Triz Tools

TRIZ POWER TOOLS
Job # 4 Simplifying
Simplifying, Cost Reducing &
Overhauling to Increase Value

ii
TRIZ Power Tools
Simplifying
January 2010 Edition
ISBN 1-934805-30-0
978-1-934805-30-5
TRIZ Power Tools by Collaborative Coauthors
228 Pages
Copyright 2010 by Collaborative Authors, All rights reserved
Published in the United States by Third Millennium Publishing, located on the INTERNET at
http://3mpub.com
For paperback or digital copies go to http://www.3mpub.com/TRIZ
All proceeds from book sales are donated to Humanitarian Aid and Disaster Relief
Third Millennium Publishing
PO Box 14026
Tempe, AZ 85284-0068
mccollum@3mpub.com

iii
Acknowledgements
This book is the work of a collaborative group of coauthors.
Coauthors
Larry Ball
David Troness
Kartik Ariyur
Jason Huang
Don Rossi
Editors
Erika Hernandez
Larry Ball
David Troness
Paul Dwyer
S. Robert Lang
Illustrators
Larry Ball
David Troness
Other Authors, Theoreticians, Practitioners Whose Writings or Teachings have Impacted This
Work
Genrich Altshuller
Ellen Domb
Roni Horowitz
John Terninko
Alla Zusman
Boris Zlotin
Lev Shulyak
Yuri Salamatov
Victor Fey
Eugene Rivin
Darrell Mann
Sergei Ikovenko
Simon Litvin
Peter Ulan
Lane Desborough
Clayton Christensen
Renee Mauborgne
Kim Chan

v
The Algorithm
(Table of Contents)
Simplifying Systems....................................................................................................................... 1
Represent the System in Functional Form...................................................................................... 5
Identify Burdensome Functions and Elements ............................................................................. 13
Simplify By Removing Large Groups of Elements...................................................................... 27
Simplify by Idealizing Individual Functions ................................................................................ 39
Pick the Functions to Idealize.................................................................................................... 43
Idealize Useful Functions.......................................................................................................... 45
The Ideal Product for Useful Functions................................................................................. 45
The Ideal Modification for Useful Functions......................................................................... 55
Is it Time for a New Physical Phenomenon? ......................................................................... 69
The Ideal Physical Phenomenon for Useful Functions.......................................................... 75
Discovering New Physical Phenomena.................................................................................. 95
The Ideal Tool for Useful Functions.................................................................................... 101
Idealize Informing Functions................................................................................................... 111
The Ideal Observer for Informing Functions ....................................................................... 113
The Ideal Subject of Measurement....................................................................................... 115
The Ideal Modification for Informing Functions................................................................. 123
Is it Time for a New Physical Phenomenon? ....................................................................... 129
The Ideal Physical Phenomenon for Informing Functions................................................... 135
The Ideal Chain of Objects for Informing Functions........................................................... 161
Idealize Harmful Functions ..................................................................................................... 167
The Ideal Product for Harmful Functions ............................................................................ 167

vi
The Ideal Modification for Harmful Functions.................................................................... 169
The Ideal Tool for Harmful Functions................................................................................. 185
Simplify by Eliminating Individual Elements ............................................................................ 189
Simplify by Consolidating System Elements ............................................................................. 195
Simplify by Modularizing........................................................................................................... 207
Recursively Simplify .................................................................................................................. 209
Create a Compelling Aesthetic Interface .................................................................................... 211
Appendix: Working With Functions.......................................................................................... 213
Appendix: Table of Fields ......................................................................................................... 221

TRIZ Power Tools
Simplifying Systems 1
Simplifying Systems
While many people who will read this book are keenly attuned to the need to simplify systems,
some have only a vague notion of why this step is important. It is tempting to think that once
you have created an offering, the next task is to work the bugs out and get it to market.
However, making your offering as simple as possible may be one of the most important steps to
marketability. It is tempting to consider a product only from the operational point of view.
However, the burdens of the offering are often hidden. How much of the cost of a system is
bound up in its complexity? Each part has to be designed, procured, tested, assembled tested,
transported, stored, maintained and ultimately disposed of. There are dollar and time costs
associated with each of these jobs and this is multiplied by the number and the complexity of the
parts. Ultimately, the system has to be produced at sufficient cost to create a profit. With the
high percentage of new offering failures, the simple subtraction of a few elements can make or
break a product introduction. What we are considering may be much more than the elimination
of a few elements. With proper attention to simplification, the savings will mount over time and
the offering will have a better chance to win in the market place.
If you are a systems engineer, you will likely find something of great value as systems
engineering has few tools beyond “trade studies” for simplifying systems. You will also notice
that the tools blend with current systems engineering tools.
The key to understanding
why we want to simplify is
found in the concept of
value. For a rough
explanation of the concept of
value, please refer to the
expression at the right. This
expression is not meant to be
an exact mathematical
reality. It serves to make the
point that as a system or an
object in the system takes on
more useful functions and
Value =
Effect of Useful Functions
Effect of Harmful Functions
Includes $, Time,
Weight and Harmful
Interactions
More
functions
done better

TRIZ Power Tools
2 Simplifying Systems
drops its burdensome functions and attributes, it increases in value in the eyes of the market and
the business that provides it.
In the book What Will Make It Exciting, the increase in the numerator is considered. There, we
identified new functions that would enhance the offering and simplify the customer’s job. In the
book Creating It we created an offering piece-by-piece as we added functions in the most ideal
way possible. Unfortunately, harmful functions and attributes arise every time an element is
added. This increases the denominator and thus reduces the value of the offering. In this book,
we are focusing on decreasing the denominator; we ask how we can decrease the burdens of the
offering by removing burdensome elements. As a practical note, removing elements will usually
introduce new problems. (Even in the physical world, no good deed goes unpunished.) In order
to solve these and other existing problems, we continue to the part of the algorithm contained in
the book Fixing It. Here we assume that the collection of object that represents our simplified
offering must be further increased in value by removing its bad marks.
Most of the tools presented in this book were not generated by TRIZ theorists or practitioners.
“Value Engineering” has its roots in General Electric during WWII. Because of the war, there
were shortages of skilled labor, raw materials, and component parts. Lawrence Miles and Harry
Erlicher looked for acceptable substitutes. They noticed that these substitutions often reduced
costs, improved the product, or both. What started out as a product of necessity, turned into a
systematic process they called “Value Analysis”.1
TRIZ theorists and practitioners adopted
these tools which are a natural extension of Substance-Field Modeling.
At the completion of the algorithm found in this book, the offering will consist of a group of
objects considerably simpler than the original parts. Problems will likely remain that need to be
worked out in the book Fixing It.
Let’s begin now with the first step of the algorithm.
Identify if there is a Requirement to Simplify
the System
Many problems will not require system simplification. For instance, you have an immediate
situation where there is a customer problem or complaint. It may be preferable to skip to the part
where problems are solved. (Included in the problem solution step are considerations which can
allow for simplification of the system in order to fix the problem.)
On the other hand, there may be a requirement to revitalize or cost-reduce a product. Better yet,
the process of simplification often creates products which simplify the lives of the consumers.
1
See the Wikipedia entry at http://en.wikipedia.org/wiki/Value_engineering,. as well as the Lawrence D. Miles Value
Engineering Reference Center at http://wendt.library.wisc.edu/miles/index.html.

TRIZ Power Tools
Simplifying Systems 3
This step can have a delighting effect on the customer and differentiate the offering even more
than increases in performance.
Let’s consider situations where simplification may or may not be required.
Example—Customer Complaint
You have a new product that has been fielded long enough that customer
complaints are coming in.
Is There a Requirement to Overhaul, Simplify, Cost Reduce or Enhance
the Uniqueness of the System? Usually, simplification is a strategic
consideration as when business leaders consider a product to be non-
competitive. In this case, we have an urgent situation that requires
immediate attention. It is doubtful that this should invoke simplification.
Example—Creating a New Product
You have just created the specification for a new product. Should the
simplification algorithm be invoked?
the Uniqueness of the System? This case probably does not bear
consideration, but here is an opportunity to point out that there is a natural
sequence of the major steps. Simplification is only possible when there is
architecture to simplify. Since there is only a specification for a new
product, it is likely that there would be an opportunity for simplification
after it has been created. (Creating offerings is the subject of the foregoing
book.)
Example—High Cost Product
Your product is on store shelves but people are not buying it? Analysis
shows that the competitive alternative is less expensive than yours.
the Uniqueness of the System? This step is probably a good place to
invoke simplification. There will be a number of benefits. The product
will cost less and it will be more exciting to use, since simplification
involves removing various customer burdens.

TRIZ Power Tools
Represent the System in Functional Form 5
Spindle
Base Person
Blade
Represent the System
in Functional Form
Simplification is primarily about the reduction of offering parts. We want to find ways to get
along with fewer parts. In order to simplify, it is important to understand why each part is
required. Function modeling will give us a clearer picture of why objects are currently required
in the system. It is interesting to note that most system objects are used to provide support to the
main objects that do the actual work. Those parts that perform the actual work are essential.
The use of functional models can also enlighten us to the burdens that each object brings to the
system. It is precisely these burdens that we need to remove.
Draw a Function Diagram of the System
Functional modeling is about objects and why they are required. Simplifying the System begins
with a detailed Functional Model of the System. The functional diagram gives a snapshot of all
the elements and what they do without reference to time or sequence of operation.
Example – Dispensing
Tape
Step 1: Break the System into functional
elements. At this point, do not include
super-System elements. (This will be
discussed in the next step). The
functional elements of “tape dispensing”
include the spindle, base, blade and
person.

