Implementing TRIZ - asa-qprc.orgasa-qprc.org/.../Innovation-Gardner-ImplementingTRIZ-QPRC2013.pdf · “The only source of profit, the only reason to invest in companies in the future,

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GE /Martha Gardner

© 2013 General Electric Company - All Rights Reserved

Implementing TRIZ Expanding Skills as a Quality Professional

Martha Gardner GE Global Research

Chief Scientist

Global Quality Leader

2013

“The only source of profit, the only reason to invest in companies in the future, is their ability to innovate and their ability to differentiate.” - Jeff Immelt CEO General Electric

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GE /Martha Gardner


Overall Process

Common approach across GE - DFSS integrated throughout (ensured by DFSS Council)

GRC uses Dept. of Defense Technology Readiness Levels for assessing program progress

Drive competitive advantage – enable organic growth

1 Ideas 2 4 3 6 5 Launch Concept Post-Launch Feasibility Development Scale Up Launch

DESIGN FOR SIX SIGMA

Primary Global Research focus

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GRC: Up-Front Focus

Bringing more emphasis on this part of the process, especially through Early Marketing and focus on Problem Definition, Proof of Concept, and Risk Assessment MBB/BB Focus is on Guiding Teams Here



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MBB/BB Focus in the Up-Front Stages

• Focus on both idea creation and opportunity identification – can be iterative

• Work with businesses to: – understand industry, customers, competition, and internal business

capabilities – develop multi-generation plans

• Guide development of new concepts for products,

processes, and services – identify what are the right problems we need to solve

• CTQ Definition – focus on… . – What is value statement for customer? – How can we minimize lifecycle complexity?

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DFSS: Design Focus



Emphasis ramps up here as we determine the “big bets” to drive towards launch; intense focus on solving problems and understanding variation

GBs Focus their Efforts Here

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DFSS – Evolving Methodology

1) Identify Product/ Process Performance & Reliability CTQ’s

• Set Quality Goals

• VOC / QFD

DEFINE

2) CTQ Flowdown to Subsystems & Components

3) Measurement System Analysis & Capability

MEASURE

8) Build System & Sub-System Models

• Generate Transfer Functions

9) Capability Flow-up for All Subsystems & Gap Identification

DESIGN

12) Statistically Confirm that Product / Process Matches Predictions

13) Develop Manufacturing & Supplier Control Plans

14) Document & Transition

VERIFY

4) Develop Conceptual Designs

5) Statistical Reliability Analysis

6) Build Scorecards

7) Risk Assessment

ANALYZE

10)Optimize Design

• Statistical Analysis of Variance Drivers

• Robust Design

• Error Proofing

11)Tolerance Analysis & Allocation

OPTIMIZE

GE’s Design for Six Sigma Methodology

Gaps identified in ~50% of steps by DFSS

Council in 2006, including Conceptual Design

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GE /Martha Gardner


DFSS Process

1) Identify Product/ Process Performance & Reliability CTQ’s – Define value for customer

• Set Quality Goals

• VOC / QFD

DEFINE

2) CTQ Flowdown to Subsystems & Components

3) Measurement System Analysis & Capability

MEASURE

8) Build System & Sub-System Models

• Generate Transfer Functions

9) Capability Flow-up for All Subsystems & Gap Identification

DESIGN

12) Statistically Confirm that Product / Process Matches Predictions

13) Develop Manufacturing & Supplier Control Plans

14) Document & Transition

VERIFY

4) Develop Conceptual Designs - TRIZ

5) Statistical Reliability Analysis

6) Build Scorecards

7) Risk Assessment

ANALYZE

10)Optimize Design

• Statistical Analysis of Variance Drivers

• Robust Design

• Error Proofing

11)Tolerance Analysis & Allocation

OPTIMIZE

GE’s Design for Six Sigma Methodology

MBB/BB Focus Here

GB Focus Here

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Conceptual Design Phase

• Original approach was primarily brainstorming and then using trade-off tools to determine best compromise

• TRIZ was mentioned as a way to solve technical or physical contradictions, but very limited scope covered

• Now expanded to include more systems focused problem identification tools, as well as multiple problem solving tools

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Current State Transition State Improved State

Changing Systems & Structures

Creating A Shared Need

Shaping A Vision

Mobilizing Commitment

Monitoring Progress

Making Change Last

Leading Change

How to Drive the Culture?

