triz and why it is important for six sigma and design for ... · pdf filetriz and why it is...

TRIZ and Why it is

Important for Six Sigma

and Design for Six

Sigma

Larry R. Smith

[email protected]

Define Measure Analyze Improve Control

SIX SIGMA PROBLEM SOLVING

Histograms

CE Diagrams

Check Sheets

Pareto Diagrams

Flow Charts

Statistical

Process Control

Scatter Diagrams

7 B

AS

IC Q

UA

LIT

Y T

OO

LS

Strongly Used Moderately Used

Traditional Problem Solving

Define

Problem

Measure

Analyze

Develop

Concepts Improve Control

Weak

Widely Used Techniques Robust Design Reliability

Analysis

QFD

Outline

•Domain Model

•TRIZ in Six Sigma

•TRIZ in Design for Six Sigma

• Introduction to TRIZ

Domain Model of Quality

Concepts

Customer

Domain

Functional

Domain

Physical

Domain

Process

Domain

{CAs} {FRs} {DPs} {PVs}

Levels of Thinking

Events

Patterns

Structure

Combined Model

Events

Patterns

Structure

Customer

Domain

Functional

Domain

Physical

Domain

Process

Domain

Events

• Sales

• Plant Production

• Cash

• Profits

High

Break Even

Low

Expand

Contract

Shut Down

Negative

Positive

High

Low

Loss

After WWII: Quality Based On

Inspection Events

Events

Patterns

Structure

Customer

Domain

Functional

Domain

Physical

Domain

Process

Domain

Inspection

& Problem

Solving

Inspection

DV testing

Warranty

& Problem

Solving

Statistical Process Control

– Dr. Deming introduced statistical

thinking/SPC to Japan after WWII

– He taught Dr. Walter Shewhart’s

concepts of PDCA and SPC

– SPC is an excellent method of

monitoring trends in the Process

Domain

– Introducing SPC to Japan made

significant differences in Quality

Domain Model

Events

Patterns

Structure

Customer

Domain

Functional

Domain

Physical

Domain

Process

Domain

SPC

Inspection

& Problem

Solving

Inspection

DV testing

Warranty

& Problem

Solving

Quality Function Deployment

– QFD is a Pattern Level tool in the

Customer Domain

– QFD is a method for translating the “Voice

of the Customer” into the “Voice of the

Engineer”

– Quality Tables enable QFD to function

– QFD manages Customer Domain patterns

so that the events (customer satisfaction,

customer complaints, warranty) are

improved

Domain Model

Events

Patterns

Structure

Customer

Domain

Functional

Domain

Physical

Domain

Process

Domain

QFD SPC

Inspection

& Problem

Solving

Inspection

DV testing

Warranty

& Problem

Solving

Domain Model

Events

Patterns

Structure

Customer

Domain

Functional

Domain

Physical

Domain

Process

Domain

QFD SPC

Inspection

& Problem

Solving

Inspection

DV testing

Warranty

& Problem

Solving

DFM FMEA

Parameter

Design DFA

VA/VE

Systems

Engineering

Focus of Six Sigma and

Design for Six Sigma

Events

Patterns

Structure

Customer

Domain

Functional

Domain

Physical

Domain

Process

Domain

Inspection

& Scrap/

Rework

Verification Tests

Warranty,

Customer

Complaints

QFD SPC

DFM FMEA

Parameter

Design DFA

VA/VE

Systems

Engineering

Axiomatic

Design

TRIZ

Six Sigma Design for Six Sigma

TRIZ

Directed

Evolution

Axiomatic

Design

TRIZ

Structure

– Structure is a higher Level of Thinking

– Structure establishes the fundamental architecture of a system responsible for trends

– The structure has greatest leverage when established up-front in the development process and enables patterns and events later in the process to work much better

– TRIZ and Axiomatic Design are tools to aid in creating a good structure

Domain Model

Events

Patterns

Structure

Customer

Domain

Functional

Domain

Physical

Domain

Process

Domain

QFD SPC

Inspection

& Problem

Solving

Inspection

DV testing

Warranty

& Problem

Solving

Axiomatic

Design

TRIZ

DFM FMEA

Parameter

Design DFA

VA/VE

Systems

Engineering

Preventative

Maintenance

Axiomatic

Design

TRIZ

TRIZ

Directed

Evolution

• Altshuller recognized that the same

fundamental problems 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

had knowledge of the earlier solution, their

task would have been straightforward

• He sought to extract, compile, and organize

such information

Patterns of Invention Genrich S. Altshuller

(1926 - 1998) - the Father of TRIZ

TRIZ is Based on Technology,

Rather than Psychology

Key Findings

•Levels of invention

•Definition of inventive problems

•Patterns of invention

• Patterns of system evolution

Patents *

(Worldwide)

* Today over 3,000,000 patents

have been investigated.

Dealing with Contradictions

• Conventional way – compromise or trade-off.

• TRIZ way – resolve the contradiction.

A B

Levels of Invention (Solution) M

ovin

g t

o h

igher

levels

of

innova

tion

• Level 5: Discovery

– Pioneering of an essentially new system

• Laser, radio, airplane

• Level 4: Invention outside the paradigm

– A concept for a new generation of an existing system, based on changing the principle of performing the primary function

• Jet aircraft, integrated circuit

• Level 3: Invention inside the paradigm

– Essential improvement of an existing system

• Automatic transmission, radio telephone

• Level 2: Improvement

– Small improvements of an existing system, usually with some compromise

• Bifocal glasses, beeper

• Level 1: Apparent (no invention)

– Established solutions; well-known and readily accessible

What is an Inventive Situation?

Known Problem

New Problem

New Knowledge

(Scientific Problems)

New knowledge applied to known problems.

Example: New plastics provide strong, lightweight products.

New knowledge applied to new problems.

Example: Various uses for lasers (surgery, etc).

Existing Knowledge

(Engineering Problems)

Existing knowledge applied to solve known problems.

Example: All engineering tasks with generally known solutions.

Existing knowledge does not provide a satisfactory

solution.

We are dealing with an Inventive Situation

new approach is needed

No known means for solution

Involves one or more CONTRADICTIONS

Functions

• Functions are conceptual ideas linked with the actions or workings of system or sub-system structures, and are typically expressed using an active verb and a measurable noun.

• Examples: provides training, takes time, increases strength, decreases reliability, increases weight, reduces variability, pumps water, stores ink, indicates temperature, excludes dust, provides lift, delivers pizza, reduces speed, etc.

• System functions can be helpful or harmful, desirable or not desirable, passive or active, useful or wasteful.

Contradictions are System Conflicts

• A contradiction occurs when system functions conflict

• A technical contradiction is a situation where an improvement in at least one useful function of a system or sub-system results in the deterioration of or movement off-target of at least one other useful function in the same system or sub-system.

• A physical contradiction is when a function conflicts with itself (a specific function should have two different values at the same time).

Technical Contradictions

• As automobile acceleration increases (improvement), both fuel economy and emissions deteriorate

• The brake system is very responsive, but the rotors wear out quickly

• The component is easy to assemble, but difficult to take apart for repair

• The product becomes stronger (improvement), but its weight increases (bad)

• We improve the capability of our workers (good), then they find jobs elsewhere (bad)

• Exercise is good for you, but relatively unpleasant and takes time (bad)

Physical Contradictions

• A wing of airplane should have a large area (to provide lift for take off and landing), but the same wing should have a small area (to reduce drag and achieve higher speed)

• An automobile airbag should deploy fast (to protect an adult passenger), but should also deploy slowly (to avoid injuring a child passenger)

• A pen tip should be sharp to draw fine lines, and blunt to avoid tearing the paper

• The office temperature should be very warm to make Sue comfortable and very cool to make Sam comfortable.

