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TRIZ Presentation to the TRIZ Presentation to the University of the PhilippinesUniversity of the Philippines

Presented by Richard Platt

Intel Corporation

June 25, 2002

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““Innovate or Die!” Innovate or Die!” -- John Kao, Stanford University

During the 1980’s 43% (230) of the Fortune 500 companies disappeared off the list.

Why innovate?

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AgendaAgenda

What is TRIZ?What can it do for Engineering programs?What is the level of TRIZ deployment within

corporations?How and Where is TRIZ being deployed at

Universities?Exercise: The “40 Principles Game” The Challenge

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Conventional Approach

ENGINEERING SITUATION ENGINEERING SITUATION

MANUAL BRAINSTORMING, GROUP KNOWLEDGE

MANUAL BRAINSTORMING, GROUP KNOWLEDGE

CONCEPTSCONCEPTS

INTUITION, PERSONAL KNOWLEDGEINTUITION, PERSONAL KNOWLEDGE

and

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Reasons Why Organizations Need New Methods

1. Burden of problem solving to come up with the “best” solution to a problem is dependant (in most cases) as to who is on the team

2. How do you know you have the best solution?

3. Overcome “Psychological Inertia”

4. Individuals Have Limited Knowledge

5. One Grand Idea Mind-set

“ There is an easy solution to every problem – neat, plausible...and wrong” --- H.L. Mencken

“ Always look for a second right answer ” --- Charles Thompson

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TRIZ TRIZ "Teoriya Resheniya "Teoriya Resheniya

Izobretatel'skikh Zadach.” Izobretatel'skikh Zadach.”

(The Theory of Inventive (The Theory of Inventive Problem Solving)Problem Solving)

“The thinking that got you into a particular problem, will not get you out of it.”

-- Albert Einstein

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What is TRIZ? Structured methodology for directed development

of new products and processes. It is a philosophy, a way of viewing problems that is

different.

Data-based creativity and innovation Systematic Predictable

Generates multiple potential solution paths Is tactical for use in day to day technical problem

solving as well as strategic Works for “left brain” technical people and

“right brain” creative people

“Creativity consists of coming up with many ideas, not just that one great idea.” --- Charles Thompson

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TRIZ Makes the Research Accessible for Your Problem

All the TRIZ tools basically follow this path:

Your specific Your specific problemproblem

TRIZ general TRIZ general problemproblem

TRIZ generalTRIZ generalsolutionsolution

Your specificYour specificsolutionsolution

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The Basis of TRIZ: Patent Research

Over 3.0 million world-wide patents analyzed21% (only innovative patents) were studied 3 Key Discoveries: 3 Key Discoveries:

1.1. Problems and solutions were repeated across industries & sciences

2.2. Patterns of technical evolution were repeated across industries & sciences

3.3. Innovations used scientific effects outside the field where they were developed

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Development of TRIZ 1940’s-present -- Originated in work of G.

Altshuller in the USSR 1970’s -- Began world-wide propagation

Industry and government users

– Product development, process, and technology improvements

1989 – Russian experts began emigrating & developing S/W and commercializing TRIZ tools

3rd party trademarks and copyrights are the sole property of their owners

Company S/W Tools

Invention Machine Corporation (US) TechOptimizer, Knowledgist & Co-Brain

Ideation International (US) Ideation Workbench

I-TRIZ methodology

CREAX (UK) CreaTRIZ (Business and Technical Models)

Insytec (NL) TRIZ Explorer

TriSolver Group (DE) TRISOLVER

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Some Core Concepts of TRIZ:

1. Ideality - Ideal Final Result

2. Contradictions - Contradiction Matrix

3. Use of Resources - Systems Thinking / Analysis

4. Patterns of Evolution

5. Innovative Principles - 40 Principles

6. Functionality / Functional Analysis – Su Field Analysis

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Ideality EquationWhere: I - the degree of ideality;

F - a function delivered of a positive effect;P - negative effect, expenses;i - a number of variable F;j - a number of variable P.

(*This formulae (in more simplified form) was first proposed by Boris Goldovsky in 1974.)

Methods of Idealization: 2.1. Reduction of some parts of a system or a process. 2.2. Increase of a number of delivered functions2.3. Increase of specific parameters.2.4. Using advanced equipment, materials, processes.2.5. Elimination of undesired effects .2.6. Using of disposable objects. 2.7. Using block-structured designs. 2.8. Using expensive materials in necessary zones only. 2.9. Using resources.

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The Ideal Final Result (IFR)

The Ideal Final Result Ideal Final Result describes the solution to a technical problem, independent of the mechanism or constraints of the original problem.The ideal system occupies no space, has no

weight, requires no labor, requires no maintenance, etc.

The ideal system delivers benefit without harm.

