Transcript ACA Friday - Innovation-TRIZ

INNOVATION-TRIZ,INC.
THE INTEGRATION AND USE OF TRIZ
WITH OTHER INNOVATION AND
ASSESSMENT TOOLS
American Creativity Association
Houston, TX
April 2, 2004
Jack Hipple, Principal
Innovation-TRIZ, Inc.
Tampa, FL, USA
www.innovation-triz.com
INNOVATION-TRIZ,INC.
OR…..
How can we more effectively integrate TRIZ
into the organizational, social, and
problem-solving structure into which it is
being placed?
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
BACKGROUND
 TRIZ is a powerful “left brained” problem solving tool
used to solve product design, engineering design, and
organizational problems
 Based on patterns of invention in the global patent
literature
 Brain and software based
 Most problems have already been solved if one gets rid
of jargon and ego
 Bias---idea generation is only necessary if we have a
“problem” (how to improve, how to replace, are
problems)
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
WHAT WE FREQUENTLY FIND...
There is an established process or assessment tool in place
with which TRIZ must collaborate or compete
 Myers Briggs
 Lateral Thinking™ and Six Hats™
 Kirton KAI
 CPS/Brainstorming
 DFSS/Six Sigma
 QFD
Lateral Thinking and Six Hats are registered trademarks of APTT and Edward DeBono org.
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
IF WE DON’T CONSIDER THE EXISTING
TOOLS AND ENVIRONMENT…..
TRIZ implementation may be delayed
Implementation may be resisted by the
organization
Not used to its full effectiveness
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
AGENDA OVERVIEW
Review of TRIZ
Integration with other creativity and
assessment tools
CPS, Six Hats, MBTI
Integration with other business and
enterprise programs
Lean mfg., QFD, Six Sigma
®Innovation-TRIZ, 2004
BEFORE WE START….LET’S
BRAINSTORM
INNOVATION-TRIZ,INC.
MACHINE REPLACES MAN
CASE STUDY
A robot was brought to a plant to operate a machine. After it was rigged up and switched
on, the elderly worker who had operated the machine for years was amazed at seeing the
nimble “iron man” performing all the necessary steps.
A half an hour later, however, the robot came to a standstill, to the bewilderment of the
service team of electronic engineers. What happened? As it turned out, some chips had
fallen from the workpiece into the moving elements of the machine. This situation where
a human worker would simply flip the chips away with a broom and continue working
brought the robot to a deadlock. The engineers cleaned the machine with a broom,
switched on the robot…only to see the robot stop again. How could this problem be
solved? Obviously, one cannot attach a human worker with a broom to the robot……
Source: TRIZ: The Right Solution at the Right Time, p3, used with permission
®Innovation-TRIZ, 2004
EXAMPLES AND
ILLUSTRATIONS
HOW DOES A CENTRIFUGE
WORK?
INNOVATION-TRIZ,INC.
THE BAKER’S VIEW VS. A
MECHANICAL ENGINEER’S
The Waissenberg Effect
When the motion of certain liquids is altered, the liquid achieves a highly plastic
state. This state is caused by stress which is normal to the plane of the altered
motion. For example, if a rotating shaft emerges from a pool of liquid, the liquid
will rise along the shaft. This effect is observed in solutions, in molten polymers,
and in gels of low molecular weight. The effect is used to develop extruders that
do not use spiral impellers. A characteristic of this effect is that, as the speed of
motion increases, the stability of the flow decreases
PATTERNS OF INVENTION
Processing Sweet Peppers
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
INNOVATION-TRIZ,INC.
WHAT IS THE “OPERATOR”?
(PROBLEM SOLVING PRINCIPLE?)
“Slowly raise pressure and suddenly reduce
it”, OR even more generally, “store energy
and release it”
A path to a solution
An approach to solving a problem
A direction towards an answer
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
PATTERNS OF INVENTION
• Removing stems from bell peppers
• Removing shells form sunflower seeds
• Cleaning filters
• Unpacking parts wrapped in protective paper
• Splitting diamonds along micro-cracks
(+27 years after pepper patent)
• Producing sugar powder from sugar crystals
• Explosive depulping
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
Lean Times: With Airbus on Its Tail , Boeing Is Rethinking How It Builds Planes
Old Hay Loaders, New Resins Play Roles as Firm Tries To Build Faster, Cheaper
Hitting a `Rescue Me' Button
By J. Lynn Lunsford
09/05/2001 The Wall Street Journal (Copyright (c) 2001, Dow Jones & Company, Inc.)
