Download - Managing Complexity in Technology Innovation
Design for Innovation (D4I) Process for Strategic Innovation
Dr. Iain Sanders, DirectorDesign for Innovation Ltd.
TAPPING YOUR UNTAPPED POTENTIALDESIGN FOR INNOVATION (D4I)
Continuous Growth for Sustainable Competitive
Advantage1
Innovation by DesignTypology of Technological Innovations at the Enterprise Level
Low
HighLow
High
Degreeof
Management
Degree of Leadership andContribution to Competitiveness
Unplanned Improvements
Continuous IncrementalInnovation
Radical Innovation
Strategic AcceleratedSystematic Innovation
2
3
Fastthinking
Fastdecision-making
Fasttomarket
Sustainingspeed
Forecasting & road-mapping
Anticipating
Spotting trends
Brainstorming
Putting every idea through the “grinder”
Letting the best idea win
Setting rules
Getting rid of bureaucracy
Shuffling portfolios
Unpacking proposals
Constantly reassessing
Launching a crusade
Owning competitive advantage
Getting suppliers move fast
Staying beneath the radar
Institutionalizing innovation
Simplicity
Boundarylessness
Self-confidence & growth attitude
Financial flexibility
Business Process Mgmt System
Managing creativity
Staying close to the customer
Adapted from“It’s not be big that eat the small…It’s the fast that eats the slow”, J.Jennings & L.Haughton
Moving With Speed: AgilityOpportunity-driven Business Development
What you don’t know about your What you don’t know about your customers and your business may customers and your business may
be costing you millions! be costing you millions!
For example:
technology,
product &
service
value-creation
For example:
The best
customer
solutions to
maximize your
customers’
profitability
For example:
Your business model is now obsolete, limiting your effectiveness and ability to achieve a sustainable competitive advantage
4© Design for Innovation, 2007-09
Competitive StrategiesSurvival vs. Market Leadership Strategies
Entry ticket to the competition game
SURVIVAL STRATEGYSURVIVAL STRATEGYStaying alive
LEADERSHIP STRATEGYLEADERSHIP STRATEGYTargeting market leadershipTargeting market leadership
Winning and Retaining CustomersWinning and Retaining Customers
Customer Value Low cost/benefit ratio Creating higher customer value
Marketing Strategy Mass marketing Differentiation and positioningCustomer Satisfaction Customer service Customer intimacy
Product Innovation New attributes & Line extensions
New product categories & New brands
Building Your Competitive AdvantageBuilding Your Competitive Advantage
Strategic Growth Focus Building resources Building distinctive capabilities
Innovation Linear SystemicTechnology Innovation Incremental RadicalProcess Innovation Functional improvements Enterprise-wide BPM
Business Innovation Perfecting traditional business model
Creating new adaptable business models
OUR
FOCUS
5
D4I: a Tool for Handling Organized Complexity D4I: a Tool for Handling Organized Complexity
ChaoticChaoticSimplicitySimplicity
ChaoticChaoticComplexityComplexity
Organized Organized SimplicitySimplicity
OrganizedOrganizedComplexityComplexity
Simple Simple DifferentiationDifferentiation
Complex Complex DifferentiationDifferentiation
Integration Integration OrderOrder
Integration Integration ChaosChaos
Relatively simple Relatively simple condition with low condition with low
levels of organization, levels of organization, such as during periods such as during periods of low demand, or the of low demand, or the system is at the point system is at the point of giving up efforts to of giving up efforts to
cope effectivelycope effectively
Innovation & Innovation & experimentation experimentation pursued without pursued without
restraint & restraint & accountability. accountability.
Diversity overload: Diversity overload: resources & focus resources & focus depleted, efforts depleted, efforts
duplicated, errors & duplicated, errors & conflictsconflicts
Dominates when Dominates when forces for control and forces for control and
order prevail at the order prevail at the cost of new ideas and cost of new ideas and approaches – stability approaches – stability attained tends to be attained tends to be
rigid and authoritarianrigid and authoritarianinnovation innovation supports supports
overall systemoverall systemimprovement, sharesimprovement, shares
knowledge & facilitatesknowledge & facilitatesself-correction self-correction
Handles healthy Handles healthy progress through progress through experimentation, experimentation,
learning, & learning, & integration achieved integration achieved
by moving by moving concurrently toward concurrently toward
higher levels of higher levels of complexity & ordercomplexity & order
6© Design for Innovation, 2007-09
Design for X (D4X) PhilosophyDesign for X (D4X) Philosophy The Design For X (DfX or D4X) philosophy suggests that a The Design For X (DfX or D4X) philosophy suggests that a
design be continually reviewed from the start to the end to design be continually reviewed from the start to the end to find ways to improve production and other aspects. find ways to improve production and other aspects.
