triz.ppt
TRANSCRIPT
LSSG Black Belt Training
Innovation:The Next Frontier for Six Sigma
LSS and TRIZ
Innovation is “HOT” Rise of the Corporate Innovation Officer New career opportunities Clearly, improvement and innovation methodologies are
becoming a significant source of competitive advantage! Patents and continuous improvements are becoming
blurred. What is “obvious” or “ordinary” or “incremental” or a “simple combination of pre-existing inventions?
TRIZ and LSS - a perfect complement - the next evolutionary step, incorporating proven innovation methodologies and tools with continuous improvement methods and tools.
House of Quality: A Popular Six Sigma ToolThe “Roof’ Describes Contradictions!
Tec
hn
ical
R
equ
ire
men
tsF
orm
attin
g S
tyle
Tim
ing
of
Ren
ewal
s
Dep
t of
Cov
erag
eU
se o
f G
raph
ics
Cho
ice
of
Lang
uage
Tab
le o
f C
onte
nts
Imp
ort
an
ce
to
Cu
sto
me
r
Customer Requirements
Easy of use
Accuracy
Relevance
Clarity
Briefness
3.2
5.0
4.5
3.8
2.5
1
Competitive evaluation
1 2 3 4 5
X A
A X
X A
A X
X A
23
A = Us
X = major competitor
1
Technical evaluation(5 is best)
5
4
3
2
X
AX
AAX
XA
XAA
X4Relationships
Strong = 9
Moderate =3
Week =1
5
Correlation
Strong Positive
Positive
Negative
6
Ta
rge
t V
alu
e (qualitative)
3.4
4.6
4.4
4.0
4.2
Ra
tio
= T
arg
et V
alu
e/ C
om
pan
y N
ow
1.0
1.5
1.1
1.6
1.0
Ab
s W
eig
ht
= R
atio
*Im
port
ance
3.2
7.5
4.9
6.1
2.5
% I
mp
ort
ance
Ab
s W
eig
ht
13.1
31.2
20.7
24.8
10.2
7AA
AA
AA
AA
AA
Target Values
Difficulty (qualitative 1-5)
Absolute Weight
Relative Weight how’s
3.2 4.0 4.5 4.94.83.5
5 4 2 3 3 4
15.9 92.5 18.2 32.646.266.9
9.2 101.3 55.4 34.96784.9
AA
AAAA
AAAA
AA
8
TRIZ
(Teoriya Resheniya Izobreatatelskikh Zadatch)
(Pronounced ‘trees’ with a roll on the ‘r’)
A Methodology for Innovation
by resolving contradictions!
Triz History
• English acronym for a Russian phrase translating to the Theory of Inventive Problem Solving• Began as the work of Genrich Altshuller, a patent officer in the Russian Navy in 1946• Based on a review of 2.5 million patents to date (200,000 by Altshuller!)• Aim is to provide a systematic and rigorous way to be more inventive in our problem solving• Focus is on resolution of inherent design contradictions by removing them at their source, rather than compromise• Allows people to study the ideas and the ways that contradictions were solved (“creates the ability to almost automate the inventive process!”)
Triz History (continued)
• Now a well-developed collection of principles, tools and techniques, including the “40 Inventive Principles (IPs)” and the “Contradiction Matrix”
• Primarily about technical and physical problems, but the current focus is to apply these ideas to services!
• Now being combined with Lean Six Sigma – a natural, especially with DMADV/DFSS to create Six Sigma capable processes to start (extends HOQ!)
• Has its own methodology (ARIZ), but can also be adapted to DMAIC/DMADV
“What Six Sigma lacks in the area of systematic innovation TRIZ encapsulates in almost every tool and technique.” (Geoff Tennant)
Genrich Altshuller: The Father of Triz
“In his first book, How to Learn to Invent, [Alshuller] laughs at the popular opinion that one must be born to be an inventor. He criticizes the trial and error method used to make discoveries.” (Lev Shulyak)
“You can wait a hundred years for enlightenment, or you can solve the problem in 15 minutes with relative ease.” (Genrich Altshuller)
“Imagination is more important than knowledge.” (Albert Einstein)
“”Knowledge on how to think in a non-standard way, that is to imagine, is just more important.” (Anatoly Guin)
The Triz Methodology
Study patterns and stages of innovation. Identify current position to determine future direction and potential.
Approach innovation at the systems level to consider all aspects of the environment; consider functionality and hidden resources
Use an algorithm for problem-solving (e.g., ARIZ, DMAIC) Solve contradictions; do not compromise Create the ideal system – maximum benefit at zero cost and
zero harm Use idle resources (e.g., air, knowledge, skills); add (at zero
cost) to increase functionality Use the 40 Inventive Principles (IPs) and Contradiction Matrix
(grid of most popular IPs for specific parameter conflicts) Separate the contradictions Add a third factor Use science and knowledge for answers Remove the unnecessary/Ask Why?
