introduction to the triz inventive problem solving process iir december 3, 2003 jack hipple...

INTRODUCTION TO THE TRIZ INVENTIVE PROBLEM SOLVING PROCESS

IIRDECEMBER 3, 2003

Jack HippleInnovation-TRIZ

[email protected]

813-994-9999

INNOVATION-TRIZ,INC.

http://www.innovation-triz.com/

mailto:[email protected]

®Innovation-TRIZ, 2003


DILBERT’S VIEW OF INNOVATION



CONTINUED……..

BACKGROUNDS AND EXPERIENCE

Experience and knowledge in the areas of innovation, creativity, and

TRIZ



OBJECTIVES

Familiarize you with the concepts of TRIZ Ideality, resources, contradictions, patterns of

invention and technological evolutionChange the way you think about problems Introduce you to new ways to think about

problem solving, failure analysis/prediction, and future technology planning

Ideas for integration with other tools you may be using



BASICS OF OTHER TOOLS

Psychology more than technology DeBono, Lateral Thinking/Six Hats™, Creative Problem Solving Will discuss integration later, time permitting

Randomness Brainstorming, picture, etc. stimulation

Highly dependent upon facilitation skills Fine for simple problems Can be easily learned Limited by knowledge in the room--TRIZ is the

only tool that proactively uses and accesses knowledge outside the room


INNOVATION-TRIZ,INC.BEFORE WE START…..

LET’S BENCHMARK

“The New Machine”

How would you solve this problem?



WHAT IS “TRIZ” ?

A Russian acronym:Theoria Resheneyva Isobretatelskehuh

Zadach

(Theory of Solving Problems Inventively)



WHAT IS “TRIZ” ?

A way of thinkingA family of tools, tool kits, and

software

The “way of thinking” can ALWAYS be used, but the tools in the tool kit can be selected depending the nature of the problem, time available, etc.



THE HISTORY OF TRIZ A discovery of a talented patent examiner for the Russian

navy, Genrich Altshuller, 1950’s Originated from the study of several hundred thousand of

the world’s most inventive patents--now in the millions He recognized that the development of technological

systems follows predictable patterns that cut across ALL areas of technology--the speed of technical evolution can be accelerated

Also recognized that problem solving principles are also predictable and repeatable--anyone can invent!

Established schools to teach after a Stalin 7 yr. prison term--deceased in 1999 at age 71


INNOVATION-TRIZ,INC.BASIC CONCEPTS IN

THE TOOL KIT

Systems evolve toward IDEALITY irreversibly

Using RESOURCES within the system or easily convertible

Resolving CONTRADICTIONS as they evolve

PATTERNS OF INVENTIONS/OPERATORS are constantly recognized and used



THINKING OUTSIDE YOUR PARADIGM

SPACE

TIME

POSSIBLE

IMPOSSIBLE

EVENTS AND EXPERIENCES SHAPE OUR BELIEF SYSTEM!!!

HOW DOES A CENTRIFUGE WORK?

THE BAKER’S VIEW

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




PARALLEL UNIVERSES

Many other industries or technologies face the same type of problems in a generic sense

It’s almost impossible to follow all areas of technology, read all literature, go to all meetings

Accidents or alerts sometimes change this, but it is normally not proactive in most organizations

In planning the future, it is CRITICAL to be aware of advances in ALL fields of technology

Advances in unknown areas can forecast advances in known areas

WHY IS THIS IMPORTANT?

Let’s take a look at two examples…..



INNOVATION-TRIZ,INC.AN OPERATOR

Operator Example

Specific problem Specialized solution 3x2+5x+2 = 0 x = ????

ALGEBRA DOES NOT EXIST!!


INNOVATION-TRIZ,INC.AN OPERATOR

Operator Example

Specific problem Specialized solution 3x2+5x+2 = 0 x= -1, -2/3

Trial and Error!!


INNOVATION-TRIZ,INC.AN OPERATOR--THE BASIC

PRINCIPLE OF TRIZ

Operator ExampleAbstract problem Abstract solutionax2+bx+c = 0 x=(-b+/-b2-4ac)/2a

Specific problem Specialized solution3x2+5x+2 = 0 x= -1, -2/3

TRIZ DOES FOR PROBLEM SOLVING AND FORECASTING WHAT ALGEBRA DOES FOR

EQUATION PROBLEM SOLVING!


INNOVATION-TRIZ,INC.THINKING ANALOGICALLY

(WITHOUT AN EGO)

MY PROBLEM

THE WORLD’S PROBLEMS

THE WORLD’S SOLUTIONS

MY SOLUTION

YOU ARE IN THE DIAMOND BUSINESS AND THE FIRST USE FOR INDUSTRIAL DIAMOND GRINDING DUST HAS BEEN DISCOVERED (circa. 1970)

HOW WILL YOU TAKE THE DIAMOND CHUNKS FROM YOUR INDUSTRIAL DIAMOND MINE AND TURN THEM INTO DUST?

WHAT OTHER INDUSTRIES WOULD YOU LOOK FOR TECHNOLOGY?

I HAVE TO REMOVE CORES FROM A MILLION

GREEN PEPPERS….

How would I do this?




Processing Sweet PeppersProcessing Sweet Peppers

PATTERNS OF INVENTIONPATTERNS OF INVENTION

WHAT IS THE MOST GENERIC WAY YOU CAN STATE THE PROBLEM SOLVING PRINCIPLE THAT WAS USED?



WHAT IS THE OPERATOR?

