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TRIZ Presentation to ASEMEP Presented by Richard Platt Intel Corporation   27 June 2002
Agenda <ul><li>What is TRIZ </li></ul><ul><li>What can it do for Engineering & Manufacturing organizations </li></ul><ul><...
Reasons Why Organizations  Need New Methods <ul><li>Burden of problem solving to come up with the “best” solution to a pro...
Innovation Process <ul><li>The Innovation Process Targets Three Primary Objectives: </li></ul><ul><ul><li>To help engineer...
Conventional Approach ENGINEERING SITUATION MANUAL BRAINSTORMING,  GROUP KNOWLEDGE CONCEPTS INTUITION, PERSONAL KNOWLEDGE ...
TRIZ   &quot;Teoriya Resheniya Izobretatel'skikh Zadach.”  (The Theory of Inventive Problem Solving) “ The thinking that g...
What is TRIZ? <ul><li>Structured methodology for directed development of new products and processes </li></ul><ul><li>Data...
The Basis of TRIZ:  Patent Research <ul><li>Over 3.0 million world-wide patents analyzed </li></ul><ul><li>21% (only innov...
TRIZ Makes the Research  Accessible for Your Problem <ul><li>All the TRIZ tools follow this path: </li></ul>Your specific ...
Development of TRIZ <ul><li>1940’s-present  -- Originated in work of G. Altshuller in the USSR </li></ul><ul><li>1970’s --...
What are the benefits <ul><li>Solve problems </li></ul><ul><li>Enhanced Innovation Skills (personal development) of Employ...
TRIZ in Manufacturing <ul><li>TRIZ use has increased in the manufacturing industry in the Western world. Different factors...
TRIZ in the Process Industry <ul><li>Functional modeling and trimming </li></ul><ul><li>Root Cause Analysis and Problem An...
Conclusions  about TRIZ and Manufacturing <ul><li>TRIZ is being successfully applied in the process industry.  Already the...
The 7 areas of the Baldrige Award Criteria, and the creativity challenges in each area.
The Malcolm Baldrige Award and TRIZ The TRIZ techniques, and how they apply to the Baldrige Award Criteria areas. Key: X =...
Improving Customer Operating Margins Early Stages of a Cyclical Recovery Source: Company Reports Intel TSMC Samsung
TRIZ Work Recognized-Samsung Award <ul><li>Samsung Electronics (Korea): In 2001 twelve engineers and three 6 Sigma Black B...
More Industry Results <ul><li>Tripled their patent portfolio production.  Saved $8M on one project. </li></ul><ul><li>Save...
Metrics of TRIZ in Industry <ul><li>Before/after measurement of quantity of concepts and quality of concepts taken from 15...
Metrics of TRIZ: MIT Experiments   <ul><li>1996-1997 Invention Machine Corporation taught seminars on TRIZ with their s/w ...
Presentation 1 st  presented @ TRIZCON 2002 <ul><li>Integrating TRIZ into Academia  </li></ul><ul><li>(MIT, European Schoo...
Different patterns of TRIZ deployment <ul><li>Through software with training on some theoretical concepts. </li></ul><ul><...
<ul><li>- Procter & Gamble (Germany - paper) </li></ul><ul><li>- Unilever (UK) </li></ul><ul><li>- Samsung Electronics (Ko...
3. Preparing an internal group of consultants <ul><li>- DSM (TRIZpertise group) </li></ul><ul><li>- Samsung Electronics </...
<ul><li>Courses on Methods of Design and as a part of different engineering courses (43 schools worldwide): </li></ul><ul>...
Obstacles to company-wide adoption of TRIZ are human, not technical: <ul><li>Time:  People are too busy &quot;fighting fir...
Flow chart for TRIZ implementation  Project consulting (the &quot; External &quot; branch marked  can also be done without...
Integrating TRIZ with other tools <ul><li>TRIZ/QFD/Robust design </li></ul><ul><li>TRIZ/DFM-A </li></ul><ul><li>TRIZ/TOC <...
References Used and Recommended <ul><li>The #1 best reference and resource for TRIZ material:  </li></ul><ul><li>www.triz-...
Consultants to assist in deploying TRIZ <ul><li>Ellen Domb - Can provide recommendations on the best consultants for your ...
<ul><li>“ Innovate or Die!”  </li></ul><ul><li>-- John Kao, Stanford University </li></ul><ul><ul><li>During the 1980’s 43...