• The surgeon should spend a lot of time scrubbing to avoid infections, but should scrub quickly because everyone is waiting

• Aircraft landing gear should be present for takeoff and landing and absent (to avoid drag) during flight

The Theory of Strong Thinking (OTSM)

Physical Contradiction

Some Function Improves

Some Function Degrades

Is the Pattern of System Conflicts and the link between technical and physical contradictions in

a system

Technical Contradiction

• List some characteristics of an ideal pen (write with

many colors, comfortable in hand, …)

• Identify a contradiction (when more colors are added, the pen becomes thicker and more uncomfortable)

• Use Altshuller’s matrix to come up with some solution ideas

Example: What is an Ideal Pen?

What is the Technical Contradiction or System

Conflict?

Want a Thicker Pen

More Colors

Uncomfortable to Use

Altshuller’s 39 Parameters

1. Weight of moving

2. Weight of non-moving

object

3. Length of moving object

4. Length of non-moving

object

5. Area of moving object

6. Area of non-moving

object

7. Volume of moving object

8. Volume of non- moving object

9. Speed

10. Force

11. Tension, pressure

12. Shape

13. Stability of object

14. Strength

15. Durability of moving object

16. Durability of non-moving object

17. Temperature

18. Brightness

19. Energy spent by moving object

20. Energy spent by non- moving object

21. Power

22. Waste of energy

23. Waste of substance

24. Loss of information

25. Waste of time

26. Amount of Substance

27. Reliability

28. Accuracy of measurement

29. Accuracy of manufacturing

30. Harmful factors acting on object

31. Harmful side effects

32. Manufacturability

33. Convenience of use

34. Repairability

35. Adaptability

36. Complexity of device

37. Complexity of control

38. Level of automation

39. Productivity

Inventive Principles Solution:

1. In the contradiction matrix, determine the system

properties or functions that are desirable to improve,

increase, or to change to a different degree.

The system property or function the team wants to increase or improve is to make many colors of ink available for the pen user.

#26 – Amount of Substance (thinking the more colors, the more substance we have),

#33 – Convenience of Use (thinking more colors would be so convenient), and

#36 – Complexity of the Device (thinking the more colors we add, the more complex the pen design becomes).

Inventive Principles

2. In the contradiction matrix, determine the system

properties or functions that deteriorate while the

improvements are being made to the desirable

functions.

As more colors are added the pen design becomes too thick and uncomfortable in the consumer’s hand.

#7 – Volume of a Moving Object (thinking that the pen is movable and the volume increases as more colors are added), and

#12 – Shape (thinking that it is the shape of a think pen that feels uncomfortable).

Recommended principles

Resolving Technical Contradictions or System Conflicts

Characteristic that is getting worse

Characteristic to be improved

Amount of Substance

Spee

d

35 29

34 28

1. Segmentation 2. Extraction 3. Local Quality 4. Asymmetry 5. Consolidation 6. Universality 7. ‘Nested Doll’ 8. Counterweight 9. Prior Counteraction 10. Prior Action 11. Cushion in Advance 12. Equipotentiality 13. Do It in Reverse 14. Spheroidality 15. Dynamicity 16. Partial or Excessive Action 17. Another Dimension 18. Mechanical Vibration 19. Periodic Action 20. Continuity of Useful Action

21. Rushing Through 22. Convert Harm into Benefit 23. Feedback 24. Mediator 25. Self Service 26. Copying 27. Dispose 28. Mechanical Substitution 29. Pneumatics and Hydraulics 30. Flexible Shells/Thin Films 31. Porous Materials 32. Color Changes 33. Homogeneity 34. Rejecting and Regenerating 35. Transformation Principles 36. Phase Transitions 37. Thermal Expansion 38. Accelerated Oxidation 39. Inert Atmosphere 40. Composite Materials



WA

NT

MA

NY

CO

LO

RS

PEN IS TOO THICK, FEELS UNCOMFORTABLE

26. AMOUNT OF

SUBSTANCE

33. CONVENIENCE

OF USE

36. COMPLEXITY

OF THE

DEVICE

7. VOLUME OF

MOVING

OBJECT12. SHAPE

15, 20, 29

1, 16, 35, 15

34, 26, 6

35, 14

15, 34, 29, 28

29, 13, 28, 15

3. Find the relevant principles associated with resolving the system conflict, and

brainstorm starting with the most frequently referenced inventive principles.


Principle # Frequency

15 4

29 3

28, 34, 35 2

1, 6, 13, 14, 16, 20, 26 1

Inventive Principles Principle 15, Dynamicity (See Attachment):

15a. Make an object or its environment automatically adjust for optimal performance at each stage of the operation

An idea of having a pen with three primary colors and using ink-jet technology to mix the primary colors to print any color at the pen tip.

15b. Divide an object into elements which can change position relative to each other

Create very short ink pens of various colors and stack them upon each other to form the body of the pen. When a user wants a different color, the user simply puts the color he/she wants at the bottom of the stack.

15c. If an object is immovable, make it moveable or interchangeable

Make a pen where a variety of ink cartridges are stored in a large chamber above the user’s hand. The user selects the color by sliding this colored cartridge into position inside the

thinner chamber where the user holds the pen.

Benefits of TRIZ in Problem Solving:

• Understand Root Cause

• Example: Diesel Engine Hitching Problem

• Develop Solution Options

• Example: Bearing Walk-Out Problem

• Example: Escort Idle NVH

• Example: Developing Management Strategy

Hitching or Ringing

• Slow oscillation of vehicle rpm under steady pedal position (ringing) or cruise control conditions (hitching)

• An unexpected bucking or surging of the vehicle with cruise control engaged, especially under load (as in towing)

• A vehicle in speed control mode with engine speed variation of more then fifty rpm (peak-to-peak) at a frequency less than sixteen Hertz

What Makes A Problem Difficult?

• The phenomenon is relatively rare

• The phenomenon involves not only the entire drivetrain hardware and software of a vehicle, but specific road conditions are required to initiate the phenomenon

• Even if all conditions are present, the phenomenon is difficult to reproduce

• If a vehicle is disassembled and then reassembled with the same parts, the phenomenon may completely disappear!