Advantages of these techniques include:Advantages of these techniques include: shorter production times shorter production times fewer production steps fewer production steps smaller parts inventory smaller parts inventory more standardized parts more standardized parts simpler designs that are more likely to be robust simpler designs that are more likely to be robust they can help when expertise is not available, or as a way to they can help when expertise is not available, or as a way to
reexamine traditional designs reexamine traditional designs proven to be very successful over decades of application proven to be very successful over decades of application
7© Design for Innovation, 2007-09
Examples of Design for X Examples of Design for X (DfX) Methods and (DfX) Methods and
Corresponding Functional Corresponding Functional Requirements (FRs)Requirements (FRs)
8
INVENTIVE PROBLEMSOLVING (TRIZ)
SYSTEMSENGINEERING
AXIOMATICDESIGN
Introducing a New D4X: Introducing a New D4X: Design for Innovation (D4I)Design for Innovation (D4I)
D4I combines three distinct scientific and D4I combines three distinct scientific and engineering disciplines:engineering disciplines:
Axiomatic DesignAxiomatic DesignSystems EngineeringSystems Engineering Inventive Problem Solving (TRIZ)Inventive Problem Solving (TRIZ)
WHAT? HOW? HOW WELL? VERIFY
9© Design for Innovation, 2007-09
Key Benefits of Key Benefits of Design for Innovation (D4I)Design for Innovation (D4I)
D4I provides integrity of design over the D4I provides integrity of design over the entire product development lifecycleentire product development lifecycle
D4I provides alignment of strategic D4I provides alignment of strategic objectives with tasks executed, and objectives with tasks executed, and outcomes achievedoutcomes achieved
D4I coordinates, prioritizes and integrates D4I coordinates, prioritizes and integrates the “directions of innovation” pursued with the “directions of innovation” pursued with the value creation sought (through their the value creation sought (through their implementation)implementation)
10© Design for Innovation, 2007-09
Axiomatic DesignAxiomatic Design - Customer Needs
- Functional Requirements- Design Parameters
- Process Variables - Constraints
D4ID4I TRIZ TRIZ DesignDesign
AppropriateTechnologies
AppropriateSystems
- Available Resources - Scientific Effects - Substance-Field Analysis - System Operators - ISQ - Ideal Vision - Problem Formulation - Innovation Algorithm - Resolve Contradictions - Evolution Patterns
Systems Systems EngineeringEngineering
- Systems Design Hierarchy: Systems, Sub- systems, Components, Sub- components, Parts
D4IIntegrated Design for InnovationIntegrated Design for Innovation
AppropriateSolutions
- System Lifecycle Stages: Needs Analysis, Concept
Exploration, Concept Def.Adv. Dev., Eng. Design, Integration & Eval.
Design for Innovation (D4I)
“Creating New Possibilities for Better Results”
© Design for Innovation, 2007-09 11
Axiomatic DesignAxiomatic Design - Customer Needs
- Functional Requirements- Design Parameters
- Process Variables - Constraints
D4IIntegrated Design for InnovationIntegrated Design for Innovation
12© Design for Innovation, 2007-09
Axiomatic DesignAxiomatic Design Axiomatic design reduces product development Axiomatic design reduces product development
risk, reduces cost and speeds time to market by: risk, reduces cost and speeds time to market by: Formalizing the conceptual design process into a continuous and Formalizing the conceptual design process into a continuous and
measurable activity driven by requirements. measurable activity driven by requirements. Communicating the state of the design to all stakeholders at the Communicating the state of the design to all stakeholders at the
earliest possible moment, well before traditional CAD earliest possible moment, well before traditional CAD documentation. documentation.
Improving quality of design by analyzing and optimizing design Improving quality of design by analyzing and optimizing design architectures. architectures.
Providing explicit traceability from Customer Needs to Requirements Providing explicit traceability from Customer Needs to Requirements to Design Logic to Design. to Design Logic to Design.
Clearly documenting and communicating the logical ‘How and why’ Clearly documenting and communicating the logical ‘How and why’ of a design, not just the ‘What’ of CAD documentation. of a design, not just the ‘What’ of CAD documentation.
Permitting design issues to be identified early and resolved without Permitting design issues to be identified early and resolved without the cost of design-build-test-redesign cycles. the cost of design-build-test-redesign cycles.
Providing project management with the dependency structure of the Providing project management with the dependency structure of the design, enabling optimal scheduling and risk mitigation. design, enabling optimal scheduling and risk mitigation.
13© Design for Innovation, 2007-09
Axiomatic Design for InnovationAxiomatic Design for Innovation Design is an interplay between what we want to Design is an interplay between what we want to
achieve and how we want to achieve it.achieve and how we want to achieve it.
What we want to achieve
How we want to achieve it
The definition of design
14© Design for Innovation, 2007-09
Axiomatic Design DomainsAxiomatic Design Domains
Customer Needs(CNs)
Functional Requirement
s(FRs)
Design Parameters
(DPs)
Process Variables
(PVs)
CustomerDomain
Functional Domain
PhysicalDomain
ProcessDomain
WHAT? HOW?
Concept DesignPhase
WHAT? HOW?
Product DesignPhase
WHAT? HOW?
Process DesignPhase
15© Design for Innovation, 2007-09
ZigzaggingZigzagging
FunctionalDomain
PhysicalDomain
Zig
Zag
FR1Cool Food
DP1Refrigerato
r
FR1-1Temp Range
FR1-2Uniform Temp
DP1-1Temp Sensor
DP1-2Fan System
16
D4IIntegrated Design for InnovationIntegrated Design for Innovation
Systems Systems EngineeringEngineering
- Systems Design Hierarchy: Systems, Sub-systems, Components,
Sub-components, Parts
- System Lifecycle Stages:Needs Analysis, Concept Exploration,
Concept Definition, Advanced Development, Engineering Design,
Integration & Evaluation
17© Design for Innovation, 2007-09
Process Variables
(PVs)
18
Systems Engineering MethodSystems Engineering Method
CustomerDomain
Functional Domain
PhysicalDomain
ProcessDomain
Axiomatic Design DomainsAxiomatic Design Domains
1. Requirements Analysis
2. FunctionalDefinition
3. PhysicalDefinition
4. DesignValidation
Customer Needs
(CNs)
Functional Requirements
(FRs)
Design Parameters
(DPs)
Process Variables
(PVs)
Objectives
Requirements
Functions
System Model
(To next phase)
(From proceeding phase)
© Design for Innovation, 2007-09
Evolution of System Materialization Evolution of System Materialization through System Life Cyclethrough System Life Cycle
Phase
Level
Needs Analysis
Concept Exploration
Concept Definition
Advanced Development
Engineering Design
Integration & Evaluation
System Define operational objectives
Explore concepts
Define selected concept
Validate concept
Test & evaluate
SubsystemVisualize
Define functions
Define config-uration
Validate selected
subsystems
Integrate, test
ComponentVisualize
Select, define
functions
Validate, specify
constructionDesign, test Integrate
Sub-component Visualize
Define functions Design
PartVisualize
Select or adapt
(Focus of principal effort in each phase is shaded)
19
Explanation of Principal Phases of System Life CycleExplanation of Principal Phases of System Life Cycle Needs Analysis
Defines the need for a new system. It addresses the questions: “Is there a valid need for a new system?” and “Is there a practical approach to satisfying such a need?”
