Proceedings of the

ETRIA TRIZ Future Conference 2006

Creativity, quality and efficiency building an
innovation culture

Volume 2
Practitioners Contributions
ETRIA

Proceedings of the ETRIA TRIZ Future Conference 2006

Creativity, quality and efficiency building an innovation cultur e

Held in Kortrijk, Belgium

October 9th - 11th, 2006

Editors
Simon Dewulf
Nele Dekeyser
Copyright © 2006.
Organising committee of the TRIZ Future Conference 2006, October 9th - 11th,
2006, represented by Simon Dewulf, CREAX, Maarschalk Plumerlaan 113,
B-8900 Ieper, Belgium.

All rights reserved. No part of the contents of this book may be reproduced or
transmitted in any form or by any means without the written permission of the
publisher.

The articles, diagrams, captions and photographs in this publication have been
supplied by the contributors or delegates of the conference. While every effort has
been made to ensure accuracy, the editors, the organising committee, and CREAX
do not under any circumstances accept responsibility for errors, omissions or
infringements.

The editing and reviewing procedure of these scientific contributions of the TFC
2006 proceedings has been organised and coordinated by CREAX under
responsibility of Simon Dewulf and Nele Dekeyser.

Printed in Belgium
ISBN 90-77071-05-9 by Dejonghe
 ETRIA TRIZ FUTURE CONFERENCE 2006

International Scientific Committee

Dmitry Kucharavy, INSA Strasbourg, France
Sébastien Dubois, INSA Strasbourg, France
Thomas Eltzer, INSA Strasbourg, France
Ellen Domb, PQR group, USA
Jack Hipple, Innovation-TRIZ, USA
Alan van Pelt, Berkeley University, USA
Jonathan Hey, Berkeley University , USA
Jürgen Jantschgi, University of Leoben, Austria
Davide Russo, University of Firenze, Italy
Daniele Regazzoni, University of Bergamo, Italy
Filippo Silipigni, Politecnico Innovazione Milano, Italy
Marco Ugolotti, Politecnico di Milano, Italy
Nele Dekeyser, CREAX, Ieper, Belgium

Organising Committee
CREAX Simon Dewulf
Nele Dekeyser
K.U.Leuven Prof. Joost Duflou
Ir. Joris D'hondt
Ing. Tom Devoldere
ETRIA Prof. Denis Cavallucci
Prof. Gaetano Cascini
HOWEST PIH Ir. Lode De Geyter
Dr. Ir. Frederik D’hulster
Ing. Cies Vanneste
Hilde Van Maele
VCK Annette Geirnaert
Marjolijn De Geest
Martine Vanremoortele
Stad Kortrijk Jean de Bethune
Heleen Allegaert

-I-
PREFACE: PRACTITIONERS’ STRENGHTS

Dear TFC2006 Participant,

One of the strengths of the ETRIA TFConferences

over the past years has clearly been its strong
attendance by practitioners, bringing valuable field
experience to the ETRIA community. For this year’s
issue it was not only an objective to reinforce the
TFConference as a forum for scientific work
dedicated to TRIZ related research, but as well to
preserve the strong practitioners involvement.
This dual goal is reflected in the two volumes of the proceedings, one part being
dedicated to more theoretic research contributions and a second volume being
reserved for relevant practitioners experience.
There was a growing concern that the subject matter represented in ETRIA papers
was tending to become too narrow, and divorced from the mainstream of TRIZ
practitioners community. This year, this will certainly not happen. Excellent
practitioners papers were submitted in a rich variety of subject areas. The diversity
was so great that one of the challenges was to group sets of papers into sessions
that made sense.
Creativity, efficiency and building an innovation culture are topics which are
significantly gaining impact worldwide, not only on the TRIZ society, but on the world
of quality management as well. That's why the Flemish Quality Management Center
chose to bundle their strenghts with ETRIA TFConference. This underlines that
there is a continuous interest from newcomers to be part of this multicultural society
of TRIZ practitioners We’d like to wish them a warm welcome in our multicultural
community. From our point of view:The synergy from the cross-fertilization of TRIZ
and quality methods looks very promising.

Credit for the quality of the Conference Proceedings goes first and foremost to all
authors. They contributed a great deal of effort and creativity to produce this work,
and I am very thankful that they chose ETRIA TFConference as the place to present
it. sincere thanks goes to the editors for making these proceedings print ready.
Credit also goes to the Organising Committee members, who donated enormous
blocks of time from busy schedules to carefully prepare this conference.

Wishing you a creative and enjoyable conference.

Simon Dewulf Nele Dekeyser

TFC2006 Industrial Host TFC2006 Organisations

- II -
PREFACE: ETRIA’S NEXT « S » CURVE

After six years of existence, ETRIA has

taken a curve these last months in applying
an evident rule: evolution through better
harmonization with its super system. While
TRIZ is sought to be an unavoidable
ingredient of organization’s strategies when
facing the difficulties of Innovation’s era, we
can observe paradoxically a stronger reject
from formal authorities like political systems,
scientific communities and management
voices of authority. To remain clear, popularity of TRIZ grows as much as
unpopularity. Which role does ETRIA need to play in this conflicting and unpleasant
situation? Since our aim and common interest resides in a better harmony with the
world, let’s understand which reproaches are made to TRIZ and react.
1. Lack of clearly expressed theoretical foundations, avoiding a scientifical
acceptance in existing communities;
2. Lack of clearly defined and worldwide recognized body of knowledge
that leads to fuzziness, misinterpretations and consequent reduced
usability.
This image fortunately not shared by everyone, impacts significantly on
management’s decisions regarding investment in relation with TRIZ and in certain
countries is slowing down the process of TRIZ dissemination and evolution. To face
this situation and evolve, ETRIA has decided to move in two parallel directions. The
first one is a more scientifically grounded evaluation of its contribution to the world;
the second is to participate to the definition of TRIZ’s body of knowledge together
with two other major worldwide associations.
To achieve the first objective, worldwide reference researchers in scientifically
established communities of Engineering Design have been contacted and invited to
join and constitute TFC2006 scientific committee. As a result, a significant reviewing
has been made throughout contributions and led to the constitution of two parallel
sessions in the coming conference (Professional experience and scientifically
aimed).
To play an important role in the second, a working group has been constituted and
will interact with these other worldwide entities for a wider recognition of TRIZ’s body
of knowledge.
In order to provoke the possibility for the main actors of the TRIZ community to
cooperate and evolve in their mutual understanding, hopefully resulting in an
interesting paradigm shift for everyone, ETRIA’s contributors have shown this year
their openness to be evaluated by their peers, their openness to criticism and their
capacity to learn from others; those who are building the world’s most significant

- III -
advances in engineering design and industrial organizations from all over the world
having significant successes in TRIZ implementation.
We are confident that improving quality and validity of the work presented at
ETRIA’s conference is an important step towards a more general acknowledgement
of TRIZ both in the scientific and in the industrial world. Eventually this will positively
impact TRIZ effectiveness and usability.
Indeed, we hope that this step will result in more open doors for being integrated
with others, debating and contributing, using TRIZ, to the evolution of our capacity to
apprehend Innovation era’s difficulties.

Denis Cavallucci Gaetano Cascini

ETRIA board ETRIA board

- IV -
PARTNERS

ETRIA

CREAX
Belgium

KULeuven
Belgium

HOWEST PIH
Belgium

VCK
Belgium

Ondernemerscentrum
Stad Kortrijk
Belgium

‘ESF: de Europese bijdrage tot de

ontwikkeling van de werkgelegenheid,
ESF door inzetbaarheid, ondernemerschap,
aanpasbaarheid en gelijke kansen te
bevorderen, en door te investeren in
menselijke hulpbronnen’

-V-
TABLEOF CONTENTS

Committees I
Preface tl
Acknowledgement
Table of contents vtl

Kevrores

. The scientific roles of TRIZ in innovative engineering design 51

StephenLu
. Quality: The integration of innovation and quality technology 219
Larry Smith
! High speed Trains 137
Geert Tanghe, Yves Carton
. Quality: Transformation of an organisation, the power of the metaphor 261
Jos Borremans

52 TRIZ & METHODoLoGY

r TRIZ in business: application of RCA+ to identify and solve conflicts

related to business problems 1
Valeri Souchkov, Rudy Hoeboer, Mathijs Van Zutphen
r On the potentiality of TRIZ in MOT (ManagementOf Technology) Field 9
Sawaguchi Manabu
r PRIZM:TRIZ and transformation 19
Anja-Karina Pahl

34 T R I Z& M e r xo o o l o cY

. Applying the law of the completeness of a technological system to

formulate a problem 29
Ellen Domb, Joe Miller
I Reinventing TRIZ thinking tools: substance- field analysis 35
louri Belski

-vil-
r Three Set Method as the modificationof ARIZ ...............41
Anna Boratynska
. A new paradigmfor creativeproblem solving: Six-Box Scheme in US|T...............45
Toru Nakagawa

SGTRIZ& Eoucrrron

r Gan you count on TRIZ?A critical review from a practicalpoint of view ..............53
Markus Wellensiek, Cristophe Haag
r Effectiveness of symbiotic systems thinking and TRIZ on how-to-creatively-
i n v e n te d u c a t i o n ......................59
Mitsuo Morihisa, Kawakami Hiroshi.Katai Osamu
' TRIZ as an instrumentfor developingstudent'creativethinking .......65
Nikolay Sluchaninov, AleckseyEvstigneev

SB TRIZGrses & ReselRcx

I Led-professional.coma new portal using TRIZ knowledge... .............71

Siegfried Luger, Arno Grabher-Meyer, Jasmine Leger
r M o d e f i n gf o r s o l v i n g p h y s i c a lc o n t r a d i c t i o n s . . . . . . . . . . . . . . . . . .....................77
Valeri Kraev, Richard Langevin

S9 TRIZ & FuruRePREDIcTIoNS

r Scenariosof future home living with evolutionaryprinciplesfrom TR12...............91

Yung-chinHsiao, Lin Ying-Tzu
r TRIZ predicts major shift in InformationTechnology .................. .......99
Filip Verhaeghe

-vilt-
S 1 1T R I ZR e s e rn cn

. Triz to improve material efficiency and energy efficiency of industrial

production processes... .........105
Jtirgen Jantschgi, Johannes Fresner
. Function Synthesis:New MethodologicalTool and Case Studies........................111
Naum Feygenson

512 T R I Z& Q u n l rrv

. TRIZ and six sigma applied in the pharmaceuticalindustry....... ......119

Edgardo Cordova Lopez, Maria Guadalupe P6rez Leija, lrma Estrada Patino
. The pro-active use of TRIZ in consumer product design and market
research .............129
Jack Hipple

S15 TRIZ& AurouITED SYSTEMS

r Patent practices of adressing doctrine of equivalents and its substitutes

with G3:|D/TR12.............. ........143
Sergel lkovenko, Sam Kogan
! Computer-assisted problem analysis via semantically extracted experience .....149
lan Mitchell, RebeccaHenry, StephenBrown
. Directed evolution as the main instrument of innovation for the information
ERA............. .......159
Ala Zusman, Boris Zlotin