RENTON, Wash. -- Not far from the steady blatt-blatt of the rivet guns on its 757 assembly line just outside Seattle
sits what Boeing Co. calls its moonshine shop: The people here distill work-saving ideas into contraptions that
make it easier to build jets.
Consider the hay loader next to an almost-completed 757. Normally, this cross between a ladder and a metalspiked conveyor belt would be dumping bales of hay onto waiting trucks. But to veteran mechanic Robert Harms,
the hay loader is the perfect way to get bulky passenger seats from the factory floor up 13 feet to the door of a
plane without having to use an overhead crane. "It might look funny, but when you see it work, you wonder
why we didn't do it this way all along," he says.
Moonshine shops -- so named because they work outside traditional channels and use whatever materials are
available -- are the essence of Boeing Chairman Phil Condit's campaign to boost profits by driving out costly
manufacturing techniques and the decades-old thinking behind them. From using materials developed for military
aircraft to putting its big planes onto moving assembly lines for the first time, Boeing is retooling itself to confront
tougher times.
Boeing's struggle to streamline the making of one of the biggest and most complicated industrial products mirrors
what's happening on factory floors across the country, as manufacturers confront the economic slowdown. The
difference for Boeing is that it's trying to accomplish this while still cranking out planes, not in the downtime
between models.
Boeing executives are counting on this revamp to enable the company's commercial-airplane division to continue
posting double-digit profit margins despite the slowing world economy and sharp decline in aircraft orders from
the major airlines. At the same time, Europe's Airbus is increasingly becoming a formidable competitor. At the end
of July, Airbus had a backlog of 1,602 orders, compared with 1,451 for Boeing, according to the companies.
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
®Innovation-TRIZ, 2004
CAVIAR EGGS AND BALL
BEARINGS
THINKING ANALOGICALLY
(WITHOUT AN EGO---TOUGH!!)
INNOVATION-TRIZ,INC.
THE WORLD’S
PROBLEMS
THE WORLD’S
SOLUTIONS
MY PROBLEM
MY SOLUTION
®Innovation-TRIZ, 2004
JARGON—A BARRIER TO
CREATIVE THINKING
“DEFALCATION”
“The purpose is to reduce/eliminate
defalcation when criminals use false ID to
impersonate real customers”
Does anyone know what
this word means?
What jargon do you use?
What does it mean?
WHAT BARRIERS WOULD
YOU SEE IN
IMPLEMENTATION OF
TRIZ?
HOW WOULD THIS KIND OF
THINKING INTERFACE
WITH
CPS/BRAINSTORMING?
CUTTING ACROSS ALL
BREAKTHROUGH
INVENTIONS AND PATTERNS
Systems become more ideal
over time through the use of
unrecognized or underutilized
resources
LET’S REVISIT THE NEW
MACHINE
INNOVATION-TRIZ,INC.
MACHINE REPLACES MAN
CASE STUDY
A robot was brought to a plant to operate a machine. After it was rigged up and switched
on, the elderly worker who had operated the machine for years was amazed at seeing the
nimble “iron man” performing all the necessary steps.
A half an hour later, however, the robot came to a standstill, to the bewilderment of the
service team of electronic engineers. What happened? As it turned out, some chips had
fallen from the workpiece into the moving elements of the machine. This situation where
a human worker would simply flip the chips away with a broom and continue working
brought the robot to a deadlock. The engineers cleaned the machine with a broom,
switched on the robot…only to see the robot stop again. How could this problem be
solved? Obviously, one cannot attach a human worker with a broom to the robot……
Source: TRIZ: The Right Solution at the Right Time, p3, used with permission
®Innovation-TRIZ, 2004
SECONDARY PROBLEMS--ONE OF THE
KEYS TO BREAKTHROUGH
INVENTIONS AND ACHIEVING
IDEALITY
“That’s a good idea,
but………
“The ideal solution would
be….., but I can’t achieve it
because….
INNOVATION-TRIZ,INC.
HOW DO WE RESOLVE AND
HANDLE
CONTRADICTIONS?
VISUALIZING
CONTRADICTIONS
INNOVATION-TRIZ,INC.
Normal Design Tradeoff or Current
Performance Barrier Curve
Constant Design Capability
Bad
Parameter A
TRIZ Moves Performance
Barrier Curve toward the
Origin
Good
Parameter B
Good
®Innovation-TRIZ, 2004
Bad
MAPPING
CONTRADICTIONS
Infinitely
re-usable
INNOVATION-TRIZ,INC.