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40 Principles

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The 39 Standard Features WEIGHT (of an object that can move, or is moving) POWER

WEIGHT (of an object that is still or can't move) ENERGY WASTED

DIMENSION (of an object that can move, or is moving) MATTER WASTED

DIMENSION (of an object that is still or can't move) INFORMATION LOSS

AREA (of an object that can move, or is moving) TIME WASTED

AREA (of an object that is still or can't move) QUANTITY OF MATTER

VOLUME (of an object that can move, or is moving) RELIABILITY

VOLUME (of an object that is still or can't move) MEASUREMENT ACCURACY

SPEED MANUFACTURING ACCURACY

FORCE HARMFUL EFFECTS (on object)

PRESSURE, TENSION HARMFUL SIDE EFFECTS

SHAPE MANUFACTURABILITY

STABILITY EASE OF USE

STRENGTH EASE OF REPAIR

DURABILITY (of an object that can move, or is moving) ADAPTABILITY

DURABILITY (of an object that is still or can't move) SYSTEM COMPLEXITY

TEMPERATURE CONTROL COMPLEXITY

BRIGHTNESS DEGREE OF AUTOMATION

ENERGY (used by of an object that can move, or is moving) PRODUCTIVITY

ENERGY (used by of an object that is still or can't move)

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Contradiction Matrix

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Technical Contradiction – Definition

Altshuller defined a Technical Contradiction as the embodiment of the following situation:

An improvement in one characteristic of a system results in the degradation of another characteristic.

Altshuller identified ~1250 technical contradictions which, although traditionally addressed by compromise or trade-off, had been successfully solved by creative inventors

Technical contradictions are often “hidden” by the way in which we express our knowledge about a system.

Look for the words: trade-off, compromise or sacrifice.

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What are the benefits Solve problems Enhanced Innovation Skills (personal development)

of students/employees Increased productivity levels Accelerated time to market Decreased costs / Improve return on investment Targeting Quality improvement

Anticipating and responding to customer needs Improve product and process quality

Reducing warranty claims and recalls Anticipate the competition

“Discovery consists of looking at the same thing as everyone else and thinking something different”

--- Albert Szent-Gyorgi

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TRIZ Work Recognized-Samsung Award Samsung Electronics (Korea): In 2001 twelve engineers

and three 6 Sigma Black Belts were certified as IMC Innovation Masters. In Q3 2002 a group of another 12 Samsung engineers are starting the program.

The Advanced Institute of Technology of the Samsung Corporation has recognized the work of Nikolay Shpakovsky with a very significant corporate award for the savings of 120 billion won (US$91,200,000.00). Nikolay conducted TRIZ training at Samsung for more than 2000 employees.

3rd party trademarks and copyrights are the sole property of their owners

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More Industry Results and Metrics

Tripled their patent portfolio production. Saved $8M on one project.

Saved 8 hrs out of an 80 hr manufacturing process and $300,000 in equipment costs.

Developed a solution that will save them millions of dollars a year.

A $2.5M savings is projected over the life of a system optimized using TechOptimizer.

With only 24 hours of TRIZ training and TO usage can actually double the creativity of engineers. Fuji Film Co (Japan): After IMC basic training on

TechOptimizer an engineer submitted 15 patent application during 4 months.

3rd party trademarks and copyrights are the sole property of their owners

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Other Industry Examples of TRIZBefore/after measurement of quantity of concepts

and quality of concepts taken from 15 team-based, major projects at

The average from 15 projects were as follows: 10 times more concepts were generated using

TechOptimizer in 1/20th the time. This was measured by the group documenting the # of

concepts they had for the problem/project before starting the TechOptimizer session and how long it took to generate them. This was then compared with the output from the TechOptimizer session.

½ of the new concepts generated were judged by the team to be better concepts than the baseline.

This 2nd measurement was performed by comparing the new concepts to the best previously known concept (i.e. the baseline concept). The criteria for judging this was entirely determined by the customer (e.g. time to implement, cost to implement, performance parameters, etc.).

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Courses on Methods of Design and as a part of different engineering

courses (43 schools worldwide): University of Connecticut (US) MIT (US) University of Florence (Italy) University of Parma (Italy) University of Bergamo (Italy) University of Milan (Italy) University of Udine (Italy) University of Naples (Italy) Technical University of Milan (Italy) University of Enlangen – Nuremberg (Germany) University of Cottbus (Germany) Cranfield University (UK) University of Bath (UK) Gogenchool Limburg University (Holland) University of Leoben (Austria) Royal Institute of Technology (Sweden) Technical University of Brno (Czech Republic) Technical University of Liverec (Czech Republic) Monterrey Institute of Technology (Mexico), etc.