Concept Exploration Examines potential system concepts in answering the questions: “What performance is required of the new system to meet the perceived need?” “Is there at least one feasible approach to achieving such performance at an
affordable cost?” Concept Definition
Selects the preferred concept. It answers the question: “What are the key characteristics of a system concept that would achieve the
most beneficial balance between capability, operational life, and cost?” Advanced Development
Primary purpose involves the identification and reduction of development risks. Engineering Design
Detailed engineering design of the system punctuated by formal design reviews Integration & Evaluation
The process of integrating the engineered components of a complex system into functioning whole, and evaluating the system’s operation in a realistic environment.
20© Design for Innovation, 2007-09
Systems Engineering / Axiomatic Systems Engineering / Axiomatic Design Method over Life CycleDesign Method over Life Cycle
Phase Phase Activities / Activities / Step
PhasePhaseNeeds Analysis
Concept Exploration
Concept Definition
Advanced Development
Engineering Design
Integration & Evaluation
System studies, System studies, Technology Technology assessment, assessment, Operational Operational AnalysisAnalysis
Concept Concept synthesis, synthesis, Feasibility Feasibility experiments, experiments, Requirements Requirements definitiondefinition
Trade-off Trade-off analysis, analysis, Functional Functional architecture, architecture, Subsystem Subsystem definitiondefinition
Risk abatement, Risk abatement, Subsystem Subsystem demonstration, demonstration, Component Component design design requirementsrequirements
Component Component engineering, engineering, Component test, Component test, Reliability Reliability engineeringengineering
System System integration, integration, Prototype test, Prototype test, Operational Operational evaluationevaluation
Requirements Analysis
Analyze Needs
Analyze operational requirements
Analyze performance requirements
Analyze functional requirements
Analyze design requirements
Analyze requirements
Functional Definition
Define system functions
Define subsystem functions
Define component functions
Define sub-component functions
Define part functions
Define functional tests
Physical Definition
Visualize subsystems, technology
Visualize components, architectures
Select components, architectures
Specify component construction
Specify sub-component construction
Specify test equipment
Design Validation
Validate needs, feasibility
Validate performance requirements
Simulate, validate system effectiveness
Test critical subsystems
Validate component construction
Test and evaluate system
21
Design Domains for Various NeedsDesign Domains for Various Needs
22© Design for Innovation, 2007-09
Customer Domain (CN = Customer Needs)
The benefit that a customer seeksThe benefit that a customer seeksUsually not subject to re-evaluationUsually not subject to re-evaluationFirst domain to specifyFirst domain to specify
23© Design for Innovation, 2007-09
Customer Needs from a Systems from a Systems Engineering Perspective – Engineering Perspective – Requirements
Analysis (Problem Definition)Typical activities include:Typical activities include:
Assembling and organizing all input conditions, Assembling and organizing all input conditions, including requirements, plans, and milestonesincluding requirements, plans, and milestones
Identifying the “whys” of all requirements in terms of Identifying the “whys” of all requirements in terms of operational needs, constraints, environment, or operational needs, constraints, environment, or other higher-level objectivesother higher-level objectives
Clarifying the requirements of what the system must Clarifying the requirements of what the system must do, how well it must do it, and what constraints it do, how well it must do it, and what constraints it must fit.must fit.
Correcting inadequacies and quantifying the Correcting inadequacies and quantifying the requirements wherever possiblerequirements wherever possible
24© Design for Innovation, 2007-09
Customer-Product Interaction Tools for identifying:Customer-Product Interaction Tools for identifying:
1.1. Unmet and / or idealized market needsUnmet and / or idealized market needs2.2. Products and services usage and relationshipsProducts and services usage and relationships3.3. Product and service functionalityProduct and service functionality4.4. How to shape your product for the futureHow to shape your product for the future
25© Design for Innovation, 2007-09
Tools
/
Pur-pose
Show and Tell
Show and Tell
Start Your Day
Start Your Day
Prune the Product Prune the Product TreeTree
Me and M
y ShadowM
e and My Shadow
Product Box
Product Box
The Apprentice
The Apprentice
Speed Boat
Speed Boat
Buy a Feature
Buy a Feature
20/20 Vision20/20 Vision
Spider Web
Spider Web
Give Them
a Hot Tub
Give Them
a Hot Tub
Rem
ember the Future
Rem
ember the Future
1. Unm
et and / or idealized market
needs.2. Products and services usage &
relationships.
3. Product and service functionality.
4. How
to shape your product for the future.
26© Design for Innovation, 2007-09
Functional Domain (FR = Functional Requirements)
Functional requirements of the design Functional requirements of the design solutionsolution
Minimum set of requirements that Minimum set of requirements that completely characterize the design completely characterize the design objectives for a specific needobjectives for a specific need
Should be “solution neutral”Should be “solution neutral” In terms of functions, not solutionsIn terms of functions, not solutions
27© Design for Innovation, 2007-09
Functional Requirements from a Systems from a Systems Engineering Perspective – Engineering Perspective – Functional
Definition (Functional Analysis & Allocation)Typical activities include:Typical activities include:
Translating requirements (why) into functions Translating requirements (why) into functions (actions, tasks) that the system must accomplish (actions, tasks) that the system must accomplish (what)(what)
Partitioning (allocating) requirements into functional Partitioning (allocating) requirements into functional building blocksbuilding blocks
Defining interactions among functional elements to Defining interactions among functional elements to lay a basis for their organization into a modular lay a basis for their organization into a modular configurationconfiguration
28© Design for Innovation, 2007-09
Class FunctionClass Function Selection CriteriaSelection Criteria Element FunctionElement Function Application (Examples)Application (Examples)
Signal – generate, transmit, distribute, and receive signals used in passive or active sensing and in communication
Significance – each functional element must perform a distinct and significant function, typically involving several elementary functions.