“Slowly raise pressure and suddenly reduce it” or more generally, “concentrate energy and release it”

A path to a solutionAn approach to solving a problemA direction towards an answer



• Removing stems from bell peppersRemoving stems from bell peppers

• Removing shells form sunflower seedsRemoving shells form sunflower seeds

• Cleaning filtersCleaning filters

• Unpacking parts wrapped in protective Unpacking parts wrapped in protective paperpaper

• Splitting diamonds along micro-cracksSplitting diamonds along micro-cracks

(+27 years after pepper patent)(+27 years after pepper patent)

• Producing sugar powder from sugar crystalsProducing sugar powder from sugar crystals

• Explosive depulpingExplosive depulping

PATTERNS OF INVENTIONPATTERNS OF INVENTION

BOEING RETHINKS AIRPLANE BUILDING


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' ButtonBy 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 Seattlesits what Boeing Co. calls its moonshine shop: The people here distill work-saving ideas into contraptions thatmake it easier to build jets.Consider the hay loader next to an almost-completed 757. Normally, this cross between a ladder and a metal-spiked 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 aplane without having to use an overhead crane. "It might look funny, but when you see it work, you wonderwhy 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 areavailable -- are the essence of Boeing Chairman Phil Condit's campaign to boost profits by driving out costlymanufacturing techniques and the decades-old thinking behind them. From using materials developed for militaryaircraft to putting its big planes onto moving assembly lines for the first time, Boeing is retooling itself to confronttougher times.Boeing's struggle to streamline the making of one of the biggest and most complicated industrial products mirrorswhat's happening on factory floors across the country, as manufacturers confront the economic slowdown. Thedifference for Boeing is that it's trying to accomplish this while still cranking out planes, not in the downtimebetween models.Boeing executives are counting on this revamp to enable the company's commercial-airplane division to continueposting double-digit profit margins despite the slowing world economy and sharp decline in aircraft orders fromthe major airlines. At the same time, Europe's Airbus is increasingly becoming a formidable competitor. At the endof July, Airbus had a backlog of 1,602 orders, compared with 1,451 for Boeing, according to the companies.



Mr. Harms, the 52-year-old mechanic who led the effort to modify the hay loader tomove seats, recalls the day when he arrived for work and found a note attached tohis contraption. It read: "Idiots running amok."

"That sign kind of serves as our inspiration because once it started running, thatloader has made believers out of people," he says.

Gordy Laborde, a 48-year-old mechanic who has been installing interiors in Boeing757s for 13 years, counts himself among the converted. "I looked at that hay loaderfrom every angle and I could not see how it was going to work. You do something forso many years one way, and something like this really takes you out of your comfortzone."

Today, Boeing believes that the machine is promising enough that it is seeking a patentfor possible uses throughout the aviation industry, where heavy planes are typicallymoved with 20,000-pound tugs.

CAVIAR EGGS AND BALL BEARINGS

“DEFALCATION”

Does anyone know what this word means?

“The purpose is to reduce/eliminate defalcation when criminals use false ID to

impersonate real customers”



GENERICIZING OPERATORS

Defalcation•Fraud

–Substitution of one thing for another

What differences would you see in a literature search for these various topics?

IDEALITY AND RESOURCES

THE BASIC TRIZ PRINCIPLES THAT UNDERLIE SYSTEM EVOLUTION AND

PATTERNS OF PROBLEM SOLVING




The ideal system performs a required function without actually existing. The function is often performed using existing resources. ALL systems evolve in this direction over time by resolving contradictions.

Ideality

= All Useful FunctionsAll Harmful Functions

WHAT IS IDEALITY?WHAT IS IDEALITY?

®Ideation International

IDEALITY EXERCISE

You are a corrosion lab testing manager who has been asked to do some corrosion testing on some highly corrosive chemicals which are not only corrosive to the sample, but to the containers ordinarily used….you can’t afford Pt containers--what can you do?



CHAMBER DESTRUCTION PROBLEM

Container

Acid

Specimen

DRAW A PICTURE OF IDEALITY--DON’T SOLVE

THE PROBLEM (YET)!




Acid

Specimen




Acid

Specimen/Container


STEP ONE

Describe IDEALITY in your system and how you are

thinking about getting there


RESOURCES

Another fundamental TRIZ concept--it’s how we get a system

to ideality

What resources did you use in the corrosion problem?




Acid

Specimen/Container




LET’S LOOK AT WHAT WE DID

Eliminated what was not functional (the chamber was not really necessary)

Used the resources of the system at hand (more later on this topic)

Used geometric effects as resources Used physical effects

fluidity of acid gravity



HOW DO WE GET TO IDEALITY?

TRIZ provides two general approaches for achieving close-to-ideal solutions (that is, solutions which do not increase system complexity): Use of resources Use of physical, chemical, geometrical

and other effects (remember the Waissenberg effect?)

-



WHAT’S A RESOURCE FROM A TRIZ PERSPECTIVE?

A resource: is any substance (including waste)

available in the system or its environment

has the functional and technological ability to jointly perform additional functions

is an energy reserve, free time, unoccupied space, information, etc.



RESOURCES -- WIRE EXAMPLE

Problem Zone

Copper Wire

AirVoltage

& Current




IMMEDIATELY AVAILABLE RESOURCES

WireCurrentVoltageAir

CopperContaminates Type AmountDiameterLengthShape of wireAmountForm of excitation signal (A/C)FrequencyAmountForm of excitation signal (A/C)FrequencyHydrogenOxygenNitrogenCarbonTemperature, Pressure, Velocity, Speed




DERIVATIVE RESOURCES -- WIRE EXAMPLE

WireCurrentVoltageAir

CopperContaminates Type AmountDiameterLengthShape of wireAmountForm of excitation signal (A/C)FrequencyAmountForm of excitation signal (A/C)FrequencyHydrogenOxygenNitrogenCarbonTemperaturePressure, Velocity, Speed

Resistance

Magnetic Field

Oxidation

Moisture

CO/CO2

Cooling/Heat Dissipation




RESOURCE CHECKLIST

SubstancesFieldsSpaceTimeInformationFunctional



SYSTEM RESOURCES

When a system’s resources are depleted, it will probably be replaced

Tracking system resources is a good way to predict when a system may be replaced, challenged, or significantly modified

Sometimes it’s a matter of just seeing the resource, other times it’s a matter of figuring out how to use it (ex: field and information generation, Navy example)



SOLVING A CONTACT LENSE PROBLEM

Space resources

from the perspective of a contact lense manufacturer

from the standpoint of a semi-conductor manufacturer

PRODUCT IDEAS ILLUSTRATING THESE

CONCPETS

STEP TWO

Think about your system--what new problem solving resources might be used?

A SYSTEM EVOLVES….

ONE LAST EXAMPLE…..




PILL MANUFACTURING

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.

Strategy: Apply Ideation/TRIZ to solve the problem using the concept of ideality, existing resources and physical, chemical and geometric effects.

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



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

PILL INSPECTION WORKSTATION




SYSTEM PROPOSAL AND CHALLENGE

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!!”



GOOD PILLS/BAD PILLS

What is IDEALITY?

What are the RESOURCES we have?



