Digital Six Sigma and Directed Innovation for Continuous Improvement

Digital Six Sigma
and Directed Innovation

Maria Thompson
Director, Innovation Strategy
Motorola Solutions, Inc.

World Innovation Convention
November 2012

Objectives

• Develop an understanding of how the DSS & Directed
Innovation methodologies complement each other

• Apply at least one DSS and one complementary
Directed Innovation technique to solve a valuable
problem

• Develop action plan(s) for future application of
appropriate DSS and/or Directed Innovation
methodologies

What is Six Sigma?

What does Six Sigma
mean to you?

What is Six Sigma?
One Term, Multiple Meanings
Business
Impact
Management
System
Drive Vital Few
Dedicated Resources
Data-Driven Decisions
Customer Focused
Improvement
Methodology
(DMAIC, DMADV, DMADDD)

Metric
3.4 DPMO

Literal Philosophical
Definition Definition
DPMO = Defects per Million Opportunities

Minimizing Variation

Variation

Customer
Satisfaction

• Minimizing variation is a key focus of Six Sigma.
• Variation means that a process does not produce exactly the
same result every time the product or service is delivered.
• Variation leads to defects, and defects lead to unhappy customers
and Cost of Poor Quality.
• Variation exists in all processes Data Variation

Using Mean and Standard Deviation

• Mean (µ)
– Average of Values

• Standard Deviation (σ)
– How far values lie from the mean or average
– Standard Deviation is a measure of Variation

Six Sigma is Virtual Perfection!
Three Sigma Six Sigma

At least 54,000 wrong drug One wrong drug prescription in
prescriptions per year 25 years

27 minutes of dead air time per 2 seconds of dead air time per
TV channel each week TV channel each week

5 short or long landings at 1 short or long landing at all
O’Hare airport each day U.S. airports in 10 years

Where’s The Magic?
Status Quo
Tools to Drive Subjectivity, Conjecture,
Objectivity & Data Driven & Strong Personalities
Decisions

Step By Step Process Shoot from the Hip, Figure it Out
Improvement As We Go, High Variation in
“Recipes” Results

Variance Based Metrics
Vs. No Metrics or Mean Based
Metrics

Dedicated, Proactive Process Part Time Firefighters
Improvement Resources

A Leadership Tool:
-A Common Language Multiple, Disjointed Initiatives
-A Mobilization Platform &
-A Catalyst To Drive Change “Hobby” Projects

6

How is Digital Six Sigma Different?

• New Focus – Strategically aimed at Big Y’s with a $3 Billion target

• New Organization – Dedicated resource deployment team

• New Tools – DMAIC + (Lean, DFSS and Change Management )

• New Thinking – Heavy emphasis on leadership and fact-based decisions

• New Technology – IT solutions to “hard code” Six Sigma solutions
–Digital Cockpits to provide real-time tracking of process performance
–E-Learning
–Low cost web applications & workflow tools

• New Applications – Six Sigma for Product Development

DSS Methods Overview

DMAIC
 Use for improving quality & service problems;
Variation & Defect
Reduction reducing variation

Lean
Process Efficiency  Use for improving process optimization & speed
& Speed

DFSS
New Product &  Use for developing new processes; or radical change
Process in process

What can we expect from DSS?
Performance
Improvement The Process Half–Life Effect
t Lean/
100% ovemen
inuo us Impr DMADV
Discont

DMAIC
50%
nt
me
r ove
s i mp
ti nuou
Con
20%
Low Hanging Fruit

Traditional Management
Ford 8-D
0% (Status Quo)

Crisis Crisis
-10%
3 6 9 12 months
Ray Stata, Sloan Management Review, 1989.

How do you know which approach to use?

• Often a project team may not know which methodology to use until
after the Analyze Phase.

• Use DMAIC when…
– an existing product, service or process is failing to meet customer requirements
or is not performing adequately.
– there are opportunities for continuous improvement without radical change
– Trying to reduce defects or variation in a process
• Use DMADV when…
– a process is required but does not exist (or radical change)
– an existing process has been optimized using DMAIC but is still failing to meet
customer requirements
• Use Lean when…
– a process is encountering cycle time issues (often transactional)
– optimizing a process for speed and efficiency
• Use BLITZ when…
– quick wins can be implemented to solve the majority of the problem

DSS Methodologies
DMAIC / Lean / DMADV The Process
 Systematic methodologies focusing on problem
solving & continuous improvement

Design For Six Sigma (DFSS) The Product
 Systematic methodology focused on creating
new products
 Often required to achieve true 6σ capability that
Customers can see - by reducing variability &
preventing problems in the design phase
3

Digital Six Sigma Flow Chart
Change Management
Define Measure Analyze Improve Control
D Business Issue Process Solutions Document &
M Case Statement Mapping (VSM) Developed Standardize
A
I Team Process Solutions Digitize &
C Charter Measurement Selected Draw Down
Q y
ua
Stakeholder l ity e nc
Measurement fi ci DOE
Analysis Systems Analysis Ef Testing
L
E Risk
Cu
Assessment Bu sto
A yes
Pr sin me

Analysis
Value
N Cause oc es r
Root
Customer es s
s
Information Performance
no
Achieved
New Process
no
or Product
no
yes
D
M BHAG
A
D Customer Needs
Customer Needs Paradigm Ideal
QFD
QFD Verify
& Requirements Analysis Design
V & Requirements

1

Six Sigma for Product Development
Product Portfolio
Product Portfolio Product
Product
Definition &
Definition & Commercialization
Commercialization
Development
Development

Business
Strategy MFSS
P2D2 C D O V Product
Marketing
I D E A Launch
Strategy DFSS
C D O V
Technology
Strategy
SDFSS
I2 D O V
TDFSS
Technology &
Technology &
I2 D O V Software Platform
Software Platform
Development
Development
3

Stakeholders VOC VOB VOP

P

?
D M

D A
Cha
nge

Prioritization
(Peo

I
Man

Quick
ple s

Projects
Wins
agem

Decide
tuff)

E
ent

T(
oP
nhce
r
M ce
t j
C

ci
t sl a
S

gana
)ff u
A Phase Gate Process
e
ne m

What causes six
sigma projects
to fail?