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  • Not known to be repeatable How many different possible solutions will work, which one is better if you don’t know of other approaches to solving the problem We look at problems and the potential solutions the same way we always have, with the same tools that we have always had. Using the same hammer in the tool box is not always appropriate, sometimes a jewelers screwdriver is needed. Paradigms, Habits, (NIH mentality) Past Success, Rewards &amp; Punishments Self Talk – “I am not that creative” “ Don’t go out of scope” “ Stay in your own turf” Intel hires bright people but there are very few Einstein&apos;s in the world, even at Intel. Ordinary in one field, Innovative in another Difficult for one person to be expert in many areas 5. One grand idea mind set A project will only produce one correct solution Don’t exceed the local budget If it looks like it will work, make it work Get on to the next problem
  • “TRIZ” is the acronym for the Russian terms &amp;quot; Teorijz Rezhenija Izobretatel&apos;skich Zadach .” when translated into English equates to “Theory of Inventive Problem Solving.” A ll innovations emerge from the application of a very small number of inventive principles and strategies. T echnology evolution trends are highly predictable. T he strongest solutions transform the unwanted or harmful elements of a system into useful resources. T he strongest solutions also actively seek out and destroy the conflicts and trade-offs most design practices assume to be fundamental.
  • The Theory of Inventive Problem Solving is a powerful tool that has been developed over the last 50 years in the former Soviet Union. It is a structured methodology for a directed development of new products and processes, thereby guiding technological evolution. Altshuller’s TRIZ research began with the hypothesis that there had to be and are universal principles of invention that are the basis for creative innovations that advance technology, and that if these principles could be identified and codified, they could be taught to people to make the process of invention more predictable. TRIZ was developed to provide the innovator with reliable and repeatable results -results that do not depend on personal creative ability or psychological techniques such as brainstorming. TRIZ relies on proven knowledge that has been applied time and again throughout mankind’s history.
  • © 2002 Ellen Domb. PQR Group +1 (909) 949 0857 Intel is using this by permission to the course content owner Richard Platt 1. Problems and solutions were repeated across industries and sciences 2. Patterns of technical evolution were repeated across industries and sciences 3. Innovations used scientific effects outside the field where they were originally developed. To date over 3.0million patents worldwide have been analyzed to discover the patterns that predict breakthrough solutions to technical problems. This new science of creativity is based on the study of the patterns of problems and solutions, and is not dependent on the spontaneous creativity of individuals or groups. Much of the practice of TRIZ consists of learning these repeating patterns of problems-solutions and patterns of technical evolution, and methods of using scientific effects, and applying the general TRIZ patterns to the specific situation that has confronted technology developers, engineers, strategists and product architects alike.
  • © 2002 Ellen Domb. PQR Group +1 (909) 949 0857 Intel is using this by permission to the course content owner Richard Platt The key findings of TRIZ research are that: A ll innovations emerge from the application of a very small number of inventive principles and strategies. T echnology evolution trends are highly predictable. T he strongest solutions transform the unwanted or harmful elements of a system into useful resources. T he strongest solutions also actively seek out and destroy the conflicts and trade-offs most design practices assume to be fundamental. TRIZ offers users access to the knowledge and experiences of the world&apos;s finest inventive minds. It is intended to complement and add structure to our natural creativity rather than replace it. TRIZ can be used in a number of different ways. An overall process enables users to systematically define and then solve any given problem or opportunity situation. Some users will rigorously apply this process. Others are happier extracting individual elements from the overall structure and using those. Although TRIZ is easily the most exhaustive creativity aid ever assembled, it does contain some gaps and holes. The overall aim of these training sessions has been to construct a problem definition and solving process that works for any situation users may care to throw at it - whether that be technical or non-technical, simple or complex, highly constrained or clean-sheet, step change innovation or incremental improvement, or focused on products, processes or services. TRIZ effectively strips away all boundaries between different scientific, engineering and creative discipline and its effectiveness has been proved across a broad spectrum of fields and problem types. TRIZ is both simple and complex. To learn and gather a working knowledge of the whole structure will probably take six months. Some people are prepared to make this investment, and others are not. Those that are not usually take great comfort from the fact that they will be able to learn and realize significant benefit from just a short exposure to individual elements of the overall structure. In many instances these benefits are enough. TRIZ is different to most other creativity aids, and quite appear a little unnatural at first. Here are some of the things that may help how you think about TRIZ and the way you will use it: The Core Concepts of “Simplified” or “International” TRIZ: 1500 person years of TRIZ research have produced a significant number of innovation tools and methods..