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

PILL INSPECTION WORKSTATION



INNOVATION-TRIZ,INC.An Elegant Solution: The Pill

Inspects Itself

Trash Can

Change the escapement for the vibratory bowl so that the pills are ejected standing on their edge. Move the conveyor 3 inches. Pills that are round will roll at a velocity that allows them to jump to the conveyor. The pills that are chipped will slide or will roll at a lower velocity and fall into the trash.

Resource: Velocity of the sliding or rolling pills

Function (inspection of pills) is performed without the system (human inspectors or video

inspection system).


Let’s revisit the “new machine” problem



Contradictions/SeparationPrinciples-

One of the Most Powerful Parts of the

TRIZ MethodologyIt’s what keeps us from getting to

ideality, so we compromise

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.VISUALIZING

CONTRADICTIONS

Parameter A

Parameter B

Normal Design Tradeoff or Current Performance Barrier Curve Constant Design Capability

TRIZ Moves Performance Barrier Curve toward the Origin

Good

Bad

Good Bad



THE CONTRADICTION TABLE

The first organized form of TRIZA little bulky and unwieldy without

computerization, but still useful in quick and dirty screening for solutions

Computerized in software products, available on line at various web sites, in many publications

Applies to technical contradictions



Productivity

Level ofAutomation

Weight ofMoving Object

Weight ofNonmoving Object

1

2

39

38

Undesired Result (Degraded Feature)

Featureto Improve

• Possible contradictions Possible contradictions represented in 39 x 39 represented in 39 x 39 tabletable

• Intersections of Intersections of contradicting rows and contradicting rows and columns are references to columns are references to 40 inventive principles for 40 inventive principles for contradiction eliminationcontradiction elimination

28 Replace a mechanical system with a non mechanical system27 An inexpensive short-life object instead of an expensive durable one18 Mechanical vibration40 Composite materials

28 Replace a mechanical system with a non mechanical system27 An inexpensive short-life object instead of an expensive durable one18 Mechanical vibration40 Composite materials

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28, 27,18, 40

Proposed Solution Pathways:

CONTRADICTION TABLECONTRADICTION TABLE



Required Strength of join

Adaptability

One-time

Infinitelyre-usable

nailstaplePaper glue

Post-it

velcro

Lock-nut

brazeMIG/TIG

weld

Frictionbond

Self-tappingscrew

epoxy

rope

MAPPING CONTRADICTIONS

Zipper

Lock-nut

braid wire

paper-clip

FUNCTION: JOIN PHYSICAL OBJECT

Used by permission of D. Mann, CreaTRIZ



Required Strength of join

Adaptability

One-time

Infinitelyre-usable

nailstaplePaper glue

Post-it

velcro

Lock-nut

brazeMIG/TIG

weld

Frictionbond

Self- tappingscrew

epoxy

rope

Place your solution on the graph ofMain Useful Attributes to helpIdentify opportunities

Zipper

Lock-nut

braid wire

paper-clip

Contradiction EliminationDirection

SYSTEM EVOLUTION TOWARD

IDEALITY

Used by permission of D. Mann, CreaTRIZ

CLASS EXAMPLES?



Contradictions - Jet EngineBoeing 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

#5 VS. #3 in table



Contradictions - Jet Engine

Make the radius large laterally for high air flow.

Make the radius smaller downward for high ground clearance.

Resolve the contradiction by Separation

SEPARATION PRINCIPLES FOR PHYSICAL CONTRADICTIONS

(PARAMETERS OF A SYSTEM IN CONFLICT)




• A characteristic must be higher A characteristic must be higher andand lower lower (self-opposing)(self-opposing)

• Example: An airplane wing should have large Example: An airplane wing should have large area for easy takeoff but small area for higher area for easy takeoff but small area for higher speedspeed

• Example: A pen tip should be sharp to draw Example: A pen tip should be sharp to draw fine lines, but blunt to avoid tearing the paperfine lines, but blunt to avoid tearing the paper

• A characteristic must be present A characteristic must be present andand absent absent

• Example: For sandblasting the abrasive must Example: For sandblasting the abrasive must be present (to abrade) but is not wanted on (or be present (to abrade) but is not wanted on (or in) the productin) the product

• Example: Aircraft landing gear are needed for Example: Aircraft landing gear are needed for landing but undesired in flightlanding but undesired in flight

PHYSICAL CONTRADICTIONPHYSICAL CONTRADICTION



INNOVATION-TRIZ,INC.PLATING METAL PARTSPLATING METAL PARTS

• To plate metal parts with nickel To plate metal parts with nickel they were placed in a bath of they were placed in a bath of nickel salt. The bath was heated nickel salt. The bath was heated to increase the productivity of to increase the productivity of the process. However, heating the process. However, heating reduced the stability of the salt reduced the stability of the salt solution and it started to solution and it started to decompose.decompose.




TechnicalContradiction

Control Parameter, C

PhysicalContradiction

C should be high, andC should be low

So:

A B

CONTRADICTIONSCONTRADICTIONS




• Technical ContradictionTechnical Contradiction

• Heating increases productivity (A), but wastes Heating increases productivity (A), but wastes material (B)material (B)

• Control parameter is temperatureControl parameter is temperature• Physical ContradictionPhysical Contradiction

• Temperature (C) should be high to increase Temperature (C) should be high to increase productivity and low to avoid wasteproductivity and low to avoid waste

A B

Control Parameter, C

CONVERTING TECHNICAL CONVERTING TECHNICAL CONTRADICTIONS TO CONTRADICTIONS TO PHYSICAL CONTRADICTIONSPHYSICAL CONTRADICTIONS




• TRIZ seeks to eliminate the TRIZ seeks to eliminate the physical contradiction by physical contradiction by separating the two separating the two contradictory requirementscontradictory requirements

•Separation in spaceSeparation in space•Separation in timeSeparation in time•Separation between the parts Separation between the parts

and the wholeand the whole•Separation upon conditionSeparation upon condition

PRINCIPLES OF SEPARATIONPRINCIPLES OF SEPARATION



• A characteristic is made larger at one time and A characteristic is made larger at one time and smaller at anothersmaller at another

• A characteristic is present at one time and absent A characteristic is present at one time and absent at anotherat another

• Example: Concrete piles must be pointed for easy Example: Concrete piles must be pointed for easy driving but not pointed to support a load. The piles driving but not pointed to support a load. The piles are made with pointed tips which are destroyed are made with pointed tips which are destroyed after driving, via an embedded explosive.after driving, via an embedded explosive.