FUNCTION: JOIN PHYSICAL OBJECT
Zipper
Lock-nut
Adaptability
velcro
braid wire
rope
paper-clip
Self-tapping
screw
Post-it
Lock-nut
One-time
Paper glue
staple
epoxy
nail
braze
MIG/TIG
weld
Friction
bond
Required Strength of join
Used by permission of D. Mann, CreaTRIZ
®Innovation-TRIZ, 2004
SYSTEM EVOLUTION TOWARD
INNOVATION-TRIZ,INC.
IDEALITY
Infinitely
re-usable
Contradiction Elimination
Direction
Place your solution on the graph of
Main Useful Attributes to help
Identify opportunities
Zipper
Lock-nut
CLASS
EXAMPLES?
Adaptability
velcro
braid wire
rope
paper-clip
Self-tapping
screw
Post-it
Lock-nut
One-time
Paper glue
staple
epoxy
nail
braze
MIG/TIG
weld
Friction
bond
Required Strength of join
Used by permission of D. Mann, CreaTRIZ
®Innovation-TRIZ, 2004
WHAT ARE SOME OF YOUR
CONTRADICTIONS?
(FLIPCHART)
HOW DO YOU HANDLE
CONTRADICTIONS IN
CURRENT CREATIVITY
SESSIONS AND WITH
CURRENT TOOLS?
INNOVATION-TRIZ,INC.
CONTRADICTION TABLE
2
Weight of
Moving Object
Weight of
Nonmoving Object
38
Level of
Automation
39
Productivity
1
®Innovation-TRIZ, 2004
28, 27,
18, 40
38 39
Productivity
Strength
14
Level of
Automation
Feature
to Improve
2
Weight of
Moving Object
Weight of
Nonmoving Object
Undesired
Result
(Degraded
Feature)
1
•
Possible contradictions
represented in 39 x 39 table
•
Intersections of contradicting
rows and columns are
references to 40 inventive
principles for contradiction
elimination
28 Replace a mechanical system with
a non mechanical system
27 An inexpensive short-life object instead
of an expensive durable one
18 Mechanical vibration
40 Composite materials
Proposed Solution Pathways:
INNOVATION-TRIZ,INC.
Contradictions - Jet Engine
Boeing wanted to install larger engines on a
redesigned 737. A larger air intake would reduce
ground clearance to unacceptable levels.
Contradiction:
Increasing air intake
reduces ground
clearance
Control parameter:
Intake radius
®Innovation-TRIZ, 2004
#5 VS. #3 in table
INNOVATION-TRIZ,INC.
Contradictions - Jet Engine
Resolve the contradiction by Separation
Make the radius
large laterally for
high air flow.
Make the radius
smaller downward
for high ground
clearance.
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
SEPARATION PRINCIPLES FOR
PHYSICAL CONTRADICTIONS
(PARAMETERS OF A SYSTEM IN
CONFLICT)
CONTRADICTIONS
A
B
So:
C should be high, and
C should be low
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
Technical
Contradiction
Control Parameter, C
Physical
Contradiction
INNOVATION-TRIZ,INC.
PHYSICAL CONTRADICTION
• A characteristic must be higher and lower (selfopposing)
• Example: An airplane wing should have large area for
easy takeoff but small area for higher speed
• Example: A pen tip should be sharp to draw fine lines,
but blunt to avoid tearing the paper
• A characteristic must be present and absent
• Example: For sandblasting the abrasive must be
present (to abrade) but is not wanted on (or in) the
product
• Example: Aircraft landing gear are needed for landing
but undesired in flight
®Innovation-TRIZ, 2004
PLATING METAL PARTS
INNOVATION-TRIZ,INC.
• To plate metal parts with nickel they
were placed in a bath of nickel salt.
The bath was heated to increase the
productivity of the process. However,
heating reduced the stability of the
salt solution and it started to
decompose.
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
CONTRADICTIONS...
Functional?
Physical?
®Innovation-TRIZ, 2004
CONVERTING TECHNICAL
CONTRADICTIONS TO
PHYSICAL CONTRADICTIONS
INNOVATION-TRIZ,INC.
