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TRIZ Presentation to TRIZ Presentation to ASEMEPASEMEP

Presented by Richard Platt

Intel Corporation

27 June 2002

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AgendaAgenda

What is TRIZWhat can it do for Engineering &

Manufacturing organizationsWhat is the level of TRIZ deployment

within corporationsWhat are some resultsReferencesConsulting Resources

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Reasons Why Organizations Reasons Why Organizations Need New MethodsNeed 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. MenckenThere is an easy solution to every problem – neat, plausible...and wrong” --- H.L. Mencken

“ “ Always look for a second right answer ” --- Charles ThompsonAlways look for a second right answer ” --- Charles Thompson

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Innovation ProcessInnovation ProcessThe Innovation Process Targets Three

Primary Objectives:

1. To help engineers to meet increased market demands during the product development cycle, driven by market pressures

2. To help engineers overcome obstacles during the problem-solving process

3. To integrate proven product-development methodologies and industry know-how

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Conventional Conventional ApproachApproach

ENGINEERING SITUATION ENGINEERING SITUATION

MANUAL BRAINSTORMING, GROUP KNOWLEDGE

MANUAL BRAINSTORMING, GROUP KNOWLEDGE

CONCEPTSCONCEPTS

INTUITION, PERSONAL KNOWLEDGEINTUITION, PERSONAL KNOWLEDGE

and

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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.” The thinking that got you into a particular problem, will not get you out of it.”

-- Albert Einstein-- Albert Einstein

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What is TRIZ?What is TRIZ?Structured methodology for directed

development of new products and processes

Data-based creativity and innovation SystematicPredictable

Generates multiple potential solution paths Is tactical for use in day to day technical

problem solving as well as strategicWorks 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 ThompsonCreativity consists of coming up with many ideas, not just that one great idea.” --- Charles Thompson

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The Basis of TRIZ: The Basis of TRIZ: Patent ResearchPatent 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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TRIZ Makes the Research TRIZ Makes the Research Accessible for Your ProblemAccessible for Your Problem

All the TRIZ tools follow this path:

Your specific problem

TRIZ general problem

TRIZ generalsolution

Your specificsolution

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Development of TRIZDevelopment 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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What are the benefitsWhat are the benefits Solve problems Enhanced Innovation Skills (personal development)

of 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” Discovery consists of looking at the same thing as everyone else and thinking something different” --- Albert Szent-Gyorgi--- Albert Szent-Gyorgi

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TRIZ in ManufacturingTRIZ in Manufacturing TRIZ use has increased in the manufacturing

industry in the Western world. Different factors driving this are:1. Companies introduce product innovations faster and have

more difficulty attracting skilled R&D professionals. 2. The availability of state-of-the-art software supporting the TRIZ

methodology.

Impact & focus of TRIZ use in Manufacturing :1. The ‘product’ is intimately linked to the process by which it is

made . Any change in the product is mostly achieved by an adaptation of the process.

2. TRIZ knowledge base has initially been built on information contained in patents. But ‘kitchen secrets’ of how to produce a metal alloy or an engineering plastic are usually not patented.

3. Causes of a problem in a process cannot easily be pinpointed. The problems can be tracked down to causes in areas like raw materials, chemistry, control loops etc.

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TRIZ in the Process IndustryTRIZ in the Process Industry

1. Functional modeling and trimming2. Root Cause Analysis and Problem Analysis3. Generic knowledge in principles

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ConclusionsConclusions about TRIZ and about TRIZ and ManufacturingManufacturing

TRIZ is being successfully applied in the process industry. Already the introduction of functional analysis offers a lot of added benefit and possibilities for further improvement

RCA + TRIZ are a strong team. Making explicit the possible causes of a problem and their interdependence is an important step to make before trying to solve the problem.

TRIZ knowledge is indeed generic enough to be used for production processes The adoption of TRIZ as a methodology for solving problems in the

process industry would benefit a lot if more cases studies would be published.

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The 7 areas of the Baldrige Award Criteria, The 7 areas of the Baldrige Award Criteria, and the creativity challenges in each area. and the creativity challenges in each area.

Section Creativity Issues

1. Leadership How do you seek future opportunities, communicate values, address social and community responsibilities, improve the leadership system

2. Strategic Planning

How do you anticipate customer and market expectations, create of new opportunities. What are the product and service development methods. How are action plans are developed?

