Transcript Better Alternatives Through TRIZ (TREZ)

Better Alternatives Through TRIZ
(TREZ)
by
JimWixson CVS, CMfgE
Advisory Engineer
Introduction
TRIZ Methodology and its innovation
software-based system are tools which can:
 Improve inventive skills
 Improve the development of alternatives for
trade-studies.
 Lead to better designs and solutions to complex
problems.
Patterns of Invention
Genrich Saulovich Altshuller
Father of TRIZ
15 October 1926 - 24 September 1998
Patterns of Invention
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Altshuller recognized that the same fundamental
problem (contradiction) had been addressed by a
number of inventions in different areas of technology
He also observed that the same fundamental
solutions were used over and over again, often
separated by many years
He reasoned that if the latter inventor had known of
the earlier solution, his/her task would have been
straightforward
He sought to extract, compile, and organize this
information
Patterns of Invention
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Removing stems from bell peppers
Removing shells from sunflower seeds
Cleaning filters
Unpacking parts wrapped in protective
paper
Splitting diamonds along micro-cracks
Producing sugar powder from sugar
crystals
How Ideation/TRIZ Works
Many
Typical
Problems
Prism
of TRIZ Analytical
tools
1
2
3
4
5
6
7
8
9
Corresponding
Solutions
1
2
3
4
5
6
7
8
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Many
Typical
Recommendations
for
Solutions
(Knowledge base)
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n
n
A large number
of typical
problems are
available for
consideration
TRIZ helps
narrow the
search to a
manageable
range of typical
problems
For each typical
problem, there
are one or
more potential
solutions
What is TRIZ?
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Russian Acronym for the Theory of Inventive
Problem Solving
Systematic, Structured Way of Thinking
Science
Results of Over 50 Years Research Analyzing
Over Two Million Worldwide Patents within All
Engineering Disciplines
Why TRIZ was created:
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To provide a systematic step-by-step procedure
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To guide an inventor through the solution space
and direct him or her to the area with the best
(most ideal) solutions
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To provide an inventor with reliable and
repeatable results that do not depend on personal
(psychological) issues
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To provide a means to access proven knowledge
(patent information)
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To accumulate knowledge of the human
innovation experience
Evolution of the TRIZ Methodology
Methodology Advancement
Re-Structuring of
Theoretical Base
Advanced Tools
3
Non-Technological
Applications
2
3
AFD
Directed
Evolution
4
1
1946
2
3
Advanced
Software Tools
Kishinev Era
ARIZ-85
40 Principles
Ideation/TRIZ Era
Classical TRIZ Era
Patterns of
Evolution
1982
1985
1992
1997
2002
Evolution of Creative Methods
Ideation/TRIZ
Methodology
Combination of
all effective
“Altshuller’s Direction”
approaches to
Utilization of patterns of evolution and methods
creative problem
of generating ideas based on these patterns
solving and
control
of technological
evolution
The Ideation/TRIZ Methodology:
Roots and Components
Morphology Method
Accumulated
Psychology-Based Methods
knowledge
documented in Kishinev School Development
Classical TRIZ
patents
Value Engineering
and other sources
Brainstorming
of technological
Fish-bone Diagramming
information
Ideation/TRIZ
Methodology
Integration
of
Ideation/TRIZ
Development of
Human Resources
QFD
$
DFMA
Business
VA/VE
Value
Process
Taguchi Methods
Improvement
FMEA & HAZOP
Lateral Thinking
Re-Engineering Total Quality Management
Theory of Constraints
Brainstorming
Data Mining
Other Techniques
Ideation/TRIZ
• IPS
• AFD
• DE
How We Solve Creative Problems
Using the Trial & Error Method
Concept 3
Concept 2
Concept N-1
Psychological
Inertia Vector
Concept N
Concept 1
P roblem
S olution
The Solution Space
Mechanical
Effects &
Technology
Chemical Effects
& Technology
S olution
P roblem
Electrical &
Magnetic Effects
& Technology
TRIZ is Based on Technology
Rather than Psychology
Patents *
(worldwide)
Key Findings
•Definition of inventive problem
•Levels of invention
•Patterns of evolution
•Patterns of invention
* Today over 2,000,000 patents
have been investigated.