Key Triz Concept: Ideality/Ideal Design
Provides all required functions without the physical existence of any system
Uses “free” resources (such as gravity, air, knowledge, the effects of shape memory, etc.)
The measure is the sum of the benefits divided by the sum of the “costs” and “harms”
Benefits are any useful functions or desired outcomes
Costs should include direct costs and costs to society (Taguchi)
Harms should include failure modes, harmful effects, and any other undesired outcome
Understanding the Problem: Define the Ideal Outcome
Triz tool is called “The Ideal Final Result” Use Brainstorming, including “Solution Park” Do NOT think about “HOW” we get what we want!
Concentrate on BENEFITS! Imagine we have a “MAGIC WAND” Ask everyone in the room to define their ideal outcome
and create consensus Define who we are and at what systems level we are
operating Decide what we want – the benefits/future state Visualize the solution (future state map, 9 Windows,etc.) Search for resources to deliver the benefits Identify contradictions for further improvement using Triz
Triz Tool: Nine Windows (or Screens)
Used to identify the ideal state, resources that can be used, and understand where the “real” problem lies.
Past Present Future
MacroSystem
System
MicroSystem
Triz Tool: Nine Windows
Low status and salaries of
engineers in UK; Mfg base in decline
Loyal, qualified staff; good
facilities; demand for graduates by local companies
What will the government want?
What will the University want?
Engineering is less understood and not a popular choice; Qualifications are harder; Business
more popular; Male dominated
Problem:
How to attract many capable engineering students to Bradford?
What We Want:
Full quota of good students
graduating in engineering form
Bradford
More girls at university;
Engineering seek as “geeky”
How to insure a good pool of able students? How to inspire enthusiasm
for engineering?
Students gain employment from local companies
Bradford University ExamplePast Present Future
MacroSystem
System
MicroSystem
Triz Tool: Nine Windows• Combined with SWOT Analysis
Past Present Future
MacroSystem
System
MicroSystem
S
O
W
T
S S
SSS
W W
WWW
W W W
S S S
O O
O
OOO
TT
T
T
T TO O
T T
The 40 Inventive Principles (IPs)1. Segment*
2. Separate/Extract*
3. Localized Characteristics/ Quality
4. Asymmetry
5. Merge/Consolidate
6. Multi-Functionality/ Universality
7. Nesting Principle
8. Counterweight
9. Prior Counteraction
10. Prior Action*
11. Beforehand Compensation/ Preparation
12. Equi-Potentiality
13. Other Way Around/ Reverse
14. Curvature Increase/ Spheroidality
15. Dynamic Parts*
16. Partial or Excessive Action
17. Change or Move to a New Dimension
18. Mechanical Vibration
19. Periodic Action
20. Continuity of Useful Action
21. Hurrying/Rush Through or Skipping Over
22. Blessing in Disguise/ Convert Harm into Benefit
23. Feedback
24. Intermediary/Mediator
25. Self Service
26. Copying
27. Inexpensive and Short-Term (Instead of Expensive and Durable); Cheap Disposables
28. Interaction Substitute; Replacement of a Mechanical System*
29. Pneumatics and Hydraulics
30. Flexible Shells and Thin Membranes or Film
31. Porous Material
32. Optical Property Change/Changing Color
33. Homogeneity
34. Discarding and Recovering/Rejected and Regenerating Parts
35. Parameter Change/Transformation of the Physical-Chemical Properties of the System or Parts*
36. Phase Transition
37. Application of Heat Expansion (Thermal Expansion)
38. Using Strong Oxidants
39. 39. Inert Atmosphere/ Environment
40. Composite Materials
*Most commonly used principles (J. Zhang)
Separation Principles
The Principles: Separation of Parts and Whole: Can the actions/parts/
systems be broken up into smaller parts, or combined into one whole?
Separation in Time: Can actions/parts/system be separated in time, or happen before or after the other?
Separation in Space: Can the conflict be resolved by physically moving the actions/parts/systems? Can removing a separation in space combine actions/parts/systems to remove the conflict?
Separation on Condition: Can the actions/parts/systems be treated/handled differently based on internal or external conditions?
These principles are usually used first, as they can often propose a solution quickly!
Triz Tool: The Contradiction Matrix The contradiction (in design features) is at the heart of TRIZ.
The CM Matrix is a starting point for solution generation, once two features have been found that are currently in a trade-off situation.
