Andy Grove, former Intel CEO, believes the word "innovation" has become overused and meaningless. He dislikes mechanisms that promote innovation buzzwords more than actual innovation work. Samsung increased patents submitted from around 600 in 1988 to over 2,500 in 2002 through implementing a Six Sigma strategy and TRIZ methodology, driving faster product development times. They opened new design centers and won numerous industrial design awards. Samsung's innovation process uses TRIZ and design for six sigma to close concepts and technology development.
Denso Corporation Japan - A corporate history of TRIZ deployment and applica...Richard Platt
DENSO is a leading supplier of advanced automotive technology, systems and components for all the world's major automakers. Mr . Shigeru Hisanaga and Mr. Hiroshi Takenaka of the Research and Development Planning Section of the DENSO Corporation, present to the Japan TRIZ Society their practical application of developing their own internal deployment of TRIZ for the company as a whole, there are two parts to this, as the follow on presentation illustrates how the lessons they learned in the process of deployment, all did not go as well, for them in the 2nd presentation, but they prevailed... A worthwhile read.
Motorola Corporation's approach to Directed Innovation Methods Richard Platt
In my attempt to show which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage, here is another presentation in this series, this one is from Motorola Corporation's Ms. Maria Thompson (Director, Intellectual Asset Management Process and Tools), who is a part of the Motorola Law Department. This presentation covers how Motorola integrated its corporate processes for capturing the IP (Intellectual Property), in greater detail and references
Mitsubishi-Hitachi Power Systems Ltd - Introduction of a Productive Process C...Richard Platt
In my attempt to show which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage, here is another presentation in this series, this one is is a presentation from the Japan TRIZ Community, presented by Mr. Shoji Yoshida of the Mitsubishi Hitachi Power Systems (a joint venture between Mitsubishi and Hitachi), they are a subdivision within Mitsubishi Heavy Industries Group. They build Turbines, big ones, and this presentation is from their Global Turbine Manufacturing facility and group. Mr Yoshida discusses their proliferation of a new framework for new product development using TRIZ, that is also a faster, more efficient approach, that I had not seen done before in other firms, but I can definitely recognize when I see it, despite that some of the presentation is in Japanese kanji, and this is despite my Japanese isn't good enough to translate it. Nonetheless, it is illustrative of this additional framework that this company uses in deploying TRIZ and be able to effectively execute delivering the product and it's the value proposition to the marketplace, something that I don't see other companies doing with near the same efficiency or effectiveness.
Part 4 of 5 of the Semiconductor Strategic Inflection Point - Rise of the As...Richard Platt
This is part 4 of a 5 part series of presentations on the Strategic Inflection Point of 2017 in the Semiconductor, High Tech and Electronics industries, when Samsung took the top spot in the Semiconductor domain from Intel, it was a surprise to all, even though the indicators started to show in late 2016 that Samsung might take the top slot. It is also an illustrative example of what a Minimum Winning Game is. There are 2 geographical located super user groups that use and apply TRIZ/Systematic Innovation methods, in the industrial, corporate domain, they are located in South Korea and Japan. Case study examples of those applications are illustrated here. I close the presentation with the description of what a Black Swan is and that these two groups, do strongly follow the rules of what it means to be a Black Swan, an Outlier, and will have a significant effect upon those and other industries as a result. This is a rough draft of that chapter, the final version going into the published work will of course be more published, please consider this if providing any constructive feedback.
TRIZ Promotion activity in Sony Semiconductor Group (2016)Richard Platt
Here is another presentation in the series of presentations showing which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage. This presentation is from the Sony Semiconductor Group they started their deployment in 2004, and this presentation goes over a specific part of the company, the Sony Semiconductor Manufacturing Group and deployment of training into the Fabs themselves, with numerous internal Sony awards given for projects undertaken and the results achieved.
Denso Corporation Japan How to Lead Practitioners into the practical applic...Richard Platt
DENSO is a leading supplier of advanced automotive technology, systems and components for all the world's major automakers. Mr. Shigeru Hisanaga and Mr. Hiroshi Takenaka of the Research and Development Planning Section of the DENSO Corporation, present to the Japan TRIZ Society their practical application of developing their own internal deployment of TRIZ for the company as a whole, there are two parts to this, as the follow on presentation illustrates how the lessons they learned in the process of deployment, all did not go as well, for them in the 2nd presentation, but they prevailed... A worthwhile read.
Panasonic Corporation's Training of TRIZ for Managers Using a Scientific Richard Platt
Another presentation in my series of showing which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage, here is another from the Panasonic Corporation. This one is is a presentation from the 7th Japan TRIZ Community Conference of 2010, presented by Mr. Kazuya Yamaguchi who had recently retired from Panasonic as the Deputy General Manager of the Corporate Management Quality Promotion Division inside of the Panasonic Corporation. This presentation walks through the process that he and others trained managers inside of Panasonic on applying TRIZ at the managerial level, as a scientific method in discovering new lines of business and continuous improvement of operations, and in support of their TRIZ trained engineers. An interesting insight into how this company has applied TRIZ inside of a Corporate organization
Olympus corporation's promotion of TRIZ internally R&D and New Prod Developme...Richard Platt
This is a presentation from the Japan TRIZ Community, presented by Olympus Corporation, by Mr. Takashi Ogata and Mr. Kazuhiro Fujikawa, illustrating what and how they proliferated and have so far deployed TRIZ within the company
Denso Corporation Japan - A corporate history of TRIZ deployment and applica...Richard Platt
DENSO is a leading supplier of advanced automotive technology, systems and components for all the world's major automakers. Mr . Shigeru Hisanaga and Mr. Hiroshi Takenaka of the Research and Development Planning Section of the DENSO Corporation, present to the Japan TRIZ Society their practical application of developing their own internal deployment of TRIZ for the company as a whole, there are two parts to this, as the follow on presentation illustrates how the lessons they learned in the process of deployment, all did not go as well, for them in the 2nd presentation, but they prevailed... A worthwhile read.
Motorola Corporation's approach to Directed Innovation Methods Richard Platt
In my attempt to show which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage, here is another presentation in this series, this one is from Motorola Corporation's Ms. Maria Thompson (Director, Intellectual Asset Management Process and Tools), who is a part of the Motorola Law Department. This presentation covers how Motorola integrated its corporate processes for capturing the IP (Intellectual Property), in greater detail and references
Mitsubishi-Hitachi Power Systems Ltd - Introduction of a Productive Process C...Richard Platt
In my attempt to show which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage, here is another presentation in this series, this one is is a presentation from the Japan TRIZ Community, presented by Mr. Shoji Yoshida of the Mitsubishi Hitachi Power Systems (a joint venture between Mitsubishi and Hitachi), they are a subdivision within Mitsubishi Heavy Industries Group. They build Turbines, big ones, and this presentation is from their Global Turbine Manufacturing facility and group. Mr Yoshida discusses their proliferation of a new framework for new product development using TRIZ, that is also a faster, more efficient approach, that I had not seen done before in other firms, but I can definitely recognize when I see it, despite that some of the presentation is in Japanese kanji, and this is despite my Japanese isn't good enough to translate it. Nonetheless, it is illustrative of this additional framework that this company uses in deploying TRIZ and be able to effectively execute delivering the product and it's the value proposition to the marketplace, something that I don't see other companies doing with near the same efficiency or effectiveness.