Input Signal TV Camera
Transmit Signal FM Radio Transmitter
Singularity – each functional element should fall largely within the technical scope of a single engineering discipline.
Transduce Signal Radar Antenna
Receive Signal Radio Receiver
Commonality – the function performed by each element can be found in a wide variety of system types.
Process Signal Image Processor
Output Signal TV Tube
Data – analyze, interpret, organize, query, and/or convert information into forms desired by the user or other systems
Significance – each functional element must perform a distinct and significant function, typically involving several elementary functions.
Input Data Keyboard
Process Data Computer CPU
Singularity – each functional element should fall largely within the technical scope of a single engineering discipline.
Control System Operating System
Control Processing Word Processor
Commonality – the function performed by each element can be found in a wide variety of system types.
Store Data Magnetic Disk
Output Data Printer
Material – provide system structural support or enclosure, or transform the shape, composition, or location of material substances
Significance – each functional element must perform a distinct and significant function, typically involving several elementary functions.
Support material Airframe
Store material Shipping Container
Singularity – each functional element should fall largely within the technical scope of a single engineering discipline.
React material Autoclave
Form material Milling Machine
Commonality – the function performed by each element can be found in a wide variety of system types.
Join material Welding Machine
Control position Servo Actuator
Energy – provide energy or propulsive power to the system
Significance – each functional element must perform a distinct and significant function, typically involving several elementary functions.
Generate thrust Turbojet Engine
Generate torque Reciprocating Engine
Singularity – each functional element should fall largely within the technical scope of a single engineering discipline.
Generate electricity Solar Cell Array
Control temperature Refrigerator
Commonality – the function performed by each element can be found in a wide variety of system types.
Control motion Auto Transmission29
Physical Domain(DP = Design Parameters)
Elements of the design solution that are Elements of the design solution that are chosen to satisfy the chosen functional chosen to satisfy the chosen functional requirementsrequirements
Should define in terms of a metricShould define in terms of a metric
30© Design for Innovation, 2007-09
Design Parameters from a Systems from a Systems Engineering Perspective – Engineering Perspective – Physical Definition
(Synthesis, Physical Analysis & Allocation)Typical activities include:Typical activities include:
Synthesizing a number of alternative system Synthesizing a number of alternative system components representing a variety of design components representing a variety of design approaches to implementing the required functions, approaches to implementing the required functions, and having the most simple practical interactions and having the most simple practical interactions and interfaces among structural subdivisionsand interfaces among structural subdivisions
Selecting a preferred approach by trading-off a set Selecting a preferred approach by trading-off a set of predefined and prioritized criteria (measures of of predefined and prioritized criteria (measures of effectiveness) to obtain the best “balance” among effectiveness) to obtain the best “balance” among performance, risk, cost, and scheduleperformance, risk, cost, and schedule
Elaborating the design to the necessary level of Elaborating the design to the necessary level of detaildetail 31© Design for Innovation, 2007-09
System Design HierarchySystem Design HierarchySYSTEMS (EXAMPLES)
SUB-SYSTEMS (EXAMPLES)
COMPONENTS (EXAMPLES)
SUB-COMPONENTS (EXAMPLES)
PARTS (EXAMPLES)
COMMUNICA-TION SYSTEMS
INFORMATION SYSTEMS
MATERIAL PROCESSING SYSTEMS
AEROSPACE SYSTEMS
SIGNAL NETWORKS
DATABASES
MATERIAL PREPARATION
ENGINES
SIGNAL DISPLAYS
SIGNAL AMPLIFIERS
TRANSFORMER
DATA DISPLAYS CATHODE RAY TUBES
LED
DATABASE PROGRAMS
LIBRARY UTILITIES
ALGORITHMS
POWER TRANSFER
GEAR TRAINS GEARS
MATERIAL REACTORS
REACTANT VALVES
COUPLINGS
THRUST GENERATORS
ROCKET NOZZLES
SEALS
32
DESIGN ELEMENT CATEGORY DESIGN COMPONENTS (EXAMPLES) (DERIVED FROM) FUNCTIONAL ELEMENT(S)
ELECTRONIC RECEIVER RECEIVE SIGNAL
TRANSMITTER TRANSMIT SIGNAL
DATAPROCESSOR PROCESS DATA
SIGNAL PROCESSOR PROCESS SIGNAL
COMMUNICATION PROCESSORS PROCESS SIGNAL / DATA
SPECIAL ELECTRONIC COMPONENT VARIOUS
ELECTRO-OPTICAL OPTICAL SENSING DEVICE INPUT SIGNAL
OPTICAL STORAGE DEVICE STORE DATA
DISPLAY DEVICE OUTPUT SIGNAL / DATA
HIGH ENERGY OPTICS DEVICE FORM MATERIAL
OPTICAL POWER GENERATOR GENERATE ELECTRICITY
ELECTROMECHANICAL INERTIAL INSTRUMENT INPUT DATA
ELECTRIC GENERATOR GENERATE ELECTRICITY
DATA STORAGE DEVICE STORE DATA
TRANSDUCER TRANSDUCE SIGNAL
DATA INPUT / OUTPUT DEVICE INPUT / OUTPUT DATA
MECHANICAL FRAMEWORK SUPPORT MATERIAL
CONTAINER STORE MATERIAL
MATERIAL PROCESSING MACHINE FORM / JOIN MATERIAL
MATERIAL REACTOR REACT MATERIAL
POWER TRANSFER DEVICE CONTROL MOTION
THERMOMECHANICAL ROTARY ENGINE GENERATE TORQUE
JET ENGINE GENERATE THRUST
HEATING UNIT CONTROL TEMPERATURE
COOLING UNIT CONTROL TEMPERATURE
SPECIAL ENERGY SOURCE GENERATE ELECTRICITY
SOFTWARE OPERATING SYSTEM CONTROL SYSTEM
