Hi everyone. My name is YongJin Yoon from KAIST. Today we are going to study about the Stanford design thinking and ASEAN Startup. From this course, we will study more in depth about the Stanford design thinking and how we use the Stanford design thinking problem solving framework to do more of the ASEAN Startup. Before we get into the our lecture, let me introduce myself first. You see, my name is Yoon YongJin I'm a Professor in KAIST in Mechanical Engineering. Also, I'm a Professor in Nanyang Technological University in Mechanical and Aerospace Engineering. During the research from 2010 or a little bit before, I'm actively working on incubating and accelerating startups, such as those companies: and including some energy management system company and also some energy conversion system, also some health care company. Together with that, to promote this startup, I make some association, which is KILSA. KILSA is a Korea Innovation Launchpad in Singapore Association, which they promote the market entry service for the Korean companies to expand their business to the ASEAN area, such as: the Singapore or the Vietnam, or Indonesia or Malaysia. So far we are actually working on how to expand the accordions startup market to the overseas. Now from this year, we've start to expand those activity to the Silicon Valley and Europe too. From this class, we are going to study and also look over how those KILSA and those platforms can help the startup to expand to the ASEAN startup. As I introduced, I have been working in Mechanical Engineering for a long time. My Professional starting point, I can look back in the year of the 2003, which I move myself from Korea to the Silicon Valley to do my master and PhD study in Stanford University. So during my Stanford University days, the Stanford is very actively working on a spin-off or the start-up company from the university to the Silicon Valley area. So together with that, I also involved in founding some startups, such as the Service startup for trading some goods. Also after that, year 2009, I made some company with my colleague from the Stanford to do some arithmetical system for building and also a new renewable energy. After that, I moved to Singapore to be a Professor in Nanyang Technological University. During my working in Nanyang Technological University, from 2010-2018, I also actively worked on how to do, those technology based or research based company from the university to the society. I'm very interested in tech based startup company and how to nurture the company, how to support the company. Not only in Singapore or that area but also I'm very interested, many Korean companies have a very high potential to become a global company. However, I realized that many Korean companies, they have a lot of barriers, can't expand to the global market because of the language barrier or cultural barrier and they don't know much about the market needs. That kind of stuff I feel I can help as a Professor or as some Engineer. Because I have lived outside of Korea for a long time from 2003, I know some activities in the Silicon Valley and also I have some experience in the ASEAN area too. From 2003 or 2004, I start to actively help the startup people with the framework of the Stanford Design Thinking. So that's my overall activity. After 2018, I moved back to Korea and worked in KAIST and tried to promote more technology based Spin-off company from Korea and bring the company to the ASEAN area or the Silicon Valley. I myself also actively am trying to do the spin-off from the university to the industry. With my research area such as 3D, 4D printing, and also some renewable energy, developing some of fiercer chips for the UAV, and also some sensors, and those other stuff. So during this lecture, I also want to share with you guys about my experience, about how to spin off those tech-based company from whatever. You can do it from your company and bring that tech or team to outside of the company to do startup or if you work in some research lab, or a university, then how to bring that tech to the company with which framework Stanford Design Thinking, which is human-centered Design Thinking. So this course, there's two cures. First is Stanford Design Thinking, which can lead to long journey from the tech to the real startup, and also the other key word is what? [inaudible] startup. You're not focusing on the Korean startup or a local startup, we are going to talk about how to deliver those local business to the outside of your local place. For example, for me like Korea, how to bring those visits to the outside of Korea, to the Asean area or the Silicon Valley, something like that. So just remember that this course two cures, one is those of Stanford Design Thinking, the other is what? The Asean Startup or Global Startup. So those are two keywords. Let me introduce my lab first. So my lab name is [inaudible] because the original I make this name instead. To do something impact or something fun like a startup, we need to have some spirit like just to do it, which is don't afraid failure. Because many researchers and many professors and many students, and they are afraid of they're like trying to do something new. Because maybe new trier stuff can be very harmful to the user for your fame or your reputation. But my spirit is I tried to do mine. They're afraid of the failure, afraid of my new activity can be very humble for the mind. Previous [inaudible] I name my lab has adjusted to let. Yeah. So the even the definitely there is a lot of difficulties during your journey to bring your like tech to the real world. Because there should be a lot of failure there. So that's the key concept of the Design Thinking tool. Basic Design Thinking concept is that don't be afraid of the failure. First one is need to find a user's needs first. But during the process, you make from the users need, and after that, you can make some design concept, make ideation, and also like a prototype. After that, once you have prototype we're MBP and you need to test your technology, your product to the market. Yes. So that part, maybe you feel very afraid of your Some New Trier so the I also want to emphasize that you guys should have those kind of just doing mind to overcome those afraid of failure. So those are my three major research area which is directly related to the market launching. First is ultra-fast Hologram 3D and 4D printing. So 3D printing I developed some new 3D printing technology like cobalt by using hollow rim image. Tried to make off very fast manufacturing for 3D printing. Because 3D printing, the, one of the major [inaudible] ,major difficulties is the manufacturing speed. So I tried to overcome that manufacturing speed limitation. One of the manufacturing speed in the 3D printing. For a 4D printing is more like using the shape memory polymer composite. So try to have more like some can make or some artificial muscles for the software robots or other medical device. The other second on is I also develop some the silicon manufacturing-based for the fiercer or high capacity or high performance fiercer, which can be used for many vehicles such as drones and those are power sources. So our goal is also I try to attack the Western limitation was the pin point for the current drone or our UAV operations, which is, we cannot have a long lasting power source so that those quadcopter drones cannot fly over 30 minutes with certain like one kilogram or two kilogram payload. So I try to improve that the flying time from the 30 minute to the three hour. If you have a three hour flying time, then there's a lot of application we can do with drone like industry. So