Motorola Corporation - How they Integrated Six Sigma and TRIZ

Version 1.2
MOTOROLA and the Stylized M Logo are registered in the U.S. Patent & Trademark Office. All other
product or service names are the property of their respective owners. © Motorola, Inc. 2009.
Digital Six Sigma
and Directed Innovation
Jeff Summers – Director, Motorola University
Maria Thompson - Director, Intellectual Asset
Management Process & Tools

Process Excellence Week -- 2 08/31/09 Version 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
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
Metric
3.4 DPMO
Improvement
Methodology
(DMAIC, DMADV, DMADDD)
Management
System
Drive Vital Few
Dedicated Resources
Data-Driven Decisions
Customer Focused
Literal
Definition
Philosophical
Definition
Business
Impact
DPMO = Defects per Million Opportunities
MORE DETAIL AT: http://www.isixsigma.com/library/content/six-sigma-newbie.asp

Minimizing Variation
• 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
Customer
Satisfaction
Variation
Data Variation

Using Mean and Standard Deviation
• Mean (µ)
– Average of Values
• Standard Deviation ()
– 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
prescriptions per year
One wrong drug prescription in
25 years
27 minutes of dead air time per
TV channel each week
2 seconds of dead air time per
TV channel each week
5 short or long landings at
O’Hare airport each day
1 short or long landing at all
U.S. airports in 10 years

Where’s The Magic?
Tools to Drive
Objectivity & Data
Driven Decisions
Subjectivity, Conjecture,
& Strong Personalities
Step By Step Process
Improvement
“Recipes”
Shoot from the Hip, Figure it Out
As We Go, High Variation in
Results
Variance Based Metrics No Metrics or Mean Based
Metrics
Dedicated, Proactive Process
Improvement Resources
Part Time Firefighters
A Leadership Tool:
-A Common Language
-A Mobilization Platform
-A Catalyst To Drive Change
Multiple, Disjointed Initiatives
&
“Hobby” Projects
Status Quo
Vs.
86

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

DMAIC
Variation & Defect
Reduction
Lean
Process Efficiency
& Speed
DFSS
New Product &
Process
▪ Use for improving quality & service problems;
reducing variation
▪ Use for improving process optimization & speed
▪ Use for developing new processes; or radical change
in process
DSS Methods Overview

Performance
Improvement
Low Hanging Fruit
Traditional Management
Crisis Crisis
100%
50%
20%
0%
-10%
3 6 9 12 months
(Status Quo)
DMAIC
Lean/
DMADV
Ray Stata, Sloan Management Review, 1989.
What can we expect from DSS?
The Process Half–Life Effect
Ford 8-D

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

DMAIC / Lean / DMADV
▪ Systematic methodologies focusing on problem
solving & continuous improvement
DSS Methodologies
The Process
The ProductDesign For Six Sigma (DFSS)
▪ Systematic methodology focused on creating
new products
▪ Often required to achieve true 6 capability that
Customers can see - by reducing variability &
preventing problems in the design phase
83

Digital Six Sigma Flow Chart
Business
Case
Stakeholder
Analysis
Customer
Information
Process
Measurement
Process
Mapping (VSM)
Solutions
Developed
Document &
Standardize
Digitize &
Draw Down
D
M
A
I
C
L
E
A
N
D
M
A
D
V
Define Measure Analyze
Risk
Assessment
Issue
Statement
Team
Charter
Solutions
Selected
DOE
Testing
Improve Control
Root
Cause
Value
Analysis
no
yes
New Process
or Product
no
yes
BHAG
Paradigm
Analysis
Ideal
Design Verify
Customer Needs
& Requirements
QFD
Performance
Achieved
no
Measurement
Systems Analysis
1
Change Management

Six Sigma for Product Development
P2D2
I D E A
DFSS
D O VC
MFSS
C D O V
Product
Commercialization
Product Portfolio
Definition &
Development
TDFSS
I2 D O V
Technology &
Software Platform
Development
SDFSS
I2 D O V
Business
Strategy
Marketing
Strategy
Technology
Strategy
Product
Launch
83

M
A
D
?
I
C
Stakeholders VOC VOB VOP
Prioritization
Projects
Decide
Quick
Wins
A Phase Gate Process
P
D
E
S

What causes six
sigma projects
to fail?