• Example: Aircraft wings are longer for takeoff, and Example: Aircraft wings are longer for takeoff, and then pivot back for high speed flight.then pivot back for high speed flight.

• Example: Consider the problem of sand Example: Consider the problem of sand accumulation with abrasive sandblasting. An accumulation with abrasive sandblasting. An effective solution is to use dry ice chips as the effective solution is to use dry ice chips as the abrasive. After abrading, the chips will simply abrasive. After abrading, the chips will simply disappear by sublimation.disappear by sublimation.

SEPARATION IN TIMESEPARATION IN TIME




• A characteristic is made larger in A characteristic is made larger in one place and smaller in anotherone place and smaller in another

• A characteristic is present in one A characteristic is present in one place and absent in anotherplace and absent in another

• Example: Submarines which pull Example: Submarines which pull sonar detectors drag the detectors sonar detectors drag the detectors at the end of several thousand feet at the end of several thousand feet of cable to separate the detector of cable to separate the detector from the noise of the submarinefrom the noise of the submarine

• Example: Bifocal glassesExample: Bifocal glasses

SEPARATION IN SPACESEPARATION IN SPACE




• A characteristic has one value at the A characteristic has one value at the system level and the opposite value system level and the opposite value at the component levelat the component level

• A characteristic exists at the system A characteristic exists at the system level but not at the component level level but not at the component level (or vice versa)(or vice versa)

• Example: A bicycle chain is rigid at the Example: A bicycle chain is rigid at the micro-level for strength, and flexible at micro-level for strength, and flexible at the macro-level.the macro-level.

• Example: Epoxy resin and hardener are Example: Epoxy resin and hardener are liquid until mixed, then they solidify.liquid until mixed, then they solidify.

SEPARATION BETWEEN PARTS SEPARATION BETWEEN PARTS AND THE WHOLEAND THE WHOLE




• Example: A business should Example: A business should be large and smallbe large and small

•Large for profits and resourcesLarge for profits and resources•Small for flexibilitySmall for flexibility

• Solution: Formation of a Solution: Formation of a conglomerate of small conglomerate of small independent organizations independent organizations under one umbrellaunder one umbrella

A “SOFT” EXAMPLEA “SOFT” EXAMPLE




• A characteristic is high under one condition A characteristic is high under one condition and low under anotherand low under another

• A characteristic is present under one A characteristic is present under one condition and absent under anothercondition and absent under another

• Example: A kitchen sieve is porous with Example: A kitchen sieve is porous with regard to water and solid with regard to regard to water and solid with regard to food.food.

• Example: Water is “soft if entered at a low Example: Water is “soft if entered at a low speed. However, it one jumps into the speed. However, it one jumps into the same water from a height of 10 meters, same water from a height of 10 meters, the water feels considerably harder. the water feels considerably harder. Thus, the speed of the body’s interaction Thus, the speed of the body’s interaction with the water is the condition to be with the water is the condition to be considered when applying this principleconsidered when applying this principle..

SEPARATION UPON CONDITION



INNOVATION-TRIZ,INC.PLATING METAL PARTSPLATING METAL PARTS

• To plate metal parts with nickel To plate metal parts with nickel they were placed in a bath of they were placed in a bath of nickel salt. The bath was heated nickel salt. The bath was heated to increase the productivity of to increase the productivity of the process. However, heating the process. However, heating reduced the stability of the salt reduced the stability of the salt solution and it started to solution and it started to decompose.decompose.




• In the nickel plating of parts, In the nickel plating of parts, increased temperature is increased temperature is necessary only in proximity to necessary only in proximity to the parts. To accomplish this, the parts. To accomplish this, the parts themselves may be the parts themselves may be heated, rather than the solution.heated, rather than the solution.

®Ideation International-

SEPARATION IN SPACESEPARATION IN SPACE



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:

?




Separation in space:

Separation in time:

Over/under pass

Stoplight or rush hour directional control




Separation by Parts:

Rotary or highways merge and crossover




Separation upon Condition:

Drawbridge or access control such as gates, or possibly stoplights.

OTHER EXAMPLES

I want my children to be able to color, but I don’t want them to color on the walls…….

I want shorts in summer and jeans in winter--in the same piece of clothing


Note: These same principles can be applied to non-technical and organizational problems as

well

APPLICATION OF SEPARATION PRINCIPLES TO AN

ORGANIZATIONAL PROBLEM



THE BUSINESS CLIMATE

Everyone is overloadedPlates are full and getting fullerThe world is full of “miracle” toolsObjective sources to evaluate, compare,

and assess appropriate application are few and far between



INNOVATION PARADOXES HIGHLIGHTED BY GROUP

Somebody’s job vs. everybody’s job“Inside” business structure vs.

“outside” business structure focusChaos vs. disciplinePassion vs. objectivityRisk vs. job security



Let’s apply separation principles to these

contradictions!


INNOVATION-TRIZ,INC.SOMEBODY’S JOB VS.

EVERYONE’S JOB

Separation Time

rotate responsibilities, % time allocation, some full time staff Space

innovation space/room/lab, kindergarten room Condition

simulate customer/business emergencies idea generation vs. separation

Parts and whole target innovation/focus group, subgroups innovate within elements of whole project identify where innovation is useful in process break company into separate businesses

Select special parts of projects for focus, use special parts of project teams to focus on innovation

Review new product development process itself


INNOVATION-TRIZ,INC.“INSIDE” BUSINESS VS.