• TRIZ, the Theory of Inventive Problem Solving

• Anticipatory Failure Determination (AFD) – Use of TRIZ to anticipate failures and determine root cause

• Resources existed in the system to support seven different hypothesis

• Circumstances associated with the phenomena narrowed the choices to one probable cause: instability in the controlling system

• A vehicle was instrumented and the condition was observed

Finding Root Cause

6

9

7

10

11

14

16

15

4.1

.2.1

4.1

.2.1

4.1

.2.3

13

4.1

.2.4

4.1

.3

8

13

5

4.4

.1

4.2

.1

4.2

.2.3

4.2

.2.4

12

4.2

.2.2

4.2

.2.7

4.2

.2.5

4.2

.2.1

4.2

.2.6

1

4

4.2

.3.2

4.3

.1.1

4.2

.3.1

4.3

.1.2

4.3

.1.3

3

4.3

.1.4

4.3

.1.5

4.3

.1.6

4.3

.2.1

4.3

.2.2

17

4.3

.3

2

4.4

.1

4.3

.4.2

4.4

.2

34

33

32 31 30 29

28

27 26

25

23

24

22 20

21

19 18

17

16 15 14

13

12 11

Bearing Design

Change

Bearing Type

Replacement

Bearing

Elimination

Bearing

Road Map -- Technological Problem of the Walking Transaxle Bearing

Mechanical Limiters Friction

Control Gear Correction

Deflection

Decrease

Push-Out Forces

Compensation

Sleeve bearing in

center of unit

Number of Directions 11. Sleeve bearing

12. Needle bearing with no rings

13. Conical bearing

14. Inverted bearing

15. Spacer bushing

16. Welded bushing

17. Retaining ring

18. Welding

19. Threaded bushing

20. Step on the bore surface

21. Press fit

22. Loctite

23. Abrasive Particles

24. Spur Gear

25. Teeth angle reduction

26. Gearing angle change

27. Modulus change

28. Satellites Qty change

29. Opposite teeth angle

30. Pre-stress

31. Spline fit change

32. Spiral marks

33. Soft coating of the bearing ring

34. Needles with spiral groove

Welding of the stop

bushing by friction

welding

Ford Ideas in Gray

1. Increase of the compression on the contact surface

2. Spiral marks on the central bore surface

3. Sun gear wall thickness increase (gear correction)

4. Using adhesives (Loctite)

5. Mechanical stop (bushing)

6. Make needle bearing longer

7. Combination of thrust and radial bearing

8. Conical roller bearing

9. Needles profile change (crowned)

10. Bearing ring hardness reduction

11. Bearing ring thickness increase

12. Mechanical stop (welded bushing, small step on the bore surface)

13. Inverted needle bearing (no outer ring)

14. Needles profile change (convex)

15. Sleeve bearing

16. One long bushing per unit

17. Change of the fit of the rear carrier to final drive sun gear spline

Utilization of welding to

restrict the bearing walk-out

Threaded bearing limiter

Abrasive

particles on the

contact surface

Threaded stop

without thread

Bearing assembly

from the opposite

side of the central

Changes in

gearing

profile

Increase in the

number of satellites

Use of helical gearing

with opposite teeth angle

Use of spur gearing Use of helical gearing

with reduced teeth angle

Increase in the


Increase in the


Use of soft

inner layer

Use of needles with

spiral grooves on

the surface

Ford Motor Company

RPM

Second O

rder

Vert

ical C

olu

mn V

elo

city

Initial Vehicle

Best Competitor

Using Air Bag as Absorber (Tuning: 21 Hz)

PROBLEM FORMULATION: MOVING FROM

FIRE FIGHTING TO PREVENTION

Find a way to resolve the contradiction:

[the] (Fire fighting is rewarded) should exist

to obtain [the] (Eliminating current

problems), and should not exist in order to

avoid [the] (Short term vision) and

(Consuming resources).

Find a way to resolve the contradiction:

[the] (All limitations are lifted) should exist

to obtain [the] (Eliminating current

problems), and should not exist in order to

avoid [the] (Reproducing fire fighting

approach) and (Consuming resources).

Building bi- and poly-systems.

Utilize independent partner/platform to conduct a parallel design and

compare to eliminate mistakes and improve timing.

"Towing" bisystem.

“Towing” system – existing methods of Quality assurance. It is

recommended to introduce new elements into them. Build a picture of the future

system we would like to have and develop a smooth transition path.

Another way is to use existing computer tools as a “towing” system.

Alternative bisystem.

Combine design and testing systems. Test engineers should be able to conduct a

“thought” project testing (following specific rules developed for that purpose) and

then run real tests. Testers’ experience together with the knowledge of

Anticipatory Failure Determination methods could be very useful for timely

discovery of possible mistakes.

Design for Six Sigma is a

straightforward, iterative pattern of

team-oriented actions to design and

deliver services or manufacture

products that consistently satisfy

customers despite changing

environmental circumstances and

the passage of time.

What is Design for Six Sigma?

Benefits of TRIZ in Design:

• Understand Evolution of Systems

• Example: Auto Industry’s Next Industrial Revolution

• Example: Catalytic Converter

• Enhance FMEA Process

• Develop Solid Foundation for Design

• Example: Designing a Wind Tunnel

Patterns of Evolution: The Primary TRIZ Postulate

Systems evolve not randomly, but according to objective patterns

Altshuller identified eight basic patterns have been revealed from the research of the history of technology, markets and society that can be purposefully used for systems development without numerous blind trials

Patterns of Evolution

1. Stages of Evolution

2. Evolution toward Increased Ideality

3. Non-Uniform Development of System Elements

4. Evolution toward Increased Dynamism and Controllability

5. Increased Complexity Then Simplification

6. Evolution with Matching and Mismatching Elements

7. Evolution toward Micro-level and Increased Use of Fields

8. Evolution toward Decreased Human Involvement

Lines of Evolution

Lines of Evolution - more detailed descriptions showing typical sequences of stages that a system follows in the process of its evolution

Today, about 600 lines of Technological Evolution and 40 lines related to market and business evolution have been identified

A Lifecycle in System Evolution

Stage 0 - A system does not yet exist but important conditions for its

emergence are developing.

Stage 1 - A new system appears because of a high - level invention

and begins to develop slowly.

Stage 2 - Begins when society recognizes the value of the new system.

Stage 3 - Begins when the resources on which the original system is based are mostly exhausted.

Stage 4 - Begins when a new system (or the next generation of the current system) emerges to replace the existing one.

Stage 5 - Begins if the new system does not completely replace the existing system, which still has limited applica tion.

1

2

3

Time 0

4 5

Syst

em C

har

acte

rist

ic

Technological Evolution

Time

Technical

Performance

Initial invention ,

performance is

very crude

Many new ideas emerge ,

performance improves at a rapid pace

Only small incremental changes

Little opportunity for improvement

in this technology Strategy for new

technology emerges here

Designing A New Wind Tunnel

The Added Value of TRIZ

Define

Problem

Measure

Analyze

Develop

Concepts Improve Control

TRIZ

”The process of solving

technical problems is

accessible to anyone,

important to learn, and

very exciting to work

through. We can teach

everybody to invent.”

- G. S. Altshuller

Boris

Zlotin

Alla

Zusman

• Define the problem using a system approach

• Form an ideal vision

System Function Problem

Past Future

Subsystems

Supersystems

System Approach

What is the “system”?

What primary function does the system perform?

What problem are we trying to solve?

What changes in the system (etc.) might improve the situation?


Past Future

Subsystems

Supersystems

Supersystem – System – Subsystem


Past Future

Subsystems

Supersystems

Past – Present – Future

What critical events occurred in the past?

What will the next generation of the system look like?

Can we "go back" and change a critical event?

Can we implement a "future" solution today?


Past Future

Subsystems

Supersystems

Input – Output

What enters the system (substances, energy, information, etc.)?

What exits the system?

How does the input become output?

What changes in the input and/or output would improve the situation?


Past Future

Subsystems

Supersystems

Cause – Effect

What causes the problem?

What is the harmful result?

How is the cause trans-formed into the effect?

What changes would eliminate the cause?

What changes would eliminate the effect?