TRIZ and Academia (IMC experience)

Originally presented @ TRIZCON 2002

“Integrating TRIZ into Academia (MIT, European Schools) and

Corporate Training (Six Sigma)” by Sergei Ikovenko, PhD, EngD, PE

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Stages Of Learning TRIZ use in a company

Never Heard Of Never Heard Of TRIZ TRIZ 11

We Talk About itWe Talk About it22

Management Management made us use itmade us use it

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Some Small Some Small SuccessesSuccesses44

SubconsciousSubconsciousIncompetenceIncompetence11

ConsciousConsciousIncompetenceIncompetence22

ConsciousConsciousCompetenceCompetence

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SubconsciousSubconsciousCompetenceCompetence

44 Proper & Proper & Regular UseRegular Use

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Originally presented @ TRIZCON 2002 “Integrating TRIZ into Academia (MIT, European Schools) and Corporate Training (Six Sigma)”

by Sergei Ikovenko, PhD, EngD, PE

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TechOptimizer ™ use in Universities

The Universities teach TRIZ that is a theory, but its practical application has a long learning curve.

After lectures on TRIZ students then use and apply the software tools in labs working on exercises and the final project of the course is a written analysis and report generated by TechOptimizer ™.

Originally presented @ TRIZCON 2002 “Integrating TRIZ into Academia (MIT, European Schools) and Corporate Training (Six Sigma)”

by Sergei Ikovenko, PhD, EngD, PE

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Metrics of TRIZ: MIT Experiments 1996-1997 Invention Machine Corporation taught seminars on

TRIZ with their s/w tools to MIT graduate students Effectiveness of experiment:

One group of MIT students who finished IMC course and  the other group of MIT students who knew nothing of their software and the methodology were given a real problem from the industry. The participants had 2 hours to work on the problem. Those who knew how to use TRIZ/TechOptimizer (TO) could use it, the group that had not attended training just used their knowledge and imagination.

In the end a committee that included representatives from both groups and IMC/MIT representatives analyzed the results.

Results: Group that had attended training and used TRIZ/TO generated 80%

more concepts than the other group. Quality-wise, the inventiveness of the concepts of the trained group

was much higher.

Originally presented @ TRIZCON 2002 “Integrating TRIZ into Academia (MIT, European Schools) and Corporate Training (Six Sigma)”

by Sergei Ikovenko, PhD, EngD, PE

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Exercise

“The 40 Principles Game”

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Problem Statement DefinitionWrite down in your own words what the

problem isWrite down what your version of the Ideal

Final Result isWrite down why can’t you achieve that?Now you know what the problem is. The

problem you want to work is the one that is preventing you from ideality. So often so that people are working on the mechanism and not the root issue that should be focused on.

“It is not enough to just do your best or work hard; You must know what to work on.”

--- W. Edward Deming

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Ideality =

Systems Evolve to Increase IdealityIdeality

Benefits `

Costs + Harm

System Evolution is in the direction of Increasing benefits

Decreasing costs

Decreasing harm

Project Justification: The IFR is the metric that your project needs to be compared against

to that of the current solution or even other competing projects

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IFR: 4 Characteristics

1. Eliminates the deficiencies of the original system

2. Preserves the advantages of the original system

3. Does not make the system more complicated (uses free or available resources.)

4. Does not introduce new disadvantages

“ Think of the end before the beginning.” --- Leonardo da Vinci

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Example of dependency of Ideal Final Result and Point-of-View

Buyer•Cost•Functional Capability

Competitor• Lower Cost• Higher Quality• Improved Functionality• Increased Market Share

End User• Performance• Quality

Manufacturer• Profit Margins• MSS• Turnover of Inventory• ROI, RONA• COGS

Distributor• Profit Margins• Turnover of Inventory• ROI, RONA

Supplier• Lead Times• Key components• Inventory Turnover• COGS

Inventor / Visionary• Ideality – Function is performed without the existence of the System

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Examples of Ideal Final Result

Your examples ??Your examples ?? IFR’s at the long term and short term levelDecide which problem to solveApply constraints, then redefine the problem.

Create a new IFR if necessaryUse the resources of the system (let the (let the

problem solve itself!)problem solve itself!)

“Few things are impracticable in themselves; and it is for want of application, rather then means, that men fail of success”

--- La Rochefoucald

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Solving Problems with PrinciplesThere are 39 features that describe technical

systems– Strength, weight, area, volume, temperature,

complexity, durability...

– Refer to the Contradiction Matrix Contradiction Matrix for all 39

If your problem doesn’t fit these, try thinking by analogy

– “Weight” or “force” might represent “resistance to change”

If your problem still doesn’t fit, use all 40 (random order will help!)

Now pick a principle and students are to provide an answer

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Identifying Contradictions

Nearly all great inventions are the result of the resolution of one or more contradictions

Consider the example: I-BeamUsing the contradiction matrix, find the

feature row that most closely matches the feature that improves

Using the contradiction matrix, find the feature column that most closely matches the feature that gets worse

This is the first “technical contradiction pair”“technical contradiction pair”

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Technical Contradiction – ExampleContradiction Examples: We want the tool to be stronger, but we must make a trade-off

between strength and the tool’s weight For a car to get increased power, fuel efficiency must be sacrificed.

