Poet ( PROCESS OPERATIONAL EXCELLENCE TECHNIQUE)

POET

Process Operational Excellence Techniques

By Technosolutions India Limited

Conceptual Way Forward Towards Business Excellence

Click to see

Human Chain

Mutual Learning is second to success Pass it on…………


1. TRAINING TO EMPLOYEES1. TRAINING TO EMPLOYEES

QUICK

FOCUSSED

RELEVENT

EASY TO USE

SELF LEARNING

1.1Quick1.1Quick

No delay in flow of information & performance

Groups of employees at all level

Each group of five members as link of employee chain

Knowledge transmission to last member in five days

Monitoring through links of chain

1.2 Focused1.2 Focused

To need of organisation

What can be translated in to performance

Easy to perform

Delivers results

Results visible

1.3 Relevant

Relevance is not how others benefit, but how

performer benefits

What can be understood by illiterate

Recognition by a word of praise

Develops ownership

Helps others to motivate

1.3 Easy to use1.3 Easy to use

Without waiting

Bare minimum writing work

Criteria for performance

Empowerment

Performance linkage with utility

1.3 Self Learning1.3 Self Learning

Knowledge & performance intertwined

Results motivates to learn moreResults motivates to learn more

Learning leads to initiateLearning leads to initiate

Initiation fills the gap for excellenceInitiation fills the gap for excellence

Excellence never ending, and accelerates the zeal to Excellence never ending, and accelerates the zeal to

innovateinnovate

2. Human Chain : 5x5 Guidelines2. Human Chain : 5x5 Guidelines

Plant Head

Dept. Head Dept. HeadDept. Head Dept. Head Dept. Head

Second Layer

Second Layer

Second Layer

Second Layer

Second Layer

Third Layer

Third Layer

Third Layer

Third Layer

Third Layer

1

Employee Coverage

Even a big Organisation can Complete it’s information flow by Fifth layer

6

31

156

781

1. Name & Team members

2. Date of Birth

3. Qualification

4. Experience

5. Family Information

2.1 To Know five personnel things2.1 To Know five personnel things……

1. Chairman , MD

2. Organisation structure

3. Where you are & your contribution

4. Company Mission & Vision

5. Group Companies

2.2 To Know Your Company2.2 To Know Your Company

Raw mills

Kilns

Packing

Despatch

Purchase

HRD

Marketing

2.3 Know your process2.3 Know your process

Complete process works on limited fundamentals.

The Quarry

Drive

Hydraulic

Pneumatics

Electricals

Electronics

Lubrication

Safety

Fasteners

Computers

Mc. Systems

• TPM Journey

• My Role in TPM

• Our achievements!

• Where &Why we failed?

• Our Plan for Business Excellence etc.

2.4 To Know about TPM / Other Topics2.4 To Know about TPM / Other Topics

• What is 1S ?

• What is 2S & 3S ?

• What is 4S & 5S ?

• Benefits of 5S

• My Role in 5S

2.5 To Know about 52.5 To Know about 5’’SS

• Know about JH Steps

• What is there in Step -3?

• Benefits of Step-4 & 5

• What is there in Step-6 & 7 ?

• Autonomous Management

Example

2.6 To Know about Other Topics2.6 To Know about Other Topics

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i SOP

Improved Standard Operating Procedures


Need for Need for iSOPiSOP

SOP’s are available but important process, operations are missing

SOP not updated : Rate of process updating is more than SOP updating

SOP’s too generalized : Subjective ; performance left to operator Judgments

SOP’s are complex to understand

Unskilled employee to perform on equipments

No understanding of importance of operations

No system to monitor whether SOP’s being followed

“ The Developed logical sequence of performance by employees emphasising on the need for maintaining optimum conditions to attain designed requirement for product features ”

What is What is iSOPiSOP ??

“ The Developed logical sequence of performance by employees emphasizing on the

need for maintaining optimum conditions to attain designed requirement for product

features ”

What is logical sequence ?What is logical sequence ?