APPLICATION PROGRAM CONTROL PROCESSING
SUPPORT SOFTWARE CONTROL PROCESSING
FIRMWARE CONTROL SYSTEM 33
Process Domain(PV = Process Variables)
Elements in the process domain that Elements in the process domain that characterize the process that satisfies the characterize the process that satisfies the design parametersdesign parameters
34© Design for Innovation, 2007-09
Process Variables from a Systems from a Systems Engineering Perspective – Engineering Perspective – Design Validation
(Verification, Evaluation)Typical activities include:Typical activities include:
Designing models of the system environment Designing models of the system environment (logical, mathematical, simulated, physical) (logical, mathematical, simulated, physical) reflecting all significant aspects of the requirements reflecting all significant aspects of the requirements and constraintsand constraints
Simulating or testing and analyzing system Simulating or testing and analyzing system solution(s) against environmental modelssolution(s) against environmental models
Iterating as necessary to revise the system model Iterating as necessary to revise the system model or environmental models, or to revise system or environmental models, or to revise system requirements if too stringent for a viable solution requirements if too stringent for a viable solution until the design and requirements are fully until the design and requirements are fully compatiblecompatible 35© Design for Innovation, 2007-09
SCIENTIFIC EFFECTS
FIELDEFFECTS
SUBSTANCEEFFECTS
PARAMETEREFFECTS
ABSORBABSORB ACCUMULATEACCUMULATE DETECTDETECT PREVENTPREVENT PRODUCEPRODUCE CHANGECHANGEPHASEPHASE COMBINECOMBINE DESTROYDESTROY FORMFORM MOVEMOVE PRODUCEPRODUCE SEPARATESEPARATE CHANGECHANGE MEASUREMEASURE STABILIZESTABILIZE
Electromagneticradiation, light
Forces, energy& momentum
Impactimpulse
Mechanical &sound waves
Thermalenergy
Vibrations
Electricalenergy
Forces, energy& momentum
Thermal energy
Deformation
Electromagneticwaves, light
Forces, energy& momentum
Magnetic field
Mechanical &sound waves
Electric field
Electromagneticwaves, light
Birefringence
Deformation
Electric current
Electric discharge
Electricfield
Electromagneticwaves, light
Forces, energy& momentum
Image
Information
Laserradiation
Luminescence
Magnetic fields
Mechanical &sound waves
Mechanicalforce
Nuclear energy& activity
Temperaturegradient
Thermal energy
Vibrations
Change crystal-line phases
Condensevapours
Evaporateliquids
Freezeliquids
Ionize gases
Melt solids
Other phasechanges
Recombineplasmas
Sublimate solids
Superconduct-ingtransition
Vitrify liquids
Vitrify solids
Assemble solidbodies
Deposit films
Dissolve gases
Dissolve solidparticles
Embed impuri-ties into solids
Mix liquids
Other combinat-ions of substan.
Destroy chem-icalelements
Destroy inorg-aniccompounds
Destroy organiccompounds
Destroy submol-ecularparticles
Kill biologicalorganisms
Bend solidbodies
Compresssubstances
Expandsubstances
Fluidize solidparticles
Rotatesubstances
Translatesubstances
Vibratesubstances
Producealloys
Produce chem-icalelements
Produce submo-lecularparticles
Synthesizeinorganic comp.
Synthesize org-aniccompounds
Removefilms
Remove impuri-ties from solids
Separategases
Separate gasesFrom liquids
Separateliquids
Separatemolecules
Separate othersubstances
Separate solidparticles
Separate solidsfrom liquids
Break solidbodies
Chemicalparameters
Deformationparameters
Electric fieldparameters
EM radiationparameters
Energyparameters
Fluidsparameters
Forceparameters
Geometricparameters
Magnetic fieldparameters
Mech. waveparameters
Momentumparameters
Motionparameters
Plasmaparameters
Processesparameters
Quantityparameters
Radioactivityparameters
Solidsparameters
Thermalparameters
Chemicalparameters
Deformationparameters
Duration
Electric fieldparameters
EM radiationparameters
Energyparameters
Fluidsparameters
Force parameters
Geometricparameters
Magnetic fieldparameters
Motionparameters
Plasmaparameters
Quantityparameters
Radioactivityparameters
Solids parameters
Thermalparameters
Chemicalparameters
Electric fieldparameters
EM radiationparameters
Fluidsparameters
Geometricparameters
Motionparameters
Plasmaparameters
Thermalparameters
SCIENTIFIC EFFECTS
FIELDEFFECTS
SUBSTANCEEFFECTS
PARAMETEREFFECTS
ABSORBABSORB ACCUMULATEACCUMULATE DETECTDETECT PREVENTPREVENT PRODUCEPRODUCE CHANGECHANGEPHASEPHASE COMBINECOMBINE DESTROYDESTROY FORMFORM MOVEMOVE PRODUCEPRODUCE SEPARATESEPARATE CHANGECHANGE MEASUREMEASURE STABILIZESTABILIZE
Electromagneticradiation, light
Forces, energy& momentum
Impactimpulse
Mechanical &sound waves
Thermalenergy
Vibrations
Electricalenergy
Forces, energy& momentum
Thermal energy
Deformation
Electromagneticwaves, light
Forces, energy& momentum
Magnetic field
Mechanical &sound waves
Electric field
Electromagneticwaves, light
Birefringence
Deformation
Electric current
Electric discharge
Electricfield
Electromagneticwaves, light
Forces, energy& momentum
Image
Information
Laserradiation
Luminescence
Magnetic fields
Mechanical &sound waves
Mechanicalforce
Nuclear energy& activity
Temperaturegradient
Thermal energy
Vibrations
Change crystal-line phases
Condensevapours
Evaporateliquids
Freezeliquids
Ionize gases
Melt solids
Other phasechanges
Recombineplasmas
Sublimate solids
Superconduct-ingtransition
Vitrify liquids
Vitrify solids
Assemble solidbodies
Deposit films
Dissolve gases
Dissolve solidparticles
Embed impuri-ties into solids
Mix liquids
Other combinat-ions of substan.