“OUTSIDE” BUSINESS

Separation Time

life cycle time frame, initial innovation outside to inside Space

mix it up Condition

stimulus of business cycle changes, some outside innovation only, select people to team with central business, swing to/fro with changing business conditions

Parts and whole internal ventures

Set up wholly separate structure to deal with totally new business concepts


INNOVATION-TRIZ,INC.CHAOS VS. DISCIPLINE

Separation Time

drive from chaos to discipline as innovation develops, recognize times separate project management meetings from brainstorming meetings

Space safety zones for chaos--war room vs. meeting area

Condition vs status of project, nature of customer, business environment, types of

suppliers and customers Parts and whole

select department/process to reflect chaos and discipline separately external participants

Maintain a small group of people to continuously challenge

Maintain a parallel process to innovate, but not slow down primary project



PASSION VS. OBJECTIVITY

Separation Time

identify passion cycle and negotiate time to be objective, bring in new blood

Space separate peace from war, leader from decision maker objective from outside, passion from within

Condition identify where we are to fit behavior, cycle between regularly

to check idea generation vs. evaluation

Parts and whole temper passion with objective, hold two types of reviews--

passion and objectivity perspective of different divisions

Separate types of reviews on parts of projects


INNOVATION-TRIZ,INC.RISK VS. JOB SECURITY

Separation Time

select seasoned/safe driver, identify gates and break points well phased transition/gradual commitment

Space a place where frank comments can be made without fear of reprisal new company, isolated product development team

Condition push rewards into product development/process teams incremental commitment gate reviews/decision points

Parts and whole 360 degree feedback competitive partnering, new investors and/or markets

STEP THREE

Aggressively confront contradictions



REVERSE TRIZ

Formulate original problemInvert the original problemAmplify the inverted problemSearch for information and resourcesHypothesis, tests, and correction



THE BOTTOM LINE...

MOST PROBLEMS THAT WE SOLVE AND MOST PATHS OF EVOLUTION OF TECHNICAL SYSTEMS ARE

ALREADY KNOWN----THIS IS A MAJOR PSYCHOLOGICAL BARRIER

WHAT WE HAVE TO DO IS TO RECOGNIZE OTHERS’ PROBLEMS AND TECHNOLIGIES IN GENERIC FORM

(IN DISGUISE?)

SOME PEOPLE MAKE A CAREER OUT OF MAKING THEIR PROBLEM SEEM TRULY UNIQE



IN CONCLUSION…...

TRIZ is both a powerful problem definition and solution tool

It changes the way we think about problems

It adds value to many other problem definition and solution tools, including QFD



CHALLENGES IN USING

A disciplined process The effort is up front in defining the problem An exhaustive solution set--are you prepared

to handle and analyze? Makes everyone an innovator, not just a few Potentially seen as a threat by a few Analogic thinking training?



RESOURCES Annual Altshuller conference, Seattle, 4/25-7, 2003

Introductory workshops, TRIZ in non-technical areas, how to implement, Altshuller Institute, www.aitriz.org

www.innovation-triz.com web site, newsletter TRIZ Journal, on line at www.triz-journal.com (free) Books ($40-80)

“And Suddenly the Inventor Appeared”, Altshuller “TRIZ: The Right Solution at the Right Time”, Salamatov “The Engineering of Creativity”, Savransky “Simplified TRIZ”, Rantanen and Domb “Hands on Systematic Innovation”, Mann

http://www.triz-journal.com/



Another TRIZ tool:Another TRIZ tool:

Patterns of EvolutionPatterns of EvolutionLines of EvolutionLines of Evolution



PATTERNS OF EVOLUTION -- A PRIMARY TRIZ POSTULATE

Engineering (technological) systems evolve not randomly, but according to objective patterns

These patterns can be revealed from the patent literature and analysis of system development and purposefully used for systems development without numerous blind trials



1. 1. Stages of EvolutionStages of Evolution

2. Evolution Toward Increased Ideality2. Evolution Toward Increased Ideality

3. Non-Uniform Development of Systems Elements3. Non-Uniform Development of Systems Elements

4. Evolution Toward Increased Dynamism and 4. Evolution Toward Increased Dynamism and ControllabilityControllability

5. Increased Complexity then Simplification 5. Increased Complexity then Simplification (Reduction)(Reduction)

6. Evolution with Matching and Mismatching 6. Evolution with Matching and Mismatching ComponentsComponents

7. Evolution Toward Micro-level and Increased Use of 7. Evolution Toward Micro-level and Increased Use of FieldsFields

8. Evolution Toward Decreased Human Involvement8. Evolution Toward Decreased Human Involvement

PATTERNS OF EVOLUTION OF PATTERNS OF EVOLUTION OF TECHNICAL SYSTEMSTECHNICAL SYSTEMS



A

‘

Time

Winning System -- this system cannot be used to predict the next generation

CompetingSystems

Possible Competing or Towing System Influences

New Generation -- the prediction of this is made as a result of the study of all technology

1. TECHNOLOGICAL SYSTEMS 1. TECHNOLOGICAL SYSTEMS EVOLVE AND ARE REPLACEDEVOLVE AND ARE REPLACED

®Ideation International, used by permission



WHAT THIS MEANS..

“S” curves existSystem replacement can be a surpriseFrequently, the curve ends when a

system runs out of resources OR when an unresolvable contradiction is faced

Note: Altshuller recognized this DECADES before others saw this



A

‘

Time

Winning System -- this system cannot be used to predict the next generation

CompetingSystems

Possible Competing or Towing System Influences

New Generation -- the prediction of this is made as a result of the study of all technology

1. TECHNOLOGICAL SYSTEMS 1. TECHNOLOGICAL SYSTEMS EVOLVE AND ARE REPLACEDEVOLVE AND ARE REPLACED




Number of Inventions Profitability of Inventions

Level of Inventions

Time Time

TimeTime

1

4

3

2

S-CURVE ANALYSISS-CURVE ANALYSIS




• Every system performs functions which Every system performs functions which generate useful effects and harmful effectsgenerate useful effects and harmful effects

• The general direction for system The general direction for system improvement maximizes the ratio of idealityimprovement maximizes the ratio of ideality

• We strive to improve the level of ideality as We strive to improve the level of ideality as we create and choose inventive solutionswe create and choose inventive solutions

= All Useful FunctionsAll Harmful Functions

IDEALITY

2. EVOLUTION TOWARD 2. EVOLUTION TOWARD INCREASED IDEALITYINCREASED IDEALITY




SYSTEMS EVOLVE TOWARD IDEALITY...

Through the use of readily available resources

Through the use of derived resourcesResources able to perform additional

functions



• Each system component has its own S-curveEach system component has its own S-curve

• Different components usually evolve Different components usually evolve according to their own schedule (airplane)according to their own schedule (airplane)

• Different system components reach their Different system components reach their inherent limits at different times, resulting inherent limits at different times, resulting in contradictions (think about the auto!)in contradictions (think about the auto!)