S17 T R I ZC a s e s

. Using TRIZ to develop new corrosion protection concepts in shipbuilding -

a c a s es t u d y . . . . . . . . . . . .................167
Jan Waitzenbock, Stefan Marion
r Pastetype adhesiveprinting process improvementin lscable.. ......175
Joon-Mo Seo, Goo-Yun Chung, Jae-Hoon Kim, Young-Yu Kang
. N e w m o t o r a n d T R I Ze v a | u a t i o n . . . . . . . . . . . . . . . ......................183
Busov Bohuslav, VratislavPerna, Pavel Jirman
-tx-
S19T R I ZR e s ea n cn

I Express Analysis of systems and new systems synthesis: based on

interactions
c a u s a f i t ys c h e m e ...................1g1
Bois Axelrod
r F u n c t i o n aC
l lues....... .............20g
Aleksey Pinyayev

Exrna

I Case study of innovativeproject of shoe drying acceleration .........211

Valery Pavlov

-x-
Q UAL I T YC O N F E R E N C1E0 .10 .0 6

Pnerlce
217
r The collaboration of Quality and TRIZ
Annefte Geirnaeft

KEYNOTES

r of innovationand qualitytechnology -..."""""""""219

Theintegration
LarrySmith
r Transformation the powerof the metaphor'..-........"'
of an organisation, """"""'26',1
Jos Borremans

S7 TRIZ& QuaurY

.......""""""""'225
. The developmentof a creative climate in organisations............--
Marcus Geers
' Creatingflow with 55 & TRIZ"" """"""""'227
lves De Saeger

S10 TRIZ& Qururv

. Six Sigma and TRIZ,to mix or to separale""""""""' """"""""""""239

Johan Batsleer
' Our iourney in innovation..""""" """""""243
Ben Barb6

513 T R I Z& Q url trv

247
r fdeas,Creativityand Web 2-0-..""""""
Marc Heleven
Program
r From desktop to the boardroom, tactics to achieve Innovation
249
M a n a g e m e n t. . . . . . . . . . . . ' . ' . . . . . ' . . .
SergeLapointe

- xl-
 TRIZ IN BUSINESS: APPLICATION OF RCA+ TO IDENTIFY AND
SOLVE CONFLICTS RELATED TO BUSINESS PROBLEMS

Valeri Souchkov
ICG Training & Consulting, Enschede, The Netherlands
valeri@xtriz.com

Rudy Hoeboer
Crossing Signals, Amstelveen, The Netherlands
rudy@xignals.com

Mathijs van Zutphen

Crossing Signals, Amsterdam, The Netherlands
mathijs@xignals.com

Abstract
This paper presents a basic process for solving business and management problems using
a combination of classical TRIZ and additional techniques to organize a systematic
approach to all phases of the problem solving process: from problem documentation to
idea evaluation and assessment. We specifically focus on extending TRIZ with Root
Conflict Analysis, which allows us to extract and map the contradictions arising in
business systems and their environment that are the root cause of certain problems. To
illustrate the successful application of TRIZ for Business a case study is included.
Keywords: TRIZ, Contradiction, Business and Management Problem Solving, Root
Conflict Analysis, Business Innovation.

1. Introduction
In recent years, a number of TRIZ researchers and practitioners have been experimenting
with extending TRIZ to a range of non-technical areas, including business and management
systems [4,5,7,8]. The basic premise behind such experiments is that the TRIZ methodology
for solving complex and difficult problems - which demand “out-of-the-box” thinking - is
independent from the area of application and can address all kinds of problems arising in
artificial systems, e.g. technological, social, business, cultural, artistic, and so forth. We
intend to show that this is in fact the case; TRIZ is evolving into a general methodology that
can be effectively applied to many domains of problem solving. One of the authors of this
paper initiated this work in 1998 [9] and acquired extensive experience using TRIZ to help
resolve business and management conflicts. During the last six years, a number of successful
projects helped develop a process-based method titled “xTRIZ” (where ‘x” stands for
eXtended TRIZ) which helps to analyze business and management problems, to identify root
conflicts and causes, to select the problems to solve, to generate new ideas and solution
strategies, and evaluate the final results. The approach organizes the use of both basic and
advanced TRIZ tools and can be applied to both technological and business systems. In
addition to standard TRIZ tools, the process includes additional techniques to enhance the
problem solving and decision making process, such as; Root Conflict Analysis, a
Comparative Ranking Scorecard and Multi-Criteria Decision Matrix. In this paper, we limit
ourselves to presenting the general principles of the xTRIZ process and illustrate its
application in a specific case.
 The basics of the xTRIZ for Business process are shown in Fig. 1. Each step of the
process is supported with techniques intended to systematically process input information
from the previous process step and provide output for the next step. This is an iterative
process where wrong assumptions or decisions made in earlier stages can be corrected by
creating a feedback loop back to the step where the assumption or decision was initially
made.
1
Problem identification and documentation;
establishing targets, constraints and limitations

2
Situation analysis and causal decomposition
with RCA+

3
Contradiction analysis and selection by using
comparative ranking scorecards

4
Resource Analysis

5
Using conflict separation principles to generate new
ideas and solution strategies

6
Idea Evaluation and Assessment with
Multi-Criteria Decision Matrix

Figure 1. Six-step Basic xTRIZ Process

2. Process Overview and Case Study

Throughout the rest of the paper we will demonstrate how the xTRIZ process works by
elaborating on the steps shown above and illustrate them in a case study. We selected the
following case:
A company with a core competence in developing and manufacturing electronic devices
for field hardware testing invested a considerable effort in creating sophisticated
software, which was embedded in the device to collect and analyze data to produce
actual reports and forecasts. The company was unable to convince most of its customers
to pay a higher price for devices equipped with this software. Thus, the actual sales
volume was much lower than expected..
The xTRIZ process was used to identify core problems and explore what could be done to
solve these problems. The entire process was performed by a TRIZ expert together with the
company’s project team including managers and professionals familiar with different aspects
of the problem.
2.1 Problem Analysis
At this stage, the problem is documented and major targets, constraints, and limitations,
are identified which are used as criteria for evaluating and assessing new ideas generated in
step 5 of the xTRIZ process.
2.2. Applying RCA+ to reveal and map contradictions
To understand and diagnose the problem, we performed a Root Conflict Analysis (RCA+)
of the situation given. RCA+ is a technique for analyzing inventive problems and situations
based on combining methods for causal problem decomposition such as Root Cause Analysis
[3], Theory of Constraints [2,6], and TRIZ philosophy of problem definition [1,12]. The
difference with traditional approaches is that RCA+ is targeted at extracting and presenting
all contradictions that compose a general problem in a structured tree-like way rather than
explore negative causes in a random manner. The main advantage is that one can stop at the
level were a cause is found which significantly contributes to the problem at hand, without
having to explore every possible cause. RCA+ is presented in detail in [10].

Sales volume is low

Customers are not willing to pay

much for the software
Higher
revenues

4.1
Customer Inadequate reaction to High price of the
satisfaction high price package

1.1
Customers used to free Customers do not Extended
match value and Easy to functionality
software supplied with
price use
products

Business value for the 3.1 4.1.1 4.2.1

customer is not Interface is Size of the Software is
explained well too simple market segment complex
Technology is
is small
explained well

4.1.2 4.2.2
Lack of business Understanding of Too narrow Considerable
competence by sales force customer’s value application area effort to create
chain is poor software
2.1
Sales focus on technical
aspects only
2.2 4.2.3
Sales people are Cooperation with Understanding was Complex Software modules
engineers customer is insufficient not included to specifications for reuse are not
organization’s strategy available

Technical 2.3
excellence Director’s focus on
technical and not
business issues

Figure 2. Resulting Root Conflict Analysis diagram

The starting point for composing the RCA+ diagram was the main negative effect “Sales
volume is low”. Our goal was to explore all factors that contribute to this main negative
effect by revealing and presenting all interrelated contradictions. An RCA+ diagram is built
in a top-down manner by presenting a cause and asking a series of control questions to
understand whether the presented cause is a contradiction or not, whether it needs other
conditions or not, and what the underlying causes leading towards this specific cause are.
The resulting diagram (shown in a simplified form for optimal clarity) is presented in Fig. 2.
All negative causes are tagged with a minus (-) sign, all positive effects with a plus (+)
sign. Causes with both positive and negative effects are identified as contradictions. A
contradiction is tagged with a combined plusminus (+-) sign.
In this case, the overall complexity of the problem is caused by a number of contradictions
all in some way contributing to the general negative effect. Contradictions that are closer to
the top-level problem contribute more strongly to that problem. For this reason focusing on
the top-level contradictions would eliminate the main negative effect with more limited
scope. The bottom-level contradictions (root contradictions) usually express problems
solutions to which have a broader range of consequences for the entire system. Our
experience has shown that solving bottom-level contradictions leads to long-term solutions
with potential side benefits and solving top-level contradictions helps to obtain faster but
short-term solutions. The danger of causing unwanted effects in related systems by solving
bottom level contradictions is eliminated by using a holistic approach to the whole system
and by iteration of solutions that do not survive evaluation.
The diagram involves two types of relationships between causes: “OR” when a certain
effect is caused by two or more independently acting causes (shown as several arrow-head
lines from two or more different causes towards the same effect at the diagram), and “AND”
relationship, when both causes act together to provide a negative effect (shown as a circle at
the diagram). For instance:
1. The effect “Customers are not willing to pay much for the software” is caused by
both “High price of the software” and “Inadequate reaction to high price”. A high
price alone does not cause an inadequate reaction; this happens only in our particular
case, where customers are not willing to pay a higher price. If we remove any one of
these two causes, no matter which one, the negative effect will cease to exist.
2. “Inadequate reaction to high price” is caused by two causes acting independently: i)
“Customers used to free software supplied with the device”, and ii) Customers do
not match value of software and its price”. Even if we remove one of the causes, the
effect will still be present.
An important observation is that once we identify a contradiction and study its roots, it is
very probable that other causes contributing to this particular contradiction will be
contradictions as well because there is an inheritance effect.
These contradictions might be coupled with other negative effects via OR/AND
relationships or caused by non-changeable conditions that lead to the creation of conflicts,
such as local and international policies, legal obligations and so forth.
2.3. Contradiction Analysis
The next step is to select the contradiction to analyze and solve which will have the
greatest impact on the main negative effect.
In “AND” relationships, where two different causes are linked, it is enough to solve any
one of the contributing contradictions and the general effect will disappear. In “OR”
relationships the whole chain of causes that contribute to a negative effect should be
eliminated. It is not always the case that solving a single contradiction eliminates the
negative effect, because several independent contradictions may be creating the negative
effect from different parts of the system. Although in certain situations a solution to one
contradiction can resolve another contradiction as well. The best scenario is to search for a
single solution to eliminate all alternative causes simultaneously. The best way to do this we
have found is by combining several potential solution directions – by applying inventive
principles from one or more contradictions simultaneously - into one and translating that
direction to a solution that fits in the overall context of the system. Suffice it to say that just
as in the technology context of TRIZ—though highly desirable—, this is not always possible.
In our case , the main negative effect is caused by two contradiction chains linked by the
relationship “OR”, which means that selecting either the cause “High price of the software”
or the cause “Inadequate reaction to high price” will solve the problem.
Depending on the problem solving goals, i.e. the effects and scope of the solution, there
are three strategies to selecting the contradiction(s) to solve,:
1. The first strategy is to select the highest contradiction(s) in a chain which
contributes to the main negative effect. Usually solving such a contradiction
results in solutions that solve a very specific problem.
2. To obtain a strategic solution within a broader scope, another strategy is to select
a root contradiction.
3. The third strategy is to combine both approaches, and perform comparative
ranking of all contradictions along the entire selected chain of contradictions to
select the most “promising” contradiction.
In the case under consideration, the combined strategy was used. We have two sub-trees
of contradictions which contribute to the same cause “Customers are not willing to pay much
for the software”: the first sub-tree is comprised by contradictions from 1.1. to 3.1, and the
second sub-tree is comprised by contradictions from 4.1 to 4.2.3. In this paper we limit
ourselves to the first sub-tree.
Note that contradictions 1.1, 2.1 (including the contradictions causing them), and 3.1 are
linked by the “AND” relationship which means that they independently contribute to the
negative effect. To reduce the complexity of solving each problem independently, all three
chains of contradictions are included in the comparative ranking.
As a definition of the negative effect in the table of contradictions below, we take the
closest negative effect to the contradiction. The same contradiction can contribute to several
positive and negative effects; therefore we select those effects that are closest to the context
of the problem (Table 1).

