GE5093 Design Thinking [All Week-Quize’s]

  1. A critical finding of Edward Lorenz related to Design Thinking was:
    A) The idea of deterministic chaos or the “Butterfly Effect
  2. Strategic innovation is powered by strategic planning
    A) False
  3. The de facto design or paradigm of management is designed to
    A) dissuade managers from thinking creatively thus reducing risks
  4. Predictability, Creative Empowerment, and Agility are all 21st century management paradigms.
    A)False
  5. Frederick Taylor, one of the world’s first management consultants, is commonly referred to as:
    A)the father of “scientific management”
  6. As an organization, IDEO proclaims itself to be an expert in:
    A)the process of how to design new products
  7. Design teams should homogeneous – only consisting of design engineers and those with deep technical expertise
    A)False
  8. In highly innovative organizations like IDEO, organizational hierarchies and titles mean very little
    A)True
  9. In this video’s example IDEO’s team first sought to understand the perspective of those:
    A)who use the shopping cart, who make the shopping cart, who repair the shopping cart
  10. One of IDEO’s shared mantras is:
    A)Encourage Wild Ideas
  11. _______ chaos is used to describe IDEO’s innovation process
    A)Focused
  12. How many mockups were combined to make a final concept?
    A)4
  13. IDEO wants to “Fail Soon to Succeed Often”
    A)False
  14. One interesting omission of the IDEO redesigned shopping cart compared to current model is:
    A)Basket
  15. Chaos can be constructive
    A)True
  16. Everything has changed, is changing, and will continue to change
    A)True
  17. Businesses and organizations are in fact cultures that are filled with human beings that define and attach value to what they do everyday
    A)True
  18. Innovative cultures are creative cultures.  Creative cultures are mostly characterized by:
    A) recognizing uncertainty/ambiguity and using the collective “brain” to come up with ideas and solutions
  19. Sternberg and Lubart argue that people are not born creative, rather:
    A)creativity can be developed in anyone
  20. Out of the many ways to develop a culture of creativity and innovation, one practice that stands out is:
    A)rapid prototyping
  21. Rapid prototyping is a one-shot, feedback-free, approach to developing a potential solution
    A)False
  22. Planning is about analysis; strategy is about synthesis
    A)True
  23. Organizations where there exist specific areas of expertise or technical skill that do not regularly or easily communicate, share ideas, or collaborate with other parts of the organization can be called:
    A)silos
  24. In order to be innovative, we must not challenge traditional academic boundaries
    A)False
  25. Design thinking is:
    A)All answers are correct
  26. According to the video, Apple became the most valuable publicly traded company in history with ______ in annual sales
    A)100 BN
  27. Apple’s success was largely due to market timing
    A)False
  28. The level of complexity of computers was reduced in order to make it more appealing for users beyond specialists
    A)True
  29. Apple’s design process scrutinizes a product’s
    A)Appearance, Functions, Features, Packaging
  30. Simplicity is the opposite of sophistication
    A)False
  31. Disruptive innovation is NOT a breakthrough innovation that makes good products a lot better
    A)True
  32. The example sequence of innovations details________ as an example of disruptive innovation.
    A)Computer mainframes to the Smartphone
  33. Design thinking is more about what to think than how to think
    A)False
  34. Looking into the future is more about:
    A)the theory than the data
  35. By peering through the lenses of a theory, managers can more effectively envision the future
    A)True
  36. One company discussed in the video on Disruptive Innovation was
    A) Intel
  37. Those who have been most successful in implementing DFSS have done it with rigor and discipline
    A) True
  38. DFSS tools and best practices should be aligned with:
    A) your organization’s product development process, phases and gates
  39. The process must have a cycle time of less than 2.0 minutes” is an example of
    A) Upper spec limit
  40. A well-structured _______ enables executives, program managers, project managers, and engineering leads to control what to do, and when to do it, from a macro-timing perspective.