  • © 2002 Ellen Domb. PQR Group +1 (909) 949 0857 Intel is using this by permission to content owner. Richard Platt Genrich Saulovich Altshuller developed this method with his colleagues, where they used it extensively from the late 1940’s through the late 1980’s. Genrich Altshuller, born on October 15th 1926, in Tashkent in the former USSR, began his career in the Russian Navy as a lieutenant in the patent department of the Caspian Sea Military Navy. Which is where he had concluded that there had to be a pattern and process for problem solving instead of the typical time-consuming trial and error approach. Altshuller was really the first known person that refused to embrace an unreliable, unrepeatable, and personality-dependent psychological approach to creativity. He reasoned that knowledge about inventions could be extracted, compiled and generalized in such a way that it was easily accessible by inventors in any area. This really was the birthing of the 1st known innovation knowledge base . It actually didn’t begin to gain acceptance until 1968 when he managed to get an audience at the Russian patent organization, VOIR, (All Union Society of Inventors Innovators), to review this methodology. It was officially adopted whereupon he and his collaborators began teaching this technique to scientists, engineers, inventors and a host of others on how to use the 40 principles and the contradiction matrix that were the original basis of TRIZ. After the fall of the former USSR in 1989, TRIZ migrated to the West where many consultants in the field of technology development began to adopt it. It was also at this time that the Russian TRIZ Association was established and Altshuller was named as its president, until his death on September 24th 1998. TRIZ development in the Soviet Union moved underground after Altshuller was imprisoned in 1950 for his &amp;quot;heretical&amp;quot; work, actually caused by making the naïve mistake of writing a letter to comrade Stalin criticizing the lack of innovation and ignorance in the process of inventing in the Soviet Union. Mr. Altshuller was later released from prison in 1955, a year and half after Stalin had died, and returned to Baku where he lived until he eventually moved to Petrozavodsk, in Karelia. During that period from 1955 to 1998 he refined the development of TRIZ, and its adjunct tools for forecasting technology known as ARIZ, (Algorithm for the Solution of Inventive Problems). n use in Finland, US, Canada, Israel, Germany, Sweden, Norway, Italy, Australia, Japan, UK, Mexico, Russia, and more
  • © 2002 Ellen Domb. PQR Group +1 (909) 949 0857 Intel is using this by permission to content owner. What is the main weapon against competitors? What is the most critical success factor in your business? The answer is a company’s ability to innovate. Innovation is the ability to generate highly creative solutions to previously unsolved problems, and to bring those ideas to a point where they ARE implemented. Innovation can enable the achievement and maintaining a commanding position in the marketplace. This capability positions a company for controlled growth and profitability. Every business needs a powerful and organized method for systematically eliminating technological roadblocks related to the development and use of products. The very life of the corporation that you work for depends on it. Before moving on, you are urged to keep in mind that TRIZ is easy to learn, but requires on-going familiarity. If committed to the process, you will have little problem learning it. However as with any newly acquired language or skill, if you do not apply what you have learned on a regular basis, your ability to successfully benefit from your knowledge will diminish. As you proceed through the course, it is recommended that you “internalize” what you are learning by constantly looking for opportunities to fit TRIZ into your work &amp; lives. This will provide you with the ROI for your time spent learning
  • “TRIZ in the process industry” by Gert Poppe and Bart Gras Innovation Quotient. www.triz.nl. Article found This article was first published in shorter form in the proceedings of the European TRIZ Association Conference, November, 2001.
  • “ TRIZ in the process industry” by Gert Poppe and Bart Gras Innovation Quotient. www.triz.nl. Article found This article was first published in shorter form in the proceedings of the European TRIZ Association Conference, November, 2001. 1. Functional modeling and trimming In product development, design and development methodologies are widely used. Functional modeling and functional thinking are known here through the application of these methodologies. Robust design, Value management, FMEA … in all of these methodologies “functional modeling” is used in some way. In the process industry, this is less the case. In the chemical industry e.g. it is much more common to think in “unit-operations” than to analyze the functions of the different components and substances in a process. So the mere introduction of “functional thinking” is very useful here. 2. Root cause analysis and problem analysis As we already stated above, in processes the actual cause of a problem (the “root cause”) is often hidden somewhere in the process. Off spec production, or an excess amount of energy consumed, can be due to different kinds of root causes somewhere upstream the process. This means that the whole process of functionally modeling the problem at hand can become very complex. Indeed, the effort needed to model all possible areas or steps in a process where a possible cause of the problem is located can be huge. Also, TRIZ does not offer much support in dealing with this contradiction : on the one hand one would like to take all possible options into account, but then, on the other hand, time consumed by the process could become prohibitive. Or to state it in TRIZ terms : one wants to improve the reliability of the problem solving process by addressing all the possible causes but then the loss of time could become too high. The contradiction matrix in this case would suggest to perform a prior action . This is a place where the Russian TRIZ methodology can meet some of the Western methodologies. Root Cause Analysis (RCA), Failure Mode and Effect Analysis (FMEA) and the Theory of Constraints (TOC) 2 are a few methodologies that can be combined with TRIZ, to achieve a more efficient way of approaching the problems faced in production processes. All these methodologies provide one with a way to relate a number of features occurring in a process to the same “root cause”. This is mainly done through the development of Cause-and-Effect graphs, providing insight in the way the “root cause” leads to the occurrence of the different features. Before continuing with the TRIZ process, one has to determine what the possible “root causes” of the deviations are and which of the root causes is most likely to have produced the deviations. 3. Generic knowledge in principles But off course the best proof of the applicability of TRIZ in the process industry is the successful application of the different TRIZ tools to specific process related problems. Here we will give a few examples of how the 40 principles, one of the most widely used TRIZ tools, can be used.