Cause Positive effect Negative effect

1.1 Customers used to free Customer satisfaction Inadequate reaction to
software supplied with high price
products
2.1 Sales focus on technical Technology is explained Lack of business
aspects only well competence by sales force
2.2 Sales people are Technology is Lack of business
engineers explained well competence by sales force
2.3 Director’s focus on Technology is explained Understanding of customer’s
technical and not business well value chain was not included
issues to organization’s strategy
3.1 Interface is too simple Easy to use Customers do not match
value and price

Table 1. Contradictions within a sub-tree

 Once a combined strategy was selected, the project team ranked the contradictions
according to criteria previously agreed upon and presented the results as a scorecard (Table
2).

Cause 1.1 2.1 2.2 2.3 3.1 Score

1.1 Customers used to free software 1 1 -1 1 2
2.1 Sales focus on technical aspects only -1 0 -1 1 -1
2.2 Sales people are engineers -1 0 -1 1 -1
2.3 Director’s focus on technical issues only 1 1 1 1 4
3.1 Interface is too simple -1 -1 -1 -1 -4

Table 2. Comparative Ranking Scorecard

As a result, two contradictions were selected to investigate, i.e. 1.1 and 2.3.. In the
following we will focus on how contradiction 1.1. was solved (Fig. 3).
Positive Effect Negative Effect

Customer Inadequate reaction to

satisfaction high price

1.1
Customers used to
free software supplied
with products

Figure 3. Selected contradiction

2.4. Resource Analysis
After selecting the contradiction to solve, we need to make an inventory of the available
resources within the systemic context of the contradiction, which is done in accordance with
classical TRIZ procedures:

RESOURCE DESCRIPTION
1 TIME Time before sales; time during sales.
2 SPACE Customer space, company space, external possibilities
Company people, sales people, engineers, analysts,
software developers, IT infrastructure of the company,
Product, domain expertise, Business expertise,
3 SYSTEM Communication capabilities inside company
Customers, product environment, suppliers, investors,
independent analysts, internet, independent experts,
retailers, research and academic facilities;
communication capabilities between customers,
4 SUPERSYSTEM: ENVIRONMENT suppliers, experts, analysts
SUPERSYSTEM: Companies that produce similar combinations of device-
5 SIMILAR/IDENTICAL/INVERSE software
Information about existing customers, competitors,
suppliers, information about domain, information about
6 INFORMATION short- and long-term benefits
2.5. Solution Strategy Generation
To resolve the contradiction “Customer satisfaction” versus “Inadequate reaction to high
price”, we can use several methods. The standard method would be to apply the
contradiction matrix for business and management described in [4,5]. By identifying a
contradiction as a predefined parameter “Demand” (positive effect) versus another
predefined parameter “Amount of Information” (negative effect), we obtain references to
several inventive principles: 2, 29, 3, 35. For instance, the use of principle 2 “Taking Away”
led to the following ideas:

# PROBLEM SOLVING STRATEGIES BASED ON THE PRINCIPLE “TAKING AWAY”

Transfer software to an independent company that will sell software
1 independently.
Remove the analytical part of the software from the device and relocate it on
2 a server for paid access.
Link embedded software with server software to get customized reports,
3 charge for server service.
Do not charge for the software, charge for the consulting service provided as
4 additional service to get most results from the analytical part of the software.
5 Place analytical part on a server that can be downloaded after payment.
Offer two versions of the package: one expensive with installed complex
software and one with locked complex part that can be unlocked after extra
5 payment.
6 Introduce smaller monthly payments instead of one large one-time fee

2.6. Ideas Evaluation and Assessment

The same process was repeated for other contradictions, and the resulting list of ideas and
solution strategies was compiled and ranked according to a set of criteria established at the
phase of Problem Documentation with the use of a Multi-Criteria Decision Matrix [11] (a
limited selection of concepts is shown):

# PROBLEM SOLVING STRATEGY SCORE

11 Transfer partly software to a server for analysis as a paid service 28
12 Introduce monthly payment system instead of large one-time fee 28
15 Introduce two different (“light” and “pro”) versions of the package 24
8 Establish consulting unit by hiring engineers from sales as consultants 21
5 Hire external marketing expertise 19
2 License software to a new independent company 17
13 Launch interactive customer feedback service 14
9 Charge not for software but for consulting service 13
10 Link embedded software with server software to get customized reports 11
1 Replace Managing Director 11
3 Enrich sales team with business people 10
6 Study customer’s value chain and adjust sales strategy 10
14 Launch free explanatory workshops for customers 9
7 Launch website with self-explanatory simulations 4
4 Enrich software interface with “power” functionality -4
3. Summary and Conclusions
As is clear from the illustrated case study, the process for solving technological problems
can be used with little or no adaptation within the context of business and management
problems, and leads to a thorough understanding of the complexity of a problem in addition
to clearly generated effective solutions. The range of ideas and solution strategies generated
might not necessarily be regarded as “inventive” in the way this term is understood within a
technological context, nevertheless these solutions can be innovative with respect to a given
business system, company, organization or market segment.
In summary, xTRIZ for business:
1. Provides a systematic, reproducible and context independent approach to solving
business and management problems.
2. Provides a common platform for teams to:
a. perform consistently;
b. be able to backtrack without having to start all over;
c. iteratively improve, and,
d. communicate results transparently throughout the entire process.
3. Provides supporting techniques to each step of the problem solving process; for
mapping problems, selecting the most promising sub-problem(s) to solve, and
evaluating the results.
4. Drastically accelerates the process of searching for new ideas and solutions.
5. Relaxes thinking constraints by providing a framework to think laterally (“out of
the box”) and parallel (“in multiple boxes at the same time”).
6. Provides a systematic approach to creating consensus within teams through a
common agreement on how to model the problem, selecting the most promising
problem to solve, and evaluating the ideas generated..

4. References
1. Altshuller G., Creativity as an Exact Science, Gordon & Breach, 1988.
2. Goldratt E.M., Theory of Constraints, North River Press, 1999.
3. Ishikawa K., Guide to Quality Control, Asian Productivity Organisation, Tokyo, 1991.
4. Mann D. & Domb E., “40 Inventive (Management) Principles With Examples”, The TRIZ
Journal, September, 1999, http://www.triz-journal.com/archives/1999/09/a/index.htm
5. Mann D., Hands-on Systematic Innovation for Business and Management, Lazarus Press,
2004.
6. Moura, E. C., “TOC Trees Help TRIZ”, The TRIZ Journal, September 1999.
http://www.triz-journal.com/archives/1999/09/e/index.htm
7. Ruchti B. & Livotov P., “TRIZ-based Innovation Principles and a Process for Problem
Solving in Business and Management”, The TRIZ Journal, December 2001,
http://www.triz-journal.com/archives/2001/12/c/index.htm
8. Smith H., “P-TRIZ Formulation”, #2 in a series, BPTrends.com, March 2006.
9. Souchkov V., “M-TRIZ: Application of TRIZ to Solve Business Problem”, white paper,
Insytec, 1999.
10. Souchkov V., “Root Conflict Analysis (RCA+): Structuring and Visualization of
Contradictions”, in Proc. ETRIA TRIZ Future 2005 Conference, Graz, November 16-18,
2005, Leykam Buchverlag, 2005.
11. Tague N. R., The Quality Toolbox, Second Edition, ASQ Quality Press, 2004.
12. Zlotin B. & Zussman A., Directed Evolution: Philosophy, Theory and Practice, Ideation
International Inc, 2001.
 ON THE POTENTIALITY OF TRIZ IN MOT (MANAGEMENT OF
TECHNOLOGY) FIELD
THROUGH QUESTIONNAIRE SURVEY ABOUT TECHNOLOGIES

Manabu Sawaguchi
The SANNO Institute of Management
SAWAGUCHI_Manabu@hj.sanno.ac.jp

Abstract
To begin with, I would like to clarify the challenges faced by companies currently
interested in MOT, using the Questionnaire survey about technologies. This survey
consists of nine questions. The sixth question focuses on “ISM (Interpretive Structural
Modeling) method” in order to grasp “cause-and-effect relationship” of many challenges
within companies. The utilization of the ISM method features heavily this survey.
In the latter half, I would like to consider the role of TRIZ techniques in MOT field
from the viewpoint of “Innovation Management”. Research suggests that MOT-EP
(Education Program) is highly effective at upstream stage (R&D, New product planning,
Development& Design etc.). This is because it ensures that most of the challenges
Companies face make the shift from the downstream to the upstream stage as a result of
this survey.
Keywords: MOT field, Questionnaire survey about technologies, ISM (Interpretive
Structural Modeling), TRIZ techniques, Innovation Management, upstream stage

1. Introduction
In this article, I would like to introduce the results of the questionnaire survey about
technologies and its speculation. In fact, this survey is based on the one hundred respondents
from a series of MOT seminars held by SANNO in 2005(Tokyo 8/23, Nagoya 10/14) and
the pan-industry event (Manufacture F, T and Y) in February, 2006.
In the latter half, I would like to discuss the role of TRIZ in MOT field from the aspect of
“Innovation Management Activities in Companies “through the result of the survey.
More specifically, I would like to consider the potential application of TRIZ (at the
Innovation Management stage) on MOT-EP, within the near future, using information
gathered from this survey.