Two types of contradictions are considered: Technical (i.e., as one gets better, the other must get worse, such as strong
and light weight), and Physical (i.e., when one parameter must be in two opposing states at the
same time, such as big vs. small, short vs. long, etc.). Only 1250 typical system contradictions in 39 design
parameters have been found to date The purpose of TRIZ is to eliminate the trade-off and allow both
features to exist without contradiction. Without innovation, designers typically compromise by trading off the two extremes. The method focuses on identifying a single measure (of a feature), and exaggerating the two extremes.
The CM Matrix is now a 39 X 39 Matrix with 39 Design Parameters on each side. Each entry contains from 1-4 of the Inventive Principles (IPs) that should be considered.
Triz Tool: The Contradiction MatrixCharac-
teristics (39)
1 2 3 4 5 6 7 8Inventive
Principles (40)
1: Weight of a Mobile Object
- 8,15,29,34
- 29,17,
38,34
- 29,2,40,28
- 1: Segmentation
2: Weight of a stationary Object
- - 10,1,
29,35
- 35,30,
13,2
- 5,35,
14,2
2: Extraction
3: Length of a Mobile Object
8,15,
29,34
- - 15,17,
4
- 7,17,
4,35
-3: Local Quality
4: Length of a Stationary Object
- 35,28
40,29
- - 17,7,
10,40
- 35,8,
2,14
4: Asymmetry
5: Area of a Mobile Object
2,17,
29,4
-
14,15
18,4 - -
7,14,
17,4 -5: Consolidation
6: Area of a Stationary Object
-
30,2,
14,18 -
26,7,
9,39 - - -6: Universality
7: Volume of a Mobile Object
2,26,
29,40 -
1,7,
4,35 -
1,7,
4,17 - -7: Nesting
8: Volume of a Stationary Object
-
35,10
19,14 19,14
35,8,
2,14 -
- -8: Counterweight
9: Speed 2,28,
13,38 -
13,
14,8 -
29,30,
34 -
7,29,
34 -9: Prior Counter-
action
Triz: Not Just for Manufacturing!An Illustration
IP14: Curvature Increase (Spheroidality)
Curvature can be increased by moving from lines to curves, from linear to circular motion, and in one, two, or three dimensions. Use rotational motion and forces rather than linear.
E.g., Ball bearings in toys, coil springs in mattresses, circular tables, domed roofs, knuckle joints as hinges for windows, corkscrew cucumber slicer, non-linear organizational structures, 360 degree feedback, people with “rounded personalities” performing customer service, rolling forecasts of customer requirements, ergonomic furniture, meals on wheels, quality circles, circular work cells, using 3D virtual models, using educational globes rather than maps for instruction, using smoothing techniques for forecasting of data, encouraging out-of-the-box versus linear thinking
Can you think of other applications?
Example IP: Periodic Action (IP19)
Replace a continuous action with a periodic one (impulse) Use impulse sprinkler on lawn to reduce damage to soil Periodic repetition of advertising messages Periodic evaluation/auditing of processes
If the action is already periodic, change its frequency Batch manufacturing – small customized products Mass customization – individual production Institute monthly customer communications, in addition to annual
surveys Use pauses between impulses to provide additional
action Preventative maintenance of equipment and facilities Plan pauses in negotiations Get work done between meetings Capture lessons learned for knowledge management
Example IP: Continuity of Useful Action (IP20)
Carry on work continuously; make all persons/systems work at full capacity all the time Continuous compounding of interest Provide 24 hour, 7 day service to customers Use retired employees during peak work times, absences, and
vacations Bring the services for special education students to the regular
classroom, rather that having students go elsewhere for services
Remove idle and intermediate motion Use mobile phones Create life-long learning opportunities Conduct training during pauses in work Employ multi-skilled personnel at bottleneck functions to avoid
customer delays
Common Service Contradictions
Diversity versus Focus Customization versus Standardization Functionality versus Ease of Use General Information versus Detailed
Information Security/Privacy versus Transparency Industrialization versus Personalization
Mini-Case: Techo Edge Canteen
Techno Edge is a university canteen open from 8:30am to 6:30pm on weekdays, and from 8:30am to 2:00pm on Saturdays. Since it is not convenient to purchase food elsewhere outside of the operation hours of the canteen, students have requested an extension of hours of operation. The solution, however, may not be welcomed by the food operators for reasons of cost ineffectiveness.
The Contradiction: Longer hours to meet student demand vs. cost-effective staffing
Mini-Case: Techo Edge CanteenThe Solution Using TRIZ
The General Solution: Take effective measures to stretch the operation time, or concentrate the demand of the customers into a shorter period of time, as follows:
IP1: Separation in space: Use outside contractors to provide phone ordering/direct delivery.
IP1: Separation within a whole and its parts: Separate the dining needs of customers into types and patterns – provide niche services, such as late delivery.
IP1: Separation in time: Divide the operation into two parts. Use a different operator to provide night-time services.
