Lean Inventive Systems Thinking Work Book

Crafitti Consulting
Crafting Innovation Together

Crafitti Innovation Ignition Workshop Series
Sep 26-27, 2008, Bangalore, India

Lean Inventive Systems Thinking
Practitioner’s Work Book
crafting innovation together

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© Crafitti Consulting Private Ltd.

Inventive Thinking

?
Defining the Problem

(EC3 Framework)

Expand,
Collect, Connect
Converge

© Crafitti Consulting Private Ltd. 2

Expand
Nine Windows (or the
System Operator Tool)
helps you sketch or
SUPER- place your problem in
SYSTEM a broader space time
context. Solutions to
problems are often
found in the areas
adjoining the system
in question.

SYSTEM

SUB-SYSTEM

PAST PRESENT FUTURE


User Needs

The Six Senses Time Purchase Delivery Use Supplements Maintenance Disposal

At high Outside
Space Home Work Fun On-the move
altitudes India

Produ
Quality Usability Aesthetics Reliability Efficiency Adaptability
ctivity
Sight
Sound
Smell
Taste
Touch

Linguistic
Musical
Logical
Spatial
Kinesthetic
Inter-personal Needs are perceptional in nature, governed by the five senses (and the sixth sense – intelligence).

Intra-personal The needs map gives a quick overview of the how the six senses are gratified by the product at the
product-user interfaces – space, time and quality


System Dependency Matrix

Element 1 Element 2 Element 3 Element 4

Element 1 ×

Element 2  

Element 3  ×

Element 4  ×


The System
Function Map

Sore Point


Contradictions
Improving factors

Worsening factors

Weight of moving object Stress or pressure Power Object-generated harmful factors
Weight of stationary object Shape Loss of Energy Ease of manufacture
Length of moving object Stability of the object's composition Loss of substance Ease of operation
Length of stationary object Strength Loss of Information Ease of repair
Area of moving object Duration of action of moving object Loss of Time Adaptability or versatility
Area of stationary object Duration of action by stationary object Quantity of substance/the matter Device complexity
Volume of moving object Temperature Reliability Difficulty of detecting and measuring
Volume of stationary object Illumination intensity Measurement accuracy Extent of automation
Speed Use of energy by moving object Manufacturing precision Productivity
Force (Intensity) Use of energy by stationary object Object-affected harmful factors


Laws of Evolution
Increasing Ideality
4

Shortening of Energy Flow Path Increasing Dynamism
3

2

1
Decreasing human element Increasing Multiplication

0

Non-uniform evolution of sub-
Transition from Macro to Micro
systems

Transition to Higher Level System Increasing Synchronization


Ideal Final Result

Ideality Quotient = Benefits
(Cost + Harmful Effects)

What would be the
ideal final result?

Point of End of
Feasibility

Now


Collect


Connect

TP 1 TP 2 TP 3 TP 4 TP 5 BP 1 BP 2 BP 3 BP 4 BP 5
TP 1 1
TP 2 1
TP 3 1
TP 4 1
TP 5 1
BP 1 1

BP 2 1
BP 3 1
BP 4 1
BP 5 1


Converge

Problems Contradictions

1. 1.

2. 2.
Technical
3. 3.

1. 1.

2. 2.
Business
3. 3.


!
Inventive Thinking
Searching for novel
solutions


Inventive Principles - TRIZ

1. Segmentation 20. Skipping
2. Taking Out 21. Blessing in disguise
3. Local Quality 22. Feedback
23. Intermediary
4. Asymmetry 24. Self-service
5. Merging 25. Copying
6. Universality 26. Cheap short-living
7. Nested Doll objects
8. Anti-weight 27. Mechanics
substitution
9. Preliminary anti- 28. Pneumatics and
action hydraulics
10. Beforehand 29. Flexible shells and
Cushioning thin films
11. Equipotentiality 30. Porous materials
12. The other way 31. Colour changes

round 32. Homogeneity
13. Spheroidality 33. Discarding and
recovering
14. Dynamics 34. Parameter changes
15. Partial or 35. Phase transitions
Excessive Actions 36. Thermal Expansion
16. Another 37. Strong Oxidants
dimension 38. Inert atmosphere
17. Mechanical 39. Composite Materials
Vibration
18. Periodic Action
19. Continuity of
useful action


Ideal Final Result

Ideality Quotient = Benefits
(Cost + Harmful Effects)

The ideal final
result?

