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TRIZ, a Russian acronym for ‘theory ofsolving inventive problems’, is aunique problem-solving, design andforecasting tool kit and algorithmdeveloped in the former Soviet Union.

The reason it’s causing a stir is because of its rejec-tion of traditional approaches to innovation. Forgetbrainstorming, with TRIZ it’s about the applicationof typical ‘left-brain’ properties: logic, sequentialthinking and rationality. TRIZ’s originator, GenrikhAltshuller, was a patent examiner for the Sovietnaval patent office in the 1950s.Without computersor Excel spreadsheets, Altshuller, himself an inven-tor, studied thousands of patents across differentareas of science and technology and recognised fourkey characteristics:• true breakthrough patents were very rare,

accounting for less than five per cent of the hun-dreds of thousands of patents he reviewed

• breakthrough inventions had a key commontrait: they resolved a very difficult, long standingcontradiction in product design or process performance. An example of this would be theresolution of weight and volume design contra-dictions through the improvement of time andproductivity by preliminary action, ie doingsomething in advance

• the number of inventive principles used in thesebreakthrough inventions, regardless of the technical or business area, was limited and thislimited number of principles could be usedacross multiple areas. For example, the principleof preliminary action can be used to increaseproduction line effectiveness, (pre-placement of

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practical magic

materials where they are needed) as well as toprepare an organisation for potential majorchanges through proper communication

• inventive problem-solving and product improve-ment was a science and could be taught andlearned. These repeatable patterns of inventioncould be collated in a learnable, retrievable way,eliminating the need to brainstorm and guess atsolutions to problems. This meant that sciencecould replace psychology as a primary approachto both problem-solving and product design.This flies in the face of the long-held belief thatinvention and innovation are some kind ofunknown, ‘right-brain’ process that rely on ran-dom intuition and subjective psychology

What is TRIZ?The TRIZ algorithm and tool kit became known tothe west around 1990, following 30 years of devel-opment in the former Soviet Union. TRIZ is nowused by major corporations such as SC Johnson,Proctor and Gamble, Motorola, Hewlett Packard,GE, Unilever, and Dow Chemical.

The first element of TRIZ is the recognition thata breakthrough new product or invention comes asthe result of the resolution of a contradiction. Forexample, the design of the asymmetrical enginecowling for the stretched Boeing 737 was the reso-lution of the contradiction between area and length,allowing the engine to meet Federal AviationAdministration (FAA) ground clearance standards.In quality, we sometimes use tools such as the‘house of quality’ where customer requirements arecompared with the capabilities to supply. This fre-

Efforts in the quality profession have resulted in significant improvements in products and

services over the past 20 years.There have been some impressive innovations too. But do

you ever ask the question: ‘Why did it take so long?’ Jack Hipple thinks the Soviet-invented

TRIZ approach might just provide the answer

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quently identifies contradictions in product per-formance versus what is desired by the customer. Acustomer may want a system that cleans andsmoothes a metal part, such as sandblasting, butdoes not want the sand particles embedded in thepart surface afterwards. This provides the focus butdoes not tell us how to resolve the unmet need orcontradiction.

With TRIZ tools we can say that we want a system that is initially present and abrasive, thendisappears after it performs its functions. Blastingwith dry ice accomplishes this. Consider also thecontradiction of razor blade design. We want aclose shave but not one so close it tears the skin.Theseparation of blades accomplishes this and is anexample of TRIZ separation principles.

A significant limitation of brainstorming, orother psychologically based tools, is that they only

use the brainpower and knowledge of the partici-pants in the exercise, stimulated by any number oftechniques. TRIZ provides a powerful mechanismfor bringing the knowledge of all the world’sbreakthrough inventive concepts into the problem-solving arena. If we assemble a group of automo-bile engineers and ask them to try to solve theproblems of the current automobile seat headrest,they will rely on their knowledge of dummy testing. It is unlikely that they will consider that abaseball catcher’s glove has been doing this samething for over a 100 years and that possibly acatcher’s glove designer should be brought into theroom. TRIZ captures all of the world’s inventiveprinciples in retrievable ways.

