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Introduction
Improve inventive skills
Improve the development of alternatives for trade-studies.
Lead to better designs and solutions to complex problems.
TRIZ Methodology and its innovation software-based system are tools which can:
Patterns of Invention
Genrich Saulovich Altshuller
Father of TRIZ15 October 1926 - 24 September 1998
Patterns of Invention
Altshuller recognized that the same fundamental problem (contradiction) had been addressed by a number of inventions in different areas of technology
He also observed that the same fundamental solutions were used over and over again, often separated by many years
He reasoned that if the latter inventor had known of the earlier solution, his/her task would have been straightforward
He sought to extract, compile, and organize this information
Patterns of Invention
Removing stems from bell peppers Removing shells from sunflower seeds Cleaning filters Unpacking parts wrapped in protective
paper Splitting diamonds along micro-cracks Producing sugar powder from sugar
crystals
How Ideation/TRIZ Works
123
56789
n
4
123456789
n
CorrespondingSolutions
ManyTypical
Problems
ManyTypical
Recommendationsfor
Solutions(Knowledge base)
A large number of typical problems are available for consideration
TRIZ helps narrow the search to a manageable range of typical problems
For each typical problem, there are one or more potential solutions
Prismof TRIZ -Analytical
tools
What is TRIZ? Russian Acronym for the Theory of Inventive
Problem Solving Systematic, Structured Way of Thinking Science Results of Over 50 Years Research Analyzing
Over Two Million Worldwide Patents within All Engineering Disciplines
Why TRIZ was created: To provide a systematic step-by-step procedure To guide an inventor through the solution space
and direct him or her to the area with the best (most ideal) solutions
To provide an inventor with reliable and repeatable results that do not depend on personal (psychological) issues
To provide a means to access proven knowledge (patent information)
To accumulate knowledge of the human innovation experience
Evolution of the TRIZ Methodology
Advanced Software Tools
Met
hodo
logy
Adv
ance
men
t
1946 1982 1985 1992 1997 2002
Kishinev Era
Classical TRIZ Era40 Principles
Patterns ofEvolution
ARIZ-85AFD
DirectedEvolution
Advanced Tools
Re-Structuring of Theoretical Base
12
3
4
3
2
3
Non-TechnologicalApplications
Ideation/TRIZ Era
Evolution of Creative Methods
“Miles’ Direction”
Re-structuring of existing knowledge for
effective application of the creative process
“Altshuller’s Direction” Utilization of patterns of evolution and methods
of generating ideas based on these patterns
Ideation/TRIZ Methodology
Combination of all effective
approaches to creative problem
solving and control
of technological evolution
“Osborn’s Direction”Decreasing of psychological inertia, activation of human motivation, organization of effective teamwork
The Ideation/TRIZ Methodology:Roots and Components
Morphology MethodPsychology-Based Methods
Kishinev School DevelopmentClassical TRIZ
Value EngineeringBrainstorming
Fish-bone Diagramming
Accumulated knowledge
documented in patents
and other sourcesof technological
information
Ideation/TRIZMethodology
Data Mining
Re-Engineering
Business Process
Improvement
IntegrationofIdeation/TRIZ
QFD DFMA VA/VETaguchi MethodsFMEA & HAZOP Lateral Thinking Total Quality Management Theory of Constraints Brainstorming Other Techniques
Ideation/TRIZ• IPS• AFD• DE
Development of Human Resources
$Value
PS olution
roblemConcept 1
Concept 2
Concept 3
Concept N-1
Concept N
PsychologicalInertia Vector
How We Solve Creative Problems Using the Trial & Error Method
The Solution Space
MechanicalEffects &
Technology
Electrical &Magnetic Effects
& Technology
Chemical Effects& Technology
Thermo-Dynamics
P roblem
S olution
200,000
40,000
Key Findings•Definition of inventive problem•Levels of invention•Patterns of evolution•Patterns of invention
Patents *(worldwide)
* Today over 2,000,000 patents have been investigated.
