View
248
Download
3
Category
Preview:
Citation preview
TRIZ and Why it is
Important for Six Sigma
and Design for Six
Sigma
Larry R. Smith
LRSmith2@peoplepc.com
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
Inventive Principles
Inventive Principles
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.
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
number of satellites
Increase in the
number of satellites
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?
System Function Problem
Past Future
Subsystems
Supersystems
Supersystem – System – Subsystem
System Function Problem
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?
System Function Problem
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?
System Function Problem
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
Physical Contradiction
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
Invert (13) “Think the Opposite”
Search for a variant that will produce
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
Merge Subsystems that Perform Similar 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
Control Make the system more controllable
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 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
System Function Problem
Past Future
Subsystems
Supersystems
System Approach
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
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
Invert (13) “Think the Opposite”
Search for a variant that will produce
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
Merge Subsystems that Perform Similar 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
Control Make the system more controllable
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 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)
Recommended