  • “TRIZ in the process industry” by Gert Poppe and Bart Gras Innovation Quotient. www.triz.nl. Article found This article was first published in shorter form in the proceedings of the European TRIZ Association Conference, November, 2001.
  • In the US, the use of the Baldrige Award Criteria (ref. 3) has expanded greatly, with 37 state and regional awards, as well as the national award. More than 2 million copies of the award criteria have been distributed to businesses, government organizations, and health and education organizations. The European Quality Award has had similar popularity. The Baldrige Criteria in each area follow approximately the same pattern: This is a good thing. How does your organization do it? How do you improve what you do? Do you compare yourself to other organizations? If yes, how do you select them and what do you do with what you learn? In each area of the Baldrige Award, organizations need to exercise creativity in order to tailor the concepts to their own industry and culture. This table illustrates that.
  • Conclusion: Creativity improvement enhances quality improvement. Quality analysis tells us what our customers want, what our processes need, and what our employees need, but creativity is needed to find ways to make these new products, services, systems, and processes happen. All employees can learn both right-brain and left-brain creativity methods, and can learn to apply them to the appropriate situations.
  • Corporate Training There is a number of corporations that had extensive training programs on TechOptimizer: Procter &amp; Gamble Co – 70 hrs program – 80 people Procter &amp; Gamble CO – 30 hrs program – 1.500 people DSM (Holland) - 194 hrs program – 5 people DSM (Holland) – 30 hrs program –120 (400 by 2003) people Unilever (UK and US) – 30 hrs program – 100 people Honda (Japan) – 30 hrs program – 100 people Mitsubishi Research Institute (public seminars)- 70 hrs program – 100 people Shell Oil Company (Holland, US) – 30 hrs program – 100 people, etc
  • Please refer to the 2 articles on TRIZ (a.k.a. TIPS in Engineering Education) that are written by Timothy G. Clapp PhD., PE Professor of Textiles North Carolina State University and Michael S. Slocum, PhD Adjunct Assistant Professor North Carolina University
  • This Fig. 1 describes a method of introducing TRIZ into organizations that overcomes these obstacles. This method uses no &amp;quot;tricks&amp;quot; of cultural change or subtleties of organizational dynamics. It gets the technical professionals and technical managers in engineering, production, distribution, and service to experience TRIZ immediately, and helps them get breakthrough results on their own problems immediately. Step 1 is the organization&apos;s decision that increased innovation is needed. Most commonly this comes from competitive pressure, although occasionally it comes from regulatory requirements. One or more organization managers are selected to be the TRIZ &amp;quot;champions&amp;quot; to orchestrate the introduction and institutionalization of TRIZ. Step 2 is the selection of one or more pilot projects for TRIZ introduction. The competitive or regulatory issues, or the organization&apos;s problem identification and corrective action selection system usually identify the candidate problems, and the &amp;quot;champion&amp;quot; works with the consultant to select those problems which will have the best combination of high-value payoff and usefulness as future teaching cases. These projects or problems are used as the case studies for an introductory experiential class. The class has multiple benefits: Concepts for inventive solutions are generated for the selected projects or problems The participants themselves generate the results The participants learn to sort the results and get immediate and long-term benefits. The participants learn the TRIZ methodology (at the introductory level) well enough to apply it themselves Step 3 is implementation of the results of the class. According to the needs of the organization, this can be done as a joint effort or by the organization itself. The results generated are solutions to the problems of implementation of the concepts generated in Step 2, so this is a very visible, valuable reinforcement of the classroom work in Step 2, with results that have immediate payoff. After the successes in Steps 2 and 3, the TRIZ &amp;quot;champion&amp;quot; and the organization&apos;s leadership pick one of 2 paths. The Internal path produces a full team of internal TRIZ practitioners, who replace the external instructors and consultants as their skills increase. The External path uses consultants to coach each team as each project is identified. Hybrid approaches have also been used successfully, in which the External path is followed for quick results, while the Internal path is