TRIZ Power Tools
6 Represent the System in Functional Form
System
Product
Tape
Base
Blade
Person
Spindle
Table
Step 2: Add Super-System elements and identify the System product.
You can tell which elements are super-System elements because you do
not have the authority to eliminate super-System elements. They may
already exist in the environment, but you have no authority over their
existence. Include only those super-System elements that interact with the
System. One of these super-System elements is the System product. This
is the element that the System modifies or serves. The Super-System
elements in this case are
the table and the tape.
These elements interact
with the System, but are
not part of the System.
The tape is the System
“product”, which is a
type of super-System
element.
Step 3: Introduce Modification Links. Include
useful, flawed and harmful links. Verify that all
rules for forming functions have been followed.
(The rules for properly forming functions are
included in the appendix). You can see the
modification links in the figure below, e.g. the table
supports the base, the spindle supports the tape and
the person cuts the tape, though inconsistently.
One curious function is that the tape holds itself.
Recall that the tape adheres to itself as it comes off
of the roll. While this might not seem clever, actually, it may have
resolved a very difficult conflict at one time. Consider that an adhesive is
fixed to one side of the tape. How do we move the tape about without it
becoming stuck to everything in sight? How do we keep it from becoming
contaminated with dust and dirt? A mediator is required to keep the tape
safe. This mediator could have been supplied by some “foreign” material,
but the idea of allowing the tape to protect itself satisfied the requirements,
so long as the adhesive did not stick well to the opposite side of the tape.
Additionally, this provides a convenient means of positioning the tape for
the purpose of tearing.
Useful
Harmful
Flawed

TRIZ Power Tools
Cubes
Oven
Acid Pan
Earth
Table
System
Product
Acid
OvenPan
Following is the final function diagram of the tape dispensing system.
Example—Acid Container
Metallic Test cubes are immersed in hot acid for long periods of time to
test the corrosive resistance of the metals. The cubes are placed in a
corrosion resistant container which is then placed in an oven. The action
of the acid is sufficient to corrode the cubes, but there is a problem. The
container that contains the cubes and acid is eventually corroded and has
to be replaced. The container is made from a very expensive material and
so the entire container is expensive.
Step 1: Break the System down into
functional elements. The functional
elements of the cube corrosion system
include the acid, oven and pan
Step 2: Add Super-System elements and identify the system product. The
Super-System elements in this case are the table, earth and cubes. The
cube is the system product.
Step 3: Introduce
Modification Links
including useful, flawed and
harmful links. Verify that
all rules for forming
functions have been
followed. Note that this
time we have included the
harmful function of pan
corrosion. It is possible to discover system problems during this process
Pulls/
Rotates
CutsSupports
Tape
Base
Blade Person
SpindleTable
Positions
Supports
Positions
Supports
Holds
Supports

TRIZ Power Tools
Positions
Cubes
Oven Pan
AcidEarth
Corrodes
Pulls
Supports
Corrodes
Table
Supports
Recording
System
Manager
Reminder
System
Tutorial
System
Employee
Recording
System Manager
Reminder
System
Tutorial
System
System
Product
because we consider the possibility of interactions between every element.
Harmful and useful but flawed modification links should be included.
Business Example—Year End Review
The yearly performance review process
is very time-consuming, especially when
you have a large number of direct
reports.
Step 1: Break the system down into
functional elements. The functional
elements of the year-end review system
include the manager, tutorial system,
reminder system, and recording system.
Step 2: Add super-system
elements and identify the system
product. No super-system
elements are mentioned. The
system product is the employee.
Step 3: Introduce Modification
Links. Include useful, flawed and
harmful links. Verify that all rules for forming functions have been
followed. Human systems often have a number of interesting and
surprising functions. Transaction systems, such as a checkout at a grocery
store, are particularly interesting because they involve functions that we
take for granted. When we ask what gets modified, it is often related to
changed concepts in the mind such as who owns what. At a checkout line,
for instance, the question of who owns the item changes from the store
owning the item to the buyer owning the item. We say that we bought the
item, but in reality the item never changes; only our concept of who owns
it changes, both in the mind of the buyer and seller. In the case of the year

TRIZ Power Tools
Informs Employee
Recording
System
Manager
Reminder
System
Tutorial
System
Informs
Explains
Reminds
Notifies
Organizes
Notifies
Contemplates
Contemplates
end review, information is exchanged between the manager and the
employee. We say that they inform each other. Both individuals must
contemplate, both before and after the review. This contemplation
changes their perception of what has happened during the year and what is
expected to happen the next year. In effect, both the manager and the
employee change themselves. We could say that the manager motivates or
de motivates the employee, but this would be misleading. The manager
does not have direct power to do this. Information flows, and the
employee then changes the “motivated” or “de-motivated” register in his
or her mind. Creating this diagram reminds us that motivating the
employee is the primary function of the system. We show these functions
as flawed, harmful, useful or excessive depending on specific the situation
at hand. In this case, we are showing an interview where the employee is
poorly motivated. This could have been shown as a harmful or flawed
function. Here it is shown as a flawed “contemplation” function.
Following is the system function diagram.

TRIZ Power Tools
Discover More Functions by Mapping the
Product Life-Cycle Jobs
It is easy to imagine products and services at the point of use. This is the moment that these
systems were created for. However, there are many more functions that the system performs and
many more functions that are performed on the system. Most offerings need to be prepared for
operation or stored after operation. Functions are required for each of these actions. As we shall
see, many more potential functions are required along the way. These functions need to be
included in our consideration of the functional life of our product or service.
Method
Step 1: Consider the main jobs that this system does for the market
segment by considering each stage of the Product Life-Cycle Map on the
following page.
Step 2: Each color in the chain represents a new market. Identify the
market or stakeholder by box color. Each market has a stake in the
success of the product. As each market becomes more satisfied, the
offering becomes more viable.
Step 3: Identify the main people involved in each job (suggestions
supplied on the Product Life-Cycle Map)
Step 4: Identify jobs that must be done before and after.

TRIZ Power Tools
Fabrication
Operators
Technicians
Fabrication-
Machines
Testing
Technicians
Test Equipment
Packaging
Operators
Packaging Machines
Mass-
Transport
Loaders
Forklifts
Pallets
Trucks
Planes
Assembly
or Setup
Contractor
User
Technician
Recycling
Operator
Teardown Person
Special Tools
Repair
Operator
Technicians
Repair –
Equipment
Consumables
Parts
Disposal
Operators
Containers
Tools
Documentation
Engineers
Documentation
Fueling /
Energizing
Operator
User
Technician
Contractor
Fueling Means
Fuel
Design
Designers
Engineers
Customer
Testing
Customer
Contractor
Technician
Test-
Equipment
Customer
Transport
User
Contractor
Transport Means
Disposition
For Sale
Sales People
Forklifts
Shelves
Displays
Order
Purchase
or Disposition
Sales People
Customer
Sales Table
Carts
Control /
Monitoring
Operator
Monitoring-
Equipment
Fixing
Messes
Operator
Technician
Special Personnel
Maintenance-
Equipment
Protecting
System
Operator
Security-
Operators
Maintenance-
Personnel
Covers
Dealing With
Failure
Operator
Monitoring-
Equipment
Alternative-
Systems
Maintenance
Operator
Technicians
Monitoring-
Equipment
Consumables
Stowing
Operator
Stowing Location
Cases / Covers
Storage
Storage Location
Cases
Covers
Nearby Objects
Operator
Protecting
Users
Operators
Protection Gear
Protecting
Others
Bystanders
Cleaning People
Users of Other
Equipment
Guards
Propose /
Contract
Engineering
Sales
Marketing
Mass-
Storage
Loaders
Forklifts
Pallets
Storage-
Facility
Use /
Operation
Already
Identified
On Chart
Product Life-
Cycle Jobs

TRIZ Power Tools
Person
Positions
Base
Person
Positions
Tape
Person /
Blade
Cuts
Tape
Person
Positions
Tape
Person
Unrolls
Tape
Person
Twists
Tape
Blade
Cuts
Tape
Person /
Blade
Cuts
Tape
Breaks
Down To
Process Map the Offering
Whether you are describing a process or a product, you are describing what happens in time.
Products are a collection of objects that operate in time. The reader of a process map benefits
from seeing a process broken down into increasingly finer steps. A process map represents a
snapshot of the sequence of functions with little reference to causality and may not include all of
the possible elements of the system or super-system.
Example—Dispensing Tape
Step 1: Describe each step of the process in functional terms. We begin
by “walking through the process” in time, as a series of functions.
Step 2: Describe the process as a process map or storyboard. It might start
with “person positions base” and then the second step could be “person
positions tape” and so on.
Step 3: For increased understanding of critical steps, break down process
steps into finer detail. In this case, we break down “person/blade cuts
tape” into more detailed steps.
Step 4: Look for functional problems that you have not noticed before. It
may not have occurred to us before that a person usually twists or
positions the tape to start the cutting process.