Exercise:

Problem: How can the length of a caged, poisonous snake be measured? Using the Ideation Brainstorming software, obtain ideas for this problem by answering the following questions: From each point of view below, formulate the mini-problem (minimal changes to the system) and imagine the ideal solution (“magical” changes to the system that address the mini-problem): a. Supersystem – System – Subsystems b. Input – Process – Output c. Cause – Problem – Effect d. Past – Present – Future

• The ideal, perfect system will perform all required functions without actually existing!

• Imagine a system where all functions are performed with existing resources.

• Nothing changes, everything remains the same, and all issues are resolved!

Zone of incremental or continuous improvement

Ideality

Zone of high-level innovation

The objective of Inventive Problem Solving is to

strive for:

Ideality Approach A different set of opportunities

Problem/system

• Technical Contradiction(s)

• Physical Contradiction(s)

• Improvement Approaches

• Systems of Operators

• A characteristic must exist in two opposite states

– An airplane wing must have a large area for easy takeoff, and a small area for higher speed

– A pen tip must be sharp to draw fine lines, and blunt to avoid tearing the paper

• A characteristic must be both present and absent

– Aircraft landing gear should be present for landing and absent during flight

– Sandblasting abrasive must be present to abrade, and absent from the product

Physical Contradictions

Example: Silverado 99MY IP and Cup

Holders

• in space

• in time

• between the parts and the whole

• based on different conditions

Separation Principles

To eliminate physical contradictions, the two contradictory requirements are separated . . .

• A characteristic is made larger in one place and smaller in another

– One end of a funnel is wide so that material can be easily poured into it; the other end is narrow so that it can fit inside a small opening.

• A characteristic is present in one place and absent in another – The lower part of bifocal glasses serve as reading glasses; the upper

part provides correction for long-distance vision.

Separation in Space

Example: F-150 99MY IP and Cup-

Holders

Example: Dodge Ram 99MY IP and

Cup-Holders

Sweden – Denmark Bridge

Combination of the two types

of transportation systems:

regular bridge idea and tunnel idea …

separated in space

regular bridge idea

tunnel idea

• A characteristic is made larger during one time and smaller during another

– The airplane wings of some military aircraft can extend to provide large area for takeoff and landing, and retract for high-speed flight.

• A characteristic is present during one time and absent during another

– A staple is pointed as it pierces through paper, and flat when holding papers together.

Separation in Time

• A characteristic has one value at the system level and the opposite value at the component level

– A bicycle chain is made up of multiple rigid components, yet is flexible overall.

• A characteristic exists at the system level and does not exist at the component level (or vice versa)

– Epoxy resin and epoxy hardener are liquids, yet become solid when mixed.

Separation Between Parts & Whole

Physical Contradiction:

A ship’s hull should be wide to be stable

and should be narrow to be speedy – to reduce water drag

WIDE NARROW

One parameter -> width of the ship’s hull, but with different values

Separation Between Parts & Whole

Available solution

- on a Parts or system level, the object has a parameter value A

- on a Whole or super-system level, the object has a parameter value not-A

Have Both Wide And Narrow!

Trimaran Frigate

• A characteristic is high under one condition and low under another

– A sieve is porous for liquids but solid for sand or other solid material.

• A characteristic is present under one condition and absent under another

– A light-sensitive circuit is open in the presence of light and closed in the dark.

Separation Based on Condition

• To plate metal parts with nickel, they are placed in a bath of nickel salt.

Exercise – Plating Metal Parts

• The bath is heated to increase productivity, but the solution becomes unstable.

Apply the separation principles to solve this problem

Formulate technical & physical contradictions

• Technical Contradiction

– Heating increases productivity (A), but wastes material (B)

– Control parameter: temperature

• Physical Contradiction

– Temperature (C) should be high to increase productivity and low to avoid waste

Control Parameter – C

A B

Converting Technical Contradictions

to Physical Contradictions

• Apply the principle of separation in space: Where is the high temperature necessary?

• High temperature is necessary only near the parts ...

• Therefore, the parts can be heated rather than the solution.

Exercise – Plating Metal Parts

Formulate Problem Statements

• Resolve Contradictions and Conflicts

• Make Useful Functions More Useful

• Make Harmful Functions Less Harmful


Useful Function

Harmful Function

System Conflict (functional

contradiction)

Resolve the

Contradiction

Separate in Space

Extract the impeding part (2a)

Remove the required part (2b)

Shift to another dimension (17)

Nesting (7a)

Passing through (7b)

Preliminary action (10)

Hide (24b)

Use pauses (19c)

Dynamicity (15)

Rushing through (21)

Use post-process time (5b, 19c)

Separate in Time

Integration (5a)

Between subsystems (1a)

Asymmetry (4a)

Mediator (24)

Use the culprit (22b)

Use a model or copy (26b)

Separate in Structure

Environmental conditions (22a)

Transform condition (12)

Create condition (3c)

Separate on Condition

Counteract a

Harmful

Function

(Part A)

Mismatch (9a) Apply a structure or organization

that counteracts the harmful function

Restorable Isolation (Introduce an isolating layer by transforming

the harmful function)

Selective Isolation (Create an isolation permeable for a useful

function and impermeable for a harmful function)

Destroyed Interlayer (Introduce an intermediate layer that

facilitates counteraction)

Mask Defects (Multiply a local defect so that a pattern masks it,

makes it look like part of the pattern)

Use Pauses (Allow time for a system to stabilize)

Harm into Benefit (22a)

Find Useful Application (25b)

Amplify a Harmful Action (22c)

Opposite Action (13a)

Inside Out (13c)

Vaccination (9b)

Invert (13) “Think the Opposite”

Search for a variant that will produce

useful results

Separate (1) Divide and then recombine in a way

that eliminates the harmful effect

Partitioning (Divide a harmful function into parts counteracting each other)

Exclude the Cause (Eliminate at least one of the causes of the harmful effect)

Take out the Source Causing the Harmful Function

Extract from the System the Carrier of the Harmful Function

Replace the System with a Model

Stretch Out the Harmful Function to Reduce Intensity

Counteract a

Harmful

Function

(Part B)

Integrate (5) Integrate a structure or organization

to counteract a harmful function

Merge Subsystems that Perform Similar Functions

Build a Bi- or Poly-System

Combine Harmful Functions so they Counteract

Repeat a Counteraction Several Times (19)

Nesting (7)

Dynamism (15) Make the system more dynamic to

avoid a harmful function

Control Make the system more controllable

to avoid a harmful function

Introduce feedback into the system

Enable the system to self-adjust to changing operating

conditions

Replace an uncontrollable system element with an element

that is controllable

Use a controllable opposing process to adjust the system

Introduce flexible, dynamic elements into the system

Dynamic Poly-System of flexibly connected discreet elements

Parallel Restoration by repairing damage during system

operation

Introduce an element to absorb a harmful function

Redirect the harmful function to another element

Confine the harmful function to a specific location or time

Improve a

Useful

Function

(Part A)

Match (3c) Match a particular structure of

the system to optimize the overall

performance of the system

Replace a universal system with a set of specialized

systems

Enable a system to perform more useful functions

Sort elements into groups and treat each group

separately

Equi-potentiality: Create a process or super-system

that removes barriers

Synchronize simultaneous processes

To perform two incompatible functions, perform one

function in pauses of the other



useful results

Separate (1) Divide and then recombine in a

more efficient way

Replace a one-piece system with a partitioned one

Exclude an element by transferring its function to the

remaining elements

Exclude an auxiliary function by transferring it to the

remaining ones

Use a temporary or disposable object instead of an

expensive permanent system

Perform a function partially rather than completely

(80/20 rule)