“ Operations or chain of operations necessary to be evaluated, monitored, measured and performed keeping the immediate or derived impact on defined process conditions. ”

“ The Developed logical sequence of performance by employees

emphasizing on the need for maintaining optimum conditions to attain

designed requirement for product features ”

What is Employees ?What is Employees ?

“ The personnel who translate the designed process to practical performance. ”

OperatorsFittersElectriciansTechniciansSupervisors/Engineers

“ The Developed logical sequence of performance by employees emphasising on the need for maintaining optimum conditions to attain designed requirement for product features ”

What is Optimum conditions ?What is Optimum conditions ?

“ The defined process conditions contributing to deviations in product features . ”

Logical steps of Logical steps of iSOPiSOP

Step 1Step 1

Step 2Step 2

Step 3Step 3

Step 4Step 4

Step 5Step 5

Step 6Step 6

Step 7Step 7

EvaluateEvaluate

IdentifyIdentify

DevelopDevelop

ReviewReview

Audit Plan & AuditAudit Plan & Audit

Audit AnalysisAudit Analysis

Over view of Total Over view of Total ProcessProcess

7 Step Approach :7 Step Approach :

Step 1 : EvaluateStep 1 : Evaluate

“ Evaluation is a process to ensure and establish that all the equipments, operations in the plant are assessed for the need to generate iSOP. ”


Sub steps of evaluation :-

1.1 List down the equipments

1.2 Assess the conditions may affect the process

1.3 Establish the severity of conditions

Harm : Harm : Harm to man & machineHarm to man & machine

Quality : Quality : Equipment generated product or to ultimate productEquipment generated product or to ultimate product

Environment : Impact on the environment or working conditions Environment : Impact on the environment or working conditions at the point of operations or subsequent at the point of operations or subsequent operations.operations.


Sr.No. Machine/Equipment Process conditions

1 Boiler 1. Temp2. Pressure

Template for listing of equipment :-


Template for knowing severity of process conditions :-

SeveritySr Machine/ Equipment

Process condition

Man Machine Quality Environment

1 Boiler Pressure √ √ X √

Step 2 : IdentifyStep 2 : Identify

Sub steps of identification :-

2.1 List down the available SOP’s against the evaluated conditions

2.2 List down the missing SOP’s

Step 3 : DevelopStep 3 : Develop

Sub steps of Development :-

3.1 Develop new procedures for missing SOP’s

3.2 Incorporate new procedures with existing if available

Step 4 : ReviewStep 4 : Review

Sub steps of Review :-

4.1 Review existing procedures, modification in equipment& operating condition

4.2 The clarity in the SOP

Step 4 : ReviewStep 4 : Review

What is mean by clarity in SOP?

4.1 It should be user friendly

4.2 It should be measurable

4.3 Easy to understand

Step 5 : Audit plan & AuditStep 5 : Audit plan & Audit

Plan the audits for the effective adherence to the SOP

Who should do ?Cross functional team member who is having

adequate knowledge of particular process.

Where to do ?Not in office or on table but at actual process location

How to do ?Observe total cycle at least 3 times & then make

conclusion

Step 6 : Audit AnalysisStep 6 : Audit Analysis

Remember one thing that audits are not for fault finding.

The basic purpose of audit is to establish areas need attention & improvements.

Step 6 : Audit AnalysisStep 6 : Audit Analysis

The audit result should :-

Define the deviation.

Suggest measure o develop a system

End goal should be :-

Cause of deviation should be addressed.

Step 7 : OverviewStep 7 : Overview

In overview basically one has to check :-

Whether iSOP is practically applicable?

Whether it is clear to all ?

Whether it is actually followed?

Whether any minor changes to be done ?

What an What an iSOPiSOP should include ?should include ?

Title that defines purpose of iSOP inclusion of word `safe or safely’ is must i.e. Safe operation of Boiler . Or Operation of Boiler safely.

Use document ref. no , revision dates etc.Identify the unit, department & specific point of activity for which iSOP is made.State purpose of iSOP including specific use in 1-2 sentence. Include information about process & regulatory standards i.e. both desirable & undesirable

. consequencesWrite scope statement which tells what related subjects iSOP will not cover.List by category any items , tools or kits required , environment condition, time condition i.e.. frequency . &

information source i.e.. from where.Give an overview of steps in the iSOP that describes the process in terms of major functions including .