• Technical Contradiction
• Heating increases productivity (A), but wastes
material (B)
• Control parameter is temperature
• Physical Contradiction
• Temperature (C) should be high to increase
productivity and low to avoid waste
A
Control Parameter, C
®Innovation-TRIZ, 2004
B
PRINCIPLES OF SEPARATION
INNOVATION-TRIZ,INC.
• TRIZ seeks to eliminate the
physical contradiction by
separating the two contradictory
requirements
• Separation
• Separation
• Separation
the whole
• Separation
®Innovation-TRIZ, 2004
in space
in time
between the parts and
upon condition
INNOVATION-TRIZ,INC.
SEPARATION IN TIME
• A characteristic is made larger at one time and smaller at
another
• A characteristic is present at one time and absent at
another
• Example: Concrete piles must be pointed for easy driving
but not pointed to support a load. The piles are made with
pointed tips which are destroyed after driving, via an
embedded explosive.
• Example: Aircraft wings are longer for takeoff, and then
pivot back for high speed flight.
• Example: Consider the problem of sand accumulation with
abrasive sandblasting. An effective solution is to use dry
ice chips as the abrasive. After abrading, the chips will
simply disappear by sublimation.
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
SEPARATION IN SPACE
• A characteristic is made larger in one
place and smaller in another
• A characteristic is present in one
place and absent in another
• Example: Submarines which pull sonar
detectors drag the detectors at the end
of several thousand feet of cable to
separate the detector from the noise of
the submarine
• Example: Bifocal glasses
®Innovation-TRIZ, 2004
SEPARATION BETWEEN PARTS
AND THE WHOLE
INNOVATION-TRIZ,INC.
• A characteristic has one value at the
system level and the opposite value at
the component level
• A characteristic exists at the system level
but not at the component level (or vice
versa)
• Example: A bicycle chain is rigid at the
micro-level for strength, and flexible at the
macro-level.
• Example: Epoxy resin and hardener are
liquid until mixed, then they solidify.
®Innovation-TRIZ, 2004
A “SOFT” EXAMPLE
INNOVATION-TRIZ,INC.
• Example: A business should be
large and small
• Large for profits and resources
• Small for flexibility
• Solution: Formation of a
conglomerate of small
independent organizations
under one umbrella
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
SEPARATION UPON CONDITION
• A characteristic is high under one condition and
low under another
• A characteristic is present under one condition
and absent under another
• Example: A kitchen sieve is porous with regard
to water and solid with regard to food.
• Example: Water is “soft if entered at a low
speed. However, it one jumps into the same
water from a height of 10 meters, the water
feels considerably harder. Thus, the speed of
the body’s interaction with the water is the
condition to be considered when applying this
principle.
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
Which separation principle was used
to solve the plating solution problem
and what was the design concept?
®Innovation-TRIZ, 2004
PLATING METAL PARTS
INNOVATION-TRIZ,INC.
• To plate metal parts with nickel they
were placed in a bath of nickel salt.
The bath was heated to increase the
productivity of the process. However,
heating reduced the stability of the
salt solution and it started to
decompose.
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
SEPARATION IN SPACE
• In the nickel plating of parts,
increased temperature is necessary
only in proximity to the parts. To
accomplish this, the parts themselves
may be heated, rather than the
solution.
®Innovation-TRIZ,
2004
®Ideation International
INNOVATION-TRIZ,INC.
Intersecting Highways
Two major highways are
proposed to intersect. Traffic
cannot flow on both highways
without conflict.
State the technical contradiction:
State as a physical contradiction:
®Innovation-TRIZ, 2004
?
INTEGRATON WITH
CPS/BRAINSTORMING
INNOVATION-TRIZ,INC.
 Use the concepts of ideality and resources to help in
idea generation
 TRIZ 40 Principles (proven to solve problems) as
random stimulus
 Express problem as a contradiction and then use
contradiction table and separation principles directly
without going through the entire TRIZ process
 Use the separation principles
 Still need the deferral in judgment—in TRIZ we try to
characterize this as just another contradiction
®Innovation-TRIZ, 2004
INTEGRATION WITH OTHER
ENTERPRISE TOOLS
INNOVATION-TRIZ,INC.