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

The Elements of Change
HOW
WHO
EXTERNAL
CONTEXT
WHAT
INTERNAL
CONTEXT

Performance
Time
The Growth (“S”) Curve
Rapid Growth
Decline
Formation
Maturity
Adapted from Nadler, D. A. (1998)

0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
DMAIC LEAN DMADV
Risk

Managing Transitions
Excitement
Anticipation
Confusion
Frustration
Reservation
Denial
Endings Transition Zone New Beginnings
UncertaintyUncertainty
SkepticismSkepticism
Experiencing Change and Transition
Adapted from Managing Transitions, William Bridges
Creativity
Innovation
Anxiety
Resistance
Confusion
Accomplishment
High Energy
Learning
Relief
Unsure
Ambivalence
ExplorationExploration
CommitmentCommitment
How people experience and react to change and its transitions can have a significant
impact on the success of the initiative. The illustration below provides a good overview
of how people experience change.

1.1 Complete the Business Case for Change
defining current state, desired future state,
gaps, and actions
Change tool used: Business Case for Change
The Business Case for Change (BCC) is the most important
document of any change initiative.
Current situation
Desired future state
Plan for HOW to close the gaps (WHATs)

Business Case for Change walkthrough

Exercise: Developing a Business
Case for Change
1. Break into teams
2. Read the Overview section in the case
study handout
3. Develop a Business Case for Change using
the information in the case study and the
instructions in the BCC tool.
EXERCISE
Handout:
Business
Case for
Change
Handout:
Case
Study
Prioritization
Projects
Decide
Quick
Wins

Little y’s
Vital X’s
DSS Projects
Big Y (VOB) NPI Say/Do
Unit VolumePrice Manufacturing
Cost
Development
Cost
Business Case
Effectiveness
Product Launch
Timeliness
• Customer Insight Process
• Market Size Forecasting
• Commercial DOE Testing
• “Do” Rescue Tools Kit
• Resource Management
• Work Allocation
• Specs / Requirements
Management
• Digitized M-Gates
<10% <10%>75% <5%
Project Schematic Example

Process Measures
What Are Process Measures? Numeric indicators of process “health”
Why Have Them?
• Tells you how well you are meeting customer requirements
• Clarifies the “defect”
• Determine capability of process & amount of improvement required
Quality Characteristic
Customer Need
*Accuracy *Time
*Defects *Reliability
Amount of change required
days, weeks, hours, minutes
% of __________________
# of (defects) per (day)
Numeric Indicator

Effective process improvement means that the measure we use in our
business is directly tied to our customers.
Determine What to Measure: Listen to Customers
• Step 1: Develop a Customer-Focused Business Strategy
– Assess the business needs
– Identify customer segments
• Step 2: Listening to the VOC
– To obtain useful and valid customer information and feedback:
• Select research methods to gather customer information
• Probe for complete understanding
• Step 3: Translating Voice of the Customer (VOC) into Critical
Customer Requirements (CCRs)
– Organize and verify customer needs data into CCRs
– Determine CCR priorities
– Identify CCR measurement and targets
• Step 4: Developing Measures and Indicators
– Identify customer issue statements
– Translate the CCRs into output indicators:
• Identify and select output indicators
• Establish output performance targets

1. Group similar and common statements received from customers. Select or adjust
comments from each group to form a single statement which best represents the VOC.
2. Clarify, in measurable and specific terms, the customer requirement(s) associated with
each key VOC statement.
3. Based on clarification gathered through Voice of the Customer and the Critical Customer
Requirements, state the key customer issue associated with each VOC/CCR statement.
Translating VOC into CCRs
Voice of the Customer Critical Customer Requirement
Actual customer statements and
comments which reflect their
expectation of a product or service.
“My burger is cold and stale.”
“I’m waiting way too long for my
order.”
“These ingredients are too messy.”
Key Customer Issue
Describes the experience
surrounding the product or service
expected or desired by the customer.
It should reference a process and the
direction of improvement.
Increase temperature of delivered
food in the burger production process
Reduce cycle time in burger order
process
Decrease variation in placement and
amount ofingredients in the burger
production process
The specific, precise, and measurable
expectation which a customer has
regarding a product or service.
• All toppings should not extend
beyond the bun’s diameter.
• Total time per order should not
exceed 2 minutes.
• Burger should be warm and
fresh.