Destroy chem-icalelements
Destroy inorg-aniccompounds
Destroy organiccompounds
Destroy submol-ecularparticles
Kill biologicalorganisms
Bend solidbodies
Compresssubstances
Expandsubstances
Fluidize solidparticles
Rotatesubstances
Translatesubstances
Vibratesubstances
Producealloys
Produce chem-icalelements
Produce submo-lecularparticles
Synthesizeinorganic comp.
Synthesize org-aniccompounds
Removefilms
Remove impuri-ties from solids
Separategases
Separate gasesFrom liquids
Separateliquids
Separatemolecules
Separate othersubstances
Separate solidparticles
Separate solidsfrom liquids
Break solidbodies
Chemicalparameters
Deformationparameters
Electric fieldparameters
EM radiationparameters
Energyparameters
Fluidsparameters
Forceparameters
Geometricparameters
Magnetic fieldparameters
Mech. waveparameters
Momentumparameters
Motionparameters
Plasmaparameters
Processesparameters
Quantityparameters
Radioactivityparameters
Solidsparameters
Thermalparameters
Chemicalparameters
Deformationparameters
Duration
Electric fieldparameters
EM radiationparameters
Energyparameters
Fluidsparameters
Force parameters
Geometricparameters
Magnetic fieldparameters
Motionparameters
Plasmaparameters
Quantityparameters
Radioactivityparameters
Solids parameters
Thermalparameters
Chemicalparameters
Electric fieldparameters
EM radiationparameters
Fluidsparameters
Geometricparameters
Motionparameters
Plasmaparameters
Thermalparameters
Examples of Process
Variables36
Constraints (C)Constraints (C) A constraints is a specification of the A constraints is a specification of the
characteristics that the design solution characteristics that the design solution must possess to be acceptable to the must possess to be acceptable to the customercustomer
Constraints can enter any domainConstraints can enter any domain Constraints may be:Constraints may be:
1.1. Predefined – Input Constraints orPredefined – Input Constraints or2.2. Configured – System ConstraintsConfigured – System Constraints
37© Design for Innovation, 2007-09
Input Constraints for FRs – Example: Input Constraints for FRs – Example: Design for Environment (DfE) FocusDesign for Environment (DfE) Focus
DfE StrategyDfE Strategy Specific Specific DirectionsDirections
DfE StrategyDfE Strategy Specific Specific DirectionsDirections
DfE StrategyDfE Strategy Specific Specific DirectionsDirections
Physical Optimization
Integrate Product Functions New Concept
DevelopmentDematerialization Reduce
Impact During Use
Lower Energy Consumption
Optimize Product Functions
Increase Shared Use Cleaner Energy Sources
Increase Reliability and Durability
Provide a Service Reduce Use of Consumables
Facilitate Easy Maintenance & Repair Optimize
Distribution System
Less / Cleaner / Re-usable Packaging
Cleaner Consumables & Auxiliary Products
Modular Product Structure
Energy-efficient Transport Mode
Reduce Energy & Consumable Waste
Strong User-product Relationship
Energy-efficient Logistics Optimize
End-of-Life System
Reuse of Product
Optimize Material Use
Cleaner Materials Optimize Production Techniques
Alternative Prod-uction Techniques
Design for Disassembly
Renewable Materials Fewer Production Steps
Product Re-manufacturing
Lower “Embodied Energy” Materials
Lower / Cleaner Energy Consumption
Material Recycling
Recycled Materials Less Production Waste
Safer Incineration
Recyclable Materials Fewer / Cleaner Prod-uction Consumables
Reduce Material Usage 38
© Design for Innovation, 2007-09
TRIZ TRIZ DesignDesign
- Available Resources - Scientific Effects
- Substance-Field Analysis- System Operators- ISQ - Ideal Vision
- Problem Formulation-Innovation Algorithm
-Resolve Contradictions- Evolution Patterns
D4IIntegrated Design for InnovationIntegrated Design for Innovation
39© Design for Innovation, 2007-09
Examples of Benefits from TRIZExamples of Benefits from TRIZNew product development New product development Product enhancement and extension Product enhancement and extension Defect resolution and prevention Defect resolution and prevention Production process improvement Production process improvement Strategic product and technology research Strategic product and technology research Market barrier elimination Market barrier elimination Intellectual property protection Intellectual property protection