2. Outline of the questionnaire survey

The main purpose of the survey is to clarify the challenges faced by companies (mostly
manufacturers) interested in MOT. Moreover, I want to discuss the ideal way to implement
“Innovation Management “as one of key points in MOT-EP.
By the way, this survey was conducted as the compact version (the number of questions is
limited ‘barebones’ nine questions) compared to the previous survey conducted in May 2001
by TRIZ Center at SANNO (It was called TRIZ planning division at that time), using
examples from the previous survey. Because I expected that it would be possible for all
respondents to answer each question this time without feeling the excessive burden.
3. Survey results and speculations
3.1 Questions related to base attributes (Question 1 - 4)
[Question1] Question about respondent’s age (See Fig.1)
The demographic of survey respondents consists mainly of employees in the engineering
industry, with ages ranging from 25 to 60 years old (junior to senior positions). A sample
size of 100 people was used to ensure unbiased results.
R e s po n de n t 's A ge C o m po s it io n

60～ 4

55～ 59 14

50～ 54 13

45～ 49 20
Age

40～ 44 25

35～ 39 11

30～ 34 6

25～ 29 7

0 5 10 15 20 25 30
N u m be r s

Fig.1 Respondent’s age composition

[Question2] Question about respondent’s job (multiple answers allowed) (See Fig.2)
Engineers that are part of “Mono-Zukuri’(a Japanese term which refers to employing a
variety of techniques to create high quality and good value products) account for 70% of the
total respondents. This percentage includes the cost management and maintenance sections
associated with the Engineering field.
Respondent 's Job

8
s er

23
R& nin esi olog ur in en men anc et in fair Oth
１． lan g D hn act gem ge t en ar k Af ．
t P in ec uf na na in M el １１

3
g

2
uc er l T an Ma Ma Ma nd son
od ine r ia M y st ８． s a er

e
Type Of Job

2
le l&P
Sa er a

3
９． en
．G
１０

4
g

10
Pr Eng ust ５． alit Co
７．

D g gh y

36
Qu
６．

12
24
d
Ne ３ ．In
４

0 5 10 15 20 25 30 35 40
．

Number
w
２．

Fig.2 Respondent’s job

[Question3] Question about the size of respondent’s company (See Fig.3)
Respondents from large-sized business(with more than 1000 employees) account for
64(about 60 %) of the total.
[Question4] Question about production type of respondent’s company (multiple answers
allowed) (See Fig.4)
Responses from manufacturers producing either assembly type products or basic materials
account for 88(about 85%) of the total. The manufacturers, which are main supposed target
for MOT-EP, are well represented in this survey.
 The size Of Company Category Of Industory

Number
Number
0 10 20 30 40 50 60
0 5 10 15 20 25
1.Assembly type product 56
Less than 300 7
300- 500 12 2.Basic materials 32
500- 1000 17
Employees

Industory
21
3.Information service 3
1000- 3000
3000- 5000 8 4.Maintenance 3
5000- 10000 16
More than10000 19 5.Others 9

Fig.3 The size of company Fig.4 Category of industry

3.2 Question about current challenges at one’s company (Question5)
[Question5] Question about current challenges at respondent’s company (respondents are 95,
but partly 92, 94) (See Fig.5)
The respondents were asked to evaluate the 11 challenges, as outlined in the questionnaire,
using a scoring system ranging from 1 to 5 (1 being a very low appraisal to 5 being a very
high appraisal).A mean value was then calculated for each challenges(total score divided by
number of respondents).

M ain C ureent C hallenges A t C ompanies

0 .0 0 0 .5 0 1 .0 0 1 .5 0 2 .0 0 2 .5 0 3 .0 0 3 .5 0 4 .0 0 4 .5 0 5 .0 0

1 .P r o du c t De ve lo pm e n t
A n d R&D C apabilit y 3.16

2 .C apabilit y Of Qu alit y
M an age m e n t 3.33

3 .C apabilit y Of C o st Re du c t io n
2.94

4 .T im e Fo r De live r y
3.00

5 .B r an d Im age
3.27

6 .St r u c t u r e Of Ne w P r o du c t P lan n in g
S t age 2.54

7 .S t r u c t u r e Of P r o du c t De ve lo pm e n t
&De sign S t age 2.91

8 . S t r u c t u r e Of M an u f ac t u r in g S t age
3.27

9 .Ulit alizat io n L e ve l o f IT skill At R& D

Divisio n 3.06

1 0 . Availabilit y Of Edu c at io n Fo r
En gin e e r s 2.77

1 1 .In n o vat io n P o we r
2.69

Fig.5 Main current challenges at companies

 Best3 are “Capability Of Quality Management(3.33)”,”Brand Image(3.27)”and ”Structure
Of Manufacturing Stage(3.27)”.These results show that many companies are acting with
relative confidence against these challenges. However the worst3 are “Structure Of New
Product Planning Stage (2.54),” Innovation Power (2.69)”and” Availability Of Education For
Engineers (2.77)”. These results show that companies act with confidence against challenges
in downstream stage, but worry about challenges in the upstream stage.
The score difference between “best 3” and “worst 3” differs significantly (level of
significance: 0.01) through statistical hypothesis testing.
For example, according to the hypotheses formulation(H0:μ1-μ2=0, H1:μ1-μ2≠0 )in
between ”Brand Image(3.27)” and “Availability Of Education For Engineers (2.77)”, Z0
=4.237(Z0 is calculated as 4.237). Therefore, test estimated amount enters into rejection
region (Z0 ≻ 2.575). As a result of it, hypothesis H0 is rejected and hypothesis H1 is adopted.
In addition, the score difference between “Product Development And R&D
Capability(3.16)” ranking top 4 and “Structure Of New Product Planning Stage (2.54)” as
worst one differs significantly (level of significance: 0.01) through statistical hypothesis
testing ,too. We infer from this statistical hypothesis testing that although many companies
are confident about their own “R&D and product development capability”, they are hard-
pressed to leverage effectively their own “R&D and product development capability into the
New Product Planning Stage.
3.3 Question about formulation of “Cause –Effect Relationship “regarding the challenges
(Question6) - Utilization of ISM (Interpretive Structural Modeling)
[Question6] Question about cause –effect relationship current challenges at respondent’s
company
ISM, the method based on graph theory, is used to organize cause –effect relationship of
factors (elements) like challenges at companies. For instance, if “factor 1” is the cause of
“factor 2”, we have to convert”factor 1” into ones. By contraries, if “factor 1” is not the
cause of “factor 2”, we have to convert”factor 1” into zeros. So that means all factors
become data coded in 1's and 0's by utilizing ISM.

X (Effect) ← Y (Cause) ① ② ③ ④ ⑤ ⑥ ⑦ ⑧ ⑨ ⑩ ⑪

①P D And R&D Capability 19 22 12 7 35 37 10 10 31 38

②Capability Of QM 30 16 8 6 13 42 47 8 19 5

③Capability Of CR 33 28 18 5 22 36 41 11 15 11

④Time For Delivery 29 19 10 1 15 32 46 20 8 6

⑤Brand Image 33 40 14 14 23 5 3 6 5 30

⑥Structure Of NPP Stage 33 8 13 12 21 20 3 8 11 28

⑦Structure Of PD& Design Stage 34 18 17 13 4 31 11 17 19 19

⑧Structure Of M Stage 29 32 23 20 3 8 25 9 14 6

⑨Utilization of IT skill At R&D 9 4 6 18 1 10 20 7 15 19

⑩Availability Of Education (Eng) 23 11 3 2 4 13 23 3 19 18

⑪Innovation Power 33 11 8 6 11 25 18 6 13 30

Mean Value 17.2 Standard Deviation 11.2 （m+σ ) 28.4

Fig.6 Utilization of ISM Method

 X (Effect) ← Y (Cause) ① ② ③ ④ ⑤ ⑥ ⑦ ⑧ ⑨ ⑩ ⑪

①P D And R&D Capability 0 0 0 0 1 1 0 0 1 1

②Capability Of QM 1 0 0 0 0 1 1 0 0 0

③Capability Of CR 1 1 0 0 0 1 1 0 0 0

④Time For Delivery 1 0 0 0 0 1 1 0 0 0

⑤Brand Image 1 1 0 0 0 0 0 0 0 1

⑥Structure Of NPP Stage 1 0 0 0 0 0 0 0 1

⑦Structure Of PD& Design Stage 1 0 0 0 0 1 0 0 0 0

⑧Structure Of M Stage 1 1 0 0 0 0 0 0 0 0

⑨Utilization of IT skill At R&D 0 0 0 0 0 0 0 0 0 0

⑩Availability Of Education (Eng) 0 0 0 0 0 0 0 0 0 0

⑪Innovation Power 1 0 0 0 0 0 0 0 0 1

（m+σ ) 28.4
Mean Value 17.2 Standard Deviation 11.2 threshold level to define as “1” 28

Fig.7 ISM Matrix

In this survey, we hypothesize that number of “1” on each grid at11*11matrix (This matrix
consist of 110 grids according to permutation) abide by normal distribution. To put it
another way, the score on the grid in ranging “m+σ” ranking in the top 15.8 % of all (normal
distribution) should be defined as “1” on ISM Matrix. Consequently, score “28” is the
threshold level to defined as “1” on ISM Matrix in this case (see Fig.6, Fig.7).
Fig.8 shows diagram of “Cause –Effect Relationship” based on ISM Matrix(see Fig.7).

Diagram Of “Cause –Effect Relationship” Regarding Challenges

④Time For Delivery ②Capability Of QM ③ Capability Of CR ⑨Utilization of IT skill At R&D

⑧ Structure Of M Stage ⑤ Brand Image ⑥ Structure Of NPP Stage

⑦ Structure Of PD& Design Stage ① PD And R&D Capability ⑪ Innovation Power

⑩ Availability Of Education (Eng)

Two way arrow One way arrow

Fig.8 Diagram of “Cause –Effect Relationship” Regarding Challenges

 This diagram reveals a number of suggestive observations. For example, “Capability Of
Quality Management (3.33)” has an impact on “Brand Image (3.27)”. Consequently, we can
confirm that the companies having confidence about QM are sure of their own brand image.
Additionally, “Product Development And R&D Capability(3.16)” ranking top 4 has an
influence on “Capability Of Quality Management ”and “Brand Image ”. That is to say,
Product Development and R&D capability increases Quality and further establishes the
brand image. In the meantime, the second thing we notice through the diagram is that
Challenges of worst3 have strong relationships with each other.
“Availability of Education for Engineers (2.77)” impacts on “Innovation Power
(2.69)”.Consequently, “Innovation Power” impacts on” Structure Of New Product Planning
Stage (2.54)”. Therefore, these 3 challenges being totaling a lower score is logical.
What the diagram of “ Cause –Effects Relationship” makes clear is that lower score of
“Availability of Education for Engineers” become a big barrier to increase “Innovation
Power”. To put it another way, “Education System for Engineers” might be “bottleneck” to
facilitate innovation power if we don’t improve the availability of “ESE”. Moreover, lower
score of “Availability of Education for Engineers” reveals a lack of confidence to” Structure
Of New Product Planning Stage”. Companies need to discuss how to design more effective
“ESE” as soon as possible.
To put it more concretely, they should make an effort to design “highly valued MOT-EP”
so that “Product Development and R&D capability”( keeping higher score(3.16)) is able to
contribute to “Innovation Power” and ” Structure Of New Product Planning Stage” directly.
3.4 Question about the operational stage (Question7)
[Question7] Question about the operational stage with a lot of challenges at respondent’s
company (See Fig.9)
An operational stage containing many challenges is “New Product Planning
(34respondents:worst1)”. This result has a connection with lower score of ” Structure Of
New Product Planning Stage (2.54)”. For similar reasons, “Engineering Design
(26respondents:worst2) “ has relevant to lower score of “Structure Of Product Development
&Design Stage(2.91)”.

T h e O p e r a t io n a l S t a ge Wit h A L o t O f C h a lle n ge s

2
)
ce
an

3
en

g
nt

t in
ai

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th

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O

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es
8.

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ri n 6
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7.

es T e t u

9
c
fa

h.
nu

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a

26
ne du 5.M

l
ia
g n
or

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st
D

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g
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in

an
4.
er

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12
t
gi

uc
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od

D
3.

R&
Pr

0 5 10 15 20 25 30 35 40
1.
ew
N
2.