The “Define” Phase Is Critical
70% of process initiatives fail due to:
Project Selection Lack of alignment with a strategic priority
Insufficient reasons for change
No financial estimate
Can’t be completed in 3-6 months
Team Charter
No clear & measurable goals
Not staffed with the right people or enough time
Stakeholder Key stakeholders unwilling to try new solutions
Analysis Key stakeholders and managers not committed

Risk
Assessment Starting projects with no understanding of risk
Ignoring early red flags

Customer Lack understanding of customer experience & needs
Requirements

The Elements of Change

WHO

INTERNAL
CONTEXT HOW WHAT

EXTERNAL
CONTEXT

The Growth (“S”) Curve

Maturity

Performance
Rapid Growth
Decline

Formation

Adapted from Nadler, D. A. (1998)
Time

1

0.9

0.8
ure
0.7 f ail
y of
0.6 i lit
b ab
0.5
Pro Risk
0.4

0.3

0.2

0.1

0
DMAIC LEAN DMADV

Develop An Issue Statement
Process Quality Change
Reference Characteristic Indicator

Process that needs What needs Nature of the
improvement improvement improvement

• Design • Defects • Increase

• Accounts Receivable • Cycle Time • Decrease
• Order entry • Rework • Improve
• Shipping of parts • Efficiency • Reduce
• Invoicing • Complaints • Eliminate

Project Schematic Example

Big Y (VOB) NPI Say/Do
NPI Say/Do

Little y’s Price
Price Unit Volume
Unit Volume Manufacturing
Manufacturing Development
Development
<10% >75%
Cost
Cost <10% Cost
Cost <5%

Product Launch
Product Launch Business Case
Business Case
Vital X’s Timeliness Effectiveness
Timeliness Effectiveness
• Resource Management
• Customer Insight Process
• Work Allocation
• Market Size Forecasting
DSS Projects • Specs / Requirements
• Commercial DOE Testing
Management
• Digitized M-Gates • “Do” Rescue Tools Kit

Issue Statement Improve the accuracy of the customer insight process

Root Cause Analysis

 Identification of the few underlying factor(s) causing the problem

 Identifies the vital X’s driving the Y performance

 Attacking the top 20% of causes will solve 80% of the effect (80/20
Rule)

 Avoids implementing quick fixes that only cover up the problem

 Builds data-driven consensus on prioritized causes

DMAIC

Reduce Defects using
DMAIC

Reduce Defects using DMAIC

Objective
• Understand & Measure the sources of defects and
variation in your process or product.
• Brainstorm potential Root Causes and let the Data
guide you to a decision.
• Develop solutions that best address the root cause.

Key Tools
– Affinity Diagram
– 5 Why’s
– Cause & Effect Diagram (a.k.a. Ishikawa, Fishbone)

DSS Methodologies

DMAIC
Variation & Defect

Lean
& Speed

DMADV
New Product &  Use for developing new processes; or radical change
Process in process

DMAIC Phases and Tools

Define Business Case, Team Charter, Stakeholder Analysis,
Opportunities VOC, CCR's, CTQ's, SIPOC, Process Maps

Measure Baseline Performance, Operational Definitions,
Performance
Measurement Plan, QFD, Check Sheets

Analyze Brainstorming, Root Cause Analysis, Cause & Effect
Opportunity Diagrams, Pareto Diagrams, Affinity Diagram

Improve Develop solutions, Testing, Confirming solutions,
Performance Communication Plan, Solution Matrix

Control SPC, Control Charts, Document & Standardize,
Performance Control Plan, SOP's, FMEA

Affinity Diagram
Affinity Diagrams encourage creativity by everyone on the
team at all phases of the process by breaking down long-
standing communication barriers. Teams use this type of
diagram to overcome team paralysis which is brought on by
an overwhelming array of options and lack of consensus.

When using Affinity Diagrams follow these simple steps:
1. Write the issue under discussion in a full sentence
2. Brainstorm at least 20 ideas or issues
3. Without talking: sort ideas simultaneously into 5-10 related groupings
4. For each grouping, create summary cards using consensus

Affinity Diagram
Issues Surrounding Returned Orders
Our store and equipment We must focus on the order
Must be more reliable creation & fulfillment

Mechanical Store Environment Order Entry Toppings problems

Grill not Toppings too
Not enough workers Poor Handwriting Messy at ingredients
Hot enough
station

Not enough Wrong combination
Fryer did not Cashiers at front Of toppings
Stations are Counter
cook french fries
Too crowded
thoroughly
Vegetables not
fresh
Incorrect written
order by cashier
Burger Buns
are stale

Tip: Use Post-it Notes when brainstorming the ideas so that they can be moved
around more easily.

5 Why’s
Using the Cause and Effect diagram with the major categories, begin with the
“most likely” — the questioning of “why.”
• Why does this occur?
• Why does the condition exist?

Root Cause – Most Basic Reason a Problem Has or Could Occur
1. Ask “Why” 3-5 times.
– Why is this failure mode active?
Progressively becomes more difficult and a more
thought provoking assignment.

Symptom 1
Early questions are usually superficial, obvious;
Why did this “why” the later ones more substantive.
Symptom 2
happen?
“why” Symptom 3
“why” Symptom 4
And more “why’s” Probable Root Cause

Example of 5 Why’s

• Problem: Order returned due to cold food.

Why is this burger cold?
 Took too long from the grill to customer
Why did it take too long?
 Had to wait for fries to be added
Why did it wait for the fries?
 Fries were not dropped into the fryer
Why were the fries not dropped into fryer?
 Fry station worker rotated to help cashier

Cause and Effect Diagram
Perhaps the most useful tool for identifying root causes is the cause and effect diagram. It goes by
several names (Ishikawa, fishbone, etc.) and there are a variety of ways to use it. The cause and
effect diagram is primarily a tool for organizing information to establish and clarify the relationships
between an effect and its main causes.

The cause and effect diagram identifies the root cause(s) of the problem so that collective actions
can be taken to eliminate their recurrence.

The cause and effect diagram develops a picture composed of words and lines designed to show
the relationship between the effect and its causes.

