THE INTEGRATION AND USE OF TRIZ WITH OTHER INNOVATION AND ASSESSMENT TOOLS American Creativity Association Houston, TX April 2, 2004 Jack Hipple, Principal

THE INTEGRATION AND USE OF TRIZ WITH OTHER INNOVATION AND ASSESSMENT

TOOLSAmerican Creativity Association

Houston, TXApril 2, 2004

Jack Hipple, PrincipalInnovation-TRIZ, Inc.

Tampa, FL, USAwww.innovation-triz.com

INNOVATION-TRIZ,INC.

®Innovation-TRIZ, 2004


OR…..

How can we more effectively integrate TRIZ into the organizational, social, and problem-solving structure into which it is being placed?



BACKGROUND

TRIZ is a powerful “left brained” problem solving tool used to solve product design, engineering design, and organizational problems

Based on patterns of invention in the global patent literature

Brain and software based Most problems have already been solved if one

gets rid of jargon and ego Bias---idea generation is only necessary if we

have a “problem” (how to improve, how to replace, are problems)



WHAT WE FREQUENTLY FIND...

There is an established process or assessment tool in place with which TRIZ must collaborate or compete

Myers Briggs Lateral Thinking™ and Six Hats™ Kirton KAI CPS/Brainstorming DFSS/Six Sigma QFD

Lateral Thinking and Six Hats are registered trademarks of APTT and Edward DeBono org.



IF WE DON’T CONSIDER THE EXISTING TOOLS AND ENVIRONMENT…..

TRIZ implementation may be delayed

Implementation may be resisted by the organization

Not used to its full effectiveness



AGENDA OVERVIEW

Review of TRIZIntegration with other creativity and

assessment tools CPS, Six Hats, MBTI

Integration with other business and enterprise programs Lean mfg., QFD, Six Sigma



MACHINE REPLACES MANCASE STUDY

A robot was brought to a plant to operate a machine. After it was rigged up and switched on, the elderly worker who had operated the machine for years was amazed at seeing the nimble “iron man” performing all the necessary steps.

A half an hour later, however, the robot came to a standstill, to the bewilderment of the service team of electronic engineers. What happened? As it turned out, some chips had fallen from the workpiece into the moving elements of the machine. This situation where a human worker would simply flip the chips away with a broom and continue working brought the robot to a deadlock. The engineers cleaned the machine with a broom, switched on the robot…only to see the robot stop again. How could this problem be solved? Obviously, one cannot attach a human worker with a broom to the robot……

Source: TRIZ: The Right Solution at the Right Time, p3, used with permission

BEFORE WE START….LET’S BRAINSTORM

EXAMPLES AND ILLUSTRATIONS

HOW DOES A CENTRIFUGE WORK?

THE BAKER’S VIEW VS. A MECHANICAL ENGINEER’S

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




Processing Sweet PeppersProcessing Sweet Peppers

PATTERNS OF INVENTIONPATTERNS OF INVENTION


INNOVATION-TRIZ,INC.WHAT IS THE “OPERATOR”?

(PROBLEM SOLVING PRINCIPLE?)

“Slowly raise pressure and suddenly reduce it”, OR even more generally, “store 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


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.







CAVIAR EGGS AND BALL BEARINGS


INNOVATION-TRIZ,INC.THINKING ANALOGICALLY

(WITHOUT AN EGO---TOUGH!!)

MY PROBLEM

THE WORLD’S PROBLEMS

THE WORLD’S SOLUTIONS

MY SOLUTION

JARGON—A BARRIER TO CREATIVE THINKING

“DEFALCATION”

Does anyone know what this word means?

What jargon do you use?What does it mean?

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

impersonate real customers”

WHAT BARRIERS WOULD YOU SEE IN IMPLEMENTATION OF

TRIZ?

HOW WOULD THIS KIND OF THINKING INTERFACE WITH

CPS/BRAINSTORMING?