    A) PDP
  41. IIDOV stands for: invention, innovation, develop, optimize, validate
    A) False
  42. A _______ is usually a two-level fractional factorial designed experiment
    A) noise experiment
  43. Components of a successful product development ‘program’ include:
    A) a process, a way to manage the process, and tools/best practices to use
  44. A non-numeric way to evaluate a concept is assigning a +, -, or S rating
    A) True
  45. Systems concepts should seek only to synthesize the needs from the VOC and current engineering knowledge
    A) False
  46. When appropriate, subsystems should be benchmarked from the customer’s perspective
    A) True
  47. _______ is a metric that is calculated and reported in the logarithmic unit called a decibel
    A) S/N
  48. Who drives the concept of what “right looks like”?
    A) the customer
  49. DFSS allows us to predict design quality up front
    A) True
  50. “Fast delivery” is one of the customer needs represented on the QFD tool shown in the video
    A) False
  51. The FMEA tool is showcased on the product:
    A) phone case
  52. DFSS should ultimately become part of the management system or framework in organizations that design new products
    A) True
  53. A popular misconception is that lean is suited only for manufacturing. Not true. Lean applies in every business and every process. It is not a tactic or a cost reduction program, but a way of thinking and acting for an entire organization.
    A) True
  54. The term “lean” was coined to describe Toyota’s business during the late 1980s by a research team headed by________, Ph.D., at MIT’s International Motor Vehicle Program.
    A) Jim Womack
  55. Womack and Jones recommend that managers and executives embarked on lean transformations think about three fundamental business issues that should guide the transformation of the some parts of an organization
    A) False
  56. Although there are instances of rigorous process thinking in manufacturing all the way back to the Arsenal in Venice in the 1450s, the first person to truly integrate an entire production process was Henry Ford. At ____________he married consistently interchangeable parts with standard work and moving conveyance to create what he called flow production
    A) Highland Park, MI, in 1913
  57. As lean thinking continues to spread to every country in the world, leaders are also adapting the tools and principles beyond manufacturing, to logistics and distribution, services, retail, healthcare, construction, maintenance, and even government.
    A) True
  58. _________ is a leader who will take personal responsibility for the lean transformation
    A) a change agent
  59. Best practices in deploying Lean include:
    ·         Utilize policy deployment.
    ·         Create a lean accounting system.
    ·         Pay your people in relation to the performance of your firm.
    ·         Make performance measures transparent.
    ·         Teach lean thinking and skills to everyone.
    ·         Right-size your tools, such as production equipment and information systems.
    A) True
  60. __________ refers to doing more work, adding more components, or having more steps in a product or service than what is required by the customer.
    A) over processing
  61. Even though it was not part of the Toyota Production System (TPS), many people are well aware of the 8th waste – the waste of human potential.
    A) True
  62. Southwest’s 10 minute turn is an example of eliminating or reducing WAITING time waste
    A) True
  63. Common cause variation is usually expected in a process
    A) True
  64. Lean is as much about the process as it is the culture that surrounds it
    A) True
  65. How much money was estimated to be lost personally when the CEO of Southwest took his infamous pay cut?
    A) $100M
  66. Special cause variation is always predictable
    A) False
  67. Agile is a true paradigm shift in the way work is planned, executed and structured. The structure impacts organizational governance, roles and responsibilities and team structures, among other areas.
    A)True
  68. Just like the Waterfall approach, Agile efforts also focus on incremental delivery of work (value) based on a project vision and high-level objectives stated in terms of desired capability and outcomes.
    A) False
  69. __________ is a scaled version of Scrum, in which multiple Scrum teams work together on a large project or program
    A) scrum of scrums
  70. Agile is similar to Lean in that it aims to reduce waste
    A) True
  71. “We are uncovering better ways of developing
    software by doing it and helping others do it.
    Through this work we have come to value:
    Individuals and interactions over processes and tools
    Working software over comprehensive documentation
    Customer collaboration over contract negotiation
    Responding to change over following a plan
    That is, while there is value in the items on
    the right, we value the items on the left more.”
    That is, while there is value in the items on
    the right, we value the items on the left more.”