Take out from the system the part that performs the

useful function

Replace an action in the system with an opposite action

Make mobile parts immobile or vice versa

Turn an object or system inside-out or upside-down

Substitute an internal action for an external one or vice

versa

Improve a

Useful

Function

(Part B)

Integrate (5) Create synergy by consolidating

functions


Build a Bi- or Poly-System by integrating two or

more systems into a new synergistic system

Combine a function with an opposite one for

improved control

Repeat a function several times (19)

Conduct sequential functions concurrently,

simultaneously

Process multiple objects together

Use a mediator to transfer action or energy

Dynamism (15) Make the system more dynamic,

more flexible and adjustable




conditions



Use information obtained from changes in substance

properties to increase system ideality

Use flows from a system as an informational resource

Use flows passing through the system as an informational

resource

Transform static relationships between elements into

flexible, and changeable relationships

Introduce a dynamic, modifiable element into the system

Dynamic Poly-System: Replace a rigid unchangeable

system with a set of flexibly connected discreet elements

Transform a statically stable system into a dynamically

stable system

• There is a shared belief that ASQ

could create a much more responsive

system to provide the quality

community with education and

training.

• A centerpiece of that system could be

sections as training and education

deliverers and divisions as forums

and knowledge generators.

• Start with a clean slate and develop a vision and long

view for our training and education efforts.

• Develop something modern, something responsive to

the needs of customers and members, and something

that makes the best use of ASQ’s tremendous talents

and capabilities.

• This planning will merge nicely into our business

planning cycle to assure we allocate the right

resources for our plan and implementation in the

next fiscal year.

ASQ D EVE LO PS AN D

LI C EN SES M ATER I ALS,

OTH ER S D ELI VER

D EVE LO P AN D MAR KET

IN TEG R ATED

SY STEMS/ SOLU TI ON S

F OR C OR POR ATI ON S

ASQ as an

organ iza tion wil l

f ranc his e ou t it s

lea rn ing m at e ria ls

ASQ c ou ld prov ide one

se t o f tra in ing

m ate r ia ls o f a ll t o us e

ASQ does no t need t o

be the p rov ider of

tra in ing -prov ide the m ap

of the BoK

By pas s t he c ons tan t

re -dev e lopm ent o f

m a te r ia ls

C rea te "m ast e r doc um ents "

(as in I SO) - one se t o f

m a te r ia l is the s tandard and

thos e m ate r ia ls c an be

cus t om ized

D on 't ho ld c las s es

du r ing norm a l

bus ines s hours

E lim inat e t he dup lic a tion

by c rea t ing "bas e"

m odu le cou rs e m at e ria ls

F arm ou t t he

dev e lopm ent (a

la H o lm es )

On ly hav e H Q dev e lop t he t ra in ing

wit h inpu t f rom d iv is ions , and hav e

sec t ions de l iv e r t he tra in ing .

D iv is ions pa id f or t he ir inpu t . H Q

pa id f o r dev e lopm ent . Sec t ions pa id

f o r de li v e ry .

Team s m igh t dev e lop

m ate r ia ls, y ou m igh t pay

som eone t o dev e lop t he

m ate r ia ls

The c on t en t needs t o be

dev e loped by t he bes t SME ,

and then the cours es a re

dev e loped by t he p ro f es s iona l

dev e lopers

There a re huge im pl ic a t ions f o r

ASQ ex i ting t he de liv e ry of

tra in ing - Sa les , Marke t ing

et c .. .

W e need t o dev e lop

a p roc es s f o r

sha r ing m ate r ia ls

W e p rov ide t ra in ing

m ate r ia ls bu t we don 't

prov ide the tra in ing

Y ou c an buy

and / o r li cens e

the m ate r ia l

D on 't dea l wi th

ind iv idua ls , dea l wi th

the o rgan iza tions tha t

em p loy them

Lev erage h igher lev e l

m em bers as sa les

f o rc e (d irec t o r lev e l &

VP)

Look f o r c us tom ers in

non-qua lit y ro les and

pro f ess ionals wi th in the ta rge t

m ark e t s (m a t rix c us tom er

segm enta t ion ).

Organ iza tions rec ogn izing ASQ

BOK as a res ourc e f o r pe rs onne l

dev e lopm ent Perf o rm anc e

dev e lopm ent. Mark et di rec t ly to

organ iza tions .

P rov id ing bus iness leaders a

way o f underst and ing how to

in teg ra te per f o rm anc e

ex c e l lenc e m et hodo logy I E

Lean , S ix S igm a

I MPR OV E

C OMM U N I C ATI ON S

AR OU N D LE AR N I N G

EVEN TS

LEVER A GE

C ER TI F IC ATION

PR OGR AMS

D es ign the p roc es s ( lean t he

proc es s ) s o t ha t

com m un ic a t ion oc c urs , and a ll

the r igh t peop le a re inv o lv ed .

D ev e lop a m as te r s c hedu le o f s peak ers , tra ine rs ,

cours es , c on f e renc es s o t ha t o f f e rings do no t

com pete wit h one ano t her . C rea te a c u lt u re tha t

he lps t o s epara t e in t im e and s pac e f rom

"c om pet ing" g roups - s ect ion , d iv is ions , H Q . EX:

H Q c ours es a re a lway s taugh t in t he f ir st week ,

sec t ion cours es oc

U s e a c en tra li zed lis t o f

sc hedu led and planned

ev en t s f rom al l s ect ions

div is ions and H Q .

W ork ou t a s y s tem where

speak ers le t us k now where t hey

are go ing t o be , s o t ha t s ect ions

hav e the oppor t un i ty to inv i te

them to the i r s ess ions.

C rea te a f res hm an, s ophom ore , jun io r ,

sen io r s et s o f tra in ing tha t leads to

ce r ti f ic a tion, wit h lev e ls o f c e r ti f i c at ion

(researc her, t eacher , k nowledge

con t ribu to r - au t hor ). Encourage t he

dev e lopm ent o f c om pet encies wh i le

prov id ing rec ogn it ion a long t he way .

C rea te d if f e ren t lev e ls o f

ce r ti f ic a tion. 1. Pass tes t .

2. Pass tes t and c er t if ied

to tra in c ours es .

F ind a way to m ak e

cer ti f ic a tion as a

requ irem ent

Lev e ls o f c e rt if ic a t ion f o r

y ears o f rec ert if ic a t ion

(d is t ingu is h beg inners f rom

m ore m at u re p ro f es s iona ls ).

L ic ens ing Qua lit y

P ro f es s iona ls ( li k e

PE).

Mak e the c as e to ind iv idua ls why be ing

cer ti f ied wi ll be bene f ic ia l . EX: pay

inc reas e a f t e r c er t if ic a tion , c areer pa th

oppor tun it ies post ce r ti f ic a tions .

C ert if ic a t ion is a d is c rim ina t o r be tween

two c and idat es .

Mak e the rec ert if ic a t ion

requ irem ents m ore

rigo rous ( inv o lv ing ASQ

tra in ing or educ a t ion ).

P rov ide C MEs f o r

ind iv idua ls in

hea l thc are

Targe t c om m un ic a t ions

towards thos e who

need to rec er tif y .