3. Customer and Market Focus

What are your approaches to listening to customers and non-customers? How are customer-focused new services and products developed? How are the processes for listening to customers and markets improved?

4. Information and Analysis

How data are gathered, how data are used for decision making, how are comparative data gathered and used?

5. Human Resource Focus

How are work systems designed so that all employees contribute to the organization’s performance and learning objectives? How do you use training/education , how do you improve employee work environment and employee satisfaction?

6. Process Management

How do customer and market requirements influence new service and product design? How do you develop new methods of production/delivery? How are processes improved? How are support processes managed and improved? How are supplier/partner processes developed and improved?

7. Business Results

What organization-specific results should be measured? What actions should be taken in response to results in any area?

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The Malcolm Baldrige Award and TRIZThe Malcolm Baldrige Award and TRIZ

The TRIZ techniques, and how they apply to the Baldrige Award Criteria areas. Key: X = techniques now in use. N = techniques where the application of TRIZ

is new.

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-30%

-20%

-10%

0%

10%

20%

30%

40%

50%

60%

Q3 2000 Q4 2000 Q1 2001 Q2 2001 Q3 2001 Q4 2001 Q1 2002

Op

erat

ing

Mar

gin

%Improving Customer Operating

MarginsEarly Stages of a Cyclical Recovery

Source: Company Reports

Intel TSMC

Samsung

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TRIZ Work Recognized-Samsung AwardTRIZ 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 ResultsMore Industry Results 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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Metrics of TRIZ in IndustryMetrics of TRIZ in IndustryBefore/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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Metrics of TRIZ: MIT ExperimentsMetrics 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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Presentation 1st presented @ TRIZCON 2002

Integrating TRIZ into Academia

(MIT, European Schools) and Corporate Training (Six Sigma)

Sergei Ikovenko, PhD, EngD, PE

Director of Advanced Programs Worldwide

Invention Machine Corporation &

Adjunct Professor, MIT

Used by permission of author3rd party trademarks and copyrights are the sole property of their owners

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Different patterns of TRIZ deploymentDifferent patterns of TRIZ deployment

1. Through software with training on some theoretical concepts.

- Procter & Gamble

- Shell Oil Company

- Colgate Palmolive

- Weyerhaeuser

- Kimberly-Clark

- Mitsubishi Research Institute

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- Procter & Gamble (Germany - paper)

- Unilever (UK)

- Samsung Electronics (Korea)

- Bosch (Germany)

- Alstom

- Honda (Japan)

2. Preparing internal facilitators 2. Preparing internal facilitators in different departmentsin different departments

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3. Preparing an internal group of 3. Preparing an internal group of consultantsconsultants

- DSM (TRIZpertise group)

- Samsung Electronics

- Delphi Automotive

- Saipem –ENI group

- Whirlpool Europe

- Colgate Palmolive, 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 AcademiaTRIZ and Academia

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Obstacles to company-wide adoption Obstacles to company-wide adoption of TRIZ are human, not technical:of TRIZ are human, not technical:

Time: People are too busy "fighting fires" to learn new methods of fire prevention

Suspicion: Other "new methods" have over-promised productivity improvement, customer satisfaction, faster time to market, higher ROI or EVA, etc.

Traditional methods of project management: If the success of a project is measured by traditional milestones, and the new process doesn't match those milestones, there will be great pressure to work within the existing system.

The NIH syndrome. NIH means "not invented here" and can have double meaning for TRIZ-both "not invented in the organization" and "not invented in this country." A sub-category of NIH is "Well, it may work for so-and-so, but it won't work for us." Our problems are different/high tech/not in their data base/controlled by regulators, etc.

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Flow chart for TRIZ implementation Flow chart for TRIZ implementation

Project consulting (the "External" branch marked can also be done without initial training, if the goal is to get immediate technical results.

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Integrating TRIZ with other toolsIntegrating TRIZ with other toolsTRIZ/QFD/Robust design TRIZ/DFM-A

TRIZ/TOC

TRIZ/Concurrent Engineering (or Integrated Product and Process Engineering, or Product Development Teams, or Supplier/Developer/Customer teams)

You will need to have a “Champion” to nurture TRIZ until you achieve this level of integration

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References Used and References Used and RecommendedRecommended

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.

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Consultants to assist in deploying TRIZConsultants 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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““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?Why innovate?