CUTTING ACROSS ALL BREAKTHROUGH INVENTIONS AND PATTERNS

Systems become more ideal over time through the use of

unrecognized or underutilized resources



MACHINE REPLACES MANCASE STUDY

A robot was brought to a plant to operate a machine. After it was rigged up and switched on, the elderly worker who had operated the machine for years was amazed at seeing the nimble “iron man” performing all the necessary steps.

A half an hour later, however, the robot came to a standstill, to the bewilderment of the service team of electronic engineers. What happened? As it turned out, some chips had fallen from the workpiece into the moving elements of the machine. This situation where a human worker would simply flip the chips away with a broom and continue working brought the robot to a deadlock. The engineers cleaned the machine with a broom, switched on the robot…only to see the robot stop again. How could this problem be solved? Obviously, one cannot attach a human worker with a broom to the robot……

Source: TRIZ: The Right Solution at the Right Time, p3, used with permission

LET’S REVISIT THE NEW MACHINE

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….

HOW DO WE RESOLVE AND HANDLE CONTRADICTIONS?



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



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?

WHAT ARE SOME OF YOUR CONTRADICTIONS?

(FLIPCHART)

HOW DO YOU HANDLE CONTRADICTIONS IN CURRENT CREATIVITY SESSIONS AND WITH

CURRENT TOOLS?



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

Pro

duct

ivit

y

Lev

el o

fA

utom

atio

n

Wei

ght o

fN

onm

ovin

g O

bjec

t

Str

engt

h

14 38 392W

eigh

t of

Mov

ing

Obj

ect

1

28, 27,18, 40

Proposed Solution Pathways:

CONTRADICTION TABLECONTRADICTION TABLE



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)




TechnicalContradiction

Control Parameter, C

PhysicalContradiction

C should be high, andC should be low

So:

A B

CONTRADICTIONSCONTRADICTIONS

®Ideation International



• 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.




CONTRADICTIONS...

Functional?

Physical?



• 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




Which separation principle was used to solve the plating

solution problem and what was the design concept?


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:

?


INNOVATION-TRIZ,INC.INTEGRATON WITH

CPS/BRAINSTORMING

Use the concepts of ideality and resources to help in idea generation

TRIZ 40 Principles (proven to solve problems) as random stimulus

Express problem as a contradiction and then use contradiction table and separation principles directly without going through the entire TRIZ process

Use the separation principles Still need the deferral in judgment—in TRIZ we try

to characterize this as just another contradiction

INTEGRATION WITH OTHER ENTERPRISE TOOLS



CONNECTIONS WITH QFD

Resolution of contradictions in product performance requirements

Combining identifying with solvingCombined matricesGetting clients to discuss their needs and

conflicts in terms of physical aspects--not using their industry specific jargon



INTEGRATING TRIZ WITH QFD

The QFD environment Customer focused Understand the context of use Know who the customers are Designs are manufacturable Front loading of resources to define

needs• J. Terninko,Step by Step QFD



Customer

Team

Calculation

Measurement

Sources of Data

XXXX

XX

XX

Based on material from “Step by Step QFD” © 1995, John TerninkoUsed by permission

x



QFD TRIZ Indicators

Section 8 (roof)--Eliminate conflictsSection 4—Develop performance measuresSection 5

Empty rows—Develop conceptual solutions Empty columns—Eliminate unnecessary things

Section 7—Develop measurement methods



CUSTOMER FOCUS

Get your customers to express their needs in generic, physical terms--not in industry jargon

Use customers at different levels

™IWB is a registered trademark of Ideation International

WHAT ARE EXAMPLES OF YOUR JARGON?



