short triz workshop for the university of the philippines
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TRIZ Presentation to the TRIZ Presentation to the University of the PhilippinesUniversity of the Philippines
Presented by Richard Platt
Intel Corporation
June 25, 2002
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““Innovate or Die!” Innovate or Die!” -- John Kao, Stanford University
During the 1980’s 43% (230) of the Fortune 500 companies disappeared off the list.
Why innovate?
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AgendaAgenda
What is TRIZ?What can it do for Engineering programs?What is the level of TRIZ deployment within
corporations?How and Where is TRIZ being deployed at
Universities?Exercise: The “40 Principles Game” The Challenge
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Conventional Approach
ENGINEERING SITUATION ENGINEERING SITUATION
MANUAL BRAINSTORMING, GROUP KNOWLEDGE
MANUAL BRAINSTORMING, GROUP KNOWLEDGE
CONCEPTSCONCEPTS
INTUITION, PERSONAL KNOWLEDGEINTUITION, PERSONAL KNOWLEDGE
and
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Reasons Why Organizations Need New Methods
1. Burden of problem solving to come up with the “best” solution to a problem is dependant (in most cases) as to who is on the team
2. How do you know you have the best solution?
3. Overcome “Psychological Inertia”
4. Individuals Have Limited Knowledge
5. One Grand Idea Mind-set
“ There is an easy solution to every problem – neat, plausible...and wrong” --- H.L. Mencken
“ Always look for a second right answer ” --- Charles Thompson
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TRIZ TRIZ "Teoriya Resheniya "Teoriya Resheniya
Izobretatel'skikh Zadach.” Izobretatel'skikh Zadach.”
(The Theory of Inventive (The Theory of Inventive Problem Solving)Problem Solving)
“The thinking that got you into a particular problem, will not get you out of it.”
-- Albert Einstein
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What is TRIZ? Structured methodology for directed development
of new products and processes. It is a philosophy, a way of viewing problems that is
different.
Data-based creativity and innovation Systematic Predictable
Generates multiple potential solution paths Is tactical for use in day to day technical problem
solving as well as strategic Works for “left brain” technical people and
“right brain” creative people
“Creativity consists of coming up with many ideas, not just that one great idea.” --- Charles Thompson
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TRIZ Makes the Research Accessible for Your Problem
All the TRIZ tools basically follow this path:
Your specific Your specific problemproblem
TRIZ general TRIZ general problemproblem
TRIZ generalTRIZ generalsolutionsolution
Your specificYour specificsolutionsolution
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The Basis of TRIZ: Patent Research
Over 3.0 million world-wide patents analyzed21% (only innovative patents) were studied 3 Key Discoveries: 3 Key Discoveries:
1.1. Problems and solutions were repeated across industries & sciences
2.2. Patterns of technical evolution were repeated across industries & sciences
3.3. Innovations used scientific effects outside the field where they were developed
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Development of TRIZ 1940’s-present -- Originated in work of G.
Altshuller in the USSR 1970’s -- Began world-wide propagation
Industry and government users
– Product development, process, and technology improvements
1989 – Russian experts began emigrating & developing S/W and commercializing TRIZ tools
3rd party trademarks and copyrights are the sole property of their owners
Company S/W Tools
Invention Machine Corporation (US) TechOptimizer, Knowledgist & Co-Brain
Ideation International (US) Ideation Workbench
I-TRIZ methodology
CREAX (UK) CreaTRIZ (Business and Technical Models)
Insytec (NL) TRIZ Explorer
TriSolver Group (DE) TRISOLVER
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Some Core Concepts of TRIZ:
1. Ideality - Ideal Final Result
2. Contradictions - Contradiction Matrix
3. Use of Resources - Systems Thinking / Analysis
4. Patterns of Evolution
5. Innovative Principles - 40 Principles
6. Functionality / Functional Analysis – Su Field Analysis
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Ideality EquationWhere: I - the degree of ideality;
F - a function delivered of a positive effect;P - negative effect, expenses;i - a number of variable F;j - a number of variable P.
(*This formulae (in more simplified form) was first proposed by Boris Goldovsky in 1974.)
Methods of Idealization: 2.1. Reduction of some parts of a system or a process. 2.2. Increase of a number of delivered functions2.3. Increase of specific parameters.2.4. Using advanced equipment, materials, processes.2.5. Elimination of undesired effects .2.6. Using of disposable objects. 2.7. Using block-structured designs. 2.8. Using expensive materials in necessary zones only. 2.9. Using resources.
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The Ideal Final Result (IFR)
The Ideal Final Result Ideal Final Result describes the solution to a technical problem, independent of the mechanism or constraints of the original problem.The ideal system occupies no space, has no
weight, requires no labor, requires no maintenance, etc.
The ideal system delivers benefit without harm.