that's what I tried to attack those part. The last one is I tried to make the electro-acoustic sensor by mimicking the cochlea. Then inside the cochlea, there's hair cells, which is inner hair cells and outer hair cells. I tried to mimic those two hair cells, using that as a actuator and sensors. So those are the three major research area which aiming for the startup tool. You just pin point I just say for the 3D printing. In the 3D printers, like a manufacturing speed is most painful part for the fiercer or for the drone power source. There is no long-lasting drone power source and for the for example microphone I didn't know these days many people use the Bluetooth microphone. Microphones mic is very like a lot howling or a very bad condition to detect the humans sound. So I tried to solve this problem. So when you think about your business ID Item idea, the first thing you need to think about, what's the pin point for the users: You need to figure out what's the pin point of users? We also need to figure out what is their resource? What is their differentiation point? What is their background? What is their for example like some IP or the manpower fund, those are your resources. We can dream about like Elon Musk, we can dream about the very fantastic idea. But if you cannot deliver it, then it's just a dream. So you need to consider those two. What can you solve it? What is the real problem from the users? So from this class will deeply study about the does process. How to figure out the users real pin point? How to solve the problem from a lot of like, some problem from the user pin point. So before we start this Stanford design thinking for the SEAN startup, let me introduce our course navigation. So I'm going to talk about the Industrial Revolution first. Because during this talk, during this class, I want you to the more like or understand though what is happening in this world now. Many people talk about artificial intelligence and also force industrial evolution, and those kind of staff. So I think we need to understand their power first. So this is the Industrial Revolution. So as you know, industrial Revolution start from the mechanization from the industry 1.0 from 1784, with the development of the steam machine. So this mechanization brings a lot of change in the production such as, before that just human labor is used for the making some product. However once the steam machine comes in those heavy or very difficult to assemble stuff is made by the machine. So those productivity increase a lot. Then after that, in 1870, is electricity revolution, which is called industry 2.0. So industry 2.0. is more focused on the manufacturing factory line. Electricity comes in. So those lines are the factory line converting to the conveyor belt. So that's very big a revolution. So one of the most famous example is food company. So some people say industry 2.0. is Ford regime, so Ford the USA car company, before Ford comes in bringing the door of technology by using electricity and chemical stuff like plastic. So before a conveyor belt comes in to the production line. People just put the older part in one place and the older labors comes to the assembly to make a one car. It takes a long time and very inefficient, however, Ford bring that those conveyor belt and then labors, for example, people just standing the one line and they do the just one very, very like one assemble many times. So by adopting this conveyor belt, the productivity goes a lot, increased a lot, and also the cost goes down a lot. So that's the coming from, this is the emerging of domestic production. So many people can enjoy those kind of car and those kind of cloths like those kind of things from the factory manufacturing that is called industry 2.0. Further industrial evolution, which is called Industry 3.0, is partially automation. Is about the Internet revolution. So in the production line, the robot comes in not all the part. So robot can be substitute a lot of activity which is done by human labor before. However, these robots are only for welding some parts, then they only do the production line, followed by the programmed way. For example if that robot want to welding some part, then just that part is programmed for this robot only can do some work on their part only. So that's different from the industry 4.0. 4.0 is that the robot has some smartness, which is a robot has a AI or vision. So robot can see which part they need to do some work by using a vision and they can judge, and not only the programmed way but also they can judge by themselves who are kind of part they need to fix. That's the big difference between the industry 3.0 to the 4.0. So the Industry 4.0 is combined those cyber part, for example, AI or data combine with the physical part. Physical is what? Robots. Yes. So those are the Industry 4.0. So the Fourth Industrial Revolution, many people including me define as a cyber physical system. So the cyber part, AI, Data IoT part, combine with the physical part. For example, for the smart factory, the factory was a physical part, by adopting those are AI, then it becomes smart factory. So it's the kind of product of the Industry 4.0. According to this first, second, third, fourth industrial revolution, on the y-axis, you can see that this Gross World Product is increasing exponentially. So with emerging of this First Industrial Revolution, then at that time, the manufacturing mechanization is the most popular part in the industry. After that, in the second Industrial Revolution, around 1890s, mass production is very popular in the time. And then when you're looking at the third Industrial Revolution around 1983, then the Product Innovator or the Corporate Executives are very important in those ages. How about now around 2010, around 2019, by emerging the Fourth Industrial Revolution, the Gross World Product is increasing crazily and in these days, most important role in the industry is a Business Model Innovator. So it means you can have a lot of resources from outside. Most important thing is Business Model Innovator. So this class is focusing on the how to bring out those business model from the users point of view by emphasizing user's needs. So this course is very critical in this fourth Industrial Revolution. So let me show you one example for the product of the fourth Industrial Revolution. I can say that one of the production line we change in the Harley-Davidson. So before the Fourth Industrial Revolution, Harley-Davidson make mass production like other company from New York factory. By adopting these fourth Industrial Revolution, they can make some customized like Harley-Davidson motorcycle, can build your own bike. So this is a very big difference as we call this a mass customization. How they make it before adapting the fourth Industrial Revolution technology, AI and those stuff? They've MRP and ERP, which takes 21 days for the production date and for their stock in 10 days and for the manufacturing monitoring if they need weekly monitoring. However, by adapting the fourth Industrial Revolution by using the, for example in this case, SAP HANA system, they shrink down the production line to six hours and for the stock, is three hours and then for the monitoring of the production line, you can do that in real time. So it is huge change, Harley-Davidson can nearly do from the mass production and mass customization. So this is the one of the example from the fourth Industrial Revolution you can consider. In the next session we'll more study about getting into the last dearly change in the fourth Industrial Revolution with a different case study. Thank you very much.
