Pergamon Computers ind. Engng Vol. 35, Nos 1-2, pp. 5-8, 1998

© 1998 Elsevier Science Ltd. All rights reserved Printed in Great Britain

PII: S0360-8352(98)00006-0 0360-8352/98 $19.00 + o.00

Creativity and Innovation in Durable Product Development

Parveen S. Goel and Nanua Singh Department of Industrial and Manufacturing Engineering

Wayne State University, Detroit, MI 48202

Abstract: In this paper we are proposing a framework for integrating the creativity and innovation aspects for durable product development. Various creativity and innovation methodologies are discussed. © 1998 Elsevier Science Ltd. All rights reserved. Key Words: Creativity, Innovation, durability, product development, TRIZ, Mind Maps, Brain Storming, Axiomatic Design.

Introduction In today's rapidly evolving global economy companies need to continuously improvise, and innovate. Because customers expect new and better products and services all the time, organizations have to be creative and innovative. It is a common belief that many of the really fundamental and seminal ideas are to large extent lucky and unpredictable accidents. Innovations are more of a chance event than a milestone or outcome of a managed process [1]. However there are circumstances favorable and unfavorable for innovations, creativity and original ideas. There are certain procedures and techniques, which will increase the chance of happening this occasional and sporadic phenomenon of invention. This research paper will introduce those circumstances, procedures and techniques that favor creativity and innovations in concept design.

Define <rch > Evaluate~

m a p p i n g _ ~ , / m a p p i n g ~ ~ m a p p i n g _ ~

Customer Functional Physical Process Domain Domain Domain Domain

Fig. 1: Integrated Approach of Creativity and Innovation with Axiomatic Design Methodology

This research is a contribution to the area of concept design. From literature studies, practical observations, and an analysis of what challenges the industry is faced with, a need is identified for integrated methods and procedures. The aim is to develop an integrated methodology, for durable product design at the conceptual stage of product development. Thc research approach is that it should be done by integrating creativity and innovation tools with axiomatic design methodology. Figure 1 shows the integration of axiomatic dcsign approach with creativc proccss of design.

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Understanding Creativity and Innovation Creativity and innovation involves the translation of our unique gifts, talents and vision into an external reality that is new and useful. Creativity refers to all activities that involve the generation of ideas. Innovation refers to the implementation of viable business ideas generated as a result of the organization's creativity-supporting culture and structure [2]. There is no one definition of creativity and innovation that everyone can agree with. Creativity researchers, mostly from the field of psychology, usually claim that being creative means being novel and appropriate. We are interested in creativity and innovation for durable product design. In this context creativity and innovation should lead to the development of novel design concepts which provides desired durability without compromising other attributes of the product. The three basic questions need to be answered in order to understand creativity; these are: How, Who, and When. • 'How' is related to the process, receiving the most attention, focuses on the mechanisms and phases

involved as one partakes in a creative act. • A second aspect of creativity is the creative person(s). 'Who' deals with the personality traits of

creative people, group dynamics role of cross-functional teams and organization. • 'When' creativity and innovation is applied in terms of the product development cycle is very

important for its usefulness and value.

Understanding Durability General perception about durability in Product, Development community is that higher the better. This is based on the idea that customers demand higher levels of durability of their products, engineer must find ways to improve it. However if we look at the macro level of economics, politics and technological developments, higher and higher durability may not be the best answer always.

Most of us as customers expect products to last longer, but here we will provide a much broader perspective to this question. Trade off of durability with other attributes of the product, such as cost, weight and appearance etc. is well understood and have been discussed and researched thoroughly by many researchers in the past. Here we discuss a scenario of 'what i f we can increase durability as much as we want, how much will we want? Though at first this may seems to be farfetched and hypothetical but it will have very important contribution towards establishing long-term strategy and goals by the industries.