Two Main Benefits
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Enhancement of personal creative
capabilities
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Professionally apply numerous tools
(including software tools) to obtain
repetitive, reliable creative results in
everyday engineering procedures
What is an Inventive Problem?
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Involves one or more contradictions
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Suggests no known means of solution
Levels of Solutions
Level 1: Apparent (no invention)
Established solutions; well-known and readily accessible
Level 2: Improvement
Small improvements of an existing system, usually with some compromise
Bifocal glasses, beeper
Level 3: Invention inside the paradigm
Essential improvement of an existing system
Automatic transmission, radio telephone
Level 4: Invention outside the paradigm
A concept for a new generation of an existing system, based on changing the
principle of performing the primary function
Jet aircraft, integrated circuit
Level 5: Discovery
Pioneering of an essentially new system
Laser, radio, airplane
Importance of Innovation Cycle
Cash flow
Innovation cycle time
Tb
To
Tf
Net
Profit
Period
Tr
Ts
TP
To Opportunity occurs
TP Opportunity is perceived
Tb Project activity begins
Tf Product definition and plans freeze
BET
Te
Tr Product is released to production
Ts First customers are satisfied
BET Break-even time
Te Project becomes extinct
From Accelerated Innovation by Marvin Patterson
How this relates M&O Contracts
Cash flow
Innovation cycle time
Operating
Period
TbTb’ Tf
To
Tr
Ts
TP
To Opportunity occurs
TP Opportunity is perceived
Tb Systems Engineering begins
M&O
Te
Tf Project is released to construction
Ts
Turn project over to customer
Tb’ Trade Studies Conducted
Tf Product definition and plans freeze
M&O Operation and Maintenance time
Te
Project becomes extinct (D&D)
From Accelerated Innovation by Marvin Patterson
Innovation
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Not just one simple flash of creative
invention or the development of a
new product or process
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It is a connected process which
many and sufficient creative acts,
from research through service, are
coupled together, in an integrated
manner, for a common goal
Roadblocks to Innovation
Historical Mindset
Need for Instant Answers (Point Solutions)
An Impatient World
Resistance to Change
Change is Threatening
Poorly Defined Problem Or Objective
‘Not Invented Here’ Syndrome
Habits
Past Experiences
Inability to Accept Risk
Peer Influences
Rejection of Past Ideas
When would TRIZ be used?
Information
Phase
Clearly identify the problem(s) to be solved, and
gather information on the background, functions and
requirements of the product, process, or system.
Creativity
Phase
Brainstorm ideas on how to improve the broken, high
cost, or inadequately performed key functions.
Evaluation
Phase
Screen ideas for acceptance, score remaining ideas
on a scale and group ideas into categories. Develop
design scenarios, and selection criteria. Rate and
rank ideas.
Planning
Phase
Plan how to sell ideas to management, identify key
recommendations, plan management presentation.
Reporting
Phase
Give oral presentation to management, or develop
written report.
Implementation
Phase
Get management approval for go-ahead, make
management plan, make assignments, implement,
follow-up.
Tapping Our Knowledge
Is
SOCIETY
INDUSTRY
IPT
PERSONAL
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2
3
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5
What is a Problem?
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Things are not ideal -- dilemmas, questions,
uncertainty, doubt
A deviation from a (perceived) goal
(in the box)
Observations
(Current State)
Decision
Making
Deviations
(Problem)
References (Goal / Ideal State)
Problems create high uncertainty
Thinking Outside the Box:
Creating Breakthroughs
Impossibility
We Know something is
impossible only
through a certain
interpretation or belief
system.
Space
Time
Event
Belief
System
Roadblocks to Problem Solving
Not having crystal clear vision
Not having the required capabilities and tools
Not having the drive/commitment to execute the plan toward
the vision
Constraints, conflicts, contradictions, paradoxes
Regulatory Requirements
Processes
Customer Desires
Compensation
Technology trends
Funding Availability -- Internal and external
Organizational behavior -- Internal and external
Organizational passive support
Relationship behavior… not clear on expectations
Problem Solving & The Mind
We feel the solution
is good enough
(Point Solution)
Problem
Creates
Necessity
We are faced
with a new problem
We decide the
problem is impossible
Activation
De-Activation
What is a Solution?