40© Design for Innovation, 2007-09
OPERATORS
THINKING ANALOGICALLYTHINKING ANALOGICALLYWITH TRIZ (WITHOUT AN EGO)WITH TRIZ (WITHOUT AN EGO)
MY PROBLEM
THE WORLD’S PROBLEMS
THE WORLD’S SOLUTIONS
MY SOLUTION
TAPPING YOUR UNTAPPED POTENTIALDESIGN FOR INNOVATION (D4I)
PATTERNS OF INVENTION
41© Design for Innovation, 2007-09
123
56789
n
4
123456789
n
ToCorresponding
Solutions
ManyTypical
Problems
Many TypicalRecommendations
forSolutions
(Knowledge base)
A large number of typical problems are available for consideration.These operators help to narrow the search to a manageable range of typical problemsFor each typical problem, there are one or more potential solutions
Prism ofAnalytical
tools
TAPPING YOUR UNTAPPED POTENTIALDESIGN FOR INNOVATION (D4I)
42© Design for Innovation, 2007-09
3,000,000
40,000
Key Findings•Definition of inventive problems•Levels of invention•Patterns of evolution•Patterns of invention
Patents (Worldwide)
TOOLS BASED ON PATTERNS TOOLS BASED ON PATTERNS IN THE PATENT DATABASE IN THE PATENT DATABASE
TAPPING YOUR UNTAPPED POTENTIALDESIGN FOR INNOVATION (D4I)
43© Design for Innovation, 2007-09
Why the Ideation Process is Different:Why the Ideation Process is Different: Enhancing Decision Making Process via Accelerating Idea Enhancing Decision Making Process via Accelerating Idea
Generation ProcessGeneration Process
StartingPoint
PracticalDeadline
An EXHAUSTIVESet of Options
ForcedDecision Point
Number of Options
Required to Make a
Reasonable Decision
PossibleOptions
Time
Gradual Accumulation of Practical
Knowledge
ConfidentDecision PointRapid
Development of
Practical Knowledge
44© Design for Innovation, 2007-09
Ring Containment Problem Definition Ring Containment Problem Definition –– an Ian I--TRIZ ExampleTRIZ ExampleI-TRIZ Ring Containment ProblemI-TRIZ Ring Containment Problem
45© Design for Innovation, 2007-09
Strategic Alignment of Innovation Strategic Alignment of Innovation Priorities with OpportunitiesPriorities with Opportunities
1. Where are we going? (Axiomatic Design)
2. What can we use? (Systems Engineering)
3. How do we use it? (Ideation TRIZ)46
© Design for Innovation, 2007-09
I-TRIZ Problem Formulation Blueprint:
fills in what’s missing, linking
CNs, FRs, DPs & PVs:
1st LevelSystem Hierarchy
DP
CNFRPV
47© Design for Innovation, 2007-09
48© Design for Innovation, 2007-09
Associations Across Multiple Levels & Domains Associations Across Multiple Levels & Domains Derived for TRIZ Problem FormulationDerived for TRIZ Problem Formulation
FR
FR1 FR2 FR3
FR31 FR32FR11
FR311
FR312
FR3111
FR3112
FR
FR1 FR2 FR3
FR31 FR32FR11
FR311
FR312
FR3111
FR3112
CN
CN1 CN2
CN21 CN22
CN211
CN212
CN213
CN2131
CN2132
CN
CN1 CN2
CN21 CN22
CN211
CN212
CN213
CN2131
CN2132
DP
DP1 DP2 DP3
DP21
DP22
DP11
DP12
DP31
DP211
DP212
DP213
DP221
DP222
DP311
DP121
DP122
DP123
DP111
DP112
DP113
DP114
DP1131
DP1132
DP1221
DP1222
DP2131
DP2132
DP2133
DP
DP1 DP2 DP3
DP21
DP22
DP11
DP12
DP31
DP211
DP212
DP213
DP221
DP222
DP311
DP121
DP122
DP123
DP111
DP112
DP113
DP114
DP1131
DP1132
DP1221
DP1222
DP2131
DP2132
DP2133
PV
PV1 PV2 PV3
PV21
PV22
PV11
PV12
PV31
PV211
PV221
PV121
PV122
PV111
PV112
PV113
PV114
PV4 PV5
PV51
PV52
PV32
PV321
PV322
PV323
PV521
PV522
PV3221
PV3222
PV1141
PV1142
PV1221
PV2111
PV2211
PV
PV1 PV2 PV3
PV21
PV22
PV11
PV12
PV31
PV211
PV221
PV121
PV122
PV111
PV112
PV113
PV114
PV4 PV5
PV51
PV52
PV32
PV321
PV322
PV323
PV521
PV522
PV3221
PV3222
PV1141
PV1142
PV1221
PV2111
PV2211
CN
FR
DP
PV
CN
FR
DP
PV
1ST LEVEL
49© Design for Innovation, 2007-09
Associations Across Multiple Levels & Domains Associations Across Multiple Levels & Domains Derived for TRIZ Problem FormulationDerived for TRIZ Problem Formulation
FR
FR1 FR2 FR3
FR31 FR32FR11
FR311
FR312
FR3111
FR3112
FR
FR1 FR2 FR3
FR31 FR32FR11
FR311
FR312
FR3111
FR3112
CN
CN1 CN2
CN21 CN22
CN211
CN212
CN213
CN2131
CN2132
CN
CN1 CN2
CN21 CN22
CN211
CN212
CN213
CN2131
CN2132
DP
DP1 DP2 DP3
DP21
DP22
DP11
DP12
DP31
DP211
DP212
DP213
DP221
DP222
DP311
DP121
DP122
DP123
DP111
DP112
DP113
DP114
DP1131
DP1132
DP1221
DP1222
DP2131
DP2132
DP2133
DP
DP1 DP2 DP3
DP21
DP22
DP11
DP12
DP31
DP211
DP212
DP213
DP221
DP222