TRIZ Power Tools
Identify Burdensome Functions and Elements 13
Identify Burdensome
Functions and
Elements
With the functional model of the system in view, we are now ready to identify the functions that
burden the system and super-system. There are many types of burdens. Elements are considered
“low-value” because they are overly expensive relative to the function that they perform.
Functions can waste time, space, energy and material. The system can be tedious to operate.
Elements can be harmful (though they perform a useful function). The irony is that we do not
recognize burdens. This happens for two reasons. In the first place, each time that a system is
improved, the new system may be such an improvement over the previous system, that we do not
think of any new requirements that the system puts upon us to be a burden. Secondly, we
become used to carrying the burden.
As an example, consider the fact that video stores have been around for years. In the beginning,
we were not sensitive to the various burdens that video stores placed upon us. Selection was
expansive and the relative cost to rent a video was minimal. This offering was a great
improvement over buying and owning our own video library which often contained unwanted
videos.
As time progressed, the rental behavior became entrenched. Each time we rent a video there is a
time demand of traveling to the store, walking about, standing in a line and then returning home.
There is the burden of using a vehicle to perform this task. This task incurs the cost of gas, wear
and tear on the vehicle, pollution of the environment and the cumulative infrastructure required
to move us about. This example is just one of many that demonstrate how we, as consumers,
become used to carrying (and compensating for) burdens without begrudging them.
All products have unnoticed burdens. Eventually, these burdens are recognized and an emerging
business moves to provide the function in new ways that avoids placing these burdens on the

TRIZ Power Tools
14 Identify Burdensome Functions and Elements
consumer. Would it not be auspicious if we could identify and remove the long-accepted
burdens and reap the rewards of delighting them?

TRIZ Power Tools
Value
Cumulative Rank
Cost=
Pulls/
Rotates
CutsSupports
Tape
Base Blade
Person
SpindleTable
Positions
Supports
Positions
Supports
Holds
Supports
$.05
$.50
$.03
No need to calculate
Identify Low Value Elements
Low value elements are immediate candidates for elimination from the system. While we might
not immediately eliminate them, we should know them for what they are so that when the
opportunity presents itself, we can confidently eliminate them.
Example—Dispensing Tape
Step 1: Identify the cost of each element. We start with indicating the
cost of each of the objects, e.g. the cost of spindle is 5 cents, etc.
Step 2: Calculate the cumulative
function rank of each element by adding
up the rank for each function that is
performed by the element according to
the rule in the
accompanying box: The
base has two auxiliary
functions associated with it.
Since auxiliary functions
are worth 1 point, the base
gets a rank of 2, etc.
Step 3: Calculate the value of each element
according to the rule in the left box: Each
cumulative rank calculated in the previous
step is divided by the cost of each element in
the system.
Step 4: Identify the elements
with low value. These
elements are candidates for
Function Rank:
Basic or Productive = 3
Auxiliary or Enabling = 1
Harmful =0
Base: 2 / .5 = 4
Blade: 3 / .03 = 100
Spindle: 3 / .05 = 60
Person: Already a candidate for elimination
Base: 2 auxiliary functions = 2 x 1 = 2
Blade: 1 basic function = 1 x 3 = 3
Spindle: 1 basic function = 1 x 3 = 3
Person: Already a candidate for elimination

TRIZ Power Tools
Informs Employee
Recording
System
Manager
Reminder
System
Tutorial
System
Informs
Explains
Reminds
Organizes
Reminds
Contemplates
Contemplates
elimination or combination with other elements. People in the system
should always be candidates for elimination unless the person receives
benefits by remaining in the system such as exercise or entertainment. For
the tape dispensing system, the base has the lowest value and is a good
candidate for elimination. The person is always a good candidate for
elimination.
Identify Time Burdensome Functions
Of all resources, human talent and time is the most precious. It is easy to
get used to using time to perform functions and lose track of how much
time it takes. This is especially true for functions that we do periodically,
such as weekly tasks. Mowing the lawn each week becomes a routine, but
think of the total time spent over the course of years! This same
realization emerges even in business practices where we should be more
sensitive to time use. We simply get used to spending this time or we learn to compensate for the
squandered time.
On the other hand, the use of time is sometimes desirable. Some functions are most ideally done
for a long time or a set time such as exercise.
Business Example—Performance
Reviews
The year-end performance review process is very time-consuming,
especially when you have a large number of direct reports. What are
specific functions that are especially burdensome? Following is the
function diagram.

TRIZ Power Tools
Informs
Employee
Recording
System
Manager
Reminder
System
Tutorial
System
Informs
Explains
Reminds
Organizes
Reminds
Contemplates Contemplates
Step 1: Measure the cumulative time for each function and identify high
time functions: One way to do this is to step through each element and
ask how much time is spent interacting with each element: The function
that requires the most time is the time that the manager must put thoughts
together. The manager must contemplate on the performance of the
employee and the many other factors considered during the review.
Step 2: Identify repetitive procedures: The entire process is repetitive for
each individual employee.
Step 3: Identify batch processes: Each group of employee represents a
“batch” or each mid-year review or year-end review represents a “batch”.
Identify Functions that Waste
Materials
“Leaks” of material are another example of waste that is often taken for granted.
Waste products, such as garbage, are a good example of “leaks” in the system. Most chemical
processes create waste products. It is often possible to minimize the waste or put it to good use.
The elimination of wasted materials can make a cumulative difference in the overall profit or
loss of a process.

TRIZ Power Tools
Wood
Vacuum
Cleaner
Moves
Moves
Cuts
ProvidesProduces
Sawdust Broom
Person
Pushes
Guides
Measure
Informs
Changes
Length
Positions
Calculates
Measure
Guides
Table
Saw
Cuts
Example—Sawing Wood
The cutting of wood is necessary, but the waste of cutting reduces the
available thickness of wood and makes it necessary to re-measure each
time the wood is cut.
Step 1: Identify functions that consume materials. It may be necessary to
consider useful functions and ask whether there are additional functions
required to describe the waste: Sawdust is generated when cutting occurs.
Step 2: What is the least material that must be thrown away in order to
perform this function. Waste is relative to this ideal level. Very little or
no material should be consumed, therefore much is wasted in the existing
setup.
Step 3: Identify additional functions required to deal with the issues of
waste: Special equipment is installed to remove the sawdust. That which
is not removed by this special equipment is later removed with a broom.

TRIZ Power Tools
UsersCell Phone
Com
Equip
Supports
/ Maintains
Supports
Informs
Provider
Consumer
Enriches
Identify Functions that Directly
Waste Money
Here we consider the case where money is spent but no value is
returned. This is a burden on the user and must decrease with time.
This type of burdensome function will usually show up as a flawed
transactional function.
Business Example—Cell Phone Minutes
Step 1: Identify transactional functions where money is spent. “I sign up
for 600 minutes per month on my cell phone.”
Step 2: Without looking at the function diagram, ask yourself if there are
obvious situations where the user is spending money without receiving
value. “I often don’t use even 300 minutes, thus wasting the cost of 300
minutes without receiving any value.” Notice in this situation that the
consumer feels compelled to compromise. The customer continues to do
this because of the high penalty when 300 minutes is overrun. The
additional cost of wasting the unused minutes is usually lower than the
cost of overrunning. Thus the consumer is forced to compromise.
Step 3: Verify that the functional diagram includes the transactional
functions related to the expenditure and waste of money. Note that
“enriches” is an excessive function and denotes the waste of money.
Step 4: Are there additional burdens that occur because of this waste of
money? None mentioned here.

TRIZ Power Tools
BillsDesk
Moves
Holds /
Hides
Family
Collectors
Sends
Enriches
Mail Box
Holds /
Protects
Identify Functional Objects that Waste Space
Often, the use of space is ignored, especially if a lot of room is available.
However, there are situations where excess room is not available and space is a
premium. Also, any space that is required to perform a function is always a
burden regardless of the available space. Someone must always deal with
objects that require a lot of space.
Example—Desk for Organizing
My spouse would like a desk for organizing household bills and
information, but we really don’t have room for one that will be big
enough.
Step 1: Identify functions that require a lot of space relative to the least
amount of space required to perform the function.

TRIZ Power Tools
LeavesAir
Positions
Moves
Person
Electricity
Powers
Lifts
Blower
Moves
Identify Functions that Waste Energy
Many modern conveniences save time at the expense of energy waste. We almost always use
more energy than is required because energy is cheap. The unfortunate consequence is the
cumulative energy and its costs. It is necessary to advertise appliances as being “green” in order
to draw attention to the energy costs. Without this, the consumer might never notice the waste of
energy.
Example—Leaf Blower
Step 1: Consider functions that expend energy and look for energy waste.
Compare the energy used to the least energy required. In this case, the
debris must be
moved a horizontal
distance of 20 feet
and up 5 feet to be
placed in a garbage
can or storage
receptacle. The
least energy that is required to perform this function is the potential energy
change. (Weight times the height). It is very small and certainly much
smaller than the energy which will be expended with a leaf blower. (The
energy expended to move the 20 ft is extremely small as well. In a vacuum
this is zero. In air, there is a small resistance caused by the air.)
Therefore, this function wastes a great deal of energy. This is represented
in the following diagram by the excessive movement of air and the
minimal movement of the leaves compared to the energy going into the
air. The author’s leaf blow is 1/3 horsepower!
5 ft
20 ft

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Positions
Cubes
Oven Pan
AcidEarth
Corrodes
Pulls
Supports
Corrodes
Table Supports
Identify Harmful Functions
Some of the most obvious burdens are those imposed by harmful
functions. Wear and tear of crucial parts cost consumers billions of dollars
a year. Food is wasted due to spoilage. Costly and time-consuming
repairs are required because of harmful functions. The irony is that most harmful functions are
caused by elements that also perform useful functions.
Example—Acid Corrosion in Pan
Returning to our example of the acid corroding the pan that contains the
acid and the cubes, we can readily identify the harmful function of the acid
corroding the pan. Note that the acid also performs a useful function on
the cubes.
Practice—Sunscreen
Sunscreen is used to prevent the harmful effect of the sun which causes
skin damage. Create a function diagram which shows the functions of the
sunscreen. Identify harmful functions.
Practice—Management by Objectives
Instituting a “Management by Objectives” program can have benefits
related to setting and tracking performance against goals. On the other
hand, this approach can lead to employees striving to satisfy the goal
rather than what the company really needs, especially when priorities
change over the course of time. Create a function diagram which
describes this situation. Identify harmful functions.

