INNOVATIONTRIZ INC INTRODUCTION TO THE TRIZ INVENTIVE PROBLEM

INNOVATION-TRIZ, INC. INTRODUCTION TO THE TRIZ INVENTIVE PROBLEM SOLVING PROCESS IIR DECEMBER 3, 2003 Jack Hipple Innovation-TRIZ www. innovation-triz. com jwhinnovator@earthlink. net 813 -994 -9999

INNOVATION-TRIZ, INC. DILBERT’S VIEW OF INNOVATION ®Innovation-TRIZ, 2003

CONTINUED……. . ®Innovation-TRIZ, 2003 INNOVATION-TRIZ, INC.

BACKGROUNDS AND EXPERIENCE Experience and knowledge in the areas of innovation, creativity, and TRIZ

OBJECTIVES INNOVATION-TRIZ, INC. z Familiarize you with the concepts of TRIZ y. Ideality, resources, contradictions, patterns of invention and technological evolution z Change the way you think about problems z Introduce you to new ways to think about problem solving, failure analysis/prediction, and future technology planning z Ideas for integration with other tools you may be using ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. BASICS OF OTHER TOOLS z Psychology more than technology y De. Bono, Lateral Thinking/Six Hats™, Creative Problem Solving y Will discuss integration later, time permitting z Randomness y Brainstorming, picture, etc. stimulation z Highly dependent upon facilitation skills z Fine for simple problems z Can be easily learned z Limited by knowledge in the room--TRIZ is the only tool that proactively uses and accesses knowledge outside the room ®Innovation-TRIZ, 2003

BEFORE WE START…. . LET’S BENCHMARK INNOVATION-TRIZ, INC. “The New Machine” How would you solve this problem? ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. WHAT IS “TRIZ” ? A Russian acronym: Theoria Resheneyva Isobretatelskehuh Zadach (Theory of Solving Problems Inventively) ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. WHAT IS “TRIZ” ? z. A way of thinking z. A family of tools, tool kits, and software The “way of thinking” can ALWAYS be used, but the tools in the tool kit can be selected depending the nature of the problem, time available, etc. ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. THE HISTORY OF TRIZ z A discovery of a talented patent examiner for the Russian navy, Genrich Altshuller, 1950’s z Originated from the study of several hundred thousand of the world’s most inventive patents--now in the millions z He recognized that the development of technological systems follows predictable patterns that cut across ALL areas of technology--the speed of technical evolution can be accelerated z Also recognized that problem solving principles are also predictable and repeatable--anyone can invent! z Established schools to teach after a Stalin 7 yr. prison term--deceased in 1999 at age 71 ®Innovation-TRIZ, 2003

BASIC CONCEPTS IN THE TOOL KIT INNOVATION-TRIZ, INC. z. Systems evolve toward IDEALITY irreversibly z. Using RESOURCES within the system or easily convertible z. Resolving CONTRADICTIONS as they evolve z. PATTERNS OF INVENTIONS/OPERATORS are constantly recognized and used ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. THINKING OUTSIDE YOUR PARADIGM SPACE IMPOSSIBLE TIME EVENTS AND EXPERIENCES SHAPE OUR BELIEF SYSTEM!!! ®Innovation-TRIZ, 2003

HOW DOES A CENTRIFUGE WORK?

INNOVATION-TRIZ, INC. THE BAKER’S VIEW The Waissenberg Effect When the motion of certain liquids is altered, the liquid achieves a highly plastic state. This state is caused by stress which is normal to the plane of the altered motion. For example, if a rotating shaft emerges from a pool of liquid, the liquid will rise along the shaft. This effect is observed in solutions, in molten polymers, and in gels of low molecular weight. The effect is used to develop extruders that do not use spiral impellers. A characteristic of this effect is that, as the speed of motion increases, the stability of the flow decreases

INNOVATION-TRIZ, INC. PARALLEL UNIVERSES z Many other industries or technologies face the same type of problems in a generic sense z It’s almost impossible to follow all areas of technology, read all literature, go to all meetings z Accidents or alerts sometimes change this, but it is normally not proactive in most organizations z In planning the future, it is CRITICAL to be aware of advances in ALL fields of technology z Advances in unknown areas can forecast advances in known areas ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. WHY IS THIS IMPORTANT? Let’s take a look at two examples…. .

AN OPERATOR INNOVATION-TRIZ, INC. Operator Example Specific problem 3 x 2+5 x+2 = 0 Specialized solution x = ? ? ALGEBRA DOES NOT EXIST!! ®Innovation-TRIZ, 2003

AN OPERATOR INNOVATION-TRIZ, INC. Operator Example Specific problem 3 x 2+5 x+2 = 0 Specialized solution x= -1, -2/3 Trial and Error!! ®Innovation-TRIZ, 2003

AN OPERATOR--THE BASIC PRINCIPLE OF TRIZ INNOVATION-TRIZ, INC. Operator Example Abstract problem Abstract solution ax 2+bx+c = 0 x=(-b+/- b 2 -4 ac)/2 a Specific problem 3 x 2+5 x+2 = 0 Specialized solution x= -1, -2/3 TRIZ DOES FOR PROBLEM SOLVING AND FORECASTING WHAT ALGEBRA DOES FOR EQUATION PROBLEM SOLVING! ®Innovation-TRIZ, 2003

