1. TRIZ COMPETITION 2013
Lim King Hann, Curtin University
Lim Chin Hong, Taylors’ University
Billy Lau Pik Lik, Curtin University

2. PRESENTATION OUTLINE
 Question 1 (Q1)
 Title: Customer Service in Banking Industry
 How can the customer service be improved with a boundary
condition of limited expense funding?
 Question 2 (Q2)
 Title: The Current and Future Trend of a Wheelchair
 What is the new design of a wheelchair can reduce the price and
weight while maintain the function – transport a disabled person?
 Question 3 (Q3)
 Title: Improvement of Employer-Employee
Communication Medium
 How to ensure the message is passed from the top level to the
staff level?

3. Q1: CUSTOMER SERVICE IN
BANKING INDUSTRY
How can the customer service be improved with a
boundary condition of limited expense funding?

4. Problem Statement
 Customer service teams are the front-
liners of the banks, including cashiers,
consultation services, telephone
operators, bank service consultants etc.
 Quality of Customer service of bank can
be improved via increasing number of
staff, providing more specific training to
staff, higher Quality Assurance (QA)
measures/operating procedures, more
effective human resource management
etc. However, all of these increase the
OPEX and CAPEX for banks
 In conclusion, quality of customer service
is in contradiction with the banks OPEX
and CAPEX
Benefits
 Better quality service not only retain the
existing customer, but also attracts new
customers.
 As a result, improve branding and
increase competiveness with no extra or
minimum cost involved.
 Also, effective customer service structure
helps to understand customer needs and
identify new market- these information
can be used to develop relevant products
to capture the new market
Q1: PROBLEM STATEMENT & BENEFITS

5. Q1: FUNCTIONAL ANALYSIS AND TRIMMING
 The lowest trimming values is the Management unit in the
banks (1.24). But, it cannot be trimmed due to the reason that
management unit is the heart of the bank,
 Customer service team has the least trimming value (4.52)
after the management unit (1.24).

6. Q1: PROPOSED TRIMMING SOLUTIONS
 Merge the customer service unit with the marketing
team
 The combine unit has to handle the customer day-to-day
banking activities, and at the same time, to promote new
financial products to the respective customers.
 Combine the budget allocation for customer service
unit and marketing unit.
 More marketing dollar shall be spent on improving the self-
service banking facilities, i.e. cash deposit machines, ATM
and online banking platform, instead of paying marketing
staffs to station in the branches or malls (during the road
show).
 More advertisement can be posted on the self-service
banking facilities, while the customers are waiting or queuing
to do their day-to-day banking matters.

7. Q1: CUSTOMER SERVICE VS COST
CONTRADICTION
 Worsening Parameter:
 #19 Use of energy by moving object
 Analogy: The required time and resources (including money & workforce) to
improve or push the customer services to the next level
 Improving Parameter:
Improving
Parameters
Analogy Inventive Principles Specific Solution
#21 Power The
performance of
the customer
service. High
power output
represents more
banking
transactions
processed at a
shorter time
#6 Universality •Universal self-service machine
•Standardized the process in all the branches
•Universal forms for all the transactions
#16 Partial or Excessive
Action
•Introduce “drop-now-and-collect-later” process
•Implement online pre-apply feature
#19 Periodic Action •Separate the customer service teams into shifts
#35 Parameter changes •Enforce or enable the marketing staffs to
perform banking transactions
•Train the teller to perform both marketing and
bank transaction
(no included in the matrix) #38 Strong Oxidant •Competitive and rewarding environment
•Commission-rewarding system

8. Q2: THE CURRENT AND FUTURE
TREND OF A WHEELCHAIR
What is the new design of a wheelchair can reduce the
price and weight while maintain the function –
transport a disabled person?

9. Q2: PROBLEM STATEMENT AND BENEFITS
Problem Statement
 The price of a wheelchair is expensive
(Averagely RM4000 per wheelchair).
 The increase of wheelchair functionality
will decrease the durability of battery
life.
 Power wheelchair is only designed to
move on a flat surface or in a restricted
area with the support of disability
facilities.
 Remote controlled wheelchair serves
only certain group of people but not for
all handicaps especially for those
whose hands are malfunction.
Benefits
 A wheelchair which can be affordable by
every family who suffers from disability.
 A wheelchair which its battery life can last
long for weeks before recharging.
 A wheelchair which can move on all kind of
terrains
 A wheelchair which can be controlled by
using signal wave without remote controller.