`SHE’.Complete operating instructions contain overall description of major system & its components.Define terms & concepts . Include simple list of terms & definition for easy understanding of user.Place safety warning on top priority i.e. not on last page. If there are one or two warnings these might be .

placed at the top of first page of text rather than next page. i.e. Warning for Eye Hazard, Danger- High . Voltage, Co2 emission, caution for flammable natural gases etc.

Provide more desirable explanation for fully understanding of users.Provide reader alternative steps to be taken in case desired step does not work.Indicate frequency , source & reference of data , use of graphics , photograph for clear understanding.Test the iSOP in the field & then develop troubleshooting instructions One way to anticipate safety, health, environment & operational problems is to ask inexperienced person .

to walk through &give his suggestions.

Typical Plan for implementation of Typical Plan for implementation of iSOPiSOP **

M 1 M 2 M 3 M 4 M 5 M 6 M 7 M 8 M 9 M 10 M 11 M 12 M 13

1.List down the equipment or machine

2.Acess the conditions may effect the process

3.Establish severity of the condition

1.List down the available SOP's against evaluated conditions

2. List down missing SOP's

1.Develop new procedures for missing SOP's

2.Incorporate new procedures with existing if available

1.Review the existing procedure

2.Clarity in the SOP's

5 Audit Plan 1.Plan the audit for effective adherence to the SOP's

6 Audit analysis 1.To esablish the areas needs attention & improvement

7 Overview 1.Overview

Review

1

2

4

Develop3

Evaluate

Identify

MonthsWhat to doSr.no Step

* Plan will change depend on size of the plant

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Process De-bottlenecking

A New Approach Towards Zero Stoppages


Daily Problems have no ownership & are accepted as normal. It is a general tendency to focus on the current major issues and conveniently ignore the minor ones. All these minor problems accumulate and become major hurdles towards the smooth running of the business.

“Thinking to solve” is normally perceived to be a top management activity. In spite of having good technical & analytical ability of problem solving and actually knowing the problems , frontline personnel are seldom used for solving them.

Conventional Business ProcessConventional Business Process……....

Aim…..

Development of ownership concept

Addressing even the smallest issues at

evolution stage

Empowerment to the Front line crew

Use of Bottom up approach

Discussion with HODs explaining bottlenecks, concept and its relation with Business Goals

Identify the personnel to work on the bottlenecks

Subdivide departments ; line wise, process wise and prepare individual flowcharts

Defining contribution of each dept for achieving business goals

Identify the bottlenecks to achieve the target

Prioritise the bottlenecks

Approval from HODs

Based on the identified bottlenecks, prepare Master plan to eliminate the same

Execution of Improvements

Evaluation of results ,Corrective action & Periodic review

Step 1

Step 2

Step 3

Step 4

Step 5

Step 6

Step 7

Step 8

Step 9

Step 10

Rev

isio

n of

bus

ines

s go

als

Approach…

Let’s do it together……

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7 QC Tools


Checksheet

The function of a checksheet is to present information in an efficient, graphical format. This may be accomplished with a simple listing of items. However, the utility of the checksheet may be significantly enhanced, in some instances, by incorporating a depiction of the system under analysis into the form.

Sample Checksheet

DATE TYPE OF WELDING DEFECT

OBSERVED BY QUANTITY

01-01-2008 CRACK RAMESH 0202-01-2008 POROSITY HARI 0903-08-2008 SPATTER RAJU 1404-08-2008 UNDER SIZE FILLET ABDUL 0605-08-2008 UNDER CUT DILIP 16

Pareto Chart

Pareto charts are extremely useful because they can be used to identify those factors that have the greatest cumulative effect on the system, and thus screen out the less significant factors in an analysis. Ideally, this allows the user to focus attention on a few important factors in a process.They are created by plotting the cumulative frequencies of the relative frequency data (event count data), in descending order. When this is done, the most essential factors for the analysis are graphically apparent, and in an orderly format.