THINKING ANALOGICALLY (WITHOUT AN EGO) INNOVATION-TRIZ, INC. THE WORLD’S PROBLEMS THE WORLD’S SOLUTIONS MY PROBLEM MY SOLUTION ®Innovation-TRIZ, 2003

YOU ARE IN THE DIAMOND BUSINESS AND THE FIRST USE FOR INDUSTRIAL DIAMOND GRINDING DUST HAS BEEN DISCOVERED (circa. 1970) HOW WILL YOU TAKE THE DIAMOND CHUNKS FROM YOUR INDUSTRIAL DIAMOND MINE AND TURN THEM INTO DUST? WHAT OTHER INDUSTRIES WOULD YOU LOOK FOR TECHNOLOGY?

INNOVATION-TRIZ, INC. I HAVE TO REMOVE CORES FROM A MILLION GREEN PEPPERS…. How would I do this?

PATTERNS OF INVENTION Processing Sweet Peppers ®Innovation-TRIZ, 2003 INNOVATION-TRIZ, INC.

WHAT IS THE MOST GENERIC WAY YOU CAN STATE THE PROBLEM SOLVING PRINCIPLE THAT WAS USED?

INNOVATION-TRIZ, INC. WHAT IS THE OPERATOR? “Slowly raise pressure and suddenly reduce it” or more generally, “concentrate energy and release it” z. A path to a solution z. An approach to solving a problem z. A direction towards an answer ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. PATTERNS OF INVENTION • Removing stems from bell peppers • Removing shells form sunflower seeds • Cleaning filters • Unpacking parts wrapped in protective paper • Splitting diamonds along micro-cracks (+27 years after pepper patent) • Producing sugar powder from sugar crystals • Explosive depulping ®Innovation-TRIZ, 2003

BOEING RETHINKS AIRPLANE BUILDING

INNOVATION-TRIZ, INC. ®Innovation-TRIZ, 2003

CAVIAR EGGS AND BALL BEARINGS

“DEFALCATION” “The purpose is to reduce/eliminate defalcation when criminals use false ID to impersonate real customers” Does anyone know what this word means?

INNOVATION-TRIZ, INC. GENERICIZING OPERATORS x. Defalcation • Fraud –Substitution of one thing for another x. What differences would you see in a literature search for these various topics? ®Innovation-TRIZ, 2003

IDEALITY AND RESOURCES INNOVATION-TRIZ, INC. THE BASIC TRIZ PRINCIPLES THAT UNDERLIE SYSTEM EVOLUTION AND PATTERNS OF PROBLEM SOLVING

WHAT IS IDEALITY? Ideality INNOVATION-TRIZ, INC. All Useful Functions = All Harmful Functions The ideal system performs a required function without actually existing. The function is often performed using existing resources. ALL systems evolve in this direction over time by resolving contradictions. ®Innovation-TRIZ, 2003 ®Ideation International

IDEALITY EXERCISE You are a corrosion lab testing manager who has been asked to do some corrosion testing on some highly corrosive chemicals which are not only corrosive to the sample, but to the containers ordinarily used…. you can’t afford Pt containers--what can you do?

INNOVATION-TRIZ, INC. CHAMBER DESTRUCTION PROBLEM Container Acid Specimen ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. DRAW A PICTURE OF IDEALITY--DON’T SOLVE THE PROBLEM (YET)!

INNOVATION-TRIZ, INC. CHAMBER DESTRUCTION PROBLEM Acid Specimen ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. CHAMBER DESTRUCTION PROBLEM Acid Specimen/ Container ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. STEP ONE Describe IDEALITY in your system and how you are thinking about getting there

INNOVATION-TRIZ, INC. RESOURCES Another fundamental TRIZ concept--it’s how we get a system to ideality What resources did you use in the corrosion problem?

INNOVATION-TRIZ, INC. CHAMBER DESTRUCTION PROBLEM Acid Specimen/ Container ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. LET’S LOOK AT WHAT WE DID z Eliminated what was not functional (the chamber was not really necessary) z Used the resources of the system at hand (more later on this topic) z Used geometric effects as resources z Used physical effects y fluidity of acid y gravity ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. HOW DO WE GET TO IDEALITY? z. TRIZ provides two general approaches for achieving close-to-ideal solutions (that is, solutions which do not increase system complexity): y. Use of resources y. Use of physical, chemical, geometrical and other effects (remember the Waissenberg effect? ) ®Innovation-TRIZ, 2003

WHAT’S A RESOURCE FROM A TRIZ PERSPECTIVE? INNOVATION-TRIZ, INC. z. A resource: yis any substance (including waste) available in the system or its environment yhas the functional and technological ability to jointly perform additional functions yis an energy reserve, free time, unoccupied space, information, etc. ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. RESOURCES -- WIRE EXAMPLE Copper Wire Problem Zone Voltage & Current ®Innovation-TRIZ, 2003 Air ®Ideation International