MANUFACTURABLE DESIGNS

Get the issues and contradictions expressed clearly, precisely, and in physical terms

Do not run away from ideality if at first it seems unachievable--identify the secondary problems

Involve your engineering and manufacturing people in the process

LINKING TRIZ WITH LEAN MANUFACTURING PRINCIPLES


INNOVATION-TRIZ,INC.OVERLAP WITH BASIC

LEAN PRINCIPLES

Ideal Final Result/Ideality: no wasted time, resources, inventory, uniform load

Resources: use underutilized time; eliminate waste (materials and time)

Identification of contradictions: barriers in implementation of concepts, waste

Problem solving: ideality, resources, contradiction table, TRIZ software, cause and effect diagrams and analysis

Nine box: above and below re: suppliers and customers

Risk: “reverse” TRIZ for failure prediction



PILL MANUFACTURING—A REAL EXAMPLE

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.

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

® Ideation International



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/IDEA FINAL RESULT?

What are the RESOURCES we have?



SIX SIGMA PLUS TRIZ

The Six Sigma goal and ideality Six Sigma, by itself, does not solve

problems Ask “why?” five times Make sure you are looking at the LEVEL

of the problem solution! What is the fundamental

issue/contradiction not allowing the jump from 4-5 sigma to 6 sigma?


INNOVATION-TRIZ,INC.TRIZ Tools in Six Sigma Process

Optimization (MAIC)

Six Sigma TRIZ ToolsA. Recognize Functional Analysis, Ideal Final

Result

B. Define Same as A

C. Measure Measurement methods, instrumentation

D. Analyze Understand interactions (FA, Su-F)

E. Improve Create new product, process, & service concepts. The full Basic TRIZ tool set.

F. Control Same as C

G. Standardize

“Reverse” TRIZ

H. Integrate Same as E



TRIZ Tools and DFSSDFSS Phase TRIZ Tool

Multi-Generational Plan

Technology Forecasting, Guided Evolution, Functional Analysis

Voice of Customer

Conflict Resolution for planning visitsIdeal Final Result

Concept All

Design All

Optimize Conflict Resolution, Trimming, Problem Solving

Validate/Implement

Same



LINES OF EVOLUTION

PIE CHARTS OF OPPORTUNITY



‘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



‘competitor’system

‘my’system

Evolutionary Benchmarking

(radar plots for any system delivering the same basic FUNCTION)



0

2

4

61

2

3

4

5

6

7

8

9

10

012345

1

2

3

4

5

6

7

8

9

10

012345

1

2

3

4

5

6

7

8

9

10

012345

1

2

3

4

5

6

7

8

9

10

Ball Carrier Inner Race Outer Race etc

012345

1

2

3

4

57

8

9

10

Bearing Assembly

Evolutionary Potential Hierarchy



APPLICATION AT DIFFERENT LEVELS

The principles of TRIZ (and other tools!) can be applied at different system levels from a competitive standpoint

Need to understand what those levels are and how they might affect us

Who are potential competitors at DIFFERENT levels



SupersystemSupersystem

SystemSystem

SubsystemSubsystem

PastPast

PastPast

PastPast

Future

Future

Future

Present

LEVEL OF PROBLEM ATTACKLEVEL OF PROBLEM ATTACK

(NINE BOX LOOK)(NINE BOX LOOK)


INNOVATION-TRIZ,INC.HOW TRIZ PROBLEM SOLVING

SESSIONS ARE NORMALLY RUN

Problem definition ahead of time, frequently using a pre-defined form

Ideality, contradictions, resources identified

Su-Field or software models constructedContradiction tables, standard solutions, or

software examples/operators are used to stimulate ideas

Same for non-technical problems

LINKING TRIZ WITH OTHER INNOVATION AND CREATIVITY

TOOLS



ASSESSMENT TOOLSMyers Briggs/16 Types, etc.

Measures peoples’ style of interacting socially with each other

Extroverted/introverted, sensing/intuitive, feeling/thinking, judging/perceiving (I.e. INTP)

Most organizations are familiar with and use this tool

Most people know their “profile” Little pro-active use



HOW TO USE MBTI INFO

N,S ∆ Hard data input as well as “soft” data

(people side) inputT,F ∆

Impact of ideas, technical/organizational/people

J,P ∆ Short term vs. long term ideas,

separation of groups



ASSESSMENT TOOLS

Kirton KAI Measures an individual’s PROBLEM

SOLVING STYLE (adaptive to innovative) Not as well known, but more relevant to

TRIZ problem solving, as it relates to problem solving style and not social style

Scale of result 32-160, 2 sigma deviation 70-110, friction at 15∆, warfare at 30-35∆



“Why, they’re lighting their arrows...Can they do that?”