Receipt process
Rushed salespeople
EFFECT Hourly completion
CAUSES
required Analyses were
Problem unable to verify
Statement
Rushed 40% of January
Too many sales receipts
Not enough sales
coverage at peak times
Salespeople

The cause and effect diagram assists in reaching a common understanding of the problem and
exposes the potential drivers of the problem.

Fishbone Example: Big Y’s Burgers
5 M’s + E
Manpower Machine Material
No flame

Employee sick
Grill Broken Stale Bread

Understaffed
Too cold Unreadable
Ticket
Not enough Wrong Wrapping Material
Untrained
Assigned to work Sauce Dispenser Bad
lettuce
Fryer Problems
Returned
Ticketed wrong
Order
Crowded Space
Lunch Rush-too many orders
Incorrect
Order Excess Toppings
Incorrect Placement Order
Language
Barrier Toppings Delivered to wrong customer Not enough fries

Lighting Incorrect wrapping
Wrong Too Messy Too much ice
Toppings Wrong sizes used

Environment Method Measurement

Note: A Fishbone can be quantified using a Cause & Effect Matrix. See a Black Belt for more information.

Fishbone Example (Affinity)
Computer Internal Mail
System System
Cost-Reduction Program
Older System

Excess One Pick-Up Daily
Demand Downtime
Manual
Workspace Equipment
Sort
New Process
Access Limitations Excess Maintenance
Lost/Misplaced Mail
Demand Contractor
Turnover
Low Priority
Inexperienced Staff Invoices paid
Hiring
Freeze Turnover Audit Recommendation late
for Tighter Control
Centralized
Access Limitations
Payment Manual Crowded
Maximize Cash Authorization Files Space
Low Priority
Morale Payment Branch Offices
Paycuts Delays Forward Payments Weekly Missing Documentation
Productivity Deadlines Reorganization Resigned
Increased Workload of Purchase Org. No Limit Manager
Overtime Missing
Reduced Purchase Orders

Finance
Staff Documentation
Policy

Note: A Fishbone can be quantified using a Cause & Effect Matrix. See a Black Belt for more information.

LEAN
(DMADDD)

Improving process
optimization & speed

Maximize Efficiency using Lean

Objective
• Look for major opportunities to improve speed
• Evaluate common inputs and outputs for parallel paths
• Quantify Value of major activities
• Develop and Test Improvements

Key Tools
– Voice of Customer
– Value Analysis

DSS Methodologies

DMAIC
Variation & Defect

Lean
& Speed

DMADV
New Product & Use for developing new processes; or radical change
Process in process

Lean (DMADDD) Phases and Tools
Define Business Case, Team Charter, Stakeholder Analysis,
VOC, CCR's, CTQ's, SIPOC, Process Maps

Measure Baseline Performance, Operational Definitions,
Measurement Plan, QFD, Check Sheets, Surveys

Analyze Brainstorming, Value Analysis: Identify process areas
causing poor efficiency

Design
Develop & Prototype Solutions, Communication Plan

Digitize
Automate new solutions.

Ensure Compliance to Process, Remove Parallel
Draw Down
Paths & ‘work arounds”

Value Analysis
Why do a Value Analysis?
• 80% of most processes are non-value added work!
• Design out work that consumes valuable time and energy

Business
15%
Requirements
• Work that keeps the Business 30%
organization running, Requirement Rework
but has no value to Not done right first time
the external Poor quality, rejects,
customer returns
• Financials • Checking Bureaucracy
• Hiring • Approvals • Work no one uses
20% Value Added • Redundancy • Reports not used
Work • Non-productive
meetings
Value-Added
Work Bureaucracy
It physically changes Idle Time
the inputs • Waiting/ Delays
The customer is willing
• Backlog 10%
to pay for it, or
requires it
* Features customer Last Super Bowl, the
cares about 25% Football was in motion 17
minutes!

Understanding Value Analysis
• Introduction to Improvement Criteria
– Team can often identify quick and simple opportunities for significant
improvement.
– Sometimes these quick wins are sufficient for accomplishing the team’s
improvement goals.
• Customer Value-Added - An activity can be described as adding value for the
customer only if:
• The customer recognizes the value
• It changes the product toward something the customer expects
• It is done right the first time
• Operational Value-Added - An activity adds operational value if it is not a customer
value-added activity and is:
• Required to sustain the workplace ability to perform customer value-added activities
• Required by contract or other laws and regulation
• Required for health, safety, environmental, or personnel development reasons
• Done right the first time
• Non Value-Added Activities
• A team preparing to perform a value analysis of a process will begin by asking some
questions relative to each step in the process. Some of these questions may
include:
– Is this step required by a customer?
– Could this step be eliminated?

Understanding Value Analysis

• Examples: Non-Value-Added Activities
– Proofreading
– Counting the amount of work
– Inspection and checking
– Sorting work
– Logging information
– Checking calculations
– Reviewing and approving
– Moving and set-up
– Monitoring work
– Stamping
– Any type of rework

Value Analysis
Job A
1) Process Walk Through

As A Group:
• Review each job tasks and materials
• One flip chart page per job

2) Separate Value from Non-Value Work
• Review each activity & input for value/non value 20% value
Value Add =
– Customer will pay for it
– Changes inputs Value line
Non-Value=
– Redundant
80% non-value
– Rework
– Unnecessary
– Inefficient
• Move value added activities above the value line
• Move non-value activities below the value line

Value Analysis
Non-Value Categories
Priorities

3) Verify 80/20 Rule E.g., Walking
Add up non-value vs. value activities
Does number of non-value activities approximate 80%?
#NVA’s:_____

4) Categorize Non-Value Areas

Group Common Activities
Record, Look up, Walk, etc...
Inputs/Outputs #NVA’s:_____
Calculate Time/Category

5) Prioritize Non-Value Areas

Rank Order “biggest” time wasters by # of NVA’s
#NVA’s:_____

DMADV

Design Optimal Process
using DMADV

DMADV

Objective: Perfecting the process so that we don’t have to
do DMAIC!