TRIZ Power Tools
Pulls/
Rotates
CutsSupports
Tape
Base
Blade Person
SpindleTable
Positions
Supports
Positions
Cuts
Supports
Holds
Supports
Identify Remedial or Preventative Functions
Almost any useful function can be thought of as fixing a problem or potential problem that
something else causes. For instance, a function may be required because something else does not
do its job well enough or because another object is harmful.
Example—Cutting Tape
Step 1: Identify functions that fix or remediate the results of other harmful
functions or a function that is not carrying its weight: Consider cutting the
tape as a remedial action. It “fixes” the tape length which is too long.
Step 2: Identify functions that are solely there to prevent something from
happening: No such functions are observed.
Practice Problem—Book Lights
Book lights are popular because the normal lighting in a room is not
sufficient for reading. Create a function diagram which shows remedial
functions performed by a book light.

TRIZ Power Tools
Identify Functions that Cause Human
Burdens—“Human Factors”
If humans must be involved in the job, there should be a persistent drive
towards minimizing their burdens. There is a discipline called “Human
Factors” which seeks to minimize human burdens. While we may not become experts in this, we
should do all that we can to understand human burdens from the viewpoint of human factors.
This is especially important if there is a requirement to operate the product or service for
extended periods of time. A very nice tool for considering human factors comes from the NASA
workload rating sheet.
Example— Sawing Wood
Continuing with the example of sawing wood on a table saw, we can see
that a person is required for many of the operations. We are also acutely
aware that this could potentially be a dangerous situation.
Step 1: Experience or simulate the required actions to use the offering.
The author has a table saw which is particularly dangerous because it is a
very old model and does not include a blade guard to protect the user.
Let’s consider the cutting process. First, reference is made to a drawing
that tells how much cutting is required on the board. The cutting guide is
then adjusted to give the required cut. A sacrificial cut may be made on a
piece of scrap lumber to verify the position of the guide. The board is then
placed on the saw and pushed through the cutting blade which cuts the
board. Particular attention is paid that the board is always against the
guide during cutting. It may be necessary to push the board with other
long pieces of wood to ensure that fingers are never close to the blade.
Once the board is through, it is necessary to verify whether cut-off pieces
are lodged between the blade and the guide. These can be “kicked back”
by the rotating blade. Finally, the saw is turned off and the blade is
watched to ensure that loose pieces cannot be kicked back towards
humans in the area.
Step 2: Consider the Mental Demand required for thinking, deciding,
calculating, remembering, looking and searching. If data gathering is
required, consider these three levels of gathering data. Ambient: Takes
no special effort to gather data. Natural: Takes no special effort to
interpret data. Continuous: Takes no special effort to update data. In the
case of sawing wood, there is often a requirement to calculate what the
measure of a cut should be. Also, there is the requirement to keep focus
on maintaining the board against the guide.

TRIZ Power Tools
Wood
Vacuum
Cleaner
Moves
Moves
Cuts
ProvidesProduces
Sawdust Broom
Person
Pushes
Guides
Measure
Informs
Changes
Length
Positions
Calculates
Measure
Guides
Table
Saw
Cuts
Step 3: Consider the Physical Demand required for pushing, pulling,
turning, controlling and acting. Is it easy versus demanding, slow versus
brisk, slack versus strenuous, restful versus laborious? Usually this is not
a strenuous activity unless the board is very large.
Step 4: Consider the Temporal Demand. This is the time pressure, pace or
rate required using the offering. Is it slow versus leisurely or rapid versus
frantic? For home use, this pace is usually not demanding. However, I am
aware of accidents that have occurred because people push themselves and
stop watching.
Step 5: Consider the Effort required. How hard are they required to work
(mentally and physically)? This is considered over the length of the job
rather than the mental and physical demand per operation. The overall
effort is low.
Step 6: Consider the Level of Performance. How successful was the task
or goal? How satisfied were the participants with the performance? The
outcome is often unsatisfying as the cuts can be inexact. This is due to
poor measurement, planning and to inadequate guiding of the board.

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Step 7: Consider the Level of Frustration: How insecure, discouraged,
irritated, stressed and annoyed were the participants? Were they secure,
gratified, content, relaxed or complacent? It is an anxious operation to cut
wood on my saw. This is primarily due to the potential for getting badly
injured and having to watch the cutting operation very closely.
Step 8: Consider the Emotional burden: Look at the current design. Does
it inspire awe? Does it make you suspicious of the product? Is it
aesthetically pleasing? The saw produces a low emotional response of
fear. The typical saw is rather boxy and has very little emotional appeal.

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Simplify By Removing Large Groups of Elements 27
Simplify By Removing
Large Groups of
Elements
Once we have identified a burdensome function, we are ready to consider means of removing it.
This section gives methods for simplifying the system by removing large groups of elements. It
is hoped that the rationale for removing large groups of elements and functions before idealizing
individual functions or removing individual burdensome elements will be apparent to the reader.
Remove the Need for Burdensome
Functions or Low Value Elements
Many elements or subsystems are required to compensate for other
elements that are not doing their job. There is a function that is
flawed or harmful and this fact has become obscure to us. The
element that is not doing its job is being hidden by compensating
elements. If we can discover this weakness and correct it, then the
elements that compensate can be removed. That makes this particular
method of simplifying systems very powerful. Most useful functions
can be framed as compensating functions. For instance, the grass must be mowed because it is
not doing its job. If it were, it would grow to the perfect length like eyebrows or eyelashes and
then fall out. We can thus view mowing the lawn as a compensating function.

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28 Simplify By Removing Large Groups of Elements
Let us return to the problem of the container that holds the cubes and the
acid. Recall that the acid corrodes the pan which requires replacement.
Most people would start by looking for materials that are less expensive or
ways to reduce the acid damage. This is done without considering that the
pan may not be necessary. If we do not require the pan, then we can
completely side-step compensating for acid damage. By using the
following process, we can find the problem that the pan compensates. If
this problem is solved (not compensated) then we remove the necessity for
the pan, and potentially other elements of the system.
Step 1: Start with the burdensome function and show the existence of
elements as inputs: The burdensome function that we are considering is
the harmful effect of the acid on the container.
Acid
Corrodes
Pan
Acid Exists
Pan Exists

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Step 2: Show why the objects exist if they are created by a providing
function: In this case, the creation or providing of the acid and pan are not
considered because both are required to make the current system work.
They are not produced products or unwanted waste, for instance. We will
bypass this step on this iteration.
Step 3: Turn the existence knob for all elements and then show “??” in the
resulting functions to indicate that no element performs these required
functions: In this case, there is nothing to corrode the cubes and nothing to
position the acid. In effect we have said “the acid is required to corrode
the cubes” and “the pan is required to position the acid relative to the
cubes”. It seems like a lot of effort to say it this way, but notice that we
have also considered the possibility of solving the problem by turning a
seldom turned knob, existence. This opens the possibility of solving the
problem by resolving the contradiction that something must and must not
exist. Also, we have remained consistent with a simple set of rules linking
functions through the use of attributes.
Acid
Corrodes
Pan
Acid Exists
Pan ExistsPan Doesn’t
Exist
Acid Doesn’t
Exist
Positions
Acid
Corrodes
Cubes
??
??

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Step 4: Show the resulting problems that occur if the functions are not
performed because the elements do not exist: In this case, there is no
corrosion of the cubes, the primary reason that the acid is required, and the
acid goes everywhere but where the cubes are. Clearly, the primary
function is not performed for both reasons. There is either no acid, or the
position of the acid is inadequate to corrode the cubes and goes into the
oven. This opens the potential that the problem could be resolved by
using other functions.
S
Acid
Corrodes
Pan
Acid Exists
Exist
Acid Doesn’t
Exist
Positions
Acid
Corrodes
Cubes
??
??
Location of Acid
is ineffective or
harmful
Corrosion of
Cubes is absent

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tep 5: Show object attributes that lead to the harmful or missing effects of
the missing functions: To conserve space, we will not address additional
attributes that cause corrosion of the cubes to be absent. As for the
location of the acid being ineffective or even harmful, there are a number
of object attributes that influence this. First, the pull of gravity forces the
acid away from the cubes and the acid is in liquid form and flows easily
under the force of gravity. The attraction of the acid to the cubes is low.
And the weight of the acid is high.
Acid
Corrodes
Pan
Acid Exists
Exist
Acid Doesn’t
Exist
Positions
Acid
Corrodes
Cubes
??
??
Location of Acid
is Ineffective or
Harmful
Corrosion of
Cubes is absent
Force of
Gravity is High
Acid is Liquid Cube Attraction
is Low
Weight of Acid
is High

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Step 6: Continue building the causal diagram in this manner,
remembering to use existence as an attribute for each function: We will
only show one more addition in order to make the next step more concrete
and offer up questions that can lead to important insights. We will add the
harmful action of the earth on the acid which occurs due to the pull of
gravity.
Acid
Corrodes
Pan
Acid Exists
Exist
Acid Doesn’t
Exist
Positions
Acid
Corrodes
Cubes
??
??
Location of Acid
is ineffective or
harmful
Corrosion of
Cubes is absent
Force of
Gravity is High
Acid is Liquid Cube Attraction
is Low
Weight of Acid
is High
Earth
Pulls
Acid