Part 4 of 5 of the Semiconductor Strategic Inflection Point - Rise of the As...Richard Platt
This is part 4 of a 5 part series of presentations on the Strategic Inflection Point of 2017 in the Semiconductor, High Tech and Electronics industries, when Samsung took the top spot in the Semiconductor domain from Intel, it was a surprise to all, even though the indicators started to show in late 2016 that Samsung might take the top slot. It is also an illustrative example of what a Minimum Winning Game is. There are 2 geographical located super user groups that use and apply TRIZ/Systematic Innovation methods, in the industrial, corporate domain, they are located in South Korea and Japan. Case study examples of those applications are illustrated here. I close the presentation with the description of what a Black Swan is and that these two groups, do strongly follow the rules of what it means to be a Black Swan, an Outlier, and will have a significant effect upon those and other industries as a result. This is a rough draft of that chapter, the final version going into the published work will of course be more published, please consider this if providing any constructive feedback.
TRIZ Promotion activity in Sony Semiconductor Group (2016)Richard Platt
Here is another presentation in the series of presentations showing which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage. This presentation is from the Sony Semiconductor Group they started their deployment in 2004, and this presentation goes over a specific part of the company, the Sony Semiconductor Manufacturing Group and deployment of training into the Fabs themselves, with numerous internal Sony awards given for projects undertaken and the results achieved.
Denso Corporation Japan How to Lead Practitioners into the practical applic...Richard Platt
DENSO is a leading supplier of advanced automotive technology, systems and components for all the world's major automakers. Mr. Shigeru Hisanaga and Mr. Hiroshi Takenaka of the Research and Development Planning Section of the DENSO Corporation, present to the Japan TRIZ Society their practical application of developing their own internal deployment of TRIZ for the company as a whole, there are two parts to this, as the follow on presentation illustrates how the lessons they learned in the process of deployment, all did not go as well, for them in the 2nd presentation, but they prevailed... A worthwhile read.
Panasonic Corporation's Training of TRIZ for Managers Using a Scientific Richard Platt
Another presentation in my series of showing which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage, here is another from the Panasonic Corporation. This one is is a presentation from the 7th Japan TRIZ Community Conference of 2010, presented by Mr. Kazuya Yamaguchi who had recently retired from Panasonic as the Deputy General Manager of the Corporate Management Quality Promotion Division inside of the Panasonic Corporation. This presentation walks through the process that he and others trained managers inside of Panasonic on applying TRIZ at the managerial level, as a scientific method in discovering new lines of business and continuous improvement of operations, and in support of their TRIZ trained engineers. An interesting insight into how this company has applied TRIZ inside of a Corporate organization
Olympus corporation's promotion of TRIZ internally R&D and New Prod Developme...Richard Platt
This is a presentation from the Japan TRIZ Community, presented by Olympus Corporation, by Mr. Takashi Ogata and Mr. Kazuhiro Fujikawa, illustrating what and how they proliferated and have so far deployed TRIZ within the company
Agile Hardware Product Development (NextGen NPD plus - MRO shop example) inc...Richard Platt
This is the Master draft of a presentation that I gave to the Project Management Institute (pmi.org), on Next Generation New Product Development with an MRO Shop performance increase as a result of applying this methodology to shop operations, However the methodology in and of itself was intended for New Product Development teams, but the methodology was equally relevant and applicable for Mfg and Process operations, particularly when you are dealing with heterogeneous flows within the process itself, which current methods of NPD, are not able to address, and thus why in many cases they are not as effective an approach to getting the said process to move even faster, more efficiently and effectively. Have a look for yourself, try it out, let me know what you think.
Richard Platt
Denso Corporation - How they Select TRIZ concepts at the firm (2017)Richard Platt
Denso Corporation's path forward using TRIZ has been interesting to watch as they have continued to make strides integrating this systematic innovation methodology into their Engineering and Manufacturing of their products. This presentation from the Japan TRIZ Society is excellent example of how they select down from different concepts into what they will implement in their process and product domains. A good read.
This is an extended and longitudinal analysis of Samsung and Intel that began in 2003 to 2018. Since I began writing this analysis in November 2013, it didn't seem as though there would be an interest in it, until Samsung overtook Intel as the #1 electronics / semiconductor in revenues. It will remain to be seen whether you too can take learning's from Samsung's rise and how it toppled an Industry giant.
NASA 's use of TRIZ (systematic innovation methodology)Richard Platt
This is the public presentation from NASA where they used a systematic innovation methodology known as TRIZ on "Improving Innovation Through TRIZ for the Microgravity Project Managers Working Group" for the NASA Glenn Research Center - Engineering Development Center at Lewis Field (2004). This is a companion presentation that was conducted by GE to NASA on TRIZ's use and application at their company. (See link here: https://www.slideshare.net/rplatt/general-electric-overview-presentation-of-triz-deployment-presented-to-nasatrizoverviewtonasa)
A User's Perspective: Innovating Smarter with Invention Machine GoldfireIHS Goldfire
Customer Co-Host: Mr. William (Bill) Hessler; Mechanical Engineer Leader, Seasoned Innovator & Patent Holder; CSC in Aberdeen Proving Ground, MD
Description: Learn how to take the "hit or miss" out of your product innovation processes from a seasoned innovator and patent holder, Mr. William (Bill) Hessler. Hear first-hand what Bill has learned through more than 14 years of designing next-generation technologies, solving root causes, mining patents and improving existing products at Fortune 1000 and mid-sized industrial and medical manufacturing companies, by applying Goldfire and basic TRIZ principles to his research.
During this informative webinar, you will learn:
* Best practices Bill uses to boost his daily innovation productivity, more rapidly solve problems, and generate breakthrough solutions
* Real world applications of Goldfire
* When to apply the software, the types of problems it helps solve, and the successes achieved as a result
* ...and much more!
The presentation is about Technology Strategy - Pattern of Innovation in Chapter-3, schilling (text Book). Was done by my group mates and reflects some topics with examples.
Business modelling in the fuzzy front end of innovation camera ready 29june11Sander Limonard
How to inform technological decision making in long term, networked innovation? This presentation proposes a methodology that enables decision makers in networked R&D projects to select, align and enrich strategy formation, business model identification and technology design.