The original use of TRIZ was in the engineeringand technical areas but as its general utility androbustness has been shown as it is now used in software programming and organisational designand communication contradiction resolutions, aswell as specialist areas such as human factors andergonomics. However, TRIZ does not normally provide a specific detailed answer to a challenge,only the general concept of solution. This must becoupled with the subject matter expertise aroundthe product or service.

Define the ideal final resultThe TRIZ approach starts by defining the ideal finalresult. This can be approached by resolving a con-tradiction that will make a product or service more‘ideal’, or simply by looking at a current product orservice with no particular issue of concern and asking how it could be made more ideal.

Alternatively, it can be visualised as an equationwhich has as its numerator the useful functions ofa product or service and as its denominator the negative aspects or side effect of its use and manufacture.The ideal final result is this ratio goingto infinity. For example, we would like to have allthe features of a product or service with none of itscosts. It is critical in this step of the process that wedefer judgment about the practicality of this idea.This is extremely difficult for experienced industrypeople to do. Consider the design of a system toidentify occasional empty soap boxes in an assembly line.

The typical non-TRIZ brute force approach tothis is to design an x-ray system that can see

TRIZ

35 Transformation of physical/chemical states

10 Prior action1 Segmentation

28 Replacement of mechanical system

2 Extraction15 Dynamicity19 Periodic action18 Mechanical vibration32 Colour change13 Inversion26 Copying

3 Local quality27 Inexpensive short lived

objects versus expensive/durable object

29 Pneumatic/hydraulic constructions

34 Rejecting and regenerating parts

16 Partial or overdoneaction

40 Composite materials

24 Mediators

17 Moving to a new dimension

6 Universality14 Spheroidality22 Convert harm into

benefit39 Inert environment4 Asymmetry

30 Flexible thin films/membranes

37 Thermal expansion36 Phase transition25 Self service11 Cushion in advance31 Use of porous materials38 Use of strong oxidizers8 Counterweight5 Combining7 Nesting

21 Rushing through23 Feedback12 Equipotentiality33 Homogeneity39 Prior action20 Continuity of useful

action

40 principles of TRIZ These principles are listed in the order that they are most frequently used.

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through the boxes and some kind of a robotic armto remove non-filled boxes. The TRIZ approachwould be to ask how an unfilled box can identifyitself with little or no expenditure of money. In factthe preference would be to use the information wealready have. In a real case, a simple floor fan wasmoved close to the assembly line and the emptyboxes ‘removed themselves’ using not just theresources at hand, but the actual negative aspect ofthe problem – the emptiness of the box. This kindof TRIZ solution can be commonly seen in practice.

What is seen as a negative aspect of a product orsystem turns out to be a key resource in solving theproblem and this resource is typically ‘free’.

Even if we cannot get to the ideal ratio of infin-ity in this type of equation, the thought processalways produces breakthrough ideas.

This first step of defining the ideal final resultpresents two major challenges. If TRIZ is used in aconsumer products framework as opposed to aprocess or engineering sense, users in a marketresearch or new product survey may not be able toenvision an ideal product. The second barrier is onthe other side of the fence as the manufacturer orservice provider cannot envisage how to achievesuch a result.

As a result, the provider may propose conceptsfor evaluation that fall far short of the ideal state.Thedefinition of an ideal product or service (‘some-thing that performs its function and doesn’t exist’)can also provide a basic challenge to an organisa-tion’s product or service strategy. In spite of the psy-chological challenges, this step is the mostimportant part of the process.

TRIZ provides several approaches to getting theideal result. The first is the recognition and use ofresources within the product or service system athand. In other words, how can we creatively use theelements of the system to achieve a more ideal function without adding things, or adding usefulfunctionality without overly complicating a productor service? The evolution of the multifunctionalcopier, fax machine, and phone system is an example.This is increasing useful complexity whilethe example of the soap box quality problem discussed previously is at the other extreme – wewant a result without any system.