CONNECTIONS WITH QFD
Resolution of contradictions in product
performance requirements
Combining identifying with solving
Combined matrices
Getting clients to discuss their needs and
conflicts in terms of physical aspects--not using
their industry specific jargon
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
INTEGRATING TRIZ WITH QFD
The QFD environment
Customer focused
Understand the context of use
Know who the customers are
Designs are manufacturable
Front loading of resources to define needs
• J. Terninko,Step by Step QFD
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
X
x
Customer
Team
Calculation
XX
Measurement
Sources of Data
X
®Innovation-TRIZ, 2004
Based on material from “Step by Step QFD” © 1995, John Terninko
Used by permission
INNOVATION-TRIZ,INC.
QFD TRIZ Indicators
Section 8 (roof)--Eliminate conflicts
Section 4—Develop performance measures
Section 5
Empty rows—Develop conceptual solutions
Empty columns—Eliminate unnecessary things
Section 7—Develop measurement methods
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
CUSTOMER FOCUS
Get your customers to express their needs in
generic, physical terms--not in industry jargon
Use customers at different levels
®Innovation-TRIZ, 2004
™IWB is a registered trademark of Ideation
International
WHAT ARE EXAMPLES OF
YOUR JARGON?
MANUFACTURABLE DESIGNS
INNOVATION-TRIZ,INC.
Get the issues and contradictions expressed
clearly, precisely, and in physical terms
Do not run away from ideality if at first it seems
unachievable--identify the secondary problems
Involve your engineering and manufacturing
people in the process
®Innovation-TRIZ, 2004
LINKING TRIZ WITH LEAN
MANUFACTURING
PRINCIPLES
OVERLAP WITH BASIC
LEAN PRINCIPLES
INNOVATION-TRIZ,INC.
Ideal Final Result/Ideality: no wasted time,
resources, inventory, uniform load
Resources: use underutilized time; eliminate
waste (materials and time)
Identification of contradictions: barriers in
implementation of concepts, waste
Problem solving: ideality, resources,
contradiction table, TRIZ software, cause and
effect diagrams and analysis
Nine box: above and below re: suppliers and
customers
Risk: “reverse” TRIZ for failure prediction
®Innovation-TRIZ, 2004
PILL MANUFACTURING—
A REAL EXAMPLE
INNOVATION-TRIZ,INC.
 Situation: A pill manufacturer is faced with a need for cost reduction. A labor
reduction is required to stay competitive. Engineering has evaluated the
manufacturing process and determined that by eliminating three inspectors at
the end of the production line they can justify an investment of $150,000 for a
video inspection system. These inspectors are checking for chip damage at on
the circumference of the pills (see attached sketch). Efforts to correct the
damage to the pills during production has been going on for years. There are
15 stages of manufacturing and each has been optimized to less than 1% of
scrap which exceeds industry standards. The video inspection system will
provide a 33% return on investment which meets management’s financial
criteria. Unfortunately, money is tight and management has hired your
company to find a lower cost solution. (See attached layout of inspection area)
 Objective: Find a nearly ideal solution -- the function is performed without the
system.
 Actions: Define the function and the system. Define the problem in terms of
ideality, i.e., what should happen? What are the resources and physical,
chemical and geometric effects that are readily available? Find a solution to the
problem.
® Ideation International
®Innovation-TRIZ, 2004
PILL INSPECTION WORKSTATION
INNOVATION-TRIZ,INC.
Vibratory feed move pills around an internal spiral to top of vibratory bowl where
the pills are discharge and slide down an incline plane onto a conveyor. As the pills
go by, the inspectors identify and remove the damaged pills.
Damaged Pills
Conveyor
Trash Can
®Innovation-TRIZ, 2004
® Ideation International
SYSTEM PROPOSAL AND CHALLENGE
INNOVATION-TRIZ,INC.
Replace inspectors with a $200K video
inspection system
High return project, but capital is not
available
Boss says, that’s a great idea, but “Find
another way!!”
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
GOOD PILLS/BAD PILLS
What is IDEALITY/IDEA FINAL RESULT?
What are the RESOURCES we have?
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
SIX SIGMA PLUS TRIZ
The Six Sigma goal and ideality
Six Sigma, by itself, does not solve problems
Ask “why?” five times
Make sure you are looking at the LEVEL of
the problem solution!
What is the fundamental issue/contradiction
not allowing the jump from 4-5 sigma to 6
sigma?
®Innovation-TRIZ, 2004
TRIZ Tools in Six Sigma
Process Optimization (MAIC)
INNOVATION-TRIZ,INC.
Six Sigma
TRIZ Tools
A. Recognize
B. Define
Functional Analysis, Ideal Final Result
Same as A
C. Measure
D. Analyze
E. Improve
Measurement methods, instrumentation
F. Control
Understand interactions (FA, Su-F)
Create new product, process, &
service concepts. The full Basic TRIZ
tool set.