Development of a Model of Product Innovativeness for Large Packaged Software:...Steve Remington
This project uses a design science research (DSR) approach to develop a model of product innovativeness for large packaged (i.e. enterprise systems) software. The project was motivated by the lack of a suitable model to assess the level of innovativeness of business intelligence (BI) software products. The design of the model was informed by a literature-based innovation output indicator (LBIOI) content analysis of 17 years of press releases and publicly available financial records to understand the sources, categories and rate of innovation of typical large BI platform vendor, and a concept-centric literature review of academic research on product and customer innovativeness. The model of product innovativeness for large packaged software (LPS) consists of seven constructs and six associations grouped into an industry perspective and a customer perspective. The industry perspective of the model can be used as stand-alone model to determine the inherent level of innovativeness of a new version of LPS, while the customer perspective can be used in conjunction with the industry perspective to assess the level of innovativeness of a new version of LPS relative to the specific circumstances of the customer. The primary contribution made by this research is the detailed definition of a draft model of product innovativeness for LPS that will be useful for academic researchers and practitioners alike, and the extension of the concept of product innovativeness into IS research. The secondary contribution made by this research is a demonstration that the LBIOI method can be used to describe and understand the nature of innovation for a single software company over an extended period.
Introduction
The industrial policy means the procedures, principles, policies rules and regulations which control the industrial undertaking of the country and pattern of industrialization. It explains the approach of Government in context to the development of industrial sector. In India the key objective of the economic policy is to achieve self-reliance in all sectors of the economy and to develop socialistic pattern of society. The industrial policy in the pre-reform period i.e. before1991 put greater emphasis on the state intervention in the field of industrial development. These policies no doubt have resulted into the creation of diversified industrial structure but caused a number of inefficiencies, distortions and rigidities in the system. Thus during late 70’s and 80’s, Government initiated liberalization measures in the industrial policy framework. The drastic liberalization measures were however, carried out in 1991.
Industrial Policies Prior to 1991
Industrial Policy Resolution, 1948
The first important industrial policy statement was made in the Industrial policy Resolution (IPR), 1948. The main thrust of IPR, 1948 was to lay down the foundation of mixed economy whereby the private and public sector was accepted as important components in the development of industrial economy of India. The policy divided the industries into four broad categories:
(i) Industries with Exclusive State Monopoly: It included industries engaged in the activity of atomic energy, railways and arms and ammunition.
(ii) Industries with Government Control: It included the industries of national importance and so needs to be registered. 18 such industries were put under this category eg. fertilizers, heavy chemical, heavy machinery etc.
(iii) Industries in the Mixed Sector: It included the industries where private and public sector were allowed to operate. Government was allowed to review the situation to acquire any existing private undertaking.
(iv)Industries under Private Sector: Industries not covered by above categories fell in this category.
IPR, 1948 gave public sector vast area to operate. Government took the role of catalytic agent of industrial development. The resolution assigned complementary role to small-scale and cottage industries. The foreign capital which was seen with suspect in the pre-independent era was recognized as an important tool to speedup up industrial development
Agile Hardware Product Development (NextGen NPD plus - MRO shop example) inc...Richard Platt
This is the Master draft of a presentation that I gave to the Project Management Institute (pmi.org), on Next Generation New Product Development with an MRO Shop performance increase as a result of applying this methodology to shop operations, However the methodology in and of itself was intended for New Product Development teams, but the methodology was equally relevant and applicable for Mfg and Process operations, particularly when you are dealing with heterogeneous flows within the process itself, which current methods of NPD, are not able to address, and thus why in many cases they are not as effective an approach to getting the said process to move even faster, more efficiently and effectively. Have a look for yourself, try it out, let me know what you think.
Richard Platt
Denso Corporation - How they Select TRIZ concepts at the firm (2017)Richard Platt
Denso Corporation's path forward using TRIZ has been interesting to watch as they have continued to make strides integrating this systematic innovation methodology into their Engineering and Manufacturing of their products. This presentation from the Japan TRIZ Society is excellent example of how they select down from different concepts into what they will implement in their process and product domains. A good read.
This is an extended and longitudinal analysis of Samsung and Intel that began in 2003 to 2018. Since I began writing this analysis in November 2013, it didn't seem as though there would be an interest in it, until Samsung overtook Intel as the #1 electronics / semiconductor in revenues. It will remain to be seen whether you too can take learning's from Samsung's rise and how it toppled an Industry giant.
NASA 's use of TRIZ (systematic innovation methodology)Richard Platt
This is the public presentation from NASA where they used a systematic innovation methodology known as TRIZ on "Improving Innovation Through TRIZ for the Microgravity Project Managers Working Group" for the NASA Glenn Research Center - Engineering Development Center at Lewis Field (2004). This is a companion presentation that was conducted by GE to NASA on TRIZ's use and application at their company. (See link here: https://www.slideshare.net/rplatt/general-electric-overview-presentation-of-triz-deployment-presented-to-nasatrizoverviewtonasa)
A User's Perspective: Innovating Smarter with Invention Machine GoldfireIHS Goldfire
Customer Co-Host: Mr. William (Bill) Hessler; Mechanical Engineer Leader, Seasoned Innovator & Patent Holder; CSC in Aberdeen Proving Ground, MD
Description: Learn how to take the "hit or miss" out of your product innovation processes from a seasoned innovator and patent holder, Mr. William (Bill) Hessler. Hear first-hand what Bill has learned through more than 14 years of designing next-generation technologies, solving root causes, mining patents and improving existing products at Fortune 1000 and mid-sized industrial and medical manufacturing companies, by applying Goldfire and basic TRIZ principles to his research.
During this informative webinar, you will learn:
* Best practices Bill uses to boost his daily innovation productivity, more rapidly solve problems, and generate breakthrough solutions
* Real world applications of Goldfire
* When to apply the software, the types of problems it helps solve, and the successes achieved as a result
* ...and much more!
The presentation is about Technology Strategy - Pattern of Innovation in Chapter-3, schilling (text Book). Was done by my group mates and reflects some topics with examples.
Business modelling in the fuzzy front end of innovation camera ready 29june11Sander Limonard
How to inform technological decision making in long term, networked innovation? This presentation proposes a methodology that enables decision makers in networked R&D projects to select, align and enrich strategy formation, business model identification and technology design.
Development of a Model of Product Innovativeness for Large Packaged Software:...Steve Remington
This project uses a design science research (DSR) approach to develop a model of product innovativeness for large packaged (i.e. enterprise systems) software. The project was motivated by the lack of a suitable model to assess the level of innovativeness of business intelligence (BI) software products. The design of the model was informed by a literature-based innovation output indicator (LBIOI) content analysis of 17 years of press releases and publicly available financial records to understand the sources, categories and rate of innovation of typical large BI platform vendor, and a concept-centric literature review of academic research on product and customer innovativeness. The model of product innovativeness for large packaged software (LPS) consists of seven constructs and six associations grouped into an industry perspective and a customer perspective. The industry perspective of the model can be used as stand-alone model to determine the inherent level of innovativeness of a new version of LPS, while the customer perspective can be used in conjunction with the industry perspective to assess the level of innovativeness of a new version of LPS relative to the specific circumstances of the customer. The primary contribution made by this research is the detailed definition of a draft model of product innovativeness for LPS that will be useful for academic researchers and practitioners alike, and the extension of the concept of product innovativeness into IS research. The secondary contribution made by this research is a demonstration that the LBIOI method can be used to describe and understand the nature of innovation for a single software company over an extended period.