CTQ & CTP Examples
CTQ’s
Process Output
Indicators
CTP’s
________
________
________
________
CTQ’s
Price/Unit
Delivery Time
Dimensions
Purity
Reliability
Color
Service Level
CTP’s
Cost/Unit
Productivity
Compliance with
Regulations
Changeover Time
Safety
Certification
Critical to:
The Business
The Regulator
The Employees
Critical to:
The Customer
The Market

Develop An Issue Statement
• Design
• Accounts Receivable
• Order entry
• Shipping of parts
• Invoicing
• Defects
• Cycle Time
• Rework
• Efficiency
• Complaints
• Increase
• Decrease
• Improve
• Reduce
• Eliminate
Process
Reference
Quality
Characteristic
Change
Indicator
Process that needs
improvement
What needs
improvement
Nature of the
improvement

Little y’s
Vital X’s
DSS Projects
Big Y (VOB)
Issue Statement Improve the accuracy of the customer insight process
NPI Say/Do
Unit VolumePrice Manufacturing
Cost
Development
Cost
Business Case
Effectiveness
Product Launch
Timeliness
• Customer Insight Process
• Market Size Forecasting
• Commercial DOE Testing
• “Do” Rescue Tools Kit
• Resource Management
• Work Allocation
• Specs / Requirements
Management
• Digitized M-Gates
<10% <10%>75% <5%
Project Schematic Example

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

Version 1.2
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)

DMAIC
Variation & Defect
Reduction
Lean
Process Efficiency
& Speed
DMADV
New Product &
Process
reducing variation
in process
DSS Methodologies

Define
Opportunities
Measure
Performance
Analyze
Opportunity
Control
Performance
Baseline Performance, Operational Definitions,
Measurement Plan, QFD, Check Sheets
SPC, Control Charts, Document & Standardize,
Control Plan, SOP's, FMEA
Improve
Performance
Develop solutions, Testing, Confirming solutions,
Communication Plan, Solution Matrix
Brainstorming, Root Cause Analysis, Cause & Effect
Diagrams, Pareto Diagrams, Affinity Diagram
Business Case, Team Charter, Stakeholder Analysis,
VOC, CCR's, CTQ's, SIPOC, Process Maps
DMAIC Phases and Tools

Brainstorm Causes

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
Tip: Use Post-it Notes when brainstorming the ideas so that they can be moved
around more easily.
Mechanical
Grill not
Hot enough
Fryer did not
cook french fries
thoroughly
Store Environment
Not enough workers
Stations are
Too crowded
Order Entry
Poor Handwriting
Not enough
Cashiers at front
Counter
Incorrect written
order by cashier
Toppings problems
Toppings too
Messy at ingredients
station
Wrong combination
Of toppings
Vegetables not
fresh
Burger Buns
are stale
Our store and equipment
Must be more reliable
We must focus on the order
creation & fulfillment

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

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
CAUSES EFFECT
Problem
Statement
Salespeople
Receipt process
Analyses were
unable to verify
40% of January
receipts
Rushed salespeople
Hourly completion
required
Rushed
Too many sales
Not enough sales
coverage at peak times
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.
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
Method Measurement
Returned
Order
Manpower
Untrained
Employee sick
Understaffed
Not enough
Assigned to work
Unreadable
Ticket
Material
Stale Bread
Not enough friesDelivered to wrong customer
Incorrect
Order
Ticketed wrong
Incorrect Placement Order
Toppings
Too Messy
Environment
Lunch Rush-too many orders
Lighting
Note: A Fishbone can be quantified using a Cause & Effect Matrix. See a Black Belt for more information.
Machine
Wrong Wrapping Material
Bad
lettuce
Grill Broken
Sauce Dispenser
Fryer Problems
Too cold
No flame
Language
Barrier
Crowded Space
Wrong sizes used
Wrong
Toppings
Incorrect wrapping
Too much ice
Excess Toppings
5 M’s + E

Fishbone Example (Affinity)
Finance
Policy
Documentation
Invoices paid
late
Computer
System
Excess
Demand
Access Limitations
Low Priority
Older System
Downtime
New
Maintenance
Contractor
Excess
Demand
Manual
Sort
Process
Internal Mail
System
Cost-Reduction Program
One Pick-Up Daily
Workspace Equipment
Lost/Misplaced Mail
Turnover
Inexperienced Staff
Manual
Files
Crowded
Space
Resigned
No Limit Manager
Missing Documentation
Branch Offices
Forward Payments Weekly
Centralized
Payment
Authorization
Audit Recommendation
for Tighter Control
Reorganization
of Purchase Org.
Missing
Purchase Orders
Maximize Cash
Payment
Delays
Increased Workload
Staff
Turnover
Hiring
Freeze
Access Limitations
Low Priority
Morale
Paycuts
Overtime
Reduced
Productivity Deadlines
Note: A Fishbone can be quantified using a Cause & Effect Matrix. See a Black Belt for more information.