followed for development of future continuity. The External path is also frequently used for strategic planning, for applications of TRIZ to technology forecasting for the entire industry and for product platforms, while the Internal path is proceeding. The internal experts learn the strategic uses of TRIZ, and become internal consultants as well as instructors, during their advanced topics training. As the organization develops its own internal experts, they take the lead in the integration of TRIZ with the organization&apos;s existing methodologies. They become the collective &amp;quot;champions&amp;quot; in overcoming the last obstacle to TRIZ implementation: the traditional methods of project management. TRIZ will impact new product projects, process improvement projects, and process re-engineering projects. Following the right-hand &amp;quot; Internal &amp;quot; branch of the flow chart will overcome this obstacle
  • TRIZ/QFD. Quality Function Deployment identifies and prioritizes the Voice of the Customer, and the capabilities of the company technologies, then helps prioritize new concepts for design and production. TRIZ helps you create the new concepts. TRIZ/Robust design. Robust design finds the right parameters to minimize all forms of waste and cost. TRIZ finds ways of creating the processes that will achieve those parameters. TRIZ/DFM-A: Design for Manufacturability and Design for Assembly identify and prioritize features of design that make manufacturing and assembly low cost, high yield, and short cycle time. TRIZ resolves the technical problems encountered when implementing these features. Similarly, many organizations have developed their own guidelines for &amp;quot;Design for Serviceability&amp;quot; which are enhanced by TRIZ creativity in achieving serviceable designs. TRIZ/TOC: Theory of constraints is used by many manufacturing organizations to identify production bottlenecks. The TOC tools can replace or enhance the problem identification steps in TRIZ problem solving, then the TRIZ creativity tools are used to accelerate development of ways to remove the bottlenecks. TRIZ/Concurrent Engineering (or Integrated Product and Process Engineering, or Product Development Teams, or Supplier/Developer/Customer teams) These project management teams will use TRIZ at many levels ranging from technology forecasting to conceptual design to production design, from implementation problem solving to service, delivery, and repair improvements. At this level of integration TRIZ passes from being seen as a tool, or a system of tools and methods, and becomes an intrinsic part of your organization&apos;s method of gaining competitive advantage. Until it reaches this point, it will require nurturing and &amp;quot;championship&amp;quot; to keep people aware of their opportunities to apply TRIZ.
  • Transcript of "Presentation to Association of Semiconductor and Electronics Engineers of the Philippine"

    1. 1. TRIZ Presentation to ASEMEP Presented by Richard Platt Intel Corporation 27 June 2002
    2. 2. Agenda <ul><li>What is TRIZ </li></ul><ul><li>What can it do for Engineering & Manufacturing organizations </li></ul><ul><li>What is the level of TRIZ deployment within corporations </li></ul><ul><li>What are some results </li></ul><ul><li>References </li></ul><ul><li>Consulting Resources </li></ul>
    3. 3. Reasons Why Organizations Need New Methods <ul><li>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 </li></ul><ul><li>How do you know you have the best solution? </li></ul><ul><li>Overcome “Psychological Inertia” </li></ul><ul><li>Individuals Have Limited Knowledge </li></ul><ul><li>One Grand Idea Mind-set </li></ul>“ There is an easy solution to every problem – neat, plausible...and wrong” --- H.L. Mencken “ Always look for a second right answer ” --- Charles Thompson
    4. 4. Innovation Process <ul><li>The Innovation Process Targets Three Primary Objectives: </li></ul><ul><ul><li>To help engineers to meet increased market demands during the product development cycle, driven by market pressures </li></ul></ul><ul><ul><li>To help engineers overcome obstacles during the problem-solving process </li></ul></ul><ul><ul><li>To integrate proven product-development methodologies and industry know-how </li></ul></ul>
    5. 5. Conventional Approach ENGINEERING SITUATION MANUAL BRAINSTORMING, GROUP KNOWLEDGE CONCEPTS INTUITION, PERSONAL KNOWLEDGE and
    6. 6. TRIZ &quot;Teoriya Resheniya Izobretatel'skikh Zadach.” (The Theory of Inventive Problem Solving) “ The thinking that got you into a particular problem, will not get you out of it.” -- Albert Einstein