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40 Principles
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The 39 Standard Features WEIGHT (of an object that can move, or is moving) POWER
WEIGHT (of an object that is still or can't move) ENERGY WASTED
DIMENSION (of an object that can move, or is moving) MATTER WASTED
DIMENSION (of an object that is still or can't move) INFORMATION LOSS
AREA (of an object that can move, or is moving) TIME WASTED
AREA (of an object that is still or can't move) QUANTITY OF MATTER
VOLUME (of an object that can move, or is moving) RELIABILITY
VOLUME (of an object that is still or can't move) MEASUREMENT ACCURACY
SPEED MANUFACTURING ACCURACY
FORCE HARMFUL EFFECTS (on object)
PRESSURE, TENSION HARMFUL SIDE EFFECTS
SHAPE MANUFACTURABILITY
STABILITY EASE OF USE
STRENGTH EASE OF REPAIR
DURABILITY (of an object that can move, or is moving) ADAPTABILITY
DURABILITY (of an object that is still or can't move) SYSTEM COMPLEXITY
TEMPERATURE CONTROL COMPLEXITY
BRIGHTNESS DEGREE OF AUTOMATION
ENERGY (used by of an object that can move, or is moving) PRODUCTIVITY
ENERGY (used by of an object that is still or can't move)
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Contradiction Matrix
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Technical Contradiction – Definition
Altshuller defined a Technical Contradiction as the embodiment of the following situation:
An improvement in one characteristic of a system results in the degradation of another characteristic.
Altshuller identified ~1250 technical contradictions which, although traditionally addressed by compromise or trade-off, had been successfully solved by creative inventors
Technical contradictions are often “hidden” by the way in which we express our knowledge about a system.
Look for the words: trade-off, compromise or sacrifice.
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What are the benefits Solve problems Enhanced Innovation Skills (personal development)
of students/employees Increased productivity levels Accelerated time to market Decreased costs / Improve return on investment Targeting Quality improvement
Anticipating and responding to customer needs Improve product and process quality
Reducing warranty claims and recalls Anticipate the competition
“Discovery consists of looking at the same thing as everyone else and thinking something different”
--- Albert Szent-Gyorgi
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TRIZ Work Recognized-Samsung Award Samsung Electronics (Korea): In 2001 twelve engineers
and three 6 Sigma Black Belts were certified as IMC Innovation Masters. In Q3 2002 a group of another 12 Samsung engineers are starting the program.
The Advanced Institute of Technology of the Samsung Corporation has recognized the work of Nikolay Shpakovsky with a very significant corporate award for the savings of 120 billion won (US$91,200,000.00). Nikolay conducted TRIZ training at Samsung for more than 2000 employees.
3rd party trademarks and copyrights are the sole property of their owners
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More Industry Results and Metrics
Tripled their patent portfolio production. Saved $8M on one project.
Saved 8 hrs out of an 80 hr manufacturing process and $300,000 in equipment costs.
Developed a solution that will save them millions of dollars a year.
A $2.5M savings is projected over the life of a system optimized using TechOptimizer.
With only 24 hours of TRIZ training and TO usage can actually double the creativity of engineers. Fuji Film Co (Japan): After IMC basic training on
TechOptimizer an engineer submitted 15 patent application during 4 months.
3rd party trademarks and copyrights are the sole property of their owners
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Other Industry Examples of TRIZBefore/after measurement of quantity of concepts
and quality of concepts taken from 15 team-based, major projects at
The average from 15 projects were as follows: 10 times more concepts were generated using
TechOptimizer in 1/20th the time. This was measured by the group documenting the # of
concepts they had for the problem/project before starting the TechOptimizer session and how long it took to generate them. This was then compared with the output from the TechOptimizer session.
½ of the new concepts generated were judged by the team to be better concepts than the baseline.
This 2nd measurement was performed by comparing the new concepts to the best previously known concept (i.e. the baseline concept). The criteria for judging this was entirely determined by the customer (e.g. time to implement, cost to implement, performance parameters, etc.).
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Courses on Methods of Design and as a part of different engineering
courses (43 schools worldwide): University of Connecticut (US) MIT (US) University of Florence (Italy) University of Parma (Italy) University of Bergamo (Italy) University of Milan (Italy) University of Udine (Italy) University of Naples (Italy) Technical University of Milan (Italy) University of Enlangen – Nuremberg (Germany) University of Cottbus (Germany) Cranfield University (UK) University of Bath (UK) Gogenchool Limburg University (Holland) University of Leoben (Austria) Royal Institute of Technology (Sweden) Technical University of Brno (Czech Republic) Technical University of Liverec (Czech Republic) Monterrey Institute of Technology (Mexico), etc.