The t rad i tiona l in t e res t in ASQ

tra in ing was t o p repare f o r

ce r t, bas ic qua li ty too ls , and

st andards

Tie to

rec ert if ic a t ion

un i ts

W hat is t he purpos e o f t he

soc ie ty ? D o we ev en need t o

prov ide tra in ing? ASQ prov ides 2

th ings - c e rt if ic a tion and

prom ot es i ts m em bers

• Affinity Diagram

• Combine and Prioritize Ideas

• Identify and Utilize Resources

ASQ CERTIFIED INSTRUCTORS AND COURSES • Establish standards for training and certify trainers by course

• Don’t put ASQ brand on courses that aren’t certifies by ASQ

ASQ DEVELOPS AND LICENSES MATERIALS,

OTHERS DELIVER • ASQ as an organization will franchise out its learning materials

• ASQ could provide one set of training materials of all to use

DEVELOP MATERIALS THAT DON'T NEED SMES • Develop the cadre of local facilitators that don't need to be a

SME

• Trained facilitators that can lead a discussion

LEVERAGE CERTIFICATION PROGRAMS • Create a freshman, sophomore, junior, senior sets of training

that leads to certification,

• Make the recertification requirements more rigorous (involving

ASQ training or education).

OPTIMIZE ELECTRONIC LEARNING • Move to more virtual/electronic communication

• Broadcast training opportunities from larger areas to the less

served areas

• Package the e-learning to optimize learning.

IP POLICY DEVELOPMENT • Determine and define ownership

• How can ASQ acquire the IP and have at least co-ownership

rights?

CREATE PARTNERSHIPS TO EXPAND BASE AND

EASE BURDEN OF LOGISTICS, MARKETING • ASQ should think more like a university or establish

relationships with colleges/universities

• Write articles for other publications to build intrigue

LEARNING EVENT COMMUNICATIONS • Design the process so that communication occurs, and all the

right people are involved.

• Develop a master schedule of speakers, trainers, courses,

conferences

MEGA-EVENTS, PIGGY BACK OFF SIMILAR

LOGISTICS COORDINATION Integrate the Division conferences into the World Conference

SALES/ MARKETING STRATEGIES • Enhance the perception of quality, quality ideas, and quality

tools

• More bundled courses for certificates

LEVERAGE STORIES FROM CUSTOMER

ORGANIZATIONS • Develop corporate entities as the recipients and then

disseminators of the training

• Involve, partner with companies and use their success stories in

conferences and courses

OPTIMIZE MODULAR MATERIAL DESIGN • Create re-useable modules

• Develop huge library of modules and examples developed for

different target customers

• Materials online so we wouldn't have to print materials

DEVELOP AND MARKET INTEGRATED

SYSTEMS/SOLUTIONS FOR CORPORATIONS • Don't deal with individuals, deal with the organizations that

employ them

• Look for customers in non-quality roles and professionals

within the target markets

MEASUREMENT TOOL FOR INDIVIDUAL/

CORPORATE QUALITY MATURITY • Develop a diagnostic tool that assesses quality growth

• Ask participants to Beta-test diagnostic tool.

PAID REGIONAL FIELD SERVICE

REPRESENTATIVES Professional staff around the country to sustain consistency of

products and understand customer needs.

BENCHMARK PEERS TO IMPROVE PROCESS • APQC - Benchmark clearing house - diagnostic tool - share

branding

• Benchmark other organizations to evaluate their structures.

Learn from others.

OPTIMIZE PRODUCT DEVELOPMENT

• Develop a learning management system

• Develop materials in a modular way

OPTIMIZE MU - HQ COLLABORATION • All registration comes through headquarters

• Encourage sections and division to collaborate with HQ

training

REVENUE • Don't have independent discrete revenue generators

• Revenue issues need to be dealt with - all of the parties need to

participate

RESEARCH • Corporate research collaboratives.

• Do more thorough research with identified target markets

SOME OFFERINGS FOR FREE If program offerings for free it may offer value to the membership

- market training as a membership benefit

UNDERSTAND BUSINESS TRENDS AND GOALS • Develop processes where materials are translated and updated

• Inputs from the organizations that employ quality professionals

• Work with the organizational members to identify needs and

issues to understand how ASQ can help to achieve results UTILIZE CONFERENCES/ METHODS FOR

MATERIAL AWARENESS/ MARKETING • Instructors also act as agents to sell ASQ offerings.

• The conference becomes a forum where you could learn how to

use the materials

VOC RESEARCH • Create a mechanism to push good ideas, request for help.

• Get on the phone or go to Sections and ask what the customers

need and want.

WIN-WIN INCENTIVES FOR ALL PARTICIPANTS • Create incentives for SMEs to give co-ownership for the IP

• Incentivise sections and divisions to put on certified training

CREATE A FOR-PROFIT SUBSIDIARY Create a for-profit subsidiary for training and education.

WEIGHTED TOTALS 2451 3483 2709 2451 2451 2451 2709 1581 2709 3483 2709 1805 1581 1805 1839 548 774 903 1419 903 1161 0 1709 43634

TOTALS WEIGHT 2341 2349 2343 2341 2341 2341 2343 1465 2343 2349 2343 1431 1465 1431 1467 552 780 781 269 781 783 0 561 35200

Stakeholder Value 113 9 9 9 9 9 9 9 9 9 9 9 1 9 1 9 1 3 3 1 3 3 0 1 134

1017 1017 1017 1017 1017 1017 1017 1017 1017 1017 1017 113 1017 113 1017 113 339 339 113 339 339 0 113 15142

Sustainable Financial Results 145 9 9 9 9 9 9 9 3 9 9 9 9 3 9 3 3 3 3 1 3 3 0 3 136

1305 1305 1305 1305 1305 1305 1305 435 1305 1305 1305 1305 435 1305 435 435 435 435 145 435 435 0 435 19720

Increase Customer Base 129 1 9 3 1 1 1 3 1 3 9 3 3 1 3 3 0 0 1 9 1 3 0 9 68

129 1161 387 129 129 129 387 129 387 1161 387 387 129 387 387 0 0 129 1161 129 387 0 1161 8772

op

tim

ize

Mo

du

lar

ma

teri

al

de

sig

n

VO

C R

es

ea

rch

Pa

id r

eg

ion

al

fie

ld

se

rvic

e r

ep

res

en

tati

ve

s

Op

tim

ize

Pro

du

ct

Dev

elo

pm

en

t

Op

tim

ize

ele

ctr

on

ic

de

liv

ery

Imp

rov

e

Co

mm

un

ica

tio

ns

aro

un

d l

ea

rnin

g e

ve

nts

Win

-win

in

ce

nti

ve

s

Op

tim

ize

Me

mb

er

Un

it/H

Q c

oll

ab

ora

tio

n

Le

ve

rag

e C

ert

ific

ati

on

pro

gra

m

Dev

elo

p a

nd

ma

rke

t

inte

gra

ted

sy

ste

m f

or

co

rpo

rati

on

s

Le

ve

rag

e s

tori

es

fro

m

cu

sto

me

r o

rga

niz

ati

on

s

Sa

les

ma

rke

tin

g

str

ate

gie

s

AS

Q C

ert

ifie

s

ins

tru

cto

rs a

nd

co

urs

es

Cre

ate

a s

ub

sid

iary

Me

as

ure

me

nt

too

l fo

r

ind

ivid

ua

l/c

orp

ora

te

qu

ali

ty m

atu

rity

Dev

elo

p m

ate

ria

ls t

ha

t

do

no

t n

ee

d S

ME

s

HQ

de

ve

lop

s a

nd

lic

en

se

s m

ate

ria

ls

Me

ga

ev

en

ts

Cre

ate

Pa

rtn

ers

hip

s t

o

ex

pa

nd

ba

se

an

d e

as

e

log

isti

cs

bu

rde

n

Ben

ch

ma

rk p

ee

rs t

o

imp

rov

e t

he

pro

ce

ss

Un

de

rsta

nd

bu

sin

es

s

tre

nd

s a

nd

go

als

Dev

elo

p I

P P

oli

cy

So

me

off

eri

ng

s f

or

FR

EE

TO

TA

LS

Lack of HQ/MU cooperation 60 9 3 3 3 1 9 3 9 3 0 0 3 3 3 0 1 3 3 3 1 3 9 1 76

540 180 180 180 60 540 180 540 180 0 0 180 180 180 0 60 180 180 180 60 180 540 60 4560