Another example is the use of the force of gravity (free and available at any time to any of us)

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Figure 1. A tool to establishthe integration of a product orservice into its super-system

Time

System in whichproduct or serviceis used

Productor service

Raw materials, partsand/or sub-systems

in the redesign of ketchup and shampoo bottles, ora new computer keyboard that uses the mechanicalenergy of typing to recharge its battery. When welook at this challenge without TRIZ, we do notrecognise all the resources available in the system,including all space, time and field inputs. We fre-quently do not recognise that all inputs to a system,like typing, generate byproduct resources andfields. Many fields are automatically generated byother fields and these byproduct forces are alwaysavailable. Frequently, we are unaware of thesebecause of our limited personal knowledge. TRIZprovides an extensive list of resource conversions.

System integrationThe second step is the integration of a product orservice into its ‘super-system’. Any product or serv-ice can be represented on what looks like a‘noughts and crosses’ box, as seen in figure 1.

It is key to consider whether the function ofyour product or service can be integrated into orperformed by the super-system in which it is used.Consider how sunglasses, formerly two separatesystems, are now one super-system – glasses thatchange darkness as a function of light intensity.Think also about office machine integration.We nolonger have separate copier, fax and printer. They

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are now being integrated into one machine. Theintegration of products or services into their super-systems is one of the key TRIZ forecasting and planning principles.

This principle is critical in new product andbusiness development planning. If a copier businessis optimising the details of its copying machine andis not aware of this principle, it will soon be out ofbusiness. A supplier of inks to both copier, fax andprinter will also be at a major competitive disadvan-tage unless it understands the system integrationthat is occurring.

From a quality standpoint, a user will often prefer to use one device or service rather than multiple products or services.

TrimmingTrimming is the third mental approach used toattain an ideal result. This is a way of asking how afunction of a product or service can be performedwithout one of its primary components, thus eliminating complexity, cost and maintenance.

Consider the new mobile phone that is only ableto receive incoming calls. This greatly reduces thecost for consumers and targets a niche market ofchild and elderly care.

A simple way to start this thinking is to list all theparts of a system or organisational process and arbi-trarily eliminate it. Then ask yourself the question:‘how can its function be achieved with the ele-ments that are left?’You will probably be surprisedat the ideas you come up with.

Overcoming contradictionsOvercoming contradictions is another approach toachieving an ideal product or system. We mentallyset up a product design conflict as a ‘no win’ situa-tion. We may want a heavier but more efficient car.We may want a copier that is easy for the managerto use, but also contain the complexity required foran office assistant. In other words, we mentallymove along a tradeoff curve – weight versus effi-ciency, usefulness versus complexity. With TRIZthinking, we move the curve toward the origin, asshown in figure 2.

The first form of TRIZ was a 39 x 39 contradic-tion table with parameters of systems (length,strength, pressure etc), a means of identifying contradictions between these parameters, and thenlinking these contradictions to the TRIZ 40 inventive principles (see box on page 40). If wetake the example of the new engine design for theBoeing 737 as it advanced from its 737-300 to its737-400 stage, the contradiction of engine areaversus its length became a design contradiction inthat a large circular engine cowling resulted in toosmall a ground clearance to meet US FAA require-ments. Using the contradiction table, we want toincrease the area of a moving object (the engine),but its length (diameter) gets ‘worse’ (too large).One of the inventive principles suggested is asymmetry and, as a result, if you look at a currentB-737 jet, you will see that the shape of the enginecowling is no longer round, but asymmetric.

The original 40 inventive principles have beensummarised, with examples, for many differentfields including engineering, business and soft-ware.Thereafter, a set of solutions for contradictionswithin a parameter (‘I want something to be shortand tall, thick and thin’) were discovered. The list,known as the TRIZ separation principles, can be sub-divided in several ways, but here is one approach:• separation in time – does the parameter need to

be the same all the time? Think about registra-tion fees for a conference as a function of whenyou register

• separation in space – how can we modify theproperty or performance at different places?Consider the extra revenue produced by subdi-viding seating in an aeroplane or stadium

• separation between the parts and the whole –can we design the system to have different