INNOVATION-TRIZ, INC. IMMEDIATELY AVAILABLE RESOURCES Wire Current Voltage Air ®Innovation-TRIZ, 2003 Copper Contaminates Type Amount Diameter Length Shape of wire Amount Form of excitation signal (A/C) Frequency Hydrogen Oxygen Nitrogen Carbon Temperature, Pressure, Velocity, Speed ®Ideation International

INNOVATION-TRIZ, INC. DERIVATIVE RESOURCES -- WIRE EXAMPLE Wire Current Voltage Air ®Innovation-TRIZ, 2003 Copper Contaminates Type Amount Diameter Length Shape of wire Amount Form of excitation signal (A/C) Frequency Hydrogen Oxygen Nitrogen Carbon Temperature Pressure, Velocity, Speed Resistance Magnetic Field Oxidation Moisture CO/CO 2 Cooling/Heat Dissipation ®Ideation International

INNOVATION-TRIZ, INC. RESOURCE CHECKLIST z. Substances z. Fields z. Space z. Time z. Information z. Functional ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. SYSTEM RESOURCES z When a system’s resources are depleted, it will probably be replaced z Tracking system resources is a good way to predict when a system may be replaced, challenged, or significantly modified z Sometimes it’s a matter of just seeing the resource, other times it’s a matter of figuring out how to use it (ex: field and information generation, Navy example) ®Innovation-TRIZ, 2003

SOLVING A CONTACT LENSE PROBLEM INNOVATION-TRIZ, INC. z. Space resources yfrom the perspective of a contact lense manufacturer yfrom the standpoint of a semi-conductor manufacturer ®Innovation-TRIZ, 2003

PRODUCT IDEAS ILLUSTRATING THESE CONCPETS

INNOVATION-TRIZ, INC. ®Innovation-TRIZ, 2003

STEP TWO Think about your system-what new problem solving resources might be used?

INNOVATION-TRIZ, INC. A SYSTEM EVOLVES…. ONE LAST EXAMPLE…. .

INNOVATION-TRIZ, INC. PILL MANUFACTURING z Situation: A pill manufacturer is faced with a need for cost reduction. A labor reduction is required to stay competitive. Engineering has evaluated the manufacturing process and determined that by eliminating three inspectors at the end of the production line they can justify an investment of $150, 000 for a video inspection system. These inspectors are checking for chip damage at on the circumference of the pills (see attached sketch). Efforts to correct the damage to the pills during production has been going on for years. There are 15 stages of manufacturing and each has been optimized to less than 1% of scrap which exceeds industry standards. The video inspection system will provide a 33% return on investment which meets management’s financial criteria. Unfortunately, money is tight and management has hired your company to find a lower cost solution. (See attached layout of inspection area) z Objective: Find a nearly ideal solution -- the function is performed without the system. z Strategy: Apply Ideation/TRIZ to solve the problem using the concept of ideality, existing resources and physical, chemical and geometric effects. z Actions: Define the function and the system. Define the problem in terms of ideality, i. e. , what should happen? What are the resources and physical, chemical and geometric effects that are readily available? Find a solution to the problem. ® Ideation International ®Innovation-TRIZ, 2003

PILL INSPECTION WORKSTATION INNOVATION-TRIZ, INC. Vibratory feed move pills around an internal spiral to top of vibratory bowl where the pills are discharge and slide down an incline plane onto a conveyor. As the pills go by, the inspectors identify and remove the damaged pills. Damaged Pills Conveyor Trash Can ®Innovation-TRIZ, 2003 ® Ideation International

INNOVATION-TRIZ, INC. SYSTEM PROPOSAL AND CHALLENGE z. Replace inspectors with a $200 K video inspection system z. High return project, but capital is not available z. Boss says, that’s a great idea, but “Find another way!!” ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. GOOD PILLS/BAD PILLS z. What is IDEALITY? z. What are the RESOURCES we have? ®Innovation-TRIZ, 2003

An Elegant Solution: The Pill Inspects Itself INNOVATION-TRIZ, INC. Change the escapement for the vibratory bowl so that the pills are ejected standing on their edge. Move the conveyor 3 inches. Pills that are round will roll at a velocity that allows them to jump to the conveyor. The pills that are chipped will slide or will roll at a lower velocity and fall into the trash. Resource: Velocity of the sliding or rolling pills Function (inspection of pills) is performed without the system (human inspectors or video inspection system). Trash Can ®Innovation-TRIZ, 2003 ®Ideation International

Let’s revisit the “new machine” problem

INNOVATION-TRIZ, INC. Contradictions/Separation Principles. One of the Most Powerful Parts of the TRIZ Methodology It’s what keeps us from getting to ideality, so we compromise ®Innovation-TRIZ, 2003

SECONDARY PROBLEMS--ONE OF THE KEYS TO BREAKTHROUGH INVENTIONS AND ACHIEVING IDEALITY “That’s a good idea, but……… “The ideal solution would be…. . , but I can’t achieve it because….

VISUALIZING CONTRADICTIONS ®Innovation-TRIZ, 2003 INNOVATION-TRIZ, INC.