• Focuses on creating new processes

• Or, creating a significantly new level of performance

DMADV Phases and Tools

Define
Business Case, Team Charter, Stakeholder Analysis,
VOC, CCR's, CTQ's, BHAG’s

Measure
Measurement Plan, Operational Definitions, QFD

Analyze
Paradigm Analysis, SOV Studies, CTQ Flow Down,
Initial Models & Ideal Designs

Design Solution Matrix, Optimized Design, DOE, Pilot Plan

Verify Verify Design, Document & Standardize, Prototype,
FMEA, Digitization

BHAG’s
Big, Hairy Audacious Goals
Why? BHAG’s force you to create world-class processes

How?
1. Set a goal that will “significantly” exceed current performance & industry
benchmarks

2. Ask, “What goal will make us better than the best?”

3. The goal should feel impossible! If it doesn’t, you’ll need to cut your stretch
goal in half.

Obstacles
* Perception that significant improvement is impossible
* Fear of not making the goal
* Risk averse people or culture

Paradigm Analysis
A paradigm is a set of assumptions (believed to be true) that may
significantly limit our view of what’s possible and ultimately, our
performance.
1. Brainstorm Paradigms
1. What the customer wants Outputs

2. What you have to do Activities

3. Your resources Inputs

1. Identify Givens—things customer/company is unwilling to change

 16 data points
 Hard copy
 Customer isn’t changing
 No automation

2. Eliminate "Can't”
PERISH PARADIGMS!

Ideal Design Case
The Pendulum Swings
A group of construction specialists, attempting to reduce the cost of a new office building,
proposed replacing a 10-story spiral staircase for the atrium with a 10-story brass pendulum.
The architect was delighted. The owner was enthusiastic. Half a million dollars was saved!

This may give visions of executives sliding down the brass pole, but it really made perfect
sense. The function of the staircase was not to serve as a way to get from floor to floor. The
building had elevators to do that. The spiral staircase was merely an architectural feature to
convey an upsweeping dynamic vision to visitors.

The group realized that projecting an image was the key to the problem. They brainstormed
a variety of different ways to project such an image. In the end, they settled on the brass
pendulum, partly because of the money it would save.

A group less skilled at problem solving would have proposed ways to build the spiral
staircase more cheaply. This group got to the nub of the matter and focused on the
function of the staircase.

Groups need to manage their problem-solving and communication process to find the
pendulums, not cheapen the staircase.

Ideal Design
Ideal Design is a clean slate approach to process innovation that:
• Encourages “visionary” thinking about best system
• Legitimizes “letting go” of legacy system

Start with vision & design backwards
1) Redefine Outputs (Customers true needs)
• What needs are we really trying to meet?
• Forget about how we currently meet the need
• How else could we meet those needs?

2) Redesign Value Activities
• How else can these activities be done to achieve the result?
• Benchmark other companies & industries – How do the “best of best” do it?

3) Re-evaluate Inputs
• What information is really needed?
• In what other form could you use or receive the inputs?

4) Experiment
• Ideal design is Iterative, so the more tests, the quicker the success!
• Retrain

Ideal Design
Baseline Test

Paradigms Ideal Designs

Output

• What are your paradigms about the current output?
• Brainstorm alternative output designs to achieve BHAG

Value Activity
• What is the last activity performed to produce output?
• What are your paradigms about this activity?
• Are there other ways to do this activity to achieve BHAG?

Input

• What are your paradigms about the current input?
• Are there other ways to use the input to achieve BHAG?

IDEAL FINAL RESULT WORKSHEET
Attributes 3. Ask WHY ideal
(5 times)
2. Ideal

n
solutio
World
ct
1. Focus/Goal:
eal/Perfe s?
et he Id ble to u
racteriz e availa
igh t cha we hav
we m sources
Attributes

s
e way n the re
2. Ideal

th
a re all based o
What
3. Ask WHY ideal
(5 times)

66

Ideal Final Result

Exercise with IFR worksheets

1. Define objective/goal/end state
2. Describe all ideal attributes of perfect solution
3. For each ideal attribute or characteristic in #2, generate
multiple reasons/causes WHY this is ideal – ask
yourself WHY you wrote that attribute down 5 times…

Successful Process Digitization
 Don’t digitize too soon! Have we done everything to improve this process
before automating?

 Have low cost web applications or re-usable solutions been considered?

 What tracking systems are needed to ensure process compliance & to
prevent “workarounds”?

 Have all supporting procedures & policies to perform the process been
revised or updated?

 Have supporting procedures & policies for the old process been eliminated?

 Does training exist in order to teach people the new process?

 Is there an acceptable ROI for digitizing this process? Can the applications
be re-used?

Where’s The Magic?
Status Quo
Park in the problem Fire = Invent, Ready, Aim
space

Manage Creativity like a Get smart people in a room &
project brainstorm

Identify & evaluate Subjective assessment of
importance of solutions to implement, patents
problems as well as
solutions Vs. to file

Process facilitation role with Ad hoc inventors from
diverse, cross-functional same project
participant pool

More difficult problems &
radical solutions require more Narrow, incremental
participants and diverse “inventions” from individual
ideators inventors lead to lower-value
patents
6

What is Directed Innovation?

• New Focus – Gnarly Problems, conflicts and tradeoffs generated from
contrasting today’s solutions with Ideal solution

• New Organization – Process Facilitator,SMEs: Critical & Free thinkers,
Convergent & Divergent thinkers, Inventor Mentors

• New Tools – Provocation, Problem Storming, Question Banking, TRiZ, Value
Analysis

• New Thinking – Creative Problem Solving vs. Brainstorming, Inventing,
Patenting

• New Technology – Provocation worksheets, Idea Sheets, Post-it Notes,
Chocolate, Mint & Cinnamon*

• New Applications – Patent drafting/Claims writing, Research Project Definition,
Marketing, Product Naming
* Stimulate the right side of brain

What can we expect from DI?
Performance
Improvement The Process Half–Life Effect
t Lean/DFSS/
100% ovemen
inuo us Impr DMADV/DI
Discont

DMAIC/DI
50%
nt
me
r ove
s i mp
ti nuou
Con
20%
Low Hanging Fruit

Traditional Management

0% (Status Quo)

Crisis Crisis
-10%
3 6 9 12 months
Ray Stata, Sloan Management Review, 1989.