Same as C
G. Standardize “Reverse” TRIZ
H. Integrate
Same as E
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
TRIZ Tools and DFSS
DFSS Phase
TRIZ Tool
Multi-Generational
Plan
Voice of Customer
Concept
Technology Forecasting, Guided
Evolution, Functional Analysis
Conflict Resolution for planning visits
Ideal Final Result
All
Design
All
Optimize
Conflict Resolution, Trimming, Problem
Solving
Validate/Implement Same
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
®Innovation-TRIZ, 2004
LINES OF EVOLUTION
PIE CHARTS OF
OPPORTUNITY
Evolutionary Potential
INNOVATION-TRIZ,INC.
‘Evolutionary Limit’
of component relative
to predicted evolution
trends
Current evolutionary
position of component
for a given trend
(Each spoke in the evolutionary potential radar plot
represents one of the known technology trends identified
by TRIZ researchers)
®Innovation-TRIZ, 2004
Evolutionary Benchmarking
‘competitor’
system
(radar plots for any system delivering the same basic FUNCTION)
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
‘my’
system
Evolutionary Potential Hierarchy
INNOVATION-TRIZ,INC.
1
5
4
3
2
1
0
10
9
2
Bearing Assembly
3
8
4
7
Ball
Carrier
1
10
9
5
4
3
2
1
0
Inner Race
10
3
8
4
9
5
4
3
2
1
0
6
6
2
2
9
3
9
4
8
0
4
7
5
8
7
5
6
5
4
3
2
1
0
2
3
4
7
5
6
6
®Innovation-TRIZ, 2004
10
4
3
etc
1
10
2
8
5
Outer Race
1
1
2
7
5
INNOVATION-TRIZ,INC.
APPLICATION AT DIFFERENT LEVELS
The principles of TRIZ (and other tools!)
can be applied at different system levels
from a competitive standpoint
Need to understand what those levels are
and how they might affect us
Who are potential competitors at
DIFFERENT levels
®Innovation-TRIZ, 2004
LEVEL OF PROBLEM ATTACK
INNOVATION-TRIZ,INC.
(NINE BOX LOOK)
Present
Past
Supersystem
Future
Past
System
Future
Past
Subsystem
Future
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
HOW TRIZ PROBLEM SOLVING
SESSIONS ARE NORMALLY RUN
Problem definition ahead of time,
frequently using a pre-defined form
Ideality, contradictions, resources
identified
Su-Field or software models constructed
Contradiction tables, standard solutions,
or software examples/operators are used
to stimulate ideas
Same for non-technical problems
®Innovation-TRIZ, 2004
LINKING TRIZ WITH OTHER
INNOVATION AND
CREATIVITY TOOLS
INNOVATION-TRIZ,INC.
ASSESSMENT TOOLS
Myers Briggs/16 Types, etc.
Measures peoples’ style of interacting socially
with each other
Extroverted/introverted, sensing/intuitive,
feeling/thinking, judging/perceiving (I.e.
INTP)
Most organizations are familiar with and use
this tool
Most people know their “profile”
Little pro-active use
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
HOW TO USE MBTI INFO
N,S ∆
Hard data input as well as “soft” data
(people side) input
T,F ∆
Impact of ideas,
technical/organizational/people
J,P ∆
Short term vs. long term ideas, separation of
groups
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
ASSESSMENT TOOLS
Kirton KAI
Measures an individual’s PROBLEM SOLVING
STYLE (adaptive to innovative)
Not as well known, but more relevant to
TRIZ problem solving, as it relates to problem
solving style and not social style
Scale of result 32-160, 2 sigma deviation 70110, friction at 15∆, warfare at 30-35∆
®Innovation-TRIZ, 2004
AN EXTREME ADAPTOR
“Why, they’re lighting their arrows...
Can they do that?”
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
INNOVATION-TRIZ,INC.
AN EXTREME INNOVATOR
“Wait! Wait! Listen to me!
We don’t just have to be sheep!”
®Innovation-TRIZ, 2004
RELATIONSHIP BETWEEN
KAI AND TRIZ
INNOVATION-TRIZ,INC.
TRIZ provides assistance to both ends of
the KAI spectrum (only tool I am aware of
that can do this)
KAI provides a way to segregate and
optimize the output from TRIZ problem
solving
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
HOW DOES TRIZ HELP?