Num ber

Fig.9 The Operational Stage With A Lot Of Challenges

3.5 Questions about both Management Techniques and Creative Techniques mainly utilized
(Question8-9)
[Question8] Question about Management Techniques mainly utilized at respondent’s
company (multiple answers allowed) (See Fig.10)
Respondents were asked to select one technique as the Well-Established Management
Techniques.

Management Techniques Mainly Ut ilized Well- Est ablished Management Techniques

Number
0 5 10 15 20 25 30 35 40 45 50

１.Value Engineering 27
7
２.QFD 17
5

３.DFMA 6
1
４.Taguchi Met hod 16
2

５.FTA・FMEA 19
1
Techniques

６.QC 47
15
７.IE 12
4
８.OR 0
0
９.PM 12
1
１０.Theory Of Const rains 4
0

１１.TRIZ 3
0
１２.Ot hers 4
2

Fig.10 Utilization of and Well-Established Management Techniques

Utilization of QC is outstanding among other Management Techniques. Moreover, QC is a
distinguished MT from the viewpoint of Well-Established MT.
I think one of the reasons why QC is highly evaluated among other MT is that many
respondents have confidence in “Capability Of Quality Management (3.33)”.
Other MT mainly utilized but QC(Utilization:47,Well-Established15) are
VE(U:27,WE:7),Fault Tree Analysis/Failure Mode Effect Analysis(U:19,WE:1) and
QFD(U:17,WE:5).
I think however that not only VE, FTA/FMEA and QFD but QC ranking top1 relatively very
low score from the viewpoint of Well-Established MT with comparing to degree of MT
Mainly Utilized.
From this result, one may say that each MT, which has been introduced into companies,
could be confronted with numerous hardships from the point of view in Well-Established
MT on real field at companies.
[Question9] Question about Creative Techniques mainly utilized at respondent’s company
(multiple answers allowed) (See Fig.11)
Respondents were asked to select one technique as the Well-Established Creative
Techniques.
 Creat ive Techniques Mainly Utilized Well- Established Creative Techniques

14.Other (Include KT Method) 1

2

13.TRIZ( Each Technique) 0

6

12.Work Design 0
4

11. Morphological Analysis 0

0
10.NM Method 0
1
9.KJ Method 3
28
Techniques

８.Equivalence　Conversion　Method 1
2

７. Synectics Method 0
0

６.Input/ Output Method (Go/ Stop Method)・Focused Object Technique 0

0

5.Checklist Method 3
39

4.Numerating characteristic 2
9
3.Numerating Preferred factor 2
7
2.Numerating Weakness 1
7
1.Brain Storming 28
74

0 10 20 30 40 50 60 70 80
Number

Fig.11 Utilization of and Well-Established Creative Techniques

Utilization of Brain Storming is outstanding among other Creative Techniques. In addition,
BS is a distinguished CT form the viewpoint of Well-Established CT.
Other CT mainly utilized but BS(Utilization:74,Well-Established28) are
Checklist(U:39,WE:3) and KJ Method(affinity diagramming)(U:28,WE:3). That is, Checklist
ranking top2 and below are too low score. This result makes it clear that other CT (excluding
BS) are not utilized very much.

4. Conclusion
The results from this survey have revealed some important trends and relationships
regarding MOT-EP. From 1960’s to the 1980’s, Japanese companies placed a lot of
emphasis on ”Product Improvement Activities”. Consequently, most
companies(manufacturing) have developed the ability to solve the challenges encountered at
the downstream stage through Statistical QC, Total QC(TQM) and so on.
Companies, nowadays are interested in MOT-EP, which focuses on the promotion of
streamlining upstream stage (Ex. R&D, new product planning, development & design etc.).
That is to say, MOT-EP is based on the premise that engineers have to possess both
innovative and creative power.
Therefore, from this time forward, Japanese manufactures have to realize MOT-EP
focusing on “Innovation Management is necessary” to make engineers more innovative and
creative and at the cutting edge of their own real field.
 Seen from this viewpoint, in my opinion, it is clear that a series of TRIZ techniques (not
only classical TRIZ but contemporary TRIZ) fulfil an important role as most effective tool
on MOT field.
I am particularly confident about TRIZ-DE's future prospects through Innovation
Management Activities on MOT field.

References
1.Tetsuo Shimada, Toshinori Harata,(1999), “Concept Designnig”,Kagaku Gizyutu Press,(in
Japanese)
2.Toshinori Haradai,(1988), “Estimation and Testing “,Tokyo Tosyo, (in Japanese)
3.Tsuneo Fujita,Nobuhiko Seike(1976), “The application of ISM to Functional Analysis “,
Value Engineering ,No.54,47-61, (in Japanese)
4.Hiromu Nakazawa, Hisashi Matsunaga,Yoshiki Shimizu (1999),” Study on Modeling of the Human
Design Process(1st Report)”, Japan Society of Mechanical Engineers,Vol.65,No.631,410-416,
(in Japanese)
5.Manabu Sawaguchi,(2002),”VE and TRIZ”,Doyukan , (in Japanese)
6.Boris Zlotin,Alla Zusman,(2006),”Patterns of Evolution:Recent Findings on Structure and
Origin” ,The Altshuller Institute for TRIZ Studies,Vol.8,1-49 (in English)
7. Manabu Sawaguchi,(2005),”On The Possibility of TRIZ Techniques In MOT-Education Program At
The Company”,ETRIA TRIZ Future Conference 2005 ,Vol.5,69-77 ( in English)
 PRIZM: TRIZ AND TRANSFORMATION

Anja-Karina Pahl
IMRC, Department of Mechanical Engineering, University of Bath, Claverton Down, BA2 7AY
A.K.Pahl@bath.ac.uk

Abstract
This paper presents information from the development of PRIZM, a new game for Design and
Technology recently accredited for use in UK schools. PRIZM is a method that combines TRIZ
and a ‘generic process of creating’ –the latter of which draws on and simplifies insights from an
extensive review of processes in art, religion, literature, science and over 100 commercial
‘creativity tools’. The PRIZM method is simpler to use than SIT, ASIT and USIT, though it is a
more complete synthesis of the apparently common foundational principles of ‘creating’. The
game helps novice designers split concepts apart and recombine them in seven steps, just as its
namesake prism does for white light. The game as a whole provides a ‘movie’ overview of the
process of creating and a basic understanding of TRIZ. However the map can also be used on its
own, as a ‘snapshot’ of innovation, which requires more than one viewpoint to be taken into
account. When the seven steps are summarized in three stages, the map can also help teams of
stakeholders identify how to apply TRIZ concepts of contradiction and other innovation tools.
We are testing the model in Aerospace Engineering Design, for use in both project orientation
and as a coaching tool for users who have bought complex TRIZ software.

Keywords: Innovation Tools, Transformation, Design, Theory, Method, Generic Process

1.0 Introduction

The difference between the terms ‘theory’ and ‘method’ and ‘tool’ is fundamental to the
progress of TRIZ, yet not limited to TRIZ. The general area of all ‘thinking tools’ or
‘creativity tools’ or ‘innovation tools’ is tarred by the same brush. None of these have the
discrete boundaries of physical instruments, such as hammers and spanners, which can be
seen by all who look at them. ‘Thinking tools’ can only, in point of fact, be at best
‘methods’ bounded by discrete, recognizable and repeatable steps. These generally also
have directly verifiable physical applications and results. At the other extreme, ‘Thinking
tools’ can be ‘philosophies’ or ‘theories’, which focus on the motivation and intention and
reason linking suites of methods. These kinds of tools are usually too vague to be
immediately useful in technical applications.

What then, is TRIZ? We considered this question from 2001-2004 in developing a

biomimetic knowledge base as an adjunct to TRIZ for engineering applications at the
University of Bath. It is undeniable that Altshuller left us very useful methods, each of
which have discrete steps. But it is debatable whether he left us a coherent ‘theory’ linking
them [cf. Altshuller & Shapiro, 1956; Altshuller 1984; Alshuller, 1997]. And even if he did,
in all honestly, I found it hard to understand what he really said [see also page one of Smith,
2006].
Given that Westerners were never trained in dialectic thinking and lack the complex
didactic motivation behind Genrich Altshuller’s original formulation of inventive thinking
tools, the ‘theory’ that links his tools into a coherent whole has only ever been clear to very
few. In particular, the industry culture in which TRIZ has found its Western home not only
has a different motivation to Russian educators, it blatantly does not have time with which
to discuss philosophy or theory. It can progress only with methods. In contrast to [Smith,
2006], I could not see where or how TRIZ is either method or ‘meta-method’. And it seems
that I am not the only one. For over a decade, the community of TRIZ practitioners has been
trying to develop meta-methods with which to apply Altshuller’s original thinking tools and
tacit philosophy in a way that is useful in the West. SIT, ASIT, and USIT for example, are
now well-known methods in their own right,. The software developed by Altshuller’s
personal colleagues in the US –the original ‘TRIZ Masters’, which force users to a
particular path of reasoning through the TRIZ tools and associated methods, is also
testament to the same truth.

But even these derivatives do not answer the question –what is the theory … of solving
problems inventively? What links Altshuller’s tools? Or, more accurately, how do we link
his tools and make them work for us?

In other words, if Altshuller’s own personal use of TRIZ really was as a universal solvent,
applicable to all situations, then there must have been – and must still be- a structure
underlying it, which does not change and is very simple. The structure with which
Altshuller intuitively linked his tools must have been universal in the same way that music
is universal, and the structure underlying it does not change, regardless of instrument,
musical style or cultural preference regarding the combination of its parts. It must be the
tacit meta-method of which everyone speaks.

And if he did not spell it out for us, we have to look elsewhere for information and
inspiration.

2.0 Undelying structure, process or metq-method of innovation

Finding the underlying structure of innovative thinking is not as impossible a quest, as it

may sound.

In a recent paper, we investigated what it might look like, by looking at the commonalities
of some 110 tools and 11 types of process or method [Pahl et al, 2006]. This research
begins to do for ‘process’ and ‘method’ what Altshuller did for products and individual
design steps in his original comparison of patents.

Our comparison of processes and methods includes not only psychological literature, but
also the rules from well-accepted and arguably dominating theories of process in
engineering design [eg. Pahl and Beitz, 1984; Pugh, 1991], knitting fashion [eg. Gerst et al.,
2001; Eckert and Stacey, 2001, 2003], sociological action research [eg. Heron and Reason
1995, Wadsworth, 1998; Reason 2002;], organizational development [Snowden 1998a & c,
2000, 2002, 2005; Kurz and Snowden 2002], theories of colour and perspective in
Renaissance art and architecture [Blunt, 1940; Gombrich, 1960, 1966, 1972 ; Kemp, 1990,
2001], the form of Baroque and early Classical music [in the works of Bach, Handel,
Haydn, Mozart], the classic dramatic structures of literature [eg. Freytag 1863, based on
Aristotle] and modern screenwriting [McKee, 1997] as well as the practise of Buddhist
meditation [Kalu Rinpoche 1995a, b; 2002; Padmasambhava, 1996, 1997; Nydahl, 1996,
1998, 2004].

Suffice to say that laying all processes side by side reveals there are some common, standard
or underlying principles, languages and strengths, which are merely ‘translated’ somewhat
differently in different contexts. For want of a better title, we called the commonality a
‘generic process of creating’ [Pahl et al, ibid].