Limited Resources 66 9 9 9 9 9 1 3 9 1 1 1 9 3 3 3 9 3 3 9 3 1 3 1 111

594 594 594 594 594 66 198 594 66 66 66 594 198 198 198 594 198 198 594 198 66 198 66 7326

No Master Plan 83 1 1 3 1 1 1 1 1 1 1 1 1 1 3 1 1 3 1 1 1 1 3 1 31

83 83 249 83 83 83 83 83 83 83 83 83 83 249 83 83 249 83 83 83 83 249 83 2573

TOTALS 1153 787 789 787 665 617 385 1153 251 68 68 787 385 387 202 665 387 385 787 263 251 753 129 12104

weighted totals 1217 857 1023 857 737 689 461 1217 329 149 149 857 461 627 281 737 627 461 857 341 329 987 209 14459OVERALL TOTAL 3494 3136 3132 3128 3006 2958 2728 2618 2594 2417 2411 2218 1850 1818 1669 1217 1167 1166 1056 1044 1034 753 690 47304

OVERALL TOTAL (WEIGHTED) 3668 4340 3732 3308 3188 3140 3170 2798 3038 3632 2858 2662 2042 2432 2120 1285 1401 1364 2276 1244 1490 987 1918 58093

OVERALL PERCENTAGE 7% 7% 7% 7% 6% 6% 6% 6% 5% 5% 5% 5% 4% 4% 4% 3% 2% 2% 2% 2% 2% 2% 1%

Importance 4 5 4 5 4 3 5 5 4 4 4 5 4 2 4 2 5 2 3 5 5 4 2 3.91304

Implementation 1 2 2 3 3 2 2 2 3 2 3 3 1 1 2 1 3 1 2 3 3 2 3 2.17391

Ease of Implementation

Resources Required

Greater than average Import X X X X X X X X X X X X X X X X X

Greater than average Implem X X X X X X X X X X X X X X

Solution Effect on Key Vision and Inhibitor Elements

(weighted and not weighted)

0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000

optim

ize M

od

ula

r m

ate

rial d

esig

n

VO

C R

ese

arc

h

Paid

regio

nal f

ield

serv

ice r

epre

senta

tive

s

Optim

ize P

roduct

De

velo

pm

ent

Optim

ize e

lectro

nic

deliv

ery

Impro

ve C

om

mun

icatio

ns a

round learn

ing

eve

nts

Win

-win

ince

ntiv

es

Optim

ize M

em

ber

Unit/H

Q c

olla

bora

tion

Levera

ge C

ert

ifica

tion p

rogra

m

Develo

p a

nd m

ark

et in

teg

rate

d s

yst

em

for

corp

ora

tions

Levera

ge s

tories

from

custo

mer

org

aniz

ations

Sale

s m

ark

eting s

trate

gie

s

AS

Q C

ert

ifie

s in

str

uct

ors

and c

ours

es

Cre

ate

a s

ubsid

iary

Measure

ment to

ol f

or

indiv

idu

al/c

orp

ora

te q

ualit

y m

atu

rity

Develo

p m

ate

rials

tha

t do n

ot ne

ed S

ME

s

HQ

deve

lops a

nd lic

ense

s m

ate

rials

Mega

eve

nts

Cre

ate

Pa

rtne

rship

s to e

xpand b

ase

and e

ase lo

gis

tics

burd

en

Ben

chm

ark

peers

to

impro

ve the p

rocess

Unders

tand b

usin

ess

tren

ds

and

goals

Develo

p I

P P

olic

y

Som

e o

ffering

s fo

r F

RE

E

Raw Total

Weighted Total

Solution Pareto

X Mega Events

X Benchmarking

X X X X VOC Research

X X X X Regional Service Reps

X X Sales & Marketing – Business Trends

X X X Modular Material Design

X X Integrated systems

X Win/win incentives

X HQ/MU Collaboration

X X X Product Development

X Measurement Tools of maturity

X X Certify Instructors/Courses

X Subsidiary

X IP Policy

X Leveraging Certification

Effe

ct o

n V

isio

n E

lem

en

ts a

nd

In

hib

ito

rs (w

eig

hte

d)

Effe

ct o

n O

the

r So

luti

on

s

Imp

ort

ance

ve

rsu

s Le

vel o

f Im

ple

me

nta

tio

n

Effe

ct o

n V

isio

n E

lem

en

ts/

Inh

ibit

ors

(no

t w

eig

hte

d)

by:

• Importance vs.

Implementation

• Effect on other

Solutions

• Effect on Vision and

Inhibitor Elements

(weighted and not

weighted)

• “Low Hanging Fruit” with SAC

• Voice of Customer Research

• Management Structure

• Modular Material Design

Mobilize

Resources

Field Resources: All types of energy (mechanical, thermal, chemical,

electrical, magnetic, electromagnetic), action or force

Functional Resources: The opportunity for the system, super-system or sub-

system to perform additional functions, including super-effects (unexpected

benefits that occur as a result of innovation)

Information Resources: Knowledge about the process, system elements,

fields, system functions, and additional information about the system (which

can be obtained with the help of dissipation fields, or matter or fields passing

through the system)

Substance Resources: Parts, components, materials used to compose and to

operate the system, super-system or sub-system (including by-products,

waste, etc.)

Space Resources: Free or unoccupied space, voids, or new space created by

rearrangement of system elements or through a change in form

Time Resources: Activity preparation time, duration of work operation,

breaks, idle time, time after process completion; time intervals before the

start, after the finish, and between the cycles of a technological process,

which are partially or completely unused

Derived Resources: Derive new resources from combinations of the above

• Secondary Problems

• Evolution of TRIZ

Typical Invention Level Hierarchy

Level 1

Level 2

Level 3

Level 4

5 Practically each invention creates new (subsequent)

problems

These problems must be solved to implement the invention

Typically, to implement one invention of a higher level, 2 to 5 inventions of the next lower level are required

Main reasons for long delay in implementing high-level ideas:

Delayed and/or insufficient solving of subsequent problems

High psychological barriers

Lack of knowledge about evolutionary resources

Evolution of TRIZ and I-TRIZ

Advanced

Software Tools

Met

hodolo

gy A

dvan

cem

ent

1946 1982 1985 1992 1997 2000 2005

Classical TRIZ Era 40 Principles

Patterns of Evolution

ARIZ-85

AFD

Directed

Evolution

Advanced TRIZ Tools

Re-Structuring of

Theoretical Base

Non-Technological

Applications

Directed

Evolution and

IP Control Era

Kishinev Era

Ideation/TRIZ Era

Inve

nti

ve P

rob

lem

So

lvin

g

An

tici

pat

ory

Fai

lure

Det

erm

inat

ion

Directed Evolution

A systematic procedure for strategically evolving future generations of technological systems

A systematic

procedure for

resolving tough

technological

problems,

enhancing system

parameters,

improving quality,

reducing cost, etc.

for current

generations of

products and

technologies.