    7. 7. What is TRIZ? <ul><li>Structured methodology for directed development of new products and processes </li></ul><ul><li>Data-based creativity and innovation </li></ul><ul><ul><li>Systematic </li></ul></ul><ul><ul><li>Predictable </li></ul></ul><ul><li>Generates multiple potential solution paths </li></ul><ul><li>Is tactical for use in day to day technical problem solving as well as strategic </li></ul><ul><li>Works for “left brain” technical people and “right brain” creative people </li></ul>“ Creativity consists of coming up with many ideas, not just that one great idea.” --- Charles Thompson
    8. 8. The Basis of TRIZ: Patent Research <ul><li>Over 3.0 million world-wide patents analyzed </li></ul><ul><li>21% (only innovative patents) were studied </li></ul><ul><li>3 Key Discoveries: </li></ul><ul><ul><li>1. Problems and solutions were repeated across industries & sciences </li></ul></ul><ul><ul><li>2. Patterns of technical evolution were repeated across industries & sciences </li></ul></ul><ul><ul><li>3. Innovations used scientific effects outside the field where they were developed </li></ul></ul>
    9. 9. TRIZ Makes the Research Accessible for Your Problem <ul><li>All the TRIZ tools follow this path: </li></ul>Your specific problem TRIZ general problem TRIZ general solution Your specific solution
    10. 10. Development of TRIZ <ul><li>1940’s-present -- Originated in work of G. Altshuller in the USSR </li></ul><ul><li>1970’s -- Began world-wide propagation </li></ul><ul><ul><li>Industry and government users </li></ul></ul><ul><ul><ul><li>Product development, process, and technology improvements </li></ul></ul></ul><ul><li>1989 – Russian experts began emigrating & developing S/W and commercializing TRIZ tools </li></ul>3 rd party trademarks and copyrights are the sole property of their owners S/W Tools Company TRISOLVER TriSolver Group (DE) TRIZ Explorer Insytec (NL) CreaTRIZ (Business and Technical Models) CREAX (UK) Ideation Workbench I-TRIZ methodology Ideation International (US) TechOptimizer, Knowledgist & Co-Brain Invention Machine Corporation (US)
    11. 11. What are the benefits <ul><li>Solve problems </li></ul><ul><li>Enhanced Innovation Skills (personal development) of Employees </li></ul><ul><li>Increased productivity levels </li></ul><ul><li>Accelerated time to market </li></ul><ul><li>Decreased costs / Improve return on investment </li></ul><ul><li>Targeting Quality improvement </li></ul><ul><ul><li>Anticipating and responding to customer needs </li></ul></ul><ul><ul><li>Improve product and process quality </li></ul></ul><ul><li>Reducing warranty claims and recalls </li></ul><ul><li>Anticipate the competition </li></ul>“ Discovery consists of looking at the same thing as everyone else and thinking something different” --- Albert Szent-Gyorgi
    12. 12. TRIZ in Manufacturing <ul><li>TRIZ use has increased in the manufacturing industry in the Western world. Different factors driving this are: </li></ul><ul><ul><li>Companies introduce product innovations faster and have more difficulty attracting skilled R&D professionals. </li></ul></ul><ul><ul><li>The availability of state-of-the-art software supporting the TRIZ methodology. </li></ul></ul><ul><li>Impact & focus of TRIZ use in Manufacturing : </li></ul><ul><ul><li>The ‘product’ is intimately linked to the process by which it is made . Any change in the product is mostly achieved by an adaptation of the process. </li></ul></ul><ul><ul><li>TRIZ knowledge base has initially been built on information contained in patents. But ‘kitchen secrets’ of how to produce a metal alloy or an engineering plastic are usually not patented. </li></ul></ul><ul><ul><li>Causes of a problem in a process cannot easily be pinpointed. The problems can be tracked down to causes in areas like raw materials, chemistry, control loops etc. </li></ul></ul>
    13. 13. TRIZ in the Process Industry <ul><li>Functional modeling and trimming </li></ul><ul><li>Root Cause Analysis and Problem Analysis </li></ul><ul><li>Generic knowledge in principles </li></ul>
    14. 14. Conclusions about TRIZ and Manufacturing <ul><li>TRIZ is being successfully applied in the process industry. Already the introduction of functional analysis offers a lot of added benefit and possibilities for further improvement </li></ul><ul><li>RCA + TRIZ are a strong team. Making explicit the possible causes of a problem and their interdependence is an important step to make before trying to solve the problem. </li></ul><ul><li>TRIZ knowledge is indeed generic enough to be used for production processes </li></ul><ul><ul><li>The adoption of TRIZ as a methodology for solving problems in the process industry would benefit a lot if more cases studies would be published. </li></ul></ul>
    15. 15. The 7 areas of the Baldrige Award Criteria, and the creativity challenges in each area.
    16. 16. The Malcolm Baldrige Award and TRIZ The TRIZ techniques, and how they apply to the Baldrige Award Criteria areas. Key: X = techniques now in use. N = techniques where the application of TRIZ is new.