Version 1.2
LEAN
(DMADDD)
Improving process
optimization & speed

Business
Case
Stakeholder
Analysis
Customer
Information
Process
Measurement
Process
Mapping (VSM)
Solutions
Developed
Document &
Standardize
Digitize &
Draw Down
D
M
A
I
C
L
E
A
N
D
M
A
D
V
Risk
Assessment
Issue
Statement
Team
Charter
Solutions
Selected
DOE
Testing
Improve Control
Root
Cause
Value
Analysis
no
yes
New Process
or Product
no
yes
BHAG
Paradigm
Analysis
Ideal
Design Verify
Customer Needs
& Requirements
QFD
Performance
Achieved
no
Measurement
Systems Analysis
1
Change Management

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

DMAIC
Variation & Defect
Reduction
Lean
Process Efficiency
& Speed
DMADV
New Product &
Process
reducing variation
▪Use for developing new processes; or radical change
in process
DSS Methodologies

Define
Measure
Analyze
Draw Down
Baseline Performance, Operational Definitions,
Measurement Plan, QFD, Check Sheets, Surveys
Ensure Compliance to Process, Remove Parallel
Paths & ‘work arounds”
Design
Develop & Prototype Solutions, Communication Plan
Brainstorming, Value Analysis: Identify process areas
causing poor efficiency
VOC, CCR's, CTQ's, SIPOC, Process Maps
Lean (DMADDD) Phases and Tools
Digitize
Automate new solutions.

20%
15%
30%
10%
25%
Rework
Not done right first time
Poor quality, rejects,
returns
• Checking
• Approvals
• Redundancy
Idle Time
• Waiting/ Delays
• Backlog
Value Added
Work
Bureaucracy
Business
Requirement
Bureaucracy
• Work no one uses
• Reports not used
• Non-productive
meetings
Value-Added
Work
It physically changes
the inputs
The customer is willing
to pay for it, or
requires it
* Features customer
cares about
Last Super Bowl, the Ball
was in motion 17 minutes!
Why do a Value Analysis?
• 80% of most processes are non-value added work!
• Design out work that consumes valuable time and energy
Business
Requirements
• Work that keeps the
organization running,
but has no value to
the external customer
• Financials
• Hiring
Value Analysis

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

Job A
As A Group:
• Review each job tasks and materials
• One flip chart page per job
1) Process Walk Through
Value line
20% value
80% non-value
• Review each activity & input for value/non value
Value Add =
– Customer will pay for it
– Changes inputs
Non-Value=
– Redundant
– Rework
– Unnecessary
– Inefficient
• Move value added activities above the value line
• Move non-value activities below the value line
2) Separate Value from Non-Value Work
Value Analysis

Non-Value Categories
Priorities
#NVA’s:_____
#NVA’s:_____
#NVA’s:_____
E.g., Walking
Value Analysis
Group Common Activities
Record, Look up, Walk, etc...
Inputs/Outputs
Calculate Time/Category
Add up non-value vs. value activities
Does number of non-value activities approximate 80%?
3) Verify 80/20 Rule
4) Categorize Non-Value Areas
5) Prioritize Non-Value Areas
Rank Order “biggest” time wasters by # of NVA’s

Version 1.2
DMADV
Design Optimal Process
using DMADV

Business
Case
Stakeholder
Analysis
Customer
Information
Process
Measurement
Process
Mapping (VSM)
Solutions
Developed
Document &
Standardize
Digitize &
Draw Down
D
M
A
I
C
L
E
A
N
D
M
A
D
V
Risk
Assessment
Issue
Statement
Team
Charter
Solutions
Selected
DOE
Testing
Improve Control
Root
Cause
Value
Analysis
no
yes
New Process
or Product
no
yes
BHAG
Paradigm
Analysis
Ideal
Design Verify
Customer Needs
& Requirements
QFD
Performance
Achieved
no
Measurement
Systems Analysis
1
Change Management

Objective: Perfecting the process so that we don’t have to
do DMAIC/ DMADDD!
• Focuses on creating new processes
• Or, creating a significantly new level of performance
DMADV