DP311
DP121
DP122
DP123
DP111
DP112
DP113
DP114
DP1131
DP1132
DP1221
DP1222
DP2131
DP2132
DP2133
PV
PV1 PV2 PV3
PV21
PV22
PV11
PV12
PV31
PV211
PV221
PV121
PV122
PV111
PV112
PV113
PV114
PV4 PV5
PV51
PV52
PV32
PV321
PV322
PV323
PV521
PV522
PV3221
PV3222
PV1141
PV1142
PV1221
PV2111
PV2211
PV
PV1 PV2 PV3
PV21
PV22
PV11
PV12
PV31
PV211
PV221
PV121
PV122
PV111
PV112
PV113
PV114
PV4 PV5
PV51
PV52
PV32
PV321
PV322
PV323
PV521
PV522
PV3221
PV3222
PV1141
PV1142
PV1221
PV2111
PV2211CN
FR
DP
PV
DP1
DP2
DP3
PV1
PV2 PV3
PV4
PV5
CN1
CN2 FR3FR2
FR1
CN
FR
DP
PV
DP1
DP2
DP3
PV1
PV2 PV3
PV4
PV5
CN1
CN2 FR3FR2
FR1
2ND LEVEL
50© Design for Innovation, 2007-09
Associations Across Multiple Levels & Domains Associations Across Multiple Levels & Domains Derived for TRIZ Problem FormulationDerived for TRIZ Problem Formulation
FR
FR1 FR2 FR3
FR31 FR32FR11
FR311
FR312
FR3111
FR3112
FR
FR1 FR2 FR3
FR31 FR32FR11
FR311
FR312
FR3111
FR3112
CN
CN1 CN2
CN21 CN22
CN211
CN212
CN213
CN2131
CN2132
CN
CN1 CN2
CN21 CN22
CN211
CN212
CN213
CN2131
CN2132
DP
DP1 DP2 DP3
DP21
DP22
DP11
DP12
DP31
DP211
DP212
DP213
DP221
DP222
DP311
DP121
DP122
DP123
DP111
DP112
DP113
DP114
DP1131
DP1132
DP1221
DP1222
DP2131
DP2132
DP2133
DP
DP1 DP2 DP3
DP21
DP22
DP11
DP12
DP31
DP211
DP212
DP213
DP221
DP222
DP311
DP121
DP122
DP123
DP111
DP112
DP113
DP114
DP1131
DP1132
DP1221
DP1222
DP2131
DP2132
DP2133
PV
PV1 PV2 PV3
PV21
PV22
PV11
PV12
PV31
PV211
PV221
PV121
PV122
PV111
PV112
PV113
PV114
PV4 PV5
PV51
PV52
PV32
PV321
PV322
PV323
PV521
PV522
PV3221
PV3222
PV1141
PV1142
PV1221
PV2111
PV2211
PV
PV1 PV2 PV3
PV21
PV22
PV11
PV12
PV31
PV211
PV221
PV121
PV122
PV111
PV112
PV113
PV114
PV4 PV5
PV51
PV52
PV32
PV321
PV322
PV323
PV521
PV522
PV3221
PV3222
PV1141
PV1142
PV1221
PV2111
PV2211
CN2
FR1
DP1
PV1
CN
FR
DP
PVDP2
DP3
PV2 PV3
PV4
PV5
CN1
FR3FR2
CN21
CN22FR11
FR31FR32
DP11
DP12
DP21DP22
DP31
PV11
PV12
PV21
PV22PV31
PV32
PV51
PV52
CN2
FR1
DP1
PV1
CN
FR
DP
PVDP2
DP3
PV2 PV3
PV4
PV5
CN1
FR3FR2
CN
FR
DP
PVDP2
DP3
PV2 PV3
PV4
PV5
CN1
FR3FR2
CN21
CN22FR11
FR31FR32
DP11
DP12
DP21DP22
DP31
PV11
PV12
PV21
PV22PV31
PV32
PV51
PV52
3RD LEVEL
51© Design for Innovation, 2007-09
Axiomatic DesignAxiomatic Design- Customer Needs
- Functional Requirements- Design Parameters
- Process Variables - Constraints
TRIZ TRIZ DesignDesign
- Available Resources - Scientific Effects- Substance-Field Analysis- System Operators
- ISQ - Ideal Vision- Problem Formulation
- Innovation Algorithm - Resolve Contradictions
- Evolution Patterns
EcoDesignTargeting Niche Markets Targeting Niche Markets -- An ExampleAn Example
AppropriateSolutions
SustainableSustainableInnovativeInnovativeSolutionsSolutions
AppropriateSolutions
AppropriateConstraints
EcoDesignEcoDesign- Low-impact materials
- Reduced material usage- Optimize production process
- Optimize distribution systems - Reduce impact during use- Optimize initial lifetime
- Optimize end-of-lifesystem
Axiomatic DesignAxiomatic Design- Customer Needs
- Functional Requirements- Design Parameters
- Process Variables - Constraints
TRIZ TRIZ DesignDesign
- Available Resources - Scientific Effects- Substance-Field Analysis- System Operators
- ISQ - Ideal Vision- Problem Formulation
- Innovation Algorithm - Resolve Contradictions
- Evolution Patterns
EcoDesignTargeting Niche Markets Targeting Niche Markets -- An ExampleAn Example
AppropriateSolutions
SustainableSustainableInnovativeInnovativeSolutionsSolutions
AppropriateSolutions
AppropriateConstraints
EcoDesignEcoDesign- Low-impact materials
- Reduced material usage- Optimize production process
- Optimize distribution systems - Reduce impact during use- Optimize initial lifetime
- Optimize end-of-lifesystem
SustainableSustainableInnovativeInnovativeSolutionsSolutions
AppropriateSolutions
AppropriateConstraints
EcoDesignEcoDesign- Low-impact materials
- Reduced material usage- Optimize production process
- Optimize distribution systems - Reduce impact during use- Optimize initial lifetime
- Optimize end-of-lifesystem
TAPPING YOUR UNTAPPED POTENTIALDESIGN FOR INNOVATION (D4I)
QUESTIONS AND INQUIRIES:Dr. Iain SandersChief Executive Design for Innovation Ltd.
Mobile: +64 273 566 401Email: [email protected]: www.designforinnovation.com
52