INNOVATION-TRIZ, INC. THE CONTRADICTION TABLE z. The first organized form of TRIZ z. A little bulky and unwieldy without computerization, but still useful in quick and dirty screening for solutions z. Computerized in software products, available on line at various web sites, in many publications z. Applies to technical contradictions ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. CONTRADICTION TABLE 2 Weight of Moving Object Weight of Nonmoving Object 38 Level of Automation 39 Productivity 1 ®Innovation-TRIZ, 2003 28, 27, 18, 40 Productivity 38 39 Level of Automation 14 Strength Feature to Improve 2 Weight of Moving Object Weight of Nonmoving Object Undesired Result (Degraded Feature) 1 • Possible contradictions represented in 39 x 39 table • Intersections of contradicting rows and columns are references to 40 inventive principles for contradiction elimination 28 Replace a mechanical system with a non mechanical system 27 An inexpensive short-life object instead of an expensive durable one 18 Mechanical vibration 40 Composite materials Proposed Solution Pathways:

MAPPING CONTRADICTIONS Infinitely re-usable INNOVATION-TRIZ, INC. FUNCTION: JOIN PHYSICAL OBJECT Zipper Lock-nut Adaptability velcro braid wire rope paper-clip Post-it Self-tapping screw Lock-nut One-time Paper glue staple epoxy nail braze MIG/TIG weld Friction bond Required Strength of join Used by permission of D. Mann, Crea. TRIZ ®Innovation-TRIZ, 2003

SYSTEM EVOLUTION TOWARD INNOVATION-TRIZ, INC. IDEALITY Infinitely re-usable Contradiction Elimination Direction Place your solution on the graph of Main Useful Attributes to help Identify opportunities Zipper CLASS EXAMPLES? Lock-nut Adaptability velcro braid wire rope paper-clip Self-tapping screw Post-it Lock-nut One-time Paper glue staple epoxy nail braze MIG/TIG weld Friction bond Required Strength of join Used by permission of D. Mann, Crea. TRIZ ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. Contradictions - Jet Engine Boeing wanted to install larger engines on a redesigned 737. A larger air intake would reduce ground clearance to unacceptable levels. Contradiction: Increasing air intake reduces ground clearance Control parameter: Intake radius ®Innovation-TRIZ, 2003 #5 VS. #3 in table

INNOVATION-TRIZ, INC. Contradictions - Jet Engine Resolve the contradiction by Separation Make the radius large laterally for high air flow. Make the radius smaller downward for high ground clearance. ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. SEPARATION PRINCIPLES FOR PHYSICAL CONTRADICTIONS (PARAMETERS OF A SYSTEM IN CONFLICT)

INNOVATION-TRIZ, INC. PHYSICAL CONTRADICTION • A characteristic must be higher and lower (selfopposing) • Example: An airplane wing should have large area for easy takeoff but small area for higher speed • Example: A pen tip should be sharp to draw fine lines, but blunt to avoid tearing the paper • A characteristic must be present and absent • Example: For sandblasting the abrasive must be present (to abrade) but is not wanted on (or in) the product • Example: Aircraft landing gear are needed for landing but undesired in flight ®Innovation-TRIZ, 2003 ®Ideation International

PLATING METAL PARTS INNOVATION-TRIZ, INC. • To plate metal parts with nickel they were placed in a bath of nickel salt. The bath was heated to increase the productivity of the process. However, heating reduced the stability of the salt solution and it started to decompose. ®Innovation-TRIZ, 2003 ®Ideation International

CONTRADICTIONS A B Technical Contradiction Control Parameter, C So: C should be high, and C should be low ®Innovation-TRIZ, 2003 INNOVATION-TRIZ, INC. ®Ideation International Physical Contradiction

CONVERTING TECHNICAL CONTRADICTIONS TO PHYSICAL CONTRADICTIONS INNOVATION-TRIZ, INC. • Technical Contradiction • Heating increases productivity (A), but wastes material (B) • Control parameter is temperature • Physical Contradiction • Temperature (C) should be high to increase productivity and low to avoid waste A Control Parameter, C ®Innovation-TRIZ, 2003 ®Ideation International B

PRINCIPLES OF SEPARATION INNOVATION-TRIZ, INC. • TRIZ seeks to eliminate the physical contradiction by separating the two contradictory requirements • Separation in space • Separation in time • Separation between the parts and the whole • Separation upon condition ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. SEPARATION IN TIME • A characteristic is made larger at one time and smaller at another • A characteristic is present at one time and absent at another • Example: Concrete piles must be pointed for easy driving but not pointed to support a load. The piles are made with pointed tips which are destroyed after driving, via an embedded explosive. • Example: Aircraft wings are longer for takeoff, and then pivot back for high speed flight. • Example: Consider the problem of sand accumulation with abrasive sandblasting. An effective solution is to use dry ice chips as the abrasive. After abrading, the chips will simply disappear by sublimation. ®Innovation-TRIZ, 2003 ®Ideation International

INNOVATION-TRIZ, INC. SEPARATION IN SPACE • A characteristic is made larger in one place and smaller in another • A characteristic is present in one place and absent in another • Example: Submarines which pull sonar detectors drag the detectors at the end of several thousand feet of cable to separate the detector from the noise of the submarine • Example: Bifocal glasses ®Innovation-TRIZ, 2003 ®Ideation International

