through a process-driven approach. The team conducts field research to understand the perspectives of users, makers, and repairers of shopping carts, identifying issues such as theft and safety. The summary also touches on the team's brainstorming process, which is characterized by encouraging wild ideas and deferring judgment until all ideas have been shared.
🛠️ The Process of Innovation: From Idea to Prototype
This paragraph delves into the innovative process at IDEO, where trial-and-error is valued over the planning of a lone genius. The team is concerned about staying on track and holds informal sessions to ensure focus. The importance of time constraints in the innovation process is emphasized, as is the team's approach to creating mock-ups and prototypes. Several ideas for the shopping cart redesign are presented, including modular baskets, a tech cart with a scanner for self-checkout, and features focused on child safety and customer service. The team faces challenges in combining these ideas into a single prototype, reflecting the iterative nature of the design process. The narrative concludes with the team's collective pride in their work and the innovative shopping cart design, which includes features like 90-degree wheel rotation for easier movement and a frame for hanging bags, showcasing the power of teamwork and an open-minded approach to innovation.
Mindmap
Keywords
💡IDEO
💡تصميم منتج
💡الابتكار
💡الأمان
💡الفريق العمل
💡التركيز
💡الفوضى المنظمة
💡التجربة
💡الفشل
💡التصميم النهائي
Highlights
IDEO takes on the challenge to redesign the shopping cart within five days.
IDEO is a highly influential product development firm with a diverse range of product designs.
IDEO's design process is not limited to a specific area, focusing on the process rather than the product.
Peter Skillman leads the project due to his group management skills, not seniority.
The team at IDEO is diverse, including an MBA, linguist, marketing expert, psychologist, and a biologist.
Safety is identified as a key issue with 22,000 child injuries per year related to shopping carts.
The team works in an environment without hierarchy, fostering innovation.
IDEO's culture encourages learning from real experts in the field for rapid knowledge acquisition.
The shopping cart's speed and safety are discussed, with carts reaching 35 miles per hour.
IDEO's mantra for innovation includes staying focused, encouraging wild ideas, and deferring judgment.
The team uses a democratic voting system with Post-it notes to select the best ideas.
Enlightened trial-and-error is favored over planning by a lone genius at IDEO.
The team holds informal sessions to ensure focused work under time constraints.
Mock-ups are created, including a modular cart and a scanner-mounted cart for customer use.
A remote communication feature is considered for shoppers to interact with supermarket staff.
The final prototype incorporates elements from multiple designs, focusing on cost-effectiveness and innovation.
The redesigned cart features a 90-degree wheel turn for easier maneuvering and a frame for bag hanging.
The project concludes with a sense of pride and the belief in the value of teamwork and an open mind for innovation.
Transcripts
Tonight the deep dive one Company's secret weapon or innovation
we went to IDEO the product design folk and said take something old and familiar like say the shopping cart and
Completely redesign it for us in just five days
ABC news Correspondent Jack Smith tells us what happened next?
9:00 in the morning day one and these people have a deadline to meet so welcome to the kickoff of the
shopping cart project
This is Palo Alto, [California] in the heart of Silicon Valley these are designers at Ideo
Probably the most influential product development firm in the world
Ideo has designed everything from High-Tech medical equipment
to the twenty-five foot mechanical whale in the movie 'Free Willy' and the first computer mouse for Apple; Smith's ski goggles
Nike sunglasses NEC computer screens
Hundreds of products we take for granted
The point is that we're not actually experts at any
given area you know we're kind of experts on the process of how [you] design stuff so we don't care if you give us a
Toothbrush a Toothpaste Tube
A tractor a space shuttle you know a chair
it's all the same to us we like want to figure out how to
Innovate in in by using our process applying it
project leader is [Peter] Skillman a 35 year old stanford engineer
Project leader because he's good with groups not because of seniority he's only been at Ideo for six years
The rest of the team is eclectic, but that's typical here Whitney Mortimer Harvard MBA
Peter Coughlin, Linguist Tom Kelly [Dave's] brother marketing expert Jane Fulton Suri
psychologist, Alex Kazakhs 26 a biology major
Who's turned down Medical school three times because he's having too much fun at IDEO
safety Emerges early as an important issue
22,000 child injuries a year which is and so they're hospitalized injuries. I mean there are many others and
Theft [it] turns out a lot of carts are stolen as the team works. It becomes clear. There are no titles here
No permanent assignments the other side says give us a lot of help says be safe
I'll give you a big red ball on a on a on a on a post and that says you're a big guy if you