Process of Creative and Innovative Design for Durable Products The basic elements of the process of creativity and innovation to achieve durable products are Define, Search and Evaluate. Define: Understand the need in a solution neutral environment. Need may arise due to:

• Customer wants • Technological Innovations • Competition • Higher number of failures

These needs are in the customer domain they should be converted into functional requirements. For each functional requirement define minimum acceptable durability and ideal durability. Let us take an example of an Air Conditioning system in a vehicle. Customer wants an air conditioning system that provides satisfactory performance through out the life of vehicle with least maintenance. One of the functional requirements to meet this durability expectation from customer is minimum leakage of the refrigerant. Now we need to define what is the ideal amount of leakage for the life of this system; is it zero leakage for 10 years and 150 K miles (typical designed life of a car)? We also need to define the minimum acceptable leakage, which may be the current acceptable industry standard.

Search: Create a number of alternative solutions without being prejudices about them. Alternatives may be generated by using techniques such as: Synectic thinking, Mindmapping, Brainstorming, Fermi's Approach, TRIZ/TIPS/SIT. At this stage quantity is very important, for example, the literature indicates that drug companies typically requires 6000 to 8000 or more ideas for every successful commercial new product; manufacturer of typical industrial products requires approximately 3000 raw ideas for one commercial success [3].

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Synectic Thinkin$: This is the process of discovering the links that unite seemingly disconnected elements. It is a way of mentally taking things apart and putting them together to furnish new insight for all types of problems. William Gordon set forth three fundamental precepts of syneetic theory. One of the popular tools of syneetie is Trigger Questions, e.g., Add, Aninmte, Hybridize, Repeat, Combine. [4].

Mind Maps: Association plays a dominant role in nearly every mental function. Every single idea has numerous links attaching it to other ideas and concepts. Mind maps, developed by Tony Buzan, is an effective method of notes taking and is useful in the generation of ideas by associations[5].

Brainstorming: The basis of brainstorming is generating ideas in a group situation based on the principle of suspending judgment--a principle which scientific research has proved to be highly productive in individual effort as well as in groups[6].

Fermi's Approach: During the design's concept generation process, one must continually ascertain that the proposed solution, or the proposed product, is feasible. This feasibility can often be determined using the approach attributed to Enrico Fermi. A Fermi problem has a characteristic profile. Upon first hearing it, one does not have even the remotest notion of what the answer might be, and one feels certain that too little information has been provided to find a solution. Yet, when the problem is broken down into sub- problems, each one answerable without the help of experts or reference books, and an estimate earl be made that comes remarkably close to the exact solution [7] [8].

TRIZ: The systematic methodology of Inventive Problem Solving known as TRIZ (from the Russian acronym for Theory of Inventive Problem Solving, also known as TIPS) [9,10], was developed in the former Soviet Union during the 1950's by Genrich Saulovich Altshuller and his colleagues. Today TRIZ is in use throughout the world, and there are many variants of this method, e.g., SIT (Systematic Inventive Thinking). Altshuller examined a large number of patents, looking for the hallmarks of truly creative inventions. He found that often the same problems had been solved in various technical fields using one of only about forty fundamental inventive principles. By removing the subject matter, Altshuller was able to elucidate the problem solving process. TRIZ is a combination of algorithms and principles. Its key concepts are: Ideality, ARIZ, Contradictions, Substance-Field Analysis, Laws of System Evolution and the Knowledge Base of Inventive Principles and Effects. Here we will discuss contradictions in the context of durable product design.

Contradictions: Contradictions are both technical and physical. Technical contradictions are situations where the improvement of one characteristic of the system results in the deterioration of another. Physical contradictions result when a physical attribute should be increased to improve one function of the system, and decreased to improve another, Traditionally, trade-off or compromise is used to handle contradictions. TRIZ always seeks a solution without compromise. Altshuller developed a 39X39 Matrix of typical contradictions with Improvement versus undesired results. For resolving each contradiction some inventive principles are recommended out of a set of 40 principles. Let us take an example of contradiction between durability improvement versus weight of a non moving object, two of the Altshuller's Matrix recommend principles are [11]: • Universality: Make a part or object perform multiple functions; eliminate the need of parts • Periodic Actions: Instead of eontinuos action, use periodic or pulsating action

Evaluate: Apply the judgment and select the most robust and durable concepts. Judgment requires a framework, which should be able to incorporate: Norms/rules/principles, Objective measurements, and Subjective measurements There are certain norms/rules/principles, which can be applied to compare the concepts. For example thumb rule of simpler the better, less the concept susceptible to noises better it is. Some other basic questions that can be asked while screening concepts are: Does concept provides intended functions? Is this new concept in harmony and rhythm with overall product? Is this concept elegant? Does this concept provides required controllability, Modularity, Multiplicity, etc?