Provides stimulus (from concepts of
ideality, resources, contradictions) to
adaptive/low score KAI people who have
difficulty generating original ideas on their
own
Provides structure (via diagrams, models)
to innovative/high score KAI people who
have difficulty in organizing, structuring,
and prioritizing ideas
®Innovation-TRIZ, 2004
HOW CAN KAI BE USED IN A
TRIZ SESSION?
INNOVATION-TRIZ,INC.
Prior to disclosure of KAI feedback, use to
separate group into more adaptive and
more innovative people
Use in selecting and evaluation of ideas
and output from software products
Mutual sharing of views of problem(s) vs.
style
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
AN EXAMPLE….
Specialty chemical company, $2B sales, 12
participants
Strong segmentation in KAI profiles
Large group in the 80-85 range (highly
adaptive)
Large group in the 110-125 range (highly
innovative)
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
PROCESS
Group divided into adaptive and
innovative groups, prior to awareness of
individual scores
Asked to diagram the same problem with
the IWB™ software Problem Formulator™
Presented to each other
®Innovation-TRIZ, 2004
IWB and Problem Formulator are trademarks of Ideation International
INNOVATION-TRIZ,INC.
ADAPTOR DIAGRAM
Function 7
Function 8
Function 2
Function 5
Function 1
Function 3
®Innovation-TRIZ, 2004
Function 4
Function 6
INNOVATION-TRIZ,INC.
INNOVATOR DIAGRAM
Function 5
Function 8
Function 3
Function 7
Function 2
Function 4
Function 6
®Innovation-TRIZ, 2004
Function 1
INNOVATION-TRIZ,INC.
DISCUSSION WHICH OCCURRED
Why do you view the problem that way?
Why did you choose these particular ideas
to pursue?
How can you make any sense out of your
diagram?
Separation of ideas by interest
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
THE SIX HATS™ PROCESS
Problem solving process is divided into
segments where everyone must do the same
“type” of thinking at the same time
Each person wears the same “hat” at the same
time to minimize negative aspects of arguments,
etc.
One of the most widely used innovation
processes in the world--easy to learn and
effective for simple to moderately complicated
problems
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
THE SIX HATS
Blue---meeting process, thinking process
White---information that is needed
Green---propose ideas, free thinking
Black---what is wrong with this idea?
Yellow---what is good about this idea?
Red---emotional, “gut” feel about idea
®Innovation-TRIZ, 2004
DEFICIENCY IN THE
PROCESS
INNOVATION-TRIZ,INC.
Stimulus for ideation is still limited by the
expertise and knowledge in the room
Weak, informal problem definition step
“Selected” random words used for
stimulation (Lateral Thinking™)—thinking
about thinking
®Innovation-TRIZ, 2004
Lateral Thinking is a registered trademark of APTT and Edward DeBono
WHEN AND HOW TO COMBINE
TRIZ WITH THIS PROCESS
INNOVATION-TRIZ,INC.
 White/information hats
Have we identified all the contradictions?
A problem definition diagram, such as the Problem Formulator™
 Green/ideation hat
Use of contradiction table, software examples
 Black/problem hat
Use of “reverse” TRIZ technique to proactively identify potential
failure routes
 Yellow/good hat
Use ideality thinking and lines of evolution to improve ideas
 Blue hat
Use ISQ™ and Problem Formulator™ to scope the process
®Innovation-TRIZ, 2004
ISQ and Problem Formulator are registered trademarks of Ideation International
INNOVATION-TRIZ,INC.
IN CONCLUSION….
All tools have value
Using knowledge of individual styles can
greatly enhance the TRIZ problem solving
process, especially if TRIZ is the “latecomer” to the organization
Adding TRIZ or elements of TRIZ to any
existing creativity or enterprise process
can improve their value and productivity
®Innovation-TRIZ, 2004
INNOVATION-TRIZ,INC.
ADDITIONAL INFO
 Slides posted at website,
 www.innovation-triz.com on Monday
Monthly newsletter available (free)
 TRIZ Journal, free, monthly, www.triz-journal.com
 Altshuller Institute, www.aitriz.org
Annual meeting, Seattle, April 29-May2
 Books
“And Suddenly the Inventor Appeared” (Altshuller)
“Hands on Systematic Innovation” (Mann)
“Simplified TRIZ” (Rantenen and Domb)
®Innovation-TRIZ, 2004