SEPARATION BETWEEN PARTS AND THE WHOLE INNOVATION-TRIZ, INC. • A characteristic has one value at the system level and the opposite value at the component level • A characteristic exists at the system level but not at the component level (or vice versa) • Example: A bicycle chain is rigid at the micro -level for strength, and flexible at the macrolevel. • Example: Epoxy resin and hardener are liquid until mixed, then they solidify. ®Innovation-TRIZ, 2003 ®Ideation International

A “SOFT” EXAMPLE INNOVATION-TRIZ, INC. • Example: A business should be large and small • Large for profits and resources • Small for flexibility • Solution: Formation of a conglomerate of small independent organizations under one umbrella ®Innovation-TRIZ, 2003 ®Ideation International

INNOVATION-TRIZ, INC. SEPARATION UPON CONDITION • A characteristic is high under one condition and low under another • A characteristic is present under one condition and absent under another • Example: A kitchen sieve is porous with regard to water and solid with regard to food. • Example: Water is “soft if entered at a low speed. However, it one jumps into the same water from a height of 10 meters, the water feels considerably harder. Thus, the speed of the body’s interaction with the water is the condition to be considered when applying this principle. ®Innovation-TRIZ, 2003 ®Ideation International

INNOVATION-TRIZ, INC. SEPARATION IN SPACE • In the nickel plating of parts, increased temperature is necessary only in proximity to the parts. To accomplish this, the parts themselves may be heated, rather than the solution. ®Innovation-TRIZ, 2003 ®Ideation International

INNOVATION-TRIZ, INC. Intersecting Highways Two major highways are proposed to intersect. Traffic cannot flow on both highways without conflict. State the technical contradiction: State as a physical contradiction: ®Innovation-TRIZ, 2003 ?

INNOVATION-TRIZ, INC. Intersecting Highways Separation in space: Over/under pass Separation in time: Stoplight or rush hour directional control ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. Intersecting Highways Separation by Parts: Rotary or highways merge and crossover ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. Intersecting Highways Separation upon Condition: Drawbridge or access control such as gates, or possibly stoplights. ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. OTHER EXAMPLES I want my children to be able to color, but I don’t want them to color on the walls……. I want shorts in summer and jeans in winter--in the same piece of clothing

INNOVATION-TRIZ, INC. ®Innovation-TRIZ, 2003

Note: These same principles can be applied to non-technical and organizational problems as well

APPLICATION OF SEPARATION PRINCIPLES TO AN ORGANIZATIONAL PROBLEM

INNOVATION-TRIZ, INC. THE BUSINESS CLIMATE z Everyone is overloaded z Plates are full and getting fuller z The world is full of “miracle” tools z Objective sources to evaluate, compare, and assess appropriate application are few and far between ®Innovation-TRIZ, 2003

INNOVATION PARADOXES HIGHLIGHTED BY GROUP INNOVATION-TRIZ, INC. z. Somebody’s job vs. everybody’s job z“Inside” business structure vs. “outside” business structure focus z. Chaos vs. discipline z. Passion vs. objectivity z. Risk vs. job security ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. Let’s apply separation principles to these contradictions! ®Innovation-TRIZ, 2003

SOMEBODY’S JOB VS. EVERYONE’S JOB INNOVATION-TRIZ, INC. z Separation y Time x rotate responsibilities, % time allocation, some full time staff y Space x innovation space/room/lab, kindergarten room y Condition x simulate customer/business emergencies x idea generation vs. separation y Parts and whole x target innovation/focus group, subgroups x innovate within elements of whole project x identify where innovation is useful in process x break company into separate businesses Select special parts of projects for focus, use special parts of project teams to focus on innovation Review new product development process itself ®Innovation-TRIZ, 2003

“INSIDE” BUSINESS VS. “OUTSIDE” BUSINESS INNOVATION-TRIZ, INC. z Separation y Time x life cycle time frame, initial innovation outside to inside y Space x mix it up y Condition x stimulus of business cycle changes, some outside innovation only, select people to team with central business, swing to/fro with changing business conditions y Parts and whole x internal ventures Set up wholly separate structure to deal with totally new business concepts ®Innovation-TRIZ, 2003

CHAOS VS. DISCIPLINE INNOVATION-TRIZ, INC. z Separation y Time x drive from chaos to discipline as innovation develops, recognize times x separate project management meetings from brainstorming meetings y Space x safety zones for chaos--war room vs. meeting area y Condition x vs status of project, nature of customer, business environment, types of suppliers and customers y Parts and whole x select department/process to reflect chaos and discipline separately x external participants Maintain a small group of people to continuously challenge Maintain a parallel process to innovate, but not slow down primary project ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. PASSION VS. OBJECTIVITY z Separation y Time x identify passion cycle and negotiate time to be objective, bring in new blood y Space x separate peace from war, leader from decision maker x objective from outside, passion from within y Condition x identify where we are to fit behavior, cycle between regularly to check x idea generation vs. evaluation y Parts and whole x temper passion with objective, hold two types of reviews--passion and objectivity x perspective of different divisions Separate types of reviews on parts of projects ®Innovation-TRIZ, 2003