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Step 7: Once the diagram is completed, (or as it is being created), resolve
the various problems to remove the initial problem. This will often
remove large groups of elements: There is more detail on this in the book
on solving problems, but there are primarily three means of removing the
problems.
---First, we consider idealizing functions. We do this, because there is the
greatest opportunity to remove elements and simplify the system.
---Second, we can change attributes that do not lead to negative
consequences. These are generally rarer, but due to advantages of a
thorough causal analysis, these are sometimes discovered.
---Third, we can resolve discovered contradictions. This has the additional
advantage of making both the initial problem and the alternative problem
path more controllable.
Here are a few examples of problems and solutions that may simplify the
system.
---How can the acid be positioned without a pan? Here we might consider
different physical phenomenon for positioning acid, such as surface
tension, vibration, gravity.
---How can the cubes be corroded without acid? Here we would consider
possibly gaining the same effect by the use of materials that can reduce the
cubes, but have no corrosive action on the pan.
---How can the earth’s pull be made useful? Here we would consider
using orientation of the acid to the cubes. Clearly, the acid on top of the
cubes has less difficulty with flowing away. Perhaps there is a way to
shape the cubes (a cup shape for instance) that allows the pull of gravity to
work in favor of positioning the acid. This would not require a pan.
---How may the acid be both liquid and solid? The liquid acid will not
affect solid acid. Perhaps solid acid forms a barrier.
---How may the liquid acid become light? Perhaps acid foam may be
used.
Here is the important point: The solution of many of these problems
removes the need for the pan or the acid, making the system simpler.

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Merge with the Super-System
Sometimes, it is the most advantageous to give up functions of the system
and turn them over to the super-system. Note that this is an exception to
the rule that the slave must not serve the master. There are some
conditions where integration yields much higher performance than
modularity.
Example—Refrigerator
Combines with Home
Step 1: Look for functions
performed in the super-system that
are identical with functions
performed in the system: Both the
house and the refrigerator have
insulation. The function of
insulation is to reduce the flow of
heat.
Step 2: Transfer these functions to
the super-system: The Refrigerator merges with the home. The House
provides the insulation for the refrigerator. Now the insulation has
essentially become quite thick, thus making the system more efficient.
Change to Passive Control
The highest form of control is passive control. Systems ideally use one
field for operation and control. Consider consolidating the sensing, control
and actuating elements into one element that does all of these functions. What this means is that
the substances involved are capable of sensing a field and then use the field to create muscle
force to actuate. Fields that actuate and signal are generally towards the middle of the Table of
Fields (Appendix: Thermal, magnetic, vibration, etc).
System
Super-System

TRIZ Power Tools
The system is usually operated close to tripping a critical point. For reference, here are some
examples of critical points:
Sheer strength
Ultimate strength
Tip angle
Static friction
Adhesive failure point
Zero buoyancy
Triple point
Surface tension
Resonant frequency
Freezing point
Boiling point
Curie temperature
Spring preload
Spark point
Combustion temperature

TRIZ Power Tools
Example—Greenhouse Temperature
Control
Consider the example of a cooling system for a greenhouse. Use of
passive control will invariably lead to fewer parts.
Step 1: Is an active
feedback control scheme
being used? The existing
system uses a sensor,
controller and actuator
to open the window
when needed.
Step 2: Identify a
physical phenomenon
which uses the same
field for sense and
actuation. Ideally, the
variable that is being measured has a field associated with it: We would
like the window to open itself when needed. With a Bi-Metal Actuator
(two metals with different thermal coefficients of expansion), we still use
the same field (heat) and use it to open the window directly.
Step 3: Identify the critical point of the physical phenomena at which
small changes in input cause large changes in output. Move this critical
point to the desired control point. Now, small changes in input cause large
changes in output: In this case there is no intrinsic “critical point” such as
the boiling point or the Curie point. We need to
create a critical point by establishing a spring
preload in the bi-metallic strip. Normally the bi-
metal strip pushes hard against the window
holding it closed.
Greenhouse
Air
Sensor
Heats
Signals
Controller
Energizes
Moves
Window
CoolsCooling
Air
Conducts
Actuator
Bi-Metal
Actuator

TRIZ Power Tools
When the temperature increases
enough to release the preload,
the window begins to open.
This pretension in the spring
can be set to an established
level to create a critical point.
Now we have a system that is more reliable, has fewer parts and costs less.
Recursively Remove Large Groups of Functions
Continue the process of looking for opportunities to simplify by removing large groups of
functions. Move on to the next step when you feel that you have done all that you can.
Greenhouse
Air
Heats
Moves
Cools
Cooling
Air
Conducts
Window Bi-
Metal

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Idealize Functions 39
Simplify by Idealizing
Individual Functions
“If, for instance, we are talking about a device to paint the internal
surface of a pipe …The ideal result, in this case, must be
formulated differently: “Paint comes by-itself into a tube and by-
itself evenly covers the tube’s internal surface.”” (Italics added).
Notice that this formulation precludes other final states which are potentially more ideal. For
instance, what if the pipe does not require painting at all or it comes already painted? These are
also viable solution paths. One should not conclude that Altshuller did anything “wrong”. A
proponent of the “one IFR” might conclude that Altshuller just didn’t go far enough in this
instance. If Altshuller had only considered the condition that the painting was not required, he
would then be precluding the less ideal state of the paint coming inside the tube by itself.
This highlights an interesting question for TRIZ theorists. Is there an advantage to having
multiple “ideal” paths in which some are more ideal than others? As solution paths proliferate,
some classical TRIZ practitioners become uncomfortable. For one thing, we move further and
further from the cherished notion of “the” solution. Some would say that this puts us back to the
primitive state of having many solution paths and ultimately many options to pick from, which
seems uncomfortably close to trial and error problem solving.
The need for multiple solution paths comes from a practical aspect of solving problems and
inventing. We cannot know what problems must be confronted as we continue down any
particular solution path. For instance, it may turn out that manufacturing the tube such that it
does not require painting might require a lot of research into material corrosion. We may feel
confident that with our skills, the solution will ultimately be reached, but the availability of time
and money resources could doom this research-based approach! It might turn out that using paint
on the inside of the tube is very acceptable and will keep the initial problem at bay for many
years.
Why Use Functions to State and Improve the IFR?

TRIZ Power Tools
40
By their very nature, functions state changes that occur in time or results. If we use a function to
describe the final state of an object’s attributes, then we are describing a “result”. It is only
natural that further stating this in a more ideal way takes us to a “Functional Ideal Final Result”.
What is interesting is that many of the Standard Solutions and other TRIZ tools were already
stated in functional language. Suggestions for how we might find a more ideal functional part
come from a restructuring and reinterpretation of the parts of the “Standard Solutions” that deal
with eliminating, redefining or replacing system parts (object resources). Combining the IFR,
parts of the Standard Solutions and functional nomenclature leads to the functional IFR. Thus,
there was a ready supply of ways to describe the final state by the use of these idealized
functions.
Just as a method can be proposed to work the bucket problem backward, so a path is proposed to
work towards ideal final state of an inventive situation. This is effectively accomplished in the
following steps:
Step 1: Identify an ideal product.
Step 2: Identify an ideal modification (Step 1 and 2 give the ideal
result. The path to this result is stated in the next two steps).
Step 3: Identify potential ideal physical phenomena to deliver the
function.
Step 4: Identify an ideal tool to deliver the physical phenomena.
(This completes the traditional IFR by stating a means to the ideal
result.)
Step 5: Idealize the Attributes of the Objects and Fields. (Now we
start to consider the ideal attributes of new objects. When we
added objects for the product and tool, we created mental models
of these parts of the system. This added problems that now need to
be addressed.)
Step 6: Resolve the resulting contradictions. (This step considers
the ideal distribution of the properties of the object, further
solidifying mental images of the system into more ideal states).
We can use these steps regardless of whether we are dealing with a useful, harmless or informing
(measuring or detecting) function.
In the introduction to this book, the concept of Hierarchy of Decisions was introduced. The
Hierarchy of Decisions moves from abstract to concrete. One part of this hierarchy is repeated
over and over, the idealization of functions. Whether we are creating a system, overhauling a
system or fixing a problem with the system, we use tools to focus in on one function at a time.

TRIZ Power Tools
Idealize Functions 41
When we create a system, we add a function at a time. When we overhaul the system, we
identify burdensome functions that must be changed. When we fix a problem, we home in like a
surgeon to identify problematic functions and the associated object attributes. In each case, we
are focusing on a function which we would like to make as ideal as possible. This focus on
functions has the benefit of always driving the system to be as simple as possible.