Indeed, psychologists have intuited these steps exist, since the time of Wallas [1926].
Furthermore, most empirical research studies in ‘creativity’ now confirm that any process
of creating something new is defined by a sequence of roughly the same [between three and
seven] discrete acts, periods or steps. Whether or not the process is linear, iterative or
recursive depends completely on the situation and is actually irrelevant for the question we
asked above, regarding ‘what links the tools’. The point is, an underlying structure does
exist. There are steps for ‘creating’ and even steps for ‘thinking about creating’, that people
the-world-over already use intuitively, regardless of their product, style or culture.

3.0 The diamond of divergence and convergence of thought

We will not discuss this generic process of creating or its seven most important steps in this
paper. Rather, to help define a method for presenting Altshuller’s tools in a wide-spread
way, as an offering to Western industry and education, it is here only important that we can
group the seven most important steps from the generic process into even fewer stages.

The two most important stages in this generic process include a period of ‘divergent’
thinking or uncensored idea generation and multiplication, and a period of ‘convergent’
thinking or editing, criticism and evaluation [Guildford, 1950]. In modern engineering
design contexts, designers arguably focus on the first style of thinking, while users,
customers and management focus on the latter and it is the combination and ‘co-evolution’
[ discussed below] of these two groups, that brings requirement analysis, functional analysis
and value engineering to the table of creativity and innovation [Pahl and Newnes, 2006].

If we display the thought process of divergent and convergent thinking in its most obvious
combination on paper, we get a diamond [and this is one reason for calling the game
PRIZM].

Now, however, the situation gets tricky. If we concentrate on the designer, and draw his
thought process as a kind of ‘problem-solving’, first diverging in solution options from a
well-defined problem and then converging to a required (perhaps fully specified) solution,
we get a kind of ‘movie’. The designer moves only in one direction –from ‘now’ into the
future, from a point of problem initiation back into a point of resolution. What’s more, the
movie is going to be ‘Ground-hog Day’. For in real life, as all TRIZ practitioners know, our
first solution invariably becomes yet a second problem, and the diamond becomes a
‘problem-resolution string’ [Figure 1 and see Smith, 2006].
Figure 1: The ‘Diamond of Problem-solving’ is a problem-resolution string.
From Pahl et al [2006 in press]

If, however, we build on previous papers introducing contradiction and resolution in

geometric terms [Pahl 2001, 2002; Pahl and Bogatyreva, 2003], we can show the situation
of the designer creating, innovating or inventing as a ‘snapshot’ rather than a movie. This is
a more accurate representation of his situation [Figure 2].

Here, the designer stands in the centre of a ‘Diamond of Creating’, holding one
contradictory target in each hand. From the centre, he can face in both directions, either
looking forwards to the resolution not yet known or on some distant horizon in the future
[as would be expected for the resolution of contradiction and is discussed in Pahl, 2001,
2002], or, just as importantly, back to the problem –the true nature of which is also
unknown and currently unseeable, but in the past. There are, in other words, two triangles
of contradiction which, placed back to back, effectively make a prism that show how ideas
are split apart and recombined.

This snapshot scenario is crucial for developing our understanding of ‘innovation’ as

opposed to ‘creation’. And I propose it is also crucial to a streamlined deployment of
Altshuller’s tools.

Figure 2: The Diamond of Creating.

From Pahl et al [2006 in press]

4.0 The mirror of knowledge transfer

In real life, the designer is not alone. As mentioned above, he is joined by other
communities of stakeholders, who contribute to the process of design and innovation [Pahl
et al, 2006].

In the simplest case scenario, for instance, most engineers would consider the designer’s
free thinking is opposed by the requirements and restriction of the end-users.

The users of course, don’t see it that way. They also have their own diamond of evolution,
of problem-initiation and solving. Who could have known, they are just moving in the
opposite, contradictory direction?

In the development of the PRIZM game, it has become obvious that we can represent both
parties on one map. The designer sees users coming towards him with 1000+ requirements,
that define his solution point. And the designer seems to be sitting at the problem-source of
the user’s map. Ideally, therefore, the user’s divergent phase of thinking fulfils the functions
of the designer’s convergent evaluation phase of thinking and vice versa.

We have alluded to this kind of behaviour as ‘co-evolution’ in Pahl and Newnes [2006].
This term was originally developed in respect to engineering design by Gero [1990], Qian
and Gero [1993, 1996], Suwa, Gero, and Purcell [2000], Dorst and Cross [2001] and Gero
and Kannengiesser [2004], and is emerging as a useful concept. It describes the
phenomenon whereby, as product design [the so-called ‘solution-space’] evolves, Designers
understand their restrictions and requirements [the ‘problem-space’] better. Work in the
solution-space informs the problem-space and vice versa. Knowing that this is the case, it
becomes possible to consciously work in both directions –continually reframing or
reformulating one’s perception of, and relationship to, the problem, while at the same time
allowing a solution to emerge from the space between both.

In this paper however, we do not need to consider this level of complexity. Importantly, I
want to argue that it is the meeting of just two simple ‘stake-holder contexts’, or two
contradictory, opposing ‘kinds of thinking’ or ‘view’ in a third stage, that makes innovation
or invention happen, and perhaps sets the concept of ‘innovation’ apart from ‘creativity’ or
stepwise creation, in the public eye.

In other words, the issue of ‘designer vs. user’ is one of dealing with multi-disciplinary
information. And it is clear, at this third stage, that in order to resolve our contradictory
viewpoints and associated, diverging problem definitions, that there must be ‘knowledge
transfer’ or there can be no resolution. The contradictions of the user must be fully met by
the contradictions of the engineering designer. Ideally, they will mirror each other.

In the real world, not all designers have user groups on hand, with which to develop their
ideas. In this case, they must fulfil both roles, and there is a danger that they see their own
problem-space evolve from only one direction rather than two directions –as only one of
two types of ‘world’.

I believe that the opposition of thought-direction is crucial to innovation. It is crucial in

terms of people honouring their different starting points. And it is crucial in terms of ideas.
After all, every inventor, TRIZ practitioner and Google user agrees, we create more quickly
and arguably better by ‘stealing’ someone else’s exact match for our solution. We know for
a fact that is why Altshuller established the ‘40 Principles’ and ‘Contradiction Matrix’. The
strength of modern TRIZ software, with access to unimaginably vast amounts of patents,
scientific databases and cut-throat web-search engines, also rest absolutely on this point.
Their greatest selling point is that they provide access to a knowledge set which has been
‘pre-diverged’ by keyword searches and can mirror our supposed problem.

Naturally, we all know that the stage of knowledge transfer cannot happen, if the problem
or challenge has not been adequately defined. Improving problem-definition is, however, a
vast issue best left to be addressed in another paper.

The point here is that, in the methods and ‘Diamond [map] of Creating’ that we have
developed in PRIZM, the stage of knowledge transfer, which ultimately links the divergent
and convergent types of thinking –or the two opposing issues and teams of engineers and
users [each with their own respective nests of multiple contradictions, to use terminology of
Pahl and Bogatyreva, 2003], takes place in the centre of this geometry. It hardly has a
physical space. It must leap or build bridges across the famous ‘gap’ in which creativity
appears, inexplicably, from space.

5.0 The space of transformation

The level to which pattern-matching of the ‘problem’ and ‘solution’ occurs and the level to
which knowledge can be transferred is the final important, though brief point in this paper.

There is a famous quote from Louis Pasteur, inventor of immunization, that says ‘chance
favours the prepared mind’. Like Pasteur, I like to believe ‘spontaneous creation’ is a matter
of detailed preparation. In other words, the more extensively and accurately we know our
‘problem’, no matter from which end we start looking at the world, the easier it is to find its
mirror image, consciously or subconsciously. The better we can define one end of the
Diamond of Creating, the easier it is for knowledge from a matching solution to seemingly
drop into our lap.

We can arguably find the three main stages of creating just outlined in this paper also in
Altshuller’s thinking: there is ‘ARIZ’ diverging around an unknown problem, ‘Ideality’
expanding the solution-space and the ‘Contradiction Matrix’, which provides an interface to
mirror both of the former-mentioned triangles of thought. Some TRIZ software also seems
to have three broad categories in which they exercise the use of Altshuller’s tools.

But there is a further step, which is fractal and exponential. This is what I propose to call
the ‘space of transformation’ –and is perhaps best allied with the idea of Altshuller ‘s
‘Trends’. For it is not enough to solve a problem once and think we have conquered the
world.

Even if a designer is awarded a patent for his invention, if he fails to keep developing, his
freedom will be soon lost … by ‘ring-fencing’ of competitors.
The fact is, the better and more often we can match our mirroring patterns and viewpoints –
whether we call the points of matching ‘requirements’, ‘functions’, ‘values’, ‘materials’,
’structures’ or ‘contradictions’, the more likely it is we achieve ‘knowledge transfer’ or
‘transmission’ in the first place. But on top of this, we can notch our process of matching
and transferring information up a level in both directions –to achieve ‘knowledge
integration’ of two fields, or, in other words, ‘knowledge transformation’.

This is a natural streamlining of action, an evolution that happens as matter of practising

any process of creating – as is well known to all historically recognized ‘creative’ persons.
Mihaly Csikzentmihalyi [1991] coined the word ‘flow’ for the point where the rules of any
given game of creating seem to play themselves or our question seems to actually answer
itself. With practise, the consciously learned ‘rules for creating’ again become subconscious
[though hopefully not unconscious] and the mirror described above becomes ‘non-existent’
at this point. Then, funnily enough, creativity and innovation not only happens in space –
rather, as Altshuller also pre-empted, the problem usually turns out to have been a mirage
all along.

6.0 Concluding summary

From the tools Altshuller left humanity, we can surmise that his own personal modus
operandi also included the three main stages of creating outlined in this paper, and the
associated principles. However, the ‘theory’, which is supposed to lie behind the ‘Theory of
Inventive Problem-solving’ has historically always been tacit, and modern western science
and industry requires help with application of his tools. During recent development of a
game for Design and Technology for UK schools and testing of the PRIZM method in
Aerospace design [Pahl et al, 2006], this issue is beginning to be addressed.

This paper has presented some of our conclusions and a scenario in which TRIZ tools can
be usefully considered in three stages or types of thinking.

I have suggested that these stages are the basis of a method which can help us apply TRIZ
tools in industry and education, since it is as simple as other methods on the market today,
and yet includes a comprehensive survey of the processes of creating in many different
fields, which has heretofore not been considered. The representation of the thought
processes of creating as a diamond provides both ‘a movie’ of the process of creation,
which evolves in only one direction, and a ‘snapshot’ of innovation, which evolves in two
directions.

7.0 Acknowledgements

PRIZM is being developed with a SW Business grant. Linda Newnes and Chris McMahon at
the Innovative Manufacturing Research Centre provided the impetus for applying and testing
the game and method in Aerospace Contexts.
8.0 References

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 APPLYING THE LAW OF THE COMPLETENESS OF A
TECHNOLOGICAL SYSTEM TO FORMULATE A PROBLEM

Joe A. Miller and Ellen Domb

PQR Group
jam@prairietriz.com and ellendomb@trizpqrgroup.com

Abstract
The complete technological system (CTS) is defined by the existence of a tool acting on an
object, the energy by which the tool affects the object, the transmission by which the energy is
linked to the object, and the guidance and control method, by which the system functions. This
heuristic is a useful teaching template for the use of analogy in problem solving, to help students
understand the relationship between their own problem, an example, and an abstract principle.
The novice practitioner develops a more complete understanding of the problem due to the
discipline of decomposing the system into its elemental parts, and an easier path to understanding
when to apply the patterns of evolution and the use of alternate scientific effects to solving
problems.