Introduction
The industrial policy means the procedures, principles, policies rules and regulations which control the industrial undertaking of the country and pattern of industrialization. It explains the approach of Government in context to the development of industrial sector. In India the key objective of the economic policy is to achieve self-reliance in all sectors of the economy and to develop socialistic pattern of society. The industrial policy in the pre-reform period i.e. before1991 put greater emphasis on the state intervention in the field of industrial development. These policies no doubt have resulted into the creation of diversified industrial structure but caused a number of inefficiencies, distortions and rigidities in the system. Thus during late 70’s and 80’s, Government initiated liberalization measures in the industrial policy framework. The drastic liberalization measures were however, carried out in 1991.
Industrial Policies Prior to 1991
Industrial Policy Resolution, 1948
The first important industrial policy statement was made in the Industrial policy Resolution (IPR), 1948. The main thrust of IPR, 1948 was to lay down the foundation of mixed economy whereby the private and public sector was accepted as important components in the development of industrial economy of India. The policy divided the industries into four broad categories:
(i) Industries with Exclusive State Monopoly: It included industries engaged in the activity of atomic energy, railways and arms and ammunition.
(ii) Industries with Government Control: It included the industries of national importance and so needs to be registered. 18 such industries were put under this category eg. fertilizers, heavy chemical, heavy machinery etc.
(iii) Industries in the Mixed Sector: It included the industries where private and public sector were allowed to operate. Government was allowed to review the situation to acquire any existing private undertaking.
(iv)Industries under Private Sector: Industries not covered by above categories fell in this category.
IPR, 1948 gave public sector vast area to operate. Government took the role of catalytic agent of industrial development. The resolution assigned complementary role to small-scale and cottage industries. The foreign capital which was seen with suspect in the pre-independent era was recognized as an important tool to speedup up industrial development
AI and Machine Learning Demystified by Carol Smith at Midwest UX 2017Carol Smith
What is machine learning? Is UX relevant in the age of artificial intelligence (AI)? How can I take advantage of cognitive computing? Get answers to these questions and learn about the implications for your work in this session. Carol will help you understand at a basic level how these systems are built and what is required to get insights from them. Carol will present examples of how machine learning is already being used and explore the ethical challenges inherent in creating AI. You will walk away with an awareness of the weaknesses of AI and the knowledge of how these systems work.
Social Media 2.5 Conference | Research & Development: Innovationsnetzwerke al...Social Media Schweiz
Die Social Media 2.5 Conference fand am 23. Mai 2012 im Technopark in Zürich statt. Die Präsentationen der einzelnen Referate sind auf Slideshare aufgeschalten. Sämtliche Referate sind als Videocast unter www.socialmediaschweiz.ch/html/sm25.html kostenlos verfügbar.
IBM Smarter Business 2012 - Innovation på IBMIBM Sverige
Med 5800 godkända US patent förra året passerad inte bara IBM 5000 vallen utan befäste också positionen som världens mest innovativa företag för 18 :e året i rad. Mikael Haglund som tilldagligdags är Chief Technologist och evangelist inom Innovation på IBM i Norden, förklarar vad Innovation är och vad som krävs för att man skall bli framgånsgrik inom Innovation. Ta med dig en del vår erfarenhet och vad som krävs för att lyckas inom Innovation.
Talare: Andreas Lundgren, Corporate Citizenship & Corporate Affairs Manager, IBM
Besök http://smarterbusiness.se för mer information.
Increasingly, companies succeed or fail not on superior technology but on superior user experience design. This talk looks at the ROI of UX design with three examples of startups that leveraged design to disrupt their fields and beat the competition.
Entrepreneurship 2: Executive Summary & Business PlanBernard Leong
Lecture 2 focus on the executive summary and business plan, providing some basic outline to how one can construct the elements of the business plan: introduction, technology/product/service, team, marketing, business strategy, operations, financials & exit strategy. This is a series based on a course "MPS 812: Entrepreneurship" I have been teaching in School of Physical & Mathematical Sciences, Nanyang Technological University.
AppSphere 15 - Shining a Light on Shadow IT: A New Way of Working for "Busine...AppDynamics
Brandon Bichler, a Partner at London-based consulting firm Elixirr, will walk through what this new operating model looks like and provide some real examples of where it has been implemented and is working. Furthermore, he will outline what you can do to:
- Sense check how healthy your company is in terms of the relationship between business and IT
- Start to build out the components of this new operating model, factoring in the culture and organisational nuances of your company
- Engage key stakeholders on this topic and secure their support for change
This deck was originally presented at AppSphere 2015.
Similar to Systematic Corporate Innovation Methods Overview (20)
Kia Hyundai - Concept Development of Variable Compression Engine-hw lee(korea...Richard Platt
This is the public presentation from Kia Hyundai using systematic innovation methodology TRIZ on a Variable Compression Engine, it is the companion presentation on the other paper that we posted here - https://www.slideshare.net/rplatt/patent-strategies-using-triz-at-kia-hyundai-within-a-dfss-framework
The related paper to this presentation illustrates using Patent strategies called the "trimming strategy", the "antidote strategy", and the "picket-fence strategy" for patenting.
Patent Strategies using TRIZ at Kia Hyundai within a DFSS framework Richard Platt
Kia Hyundai has long been known as a company that uses TRIZ in its product development activity. This paper illustrates the Design For Six Sigma (DFSS) process using the TRIZ (Russian acronym for Theory of Inventive Problem Solving) methodology for creating new ideas from the current engineering systems, using Patent strategies called the "trimming strategy", the "antidote strategy", and the "picket-fence strategy". In this paper as an example uses the Variable Compression Ratio (VCR) engine, windshield wiper blade, and
Continuously Variable Valve Actuation (CVVA) of the car engine, and selected new concepts for each system that were created by applying the previously mentioned three strategies.
Responding to the Impact of #Covid19 Pandemic & Economic Crisis and Beyond - ...Richard Platt
So this Economic Crisis caused by the #Covid19 pandemic has hit us all pretty hard, so I thought you might want to get a leg up and over this whole thing and leverage your own and your organization's talents and abilities to make that Innovation Pivot, that everyone is going to need to do, and done quickly, otherwise it's not good for you and your company. This #Covid19 has been a big reset, but more than that, it's a #StrategicInflectionPoint, which basically means that everyone's profitability and competitive advantage got smashed, and you all are going to have to do something about that...and the one way we know, that will work, is to #innovate your way out of this economic downturn, because at the end of the day, no company or individual is going to survive this impact without Innovating their way out of the situation. So we suggest you have a read and let us know what you think, and if you need help let us know, we do know how to deal with this, learn how to #systematically innovate and get you going once again and back to being profitable and competitive individuals and firms.