Change Acceleration Process

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Leading Change: Having a champion who sponsors the change

Changing Systems and Structures: Making sure that the management practices are used to

complement and reinforce change

Creating A Shared Need:

• The reason to change, whether driven by threat or opportunity, is instilled within

the organization and widely shared through data, demonstration, demand or

diagnosis.

• The need for change must exceed its resistance.

Shaping A Vision:

• The desired outcome of change is clear, legitimate, widely understood and

shared.

Mobilizing Commitment:

• There is a strong commitment from key constituents to invest in the change,

make it work, and demand and receive management attention.

Making Change Last:

• Once change is started, it endures, flourishes and learnings are transferred

throughout the organization.

Monitoring Progress:

• Progress is real; benchmarks set and realized; indicators established to

guarantee accountability.

Elements of CAP

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Steps in Driving Culture

Create the Need/Shape the Vision: Basic Foundation > Expose wide group of folks to principles and process with

immediate project application

> Provide mentoring opportunities to teams to further integrate the thought process

Mobilize Commitment: Improving Project Leadership > Expand tactical methods knowledge with immediate

project application

> Lay foundation for strategic methods

Make the Change Last: Developing Expertise > Identifying right folks for this program is key

> Train-the-trainer

> Intense project application of entire process

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TRIZ Administration at Global Research

TRIZ Stakeholders

TRIZ Core Leadership Quality Team - Drive all aspects of the program and responsible for success metrics

Senior Leaders fully support program and recommend teams

Receive Professional Training - 60 Experts thus far: - Serve as teachers and coaches

Attend Advanced workshop - Focus on Chiefs, Principals, Lab Managers, key PLs - Drive TRIZ in projects

Attend Basic workshop with team

- >2000 folks engaged thus far - Outstanding feedback from teams

Level 3 TRIZ Experts

Level 2 TRIZ Practitioners

Level 1 - All Technologists/

Functional Folks as Interested

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Impact thus far (GEGR workshops)

Hundreds of new disclosures (sometimes multiple ones from a single team at a workshop)

Designs with significant cost savings, simplifications, improved performance, etc.

Modifications to Multi-Generation Plans

GEGR employees have emphasized two key benefits in feedback > Got them to think about their problems differently, so they came up

with different solutions than they would have anticipated

> By clearly defining problems, they saved a lot of time in coming up with solutions

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Lean Focus



Application of Lean methods ramps up here – TRIZ Methods also can be used

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Lean Approach

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Establish Flow / Eliminate Waste The continuous movement of single pieces of Work-in-Progress through

the process; no batch production

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Implement Pull Customer order initiates all upstream

process and production steps, even

back to production of raw materials

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Work to Perfection The complete elimination of waste

so all activities and resources are used to create value for customer

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Specify Value Define value from the customers perspective and express value in

terms of a specific product benefit

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Map Value Stream Map all of the steps, value added & non-value added, that change an input into an output; wing-to-wing

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Re

spo

nsi

bil

ity

R

ole

• Learn Lean Six Sigma

methodology and tools

• Apply Lean Six Sigma to

projects in current job

scope

• Work on their own with

some mentoring

• Attain GB Certification

Within Year 1

Green Belt (GB)

Master Black Belt

(MBB)

• Own Lean Six Sigma

methodology

• Train others in Lean

Six Sigma

• Ensure Lean Six Sigma

rigor (Project Reviews)

• Mentor Black Belts

and Green Belts

• Cultural change agent

for Lean Six Sigma

Black Belt (BB)

• Lead multiple Lean Six

Sigma projects

• Apply Lean Six Sigma

to individual projects

working

independently

• Mentor Green Belts

• Cultural change agent

for Lean Six Sigma

Project / Technology Leaders

All Exempt Employees W

ho

Foundation: Quality Roles at GRC

Many of these folks are now TRIZ Practitioners

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Continuing Education Program

Focus is on Individualized Learning

> What does a person “do” on a daily basis?

Individual Courses such as:

> Data Analysis

> Experimental Design

> Simulation Analysis

Team Courses such as

> Business Strategy

Facilitated Team Sessions for:

> Risk Assessments

> QFDs

TRIZ is definitely more of a team

activity

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GE /Martha Gardner


QUESTIONS?

Documents

Implementing TRIZ - asa-qprc.orgasa-qprc.org/.../Innovation-Gardner-ImplementingTRIZ-QPRC2013.pdf · “The only source of profit, the only reason to invest in companies in the future,