TRIZ is Based on TechnologyRather than Psychology
Two Main Benefits
Enhancement of personal creative capabilities
Professionally apply numerous tools (including software tools) to obtain repetitive, reliable creative results in everyday engineering procedures
What is an Inventive Problem?
Involves one or more contradictions
Suggests no known means of solution
Levels of Solutions
Level 1: Apparent (no invention)Established solutions; well-known and readily accessible
Level 2: ImprovementSmall improvements of an existing system, usually with some compromise
Bifocal glasses, beeper
Level 3: Invention inside the paradigmEssential improvement of an existing system
Automatic transmission, radio telephone
Level 4: Invention outside the paradigmA concept for a new generation of an existing system, based on changing the principle of performing the primary function
Jet aircraft, integrated circuit
Level 5: DiscoveryPioneering of an essentially new system
Laser, radio, airplane
To Opportunity occurs
TP Opportunity is perceived
Tb Project activity beginsTf Product definition and plans freeze
Tr Product is released to production
Ts First customers are satisfied
BET Break-even timeTe Project becomes extinct
From Accelerated Innovation by Marvin Patterson
To TP
Tb TfCas
h flo
w
Tr
Ts BET Te
Time
NetProfitPeriod
Innovation cycle time
Importance of Innovation Cycle
How this relates M&O Contracts
From Accelerated Innovation by Marvin Patterson
Ts Turn project over to customer
M&O Operation and Maintenance time
Te Project becomes extinct (D&D)
Tf Project is released to construction
Tf Product definition and plans freeze
To Opportunity occurs
TP Opportunity is perceived
Tb Systems Engineering begins
Tb’ Trade Studies Conducted
To TP
Tb TfCas
h flo
w
Tr
Ts M&O Te
Time
OperatingPeriod
Innovation cycle time
Tb’
Innovation
Not just one simple flash of creative invention or the development of a new product or process
It is a connected process which many and sufficient creative acts,
from research through service, are coupled together, in an integrated manner, for a common goal
Roadblocks to Innovation
Historical MindsetNeed for Instant Answers (Point Solutions)
An Impatient WorldResistance to ChangeChange is Threatening
Poorly Defined Problem Or Objective‘Not Invented Here’ Syndrome
HabitsPast Experiences
Inability to Accept RiskPeer Influences
Rejection of Past Ideas
When would TRIZ be used?Information
PhaseInformation
Phase
Creativity Phase
Creativity Phase
Evaluation Phase
Evaluation Phase
Planning PhasePlanning Phase
Reporting Phase
Reporting Phase
Implementation Phase
Implementation Phase
Clearly identify the problem(s) to be solved, and gather information on the background, functions and requirements of the product, process, or system.
Brainstorm ideas on how to improve the broken, high cost, or inadequately performed key functions.
Screen ideas for acceptance, score remaining ideas on a scale and group ideas into categories. Develop design scenarios, and selection criteria. Rate and rank ideas.
Plan how to sell ideas to management, identify key recommendations, plan management presentation.
Give oral presentation to management, or develop written report.
Get management approval for go-ahead, make management plan, make assignments, implement, follow-up.
What is a Problem? Things are not ideal -- dilemmas, questions,
uncertainty, doubt A deviation from a (perceived) goal
Problems create high uncertainty
DecisionMaking
DecisionMaking
(in the box)
Observations(Current State)
Deviations(Problem)
References (Goal / Ideal State)
Thinking Outside the Box:Creating Breakthroughs
Space
Time
We Know something is impossible only through a certain interpretation or belief
system.
Impossibility
Event BeliefSystem
Roadblocks to Problem Solving
Not having crystal clear visionNot having the required capabilities and toolsNot having the drive/commitment to execute the plan toward the visionConstraints, conflicts, contradictions, paradoxes
Regulatory RequirementsCustomer DesiresTechnology trendsFunding Availability -- Internal and externalOrganizational behavior -- Internal and external
Organizational passive supportRelationship behavior… not clear on expectations
ProcessesCompensation
Problem Solving & The Mind
We feel the solutionis good enough (Point Solution)
We are facedwith a new problem
We decide theproblem is impossible
Activation
De-Activation
ProblemCreates
Necessity
What is a Solution?