DMAIC
Variation & Defect
Reduction
Lean
Process Efficiency
& Speed
DMADV
New Product &
Process
reducing variation
in process
DSS Methodologies

Define
Measure
Analyze
Verify Verify Design, Document & Standardize, Prototype,
FMEA, Digitization
Design Solution Matrix, Optimized Design, DOE, Pilot Plan
Paradigm Analysis, SOV Studies, CTQ Flow Down,
Initial Models & Ideal Designs
VOC, CCR's, CTQ's, BHAG’s
DMADV Phases and Tools
Measurement Plan, Operational Definitions, QFD

BHAG’s
Big, Hairy Audacious Goals
Obstacles
* Perception that significant improvement is impossible
* Fear of not making the goal
* Risk averse people or culture
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.

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!

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 Case

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

Ideal Design
Paradigms Ideal Designs
Baseline Test
Output
Input
Value Activity
• What are your paradigms about the current output?
• Brainstorm alternative output designs to achieve BHAG
• 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?
• What are your paradigms about the current input?
• Are there other ways to use the input to achieve BHAG?

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?

Version 1.2
Directed
Innovation

Where’s The Magic?
Park in the problem
space
Fire = Invent, Ready, Aim
Manage Creativity like
a project
Get smart people in a room &
brainstorm
Identify & evaluate
importance of
problems as well as
solutions
Subjective assessment of
solutions to implement, patents
to file
More difficult problems &
radical solutions require more
participants and diverse
ideators
Narrow, incremental
“inventions” from individual
inventors lead to lower-value
patents
Status Quo
Vs.
86
Process facilitation role with
diverse, cross-functional
participant pool
Ad hoc inventors from
same project

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

Performance
Improvement
Low Hanging Fruit
Traditional Management
Crisis Crisis
100%
50%
20%
0%
-10%
3 6 9 12 months
(Status Quo)
DMAIC/DI
Lean/DFSS/
DMADV/DI
Ray Stata, Sloan Management Review, 1989.
What can we expect from DI?
The Process Half–Life Effect

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
Project Selection
Team Charter
Stakeholder
Analysis
Customer
Requirements
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)
No concise & shared problem statements
Not staffed with the right people or enough planning
Lack understanding of variety of customers’ perspectives
& issues/problems – FUNCTIONAL perspective lacking
Risk
Assessment Starting projects with no understanding of IP Landscape
Ignoring early red flags – litigiousness of competitors
Key stakeholders risk averse
Key stakeholders invent themselves
90% of innovation initiatives fail due to:

Treat Your Inventing session like a
PROJECT and MANAGE it!
1.0
PLAN
4.0
ACT
3.0
CHECK
2.0
DO

▪ Use for understanding all the problems to be solved in
order to implement the Ideal Solution
▪ Use for engaging diverse population in creative
problem solving to generate more and better solutions
▪Use for effectively capturing all solutions potentially
applicable in this problem domain or closely-related
ones
▪ Use for determining most feasible, revenue-producing
solutions
▪ Use problem statements to generate specification and
all solutions to generate independent and dependent
claims of patent application
Directed Innovation Methods Overview
Provocation /
Problem Storming
Question
Banking
Ideation
Concept
Evaluation
Disclosure /
Claims Drafting

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

• Problem Storming (w/ critical thinkers)
– Describe and list all attributes of Ideal Solution(s)
• see TRiZ @ http://www.triz-journal.com
– 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
PLAN

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

Version 1.2
• “Problem Storm” on #3…AND ideate potential thought-provoking
Questions for the DI session (Steps #2-4+)
• Which of those conceptual directions in #3 is the Boldest Provocation?
• 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.
• List & # perceived limitations, boundaries, constraints.
• Technical Conflict/Problem Area:

1. Focus/Goal/Objective/Problem:
2.limitations2.limitations3.Opportunities
w/olimitation
3.Opportunities
w/olimitation
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?

Version 1.2
“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
VALUE
Old
Ideas
New
Solutions
TIME
????????????????? STIMULANTS ???????????????

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
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

Albert Einstein
"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."

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
• Invented by Genrich Altshuller in 1946
• Premise:

Objects and Functions
Psychological Inertia
Lines of engineering system evolution
Ideal Model
Some Aspects of TRIZ

Problems can be constructed as
Substances and Fields of Interactions
S1 S2
Psychological inertia
Key Insight #1:
Strip descriptions of
domain language

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/]
contradictions
Key Insight #2:
Be willing to rearrange
what you know
(overcome psychological inertia!)