    17. 17. Improving Customer Operating Margins Early Stages of a Cyclical Recovery Source: Company Reports Intel TSMC Samsung
    18. 18. TRIZ Work Recognized-Samsung Award <ul><li>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. </li></ul>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. 3 rd party trademarks and copyrights are the sole property of their owners
    19. 19. More Industry Results <ul><li>Tripled their patent portfolio production. Saved $8M on one project. </li></ul><ul><li>Saved 8 hrs out of an 80 hr manufacturing process and $300,000 in equipment costs. </li></ul><ul><li>Developed a solution that will save them millions of dollars a year. </li></ul><ul><li>A $2.5M savings is projected over the life of a system optimized using TechOptimizer. </li></ul><ul><li>With only 24 hours of TRIZ training and TO usage can actually double the creativity of engineers. </li></ul><ul><ul><li>Fuji Film Co (Japan): After IMC basic training on TechOptimizer an engineer submitted 15 patent application during 4 months. </li></ul></ul>3 rd party trademarks and copyrights are the sole property of their owners
    20. 20. Metrics of TRIZ in Industry <ul><li>Before/after measurement of quantity of concepts and quality of concepts taken from 15 team-based, major projects at </li></ul><ul><li>The average from 15 projects were as follows: </li></ul><ul><ul><li>10 times more concepts were generated using TechOptimizer in 1/20th the time. </li></ul></ul><ul><ul><ul><li>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. </li></ul></ul></ul><ul><ul><li>½ of the new concepts generated were judged by the team to be better concepts than the baseline. </li></ul></ul><ul><ul><ul><li>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.). </li></ul></ul></ul>
    21. 21. Metrics of TRIZ: MIT Experiments <ul><li>1996-1997 Invention Machine Corporation taught seminars on TRIZ with their s/w tools to MIT graduate students </li></ul><ul><li>Effectiveness of experiment: </li></ul><ul><ul><li>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. </li></ul></ul><ul><ul><li>In the end a committee that included representatives from both groups and IMC/MIT representatives analyzed the results. </li></ul></ul><ul><li>Results: </li></ul><ul><ul><li>Group that had attended training and used TRIZ/TO generated 80% more concepts than the other group. </li></ul></ul><ul><ul><li>Quality-wise, the inventiveness of the concepts of the trained group was much higher. </li></ul></ul>Originally presented @ TRIZCON 2002 “Integrating TRIZ into Academia (MIT, European Schools) and Corporate Training (Six Sigma)” by Sergei Ikovenko, PhD, EngD, PE
    22. 22. Presentation 1 st presented @ TRIZCON 2002 <ul><li>Integrating TRIZ into Academia </li></ul><ul><li>(MIT, European Schools) and Corporate Training (Six Sigma) </li></ul><ul><li>Sergei Ikovenko, PhD, EngD, PE </li></ul><ul><li>Director of Advanced Programs Worldwide </li></ul><ul><li>Invention Machine Corporation & </li></ul><ul><li>Adjunct Professor, MIT </li></ul>Used by permission of author 3 rd party trademarks and copyrights are the sole property of their owners
    23. 23. Different patterns of TRIZ deployment <ul><li>Through software with training on some theoretical concepts. </li></ul><ul><li>- Procter & Gamble </li></ul><ul><li>- Shell Oil Company </li></ul><ul><li>- Colgate Palmolive </li></ul><ul><li>- Weyerhaeuser </li></ul><ul><li>- Kimberly-Clark </li></ul><ul><li>- Mitsubishi Research Institute </li></ul>
    24. 24. <ul><li>- Procter & Gamble (Germany - paper) </li></ul><ul><li>- Unilever (UK) </li></ul><ul><li>- Samsung Electronics (Korea) </li></ul><ul><li>- Bosch (Germany) </li></ul><ul><li>- Alstom </li></ul><ul><li>- Honda (Japan) </li></ul>2. Preparing internal facilitators in different departments
    25. 25. 3. Preparing an internal group of consultants <ul><li>- DSM (TRIZpertise group) </li></ul><ul><li>- Samsung Electronics </li></ul><ul><li>- Delphi Automotive </li></ul><ul><li>- Saipem –ENI group </li></ul><ul><li>- Whirlpool Europe </li></ul><ul><li>- Colgate Palmolive, etc. </li></ul>