AnswerDiscoveryResolutionConclusion (we’ve reached the ideal state)End result winning strategiesUncertainty, doubt confidence -- the winner’s edge
Ideation/TRIZ provides tools to enable the visualization of solutions in a predictable manner
Stage 1 - a system does not yet exist but important conditions for emergence are being developed
Stage 2 - a new system appears due to a high-level invention and begins slow development
Stage 3 - begins when society recognizes the value of the new system
Stage 4 - begins when the resources of the system’s original concept is mostly exhausted
Stage 5 - begins when a new system or next system generation emerges to replace the existing one
Stage 6 - begins if the existing system is not completely replaced by the new one as the existing system still has a limited area of application
System EvolutionS
yste
m C
hara
cter
isti
c
Time
12
3
4
56
The Challenge
Probabilityof ProblemResolution
Time andResourcesNeeded
DiscoveryStandardProblem
1 2 3 4 5
1946 - 1985
Basic Tools
SystemApproach
Paradox/Contradiction
IdealSystem
•ARIZ•Su-Field•76 Standard Solutions•40 Principles•4 Separation Principles•Effects:(phys, chem,geo)•8 Patterns•Examples of Innovation
Classical TRIZ
•Increased performance•Get rid of system’s harmful effects
•Gains received without compromise or tradeoff
•All mankind knowledge•Past, present & future
Ideation TRIZ Methodology
1982 - Present
Analytical Tools
Advanced ARIZSu-FieldInnovation SituationQuestionnaire
Problem Formulator
Knowledge-Based Tools
System ofOperators
76 Standard Solutions
40 Principles4 Separation Principles
Effects:(Phys,chem,geo,etc.)8 Patterns of EvolutionExamples of Innovation
Additional Operators
IDEATORIDEATOR
IMPROVERIMPROVER
ELIMINATORELIMINATOR
IWBIWBTRIZ SoftTM
Certification
AFDAFD
FormulatorFormulator
Re-Activation With Ideation/TRIZ
Solution isgood enough
We are facedwith a new problem
We decide theproblem is impossible
Activation
Ideality
Confidence
Knowledge-BaseReformulationAsk Why?
ProblemCreates
Necessity
Why is the Ideation Process Different?
Start Time Dead Time
An ExhaustiveSet of Possible
Concepts of Solution
ConfidentDecision Point
ForcedDecision Point
Number ofSolutions
forReliable Choice
ConsideredSolutions
Time
Key Findings– Definition of the Inventive Problem– Levels of Inventions– Patterns of Inventions– Patterns of Evolution
Advanced Analytical Tools– Innovation Situation Questionnaire (ISQ)– Problem Formulator– Algorithm for Inventive Problem-Solving (ARIZ)– Substance-Field Analysis (Su-Field)
Main Ideation / TRIZ Methodology Applications
– Inventive Problem Solving (IPS)– Anticipatory Failure Determination (AFD)– Directed Evolution (DE)
Main Premises– Ideality– Contradictions– System Approach
Advanced Knowledge-Based Tools– Pattern/Lines of Evolution– 40 Innovation Principles & Contradiction
Table– Separation Principles– 76 Standard Solutions– Effects– System of Operators– Selected Innovation Examples
Summary Of The Ideation / TRIZ Methodology
Basic Premise
What is it, that is impossible to do today, that if it were possible, would drive the competition to zero. Joel Barker, Futurist
Whatever it was that got youwhere you are today,
is not sufficient to keep you there.
Identify & Meet the Challenge
Implementation - First Steps Assess enterprise’s situation and Ideation
capabilities– Define mismatches between vision and results– Identify opportunities for applying Inventive
Engineering • Select and resolve 3-4 high-profile problems that can be
implemented quickly
Initiate institutionalization– Communicate Successes– Identify integration opportunities– Plan education of key employees– Develop internal experts
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