History
• Advanced Inventing
– Ad hoc brainstorming by project teams
– Infrequent Patent attorney participation
– Direct to patent filings

History
• Strategic Portfolio Development
– Focused on generating solutions & patents from new promising technology
– TRiZ used rarely to identify conflicts & tradeoffs in new technology
– Attorney = scribe
– SME = facilitator (sometimes)
– Project &/or technology team participation
– Participants vote on ideas to patent

History

• Directed Innovation
– Agnostic facilitator
– Provocation/Question Banking
– Diverse & cross-functional team
– Innovators = scribes-> Idea Sheets
– Problem Storming –> Post-its
– Chocolate, Cinnamon, Peppermint
– Competition
– Concept Evaluation by SMEs & Patent Attorney
– Prior Art searching/ Patcomm review
– Inventor Mentors
– Balanced left brain vs. right brain activities

The “Define” Phase Is Critical
90% of innovation initiatives fail due to:
Project Selection Lack of alignment between business & IP Strategy
Long time to obtain (3-4 yrs) & leverage (8 yrs.) IP
No budget allocation to future problems (AnTRIZipation)

Team Charter
No concise & shared problem statements
Not staffed with the right people or enough planning
Stakeholder Key stakeholders risk averse
Analysis Key stakeholders invent themselves

Risk
Assessment Starting projects with no understanding of IP Landscape
Ignoring early red flags – litigiousness of competitors

Customer Lack understanding of variety of customers’ perspectives
Requirements & issues/problems – FUNCTIONAL perspective lacking

Treat Your Inventing session like a
PROJECT and MANAGE it!

1.0
PLAN

4.0 2.0
ACT DO

3.0
CHECK

Directed Innovation Methods Overview
 Use for understanding all the problems to be solved in
Provocation /
Problem Storming order to implement the Ideal Solution

 Use for engaging diverse population in creative
Question problem solving to generate more and better solutions
Banking

Use for effectively capturing all solutions potentially
Ideation applicable in this problem domain or closely-related
ones

Concept
 Use for determining most feasible, revenue-producing
Evaluation solutions

 Use problem statements to generate specification and
Disclosure /
Claims Drafting all solutions to generate independent and dependent
claims of patent application

PLAN
• Select Inventing team
 Subject Matter Experts (SMEs) in Technology Domain

 Identify/select team members
• critical thinkers (problem-oriented)
• divergent thinkers (creatives)

 Facilitator (see IAF Handbook of Group Facilitation)
• process observer
• objectivity
• no emotional connectivity to outcome

PLAN
Problem Storming (w/ critical thinkers)
– Describe and list all attributes of Ideal Solution(s)
• see TRiZ

– Identify known solutions X and current patents Y
• Describe characteristics and parameters of X and Y and why they are
insufficient: CRITICAL CHALLENGES
• 39 Parameters Matrix (http://triz40.com/) & 40 Inventive Principles

– Once have Critical Challenges, transform these problem
statements to thought-provoking questions to inspire radical
thinking
• Generate an open-ended question in the form of "How might we achieve
the IDEAL attribute by applying X or Y technology or solution without
introducing a limiting characteristic (parameter) of X or Y technologies
or solutions?”

*The format of the problem statements and related open-ended thought-provoking
questions is key to successful results

Issue Statement – DI Prework

• Reframe original problem statement as several different
open-ended, thought-provoking, generic questions that
can engage diverse set of creative problem solvers &
generate portfolio of alternative solutions

• Break Ideation into several 1- 1.5 hour sessions focusing
on one problem/question within the domain for 15-30
minutes each

• Keeps team focused!
– Fast-paced
– Rotate partners
– Idea Sheet generation competitive

• Technical Conflict/Problem Area:

• ASSUMPTION STORMING! List & # perceived limitations,
boundaries, constraints.

• Provocations – what would be possible if each of our constraints
were removed? Address each limitation individually in #2; try to gen 2-3
per item in #2.

• Which of those conceptual directions in #3 is the Boldest Provocation?

• “Problem Storm” on #3…AND ideate potential thought-provoking
Questions for the DI session (Steps #2-4+)

3. Opportunities
w/o limitation
2. limitations

1. Focus/Goal/Objective/Problem:
2. limitations
3. Opportunities
w/o limitation

QuestionGeneration-Recipe: How might we use Opportunity #3 to overcome Limitation #2 and
achieve/remove #1?
OR How might we achieve/remove #1 by using #3 without #2?

“Millions saw the apple
fall, but Newton was the
one who asked
WHY.”
Bernard Baruch

How Questions Help
Creative Problem Solving

• Clarifies problems
• Engages minds
• Increases brain flow
• Cultivates curiosity
• Improves Listening
• Promotes analogous thinking
• Enhances quality thinking
• Accelerates innovation
• Improves idea management

Questions Accelerate the M-Curve and
Help Produce Breakthrough Ideas Faster

????????????????? STIMULANTS ???????????????

New
Solutions
Old
Ideas
VALUE
TIME

What is the Question Banking
Methodology?

 IDENTIFY Sources of Questions
 COLLECT Questions
 ORGANIZE Questions
 IMPROVE Questions
 APPLY Questions (Questionate to Ideate)

Questions to Ask When Collecting Questions

 What are ALL the questions that people might
answer in order to address the goal(s),
challenge(s) or problem(s)?

 What are all the obstacles or challenges that
might relate to the goal(s)?

 What are the 3-5 MOST IMPORTANT questions
that should be asked to address the goal(s)?