Technical Contradiction
• A situation when an improvement of one characteristic (parameter) leads
to the deterioration of another characteristic (parameter).
How to improve
both A and B
Parameter B 
ENGINEERING
SYSTEM
Used with permission: Invention Machine Corporation
Parameter A

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?

Clever inventions achieve the desired function without harming or
deteriorating other parameters of the product, software, or
service.
Burn bright without
burning up! View exactly what the
film will see without
obstructing the light
Heavier than air AND
weigh nothing.
Guttenberg printing
press, oil-based ink -
print a page as clear as
a custom woodblock
print
single lens reflex camera
ELIMINATE COMPROMISE!

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.”

Version 1.2
“Do inventors use any common
approaches to solve
contradictions?”
Altshuller was a very curious fellow…

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

What Motorola tools are the sources of questions?
• Pack of Principles (Triz card deck)
• Triz & Strategic Technologies
Question Banks
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?
TRIZ-Q Bank
40 Inventive Principles; 99 Questions

Summarize
Recognize the
Contradiction

Summarize
40
Inventive
Principles
Recognize the
Contradiction

Summarize
40
Inventive
Principles
Select a few Likely
Approaches
Recognize the
Contradiction

Summarize
40
Inventive
Principles
Select a few Likely
Approaches
Brainstorm Ideas
Around Each One
1. #
2. #
3. #
4. #
1. #
2. #
3. #
4. #
1. #
2. #
3. #
4. #
1. #
2. #
3. #
Recognize the
Contradiction
Question

Do different engineering disciplines use
the same Inventive Principles to solve
analogous contradictions?
Lines of Evolution
Simplified TRiZ: New Problem-Solving
Applications for Engineers & Manufacturing
Professionals
by Kalevi Rantanen, Ellen Domb
www.triz-journal.com

2
3
I, main
parameter
T, Eng Sys Life Span
1
S-curve of Evolution
Function
Value = --------------
Cost

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

Key Insight #5:
Clearly define the IDEAL outcome
… if anything were possible, what are all the
parameters & characteristics that describe the ideal
solution?

Think CreaTRIZivelyTM
!
#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
• 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
DO

Session Name: Gemini Innovation Workshop
What problem are you trying to solve?
(If working from a list of questions, record the question number.)
What is your idea/solution?
How might your idea/solution be implemented?
(A sketch, flowchart, or list of features will help to explain this.)
Innovator(s) CoreID(s): Today’s Date:
4/27/2007
Potential Business Value:
High, Medium, Low, Unknown
What is a “working title” or keywords for your innovation?
Motorola Confidential when Completed
Suggested Lead:
4/27/2007
Suggested Lead:
Idea Sheet
Idea Recorder

CONFLICT: 1. Time or Speed of Need vs. Quality/accuracy/robustness of data
QUESTION: How might we design a solution with both high-speed data delivery and
accurate, high-quality data (enduring)?
Solutions:
Evaluate: How might this solution apply to each of 3 business model frameworks?
We sell a platform (HW+SW) solution?
We provide customized/tailored applications & services (analysis package) to enterprise customer?
We collect the data & make $ by brokering data to other parties, or sell analysis results derived from the data?
What new tradeoffs, conflicts, and constraints have you identified as you applied or modified
your solution within the context of the business models?

Version 1.2
Idea Exchange
Challenge: _____________________________________
Gerald Haman: http://www.solutionpeople.com/people.htm
1. One idea per light bulb
2. Generate high volume and wide variety
3. Build upon ideas passed to you
4. No evaluation yet!
Inventor
Initials
Directions:

Patents & Intellectual Property Rights
Innovate Like Edison: The Success System of
America’s Greatest Inventor
by Michael Gelb, Sarah Miller Caldicott
“Next came the patent laws. These began in England in 1624, and in this country with
the adoption of our Constitution. Before then, any man might instantly use what another
man had invented, so that the inventor had no special advantage from his invention. The
patent system changed this; it secured to the inventor for a limited time the exclusive use
of his invention, and thereby added the fuel of interest to the fire of genius in discovery
and production of new and useful things."
- Abraham Lincoln