IP25: Self-Service and IP10: Preliminary Action: Provide food vending machines and microwave ovens to relieve peak hour demand and late night customers.
Class Exercise: Icebreaker
It is necessary to move cargo in the winter through waterways that can be covered by as much as 10 feet of ice. Traditionally, ice breakers have been used to open a channel through the ice for a convoy of ships to follow.
The ice breaker can only advance at a speed of 2 km/hr. We need to increase this rate to at least 6 km/hr, although faster would be even more desirable.
Alternative means of transportation are not acceptable. Our investigation shows that the icebreaker has the most efficient engine available in the industry at this time.
Reverse TRIZ
Similar in concept to failure analysis in Six Sigma But can also identify contradictions in the system
related to potential failures that are not obvious Asks the question, “If I were going to sabotage the
system, how would I do it? The idea is to find the weak spots in the system Once the contradictions are identified, the 40
principles can be used to resolve the failure
Triz Tool: Smart Little People
Question: In looking at this page, what are you thinking?
TRIZ Tool: Smart Little People (SLP)
Using “Smart Little People” helps to overcome the psychological inertia in our thinking
Imagine an army of smart but very small people that can do anything, think for themselves, and work down to the atomic level.
Then imagine how they could do a job differently or with fewer of them involved.
For example, it takes 6 SLP to hold up a heavy pipe. How could they do it with less people?
Example: Smart Little People (SLP)
Problem: To protect workers in a metallurgical shop from flying melted metal drops, special screens are installed. The smaller the mesh, the better the protection. If the mesh is small, however, it is difficult to see through the screen. What can be done?
To apply the SLP method, we should consider two types of creatures: flying creatures that represent the metal drops, and guards. The guards are positioned in the form of a grid (see the picture, below). They try to catch all the flying creatures, but some sneak through the cells anyway.
Example: SLP (continued)
A similar situation can be seen on a tennis court. How can we catch all the balls? The easiest way is to place many catchers on the court -- but then there is no game. The "solution," of course, involves only one player, who moves quickly from place to place to cover the court.
We can do something analogous with our guards: have them move around quickly to cover all the necessary space.
Solution: use a rotating or vibrating grid that will retain all the drops while allowing us to see through it.
Summary - LSS and TRIZ
Innovation is “HOT” Rise of the Corporate Innovation Officer New career opportunities Clearly, improvement and innovation methodologies are
becoming a significant source of competitive advantage! Patents and continuous improvements are becoming
blurred. What is “obvious” or “ordinary” or “incremental” or a “simple combination of pre-existing inventions?
TRIZ and LSS - a perfect complement - the next evolutionary step, incorporating proven innovation methodologies and tools with continuous improvement methods and tools.
LSS and TRIZ – A Natural!!
TRIZ can be used with Lean Six Sigma to: Extend the House of Quality – resolve
contradictions “Bust” process bottlenecks – reduce cycle time Capture knowledge – using TRIZ IPs and
characteristics Expand the toolbox – add TRIZ tools to LSS Many other possibilities!
Sources Altshuller, G.S. 40 Principles: TRIZ Keys to Technical Innovation, trans, and ed.
Shulyak, L. and Rodman, S., Technical Innovation Center, Worcester, MA., 1997. Averboukh, E. Six Sigma Trends: Six Sigma in Financial Services, TRIZ Journal,
March, 2006. Bligh, A. The Overlap Between TRIZ and Lean, March, 2006, www.innovation-
triz.com/papers/TRIZ_Lean.pdf. Dourson, S. The 40 Inventive Principles Applied to Finance, TRIZ Journal, October,
2004. Gadd, K. Triz at Bradford University: Solving an Organisational Problem using
TRIZ, April, 2006. Guin, A. School-factory will Die. What’s On? TRIZ Journal, April, 2004. Marsh, D., Waters, F., and Marsh, T. 40 Inventive Principles with Applications in
Education, TRIZ Journal, April, 2004. Retseptor, G. 40 Inventive Principles in Marketing, Sales, and Advertising, TRIZ
Journal, April, 2005. Retseptor, G. 40 Inventive Principles in Quality Management, TRIZ Journal, March,
2003. Tennant, G. TRIZ for Six Sigma, Mulbury Six Sigma, 2003. Terninko, J. Selecting the Best Direction to Create the Ideal Product Design, TRIZ
Journal, July, 1998. Zhang, J. Chai, K.H., and Tan, K.C. 40 Inventive Principles with Applications in
Service Operations Management, TRIZ Journal, December, 2003. Zhang, J. Chai, K.H., and Tan, K.C. Applying TRIZ to Service Conceptual Design:
An Exploratory Study, TRIZ Journal, March, 2005.
Check out the archives of the TRIZ Journal for additional articles at www.triz-journal.com, and www.innovation-triz.com for other resources.