This type of contradiction is known as a Tradeoff contradiction

Tradeoff contradiction means that if something good happens, something bad happens

Example seen and solved: Attempts to improve the STRENGTH of an object result in an

undesirable increase in its WEIGHT Solution to the contradiction is used in the design of military aircraft

wings, which are made of plastic composites and carbon fibers to provide strength and low weight

PRINCIPLE: Replace a homogenous material with a composite material

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Using the Contradiction Matrix

For each pair, locate the principle numbers in the cell for that row and column

Read the corresponding principlesConsider each principle carefully If your solution creates new

problems, use TRIZ to solvethe problems!

Improves

Deg

rade

s

6,1422

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The 40 Principles GameBreak into teams/groups of 2-5 peopleEach group gets a list of principles and

examplesFind one example from your personal or

business life for each principleReport to the group on your best best examples

What were your criteria for “best”??

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Taking the Game to School/Work

Practice identifying the principles that apply to innovative products and processes

Identify the contradictions that made the innovation necessary

Do this every day for the weekweek!This develops the ability to see principles in action.Now you are ready to begin applying TRIZ to

technical problems*

* STRONGLY RECOMMENDED TO TAKE WORKSHOPS, GET MORE BOOKS ON TRIZ and you can use the www.triz-journal.com website as a resource for learning more about TRIZ.

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Solving A Real Problem with 2 TRIZ Tools

State the Ideal Final Result (Does thissuggest a solution? Can the resourcessolve the problem?)

TranslateTranslate your problem statement into a contradictioncontradiction

Use the principles indicated by the contradiction to create solutions (Or, use all 40!)

Repeat to improve the solutionsRepeat to improve the solutions

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References Used and Recommended

The #1 best reference and resource for TRIZ material: www.triz-journal.com

“Simplified TRIZ – New Problem Solving for Engineers and Manufacturing Professionals” by Ellen Domb & Kalevi Rantanen

“The Science of Innovation: A Managerial Overview of the TRIZ Methodology” by Victor Fey and Eugene Rivin

“And Suddenly the Inventor Appeared: TRIZ, the Theory of Inventive Problem Solving” by H.Altov (pseudonym for G. Altshuller) translated by Lev Shulyak. Available from the Altshuller Institute, www.aitriz.org

“TRIZ: An Approach to Systematic Innovation” E.Domb, K. Tate, R. King. Methuen, MA, USA. GOAL/QPC, 1997. (800)643-4316 or www.goalqpc.com

“Systematic Innovation” J.Terninko, A.Zusman, B.Zlotin. Nottingham, NH USA Responsible Management, 1997. Available from “Products and Services” page of The TRIZ Journal.

“TRIZ: The Right Solution at the Right Time” Y. Salamatov. Edited by V. Souchkov, translated by M. Strogaya and S. Yakovlev. Insytec, 1998. Available from “Products and Services” page of The TRIZ Journal.

Additional sources citied as articles provided to audience

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University Professors who teach TRIZ

Timothy G. Clapp Ph.D., P.E.Professor of College of Textiles,

North Carolina State University Raleigh, NC 27695Phone: +1 (919) 515-6566Email: tclapp@tx.ncsu.edu

Michael S. Slocum Ph.D., Adjunct Assistant Professor at the College of Textiles, North

Carolina State University.Principal & Chief Scientist, for The Inventioneering Company

2820 Drake AvenueCosta Mesa, CA 92626Phone: +1 (714) 641-0677 Email: slocum1946@aol.com

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Consultants to assist in deploying TRIZ

Ellen Domb - Can provide recommendations on the best consultants for your company’s or university’s needs. Editor of www.triz-journal.com President of PQR Group. US consulting firm.

– 190 N. Mountain Ave. Upland CA 91786 USA– Phone: +1 (909) 949-0857 Fax: +1 (909) 949-2968– Email: editor@triz-journal.com

Sergei Ikovenko Director of Advanced Programs Worldwide Invention Machine

Corporation Adjunct Professor @ MIT Formal diploma/certification as TRIZ instructor/consultant from G.

Altshuller– Invention Machine Corporation. 133 Portland St., 5th floor.

Boston, MA 02114– Phone: +1 (617) 305-9250 Fax: +1 (617) 305-9253– Email: sergei_ikovenko@invention-machine.com

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The Challenge

What is the product that is produced by Universities?

Who is the customer of the University’s product?The University that supplies the right product with the

desired attributes will be enabling itself to get more funding from industry and more students to follow since it will be recognized that the degrees from that University = well paying jobs