Question Banking TIPS & Checklist
 Archive Word outline or Excel database
 Distribute to diverse community for feedback
 Review & reuse problem statements
 Search the internet for existing solutions and reframe as questions
 Review other Question Banks
 Wordsmith and polish questions
– Use www.thesaurus.com
– Increase “open-ended” questions
– Eliminate “closed” questions that can be answered “yes” or “no”
– Replace “can” and “could/should” with “might” and “may”
– Genericise so non-domain experts can engage and invent from different domains
– Tease out conflicts, contradictions and tradeoffs

√ Quality Review CHECKLIST
 Brief and concise
 Provocative, inviting and inspiring
 Clear and focused
 Understandable by variety of people
 Grammatically correct
 Functional, action-oriented verbs that describe the desired result or outcome

“Don’t Ever Stop Asking Questions”
- Albert Einstein

Team
Problem
Storming =

Team
Question
Banking
Exercise

Exercise

At this point Maria will walk participants through an exercise
in converting the Original Issue Statement they created
into several

 Thought-provoking
 Open-ended
 Creative problem solving
Questions
• Focused on The Conflict Zone (tradeoffs)

Team
Ideation =

Team
Problem
Solving

Many Techniques to Think Creatively

TRIZ
Teoriya Resheniya
Izobretatel’skikh Zadach

The Theory of Inventive Problem Solving

Dan Heck

847.570.0449
847.420.1744 c
847.400.0880 fax
http://www.bluefuseinc.com

"The mere formulation of a problem is far
more often essential than its solution, which
may be merely a matter of mathematical or
experimental skill. To raise new questions,
new possibilities, to regard old problems from
a new angle requires creative imagination
and marks real advances in science."
Albert Einstein

TRIZ-An amazing set of tools
• Theory of Inventive Problem Solving

• Techniques for creative problem solving validated by
over 50 years of research and 19 years of real world
application
t
gi sn’
n
lvi1946-1985; 1985-
So
• Invented by Genrich Altshuller in
today worldwide lem !!!
ro b i n g
e P orm
ativ inst
• Premise: Cre bra
just

Some Aspects of TRIZ

Objects and Functions
Psychological Inertia

Lines of engineering system evolution
Ideal Model

Problems can be constructed as
Substances and Fields of Interactions

Key Insight #1:
Strip descriptions of
domain language

S1 S2

Psychological inertia

Action Words to Reframe
Interactions or Functions
Verbs that are best to use (in place of domain-specific verbs):
1. Obtain : evolve, extract, obtain, produce, synthesize
2. eliminate: absorb, break down, decompose, remove, treat
3. Move: agitate, orient, rotate, stir, transmit
4. Retain: apply, deposit, embed, hold, join, retain
5. Protect: preserve, protect
6. Separate: comminute, crush, extract, separate, spray
7. Change substance’s Properties: change, produce
8. Measure properties: change, define, detect, determine, measure, visualize
9. Generate: create, evolve, generate, initiate, produce
10. Absorb
11. Redistribute energy: concentrate, disperse, orient, reflect, transmit
12. Accumulate (energy)
13. Change field’s properties
14. Measure field’s characteristics: detect, measure, visualize
TFM Problem Analysis Step 3

Our mind tends to automatically organize new
information with our current knowledge.

“Even though one was correct at each stage, the situation may still have to be
restructured to proceed.” Edward de Bono [http://www.edwdebono.com/]

Key Insight #2:
Be willing to rearrange
what you know

(overcome psychological inertia!)

contradictions

Technical Contradiction

How to improve
both A and B?
SYSTEM

Parameter A↑ Parameter B ↓

• A situation when an improvement of one characteristic (parameter) leads
to the deterioration of another characteristic (parameter).

Used with permission: Invention Machine Corporation

How do engineering techniques handle
contradictions?

What did Altshuller observe?

Inventors Don’t
Optimize First…

Inventors start with a
different question!

How can I build a SMALL cellphone
that’s lightweight, AND with BIG
buttons my elderly parents can
see and select without
misdialing?

ELIMINATE COMPROMISE!

Clever inventions achieve the desired function without harming or
deteriorating other parameters of the product, software, or
service.

single lens reflex camera
Burn bright without
burning up! View exactly what the
film will see without
obstructing the light

Guttenberg printing
press, oil-based ink -
Heavier than air AND print a page as clear as
weigh nothing. a custom woodblock
print

400,000 Inventions Studied by Altshuller –
The Most Clever Solved Contradictions

Key Insight #3:
If you find yourself trading off features, reframe
your desire into, “I want BOTH [feature 1] AND
[feature 2].”

Then stay in this
creative space!

You Think…
• Identify a fix you want to make or an area under your control you want to
improve.

• Write it down: “I want to __________.”

• Now, what is one of the obstacles to doing that?

• Write that down: “If I do what I want, then _______ becomes a problem.

• Rewrite the contradiction with an inventor’s mindset: “How might I have
BOTH ______ AND _______?” or “How might I have ______ without
____________?”

• Now, don’t dismiss it…
• Park on it…
• Ponder it…
• Find a solution that “resolves the contradiction.”

“Do inventors use any common
approaches to solve
contradictions?”

Altshuller was a very curious fellow…

Across 400,000 patents,
8. Anti-Weight
9.9. Preliminary
Preliminary Altshuller
9. Preliminary 7. ‘Nested Doll’ identified 40 approaches
9. Preliminary
9. Preliminary repeatedly used by inventors
9. Preliminary 6. Universality
9. Preliminary called the
9. Preliminary 5. Merging
9. Preliminary 40 Inventive Principles.
9. Preliminary
9. Preliminary 4. Asymmetry
9. Preliminary
9. Preliminary
9. Preliminary 3. Local Quality
9. Preliminary
9. Preliminary 2. Taking Out
9. Preliminary
39. Preliminary 1. Segmentation
40. Composite
Materials

Handouts - sources of questions
•
•
Pack of Principles (Triz card deck)
-Handouts
TRIZ-Q Bank
40 Inventive Principles
99 Questions - Handout
99 Questions based on 40 TRIZ Principles - v1
1. Segmentation (Principle #1)
1. How might it be segmented?
2. How might it be segmented into independent parts?
3. How might it be easy to disassemble?
4. How might we increase the degree of fragmentation or segmentation?

2. Separation (Principle #2)
5. How might the interfering parts or properties be singled out?
6. How might only the necessary part be single out?

3. Local Quality (Principle #3)
7. How might the structure be changed from uniform to non-uniform?
8. How might the external environment or influence be changed from uniform to non uniform?
9. How might each part function in conditions most suitable for its operation?
10. How might each part fulfill different and useful functions?