What is so great about patents?
• Novel solution to problem
• Teach others to advance science
"The patent system is nothing more than a way to encourage people to
innovate... to take risks... to make the world a better place.”
-- Dean Kamen, Spotlight On: The U.S. Patent System
• Prevent others from using, copying or selling
your solution (invention)

Why you and your employer might need patents
• Intellectual Property Rights include: Patents, Copyrights, Trademarks,
Service Marks, Trade Secrets, Domain Names
• Considerations
✓ Costs – 1 patent filing (US) ~ $15,000;
• 3 additional maintenance payments to keep for ~20 yrs.
✓ What is your market differentiator, core competencies or “crown jewels?”
✓ What (novel aspects of your work) do you want or need to exclude others from
replicating?
✓ Who is in a position to easily practice your art or copy your idea?
✓ Who are your competitors? Do they already have patents, trademarks, copyrights?
✓ Freedom of Action
• In what countries do you plan to ship product or provide services?

The power of patents - continued
• Cost Avoidance / Loss of Market Share
√ RIM paid NTP $612M in litigation settlement
√ RIM had to stop selling Blackberry’s in US for period of time until settled
• Detectability & Enforceability
√ Will you be able to identify whether someone is copying (“infringing”) your
product or service?
√ If not, better to pursue trade secrets, copyrights, etc.
BOTTOM LINE: NEED TO USE CREATIVE PROBLEM SOLVING SKILLS EVERY BUSINESS DAY!

CHECK:
Evaluate

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
CHECK

• 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
3.0 CHECK Phase
(evaluate)
CHECK

• 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
ACT

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)
4.0 ACT Phase
ACT

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
Simplified TRiZ: New Problem-Solving
Applications for Engineers & Manufacturing
Professionals
by Kalevi Rantanen, Ellen Domb, www.triz-journal.com
Making Questions Work: A Guide to What and How to Ask for
Facilitators, Consultants, Managers, Coaches, and Educators
by Dorothy Strachan

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

Exercise
At this point Maria will walk participants through an
exercise in converting the Original Issue Statement they
created with Jeff into several
✓ Thought-provoking
✓ Open-ended
✓ Creative problem solving
Questions
• Focused on The Conflict Zone (tradeoffs)

1. Focus/Goal/Objective/Problem:
2.limitations2.limitations3.Opportunities
w/olimitation
3.Opportunities
w/olimitation
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?

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?

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

Motorola Public, Process Excellence Week, Rev 1.2
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.

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 Solution value

M
A
D
?
I
C
Stakeholders VOC VOB VOP
P
D
E
S
Prioritization
Projects
Decide
Quick
Wins
A Phase Gate Process
Improved Problem Definition
3

DSS Flow Chart – Directed Innovation overlay
Business
Case
Stakeholder
Analysis
Customer
Information
Process
Measurement
Process
Mapping
Solutions
Developed
Document &
Standardize
Digitize &
Draw Down
BHAG
Paradigm
Analysis
Ideal
Design Verify
D
M
A
I
C
L
E
A
N
D
M
A
D
V
Risk
Assessment
Issue
Statement
Team
Charter
Solutions
Selected
DOE
Testing
Improve Control
Root
Cause
no
yes
Customer Needs
& Requirements
QFD
New Process
or Product
no
yes
Performance
Achieved
no
Measurement
Systems Analysis
5
Change Management
IP Landscape
Analysis
Provocation
Focus & SMEs
Budget
Sponsor
SME
Interviews
Provocation/
Probl. Storming
TRiZ/ Function
Analysis
Ideation
Concept
Evaluation
Value
Analysis
Conflict
Zone TRiZ-
Tradeoffs
Question
Banking
TRiZ –
Ideality
Provocation
Concept
Evaluation
PatComm
Review
Customer Needs
& Requirements
QFD
Ideal
Design

Exercise: Ideation Time!

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

4/27/2007
Suggested Lead:
4/27/2007
Suggested Lead:
Idea Sheet
Idea Recorder
Handouts

Motorola Corporation - How they Integrated Six Sigma and TRIZ

Motorola Corporation - How they Integrated Six Sigma and TRIZ

Recommended

Recommended

More Related Content

What's hot

What's hot (7)

Similar to Motorola Corporation - How they Integrated Six Sigma and TRIZ

Similar to Motorola Corporation - How they Integrated Six Sigma and TRIZ (20)

More from Richard Platt

More from Richard Platt (20)

Recently uploaded

Recently uploaded (20)

Motorola Corporation - How they Integrated Six Sigma and TRIZ