RISK VS. JOB SECURITY INNOVATION-TRIZ, INC. z Separation y Time xselect seasoned/safe driver, identify gates and break points well xphased transition/gradual commitment y Space xa place where frank comments can be made without fear of reprisal xnew company, isolated product development team y Condition xpush rewards into product development/process teams xincremental commitment xgate reviews/decision points y Parts and whole x 360 degree feedback xcompetitive partnering, new investors and/or markets ®Innovation-TRIZ, 2003

STEP THREE Aggressively confront contradictions

REVERSE TRIZ INNOVATION-TRIZ, INC. z. Formulate original problem z. Invert the original problem z. Amplify the inverted problem z. Search for information and resources z. Hypothesis, tests, and correction ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. THE BOTTOM LINE. . . MOST PROBLEMS THAT WE SOLVE AND MOST PATHS OF EVOLUTION OF TECHNICAL SYSTEMS ARE ALREADY KNOWN----THIS IS A MAJOR PSYCHOLOGICAL BARRIER WHAT WE HAVE TO DO IS TO RECOGNIZE OTHERS’ PROBLEMS AND TECHNOLIGIES IN GENERIC FORM (IN DISGUISE? ) SOME PEOPLE MAKE A CAREER OUT OF MAKING THEIR PROBLEM SEEM TRULY UNIQE ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. IN CONCLUSION…. . . z. TRIZ is both a powerful problem definition and solution tool z. It changes the way we think about problems z. It adds value to many other problem definition and solution tools, including QFD ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. CHALLENGES IN USING z A disciplined process z The effort is up front in defining the problem z An exhaustive solution set--are you prepared to handle and analyze? z Makes everyone an innovator, not just a few z Potentially seen as a threat by a few z Analogic thinking training? ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. RESOURCES z Annual Altshuller conference, Seattle, 4/25 -7, 2003 y Introductory workshops, TRIZ in non-technical areas, how to implement, Altshuller Institute, www. aitriz. org z www. innovation-triz. com web site, newsletter z TRIZ Journal, on line at www. triz-journal. com (free) z Books ($40 -80) y “And Suddenly the Inventor Appeared”, Altshuller y “TRIZ: The Right Solution at the Right Time”, Salamatov y “The Engineering of Creativity”, Savransky y “Simplified TRIZ”, Rantanen and Domb y “Hands on Systematic Innovation”, Mann ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. Another TRIZ tool: Patterns of Evolution Lines of Evolution ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. PATTERNS OF EVOLUTION -A PRIMARY TRIZ POSTULATE z. Engineering (technological) systems evolve not randomly, but according to objective patterns z. These patterns can be revealed from the patent literature and analysis of system development and purposefully used for systems development without numerous blind trials ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. PATTERNS OF EVOLUTION OF TECHNICAL SYSTEMS 1. Stages of Evolution 2. Evolution Toward Increased Ideality 3. Non-Uniform Development of Systems Elements 4. Evolution Toward Increased Dynamism and Controllability 5. Increased Complexity then Simplification (Reduction) 6. Evolution with Matching and Mismatching Components 7. Evolution Toward Micro-level and Increased Use of Fields 8. Evolution Toward Decreased Human Involvement ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. 1. TECHNOLOGICAL SYSTEMS EVOLVE AND ARE REPLACED Winning System -- this system cannot be used to predict the next generation Competing Systems A ‘ Time Possible Competing or Towing System Influences New Generation -- the prediction of this is made as a result of the study of all technology ®Innovation-TRIZ, 2003 ®Ideation International, used by permission

INNOVATION-TRIZ, INC. WHAT THIS MEANS. . z“S” curves exist z. System replacement can be a surprise z. Frequently, the curve ends when a system runs out of resources OR when an unresolvable contradiction is faced Note: Altshuller recognized this DECADES before others saw this ®Innovation-TRIZ, 2003

S-CURVE ANALYSIS 1 INNOVATION-TRIZ, INC. 3 Level of Inventions Time 2 Number of Inventions 4 Time ®Innovation-TRIZ, 2003 Profitability of Inventions Time ®Ideation International, used by permission

2. EVOLUTION TOWARD INCREASED IDEALITY INNOVATION-TRIZ, INC. • Every system performs functions which generate useful effects and harmful effects • The general direction for system improvement maximizes the ratio of ideality • We strive to improve the level of ideality as we create and choose inventive solutions IDEALITY ®Innovation-TRIZ, 2003 = All Useful Functions All Harmful Functions ®Ideation International, used by permission

INNOVATION-TRIZ, INC. SYSTEMS EVOLVE TOWARD IDEALITY. . . z. Through the use of readily available resources z. Through the use of derived resources z. Resources able to perform additional functions ®Innovation-TRIZ, 2003

3. NON-UNIFORM DEVELOPMENT OF SYSTEM ELEMENTS INNOVATION-TRIZ, INC. • Each system component has its own S-curve • Different components usually evolve according to their own schedule (airplane) • Different system components reach their inherent limits at different times, resulting in contradictions (think about the auto!) • The component that reaches its limit first is “holding back” the overall system • Elimination of contradictions allows the system to continue to improve ®Innovation-TRIZ, 2003 ®Ideation International, used by permission

INNOVATION-TRIZ, INC. Inventions drive new ideas--as they resolve contradictions, they allow a system to evolve to solve the “next” contradiction

WHEN WERE THESE TECHNOLOGIES DEVELOPED? INNOVATION-TRIZ, INC. z. Aircraft with 12 wings z. Helicopter z. Combustion engine z. Jet engine z. Propellers z. Gyroscopic auto-pilot ®Innovation-TRIZ, 2003 ®Ideation International, used by permission

USING CONTRADICTIONS PROACTIVELY The contradiction table and separation principles are used to resolve contradictions To identify the next breakthrough area, identify the current contradiction But be careful to look at both your system and competitive systems!