Sample Pareto chart

45%

10%5%

25%

15%

Flowchart

Flowcharts are pictorial representations of a process. By breaking the process down into its constituent steps, flowcharts can be useful in identifying where errors are likely to be found in the system.

Sample Flow chart

Cause and Effect Diagram

This diagram, also called an Ishikawa diagram (or fish bone diagram), is used to associate multiple possible causes with a single effect. Thus, given a particular effect, the diagram is constructed to identify and organize possible causes for it.

The primary branch represents the effect (the quality characteristic that is intended to be improved and controlled) and is typically labelled on the right side of the diagram. Each major branch of the diagram corresponds to a major cause (or class of causes) that directly relates to the effect. Minor branches correspond to more detailed causal factors. This type of diagram is useful in any analysis, as it illustrates the relationship between cause and effect in a rational manner.

. Sample Cause and Effect diagram

Histogram

Histograms provide a simple, graphical view of accumulated data, including its dispersion and central tendency. In addition to the ease with which they can be constructed, histograms provide the easiest way to evaluate the distribution of data.

Sample Histogram

Scatter Diagram

Scatter diagrams are graphical tools that attempt to depict the influence that one variable has on another. A common diagram of this type usually displays points representing the observed value of one variable corresponding to the value of another variable.

Sample Scatter diagram

Control Chart

The control chart is the fundamental tool of statistical process control, as it indicates the range of variability that is built into a system (known as common cause variation). Thus, it helps determine whether or not a process is operating consistently or if a special cause has occurred to change the process mean or variance.

The bounds of the control chart are marked by upper and lower control limits that are calculated by applying statistical formulas to data from the process. Data points that fall outside these bounds represent variations due to special causes, which can typically be found and eliminated. On the other hand, improvements in common cause variation require fundamental changes in the process.

Sample Control Chart

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Failure Mode & Effect Analysis (FMEA)

An Overview


Failure mode and effects analysis (FMEA)

A Failure mode and effects analysis (FMEA) is a procedure for analysis of potential failure modes within a system for the classification by severity or determination of the failures' effect upon the system. It is widely used in the manufacturing industries in various phases of the product life cycle and is now increasingly finding use in the service industry as well. Failure causes are any errors or defects in process, design, or item especially ones that affect the customer, and can be potential or actual. Effects analysis refers to studying the consequences of those failures.

Failure mode: The manner by which a failure is observed; it generally describes the way the failure occurs.Failure effect: The immediate consequences a failure has on the operation, function or functionality, or status of some itemIndenture levels: An identifier for item complexity. Complexity increases as the levels get closer to one.Local effect: The Failure effect as it applies to the item under analysis.Next higher level effect: The Failure effect as it applies at the next higher indenture level.End effect: The failure effect at the highest indenture level or total system.Failure cause: Defects in design, process, quality, or part application, which are the underlying cause of the failure or which initiate a process which leads to failure.Severity: The consequences of a failure mode. Severity considers the worst potential consequence of a failure, determined by the degree of injury, property damage, or system damage that could ultimately occur.


FMEA is quite old, with the oldest form being trial and error. However, learning from each failure is both costly and time consuming. As such, it is considered better to first conduct some thought experiments.

FMEA was formally introduced in the late 1940s, with military purposes, by the US Armed Forces. Later it was used for aerospace/rocket development to avoid errors in small sample sizes of costly rocket technology. An example of this is the Apollo Space program. The primary push came during the 1960s, while developing the means to put a man on the moon and safely get him back. In the late 1970s the Ford Motor Company introduced FMEA to the automotive industry for safety and regulatory consideration after the Pinto affair. They also used it to improve production and design.

Although initially developed by the military, the FMEA methodology is now extensively used in a variety of industries including semiconductor processing, food service, plastics, software, and healthcare. It is integrated into Advanced Product Quality Planning (APQP) to provide primary risk mitigation tools and timing in the preventing strategy, in both design and process formats. Each potential cause must be considered for its effect on the product or process and, based on the risk, actions are determined and risks revisited after actions are complete. Toyota has taken this one step further with its Design Review Based on Failure Modes (DRBFM) approach.