Combining the CTS with the System Operator creates new insights. The fractal nature of the
System Operator (every window has a past and future, a super-system and sub-systems) becomes
readily apparent. The CTS definition provides a guiding template for constructing complex, time-
dependent models of hierarchical systems, and provides a means to assess the validity of relations
between modeled elements. Both management and technology examples will be demonstrated.

Keywords: Completeness, Complete Technological System (CTS), System Operator

1. Introduction

This is not a classical research paper with a hypothesis, a test, an evaluation of data, and a
conclusion based on comparison of the data to the hypothesis. This is a report on how we are
extending our experiences with over 400 students, using a classical method of TRIZ in a
non-classical way, to make it easier for beginners to get started quickly using TRIZ.

Altshuller’s Law of the Completeness of Technological Systems is described in a variety

of ways, including or excluding the object, combining the energy source and the engine, etc.
(Fey, Mann, Domb and Miller, Salamatov) We have standardized on the 5-element version:
a tool acting on an object, the energy by which the tool works, the transmission by which the
energy is linked to the tool, and the guidance and control method, by which the system functions.
When the “tool” and the “object” are people, as in many business examples, the vocabulary is
changed to avoid giving offense. The law is simply that without these 5 elements, the system
won’t work. The most basic of the 76 Standard Solutions says that if the system isn’t working,
insert the missing element(s).

Teaching beginners is different from discussing TRIZ with advanced practioners. Beginners
need to get significant results fast in order have both the personal motivation and organizational
support to continue using TRIZ and to study TRIZ at a more advanced level. Beginners need a
high level of structure. They are discouraged by ambiguity and by multiple iterative cycles. The
persistent popularity of the 40 Principles and the contradiction matrix reflect these needs. Using
the 5 elements of the CTS in a variety of TRIZ methods that have previously been presented as
separate systems of tools helps the beginners get useful results fast, while appreciating TRIZ as a
system of knowledge.
2. Some basic approaches: Analogies, Effects, and Patterns of Evolution.

In 1998 we introduced the idea of using the elements of the CTS to help students
understand analogies and examples which have been used throughout the history of TRIZ to
explain a variety of concepts, such as the 40 principles for inventive problem solving, the
separation principles, and the 76 standard solutions. Filling in the table gives the beginner
structure and practice with the CTS model—by the time the student has filled in the 5
elements of the starting and improved examples and his own example, it becomes obvious
which aspect of his problem should be changed to make an improvement. Likewise, the
complexity of 8 patterns and 300 lines of evolution can be daunting to beginners, and they
can miss the significant underlying concept that these are all different methods for increasing
system ideality. See Figure 1 for a construction industry example.

My
Element Example Example My Problem Problem
Starting Improved Starting Improved
Object acted on Nail Nail Object
Hammer Hammer Tool
Tool
head head
Air Energy
Source of energy Human
Compressor
Hand grips Pneumatic Transmission
Transmission
handle hammer
Eye & brain
Eye & brain
(Positioning),
(Positioning
Control Pneumatic Control
&
system
operation)
(operation)
Figure 1. Application of the CTS to analogies between TRIZ examples and specific problems. The
example illustrates that when the problem of speeding up the function of nailing is solved by replacing
a human-powered hammer with a pneumatic hammer, the primary change is in the energy source (→)
with secondary changes in the transmission and control ( ). This could be an illustration of
Principle 29 OR of the “replace human action” pattern of evolution.

TRIZ beginners need structure and guidance to solve problems using alternate scientific
effects for technical issues, and the equivalent method of process benchmarking for
business/management situations. The 5 elements of the CTS provide that structure; the
student can examine each of the 5 to decide which replacement will advance the system the
most, or overcome the problem most easily.

The construction industry is a rich source of examples, since non-specialists can

understand the situations easily, and use the analogies in their own work. The construction
of conventional housing shows both technical and management patterns of evolution, and has
undergone many generations of replacement of one method of solving a problem with
another (loosely called “effects” in most TRIZ references.)
Figure 2 shows photos of the Pratt Truss-Trailer, and Figure 3 shows the student’s CTS
analysis. The Truss-Trailer is used to transport assembled roof trusses from the fabrication
location to the house site. Earlier generations of truss transporters looked similar during
transportation, but used more complex methods of unloading.
¾ Two forklift trucks, operating together, coordinated by the drivers using hand
signals (difficult to do while also operating the truck) or radio signals (adding cost
and complexity).
¾ A crane, mounted on the truck, powered by the truck engine (complex transmission)
or by a separate engine (more complexity). There were many limitations on the
unloading location, because of the height of the crane required to have enough
leverage to lift the trusses off the trailer and move them away from the trailer.

Group of Trusses
Rollers in Trailer Body
Lift

Figure 2. The Pratt Truss-Trailer. Gravity unloads the trailer, making the entire system much
simpler than either of the two previous generations. Elevating the front end of the trailer can be
done with a hydraulic lift, powered by the truck (as shown) or with a manual lift, operated by the
driver, for use on trucks without hydraulic systems. The wheels move from the back of the
trailer (driving position) to the place shown by the dotted arrow to reduce the distance that the
trusses drop when leaving the trailer.
Students use the CTS table shown in figure 3 in several different ways. One pathway is to
focus on ideality, and ask a sequence of questions as follows:
1. Does the system achieve its objective? If “no” then focus on improving the basic
function. If “yes” then focus on reducing complexity or reducing harm.
2. If the system is complex, which of the 5 elements causes the complexity? In the
case of the truss-trailer, the CTS table makes it clear that the unloading system at
the site is the source of complexity.
 3. Could available resources be used to simplify the system? Could the use of
different scientific effects make the resources more useful? This was clearly the
pattern that was followed for the truss-trailer in both generations, since the truck
engine was used to power the unloading system in generation 2, and the geometry
of the system plus gravity were used in the current generation.

Element Generation 1 Generation 2 Current Generation

Object acted on Truss Truss Truss
Body of trailer plus
Tool 2 forklift trucks Crane
earth
Forklift truck
Source of energy Truck engine
engine Earth
Straps attached
Forks lift the
Transmission between crane Rollers in the body of
trusses
and trusses the trailer
Crane operator
Drivers of forklift
Control (usually the
trucks
truck driver) Geometry of trailer

Figure 3. Student analysis of the 5 elements of the CTS for three generations of the Truss-
Trailer.
This case could also be used to illustrate the pattern of evolution of the energy linkages
getting shorter, and the pattern of increasing ideality. Once students become familiar with a
particular case study, it helps them to understand the richness of TRIZ by applying each tool,
technique or method that they learn to the same case.

3. Using CTS Elements and the System Operator for Problem Definition

The complete technological system (CTS) definition also proves a useful tool to populate
Systems Operator Tables. Any window in a System Operator Table must contain a CTS.
This provides an excellent point to ask “What to do?” In addition, consideration of the five
elements in any “window” of the System Operator provides a structured means to help
identify that window’s super- or sub-systems, as well as its past or future states. Without this
consideration, there may be significant disconnects between the entries within adjacent or
separated windows. See Figure 4.
Transmission

System
Operator
Control
Energy

(9 Windows)
Object

Tool

What to Do?

Figure 4. Replicate the 5 elements of the CTS and the question “What to do” in each cell of the
3x3 matrix of the System Operator.
 Clearly, asking “What to do?” in any window of the System Operator can be answered
within that window, or may be best answered in the super-system or in one or more sub-
systems, or answered in the past or future state of the system, super- or sub-system.

It should be noted that the initial choice of 5 elements may have a major effect on the
system and/or time frame actually analyzed. The authors have previously utilized and
reported a hierarchy of models of systems, to aid in the simulation and analysis of very
complex systems with a wide variation in time dependencies. (Miller and Domb, 2002)
Beginners should create separate System Operator diagram for each operational phase, but
full time-dependent modeling will be necessary for more complex problems.

3.1. Simple steps for students make sophisticated results possible.

Students are encouraged to take a flexible approach, and to be ready to re-identify system
elements iteratively. The CTS definition makes this relatively quick and easy to do.

3.1.1. Populate each window with a properly structured CTS, remembering that at least one
of the elements must be controllable, to assure ability to control the system. There are many
techniques to identify the specific elements in an actual system. Perhaps the most common
is to first identify the work object, and what is desired or intended to be done to affect or
transform it. Then the tool or work piece can be identified, together with the guidance and
control system. In simple or primitive systems, the human is frequently the guidance and
control system. Finally the source of energy and its means of transmission to the tool are
identified.

3.1.2. Identifying the super systems and sub-systems in the present. Deliberate consideration
of the five elements in any “window” of the System Operator provides a structured basis
from which to identify that window’s super- or sub-systems, as well as its past or future
states. Ask, “What is the nature of connection or interface at the boundary between the
system and its sub or super system?” There must be some real interaction. If this cannot be
identified, the “system” in the central or base window may not be properly defined.

We have unsuccessfully explored potential heuristics that would identify specific

elements for a given system. Clearly the possibilities are numerous and complex. . One
overly simple approach is to consider the object as the only point of interface to a super
system. This may not be true: Any physical element of a system may have multiple roles in
the CTS, and may also serve as a CTS element of a super-system or a sub-system. The
hierarchical nature of system, super-system, and sub-system boundaries and interfaces
complicate this effort.

3.1.3. Describe the past and or future states of the system, super-system or sub-system. This
is a consideration of the status of each individual element of the subject system as it might
have existed in the past, or as it might exist in the future. The utility in considering the past
is to 1) help us understand how the system came to be in its present state, and 2) what might
we do now to affect its future operation. The utility in considering its potential future state is
to help us decide if it is adequate for the anticipated needs.
 In the simplest case, the structure and physical elements of the system in either the past or
future are the same as in the present, but the operational “state” is different. Some key
parametric value of an element of the system is different. Understanding of these situations
may be well served with simple time based modeling and simulation. In other situations,
either the elements or the structures may have changed—such as replacing a physical object
with a field, or replacing customer service by a human with self-service by the customer.
This is another level of complexity which experienced TRIZ practitioners deal with
routinely. For novices, the CTS is a template to “regress” or “advance” the system element
by element and as a whole.

3.2. Consideration of the Level of Abstraction

Other disciplines sometimes associated with TRIZ have a very organized emphasis on
placing the constituents of the system at a consistent “level of abstraction” in order to take
correct actions. Quality Function Deployment (QFD), for example, requires that
establishing the relative importance of customer demands can only be valid if the demands
being compared are at the same level in a hierarchy. This same emphasis also helps avoid
missing demands and / or duplicating demand overlaps at the same level and at multiple
levels. In QFD the simple tree diagram is one tool used to assure hierarchical consistency.

CTS and the Systems Operator together provide a similar tool for use in TRIZ analyses
for problem definition and formulation. The CTS elements of a system under investigation
can be identified, and the linking elements in the super-system and/or sub-system can then be
identified. If there is difficulty in clear definition of these elements, it is likely that the
structure of the subject system, or the associated super- or sub-system, is not well defined.