4. EVOLUTION TOWARD INCREASED DYNAMICS AND CONTROL INNOVATION-TRIZ, INC. Transition to Multifunctional Performance Non-Dynamic System with Changeable Elements System with Variable Components Increasing Degrees of Freedom Non-Dynamic System ®Innovation-TRIZ, 2003 System Changeable at the Mechanical Level: with a Hinge, Hinge Mechanism, Flexible Materials, etc. Increasing system dynamism allows functions to be performed with greater flexibility or variety System Changeable at the Micro-Level: Phase Transformations, Chemical Transformations, etc. ®Ideation International, used by permission

THE LINE OF SEGMENTATION Field Vacuum Plasma Gas, aerosol Liquid, foam Paste, gel Loose Body Set of Plates Monolith ®Innovation-TRIZ, 2003 INNOVATION-TRIZ, INC.

INNOVATION-TRIZ, INC. To Increase Dynamicity Consider z. Provide more than one stable state y. Bi-stable membrane y. Over center clamp z. Make a fixed component movable z. Make parts movable relative to each other y. Hinge y. Flexible materials as links z. Introduce a mobile object ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. EXAMPLE Examples of Segmentation Rigid, flexible, wave Exercise equipment

INNOVATION-TRIZ, INC. Hand Saw Patents z 3/91 4, 999, 916 ----Mechanical pivot z 12/93 5, 271, 155 ----plus tilt axially z 9/95 5, 452, 515 ----plus curved surface 4 1/2 years!!!! ®Innovation-TRIZ, 2003

HOW WOULD YOU MAKE THE FOLLOWING MORE FLEXIBLE/DYNAMIC? z. Car insurance z. Airline food service z. Soda/pop machines ®Innovation-TRIZ, 2003 INNOVATION-TRIZ, INC.

INNOVATION-TRIZ, INC. ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. 5. INCREASED COMPLEXITY AND THEN SIMPLIFICATION • Technological systems tend to develop first toward increased complexity (i. e. , increased quantity and quality of systems functions), and then toward simplification (where the same or better performance is provided by a less complex system). This may be accomplished by transforming the system into a bi- or poly-system, as shown here in two of the lines of evolution related to this pattern. Mono-system Bi-system Improved (Simplified) Mono-system Poly-system Improved (Simplified) Mono-system ®Innovation-TRIZ, 2003 ®Ideation International, used by permission

6. EVOLUTION WITH MATCHING AND MISMATCHING ELEMENTS INNOVATION-TRIZ, INC. • System elements are matched or mismatched to improve performance or to compensate for undesired effects. A typical evolution might be: • Unmatched elements • Mismatched elements • Dynamic matching and mismatching • Example: Automobile suspension system development • • Springs attached between wheels and body Shock absorber and spring tuned to damp out impact forces Semi-rigid rubber isolation mounting between body and shock Active suspension system automatically adjusts to road conditions ®Innovation-TRIZ, 2003 ®Ideation International, used by permission

INNOVATION-TRIZ, INC. EXAMPLE Breakfast cereal Mono system flakes Bi system coated flakes Poly system “Honey Nut” coated clusters of multi grain flakes with raisins and dried fruit General Mills “My Cereal” web site to make your own mix

WHAT TO MATCH AND MISMATCH z System structure z Materials z Strength z Reliability z Physical state (gas, solid, liquid) z Temperature z Personal styles ®Innovation-TRIZ, 2003 INNOVATION-TRIZ, INC. z Rhythms of functioning z Dimensions z Weights z Colors z Chemical, electrical, or magnetic properties

INNOVATION-TRIZ, INC. EXAMPLE Beverage Bottle and Cap Threads initially matched like nut and bolt Now threads on cap are segmented allowing each segment to act as a spring

INNOVATION-TRIZ, INC. EXAMPLE Polyethylene Liners for Doublesided Adhesive Tapes Initially solid polyethylene Multi-layers of different densities to give better unwind characteristics. Difference in release levels allows the adhesive to stay on the proper side of the liner.