Answer
Discovery
Resolution
Conclusion (we’ve reached the ideal state)
End result
winning strategies
Uncertainty, doubt
confidence -- the winner’s edge
Ideation/TRIZ provides tools to enable the visualization
of solutions in a predictable manner
System Evolution
Stage 1 - a system does not yet exist but
important conditions for emergence are being
developed
Stage 2 - a new system appears due to a highlevel invention and begins slow development
4
5
6
Stage 4 - begins when the resources of the
system’s original concept is mostly exhausted
3
1
Stage 3 - begins when society recognizes the
value of the new system
Stage 5 - begins when a new system or next
system generation emerges to replace the
existing one
2
Time
Stage 6 - begins if the existing system is not
completely replaced by the new one as the
existing system still has a limited area of
application
The Challenge
Probability
of Problem
Resolution
1
Standard
Problem
2
Time and
Resources
Needed
3
4
5
Discovery
1946 - 1985
Classical TRIZ
Ideal
System
Paradox/
Contradiction
•Increased performance
•Get rid of system’s
harmful effects
•Gains received without
compromise or tradeoff
Basic Tools
•ARIZ
•Su-Field
•76 Standard Solutions
•40 Principles
•4 Separation Principles
•Effects:(phys, chem,geo)
•8 Patterns
•Examples of Innovation
System
Approach
•All mankind knowledge
•Past, present & future
1982 - Present
Ideation TRIZ Methodology
Analytical Tools
Advanced ARIZ
Su-Field
Innovation Situation
Questionnaire
Problem Formulator
Knowledge-Based Tools
System of
Operators
Effects:(Phys,chem,geo,etc.)
8 Patterns of Evolution
Examples of Innovation
IWB
TRIZ SoftTM
Formulator
ELIMINATOR
IMPROVER
Certification
IDEATOR
AFD
76 Standard Solutions
4 Separation Principles
40 Principles
Additional Operators
Re-Activation With Ideation/TRIZ
Solution is
good enough
Problem
Creates
Necessity
We are faced
with a new problem
We decide the
problem is impossible
Activation
Ideality
Confidence
Knowledge-Base
Reformulation
Ask Why?
Why is the Ideation Process Different?
An Exhaustive
Set of Possible
Concepts of Solution
Considered
Solutions
Number of
Solutions
for
Reliable Choice
Confident
Decision Point
Forced
Decision Point
Start Time
Dead Time
Time
Summary Of The Ideation / TRIZ
Methodology
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Key Findings
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Advanced Analytical Tools
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Definition of the Inventive Problem
Levels of Inventions
Patterns of Inventions
Patterns of Evolution
Innovation Situation Questionnaire (ISQ)
Problem Formulator
Algorithm for Inventive Problem-Solving (ARIZ)
Substance-Field Analysis (Su-Field)
Main Ideation / TRIZ Methodology
Applications
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Inventive Problem Solving (IPS)
Anticipatory Failure Determination (AFD)
Directed Evolution (DE)
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Main Premises
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Ideality
Contradictions
System Approach
Advanced Knowledge-Based Tools
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Pattern/Lines of Evolution
40 Innovation Principles & Contradiction
Table
Separation Principles
76 Standard Solutions
Effects
System of Operators
Selected Innovation Examples
Basic Premise
Whatever it was that got you
where you are today,
is not sufficient to keep you there.
Identify & Meet the Challenge
What is it, that is impossible to do today, that if it were
possible, would drive the competition to zero.
Joel Barker, Futurist
Implementation - First Steps
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Assess enterprise’s situation and Ideation
capabilities
– Define mismatches between vision and results
– Identify opportunities for applying Inventive
Engineering
• Select and resolve 3-4 high-profile problems that can be
implemented quickly
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Initiate institutionalization
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Communicate Successes
Identify integration opportunities
Plan education of key employees
Develop internal experts