Nam P. Suh's axiomatic design methodology's first axiom of independence can also be used as a principle [12]. In an acceptable design, the Design Parameters (DP) and the Function Requirements (FR) should be

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related in such a way that specific DP can be adjusted to satisfy its corresponding FR without affecting other functional requirements. For objective measurement some of the metrics recommended in robust design methodology earl be used, second axiom of axiomatic design also provides an objective measurement. Pugh's Concept selection methodology and Analytical Hierarchy Process (AHP) are also good examples of the subjective measurement techniques [ 13]. Evaluation of concepts for durability may require a combination of the techniques from the three categories just discussed.

Creative People Teams and Organizations Creative individuals need to have some ability for independent thinking, risk taking intuitiveness, and organization and interpretation of information in a pattern-breaking manner. The creative mind is curious, flexible and imaginative. Organizations need to understand that creative ability of most people are fragile and could be seriously suppressed via destructive criticism. Creative potential realized by individuals depends lot on their own initiative versus organizational resistance or support. Designing a company structure that enhances rather than detracts individuals from useful creative activity is very crucial for the success in today's business environment. At a higher level organizations need to create and communicate vision to all the employees and empower them" to act on vision.

Most of the concept development activities are done in-groups, very rarely they are done by single individuals. Creativity of a group is different than the sum of all the creative potential of its members. Cross-functional teams are very effective to develop robust reliable and durable concepts. However membership of the team is very important for the success. Members should not only match in consistency, but they should reinforce each other in terms of their functional expertise. Mutual respect and shared vision among the cross-functional team members is a must for the success.

When Do We Need Most Creative and Innovative Ideas in PD Process A generalized product development process can be defined by following five phases [14]. Information Collection & Analysis, Defining the Scope and Requirements, Select & Develop the Concepts, Design Details and Optimization, and Validation and Verification. Creativity and Innovation is required in all the five phases, however it is fundamental to the third phase i.e., selection and development of concepts.

Conclusions: Creativity and Innovation are key to survival in a highly competitive environment. In this paper we have suggested a methodology to integrate the process of creativity and innovation into product development process.

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Division, New York, 1995. 3. Stevens, G.A. and Burley, J. "3000 raw ideas = 1 Commercial Success" Research Technology

Management, May June, 1997, pp.16-27. 4. Gordon, W. J. J. Synectics. Harper & Row. 1961. 5. Buzan, T. Use Both Sides of Your Brain. New York: Plume. 1991. 6. Morgan, M. Creating grorkforce Innovation. Business and Professional Publishing. 1993. 7. Magrab, E. B. Integrated Product & Process Design and Development. CRD Press New York. 1997. 8. Christian H. and Baeyer, V. The Fermi Solution. Random House Inc. 1993. 9. Aitshuller, H., And Suddenly the Inventor Appeared. Technical Innovation Center, Worcester, 1994. 10. Aitshuller, H. Creativity as an Exact Science. Gordon and Beach Science Publishers, NY, 1988. 11. Savransky, S. D. and Stephan, C. "The Methodology of Inventive Problem Solving", The Industrial

Physicist, American Physics Society,.1996, pp22-25. 12. Suh, N. P. The Principles of Design. Oxford University Press New York 1990. 13. Pugh, S., Creating Innovative Products Using Total Design: The living legacy of Stuart Pugh,

Reading, Mass, Addison-Wesley Publishing Co., 1996 14. Goel, Parveen S. and Singh Nanua, "Reliability Engineering Based Procedural Approach for Product

Development," Proceedings: 6th lie Research Conference, Miami Florida, May 1997.