TRIZ Power Tools
Pick the Functions to Idealize 43
Pick the Functions to
Idealize
If you have decided to perform a simplified causal analysis, the number of functions will usually
be limited and it is likely that all of the functions should be considered. It doesn’t take that much
time to scan the tools to idealize the functions and come up with alternatives.
If you have performed the basic causal analysis, no functions are accounted for. If you have
made it this far then you can jump to Resolving Contradictions.
If you have performed the advanced causal analysis, we need to pick the functions that we will
idealize. Consider the functions in your diagram. They will usually fall under one of the
following classes.
Useful functions which can be broken into:
Preventative functions
Productive functions
Remedial functions
Informing (measuring or detecting) functions
Harmful functions
When considering useful functions, it is generally more important to prevent than to fix a
problem. A productive function occurs during the main system function. It is neither
preventative nor remedial. Also, functions (useful or harmful) that are closer to the system
product are generally more important to fix than supporting or auxiliary functions. If the main
functions are idealized, auxiliary functions are often not required.
Step 1: Identify useful or informing functions that are closer to the system
product with the following priority, first preventative, second productive
and third remedial. Since corrosion of the cubes is the main function that
we are trying to achieve and containing the acid is an auxiliary function,
we should first consider how the acid is being positioned to the cubes.
Step 2: Consider harmful functions that directly impact the problem

TRIZ Power Tools
Idealize Useful Functions 45
Idealize Useful Functions
The first step to idealizing a useful function is to identify and isolate the final ideal state in
functional terms. We start by considering useful functions first, because informing functions are
actually a special case of useful functions and one major path of idealizing harmful functions is
to turn them into useful functions. Once they are turned into useful functions, they may be
idealized using the steps shown in this chapter.
One might ask “Why idealize something that is already useful?” We idealize useful functions,
because there are so many options to either avoid performing the function or there are so many
opportunities to eliminate elements from our system. When we eliminate the need for an
element, we also remove the need for auxiliary functions which support this function. Let’s go
back to Altshuller’s example of painting pipes. If the need for painting pipes goes away, parts
that directly paint and supporting equipment are no longer required.
The Ideal Product for Useful
Functions
Regardless of whether the function already exists, we want to identify the most
ideal embodiment of the element that is being modified. Let’s say that we are
trying to come up with a way for the police to stop a speeding car without
harming the occupants or other motorists. If we know a way to do this, for the
moment, we will ignore this and concentrate on only two elements: the
product and the modification that we are trying to achieve.
The product is the “car” and the modification is “stop”. Now we begin setting up the IFR.
Knowing only these two parts of the function allows us to ask the important question: What is
the ideal product? The answer is surprising. The most ideal product is one that does not exist.
(The car should not exist), hence the tool and all attending auxiliary functions are not required.
Thus we come very close to the realization of the classical Ideal Final Result (IFR). We may not
require the product for a variety of reasons. It may be a transmission element that we can
bypass. (Is the car a transmission element? Not really.) It may be a waste element that does not
require existence in the first place. (Is the car considered waste? Not really.) A slight
modification of the product may make the modification unnecessary. (If the car could be easily
tracked, then I might not require stopping it) or the product may already come with the
Slight Change
Car

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46 Idealize Useful Functions
modification performed. (By the time that the police reach the car, the driver is compelled to not
want it anymore and it is already stopped).
If the product is required, then we ask the question: What minimum part must be modified. (Is it
the car that we want to stop? Maybe we only want to stop a part of the car such as the engine or
the occupant). If only a small part requires modification then the resources required to perform
the modification can also be minimized.
Finally, if the product is required, how can we get the most value for our effort? Let’s make the
modification as far reaching as possible. If the product comes in natural groupings, let’s modify
the whole group. If other objects nearby require the same modification then let’s modify as many
things as possible. This increases the value that the user derives from performing the function.
(Perhaps the police signal all cars on the road to slowly decelerate thus making the situation safer
for everyone)
Identify and Isolate the Main Modification
If a system is being simplified, the function may already come with a tool. If a new function is
being created, the tool is not yet evident. We do not need the tool. It is a
burden to our reasoning. We take nothing for granted and start with just the
modification. For the moment, this is the most ideal form of the final result
that we know. However, this will soon change as we consider other more
desirable results.
For the moment, we must be unencumbered with a tool to perform the
function. The tool almost always comes with undesirable functions or
features. It may even be harmful to the product or other elements in the system. For now, we
will forget it and just talk about what we want to happen.
Example—Pet
Feeding System
I am interested in some sort of pet
feeding system that protects the food
from ants, roaches, birds and bacteria
i
Feeding
System
Stops Stops
Insects
Birds &
Bacteria
Insects
Birds &
Bacteria

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Shortened or
Eliminated
No Mod—Remove Transmission Elements
The theory for this tool comes from the Laws of Evolution in Classical TRIZ. It
states that:
—Transmissions paths are shortened and eventually eliminated
—Energy transformations are reduced and finally eliminated.
—Muscle and control elements use the same field.
When applying this law to the ideal product, it means that we
should consider bypassing traditional or existing transmission
elements and go directly to the object that requires
modification. If the product of the function that we are considering is a transmission element,
then we should consider whether it is required or if we can find some way to bypass it altogether.
Example—Linkage Operated System
Many systems require rotary movement. Of these systems, a large number
convert linear motion to rotary motion through a linkage. The actuators in
these systems do not act directly on the working element.
Step 1: Is the product a transmission element? (Does the product
transmit, transform or convert energy?) Some elements
masquerade as important functioning elements but are
transmission elements instead. The current system operated on a
linkage assembly to turn an object.
Step 2: Bypass the transmission element. The new system
directly rotates the element with a rotary actuator. The
actuator works directly on the element of interest without the
need for a transmission.
No Mod—Non-Existent Product
It is easy to lose track of whether the product is required in the first place. If the
product is harmful or even a waste product (such as sawdust or leaves) wouldn’t it
make more sense to not have it around in the first place?

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Example—the Collection of Leaves
The collection of leaves is a common problem.
Step 1: Is the product ever harmful or waste?
Unfortunately, it is considered waste in many
areas. (Actually, it is nature’s way of revitalizing
itself. But, for this problem, we will consider it
waste.)
Step 2: Eliminate the product through the following methods:
Method 1: Directly eliminate the product. The leaves simply don’t exist.
Since we may not know how this occurs directly, it creates a
contradiction: The leaves must and must not exist.
Method 2: Eliminate the sources of the product. Remove the
tree. This may be a solution in certain cases. Again, it may
lead to a contradiction: the tree exists and doesn’t exist.
Method 3: Eliminate the Paths of the Product. Remove the
path to the ground.
Method 4: Absorb the product so that it is not harmful or
wasteful any more. Consider using absorbent materials such as fabrics,
powder or batting. Something below the tree absorbs the
leaves or at least hides them. Ground cover is often a good
way to do this.
No Mod—Modification Not Required
All useful functions can be thought of in a remedial or preventative
context. This may not seem intuitive at first, but let us consider a couple
of cases. A lawn mower cuts grass. Is this a remedial action? Yes,
because it remedies the height of the grass. One could reason that if the
grass were doing its job better, it would grow to an even height and then
stop. While this may seem obsessive, it is nevertheless a very useful way to look at a situation
from a new point of view. In order to accomplish this result a slight modification of the product
is usually required.
Example—the Scaling of Fish
Step 1: Why is the Function Required? What does it
prevent? What does it fix? What does it make up for? Does it counter
something? Follow this reasoning back through the causal relationships.
If a Cause-Effect Diagram is being used, it is easier to follow the chain of
Waste
Gather
Leaves
Slight
Change

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reasoning back to the problems that the function helps to resolve.
Practically, this is done on a Cause-Effect diagram by considering the
existence of a tool or product of a function as an object attribute that
causes the problem. (Seeing the function in the cause effect diagram
reminds us that existences of the elements of the function are object
attributes that should be considered.) When we consider non-existence of
element in the system (in the side-by-side box), we begin an alternative
problem path which leads us to understand why an element was originally
required in the system. It is possible to remove the need for the
troublesome element and often other elements by resolving a problem
elsewhere in the system. This is done by tracing back the alternative
problem path.
Non-existence of a function element is shown with a new function which
has no tool. The tool was required to perform a function which no longer
is performed because the tool is missing. One solution of the alternative
problem path is to find a new way to perform the function of the missing
object. This often leads to the consideration of how the function might be
performed by existing elements, thus simplifying the system.
Scaling removes scales and underlying tissue that may change the flavor
during cooking and are also disgusting to certain cultures to eat. This is a
remedial action.
Step 2: A slight change to an object in the system (often the
object that we are serving) removes the requirement for the
main function and hence the objects that deliver the function. In
other words, if something did its job better than our system
wouldn’t be needed. Consider changes to cooking methods that
make scales a delicacy— Now the function of scaling is no
longer required.
No Mod—Comes that Way
In certain situations, a modification can be performed upstream by the provider of the
elements more conveniently than later. The product may be in a much more
convenient form to perform the function. This is often true in a manufacturing
environment such as during assembly. Pre-coated or pre-assembled parts can be more
conveniently assembled. Forming and cutting operations can be more conveniently done when
the material is in a more convenient form. Pre-modifying the product often leads to a
contradiction. The modification must and must not be made.