AN EXTREME ADAPTOR



“Wait! Wait! Listen to me!We don’t just have to be sheep!”

AN EXTREME INNOVATOR



RELATIONSHIP BETWEENKAI AND TRIZ

TRIZ provides assistance to both ends of the KAI spectrum (only tool I am aware of that can do this)

KAI provides a way to segregate and optimize the output from TRIZ problem solving



HOW DOES TRIZ HELP?

Provides stimulus (from concepts of ideality, resources, contradictions) to adaptive/low score KAI people who have difficulty generating original ideas on their own

Provides structure (via diagrams, models) to innovative/high score KAI people who have difficulty in organizing, structuring, and prioritizing ideas



HOW CAN KAI BE USED IN A TRIZ SESSION?

Prior to disclosure of KAI feedback, use to separate group into more adaptive and more innovative people

Use in selecting and evaluation of ideas and output from software products

Mutual sharing of views of problem(s) vs. style



AN EXAMPLE….

Specialty chemical company, $2B sales, 12 participants

Strong segmentation in KAI profiles Large group in the 80-85 range (highly

adaptive) Large group in the 110-125 range

(highly innovative)



PROCESS

Group divided into adaptive and innovative groups, prior to awareness of individual scores

Asked to diagram the same problem with the IWB™ software Problem Formulator™

Presented to each other

IWB and Problem Formulator are trademarks of Ideation International



ADAPTOR DIAGRAM

Function 7

Function 2

Function 1

Function 3

Function 8

Function 5

Function 4

Function 6



INNOVATOR DIAGRAM

Function 5

Function 3

Function 2Function 4

Function 6

Function 8

Function 7

Function 1



DISCUSSION WHICH OCCURRED

Why do you view the problem that way?

Why did you choose these particular ideas to pursue?

How can you make any sense out of your diagram?

Separation of ideas by interest



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 processWhite---information that is neededGreen---propose ideas, free thinkingBlack---what is wrong with this idea?Yellow---what is good about this idea?Red---emotional, “gut” feel about idea


INNOVATION-TRIZ,INC.DEFICIENCY IN THE

PROCESS

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

Weak, informal problem definition step

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

Lateral Thinking is a registered trademark of APTT and Edward DeBono



WHEN AND HOW TO COMBINETRIZ WITH THIS PROCESS

White/information hats 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 of “reverse” TRIZ technique to proactively identify potential

failure routes

Yellow/good hat Use ideality thinking and lines of evolution to improve ideas

Blue hat Use ISQ™ and Problem Formulator™ to scope the process

ISQ and Problem Formulator are registered trademarks of Ideation International



IN CONCLUSION….

All tools have valueUsing knowledge of individual styles can

greatly enhance the TRIZ problem solving process, especially if TRIZ is the “late-comer” to the organization

Adding TRIZ or elements of TRIZ to any existing creativity or enterprise process can improve their value and productivity



ADDITIONAL INFO

Slides posted at website, www.innovation-triz.com on Monday Monthly newsletter available (free)

TRIZ Journal, free, monthly, www.triz-journal.com Altshuller Institute, www.aitriz.org

Annual meeting, Seattle, April 29-May2 Books

“And Suddenly the Inventor Appeared” (Altshuller) “Hands on Systematic Innovation” (Mann) “Simplified TRIZ” (Rantenen and Domb)

Documents

THE INTEGRATION AND USE OF TRIZ WITH OTHER INNOVATION AND ASSESSMENT TOOLS American Creativity Association Houston, TX April 2, 2004 Jack Hipple, Principal