4. Symmetry Change (Principle #4)
11. How might the shape be changed from symmetrical to asymmetrical?
12. If it is asymmetrical, how might the degree of asymmetry be increased?

5. Merging (Principle #5)
13. How might identical or similar objects be brought closer together or merged?
14. How might identical or similar parts be assembled to perform parallel operations?
15. How might operations be contiguous or parallel?
16. How might operations be brought together in time?

6. Multifunctionality (Principle #6)
17. How might parts or objects perform multiple functions?
18. How might parts or objects eliminate the need for other parts?

7. Nested Doll (Principle #7)
19. How might one object be placed inside another?
20. How might one object be placed inside another, and then inside another?
21. How might one part pass through a cavity into another?

8. Weight Compensation (Principle #8)
22. How might the weight of an object be compensated by merging with other objects to provide lift?
23. How might the weight of an object be compensated by interacting with the environment?
24. How might the weight of an object be compensated by interacting with the aerodynamic forces?
25. How might the weight of an object be compensated by interacting with the hydrodynamic forces?

Summarize

Recognize the
Contradiction

Summarize

Recognize the 40
Contradiction Inventive
Principles

Summarize

Recognize the 40
Contradiction Inventive
Principles

Select a few Likely
Approaches

Summarize

Recognize the
Contradiction 40
Inventive
1.
2.
#
# Principles
3. #
4. #

1. #
2. #
3. #
4. #

Select a few Likely Brainstorm Ideas
Approaches
1. #
1. #

Around Each One
2. #
3. # 2. #
3. #
4. #

Question

Do different engineering disciplines use
the same Inventive Principles to solve
analogous contradictions?

Simplified TRiZ: New Problem-Solving
Applications for Engineers & Manufacturing
Professionals
by Kalevi Rantanen, Ellen Domb
www.triz-journal.com

Lines of Evolution

S-curve of Evolution

Function
Value = --------------
Cost
I, main
parameter

3

2

1
T, Eng Sys Life Span

Key Insight #4:
Technology matures along repeated curves.

Look for solutions already implemented in any area
you think might have trade-offs similar to yours.

Ideality-in the physical world…applies to software

no memory?

An Ideal System occupies no space,
has no weight, requires no service or
functions maintenance, but still performs the
require Main Function
no cycle with all the benefits and no harmful interactions.
time?

What is the ideal software program?
What is ideal data?

Key Insight #5:
Clearly define the IDEAL outcome

… if anything were possible, what are all the
parameters & characteristics that describe the ideal
solution?

Think CreaTRIZively ! TM

#1 Strip descriptions of domain language
#2 Be willing to rearrange what you know
#3 Describe contradictions and park on them!
#4 Is this problem or trade-off solved in other
disciplines?
#5 What would this ideally look like?

“Don’t worry about other people stealing your ideas.
If your ideas are any good, you’ll have to ram them
down people’s throats.”

– Howard Aiken, IBM Engineer

2.0 DO = CREATE
DO
• Schedule venue & gather materials
 Laptop w/ projection system
 Round table(s)
 Easel boards w/ large Post-it3M sheets to hang on walls
 Small lined Post-its3M – CAPTURE PROBLEMS TOO!
 Provocation Templates, Idea Booklets, Idea Exchange Template
 Pens & Pencils & Colored Markers

 Toys & puzzles & Silly PuttyTM or Play-DohTM
 Chocolate & cinnamon & popcorn
– Chocolate may boost brain power: http://health.yahoo.com/news/162487
– Painting with Chocolate: http://painting.about.com/cs/inspiration/a/chocolatepaint.htm

Directed Innovation:
3.0 CHECK Phase
(evaluate)

3.1 Ideation Post-Process Evaluation
• For each concept or idea generated, assign a VALUE score

Which Problem was it intended to solve?

How well does the concept “solve” the original Problem?

Is the solution novel vs. patent & internet search?

Engage additional Subject Matter Experts to assess, evaluate,
broaden initial high-value concepts – Inventor Mentors!

• Identify unsolved problems for further ideation

3.0 CHECK Phase
(evaluate)

• 3.2 Patent Committee evaluation of disclosure portfolio

• 3.3 Analyze ideation results and pursual rate of disclosures
generated

• 3.4 Stay abreast of industry/domain trends

• 3.5 Keep current with Business-IP Strategy alignment and
changes

• 3.6 Review Acquisitions’ impact on strength of IP portfolio

4.0 ACT

• 4.1 Stay vigilant and track trends:
– Google industry-specific news = business or technology press releases
http://www.googlescholar.com

– Monitor relevant blogs, RSS feeds, email alerts, twitter

– Review internal and external competitive intelligence and
trends reports

– Analyze portfolio pipeline (disclosures, filings, issuances):
Innovation, Delphion, Derwent (Thomson Reuters)

– Read patents USPTO, EPO, JPO, wipo.org = patent trend analysis
http://www.google.com/patents or www.freepatentsonline.com

4.0 ACT Phase
4.2 Redirect non-patentable ideas to other suggestion systems or to business
strategy teams

4.3 Provide inputs to business strategy on attractive IP Acquisitions

4.4 Determine other (cross-functional) teams to engage in follow-up ideation
sessions

4.5 Identify new/emerging problems (trends) for solution invention OR
assignees w/ existing solutions to partner with

4.6/1.0 “Plan” for follow-up inventing sessions (continuous process
improvement)

Post mortem – DI lessons learned
1. Two Day agenda
- infuse with networking and fun!

2. INVENTOR MENTORS

3. Follow-through!
Post the problem statements; share and reuse QUESTION BANKS

Engage employees as creative problem solvers worldwide

Involve more critical thinkers sooner in the Planning/problem storming

PLAN new sessions on low yield problem areas

4. Continue to evolve and publicize Question Banks to feed ideation pipeline

Recommended Books for Skills Building
Innovate Like Edison: The Success System of
America’s Greatest Inventor
by Michael Gelb, Sarah Miller Caldicott

Think Better: An Innovator's Guide to
Productive Thinking
by Tim Hurson Conceptual Blockbusting:
A Guide to Better Ideas
Simplified TRiZ: New Problem-Solving by James L. Adams
Applications for Engineers & Manufacturing
Professionals
by Kalevi Rantanen, Ellen Domb

Making Questions Work: A Guide to What and How to Ask for Facilitators,
Consultants, Managers, Coaches, and Educators
by Dorothy Strachan
Motorola Solutions Inc
Intellectual Asset Management 141

Good News!
"The truly great advances of this generation will be made by those who can make
outrageous connections, and only a mind which knows how to play can do
that."
- Nagle Jackson, Playwright

Science of Play
http://abcnews.go.com/Video/playerIndex?id=7001867

National Institute for Play
http://www.nifplay.org/

Play: Introductory Video
http://www.nifplay.org/index2.html

Summary – What have we learned?