TRIZ and Academia (IMC experience)
Originally presented @ TRIZCON 2002
“Integrating TRIZ into Academia (MIT, European Schools) and
Corporate Training (Six Sigma)” by Sergei Ikovenko, PhD, EngD, PE
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Stages Of Learning TRIZ use in a company
Never Heard Of Never Heard Of TRIZ TRIZ 11
We Talk About itWe Talk About it22
Management Management made us use itmade us use it
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Some Small Some Small SuccessesSuccesses44
SubconsciousSubconsciousIncompetenceIncompetence11
ConsciousConsciousIncompetenceIncompetence22
ConsciousConsciousCompetenceCompetence
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SubconsciousSubconsciousCompetenceCompetence
44 Proper & Proper & Regular UseRegular Use
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Originally presented @ TRIZCON 2002 “Integrating TRIZ into Academia (MIT, European Schools) and Corporate Training (Six Sigma)”
by Sergei Ikovenko, PhD, EngD, PE
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TechOptimizer ™ use in Universities
The Universities teach TRIZ that is a theory, but its practical application has a long learning curve.
After lectures on TRIZ students then use and apply the software tools in labs working on exercises and the final project of the course is a written analysis and report generated by TechOptimizer ™.
Originally presented @ TRIZCON 2002 “Integrating TRIZ into Academia (MIT, European Schools) and Corporate Training (Six Sigma)”
by Sergei Ikovenko, PhD, EngD, PE
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Metrics of TRIZ: MIT Experiments 1996-1997 Invention Machine Corporation taught seminars on
TRIZ with their s/w tools to MIT graduate students Effectiveness of experiment:
One group of MIT students who finished IMC course and the other group of MIT students who knew nothing of their software and the methodology were given a real problem from the industry. The participants had 2 hours to work on the problem. Those who knew how to use TRIZ/TechOptimizer (TO) could use it, the group that had not attended training just used their knowledge and imagination.
In the end a committee that included representatives from both groups and IMC/MIT representatives analyzed the results.
Results: Group that had attended training and used TRIZ/TO generated 80%
more concepts than the other group. Quality-wise, the inventiveness of the concepts of the trained group
was much higher.
Originally presented @ TRIZCON 2002 “Integrating TRIZ into Academia (MIT, European Schools) and Corporate Training (Six Sigma)”
by Sergei Ikovenko, PhD, EngD, PE
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Exercise
“The 40 Principles Game”
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Problem Statement DefinitionWrite down in your own words what the
problem isWrite down what your version of the Ideal
Final Result isWrite down why can’t you achieve that?Now you know what the problem is. The
problem you want to work is the one that is preventing you from ideality. So often so that people are working on the mechanism and not the root issue that should be focused on.
“It is not enough to just do your best or work hard; You must know what to work on.”
--- W. Edward Deming
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Ideality =
Systems Evolve to Increase IdealityIdeality
Benefits `
Costs + Harm
System Evolution is in the direction of Increasing benefits
Decreasing costs
Decreasing harm
Project Justification: The IFR is the metric that your project needs to be compared against
to that of the current solution or even other competing projects
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IFR: 4 Characteristics
1. Eliminates the deficiencies of the original system
2. Preserves the advantages of the original system
3. Does not make the system more complicated (uses free or available resources.)
4. Does not introduce new disadvantages
“ Think of the end before the beginning.” --- Leonardo da Vinci
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Example of dependency of Ideal Final Result and Point-of-View
Buyer•Cost•Functional Capability
Competitor• Lower Cost• Higher Quality• Improved Functionality• Increased Market Share
End User• Performance• Quality
Manufacturer• Profit Margins• MSS• Turnover of Inventory• ROI, RONA• COGS
Distributor• Profit Margins• Turnover of Inventory• ROI, RONA
Supplier• Lead Times• Key components• Inventory Turnover• COGS
Inventor / Visionary• Ideality – Function is performed without the existence of the System
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Examples of Ideal Final Result
Your examples ??Your examples ?? IFR’s at the long term and short term levelDecide which problem to solveApply constraints, then redefine the problem.
Create a new IFR if necessaryUse the resources of the system (let the (let the
problem solve itself!)problem solve itself!)
“Few things are impracticable in themselves; and it is for want of application, rather then means, that men fail of success”
--- La Rochefoucald
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Solving Problems with PrinciplesThere are 39 features that describe technical
systems– Strength, weight, area, volume, temperature,
complexity, durability...
– Refer to the Contradiction Matrix Contradiction Matrix for all 39
If your problem doesn’t fit these, try thinking by analogy
– “Weight” or “force” might represent “resistance to change”
If your problem still doesn’t fit, use all 40 (random order will help!)
Now pick a principle and students are to provide an answer
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Identifying Contradictions
Nearly all great inventions are the result of the resolution of one or more contradictions
Consider the example: I-BeamUsing the contradiction matrix, find the
feature row that most closely matches the feature that improves
Using the contradiction matrix, find the feature column that most closely matches the feature that gets worse
This is the first “technical contradiction pair”“technical contradiction pair”
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Technical Contradiction – ExampleContradiction Examples: We want the tool to be stronger, but we must make a trade-off
between strength and the tool’s weight For a car to get increased power, fuel efficiency must be sacrificed.