Michelin Using TRIZ in the Product Development of Tweel Richard Platt
This is a presentation on How Michelin Tires used TRIZ to develop their Tweel design that has been making its way into the commercial market for its application on multiple automotive and wheeled vehicle applications
Aviation Aerospace & Defense industry TRIZ Case Studies - An Overview Richard Platt
As a part of my series on different companies and industries using TRIZ (a systematic innovation methodology), here is a compilation of case studies from across the globe, applying the methodology...Enjoy
Panasonic - The Practical Use of Scientific Innovation Techniques for Teleco...Richard Platt
Here is another presentation in my series of showing which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage, this is another from the Panasonic Corporation. This one is is a presentation was given to the Japanese TRIZ Community Conference of 2010, presented by Mr. Takahiro Shoji of the Panasonic Communications division, specifically the Telecommunications device design group. This presentation walks through the scientific process that he and other TRIZ trained engineers inside of Panasonic apply TRIZ, as a scientific method in discovering new solutions and continuous improvement of designs. This is the 2nd presentation that Panasonic has emphasized the "scientific approach", and it is the same that we at the S+IG, use towards problem-solving, strategy and innovation, and of note it is the same approach that we see Samsung also using. It is an interesting insight into how this company has applied TRIZ inside of their Corporate organization and to give them the edge they seek competitively against
Panasonic Corporation Use and Application of TRIZ Methodology (2007 3rd Japan...Richard Platt
Another presentation in my series of showing which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage, here is another in this series. This one is is a presentation from the 3rd Japan TRIZ Community Conference of 2007, presented by Mr. Yosuke Koga of the Corporate Management Quality Promotion Division at the Panasonic Corporation. This is a case study application of using TRIZ to eliminate defects in a printer assembly process.
Motorola Corporation - How they Integrated Six Sigma and TRIZRichard Platt
In my attempt to show which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage, here is another presentation in this series, this one is from Motorola Corporation's Mr. Jeff Summers (Director of Motorola University) and Ms. Maria Thompson (Director, Intellectual Asset Management Process and Tools). This presentation covers how Motorola integrated Design for SIx Sigma with TRIZ inside of their corporate processes for capturing the IP (Intellectual Property), as well how they use the tools in combination.
Toyo Tire and Rubber - Applying QFD and TRIZ (2017)Richard Platt
Another presentation from Mr. Naoto Kashihara and Mr. Kazuhiro Sakakibura of Leading Tire Technology Development department of TOYO TIRES, applying TRIZ in combination with QFD from the Six Sigma House of Quality. This is a follow on presentation from the 2016 presentation. Presentation was originally presented at the Japan TRIZ Society conference in 2017.
A presentation from Mr. Naoto Kashihara of Leading Tire Technology Development department of TOYO TIRES, applying TRIZ on "surprise" tire product development activity, to illustrate technical development capacity using the methodology.
Fujitsu Advanced Technologies - Apply TRIZ for a Green Solution to eWasteRichard Platt
An Engineer from Fujitsu Advanced Technology Assembly Engineering Division deploys and uses TRIZ to solve the problem of eWaste contributed to landfills, by printed circuit boards, increasing reuse and recycling, with a $22.4M USD savings in one year (2.4B Yen)
Hitachi Group Use and Deployment of TRIZ Richard Platt
This is a presentation from the Japan TRIZ Community, presented by Hitachi Research Laboratory, Mr. Setsuo Arita of Hitachi Ltd. He discusses their proliferation at Hitachi as whole and their progress to date.
Shinwa Controls Use and Application in New Product DevelopmentRichard Platt
This is a presentation from the Japan TRIZ Community, presented by Shinwa Controls, Mr. Yamamoto Where the designed and redesigned a Compact air controller for Semiconductor clean rools using and combining TRIZ and QFD methods
General Electric Overview Presentation of TRIZ Deployment presented to NASA-t...Richard Platt
This is a presentation by Oliver Mayer from General Electric, made back in October 2014 to NASA on their deployment of TRIZ as a part of the Innovation capabilities they had developed and deployed internally.
2nd Generation Six Sigma the Breakdown (at Samsung)Richard Platt
This breakdown of the different methods used by Samsung in the development of their 2nd generation Six Sigma program are compelling. I've already published widely on the benefits Samsung has derived from using TRIZ (theory of inventive problem solving), in it s product and process development domains. What I thought might add some additional clarity and understanding for readers would be other aspects to their 2nd generation six sigma program that has gained them significant value - they do of course drive a value driven strategy.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
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Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
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1. "In my view, the word innovation has become
overused, clichéd, and meaningless.
I detest the mechanism that spits [such
fads] up because they are so much easier to
talk about than to do."
-- Andy Grove (Former Intel CEO)
Businessweek May 8, 2007
1
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2. Analysis of a
Corporate Innovation
Strategy:
Samsung
Researcher / Investigator / Author: Richard Platt
Former Intel Corporate Innovation Program Manager
2
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3. Metrics: Patents Issued and Applications
Samsung Electronics Co Ltd Patents Issued & Applied For
Patent Metrics:
Submissions are
3000
a leading ~2X Jump in
indicator of
innovativeness. 2500
2 years
Patents are a
lagging indicator
2000 ~2x jump
# of Patents 1500
1000
500
~600% Jump in 6 years
Patent Applications 0
1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
Patents Issued
Year
3
Key Question: What did Samsung do in ‘97 and ‘01 to increase patent
submissions? All Rights Reserved | The Strategy + Innovation Group LLC
4. Brand Value Increase and Design Awards
Samsung Brand Strength
Brand Value 16.16
18 14.95
- Now considered a Premium Brand 16
12.55
14
(source: Businessweek / Interbrand) 12
10
8
6
4
2
0
2004 2005 2006
Year
6 new Design Centers London, Los Angeles, San Francisco, Shanghai, Tokyo and
Milan.
Won 80 Industrial Design awards in 2006 alone
Industrial Designers Society of America honored 3 products with its Industrial Design
Excellence Award (IDEA), making Samsung the most frequent IDEA winner during the past five
years.
Won 24 iF Product Design Awards from International Forum Design Hanover during ’06, and 7
iF Communication Design Awards for software.
Received 24 prizes at Japan’s Good Design Awards, including the 1st Gold Prize for a Korean
company as well as a Special Prize of the Chairman of the Jury.
Also won the Design for Asia Grand Prize, in recognition for outstanding contributions to 4
lifestyle improvement in the region.
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5. What Samsung says about its Innovation Strategy:
Samsung Display Division (SDI)
Samsung 6 Sigma Samsung SDI is the LCD display division
Strategy is also
implemented across SEC
and is tied directly to
Innovation.
− Taught by Global Training
Center (Samsung Advanced
Institute of Technology)
Benefits of Strategy in
SDI resulted in…
>US$300M for 2002
Source: Samsung Sustainability Report for 2003 5
Key Question: What is Samsung’s 6 Sigma Strategy and How is it used?
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7. Key Message: TRIZ is
also known as Systematic
Innovation
7
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8. What Else was found….
The Samsung process closes on Strategy, Concept Engineering and
Technology Development using Samsung Standard Design For Six
Sigma (SS DFSS)
Samsung Six Sigma
Method Drives Innovation
leading with TRIZ and
other tools
Key Message:
Samsung increased
speed of product
development.
e. g. Cell phone product
development went from 16 to
5 months
8
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Source: www.osaka-gu.ac.jp/php/nakagawa/TRIZ/eTRIZ/elinksref/eNews2003/eJapanIM-UGM031209.html
9. What is TRIZ?
* TRIZ is the Russian acronym for the Theory of Inventive Problem Solving, pronounced as trees
A Systematic Innovation methodology, a tool set, a knowledge base,
and a model-based approach for generating innovative ideas and
solutions for problem solving.