• The component that reaches its limit first is The component that reaches its limit first is “holding back” the overall system“holding back” the overall system

• Elimination of contradictions allows the Elimination of contradictions allows the system to continue to improvesystem to continue to improve

3. NON-UNIFORM 3. NON-UNIFORM DEVELOPMENT OF SYSTEM DEVELOPMENT OF SYSTEM

ELEMENTSELEMENTS


Inventions drive new ideas--as they resolve contradictions, they allow a system to evolve to solve the “next”

contradiction



INNOVATION-TRIZ,INC.WHEN WERE THESE TECHNOLOGIES

DEVELOPED?

Aircraft with 12 wingsHelicopterCombustion engineJet enginePropellersGyroscopic auto-pilot


USING CONTRADICTIONSPROACTIVELY

The contradiction table and separation principles are used to resolve

contradictions

To identify the next breakthrough area, identify the current contradiction

But be careful to look at both your system and competitive systems!



Non-DynamicSystem

Non-DynamicSystem

System withChangeable

Elements

System withChangeable

Elements

System withVariable

Components

System withVariable

Components

System Changeableat the Mechanical

Level: with a Hinge,Hinge Mechanism,

Flexible Materials, etc.

System Changeableat the Mechanical

Level: with a Hinge,Hinge Mechanism,

Flexible Materials, etc.

System Changeableat the Micro-Level:

Phase Transformations,Chemical

Transformations, etc.

System Changeableat the Micro-Level:

Phase Transformations,Chemical

Transformations, etc.

Non-DynamicSystem

Non-DynamicSystem

Increasing Degrees of Freedom

Transition to Multifunctional Performance Increasing system dynamism allows functions to be performed with greater flexibility or variety

4. EVOLUTION TOWARD 4. EVOLUTION TOWARD INCREASED DYNAMICS AND INCREASED DYNAMICS AND CONTROLCONTROL




THE LINE OF SEGMENTATION

Monolith

Set of PlatesLoose Body

Paste, gel

Liquid, foam

Gas, aerosol

Plasma

Vacuum

Field



To Increase Dynamicity Consider

Provide more than one stable state Bi-stable membrane Over center clamp

Make a fixed component movableMake parts movable relative to each other

Hinge Flexible materials as links

Introduce a mobile object

EXAMPLE

Examples of SegmentationRigid, flexible, wave

Exercise equipment




Hand Saw Patents

3/91 4,999,916----Mechanical pivot

12/93 5,271,155----plus tilt axially

9/95 5,452,515----plus curved surface

4 1/2 years!!!!



HOW WOULD YOU MAKE THE FOLLOWING MORE FLEXIBLE/DYNAMIC?

Car insurance

Airline food service

Soda/pop machines


INNOVATION-TRIZ,INC.You Are Sure to Get What You Paid For In Airline Food

---The Best Vittles Get Served On High-Revenue Flights; Frequent Flier's SurpriseBy Melanie Trottman

07/06/2000 The Wall Street Journal(Copyright (c) 2000, Dow Jones & Company, Inc.)

Airline passengers all know whether they're sitting in first-class or coach. But now there's a new hiddenclass structure in the air. Some airlines have begun to parcel out their food offerings far more carefully,changing the menu in coach based on how much you paid for your seat.

The recipe goes like this: The higher the revenue generated on a flight, the better the food is, or the more ofit you get. Routes carrying the highest concentration of high-fare business travelers get souped-up meals,while planeloads of vacationers, or even business travelers in low-fare markets, get less.

Last year, America West developed a five-tier meal system for its coach cabin. The carrier's food plannersconsult with the yield-management department and the marketing department to identify routes with thehighest concentration of high-fare business travelers.

Flights between Phoenix and Newark, Boston and Philadelphia are "top tier" food routes for America West,garnering the best meals the airline buys. Those flights get a choice of a hot or cold entree at dinnertime,with offerings such as chicken enchilada, Salisbury steak, chicken fettuccine, oriental chicken salad orwalnut chicken pasta salad.

America West's flights between Phoenix and lower-revenue business centers such as Atlanta, Indianapolisand Detroit get "second tier" meals. Salad entrees aren't offered, and portions are smaller. The entree mightbe a hot sandwich, perhaps a chicken wrap, or a barbecue chicken pizza.

"It continues to scale down from there," says Anthony Mule, America West's vice president of inflightservices, all the way to a cold sandwich in a bag for mealtime flights in low-fare leisure markets. "Wereally try to target the meal type for the kind of traveler that's on the aircraft," he says.

Like America West, Continental Airlines considers the market, the length of the trip and the revenuegenerated to determine whether a meal is served on certain flights. "If it's a beach market where we knowthere are leisure travelers and one-time travelers, we may serve just a snack," says Linda Zane, seniordirector of dining services for Continental.

But flights in higher-revenue business markets -- like Cleveland-Philadelphia or Cleveland-Washington,D.C. -- offer a sandwich, carrots or chips and a sweet, even though the trip takes less than two hours.

Travelers can't find out about all this when they make reservations. And by creating different classes ofcoach food, depending on where the airplane is headed, airlines run the risk of angering business travelersbound for cities that happen to be vacation spots, like Orlando or Las Vegas. Once business travelersbecome accustomed to a certain sort of meal, they can be very annoyed when they are on vacation and thefood stinks.

Even nonleisure markets get the dreaded snack sack if fare competition has driven flight profitability down."They just gave us a starvation thing," complains Tony Olson, a retiree from Scottsdale, Ariz., who flewhome to Phoenix from St. Louis, a route where America West competes with low-fare Southwest Airlines.For many, it wouldn't matter much: After all, it's still airline food. San Diego police officer Rick Miele hadthe good fortune to be on a top-tier route from Newark to Phoenix recently, but it was more than he couldstomach. The chicken casserole dinner was "terrible," he says. So while making his connection, he stood inline at a burrito place to get his dinner.



"We give them [caterers] very, very detailed recipes and instructions," including photos showing how asalad is to look, says Gary Franson, director of food services at Northwest Airlines.

The picture of airline food was a bit different a few years ago when airlines cut back on food service totrim costs. Travelers complained loudly. The scrimping hit on-the-go business travelers the hardest, sincethey often don't have time to eat at restaurants or airports.

Now, with profits healthy and business-traveler fares sky high, airlines have tried to make tacticalimprovements in food service, restoring meals to some flights and working to improve menus in coach.Food spending has increased modestly. American Airlines, for example, spent $8.31 per passenger in thethird quarter of 1999, about 5% more than the $7.88 per passenger of a year earlier.

