Product design

• Accept situation: Here, the designers decide on committing to the project and finding a solution to the problem. They pool their resources into figuring out how to solve the task most efficiently. • Analyze: In this stage, everyone in the team begins research. They gather general and specific materials which will help to figure out how their problem might be solved. This can range from statistics and questionnaires to published articles, among many other sources.

• Define: This is where the key issue of the matter is defined. The conditions of the problem become objectives, and restraints on the situation become the parameters within which the new design must be constructed.

• Ideate: The designers here brainstorm different ideas, solutions for their design problem. The ideal brainstorming session does not involve any bias or judgment, but instead builds on original ideas. • Select: By now, the designers have narrowed down their ideas to a select few, which can be guaranteed successes and from there they can outline their plan to make the product. • Implement: This is where the prototypes are built, the plan outlined in the previous step is realized and the product starts to become an actual object. • Evaluate: In the last stage, the product is tested, and from there, improvements are made. Although this is the last stage, it does not mean that the process is over. The finished prototype may not work as well as hoped so new ideas need to be brainstormed.

• Illustration — Visualization of double diamond model The double diamond framework is a widely used approach for product discovery, which emphasizes a structured method for problem-solving and solution development, encouraging teams to diverge (broad exploration) before converging (focused decision-making). The framework is divided into two primary stages: diverging and converging, each with its own steps and considerations. Diverging stage: During the diverging stage, teams explore the problem space broadly without predefined solutions. This phase involves engaging with core personas, conducting open-ended conversations, and gathering unfiltered input from customer-facing teams. The goal is to identify and document various problem areas, allowing themes and key issues to emerge naturally. Converging stage: As insights emerge, teams transition to the converging stage, where they narrow down problem areas and prioritize solutions. This phase involves defining the problem, understanding major pain points, and advocating for solutions within the organization. Effective convergence requires clear articulation of the problem's significance and consideration of business strategies and feasibility. Iterative process: The double diamond framework is iterative, allowing teams to revisit stages as needed based on feedback and outcomes. Moving back to earlier stages may be necessary if solutions fail to address underlying issues or elicit negative user responses. Success lies in the team's ability to adapt and refine their approach over time.

Most product designs fall under one of two categories: demand-pull innovation or invention-push innovation. Demand-pull happens when there is an opportunity in the market to be explored by the design of a product. This product design attempts to solve a design problem. The design solution may be the development of a new product or developing a product that's already on the market, such as developing an existing invention for another purpose. Invention-push innovation happens when there is an advancement in intelligence. This can occur through research or it can occur when the product designer comes up with a new product design idea.

• Illustration — So-called "color chips" or color samples, used in the plastic industry to help designers visually identify available colors of plastic pellets Design expression comes from the combined effect of all elements in a product. Color tone, shape and size should direct a person's thoughts towards buying the product. Therefore, it is in the product designer's best interest to consider the audiences who are most likely to be the product's end consumers. Keeping in mind how consumers will perceive the product during the design process will contribute to the product's success in the market. However, even within a specific audience, it is challenging to cater to each possible personality within that group. One solution to that is to create a product that, in its designed appearance and function, expresses a personality or tells a story. Products that carry such attributes are more likely to give off a stronger expression that will attract more consumers. It is also important to note that design expression does not only concern the appearance of a product but also its function. For example, just as both visual design and product functionality affect user perception, both aspects must be carefully aligned when they are making a first impression on us. People usually do not appreciate a rude person even if they are good-looking. Similarly, a product can have an attractive appearance but if its function does not follow through it will most likely drop in regard to consumer interest. In this sense, designers are like communicators; they use the language of different elements in the product to express something.

Product designers must consider every detail: how people use and misuse objects, potential flaws in products, errors in the design process, and the ideal ways people wish they could interact with those objects. Many new designs will fail and many won't even make it to market. Some designs eventually become obsolete. The design process itself can be quite frustrating usually taking 5 or 6 tries to get the product design right. A product that fails in the marketplace the first time may be re-introduced to the market 2 more times. If it continues to fail, the product is then considered to be dead because the market believes it to be a failure. Most new products fail, even if there's a great idea behind them. All types of product design are clearly linked to the economic health of manufacturing sectors. Innovation provides much of the competitive impetus for developing new products, with new technology often requiring a new design interpretation. It only takes one manufacturer to create a new product paradigm to force the rest of the industry to catch up—fueling further innovation. Products designed to benefit people of all ages and abilities—without penalty to any group—accommodate our swelling aging population by extending independence and supporting the changing physical and sensory needs we all encounter as we grow older.