TRIZ expands approaches developed in systems engineering and
provides tools and systemic methods for use in:
Problem formulation
System analysis
Failure analysis
Patterns of system evolution (both 'as-is' and 'could be').
TRIZ, in contrast to techniques such as brainstorming (which is based
on random idea generation), is an algorithmic approach to the
invention of new systems, and the refinement of old systems, with the
goal of creating additional value. 9
Source: http://www.wikipedia.org/
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10. TRIZ - Background
Genrich Altshuller
Key Discoveries
Are Mined
1. Common Solution patterns repeat on
for… Problems across industries &
200,0 sciences 40 Inventive Principles
00 * for solving Problems
2. Technical evolution follows
predictable trend (it obeys “laws”)
Global Technology Trends: laws to evolve
Patents a technical system to the next gen.
40,00
0 3. Scientific effects jumped from one
field to others Scientific Effects
used in one field can solve problems
in others
Are Analyzed
for Innovation TRIZ is a family of tools providing potential
solution paths to technical problems.
Key Message: There is a world of technological solutions, invented in other industries,
waiting to be applied to technical challenges 10
* Almost 3,000,000 patents have been investigated making the
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TRIZ methodology statistically significant.
11. All brands, logos and trademarks remain the sole property of their respective owners
Motivation to Use TRIZ
TRIZ improves an engineer’s ability to get to the
fundamental root cause of problems along with suggesting
potential innovative solutions.
More motivating to engineers than fire fighting
Compelling evidence that TRIZ has been used to help solve
technical problems and enhance the innovativeness of world class
companies
Companies using TRIZ or its variations:
11
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12. Other Corporate TRIZ / Systematic Innovation Users
All brands, logos and trademarks remain the sole property of their respective owners
Automotive Medical Technology
Aerospace Petroleum
Consumer Goods Optics/Electronics
Microelectronics Chemical
12
13. How TRIZ Basically Works
Solutions suggested on how
TRIZ General similar problems resolved in
TRIZ General
problem other industries, sciences solutions
& technologies
“Focusing the
Creativity” down
known solution
paths
Problem
Statement Generates
Raised to multiple solution
General Flow of
higher level paths
how TRIZ helps
of abstraction
to resolve problems
and focus
The specific engineers thinking Specific solutions
problem for current problem
TRIZ Software platforms don’t do the thinking, it only automates the process,
providing a portal to the methods and tools and document solution paths.
Decision making about what works/doesn’t work is still the responsibility of 13
the problem solver. All Rights Reserved | The Strategy + Innovation Group LLC
14. Contradictions
• Contradictions are the trade-offs present in all engineering
systems.
− For example, we want cars that get good gas mileage but have high
horsepower. However, to get more of one, you necessarily get less of
the other.
• Types of Contradictions:
− Administrative: high level contradictions, can always be broken down
into technical or physical contradictions
• Example: Minimize cost while maximizing productivity (need to find out what
parameters are controlling cost and productivity to change this into a more
meaningful contradiction).
− Technical: An improvement in one characteristic of the system that
results in a degradation of another characteristic
• Characteristics of systems are broken down into 39 generic parameters
• Example: Minimizing weight degrades strength
− Physical: Conflicting values of one parameter required
• Example: We want transistor gate lengths to be both long (for high yield) and short
(for speed). 14
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15. Technical Contradictions and The
Contradiction Matrix
• Problem is restated as a
contradiction of generalized Generalized
parameters. parameters
• Statistical Analysis of
patent databases shows
that there are often a subset
of the inventive principles
used to solve this type of
contradiction. The
contradiction matrix is the
result of this analysis
Inventive
Principles that
• Problems can often be are most
represented as multiple likely to solve
technical contradictions. a strength vs.
weight
contradiction
• Solutions can come from a
single inventive principle, or “Ashtuller’s Contradiction Matrix”
from combinations of 15
principles.
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16. Technical Contradiction Example: Airbag
Inflation
• Problem Description (Contradiction):
− As inflation speed of an airbag is decreased,
injury rates to small occupants decrease, but
overall injury rates in high speed accidents
increase.
• Technical Contradiction:
− Duration of Action of a Moving Object (air bag
inflation time) vs. Object Generated Harmful
Factors (injuries)
− Contradiction Matrix suggests looking at the
following Inventive Principles (just a few
examples):
• Skipping (Conduct a process , or certain stages (e.g.
destructible, harmful or hazardous operations) at high
speed).
• We could inflate the bag so fast that it is fully inflated before
a small occupants comes in contact with it.
• Inert Atmosphere (Add neutral parts, or inert additives
to an object. Replace an active environment with inert
ones)
• The harmful / active environment here is the expanding
airbag – could it be replaced with a collapsing outer layer? A
softer outer layer? 16
• And so on…
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17. Samsung TRIZ Results: 8mm Camcorder
Benefits and Savings:
Annual Cost Savings: $200K USD
3 Patents
Decreased TPT by 50% (50 sec TPT 25 sec TPT)
Resolved design defect from 15% yield hit 5%
Reduced Material costs of $150K
• Redesign from 8 parts to 4
• 38% material cost reduction from $0.32 to $0.20
17
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Source: TRIZ Journal. www.triz-journal.com/archives/2004/06/02.pdf
18. Samsung TRIZ Results: DVD Player
This project resulted in ~$100M USD in cost reductions
– 9 patents
– Reduction in components from 8 to 5
– Increased reliability
8 5
18
Source: 4th Japanese IMC User’s Conference. HeldThe Strategy +2003.
All Rights Reserved | Sept 10th Innovation Group LLC
www.osaka-gu.ac.jp/php/nakagawa/TRIZ/eTRIZ/epapers/e2004Papers/eHJKim0406/DVDPickup040609.pdf
19. Samsung TRIZ Results:
Laser Diode for Next Gen DVD
Problem: Aspect ratio window cannot support Problem
Too Deep
both electrical and optical performance
needs in GaN laser diode.
Solution: “Ridge corner shape” - New design
extended metal on p-type electrode.
Too Shallow
Result:
• 4,166% improvement in life expectancy
− 60 2500 hours (world’s 3rd best).
− Lower / more uniform current demand
− Improved optical properties due to better heat
removal
Solution
19
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Source: http://dm.nikkeibp.co.jp/free/nmc/kiji/triz/kiji/kiji1.html
20. Samsung’s Strategy for Disruptive
Technology uses TRIZ
Early Warning Technique: “TRIZ has an important role in the organization
and management of SAIT’s R&D.”… “SAIT uses it (TRIZ) to keep track
of areas in which patent portfolios are building up.”
“If we focus on sustainable technologies alone our company may fail “
It is SAIT’s job to identify and explore the potentially disruptive
technologies – “biotechnology and nanotechnology are strong
candidates.”