This type of contradiction is known as a Tradeoff contradiction
Tradeoff contradiction means that if something good happens, something bad happens
Example seen and solved: Attempts to improve the STRENGTH of an object result in an
undesirable increase in its WEIGHT Solution to the contradiction is used in the design of military aircraft
wings, which are made of plastic composites and carbon fibers to provide strength and low weight
PRINCIPLE: Replace a homogenous material with a composite material
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Using the Contradiction Matrix
For each pair, locate the principle numbers in the cell for that row and column
Read the corresponding principlesConsider each principle carefully If your solution creates new
problems, use TRIZ to solvethe problems!
Improves
Deg
rade
s
6,1422
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The 40 Principles GameBreak into teams/groups of 2-5 peopleEach group gets a list of principles and
examplesFind one example from your personal or
business life for each principleReport to the group on your best best examples
What were your criteria for “best”??
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Taking the Game to School/Work
Practice identifying the principles that apply to innovative products and processes
Identify the contradictions that made the innovation necessary
Do this every day for the weekweek!This develops the ability to see principles in action.Now you are ready to begin applying TRIZ to
technical problems*
* STRONGLY RECOMMENDED TO TAKE WORKSHOPS, GET MORE BOOKS ON TRIZ and you can use the www.triz-journal.com website as a resource for learning more about TRIZ.
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Solving A Real Problem with 2 TRIZ Tools
State the Ideal Final Result (Does thissuggest a solution? Can the resourcessolve the problem?)
TranslateTranslate your problem statement into a contradictioncontradiction
Use the principles indicated by the contradiction to create solutions (Or, use all 40!)
Repeat to improve the solutionsRepeat to improve the solutions
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References Used and Recommended
The #1 best reference and resource for TRIZ material: www.triz-journal.com
“Simplified TRIZ – New Problem Solving for Engineers and Manufacturing Professionals” by Ellen Domb & Kalevi Rantanen
“The Science of Innovation: A Managerial Overview of the TRIZ Methodology” by Victor Fey and Eugene Rivin
“And Suddenly the Inventor Appeared: TRIZ, the Theory of Inventive Problem Solving” by H.Altov (pseudonym for G. Altshuller) translated by Lev Shulyak. Available from the Altshuller Institute, www.aitriz.org
“TRIZ: An Approach to Systematic Innovation” E.Domb, K. Tate, R. King. Methuen, MA, USA. GOAL/QPC, 1997. (800)643-4316 or www.goalqpc.com
“Systematic Innovation” J.Terninko, A.Zusman, B.Zlotin. Nottingham, NH USA Responsible Management, 1997. Available from “Products and Services” page of The TRIZ Journal.
“TRIZ: The Right Solution at the Right Time” Y. Salamatov. Edited by V. Souchkov, translated by M. Strogaya and S. Yakovlev. Insytec, 1998. Available from “Products and Services” page of The TRIZ Journal.
Additional sources citied as articles provided to audience
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University Professors who teach TRIZ
Timothy G. Clapp Ph.D., P.E.Professor of College of Textiles,
North Carolina State University Raleigh, NC 27695Phone: +1 (919) 515-6566Email: tclapp@tx.ncsu.edu
Michael S. Slocum Ph.D., Adjunct Assistant Professor at the College of Textiles, North
Carolina State University.Principal & Chief Scientist, for The Inventioneering Company
2820 Drake AvenueCosta Mesa, CA 92626Phone: +1 (714) 641-0677 Email: slocum1946@aol.com
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Consultants to assist in deploying TRIZ
Ellen Domb - Can provide recommendations on the best consultants for your company’s or university’s needs. Editor of www.triz-journal.com President of PQR Group. US consulting firm.
– 190 N. Mountain Ave. Upland CA 91786 USA– Phone: +1 (909) 949-0857 Fax: +1 (909) 949-2968– Email: editor@triz-journal.com
Sergei Ikovenko Director of Advanced Programs Worldwide Invention Machine
Corporation Adjunct Professor @ MIT Formal diploma/certification as TRIZ instructor/consultant from G.
Altshuller– Invention Machine Corporation. 133 Portland St., 5th floor.
Boston, MA 02114– Phone: +1 (617) 305-9250 Fax: +1 (617) 305-9253– Email: sergei_ikovenko@invention-machine.com
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The Challenge
What is the product that is produced by Universities?
Who is the customer of the University’s product?The University that supplies the right product with the
desired attributes will be enabling itself to get more funding from industry and more students to follow since it will be recognized that the degrees from that University = well paying jobs
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