    A) Agile manifesto
  72. “Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.” is one of the 12 Agile principles
    A) True
  73. Agile project teams interact with users but deliver only at the deadline in a single package.
    A) False
  74. Design thinking is thinking about design or maybe even thinking before design. It’s a process of watching people work, learning how they live their lives, and finding solutions to the difficulties they face each day.
    A) True
  75. Design thinking is thinking about ______ needs to be built (or doesn’t need to be built), and agile delivery is about ______ value can be delivered quickly.
    A) what / how
  76. Design thinking and agile can be complementary, and design thinking is generally more appropriate later in the process.
    A) False
  77. Agile project management is always the right tool to use, regardless of the situation
    A) False
  78. Agile project management originated in approximately:
    A) 1986
  79. A later adaptation of Agile emerged in the USA, however its white paper was originally named:
    A) the rugby method
  80. Agile is based on the concepts of a story, backlog, and “matches”
    A) False
  81. The backlog is decomposed into:
    A) tasks
  82. QFD is conducted in the concept and design phases
    A) True
  83. The roof of the QFD contains customer satisfaction scores
    A) False
  84. Design for Reliability is broken down into the broad categories of knowledge-based engineering and:
    A) variation control
  85. The Pugh matrix is used to select the best option
    A) True
  86. A _____ symbol is typically used to denote a concept that is BETTER than the reference design for a given criteria
    A) +
  87. Color is one of the customer requirements in the first QFD shown
    A) False
  88. Importance is shown as a rating on a scale of 1-__
    A) 5
  89. A score of “++” means “weak positive” in the roof of the house
    A) False
  90. A likert scale of 0-1-3-9 is used for scoring
    A) True
  91. The triangle symbol is used to denote:
    A) weak
  92. According to the authors, the most innovative organizations harness the power of Design Thinking to______
    A) create new ways of growing and also new business plans
  93. “It’s great to come up with a strategy, but you’ve got to operationalize it and deploy it,” was a quote from:
    A) Jim Gargan
  94. Most of the _____ studied by the authors of “Solving Problems with Design Thinking” falsely believed they were not creative.
    A) Managers
  95. The re-vamped cocktail hour design at the trade show had high tables such that guests could put their _____ and ______ down, making for a more relaxed and collaborative environment.
    A) Laptops,
    Drinks
  96. ______ is the practice of expressing a new concept in a tangible form for exploration, testing, and refinement.
    A) rapid prototyping
  97. Even though its terms and definitions sometimes appear to be “fuzzy,” organizations applying ______ thinking principals and tools have demonstrated significant results.
    A) Design Thinking
  98. IBM’s ______ planet came from the recognition that the world was becoming more dynamic and complex, prompting the company to aim to solve more problems through technology.
    A) Smarter
  99. The GPJ team sought opportunities to promote ______
    A) planned spontaneity
  100. “Design Thinking” is a singularly defined term with agreement from most organizations
    A) False
  101. What is, what if, _____, and what works are the phases of the four step Design Thinking process outlined in “Solving Problems with Design Thinking.”
    A) what wows
  102. Every manager needs design
    A) True
  103. At its heart, Design Thinking is a way to
    A) systematically approach the solving of problems
  104. Design start with
    A) empathy
  105. Great design occurs at the intersection of constraint, contingency, and market research
    A) False
  106. Journey Mapping is a tool that is commonly used in the “what ____” phase
    A) is
  107. Rapid Prototyping is typically executed in the “what wows” phase
    A) True
  108. “Pursuing Possibilities” would be a great bumper sticker phrase for the design thinking phase:
    A) What if
  109. “What wows” is all about finding the “sweet spot”
    A) True
  110. The ___________ is a framework that moves your developing concepts into the field, allowing you to collect vital information that may disprove any hypothesis the design team has.