− Dr. Rim Kwan. (former) President of Samsung Advanced Institute of
Technology
Key Takeaway: Focusing on Disruptive technology is a part of the innovation
strategy and using TRIZ methods / tools to help develop those technologies to be
competitive.
20
Source: Interview with the President of SAIT, Dr. Rim, Kwan. Oct 2001
All Rights Reserved | The Strategy + Innovation Group LLC
www.iee.org/OnComms/sector/management/PN_Article.cfm?objectID=71C08614-5EA0-4A92-8646785621F535C9&method=download
21. Samsung’s Resources Deployed
Samsung Advanced Institute of Technology (SAIT)
50 Full-Time TRIZ experts (Russian & Korean)
− 6 full-time Russian TRIZ experts
− est. 6-8 Korean TRIZ instructors tutored by the
Russians in SAIT
− Unknown # of support personnel
Group of TRIZ specialists of Samsung and CEO of SAIT
Mr. Wook Sun
Source: http://shpackovsky.narod.ru/consulting_en.html
Key Messages:
TRIZ* Brought in Russian TRIZ
(Starting experts to build expertise,
in 2000) training & infrastructure to
deploy TRIZ
TRIZ now part of "Basic
Technology training“ -- 21
considered essential engineering
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skill
22. Samsung Implementing TRIZ Training
Samsung realized that software
training, lectures and seminars were not
enough to realize results
– Reason given why they developed on-line TRIZ
course to complement instructor led training
TRIZ is a 2 ½ year Master’s course of study in
France and Russia
8 different TRIZ classes, expertise grows with
each additional class, 116 hours total
Available to all employees
Required for core technical employees and
selected engineers.
Note: External facing Web Based Training site was taken down 3 years providing training:
> 1000 engineers / researchers trained
> 55 Innovation Masters
Key Messages: Samsung is considered “Best-in-Class” in corporate TRIZ. No other
company is known to have established a TRIZ training or support organization on par
with Samsung 22
Sources:
All Rights Reserved | The Strategy + Innovation Group LLC
www.osaka-gu.ac.jp/php/nakagawa/TRIZ/ eTRIZ/epapers/e2004Papers/eHJKim0406/eHJKimCase040609.html
23. Key Questions Answered
Samsung Electronics Co Ltd Patents Issued & Applied For ~2X Jump in
2 years
3000 Innovation
Tools Intro
2500
~2x jump
2000 6-Sigma Intro
# of Patents 1500
1000
500
Patent Applications 0
1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
Patents Issued
Year
Key Question Answers: 23
In 1997 Samsung introduced Six Sigma
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In 2001 introduced and began integrating the TRIZ program
24. A Legend Returns…2002
After 18 year hiatus…
Now Kicking everyone’s Butt
Ferrari – Blows the
competition away… 2x lead
in Points
Dream Race – A “One / Two” finish
Ferrari Rubens Barrichello and Michael Schumacher took
a one-two finish to wrap up the Constructors' FIA
Formula One World Championship™ for the team.
Ferrari won four consecutive constructors' races
Won 85% of last 13 Races!
Eleven wins, including five one-two finishes, out of
thirteen races contested is a record for Ferrari.
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25. Ferrari – What they say….
“The chassis-engine-tire package was dominant
from start to finish…stable mechanical
domination”
The Real Reason for Ferrari Winning Ramp..
They solved engineering contradictions with a revolutionary
problem solving Methodology and tools .. TRIZ! **
1. Improve Car Speed Gearbox + Transmission + Clutch Clutch is
problem causing lost time “Ideal Final Result” = No Clutch!
2. Improve Car Speed Pneumatic Valves allowing 18,000 RPM,
3. Improve Car Speed Braking system Innovation
4. Improve Car Speed Airflow Optimizations in straightaway
**not published – obtained from interview of factory design engineers, 2002
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26. FERRARI Brakes (Contradictions solved )
The car has just been wheeled off the track and a
Technical talk at the beginning of
the season focused closely on the mechanic is just about to cover the wheel hub with a
new front braking system that had cloth or towel to hide it. There is a very small brake
been developed by Ferrari. From duct, and close inspection of the wheel hub itself
Malaysia onwards, Ferrari seemed reveals that it is much bulkier than the previous
very keen to cover their wheel version, and has a metal fairing just behind the brake
uprights from prying eyes in the pit disc. It was first suggested that there may be an
lane once the wheels had been impeller (i.e. a rotating fan) that draws air into the
removed. Close inspection of the wheel hub to cool the brake discs during the race, but
Ferrari (see picture (1) below, this looks not to be the case. The new wheel hub is
compared to 2001 McLaren) shows a designed to fill the whole space inside the wheel rim,
very small brake duct compared to and the rotation of the wheel rim at speed is said to
the larger one found on the McLaren. produce the suction effect that draws air towards the
The brakes take a huge amount of brake discs and pads. Ferrari also use slightly
punishment during the race different brake materials to many teams, and these may
especially, and without major require less cooling than the conventional materials.
cooling provisions the brakes would The Ferrari team also uses slightly different brake
overheat and explode (like discs to other teams, using oval shaped cooling holes
Frentzen's Williams in Australia, around the outside of the disc compared to circular
1997), so how are Ferrari cooling ones used previously. The new system seems to draw
the brakes? Take a look at picture brake dust out of the hub and deposits it down the
(2) below. The picture on the left side pod during the race, the pattern of the flow
shows the conventional brake set-up clearly visible by the finish of the race in
as seen in practice in Australia Australia.
this year. You can see the wheel hub
(with the wheel speed sensor
electronics for the pit speed
limiter also visible) and a large
carbon-fibre brake duct towards the
right hand side of the photo.
26
Compare this with the right hand
photo, taken at Sepang.
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27. The advantages of the Ferrari system
is that the…
brake ducts are very aerodynamically inefficient and can interfere with the airflow
entering the side pods. Removing these or making them as small as possible makes the car
more aerodynamically efficient, critical at high speeds. The relationship between the
brake duct and the airflow coming off the front wing is also critical, so the smaller
ducts that Ferrari use may slightly increase the down force produced from the front wing.
The drawing below what the brakes look like head-on, and the small brake duct can be seen
just protruding from the wheel hub on the left hand side:
The Ferrari system has been copied since, with Arrows, Jordan and Sauber all introducing a
similar system in Canada. Jordan still used large brake ducts with their system whereas 27
Sauber managed to run with very aerodynamically efficient ducts much like Ferrari's.
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28. Quick Exercise w/ Answers
Problem Statement: Design an
automobile tire that cannot go flat.
1. What is the ideal final result?
2. What is preventing you from
achieving the ideal final result?
3. Can you state what is preventing
you from achieving the ideal final
result as a technical
contradiction?
4. What solutions does the
contradiction matrix suggest?
28
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29. Formulate the Problem Statement /
Contradictions
What is the ideal final result?
− A tire that insulates the vehicle from bumps, but does not go
flat
What is the difference (or the gap) between current
systems and the ideal final result?