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Example—Pipe Forming Machine
Pipe forming machines feed a
flat ribbon into a forming
machine that rolls the ribbon
into a tube and welds it. The
tubes are cut to length by a saw
that moves with the formed
tube while it is cutting to reduce the time to cut. Faster and faster forming
rates require the cutter to return more rapidly.
This results in many additional problems. Consider the ideal product.
The tube must be cut before it is formed. This slows production
(compared to a single ribbon) so the tube must be cut and not cut.
Step 1: The product does not require the
modification because it is already incorporated. The
tube is partially cut by stamping the tube before
rolling. A hard twist fully cuts the tube.
No Mod—Self- Service
The product in question has native fields associated with it. Can we make some
small change to the product so that it performs the modification on itself? (It is
likely that energy will still need to come from outside).
Example—Cutting Tape from a Roll
Consider the example of a roll of tape that must be
cut. Normally it is cut by a blade supported to the
base element. Let us begin with the tape alone and
the modification “cut”.
Step 1: Search the Table of Fields (in the
Appendix) for fields that are always associated with the product? We
should consider Adhesive Fields & Mechanical Fields.
Step 2: What Effect or Physical Phenomena can be used to
deliver this function? The Creation of directed forces by
use of adhesive forces
Step 3: In following steps we can try to boost this function.
The adhesion between layers must create forces which
grossly overpower adhesion of the tape material to itself.
Cutting tool
moves with
the tube
Cut
Tape
Cuts
Tape

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What minimum
part of the car
can be stopped?
Stop
Car
Little Mod—Minimum Part
If we have concluded that it is not possible to avoid the requirement for
the modification, then we should consider modifying the least amount of
the product as possible.
Example—Stopping a
Speeding Car
Every year innocent people are hurt or killed
during high speed chasses. About 40 percent of
high speed chases end in crashes.
Step 1: What minimum part of the
product must be modified? Produce a list
of alternative products which are a
minimized subset of the main product. By
asking this, we can consider all subsets of
the original product down to the
molecular level. What if we only stop the driver, the tires, the drive shaft,
the engine computer or carburetor, the tire, the electrical ignition spark?
Natural Groupings of Similar Objects
If we have concluded that the function is required, then let us get the most out of it that
we can. Here we consider extending the function to as many elements as possible by
looking for natural groupings. Extending the function to more of the same elements at
the same time can reduce the overall amount of resources required.
Example—Shelling Nuts
The evolutionary tendency of performing functions on multiple objects is
to perform them in parallel. This can involve performing the function
simultaneously on a grouping of objects, especially if these groups are
natural groups such as a flock of geese, a mouthful of teeth, a pallet of
objects, or a box of cereal.
Step 1: Does the product come in natural batches or
groups? The nuts come in a bag.
Step 2: Is it more ideal to modify the group
simultaneously? In this case, it would much more ideal to shell the whole
bag of nuts at once.
Modify
only Part

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There are no guarantees that modifying the whole natural group will
require fewer resources. At this point, we may not know how we may
accomplish this feat, but we continue in hope of finding a physical
phenomenon that can do this. Crack the whole bag of nuts.
Natural Groupings of Biased Products
Biased products are products that are alike in function and other material ways, but in
some significant way different than each other. Nails come in different sizes. If a
hammer can effectively drive a tiny nail and a large framing nail, it is more valuable to
the user. A natural grouping of nails might be related to a certain type of construction job that
requires a variety of nails. During this manufacture, it is desirable to perform the function on
this group, at the same time or serially with the same system.
Example—Welding Required
During Manufacture of Bicycles
Step 1: Are there similar products that might require the
same modification during a job or task? A variety of
metals must be welded during the manufacture of bicycles.
Step 2: How much variation is there in the product? If the variation is
small, then there is little requirement to modify a biased product. If the
variety is large, then if the ability is too narrow, the system may have
limited use. The variety of metals is large, from magnesium and aluminum
to steel.
Natural Groupings of Diverse Products
Diverse products are products that are so different that, while they are associated with
the same function, they are typically not associated with the same tool. Natural
groupings of diverse products are objects that require the same function and are found
together during a task or job.
Example—Cooking Bacon
Step 1: For the given function product, what other elements in
the system or super-system require the same modification? Eggs are
generally associated with bacon

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Step 2: Can they also be included in the modification? Yes, Eggs can be
included. The heat is there, but usually there is an over abundance of
bacon fat. Remember that we have only considered the possibility of
doing these together. In some cases, finding the means to do this is
simple.
Summarize the Ideal Product
After considering all of the above possibilities, what are the insights that you have gained? This
is a branching point in the decision path for this invention. What we decide from this point will
be used to make further decisions. We can always return to this point if necessary.

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The Ideal Modification for
Useful Functions
After focusing on the ideal product, the second part is the ideal modification. We ask “What do
we really want to have happen and what are the attributes of the ideal modification?”
Since we have not yet decided what will deliver these idealized modifications to the product, we
are actually composing a wish-list of what the ideal modification will look like. When we add
real elements to deliver the modification, these elements often bring undesirable characteristics
with them.
Since we are dealing with functions that are already useful, we would like to do the most good
possible. It is easy to assume that because a useful function exists, that there is not a replacement
function that is even better or that we might want to reverse things and perform the opposite
function. The question is: What do we really want to happen?
How do We Identify the Ideal Modification?
Let’s refer back to the concept that Altshuller proposed for solving problems that require guess
work. Remember that a mathematical problem was proposed. How can we return with exactly
six gallons of water if we have only a four and nine gallon bucket? Mathematical problems that
normally require guess work when solved forward are often more rapidly solved by starting with
the solution and then working backwards. Altshuller proposed that, since solving inventive
problems also requires guess work, the solution will be more rapid and satisfying if we start with
the ideal solution.
Altshuller proposed another, more important, reason for solving backwards. Solutions that start
with mental pictures of existing machines are usually variations on these structures and end up
more complex than they need to be. We must free our minds of these structures by starting
afresh with an ideal solution. Altshuller called this preferred end state or solution the Ideal Final
Result.
The process of identifying the Ideal Final Result was begun when we considered the ideal
product. Now we must consider what must ideally happen to this ideal product, given that it still
is required. Since the final result is actually a modification to the product, we can continue to
write the Ideal Final Result in functional terms. This can be referred to as the Functional Ideal
Final Result.
At this stage, we will put together several Ideal Final Results by describing the modification in
ideal terms. We must remove our inhibitions and let it magically happen. Since there may be

TRIZ Power Tools
many ways to describe the modification that will give new insights, we consider a variety of
ways to think of the modification that allow us to make better use of resources.
In the process of looking for the IFR, we will also consider the reverse modification. It is easy to
become locked into thinking of the function in the way that we always have. By asking what we
are performing the function relative to, we see that there are other possibilities.
As a matter of practicality, the function should be described correctly in order to achieve the
most good. Please refer to the appendix if there are questions on how to write functions or deal
with confusing functions.
Setting the Bar for How Well the Modification Must be Performed
The next set of tools help us to decide the attributes of the ideal modification. At this stage, we
continue our quest to identify several ideal modifications. If I could snap my fingers, how much
modification do I really want? How well, how long, etc.
Since it is possible to overdo a modification causing other problems, we may need to constrain
ourselves by asking this in a slightly different way. What level of modification will give us a
long-lasting solution? By doing this, we recognize a truth: eventually the system will evolve to a
point that it must be improved again. In the mean time, it will not be necessary to change this
parameter or even consider it very much. This is different than the common way of changing
systems where a parameter is just improved enough to get by. This leads to legacy problems that
continue to crop up with the next version of a product.
It is important to note that insights derived at this stage have the ability to influence each other.
Insights gained during one activity may be upset by insights gained in other activities.
Consequently, it may be necessary to jump back and forth between tools.

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Describe a Variety of Ideal Modifications
What are ideal final results? Describe this in a variety
of ways. What would I want to happen if I could do it
magically by snapping my fingers? We would like to
consider several ways because each way may lead to a
different physical phenomenon to accomplish the
function (depending on abundance of system
resources). Some of these ways may be more ideal than others.
Example—Stopping a
Speeding Car
Step 1: Are we changing or controlling? Which makes the most sense? In
this case, we want to control the speed of the car to a set speed. This
speed may not be zero and in fact, it might be dangerous to stop a car in
the middle of fast traffic.
Step 2: Work backward by imagining several
ideal final states. Using the longhand form of
the modification, consider different ways to
describe the modification. Consider moving
from the macro world to the micro world (atomic
level and beyond).
Example—Blade Loss of a Fanjet Engine
A jet engine fan loses some fan blades. This is sometimes
referred to a blade-out condition. It can be caused when an
object is ingested into the engine such as a bird. Each of the
blades carries a tremendous amount of kinetic energy. When
one blade goes, it often takes out other blades. The effect is explosive.
Step 1: Are we changing or controlling? Which makes the most sense? In
this case, we are changing. The blades start in one state and we must
move to another.
Step 2: Work backward by imagining
several ideal final states. Using the
longhand form of the modification,
consider different ways to describe
the modification. Consider moving
from the macro world to the micro
world (atomic level and beyond).
If I could snap
my fingers...
Mod 1
Mod 2
Blades
Change the level of energy (zero)
Change the blade direction
Car
Control the speed
Control the momentum

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Example—Heating a Gas
How can we describe the heating of a gas?
Step 1: Are we changing or controlling? We have already
described this as a change of state, thus we are changing.
Step 2: Work backward by
imagining several ideal final
states. Using the longhand form
of the modification, consider
different ways to describe the
modification. Consider moving
from the macro world to the micro
world (atomic level and beyond).
Consider an Ideal Inverse Modification
Sometimes it is more ideal to do the reverse of the required action or
modification. For instance, it may actually require fewer resources to
move a person relative to a work object than it is to change the height of
a heavy work object. In order to consider reversing a modification, it is necessary to consider
what the action or modification is relative to. If two objects are moving relative to each other, it
is usually easy to determine what the modification is relative to. With other modifications, it
may take more thought.
Example—Pouring Hot
Syrup into a Chocolate
Container
Step 1: What object is the modification
performed relative to? The pouring is relative
to the stationary chocolate form
Step 2: Invert the problem by
modifying the relative object. (Make it
the product). Thus, instead of pouring
the syrup relative to the stationary
chocolate form, we spread the
chocolate relative to a stationary syrup
form which has been frozen. Spread the chocolate onto the syrup.
Pour
Syrup
Chocolate
Spread
Change the temperature
Change the average random velocity
Change the velocity distribution
Gas