10. Q2: FUNCTIONAL ANALYSIS AND TRIMMING
No. Component Trimming value (sorted from low to high)
1 Handle 0.8528
2 Pedal 1.1834
3 Caster wheels 1.8841
4 Motor 3.4201
5 Battery 3.5714
6 Seatbelt 7.3964
 Top 6 lowest trimming values after diagnosis analysis

11. Q2: PROPOSED TRIMMING SOLUTIONS
 Trimming Away Unnecessary Component (Pedal, Handle, Caster
wheels)
 Goal: Reduce the costs (Around RM 100-250).
 To remove pedal and handle as they have the lower trimming value.
 Trimming / Replace Current Components (Motor, Battery)
 Goal: Reduce the costs (Around RM 500-1000) and weight.
 To reduce the usage of motors and batteries.
 Merging with other Systems (Frame, Motor, Battery, Controller)
 Goal: Ease of use / Natural usage, Reduce weight.
 Aims to merge four components, i.e. frame, motor, battery and controller into a
whole.
 This solution leads to the design of prosthetic legs or exo-skeleton suit
(lower limb of a body) that can support a disabled person
 Man‟s energy replaces battery energy (free energy in the system). Man„s mind
power replaces motor and controller.
 It can resolve the environmental constraints that normally faced by the
traditional wheelchair such as, bypassing obstacles, staircase climbing and all-
terrains moving.

12. Q2: THE FUTURE TREND OF WHEELCHAIRS
 Future Prediction 1:
 Prosthetic legs or exo-skeleton suit
 Future Prediction 2:
 Biosensor assisting device

13. Q3: IMPROVEMENT OF EMPLOYER-
EMPLOYEE COMMUNICATION MEDIUM
How to ensure the message is passed from the top
level to the staff level?

14. Q3: PROBLEM STATEMENT & BENEFITS
Problem Statement
 Employer expects employee to
be productive during working
hours and be self-motivated to
operate towards company‟s
vision. Daily performance
monitoring is not possible by
employer.
 Staff would not work efficiently if
he or she has low self-esteem.
 Communication between
employer and employee is weak
if the staff performance is only
reviewed by end of the year.
Benefits
 To improve staff performance in
any industries/fields
 To improve the communication
medium between employer and
employee
 To increase the morale in the
working environment.
 To retain highly productive staff
in the organization

15. Q3: FUNCTIONAL ANALYSIS AND TRIMMING
 The lowest trimming value: Staff (1.44)
 Remarks:
 It is not possible for a medium-range revenue or high-range revenue
company to operate without employee. In this stage, the trimming
technique is not applicable, but it can show that higher productive staff is
highly required in order to assist the company development towards a
better aspect

16. Q3: ADMINISTRATION‟S CONTRADICTION
 Worsen Parameters: “#22 Loss of Energy
Improving
Parameters
Analogy Inventive Principles Specific Solution
#39
Productivity
Increase employee
performance and
productivity
#10 Preliminary Action Organization training program
#28 Mechanics Substitution Online KPI system
#29 Pneumatics and
hydraulics
Promotion or increment
#35 Parameter changes Dynamic evaluation system
#27 Reliability Improve staff
responsibility and
maintain consistent
performance
#10 Preliminary Action Supervisor‟s Guidance
#11 Beforehand cushioning Punishment system
#35 Parameter changes Career transition opportunity
#38 Extent of
Automation
Encourage self
motivated staff
#23 Feedback Constant feedback mechanism
#28 Mechanics Substitution Working Procedures, or Guidelines
 Suggested Solutions:
 (1) Online KPI System,(2) Dynamic Evaluation System

17. Q3: SU-FIELD MODEL
Class 2 SU-field solutions Analogy Specific Solution
2.1 Transition to the complex Su-Field model Add in new substance (S4) to
improve the morale of staff
Reward in Bit Coins or
incentive points
2.2 Forcing the Su-Field Models Micro management instead of macro
management
Promote spiritual or
cardio exercises
2.3 Controlling the frequency to match or
mismatch the natural frequency of one or both
elements to improve performance
Improve staff confident level,
performance
Specific skill training
2.4 Integrating ferromagnetic material and
magnetic fields is an effective way to improve
the performance of a system
Add in another field component Adding in team members
 Suggested Solutions: Reward in Bit Coins or Incentive Points

18. Q3: FINAL PROPOSED SOLUTION
 To improve communication between employer and employee,
we propose:
 Online KPI system
 Enables staff to update their achievements instantly once it is completed. A
record is kept in the system for annual performance review.
 Approval should be granted by the top management to recognize their
achievement
 Personal meeting can be held immediately between staff and employer to
increase the communication linkage after reviewing the uploaded KPI
 Dynamic Evaluation System
 A sub-system added into the online KPI system.
 Staffs are optional to complete few categories instead of all KPI categories if
they could perform excellent for those selected categories.
 For those who are average performers, they are required to perform all
categories with average achievement in order to claim their year-end bonus.
 Reward in Bit Coins and Virtual Currency
 Instant rewarding system in term of bit coins is added to online KPI system for
self improvement and personal physical reflexology.
 To retain highly productive staff with an instant reward despite of waiting the
year-end bonus

19. THE END