− Solid rubber tires cannot go flat, but transmit bumps to the
vehicle
− Inflated tires insulate bumps, but can go flat
− Tires lose air over time or can be punctured and lose air
Possible contradictions:
− As we improve resistance to flats (stability of an object’s
composition), the transmission of bumps (a measure of
“strength”, or the ability of the object to change in resistance
to force) gets worse 29
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30. Likely Inventive Principles / Solutions
Ideal Solution:
− Design a “dynamic tire” that absorbs bumps by
interactions of multiple parts of the tire
(dynamics), but wont go flat.
Stability of an object’s composition vs. strength,
Contradiction Matrix suggests using:
− 9. Preliminary Anti-Action
− 15. Dynamics
− 17. Another Dimension
• #15 Dynamics Principle:
A. Allow (or design) the characteristics of an object,
external environment, or process to change to be
optimal or to find an optimal operating condition.
• Adjustable steering wheel (or seat, or back support, or
mirror position...)
B. Divide an object into parts capable of movement
relative to each other.
• The "butterfly" computer keyboard, (also
demonstrates Principle 7, "Nested doll".)
C. If an object (or process) is rigid or inflexible, make it
movable or adaptive.
• The flexible boroscope for examining engines New Michelin TWEEL 30
• The flexible sigmoidoscope, for medical examination
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31. Same Tire Using Other Principles
1. Segmentation
A. Divide a system into separate parts or
sections
7. Nested Doll
A. Put one object or system inside of
another
B. Put several objects or systems inside
another
28. Mechanical Substitution
C. Change from static to movable, fixed to
variable &/or unstructured to structured
30 Flexible Shells and Thin Films
B. Isolate an object or system from
potentially harmful environment using
flexible shells and thin films
40. Composite Materials
A. Change from uniform to composite
(multiple) materials, where each material
is optimized to a specific functional
requirement
31
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32. TRIZ Use at Michelin Tires (USA)
• As reported by one Michelin team leader... “Partly as a
result of TRIZ training, my team produced greater than
30% of all the invention records submitted by our
research site over the course of 2003, whereas we only
represent 7% of the population that usually submit such
records”
Key Messages:
TRIZ does not replace human creativity. TRIZ restructures the
thinking process of a designer and provides rapid access to new
knowledge, it does not solve problems independently of the
designer.
TRIZ provides systematic access to the previous experience of
multiple generations of inventors. This experience is generalized and
presented in a form of inventive design rules and guidelines.
32
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33. Case Studies of Other
Companies Using TRIZ
Daimler-Chrysler uses TRIZ
preparing their Technology
portfolio as a part of the IP
management and overall
technology development process
TRIZ Makes Its Mark Source: June 2003 issue of Business 2.0
Companies that have successfully put the matrix to work.
COMPANY: Ford Motor
PROBLEM: When airbags were first installed in the mid-1990s, the Escort's steering wheel shook excessively
during engine idle.
TRIZ PRINCIPLE: Make one component perform multiple functions.
SOLUTION: Engineers used the airbag itself to dampen vibrations.
COMPANY: Hewlett-Packard
PROBLEM: With limited testing time, engineers needed to predict how the DeskJet 990C's output mechanism
would fail.
TRIZ PRINCIPLE: Replace rigid constructions with flexible membranes.
SOLUTION: HP adjusted the algorithm that governs the pushing mechanism to better handle flimsy paper.
COMPANY: Dow Chemical
33
PROBLEM: Delays in converting factories for new production.
TRIZ PRINCIPLE: Perform changes to an object in advance.
3
SOLUTION: Dow worked to get early regulatory approvals+that allowed LLC
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several phases to proceed in parallel,
helping to reduce conversion time by 35 percent.
34. Benefits of Using TRIZ / Systematic Innovation
Methods
Enhances existing problem solving capabilities
− Compliments existing methods
− Helps generate innovative ideas: potential inventions as outcome of
training
− Applicable to real problems: several $M realized
− Demonstrated ability to reduce Time-to-Solution: several instances of
months to weeks, Viable solutions to long standing problems
Dramatically increases engineer's knowledge, creativity, and
problem solving skills
Revolutionizes the way difficult problems are approached that
require breakthrough thinking
− Shortening the time to solution
− Reducing R&D time and cost
− Decreasing product development time-to-market
− Achieving technological leadership
− Increasing the value of an intellectual property portfolio
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TRIZ is a “power” tool adding to an engineer’s toolbox
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35. Other Advantages of Using TRIZ /
Systematic Innovation Methods
Inventive design is a knowledge-intensive process, success of
inventive design depends on how fast the needed knowledge can
be found
TRIZ has the following advantages over traditional innovation
methods:
Scientifically based approach to forecasting the evolution of
technological systems, products and processes.
Marked increase in creative productivity of users, and to accelerate
new product development processes by quickly generating new
solution concepts
Rapid and organized acceleration search for inventive and innovative
solutions and knowledge
Builds upon and enhances inherent (already available) knowledge of
problem solver
No previous inventor's skills are needed to effectively solve new
inventive problems, experience and background in the field of
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endeavor is necessary
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36. Disadvantages of Using TRIZ /
Systematic Innovation Methods
TRIZ does not provide exact recommendations on how to
formulate contradictions with respect to a particular problem
To identify an inventive principle, which has to be used for
solving a problem represented as a specific conflict, the conflict
has to be reformulated in terms of generalized engineering
parameters.
Inventive principles, inventive standards and trends do not
propose a solution to a given problem. They only refer to a
direction, which was used to solve a similar problem before
TRIZ operates with vast knowledge domains, to lower the
learning curve it is recommended use software programs to
support the learning process
36
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37. Final Comments on Samsung
Samsung is getting breakthroughs in manufacturing,
R&D and product development… this is way more
than incremental improvement
Other companies use TRIZ and Systematic Innovation
Methods however they DO NOT have the same level
of INTEGRATION nor get these type of results
CONCLUSION:
Not all corporate innovation programs and training
are equivalent, nor get the same results
Just because your company uses TRIZ doesn’t mean
that the company is now on a competitive footing….
KEY TAKEAWAY’s:
Integration of Systematic Innovation Methods is the KEY into the company’s operations,
finance, R&D, Executive level decision making, Quality standards, etc….Can’t get
repeatable, reliable innovation results and achieve Sustainable Competitive Advantage 37
(SCA) without it
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Competency in Systematic Innovation Methods is the Core Competency for Innovation
38. Final Thoughts on Results
Can you or your competitors afford to NOT
invest in learning and deploying a systematic
innovation methodology?
Your company’s future and your employees
livelihoods hang in the balance
Choices are the Hinges of Destiny
Ignorance and Fear Close Doors
For further information / discussion please contact
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Richard Platt Email: rplatt_inov8@yahoo.com
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39. Some Assumptions about
Innovation
“The Process for Innovation is chaotic, too
expensive and doesn’t get consistent results”
Are there Best Known Methods for managing the process of
Innovation?
− YES – there are many company’s that use similar methods
Are there less expensive & less riskier approaches for
innovation?
− YES – Many companies who use Systematic Innovation methods
also use these approaches
Is there an actual process for getting consistent results from
our Innovation program?
− YES – the method is known as Systematic Innovation 39
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