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Step 3: Go back and describe this in a variety
of ideal ways. Note that the variety of
descriptions does not add a great deal to the
understanding of how this function can be
accomplished in this case.
Example—Stopping a Speeding Car
Step 1: What object is the modification performed
relative to? The slowing is relative to the road.
Step 2: Invert the problem by modifying the
relative object. (Make it the product). Thus,
instead of stopping the car, we speed up the road
so that the car and road are moving at the same
velocity.
Step 3: Go back and describe this in a
variety of ideal ways. Note that this tends to
describe some fashion of lubrication between
the road and the tires which was not
previously considered.
What is the Ideal Level of Modification?
Determine the actual level of the ideal modification. This level usually
involves a metric of some sort. As we begin to adjust the levels of the
modification, we start to chip away at psychological inertia and gain insights.
Perhaps what we are doing is not the correct function. Perhaps there are
functions which are more ideal.
Example—Blade Loss of a Fanjet Engine
We continue our consideration of the loss of blades for a
Fanjet Engine. We will only consider one of the ideal
modifications that were named which is to change the energy
level of the blade.
Step 1: If I could snap my fingers, what would the ideal level be? The
energy should dissipate low enough as to never reach the cabin.
Essentially, the blades have zero kinetic energy relative to the aircraft.
Road
Control the Speed
Control the speed
Control the surface speed
Road
Change the thickness
Change the position
Chocolate

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Step 1: If I could snap my fingers, what would the
ideal level be? Continuing with the example of a
police officer stopping a speeding car, we realize that bringing the car to a
complete stop may not be required or even desirable. It may be more
desirable to control the maximum speed of the car. This allows us to
control the situation better. For instance, if the car is already stopped, then
we may want to guarantee that it is stopped for good. On the other hand,
if the car is moving at a high rate of speed on a busy freeway, stopping the
car might be dangerous to other cars. It may be better if the car were
gradually slowed rather than stopped.
What is the Ideal Sequence of the Function?
Considering the ideal sequence will continue to give us more insights into the ideal modification.
As we consider when it should occur, it may affect what we believe the ideal modification
should be. A powerful tool for investigating this is the process map. This can be accomplished
in a variety of ways, including a storyboard or simply words in sequence. However it is done, it
is nice to show the possibility of functions performed in parallel as this will be one of the
considerations that we make.

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Step 1: Create a process map of the sequence of functions. The subject
function should show up as a block in the process map. If we start at the
beginning of a typical car chase, the car has just been pulled over and the
officer is walking to the other car. This is the most likely time for the
occupant to become scared and to speed away or “bolt”. Notice in the
following process map that we could have used functional language
throughout. Also, the ideal function is located wherever psychological
inertia places it. That is fine to begin with.
Officer
Flags down
the Car
Both Cars
Pull Over
and Stop
Officer
Walks
toward Car
Occupant
Gets Scared
Occupant
Speeds
Away
Officer
Returns to
Car
Officer
Pursues
Occupant
Increases
Speed
Officer
Requests
Help
Officer
Identifies
Car to Pull
Over
Officers
Limit
Options
Officers
“Bumps”
Car (Very
Dangerous)
Car Strikes
Object
(Very
Dangerous)
Car Stops
Stop
Car

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Step 2: Consider performing the function in different sequences. Move it
earlier or later than currently performed. Try moving it so far forward that
it is no longer during the normal process sequence. Consider moving it so
far backward that it is no longer part of the ordinary sequence. In this
case, it probably does not make sense to stop the car until it has had a
chance to pull over. In the less likely event that the car begins speeding
away when the officer flags it down, then there may be a need to stop it at
that moment. Now remember, it is possible to consider the more ideal
situation where the occupant is not scared, etc. This all presupposes that
we have already determined these other functions and are idealizing them
on other paths. It also presupposes that we have considered other more
ideal modifications and products and are working on this one specifically.
The question that we are answering here is where is the most ideal place to
put the function of stopping the car.
Another possibility is that the car bolts and the officer does not pursue at
all! The car will be stopped later when it is safer, or the occupant will stop
the car. The occupant can see that the officer is simply standing there and
not pursuing. This allows for a less panicked state which keeps speeds
lower. Perhaps the fact that officers will no longer pursue has become
well publicized. And it becomes common knowledge that the car is being
tracked by a high observer such as a surveillance craft or satellite. The
occupant then has to pursue another strategy which usually involves
abandoning the car. This puts the function of stopping the car far later
than normal.
Officer
Flags down
the Car
Both Cars
Pull Over
and Stop
Officer
Walks
toward Car
Occupant
Gets Scared
Officer
Performs
Duty
Officer
Identifies
Car to Pull
Over
Stop

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Step 3: Can the function be performed in parallel with other functions?
Can the function be performed during other functions such as during
transportation or while queued or waiting. Can setup be performed at the
same time as the operation? Rapid setup often implies the use of a
previously placed tool. Could other tools help out at another time or
sequence? This creates new possibilities, for instance, the car can be
disabled while it is already stopping for a traffic light or stop sign. If this
can be done safely, before the occupant is aware of what is happening.
This precludes the problem of speeding away, but now this raises other
problems such as how other drivers will react when a car is stopped.
There are also many people who would never consider speeding away and
this becomes a needless embarrassment for them. It is also necessary to
stop the car in such a way that the occupants and the car are out of harm’s
way. Such may not be the case if the car is stopped on a busy street. This
highlights the fact that idealizing the system may cause other problems
which can be avoided now (by choosing a different sequence) or later, by
fixing the system.
Step 4: Create a process map of the desired function and break it down
into finer detail.
Step 5: Can the modification be broken into two (or more) stages? Does
this allow for parallel processes to accomplish the main function, or does
it allow for a more optimum sequencing of functions? It may be that the
car is not stopped, but first limited in speed to 25 mph. The car can now
pull over and remove itself from traffic with the officer following. This
brings up the idea that the more ideal possibility is to be able to limit the
maximum speed of the car at a distance in such a way that the driver
cannot tell the difference between this and a “malfunctioning” car.
Officer
Waits for
Car to Stop
Officer
Walks
toward Car
Occupant
Gets Scared
Officer
Performs
Duty
Officer
Identifies
Car to Pull
Over
Stop
Car
Slows
Down
Car Comes
to Full Stop
Some
Feature of
Car is
Disabled

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What is the Ideal Duration?
The ideal sequence is strongly influenced by the duration of the function.
Likewise, duration of the function is strongly influenced by the sequence of the
function.
Example—Stopping a Speeding
Car
Step 1: If the modification were performed very rapidly, would other
harmful functions be precluded? Yes, if the car could be stopped
instantly, before it was able to get out into traffic, many dangerous or
harmful functions could be avoided.
Step 2: How much time do we have after it is normally performed that it
would be allowable to continue performing the function? If the
modification were performed very slowly (hours, days, weeks, months,
years) would this be harmful or could this actually help in the performance
of other functions? Stopping the car permanently could be viewed as a
punishment for trying to speed away. This might serve as a deterrent.
What is the Ideal Duty Cycle?
Ideality requires that all objects perform as many functions as possible,
as much of the time as possible. Systems that idle waste valuable
resources. Consequently, it is important to consider idealizing the
function by requiring the system to work all of the time.
Example—Stopping Speeding Cars
Continuing with our example of stopping speeding cars, we ask whether
the stopping system can be in operation at all times. Since the need to stop
cars is not continuous, it would be necessary to re-describe the function in
terms that can apply to objects other than cars.

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Step 1: Are there opportunities for the system to run all the time? Is this
even desirable considering the current product? Ideally, objects in the
system will be at full capacity. In the case of stopping speeding cars, there
is no requirement to stop cars continuously.
Step 2: Are there other objects in the
job that require the function? Should
the function be reframed to consider
these other objects? Yes, it would be
desirable to stop a human that
abandons the car. If we redefine the
problem as stopping the car
occupants, whether they are moving or in a car, the system becomes much
more ideal.
Step 3: Should the modification be performed along the entire path, both
coming and going? This usually applies to machines which have repetitive
motions. In this case it probably does not apply except to say that the
function of stopping the car’s occupants should be possible regardless of
which direction they are moving, even in reverse.
Step 4: Should dummy runs and downtimes be allowed? I suppose that
down times are allowed if all we are stopping are the occupants. It should
not be necessary to have a test run before it is used each time to stop a car.
What is the ideal Adjustability and
Continuity of Adjustment?
If we haven’t already touched on this in some way, then we will deal with the subject of
variability here. Lines of evolution suggest that the control of functions become more
and more adjustable. At first, the process is fixed. Next it becomes adjustable to at least
discrete levels. Next, the adjustment must become continuous. Next, some form of control
scheme is used to adjust the function for changing conditions. The first form of control often
turns the function on or off. This is often referred to as “bang-bang” control. The next form of
control is referred to as open-loop control. This means that a change is sensed somewhere and
the mechanism that controls the function is given a set command that hopefully puts the output in
the required realm. The next form of control uses feedback which continuously or discretely
controls the function. Each level of adjustment and control increase the complexity of the
system. It is important here to not go overboard in assigning an ideal level of adjustability. We
can over-constrain the system. This sounds too much like a compromise, but here we will
Car
Occupant
Fleeing
Occupant

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