In FMEA, Failures are prioritized according to how serious their consequences are, how frequently they occur and how easily they can be detected. An FMEA also documents current knowledge and actions about the risks of failures, for use in continuous improvement. FMEA is used during the design stage with an aim to avoid future failures. Later it is used for process control, before and during ongoing operation of the process. Ideally, FMEA begins during the earliest conceptual stages of design and continues throughout the life of the product or service.

The purpose of the FMEA is to take actions to eliminate or reduce failures, starting with the highest-priority ones. It may be used to evaluate risk management priorities for mitigating known threat-vulnerabilities. FMEA helps select remedial actions that reduce cumulative impacts of life-cycle consequences (risks) from a systems failure (fault).


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Value Engineering

An Over View


Concept…..

Value engineering is a systematic method to improve the "value" of goods and services by using an examination of function. Value, as defined, is the ratio of function to cost. Value can therefore be increased by either improving the function or reducing the cost. It is a primary tenet of value engineering that basic functions be preserved and not be reduced as a consequence of pursuing value improvements.

Concept

VE follows a structured thought process that is based exclusively on "function", i.e. what something "does" not what it is. For example a screw driver that is being used to stir a can of paint has a "function" of mixing the contents of a paint can and not the original connotation of securing a screw into a screw-hole. In value engineering "functions" are always described in a two word abridgment of an active verb and measurable noun (what is being done - the verb -and what it is being done to - the noun) and to do so in the most non-prescriptive way possible. In the screw driver and can of paint example, the most basic function would be "blend liquid" which is less prescriptive than "stir paint" which can be seen to limit the action (by stirring) and to limit the application (only considers paint.) This is the basis of what value engineering refers to as "function analysis".

Concept…….

Value engineering uses rational logic (a unique "how" - "why" questioning technique) and the analysis of function to identify relationships that increase value. It is considered a quantitative method similar to the scientific method, which focuses on hypothesis - conclusion to test relationships, and operations research, which uses model building to identify predictive relationships.

Concept……

Value engineering (VE) is also referred to as or "value management" or "value methodology" (VM), and "value analysis" (VA). VE is above all a structured problem solving process based on function analysis—understanding something with such clarity that it can be described in two words, the active verb and measurable noun abridgement. For example, the function of a pencil is to "make marks". This then facilitates considering what else can make marks. From a spray can, lipstick, a diamond on glass to a stick in the sand, one can then clearly decide upon which alternative solution is most appropriate.

Origin of VE

The Origins of Value EngineeringValue engineering began at General Electric Co. during World War II. Because of the war, there were shortages of skilled labour, raw materials, and component parts. Lawrence Miles and Harry Erlicher at G.E. looked for acceptable substitutes. They noticed that these substitutions often reduced costs, improved the product, or both. What started out as an accident of necessity was turned into a systematic process. They called their technique “value analysis”.

Implementation Steps

The Job PlanValue engineering is often done by systematically following a multi-stage Job Plan. Larry Miles' original system was a six-step procedure which he called the Value Analysis Job Plan. Others have varied the Job Plan to fit their constraints. Depending on the application, there may be four, five, six, or more stages. One modern version has the following eight steps:PREPARATION INFORMATION ANALYSIS CREATION EVALUATION DEVELOPMENT PRESENTATION FOLLOW-UP

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Industrial Engineering Techniques

An Over view


Concept……

Industrial engineering is a branch of engineering that concerns the development, improvement, implementation and evaluation of integrated systems of people, money, knowledge, information, equipment, energy, material and process. Industrial engineering draws upon the principles and methods of engineering analysis and synthesis, as well as mathematical, physical and social sciences together with the principles and methods of engineering analysis and design to specify, predict and evaluate the results to be obtained from such systems. In lean manufacturing systems, Industrial engineers work to eliminate wastes of time, money, materials, energy, and other resources.

Concept………….