    A) learning launch
  111. Project Management Aid 2, “Design Criteria,” is offered as a way to
    A) set criteria to evaluate alternative designs
  112. “Capital ‘D’ designers” typically:
    A) focus on the aesthetics and formality of design
  113. The term “social graph” was made popular by Uber, a ride-share company
    A) False
  114. Design Thinking is a substitute for the traditional analytic process
    A) False
  115. The Design Thinking tool most associated with asking the question “What if anything was possible?” is:
    A) The possibilities question
  116. One latent benefit of Design Thinking at SAP was the early push to prototype, compared to traditional business strategy
    A) True
  117. A principle tenant of Design Thinking is to always be willing to reexamine your definition of the _____ at hand.
    A) problem
  118. An interesting fact about Project Torrent was their working space, which was:
    A) fairly empty, with moveable furniture and blank walls
  119. This Design Thinking tool traces a stakeholder’s journey as they perform a series of steps:
    A) Journey Mapping
  120. The data collected by Toyota regarding customer service inquiries indicated that ____ of received calls were forwarded onto tech support representatives.
    A) 50%
  121. Prototyping in the lens of Design Thinking is all about simple visualizations like storyboards and flowcharts.
    A) True
  122. The Persona that is motivated by numbers or metrics is the Validation Seeker
    A) True
  123. The Design Tool journaling can be aided by
    A) the use of camera-equipped smart phones
  124. Design Thinking calls for working with Qualitative and Quantitative data:
    A) together, in harmony
  125. The general hypothesis was that social networking would not correlate to an improvement in well-being, but instead make the company money in new markets
    A) False
  126. The Well-Being Index completed _______ surveys per night
    A) 1000
  127. The Persona that is motivated by fresh and diverse content is
    A) Aware and Achieving
  128. The Design Tool _______ involves the creation of fictitious people standing in for real-ones.
    A) Personas
  129. The daily challenge resulted in 250,000 members completing 6 million health improving actions
    A) True
  130. The MVP is:
    A) a high fidelity prototype that meets all the minimum requirements of the customer
  131. Projective Techniques use open-ended, ambiguous stimuli, in attempt to uncover deeper or hidden thoughts
    A) True
  132. A Design brief should always include a section on Expected Outcomes
    A) True
  133. Effectively managing change is a critically important task for any organization institutionalizing Design Thinking
    A) True
  134. Design Thinking is NOT appropriate to use if there are many unknowns in a problem set
    A) False
  135. One of the unexpected insights found by the team in the GCCA case study was that students
    A) had strong emotional reactions to managing barriers
  136. Step 2 is to Scope your Project
    A) True
  137. When using the Scoping Template, the first thing you should do is:
    A) state the current area of opportunity
  138. The Design Thinking perspective of Organizations can be summarized as:
    A) complex social systems
  139. Laying the foundation for innovation contributes to almost half of the Four Step method
    A) True
  140. Step 1 of the Four Step process is to Identify ______
    A) an Opportunity
  141. A Design team should never move on until all debates have been settled
    A) False
  142. Southwest Airlines is headquartered in what American city?
    A) Dallas, TX
  143. Southwest uses innovative practices such as no assigned seats to enable shorter turn around times, saving the company money and improving the customer experience
    A) True
  144. The __________ was part charity, part employee appreciation, and business negotiation event where Herb Kelleher famously arm wrestled for the ownership of the phrase “Plane Smart.”
    A) The Malice in Dallas
  145. Southwest flight attendants sometimes show up on their day off to assist other flight attendants on a special day called “Hokey Day”
    A) True
  146. Herb Kelleher, initial CEO of SWA, famously refused to take a pay cut when the company was struggling
    A) False
  147. IDE0 assembles a cross-functional team to create a new household product and hands off the assignment to a project lead. The project lead Colin views the team roster and sees that he has been provided with the following team members: Tony: an accountant, Brendan: a lawyer, Drew: a business development specialist, Nate: a high school teacher, and Ian: an e-commerce professional. According to IDE0’s principles it would be wise for Colin to:
    Question 2Answer
    A) Embrace the diverse team he has been provided and trust the process of Design Thinking
  148. In highly innovative organizations like IDEO, organizational hierarchies and titles are significant in executing the day to day operations.
    Question 4Select one:
    A) False

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