Failure Analysis A systematic procedure for

identifying the root causes of

a failure or other undesired

phenomenon in a system,

and for making corrections in

a timely manner.

Failure Prediction A systematic procedure for

identifying beforehand, and

then preventing, all

dangerous or harmful

events that might be

associated with a system.

Control of Intellectual

Property A systematic procedure

for increasing IP value

and providing protection

from infringement and

circumvention.

IPS

DE

AFD

CIP

I-TRIZ Applications

Pc = Personal Capabilities; Pkn = Personal Knowledge; Pm = Personal Motivation; Ms = Management support; CITRIZ = factor depending on I-TRIZ training, tools and personal experience in their utilization. CITRIZ can be between 0 and hundreds.

Innovation Success

Success = Pc x Pkn x Pm x Ms x (1+CITRIZ)

TRIZ is not a Magic Wand

Boris Zlotin

Alla Zusman


Past Future

Subsystems

Supersystems

System Approach

The Theory of Strong Thinking (OTSM)


Some Function Improves

Some Function Degrades

Is the Pattern of System Conflicts and the link between technical and physical contradictions in

a system

Technical Contradiction

Resolve the

Contradiction

Separate in Space

Extract the impeding part (2a)

Remove the required part (2b)

Shift to another dimension (17)

Nesting (7a)

Passing through (7b)

Preliminary action (10)

Hide (24b)

Use pauses (19c)

Dynamicity (15)

Rushing through (21)

Use post-process time (5b, 19c)

Separate in Time

Integration (5a)

Between subsystems (1a)

Asymmetry (4a)

Mediator (24)

Use the culprit (22b)

Use a model or copy (26b)

Separate in Structure

Environmental conditions (22a)

Transform condition (12)

Create condition (3c)

Separate on Condition

Counteract a

Harmful

Function

(Part A)

Mismatch (9a) Apply a structure or organization

that counteracts the harmful function

Restorable Isolation (Introduce an isolating layer by transforming

the harmful function)

Selective Isolation (Create an isolation permeable for a useful

function and impermeable for a harmful function)

Destroyed Interlayer (Introduce an intermediate layer that

facilitates counteraction)

Mask Defects (Multiply a local defect so that a pattern masks it,

makes it look like part of the pattern)

Use Pauses (Allow time for a system to stabilize)

Harm into Benefit (22a)

Find Useful Application (25b)

Amplify a Harmful Action (22c)

Opposite Action (13a)

Inside Out (13c)

Vaccination (9b)



useful results

Separate (1) Divide and then recombine in a way

that eliminates the harmful effect

Partitioning (Divide a harmful function into parts counteracting each other)

Exclude the Cause (Eliminate at least one of the causes of the harmful effect)

Take out the Source Causing the Harmful Function

Extract from the System the Carrier of the Harmful Function

Replace the System with a Model

Stretch Out the Harmful Function to Reduce Intensity

Counteract a

Harmful

Function

(Part B)

Integrate (5) Integrate a structure or organization

to counteract a harmful function


Build a Bi- or Poly-System

Combine Harmful Functions so they Counteract

Repeat a Counteraction Several Times (19)

Nesting (7)

Dynamism (15) Make the system more dynamic to

avoid a harmful function


to avoid a harmful function



conditions



Use a controllable opposing process to adjust the system

Introduce flexible, dynamic elements into the system

Dynamic Poly-System of flexibly connected discreet elements

Parallel Restoration by repairing damage during system

operation

Introduce an element to absorb a harmful function

Redirect the harmful function to another element

Confine the harmful function to a specific location or time

Improve a

Useful

Function

(Part A)

Match (3c) Match a particular structure of

the system to optimize the overall

performance of the system

Replace a universal system with a set of specialized

systems

Enable a system to perform more useful functions

Sort elements into groups and treat each group

separately

Equi-potentiality: Create a process or super-system

that removes barriers

Synchronize simultaneous processes

To perform two incompatible functions, perform one

function in pauses of the other



useful results

Separate (1) Divide and then recombine in a

more efficient way

Replace a one-piece system with a partitioned one

Exclude an element by transferring its function to the

remaining elements

Exclude an auxiliary function by transferring it to the

remaining ones

Use a temporary or disposable object instead of an

expensive permanent system

Perform a function partially rather than completely

(80/20 rule)

Take out from the system the part that performs the

useful function

Replace an action in the system with an opposite action

Make mobile parts immobile or vice versa

Turn an object or system inside-out or upside-down

Substitute an internal action for an external one or vice

versa

Improve a

Useful

Function

(Part B)

Integrate (5) Create synergy by consolidating

functions


Build a Bi- or Poly-System by integrating two or

more systems into a new synergistic system

Combine a function with an opposite one for

improved control

Repeat a function several times (19)

Conduct sequential functions concurrently,

simultaneously

Process multiple objects together

Use a mediator to transfer action or energy

Dynamism (15) Make the system more dynamic,

more flexible and adjustable




conditions



Use information obtained from changes in substance

properties to increase system ideality

Use flows from a system as an informational resource

Use flows passing through the system as an informational

resource

Transform static relationships between elements into

flexible, and changeable relationships

Introduce a dynamic, modifiable element into the system

Dynamic Poly-System: Replace a rigid unchangeable

system with a set of flexibly connected discreet elements

Transform a statically stable system into a dynamically

stable system

• Affinity Diagram

• Combine and Prioritize Ideas

• Identify and Utilize Resources

Mobilize

Resources

Field Resources: All types of energy (mechanical, thermal, chemical,

electrical, magnetic, electromagnetic), action or force

Functional Resources: The opportunity for the system, super-system or sub-

system to perform additional functions, including super-effects (unexpected

benefits that occur as a result of innovation)

Information Resources: Knowledge about the process, system elements,

fields, system functions, and additional information about the system (which

can be obtained with the help of dissipation fields, or matter or fields passing

through the system)

Substance Resources: Parts, components, materials used to compose and to

operate the system, super-system or sub-system (including by-products,

waste, etc.)

Space Resources: Free or unoccupied space, voids, or new space created by

rearrangement of system elements or through a change in form

Time Resources: Activity preparation time, duration of work operation,

breaks, idle time, time after process completion; time intervals before the

start, after the finish, and between the cycles of a technological process,

which are partially or completely unused

Derived Resources: Derive new resources from combinations of the above

Step Purpose Process Result

1. Define the

Problem Define the Problem using System Approach and form an Ideal Vision Ideal Vision

2.

Formulate

Tasks and

Brainstorm

Ideas

Formulate Tasks and Brainstorm Ideas:

• Resolve the contradiction:

• Find a way to counteract Harmful Function

• Find a way to improve Useful Function

Typical

Tasks

Ideas

3. Develop

Concept

Combine Ideas into Concepts

Consider Resources to increase Ideality Concepts

4. Evaluate

Results Address Subsequent Tasks and document the solution Solution

Ideation Process (www.ideationtriz.com)

triz and why it is important for six sigma and design for ... · pdf filetriz and why it is...

Documents