INNOVATION-TRIZ, INC. ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. OTHER EXAMPLES z. Multi-layer films and composites z. Weight mismatch to make something spin z. Polar and non-polar chemistry z. Particle orientation to make properties flow in only one direction z. Others? ®Innovation-TRIZ, 2003

7. EVOLUTION TOWARD THE MICROLEVEL AND INCREASED USE OF FIELDS INNOVATION-TRIZ, INC. • Technological systems tend to transition from macro systems to micro systems. During this transition, different types of energy fields are used to achieve better performance or control • Example: Cooking oven development • • Macro. Level Large cast iron wood stove Smaller stove fired by natural gas Electrically-heated oven Microwave oven Poly-system from parts with simple shapes (balls, rods, sheets, etc. ) ®Innovation-TRIZ, 2003 Poly-system from small particles (powder, etc. ) Use of Material Structure Use of Chemical Processes Use of Atomic Level ®Ideation International, used by permission Use of Energy Fields

THE TRANSITION INNOVATION-TRIZ, INC. Me. Th. Ch. EM (Mechanical, Thermal, Chemical, Electronic, Magnetic, Electromagnetic) Ex: Polymer Processing, Photography ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. EXAMPLES z z z Toothbrushes Pointing devices Adhesives Pointers House construction Telephone Automobile steering, other systems Functional connections Writing instruments Software development Polymer processing ®Innovation-TRIZ, 2003 z Tools z Flow of electricity z Control systems (on/off, regulates vs. needs) z Hydraulic pressure, synchronicity, matched frequency, away from resonant frequencies z Sunglasses, compensating bisystems z A/C systems z Computer interfaces

WHAT WOULD THE “NEXT” FIELD BE IN YOUR SYSTEM? COULD YOU USE IT? DO YOU UNDERSTAND IT?

8. EVOLUTION TOWARD DECREASED HUMAN INVOLVEMENT INNOVATION-TRIZ, INC. • Systems develop to perform tedious functions that free people to do more intellectual work • Example: Clothes washing • Tub and washboard • Ringer washing machine • Automatic washing machine with automatic dispensing of bleach and fabric softener • REMEMBER THE NEW MACHINE AND PILL? ? ? ®Innovation-TRIZ, 2003

HOW AND WHEN TO USE LINES OF EVOLUTION INNOVATION-TRIZ, INC. z. Next generation product development z. Patent filings (expand get around) z. Consumer research z. Forecasting z“Back-filling” opportunities ®Innovation-TRIZ, 2003

MULTIPLE LINE ANALYSIS PIE CHART LINES OF EVOLUTION

Evolutionary Potential INNOVATION-TRIZ, INC. ‘Evolutionary Limit’ of component relative to predicted evolution trends Current evolutionary position of component for a given trend (Each spoke in the evolutionary potential radar plot represents one of the known technology trends identified by TRIZ researchers) ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. NINE BOX DIAGRAM ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. APPLICATIONS IN INNOVATION z. Input to strategic planning, technology acquisition, and z. Extension of patented concepts to generate additional royalty income z. Broaden patent claims to hinder competitors z. Get around competitive patents ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. APPLICATIONS IN BUSINESS MANAGEMENT z. Strategic planning in acquisitions and product development z. Personnel planning z. New business development and licensing ®Innovation-TRIZ, 2003

LINKING WITH CPS, BRAINSTORMING, LATERAL THINKING INNOVATION-TRIZ, INC. z. CPS/Brainstorming/Lateral Thinking™ y. Use of “uninhibited” thinking, or selected random words y. Use resource and ideality thinking y. Use 40 principles in random order y. Use separation principles in reverse to stimulate new concepts y. Use reverse TRIZ and Lines of Evolution concepts as stimulus ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. THE SIX HATS™ PROCESS z. Problem solving process is divided into segments where everyone must do the same “type” of thinking at the same time z. Each person wears the same “hat” at the same time to minimize negative aspects of arguments, etc. z. One of the most widely used innovation processes in the world--easy to learn and effective for simple to moderately complicated problems ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. THE SIX HATS z. Blue---meeting process, thinking process z. White---information that is needed z. Green---propose ideas, free thinking z. Black---what is wrong with this idea z. Yellow---what is good about this idea z. Red---emotional, “gut” feel about idea ®Innovation-TRIZ, 2003

DEFICIENCY IN THE PROCESS INNOVATION-TRIZ, INC. z. Stimulus for ideation is still limited by the expertise in the room z. Weak, informal problem definition step z“Selected” random words used for stimulation (Lateral Thinking™) ™Lateral Thinking is registered trademark of APTT and De. Bono International ®Innovation-TRIZ, 2003

INNOVATION-TRIZ, INC. WHEN AND HOW TO COMBINE TRIZ WITH THIS PROCESS z White/information hat: y Have we identified all the contradictions? y A problem definition diagram, such as the Problem Formulator™ z Green/ideation hat: y Use of contradiction table, software examples z Black/problem hat: y Use reverse TRIZ technique z Yellow/Good hat: y Use ideality thinking and lines of evolution to improve ideas z Blue hat: y Use Problem Formulator™ to diagram the meeting and ideation process ®Innovation-TRIZ, 2003 ™Problem Formulator and Anticipatory Failure Determination are trademarks of Ideation International

FRONT LOAD THE PROCESS INNOVATION-TRIZ, INC. z“The worst sin of all is to do an excellent job at that which should not have been done at all” x. NY Times, anonymous z“We never have time to do it right, but we always have time (and money!) to do it over” x. Anonymous ®Innovation-TRIZ, 2003