Industrial engineering is also known as operations management, system engineering, production engineering, manufacturing engineering or manufacturing systems engineering; a distinction that seems to depend on the viewpoint or motives of the user. Recruiters or educational establishments use the names to differentiate themselves from others. In healthcare, industrial engineers are more commonly known as management engineers or health systems engineers.


Where as most engineering disciplines apply skills to very specific areas, industrial engineering is applied in virtually every industry. Examples of where industrial engineering might be used include shortening lines (or queues) at a theme park, streamlining an operating room, distributing products worldwide (also referred to as Supply Chain Management), and manufacturing cheaper and more reliable automobiles. Industrial engineers typically use computer simulation, especially discrete event simulation, for system analysis and evaluation.


The name "industrial engineer" can be misleading. While the term originally applied to manufacturing, it has grown to encompass services and other industries as well. Similar fields include Operations Research, Management Science, Financial Engineering, Supply Chain, Manufacturing Engineering, Engineering Management, Overall Equipment Effectiveness, Systems Engineering, Ergonomics, Process Engineering, Value Engineering and Quality Engineering.

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PM Analysis

An Over view


Why PM Analysis ?

Time

Division Sporadic Loss Chronic LossLoss Mode Entirely new phenomenon suddenly occurs

.After exceeding certain dispersion range.Phenomenon always occurs within a certain dispersion range• Repeated in short cycle• With certain quantitative dispersions.

Actualisation Recognised as loss compared with present level

Actualised as loss compared between maximum value & technical level.

Cause Causal sequence is relatively monotonous . Can be guessed by past experiences & intuition in many cases.

Causal sequence is not clear & cause system is compounding. Past experience & intuition don’t work.

Countermeasure Most cases can be solved on the spot . Restorative measures will work.

Can not be solved even if various actions are taken. Renovating countermeasures are needed.

When to Apply PM ?

Defect rate/Failure Rate

Application of Conventional

method

Application of PM Analysis

(5-10%) (0.5%) (0%)

(eg. Why-Why analysis) (Aiming at reducing chroniclosses to zero)

What is PM Analysis ?

The term PM analysis comes from the following origin,

Phenomena (non) PhysicalMechanism

Relationship (Machine, Man, Material and method)

Analysis

P

M

Basic Approach

Capture phenomena by strictly following “Gemba-Gembutsu" principles

Analyze mechanisms generating phenomena from the standpoint of physical principles and rules

Understand functions and structures of machining principles, processes, equipment and parts

Analyze minutely in relation to 4 M.

Abandon priority principle and ready-made ideas and thoroughly eliminate ones which are dubious by reasoning.

Eight steps of PM Analysis

1. Clarify the phenomenon/problem Classify precisely the phenomenon /problem

2. Conduct physical analysis of the phenomenon List all contributing factors related to the phenomenon

3. List factors related to the phenomenon

4. Investigate relation to equipment, man, materials and methods

5. Study what the normal conditions are

6. Plant the appropriate investigation methods

7. Investigate malfunctions

8. Implement of improvements

List all contributing factors related to the phenomenon

Investigate the correlation between equipment, jigs and tools under which failure conditions are generated and list up the factors which might have cause and effect relationship

Study the optimal conditions for each factor related to the mechanism, actual equipment, drawings and various standards

Study the methods to investigate the factors

List up the items which are deviating from the normal conditionsand items of incidental defects

Draw up and implement the improvement plan for the malfunction points

Benefits of PM Analysis

Elimination of Chronic lossesEffective tool for solving phenomena due to multiple causesEnhancement of knowledge of project team

Towards to Zero Defect / Failure

Customer Delight

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Process Capability


Process Capability

Process capability compares the output of an in-control process to the specification limits by using capability indices. The comparison is made by forming the ratio of the spread between the process specifications (the specification "width") to the spread of the process values, as measured by 6 process standard deviation units (the process "width").