TRIZ

Bad

Parameter A

Good

Good Parameter B Bad

Normal design tradeoff or current performance barrier curve. Constant

design capability

TRIZ moves performancebarrier curve toward

the origin

Figure 2. Overcoming contradictions: with TRIZ

thinking, the curve is movedtowards the origin

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properties at the micro level versus the macrolevel? Consider a bicycle chain – it is very rigidat the micro level, but very flexible in a macrosense

• separation upon condition – can we changeproduct performance or response based on thecondition it faces? Take the over-the-counterdrug pseudoephedrine. As a sleeping aid, it sellsfor one price, but as a decongestant, it is pack-aged differently and sold at a higher price

All of these illustrate the use of TRIZ separationprinciples to make a product more effective. To usethese principles to improve product quality, look atthe contradictions faced in improving product qual-ity or its usefulness in the hands of a customer.Instead of compromising around these contradic-tions, the TRIZ separation principles can be used toresolve the contradiction and make a major break-through in product service design.

Lines of evolutionThe last part of the evolution of the TRIZ tool kit andalgorithm was the discovery that products, systemsand organisations evolve in predictable patterns,frequently involving major predictable discontinu-ities. Examples would be the replacement of manualtypewriters with electronic typewriters and the displacement of landline phones by mobile phones.Using these tools we can improve customer studies aswell as new product and business planning. Depend-ing on how these TRIZ lines of evolution are analysedand subdivided, there can be several hundred lines ofevolution that are derived from eight original ones.Afew of these relate to issues already discussed (idealproducts, use of resources, resolution of contradic-tions). Let’s look at some of these additional ones toclarify their use in improving product quality.

One of these lines is the trend in products andsystems to become more dynamic. When we viewthe development of breakthrough and improvedproducts, this frequently involves making a productmore responsive to particular conditions. Newwindscreen wipers and car radios whose speed andvolume, respectively, increase with car (engine)speed (noise) are examples. So are grocery couponsissued on the back of till receipts based on what a customer has bought. TRIZ and this line of evolution tell us that a system will always progressto a more dynamic state, so anything in a system or

TRIZ

product that can be made more dynamic, especiallyif it improves quality on demand, is an area forfocus and attention.

Another of these lines is one that says systemsand products evolve toward integration into theirsuper-system. Any product we make is used withina system and this system, in turn, is used and integrated into a higher level system. Consider thecheckout process in your local supermarket. Thepricing information that used to be stamped on aproduct is now a barcode that is scanned (increas-ingly by the consumers themselves – trimming inaction) into a computer system which also tracksinventory, automatically reorders, and prints out anappropriate coupon on the back of the sales receipt.

When we think about this line in the context ofquality, it is best to remember that our products areused in someone else’s system and anything we canadd to our product to improve the quality of thesuper-system we are supplying to is a good thingon which to focus.

The other learning point here is that our prod-uct could become obsolete when it is trimmed andits functionality replaced by another part of thissuper-system. When was the last time you saw apaper airline ticket? Or a CD for an installed pieceof software on your computer? In both of thesecases, the function of the CD and the paper ticketare now included in the computer and reservationsystem respectively and the original items nolonger exist, unless the consumer is willing to payan extra fee.

Finally, there is field evolution. This is moretechnical, though equally important. TRIZ teachesus that systems evolve along the following path:mechanical, thermal, chemical, magnetic and electromagnetic.Think about the evolution of com-munication. We first had writing on cave walls andbanging on drums, then smoke signals, then inks,then electronic typewriters, and finally email andportable phones.

Each of these moves improved quality from thecustomer’s viewpoint. Consumer interviews won’tnecessarily elicit these ideas as the consumer may noteven be aware of the next field, let alone how to use itin making or delivering a new product or service.

Not all of us have the inventive genius of Da Vinci,but with TRIZ that’s unimportant. Real, practical inno-vation is possible with a little left brain logic

JULY 2007

Jack Hipple is principal atInnovation-TRIZ, a con-sulting company specialis-ing in unique approachesto TRIZ training. For moreinformation contact e:jwhinnovator@earthlink.net or visitwww.innovation-triz.com.For more informationabout the TRIZ contradic-tion matrix, visitwww.innovation-triz.com/TRIZ40

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