Continental started baking its own bread. America West started serving hot barbecue and meatloafsandwiches. And business-traveler clout led Delta Air Lines to upgrade meals on hundreds of flights twoyears ago, many of them trips between Atlanta and prime business centers such as New York, Chicago,Dallas and Boston.

"We compete vigorously on those business markets, and they're very important," says Delta spokesmanJohn Kennedy.

Northwest Airlines earlier this year said it would spend an added $23.7 million annually, or about 10%more, on food, says Mr. Franson. That included adding food service to 205 flights, many of them shorterflights in business markets or flights after 8 at night in business markets.

The airline added a cold sandwich, chips and a cookie to an evening Minneapolis-Los Angeles flight afterbusiness travelers complained that pretzels and peanuts on a four-hour flight didn't do the trick. And in thebusiness-dominated Minneapolis-Chicago market, Northwest offers a buffet at the gate. "All major snackgroups," Mr. Franson says. "People love that."

Indeed, many do. "I think it's a great idea -- we were really rushing this morning," says Tim Grover, awoodworker in Chicago waiting to board his flight to Minneapolis.

But Ernest Fackler of Chicago was glummer as he recently surveyed the buffet at the gate of Northwest'sChicago-to-Minneapolis flight. With only 12 minutes left before his 7 p.m. flight was set to take off, thepickings were slim. "Look at it -- it's empty," said Mr. Fackler, pointing to a bin that was restocked withcold ham-and-cheese sandwiches after he boarded the plane.

Airline food executives say coach passengers should keep their expectations in place. "Let's not pretend it'sa banquet, because it's not," says Rob Britton, American Airlines' former managing director of food andbeverage.

Copyright © 2000 Dow Jones & Company, Inc. All Rights Reserved.


INNOVATION-TRIZ,INC.Insurance by The Minute

By Ira Carnahan, 12.11.00Forbes

IF DRIVERS PAID FOR gasoline the way they pay for auto insurance, they would pay a flat fee to a gasstation every few months. After that they could pump all the gas they wanted. Sound silly? Of course.Under such a system, low-mileage drivers would subsidize high-mileage drivers. Everyone would spendmore time on the road since the added cost of doing so would be zero.

All-you-can-pump gas isn't about to catch on. But all-you-can-drive auto insurance is here. It's the norm.An experiment by Ohio-based Progressive Corp., however, could eventually change that. Progressive hasfitted the cars of some of its Texas drivers with videocassette-size Global Positioning Satellite (GPS)devices. The devices, which sit behind the dashboard, track the number of minutes customers drive, as wellas where they drive and when. The insurer then uses this information to set each customer's premium. Ifthis doesn't prove too costly-and if regulators don't block it-it could reshape the auto insurance industry.

For Progressive, the nation's fourth-largest auto insurer, with revenue of $6 billion, the benefits are clear. Ifit can assess the risks of different drivers more precisely than the next insurer, it will be in a position toprice coverage in a way to attract low-risk customers and chase away high-risk ones. The Progressive ratingsystem doesn't displace traditional criteria (like age, address, vehicle model and accident history) but rathersupplements them. You pay more in the Progressive GPS plan for driving a lot, driving at night or drivingin cities.

While other insurers typically ask their drivers about mileage, the answers don't have much effect onpremiums, says James Barrett of the Economic Policy Institute in Washington, D.C. "They assume that youlie, because it is in your interest to do so," he says. "And so they give very little weight to those insuranceforms that you fill out."

Progressive's experiment avoids this problem. And it's not just the insurer, which can charge drivers moreaccurately, that sees benefits. So, too, do drivers and possibly society at large. According to Progressive,customers in Houston, where tests of the program began in 1998, have saved an average of 25%, with somesaving 50% or more. Just how much of that savings is due to people altering their driving habits is .unclear.But transportation experts say that making premiums fully variable-Progressive makes them mostlyvariable-would lower the number of miles people drive by 10% or more.



• Technological systems tend to develop first Technological systems tend to develop first toward increased complexity (i.e., increased toward increased complexity (i.e., increased quantity and quality of systems functions), quantity and quality of systems functions), and then toward simplification (where the and then toward simplification (where the same or better performance is provided by same or better performance is provided by a less complex system). This may be a less complex system). This may be accomplished by transforming the system accomplished by transforming the system into a bi- or poly-system, as shown here in into a bi- or poly-system, as shown here in two of the lines of evolution related to this two of the lines of evolution related to this pattern.pattern.

Mono-systemMono-system Bi-system Improved (Simplified) Mono-system

Mono-systemMono-system Bi-system Improved (Simplified) Mono-system

Mono-systemMono-system Poly-system Improved (Simplified) Mono-system

5. INCREASED COMPLEXITY 5. INCREASED COMPLEXITY AND THEN SIMPLIFICATIONAND THEN SIMPLIFICATION




• System elements are matched or mismatched to System elements are matched or mismatched to improve performance or to compensate for improve performance or to compensate for undesired effects. A typical evolution might be:undesired effects. A typical evolution might be:

• Unmatched elementsUnmatched elements

• Matched elementsMatched elements• Mismatched elementsMismatched elements• Dynamic matching and mismatchingDynamic matching and mismatching

• Example: Automobile suspension system Example: Automobile suspension system developmentdevelopment

• Springs attached between wheels and bodySprings attached between wheels and body• Shock absorber and spring tuned to damp out impact Shock absorber and spring tuned to damp out impact

forcesforces• Semi-rigid rubber isolation mounting between body and Semi-rigid rubber isolation mounting between body and

shockshock• Active suspension system automatically adjusts to road Active suspension system automatically adjusts to road

conditionsconditions

6. EVOLUTION WITH MATCHING 6. EVOLUTION WITH MATCHING AND MISMATCHING ELEMENTSAND MISMATCHING ELEMENTS


EXAMPLE

Breakfast cerealMono system flakes

Bi system coated flakes

Poly system “Honey Nut” coated clusters of multi grain flakes with raisins and dried fruit

General Mills “My Cereal” web site to make your own mix



INNOVATION-TRIZ,INC.WHAT TO MATCH AND

MISMATCH

System structureMaterialsStrengthReliabilityPhysical state

(gas, solid, liquid)TemperaturePersonal styles

Rhythms of functioning

DimensionsWeightsColorsChemical,

electrical, or magnetic properties

EXAMPLE

Beverage Bottle and CapThreads initially matched like nut and bolt

Now threads on cap are segmented allowing each segment to act as a spring


EXAMPLE

Polyethylene Liners for Double-sided Adhesive Tapes

Initially solid polyethylene

Multi-layers of different densities to give better unwind characteristics. Difference in release levels allows the adhesive to stay on the proper side of the liner.