Ideas beyond the
point of feasibility

Now


Vedic Inventive Principles

1. Observation
– Pure observation
– Flag
2. Comparison
– Suitability
– Proportion
3. Addition
– One more than before
– Sum of properties
– Sum of qualities
– Qualities of the sum
– Encapsulation
4. Subtraction
– One less than before

5. Variation
– What’s less?
– What’s more?
– Cause Movement
6. Rotation
– Reverse or exchange
– Multiple angles
– Destroy and rebuild
7. Division
– Complete and incomplete
– Part and Whole
– Individual and collective


Laws of Evolution

Increasing Ideality
4

Shortening of Energy Flow Path Increasing Dynamism
3

2

1
Decreasing human element Increasing Multiplication

0

Non-uniform evolution of sub-
Transition from Macro to Micro
systems

Transition to Higher Level System Increasing Synchronization


The System
Function Map

1. Trimming
– Eliminate harmful interaction
– Eliminate incomplete
interaction
– Eliminate a field
– Eliminate a substance
2. Add
– New substance
– New Field

3. Modify
– Substance
– Field
– Incomplete interaction

Sore Point


The Solutions Mind-Map


Systems Thinking
Putting it all together


Connect

I1 I2 I3 I4 I5 I6 I7 I8 I9 I10
I1 1
I2 1
I3 1
I4 1
I5 1
I6 1

I7 1
I8 1
I9 1
I10 1

I: Idea

Converge - Impact

S1 S2 S3 S4 S5 S6
TP 1
TP 2
TP 3
BP 1

BP 2
BP 3

Clusters of ideas form solutions (S) for
Technical Problems (TP) and Business Problems (BP)

Converge

Criteria
Identify criteria against which solutions
Problems Solutions can be evaluated and prioritized
objectively

1. 1.

2. 2.
Technical
3. 3.

1. 1.

2. 2.
Business
3. 3.


Converge - Relative Prioritization
The Analytic Hierarchy Process is suitable to be used in multi-criteria decision making scenarios where relative
prioritization based on expert judgment is required (due to lack of suitable or relevant absolute measures)

Holistic Goal Criteria1 Criteria2 Criteria 3
Criteria Solutions Solutions Solutions

Rank
Order

Solution Priority


LeanThinking
Into Production


The Value Stream Map
What is the “value” that is being delivered to the customer?

What are the activities that are being done to generate this value?

What is the overall “rate of demand”? For each activity
note down the
What is the average service rate?
Cycle Time:
How many resources are consumed? Value-added Time:
What is the error rate?


Making it Flow

Identify in the VSM:
1. Wait times/ delays
2. Idle Time
3. Changeover time
4. Overload
5. Variable workload/
work rate
6. Excess travel
7. Excess transport
8. Rework
9. Variation from

expectation (better
or worse)
10. Over-processing
(unnecessary work)
11. Resource crunch
12. Clutter
13. Communication
delay •Make changes to the VSM to eliminate the identified problems
14. Cacophony •Create small change experiments to validate


Enabling Pull Mode

Identify in the VSM:
1. The Takt time (rate
of demand)
2. The service rate
(rate of supply)
3. Minimum batch size

Make changes to the
VSM:
1. Synchronize with

Takt time
2. Work with smallest
possible batch size
3. Mechanisms for
demand changes to
quickly register
across the system


Building quality in

• What are the overall quality goals?

• How do they map to specific goals for sub-activities?

• How to ensure that these goals are met without spending extra time on
review?

Incorporate identified measures into the activities


How much did we improve?

Value
Flow
Stream

•Service Rate
•Cycle Time Initial
Pull
•Resources used Process
•Error rate

•Service Rate Built-in
•Cycle Time
•Resources used
quality
•Error rate
Improved
Process


Takeaways for product innovation
life cycle
Inventive Thinking

Systems Thinking

Lean Thinking


Crafitti Innovation Ignition Workshop Series
Sep 26-27, 2008, Bangalore, India

Lean Inventive Systems Thinking

Crafitti Consulting
Crafting innovation together . . .
www.crafitti.com

Navneet Bhushan (navneet.bhushan@crafitti.com)
Karthikeyan Iyer (karthikeyan.iyer@crafitti.com)


Lean Inventive Systems Thinking Work Book

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