Process Capability

A process capability index uses both the process variability and the process specifications to determine whether the process is "capable"

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Process Capability

TRIZ

THEORY OF INNOVATIVE PROBLEM SOLVING

The History of TRIZ

There are two groups of problems people face: those with generally known solutions and those with unknown solutions. Those with known solutions can usually be solved by information found in books, technical journals, or with subject matter experts. These solutions follow the general pattern of problem solving shown in figure 1. Here, the particular problem is elevated to a standard problem of a similar or analogous nature. A standard solution is known and from that standard solution comes a particular solution to the problem. For example, in designing a rotating cutting machine(my problem), a powerful but low 100 rpm motor is required. Since most AC motors are high rpm (3600 rpm), the analogous standard problem is how to reduce the speed of the motor. The analogous standard solution is a gear box or transmission. Then, a gear box can be designed with appropriate dimensions, weight, rpm, torque, etc. can be designed for my cutting needs.

PROBLEMS

There are two groups of problems people face:

those with generally known solutions

Andthose with unknown solutions

NON INVENTIVE PROBLEMS

Those with known solutions can usually be solved by information found in books, technical journals, or with subject matter experts. These solutions follow the general pattern of problem solving


Here, the particular problem is elevated to a standard problem of a similar or analogous nature.

A standard solution is known and from that standard solution comes a particular solution


For example, in designing a rotating cutting machine (my problem), a powerful but low 100 rpm motor is required.

Since most AC motors are high rpm (3600 rpm),the analogous standard problem is how to reduce the speed of the motor.

The analogous standard solution is a gear box or transmission.

Then, a gear box can be designed with appropriate dimensions, weight, rpm, torque, etc. can be designed for cutting needs.

INVENTIVE PROBLEMS

The other type of problem is one with no known solution.

It is called an “inventive problem”

INVENTIVE PROBLEMS

The problem contains contradictory requirements for solution.

As well as it may need to look beyond own Experience, and

Knowledge for Solution

PSYCHOLOGICAL INERTIA

This leads to what is called psychological inertia,

where only those solutions being considered which are within one's own experience

..and one do not look at alternative technologies to develop new concepts. This is shown by the psychological inertia

PROBLEM SOLVING

PSYCHOLOGICAL INERTIA

When we overlay the limiting effects of psychological inertia on a solution map covering broad scientific and technological disciplines, we find that the ideal solution may lie outside the inventor's field of expertise

EFFECT OF PSYCHOLOGICAL INERTIA

If problem solving was a random process, then we would expect solutions to occur randomly across the solution space. Psychological inertia defeats randomness and leads to looking only where there is personal experience.

Psychological Inertia

Level Degree of inventiveness

% of solution

s

Source of knowledge Approximate # of solutions to consider

1 Apparent solution 32% Personal knowledge 10

2 Minor improvement 45% Knowledge within company 100

3 Major improvement 18% Knowledge within the industry 1000

4 New concept 4% Knowledge outside the industry 100,000

5 Discovery 1% All that is knowable 1,000,000

Levels of Inventiveness.

Genrich S. Altshuller, the Father of TRIZ

Level one. Routine design problems solved by methods well known within the specialty. No invention needed. About 32% of the solutions fell into this level.

Level two. Minor improvements to an existing system, by methods known within the industry. Usually with some compromise. About 45% of the solutions fell into this level.

Level three. Fundamental improvement to an existing system, by methods known outside the industry. Contradictions resolved. About 18% of the solutions fell into this category.

Level four. A new generation that uses a new principle to perform the primary functions of the system. Solution found more in science than in technology. About 4% of the solutions fell into this category.

Level five. A rare scientific discovery or pioneering invention of essentially a new system. About 1% of the solutions fell into this category.


What Altshuller tabulated was that over 90% of the problems engineers faced had been solved somewhere before.

If engineers could follow a path to an ideal solution, starting with the lowest level, their personal knowledge and experience

and working their way to higher levels, most of the solutions could be derived from knowledge already present in the company, industry, or in another industry.


Altshuller distilled the problems, contradictions, and solutions in these patents into a theory of inventive problem solving which he named TRIZ

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Date post:	21-Jan-2018
Category:	Leadership & Management
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Poet ( PROCESS OPERATIONAL EXCELLENCE TECHNIQUE)

Leadership & Management