Six Sigma and DI share a common ancestry
Six Sigma began as an approach to reduce defects (DMAIC)
It has evolved to include
Efficiency and Effectiveness (Lean)
New Processes and Products (DMADV and SSPD)
Human Aspect (Change Management)
DI began as an Ad hoc set of tools and methods
It has evolved into a facilitated, structured, team approach
for creating and capturing IP value.

Motorola Public, Process Excellence Week, Rev 1.2
MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.
All other product or service names are the property of their respective owners. © Motorola, Inc. 2009

Summary – What’s Next?
Integrate DSS and DI

Define – Measure – Analyze
Use Provocation/Problem Storming, Question Banking and
Ideation to Improve the Quality of the Problem Description
Improve
Use Provocation/Problem Storming, Question Banking,
Ideation and Concept Evaluation to Generate Higher Value
Potential Solutions
Control
Use Disclosure/Claims Drafting to Capture & PROTECT
Solution value


Stakeholders VOC VOB VOP

Improved Problem Definition

P

?
D M

D A
Cha
nge

Prioritization

I
Man

Quick
Projects
Wins
agem

Decide

E
ent

oP
r
M ce
t j
C
S

ga na
A Phase Gate Process
e
ne m
3

DSS Flow Chart – Directed Innovation overlay
Change Management
Define Measure Analyze Improve Control
D IP Business
Landscape Provocation/ TRiZ/ Function
Issue Process Solutions Document &
Analysis Ideation
M Case Probl. Storming
Statement Analysis
Mapping Developed Standardize
A
I Provocation
Team Process Concept
Solutions Digitize &
Focus & SMEs
Charter Evaluation
Selected Draw Down
C Measurement
Q
ua y
Budget
Stakeholder l ity e nc
Measurement fi ci DOE
Sponsor
Analysis Systems Analysis Ef Testing
L
E Risk
Cu
Assessment Bu sto
A yes
Pr sin me

Analysis
Value
N Cause oc es r
Root
SME
Customer es s
s
Interviews
Information Performance
no
Achieved
New Process
no
or Product
no
yes
D Conflict
M BHAG
Zone TRiZ- TRiZ – Concept
A Tradeoffs Ideality Evaluation
D Customer Needs Paradigm Ideal
Ideal
Customer Needs QFD Verify
& Requirements QFD Analysis Design
Design
V & Requirements
Question PatComm
Provocation
Banking Review
5

Handouts – Idea Sheets

Prioritize top ideation questions generated
Partner up/ 2-3 per team
Use idea sheets to generate creative solutions to each
question we have generated


Session Name: Gemini Innovation Workshop
Idea Sheet Motorola Confidential when Completed

What problem are you trying to solve? What is a “working title” or keywords for your innovation?
(If working from a list of questions, record the question number.)

How might your idea/solution be implemented?
(A sketch, flowchart, or list of features will help to explain this.)

What is your idea/solution?
Idea Recorder
Handouts

Innovator(s) CoreID(s): Week, Rev 1.2
Motorola Public, Process Excellence Suggested Lead: Potential Business Value: Today’s Date:
High, Medium, Low, Unknown 4/27/2007

Innovation
Instigator
Networks

FACEBOOK: friend me @ “Innovation Maven”

LINKEDIN: Connect with me @
www.linkedin.com/in/mariabthompson

Maria B. Thompson
Motorola Solutions, Inc. Director of Innovation Strategy & CTO Innovation Champion
Summary
•Coordinate, plan, and facilitate Directed Innovation creative problem solving sessions, and
mentor innovators on conversion of concepts/ideas to patent disclosures, resulting in high-
quality, novel, and patentable solutions to targeted critical challenges.
•Benchmark, tailor, adapt and manage the transition and institutionalization of process and
technology best practices to enhance organizational capability.

Significant Achievements:
• Facilitated > 100 Directed Innovation ideation workshops, resulting in 1000's of patent
applications and novel solutions to product, process, service, & market problems.
• Digitized entire IPR Management lifecycle from idea conception through to patent expiration.
• Prototyped, trialed, tested and deployed seminal methods and technologies for organizational
quality, cycle time and productivity improvement.

Specialties
• Creative Problem Solving, Invention and Innovation Facilitation
• TRIZ (Theory of Inventive Problem Solving)
• Change Catalyst
• Systems Dynamics
• Scenario Planning
• Information Technology Management
• Organizational Process design, Re-engineering and Improvement ( e.g., SEI CMM)
• IPR Management: Prior Art Searching, Patent legal processes and tools, Patent Analytics
• Human-Computer Interaction and Communication devices
• Coaching and Speaking

Jeff Summers (co-author) is a results oriented executive with 28 years of diverse experience
across multiple functions and industries. Certified Master Black Belt with experience in
Continuous Improvement, Lean and Designing for Six Sigma approaches. A certified instructor
for numerous Six Sigma, Change Management and Quality Leadership courses. He has
extensive experience with Plant start-ups and major process re-design projects. He has highly
developed interpersonal, coaching, mentoring and presentation skills.
Jeff is currently the Director of Quality and Digital Six Sigma Learning for Motorola University.
In this capacity he is responsible for both the Internal program for Motorolans and the External
program for our Customers, Suppliers, and the public.
http://www.linkedin.com/in/jeffreycsummers

For more information about Six Sigma and Innovation courses offered through
Motorola University, please visit our website at :
http://www.motorola.com/Business/US-
EN/Training+Home/North+America+Training/North+America+Certifications/Lea
n+Six+Sigma+Certifications

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