OTHER EXAMPLES

Multi-layer films and compositesWeight mismatch to make

something spinPolar and non-polar chemistryParticle orientation to make

properties flow in only one directionOthers?



• Technological systems tend to transition Technological systems tend to transition from macro systems to micro systems. from macro systems to micro systems. During this transition, different types of During this transition, different types of energy fields are used to achieve better energy fields are used to achieve better performance or controlperformance or control

• Example: Cooking oven developmentExample: Cooking oven development

• Large cast iron wood stoveLarge cast iron wood stove• Smaller stove fired by natural gasSmaller stove fired by natural gas• Electrically-heated ovenElectrically-heated oven• Microwave ovenMicrowave oven

Macro-Level

Macro-Level

Poly-system fromsmall particles(powder, etc.)

Poly-system fromsmall particles(powder, etc.)

Use ofMaterialStructure

Use ofMaterialStructure

Use of AtomicLevel

Use of AtomicLevel

Use ofEnergyFields

Use ofEnergyFields

Use ofChemicalProcesses

Use ofChemicalProcesses

Poly-system fromparts with simple

shapes (balls, rods,sheets, etc.)

Poly-system fromparts with simple

shapes (balls, rods,sheets, etc.)

7. EVOLUTION TOWARD THE 7. EVOLUTION TOWARD THE MICROLEVEL AND INCREASED USE OF MICROLEVEL AND INCREASED USE OF

FIELDSFIELDS




THE TRANSITION

MeThChEM(Mechanical, Thermal, Chemical, Electronic,

Magnetic, Electromagnetic)

Ex: Polymer Processing, Photography



EXAMPLES

Toothbrushes Pointing devices Adhesives Pointers House construction Telephone Automobile steering, other

systems Functional connections Writing instruments Software development Polymer processing

Tools Flow of electricity Control systems (on/off,

regulates, regulates vs. needs)

Hydraulic pressure, synchronicity, matched frequency, away from resonant frequencies

Sunglasses, compensating bi-systems

A/C systems Computer interfaces

WHAT WOULD THE “NEXT” FIELD BE IN YOUR SYSTEM? COULD YOU USE IT? DO YOU

UNDERSTAND IT?



• Systems develop to perform tedious Systems develop to perform tedious functions that free people to do more functions that free people to do more intellectual workintellectual work

• Example: Clothes washingExample: Clothes washing

• Tub and washboardTub and washboard• Ringer washing machineRinger washing machine• Automatic washing machineAutomatic washing machine• Automatic washing machine with Automatic washing machine with

automatic dispensing of bleach and automatic dispensing of bleach and fabric softenerfabric softener

• REMEMBER THE NEW MACHINE AND REMEMBER THE NEW MACHINE AND PILL???PILL???

8. EVOLUTION TOWARD 8. EVOLUTION TOWARD DECREASED HUMAN DECREASED HUMAN

INVOLVEMENTINVOLVEMENT


INNOVATION-TRIZ,INC.HOW AND WHEN TO USE

LINES OF EVOLUTION

Next generation product development

Patent filings (expand and get around)

Consumer researchForecasting“Back-filling” opportunities

MULTIPLE LINEANALYSIS

PIE CHART LINES OF EVOLUTION



‘Evolutionary Limit’of component relativeto predicted evolutiontrends

Current evolutionaryposition of componentfor a given trend

(Each spoke in the evolutionary potential radar plotrepresents one of the known technology trends identifiedby TRIZ researchers)

Evolutionary Potential



NINE BOX DIAGRAM

PAST SUPER-SYSTEM/PRESENT FUTURE

SYSTEM

SUB-SYSTEM



APPLICATIONS IN INNOVATION

Input to strategic planning, technology acquisition, and

Extension of patented concepts to generate additional royalty income

Broaden patent claims to hinder competitors

Get around competitive patents



APPLICATIONS IN BUSINESS MANAGEMENT

Strategic planning in acquisitions and product development

Personnel planningNew business development and

licensing



LINKING WITH CPS, BRAINSTORMING, LATERAL

THINKING

CPS/Brainstorming/Lateral Thinking™ Use of “uninhibited” thinking, or selected

random words Use resource and ideality thinking Use 40 principles in random order Use separation principles in reverse to

stimulate new concepts Use reverse TRIZ and Lines of Evolution

concepts as stimulus



THE SIX HATS™ PROCESSProblem 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



THE SIX HATS

Blue---meeting process, thinking process

White---information that is neededGreen---propose ideas, free thinkingBlack---what is wrong with this ideaYellow---what is good about this ideaRed---emotional, “gut” feel about idea


INNOVATION-TRIZ,INC.DEFICIENCY IN THE

PROCESS

Stimulus for ideation is still limited by the expertise in the room

Weak, informal problem definition step

“Selected” random words used for stimulation (Lateral Thinking™)

™Lateral Thinking is registered trademark of APTT and DeBono International


INNOVATION-TRIZ,INC.WHEN AND HOW TO COMBINE

TRIZ WITH THIS PROCESS

White/information hat: 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 reverse TRIZ technique Yellow/Good hat:

Use ideality thinking and lines of evolution to improve ideas Blue hat:

Use Problem Formulator™ to diagram the meeting and ideation process

™Problem Formulator and Anticipatory Failure Determination are trademarks of Ideation International


INNOVATION-TRIZ,INC.FRONT LOAD

THE PROCESS

“The worst sin of all is to do an excellent job at that which should not have been done at all”

NY Times, anonymous

“We never have time to do it right, but we always have time (and money!) to do it over”

Anonymous

introduction to the triz inventive problem solving process iir december 3, 2003 jack hipple...

Documents

triz slide

jack hipple innovationtriz

areas of innovation

triz inventive problem

concepts of triz yideality

history of triz za discovery

creative problem

areas of technology