Got a ball your senior vice president. You know what do I get over the desk the red ball. It's all sink in
in a very innovative Culture you can't have a kind of hierarchy of here's the boss and the next person down the next person down the next person down
Because it's impossible
That the boss is the one who's had the insightful experience with shopping carts
[it's] just not possible [the] team splits into groups to find out firsthand what the people who use make and repair shopping carts
Really think okay, go
Probably the plastic card is the wind catches it yeah, and these things have been clocked at 35 across the parking
yeah, that's actually pretty good point the the trick is to find these real experts and so that you can learn much more quickly than
You could by just kind of doing in the normal way and trying to learn about it yourself from everything
I read these things aren't that safe either. You know
So probably the seat itself is gonna have to be redesigned one of the interesting things for me is looking at how people really don't
Like to let go of the cart except for the professional shopper. Whose strategy is to leave the cart at various places
3:30 in the afternoon and the group is back at I do there is no let-up each team is going to
demonstrate and [communicate] and share everything that they've learned today [a]
Shopping cart has been clocked at 35 miles an hour
traveling through a parking lot in the wind we were in the store wet two hours and and
It was truly frightening just to see the kind of stuff going up you got to
Designate some people to make damn sure that the store owners [Point-of-view] is represented after nine straight hours the team is tired
They call it a day, so I'm a cool well. Uh that's great. Thanks a lot. We had a great time today
I do Mantra for innovation is written everywhere
one conversation at a time
Stay focused encourage wild ideas Defer judgment build on the ideas of others
That's the hardest thing for people do is to
restrain themselves from
Criticizing an idea so if anybody starts to nail an idea they get the [bell] you know
The ideas pour out and are posted on the walls
[oh] the blind beat the privacy plain like when you're buying six cases of condoms you know and suits if it doesn't nest
We don't have a solution. Okay, nice kid
It's [not] organized [um] what it is is its focused Chaos vote with your post-it not not with an idea
That's cool
But with an idea, that's cool and buildable
Um if it's [worry] if it's too far out there and can't be built in a day, then I don't think we [should] vote on
enlightened Trial-And-error
succeeds over the planning [blown] genius enlightened Trial-And-error
Succeeds over the planning of the lone genius if anything sums up ideos approach that is it
Worried that the team is drifting
What can only be called a group of self-appointed adults under dave Kelly holds an informal side session [for] five?
Four or five times a week, and we give each team a need area
It becomes very autocratic for a very short [period] [of] time in defining
What things people are gonna work on if you don't work under time constraints?
You could never get anything done because it's a messy precedent go on forever
Back at the shop. It is six o'clock before mock-ups are ready for showing
baskets also can be if you think
[you] will have more volume baskets can be put in a modular shopping cart you
pile hand baskets [onto] things you've been tied tech cart that gets you through the traffic Jam a check out that you could mount a
Scanner on the shopping cart so that you as the customer as you pull it off the shelf
would scan each item one that's built around child safety and
Another that lets shoppers talk to the supermarket staff remotely uh yeah, where can I find a yogurt?
But the adults again decide more work needs to be done before the mock ups can be combined into one last prototype
[why] don't we have all the cards come up here for a second?
I think you take a piece of each one of these ideas and kind of back it off a little bit and then put it
In that yeah in the design the design is still not there
But there's another motto at I do fail often in order to succeed sooner
Some of the team will be up half the night trying to put together a design that finally does work
So we took the best elements out of each
Prototype the cart which is designed to cost about the same as today's carts is different in every other way, what do you think?
Well, I'm very proud of the team. [I] think it's it's great this does this work for you works for me great
It's also beautiful the carts wheels turned 90 degrees
So it can move sideways no more lifting up the rear in a tight spot
And you shop in a totally different [way] the bags are hung on hooks on the carts frame
Remember there is no basket here
At first I was a little shocked, but I think it's you have some fantastic ideas here
It needs a little refining, but I think that it's great. I mean we would we would want them
She also gave us some really good comments about how we can make this thing better [a] lot of hours
Also an open mind a boss who demands fresh ideas be quirky and clash with is a belief that Chaos can be
Constructive and teamwork [a] great deal of Teamwork [and] these are the recipe for innovation
[tax] place
This is Jack Smith for Nightline a Palo Alto, California
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