    26. 26. <ul><li>Courses on Methods of Design and as a part of different engineering courses (43 schools worldwide): </li></ul><ul><ul><li>University of Connecticut (US) </li></ul></ul><ul><ul><li>MIT (US) </li></ul></ul><ul><ul><li>University of Florence (Italy) </li></ul></ul><ul><ul><li>University of Parma (Italy) </li></ul></ul><ul><ul><li>University of Bergamo (Italy) </li></ul></ul><ul><ul><li>University of Milan (Italy) </li></ul></ul><ul><ul><li>University of Udine (Italy) </li></ul></ul><ul><ul><li>University of Naples (Italy) </li></ul></ul><ul><ul><li>Technical University of Milan (Italy) </li></ul></ul><ul><ul><li>University of Enlangen – Nuremberg (Germany) </li></ul></ul><ul><ul><li>University of Cottbus (Germany) </li></ul></ul><ul><ul><li>Cranfield University (UK) </li></ul></ul><ul><ul><li>University of Bath (UK) </li></ul></ul><ul><ul><li>Gogenchool Limburg University (Holland) </li></ul></ul><ul><ul><li>University of Leoben (Austria) </li></ul></ul><ul><ul><li>Royal Institute of Technology (Sweden) </li></ul></ul><ul><ul><li>Technical University of Brno (Czech Republic) </li></ul></ul><ul><ul><li>Technical University of Liverec (Czech Republic) </li></ul></ul><ul><ul><li>Monterrey Institute of Technology (Mexico), etc. </li></ul></ul>TRIZ and Academia
    27. 27. Obstacles to company-wide adoption of TRIZ are human, not technical: <ul><li>Time: People are too busy &quot;fighting fires&quot; to learn new methods of fire prevention </li></ul><ul><li>Suspicion: Other &quot;new methods&quot; have over-promised productivity improvement, customer satisfaction, faster time to market, higher ROI or EVA, etc. </li></ul><ul><li>Traditional methods of project management: If the success of a project is measured by traditional milestones, and the new process doesn't match those milestones, there will be great pressure to work within the existing system. </li></ul><ul><li>The NIH syndrome. NIH means &quot; not invented here &quot; and can have double meaning for TRIZ-both &quot;not invented in the organization&quot; and &quot;not invented in this country.&quot; A sub-category of NIH is &quot;Well, it may work for so-and-so, but it won't work for us.&quot; Our problems are different/high tech/not in their data base/controlled by regulators, etc. </li></ul>
    28. 28. Flow chart for TRIZ implementation Project consulting (the &quot; External &quot; branch marked can also be done without initial training, if the goal is to get immediate technical results.
    29. 29. Integrating TRIZ with other tools <ul><li>TRIZ/QFD/Robust design </li></ul><ul><li>TRIZ/DFM-A </li></ul><ul><li>TRIZ/TOC </li></ul><ul><li>TRIZ/Concurrent Engineering (or Integrated Product and Process Engineering, or Product Development Teams, or Supplier/Developer/Customer teams) </li></ul>You will need to have a “Champion” to nurture TRIZ until you achieve this level of integration
    30. 30. References Used and Recommended <ul><li>The #1 best reference and resource for TRIZ material: </li></ul><ul><li>www.triz-journal.com </li></ul><ul><ul><li>“ Simplified TRIZ – New Problem Solving for Engineers and Manufacturing Professionals” by Ellen Domb & Kalevi Rantanen </li></ul></ul><ul><ul><li>“ The Science of Innovation: A Managerial Overview of the TRIZ Methodology” by Victor Fey and Eugene Rivin </li></ul></ul><ul><ul><li>“ 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 </li></ul></ul><ul><ul><li>“ 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 </li></ul></ul><ul><ul><li>“ Systematic Innovation” J.Terninko, A.Zusman, B.Zlotin. Nottingham, NH USA Responsible Management, 1997. Available from “Products and Services” page of The TRIZ Journal. </li></ul></ul><ul><ul><li>“ 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. </li></ul></ul>
    31. 31. Consultants to assist in deploying TRIZ <ul><li>Ellen Domb - Can provide recommendations on the best consultants for your company’s or university’s needs. </li></ul><ul><ul><li>Editor of www.triz-journal.com </li></ul></ul><ul><ul><li>President of PQR Group. US consulting firm. </li></ul></ul><ul><ul><ul><li>190 N. Mountain Ave. Upland CA 91786 USA </li></ul></ul></ul><ul><ul><ul><li>Phone: +1 (909) 949-0857 Fax: +1 (909) 949-2968 </li></ul></ul></ul><ul><ul><ul><li>Email: [email_address] </li></ul></ul></ul><ul><li>Sergei Ikovenko - Director of Advanced Programs Worldwide Invention Machine Corporation </li></ul><ul><ul><li>Adjunct Professor @ MIT </li></ul></ul><ul><ul><li>Formal diploma/certification as TRIZ instructor/consultant from G. Altshuller </li></ul></ul><ul><ul><ul><li>Invention Machine Corporation. 133 Portland St., 5th floor. Boston, MA 02114 </li></ul></ul></ul><ul><ul><ul><li>Phone: +1 (617) 305-9250 Fax: +1 (617) 305-9253 </li></ul></ul></ul><ul><ul><ul><li>Email: [email_address] </li></ul></ul></ul>
    32. 32. <ul><li>“ Innovate or Die!” </li></ul><ul><li>-- John Kao, Stanford University </li></ul><ul><ul><li>During the 1980’s 43% (230) of the Fortune 500 companies disappeared off the list. </li></ul></ul>Why innovate?
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