4. Conclusions

Consciously considering the 5 elements of the CTS can help beginners master many of
the tools of TRIZ. Having one template keeps the beginner’s learning process simple, and
helps the beginner have enough success to encourage him/her to continue TRIZ studies.

5. References
J. Miller and E. Domb (2002) “The Importance of Time Dependence in Functional Modeling”
TRIZ Journal, December 2002 and an expanded version in TRIZCON2003, and “Comparing Results
of Functional Modeling Methods for Agricultural Process and Implement Development Problems”
TRIZ Journal, June 2002.
E. Domb (1998) “Using Analogies to Develop Breakthrough Concepts” TRIZ Journal 1998
V. Fey and E. Rivin (2005) Innovation on Demand, Cambridge University Press, Cambridge, UK
D. Mann (2001) ‘Laws Of System Completeness’, TRIZ Journal, May 2001
D. Mann (2006) “Unleashing The Voice Of The Product and The Voice Of The Process” TRIZ
Journal, May 2006
Y. Salamatov (1998) TRIZ: The Right Solution at the Right Time, Insytec, Amsterdam
 REINVENTING TRIZ THINKING TOOLS:
SUBSTANCE – FIELD ANALYSIS

Iouri Belski
Royal Melbourne Institute of Technology, Melbourne, Australia
iouri.belski@rmit.edu.au

Abstract
For a number of years the author has attempted to teach the original 77 Standards of
Substance-Field Analysis to Australian engineers. The results were disappointing. Most
of the learners were unwilling to use the 77 Standards after two days of study. Engineers
found Standards difficult to learn and were unable to apply the tool well. To resolve this,
and to help engineers acquire Substance-Field Analysis, the author simplified and
systematised its solution procedure. This new procedure incorporates five main steps
which cover the whole solution process – from modelling the original situation to
choosing the solution that is most suitable in the existing conditions. Seventy-seven
Standards have been replaced by five simple model solutions – five general blueprints of a
possible solution. Every model solution works in a similar way to a Standard – it
recommends the framework of a solution idea to the user. A model solution is
“translated” into real solution ideas by employing eight fields of MATCEMIB. The most
practical solution is chosen out of the solution ideas after taking into account the existing
conditions. During the last seven years, this new procedure of Substance-Field Analysis
has been successfully taught to diverse audiences in Australia, Singapore and Malaysia. It
has helped many professionals in their day-to-day work. The new Su-Field procedure has
also helped them to use their knowledge more effectively by assisting professionals to
look for solutions outside of their profession. Furthermore, this new approach has
generalised a solution procedure, enabling a practitioner to apply Substance-Field
Analysis to resolve situations that are beyond being simply technical in nature.
Keywords: TRIZ, thinking, problem-solving, substance-field analysis

1. Introduction
Although thinking and problem-solving tools of the Russian Theory of Inventive Problem
Solving (TRIZ) have been used by engineers and scientists for over 30 years, Substance-
Field Analysis (Su-Field) has not yet found many followers in the West. There are two main
reasons why so few professionals use Su-Field in the non-Russian speaking world. One is
associated with lack of proper study materials. The other is due to the time constraints that
Western professionals find themselves under in the fast-paced 21st Century.
Firstly, it is relevant to consider the absence of an appropriate textbook and educational
methodology suitable for self-study. Several books have been written on Su-Field in
languages other than Russian [1, 2]. Although these publications offer a reliable review of
the 77 Su-Field Standards, on their own they cannot be used efficiently to study the
methodology. Traditionally, publications introduce Substance-Field Analysis as 76 or 77
Standard solutions in more or less the same way that the Standards had been presented in
1986 [3], expecting that a Western reader will be able to master these standards, as many
Russian engineers did three decades ago.
These publications do not take into account the vast differences in educational habits and
expectations of a busy Westerner. Learning TRIZ in Russia in the 1980s was mainly a group
exercise. It normally required many hours of face-to-face interaction with a Master at TRIZ
seminars and months of practice under his supervision. Printed materials were required only
as concise reminders of the procedures, which were learnt and revised during the seminars. It
was the Master and the fellow learners who filled the gaps in the learning methodology, that
were missing in the materials. Furthermore, the examples provided to illustrate the
methodology in such publications were almost entirely based on Russian patents. Many of
them were confusing and were difficult to comprehend unless a learner held a degree in
Mechanical Engineering. Group discussions by the participants of TRIZ seminars, as
observed by the author many years ago in Moscow, were vital to learning and helped a
novice by offering more suitable examples, which made the problem-solving procedures of
TRIZ tools clearer. Considering real problems, often proposed by the seminar participants, as
exercises, was equally essential for a learner to gain the required comprehension of the tools.
Because of the prevailing group mode of learning, proper TRIZ textbooks were not a vital
necessity under the Russian conditions in the 1980s and 1990s. Consequently, only very few
TRIZ books published in Russia during the time were suitable for self-learning. None of
these books was devoted to Su-Field. In the last 10 year, Westerners have been offered TRIZ
books which were either directly translated from the Russian TRIZ publications of 1980s, or
have been compiled from the information available from such sources. Thus, it is not a
surprise that engineers from the Western world were unable to efficiently use the content, as
it was only suitable for a Russian audience 20 years ago.
Secondly, the time required for a novice to learn the basics of Su-Field is often considered
to be excessive by the Western specialists. The quality of traditional Russian education is
universally known. It is partially based on extensive student workloads and strict
performance requirements. These requirements meant that learners in Russia expected to
allocate months for mastering the tools of TRIZ. It was the norm for a learner to put time and
effort into study, without ever daring to ask why there was such a heavy study load. This
attitude is ongoing, even today. The International TRIZ Association (MATRIZ), which
unites most of the TRIZ Masters and practitioners who learnt TRIZ in Russia (including the
author), still requires a learner to be involved in 40 hours worth of face-to-face program
work in order to be certified at the beginner’s level. Such an approach ensures quality and
depth of understanding in the material, but is often considered unacceptable by people
educated under non-Russian conditions. Moreover, the rapidly changing world of the 21st
Century and the mindsets of learners, which belong to generation X and Y, require different
educational approaches to those that suited Russian learners in the past. The modern students
expect to learn the basics of a new subject in just a few hours and to master it in a few weeks
or even days.
Having these two considerations in mind, and simultaneously fostering a desire to help
Westerners gain the advantage of the methodology, the author has adjusted the Su-Field
procedure to better suit the educational habits of engineers and scientists of the 21st Century.
Over the last seven years, the course on Su-Field that was developed by the author [4] has
been taught to engineers, scientists, teachers and students. “Reinvented” Su-Field
methodology has been successfully used by hundreds of practitioners from Australia,
Singapore and Malaysia. It has helped them in improving their products and processes,
through the discovery and removal of failures, which resulted in enhancements of accuracy
of measurements, and in generating thousands of novel ideas.
This new methodology is based on the original TRIZ postulate of representing systems as
interconnecting substances and fields. Five model solutions have replaced 77 Standards. Six
fields of MATCEM (Mechanical, Acoustic, Thermal, Chemical, Electric, Magnetic) have
been appended to eight fields of MATCEMIB (Intermolecular and Biological fields have
been added). Reinventing the Su-Field procedure made it possible for a learner to gain the
basics of it in just a few hours, and to become proficient in it after just a few days of practice.
Furthermore, the solution procedure became more general and systematic, which meant that
the use of Su-Field could be expanded beyond technical systems.

2. A New Procedure of Substance-Field Analysis

2.1. Five Steps of Su-Field

Substance-Field Analysis is a unique tool of problem solving. It pictures any natural and
man-made system as a set of interacting elements – a set of substances interacting with each
other by means of fields, which are generated by the substances. Substances and fields in
Substance-Field Analysis are not equal in representing systems – substances describe real
system elements, and fields show the interactions between these elements. Nonetheless, both
substances and fields are represented in a similar manner – by circles. This ensures that
vastly different real systems are modelled in a similar way – by means of circle-substances
and circle-fields. Such generalisations enable a practitioner to represent complex systems by
using simple structures. This allows a user to consider different systems in a uniform way
and to apply similar rules to solve dissimilar problems. Substance-Field Analysis is the only
tool of TRIZ which models real systems with such uniformity.
A new procedure of Substance-Field Analysis guides a user through the solution process
from start to finish – from situation modelling (analysis) to choosing the solution best suited
to the existing conditions. The solution process consists of five steps. Its structure is depicted
in Figure 1 [5].

5
Rule
4
Rule Step 5
3 Step 4
Rule Step 3
2 p4
Rule Ste MLK
1 Step 3
Rule Step 4
Step 3
Step 4
Step 3
Step 4
Step 3
Step 2
Step 1

Figure 1. New procedure of Substance-Field Analysis

The following is a short description of these five steps.

Steps 1 and 2 are devoted to modelling a situation with substances and fields. A
practitioner is required to list the substances involved and to sketch the original situation
using circle-substances and circle-fields. As a result of the first two steps, a Su-Field model
of the existing situation is created. This helps a user to identify the elements which are likely
to be involved in system conflicts – the conflict triads. Normally, these conflicts need to be
resolved in order to improve the original situation.
 In Step 3, a practitioner individually examines the conflict triads identified in Step 2. For
every conflict triad he reformulates a general model solution suggested by a specific Rule
(five model solutions are presented as five Rules) into the problem-specific model solution.
As a result, several solution blueprints are created.
Step 4 is devoted to idea generation. A practitioner applies the fields of MATCEMIB to
the problem-specific model solution derived in Step 3. In order to ensure that a user is well
focused, Steps 3 and 4 are conducted five times – separately for each of the solution
blueprints recommended by each of the five Rules. Step 4 directly follows Step 3 for the
solution blueprints of all the Rules, except Rule 4. In regards to the problem-specific model
solution for Rule 4, a user may strengthen his or her solution idea by applying the Method of
Len Kaplan (denoted as MLK in Figure 1) prior to proceeding with Step 4.
After Steps 3 and 4 have been conducted 5 times, a user normally gets a list of solution
ideas, which can be used to resolve the original situation. Although some of these ideas look
more revolutionary than others, they do not necessarily suit the practitioner’s needs. Every
solution has its time and its place. Step 5 asks a user to choose the most practical solution for
implementation from the ideas generated. To do this, he analyses the existing conditions in
order to ensure that the solution chosen will benefit the current situation the most.

2.2. Five Rules of Su-Field

As indicated by Figure 1, a user employing the new procedure of Substance-Field
Analysis is required to consider five model solutions recommended by five Rules. Model
solutions work in a similar way to Standards – they recommend that a user employ specific
blueprints of solution ideas. Model solutions for every Rule can be expressed both
graphically and verbally. A general graphical model solution for Rule 5 is presented in
Figure 2 [5].

F1

F1
S1 S2
F1
S1 S2
F1
S1 S2
F2
S1 S2

Figure 2. General model solutions for Rule 5

This model solution can be verbalised in the following way: in order to improve the
insufficient interaction between the two substances, to eliminate harmful interaction between
the two or simply to get rid of inconsistencies with the interaction between the substance-
object S1 and the substance-subject S2, it is necessary to add an extra field F2, interacting
with both original substances S1 and S2 in such a way that the required outcome is achieved
fully (by enhancing the insufficient interaction, by removing the harmful effect or by wiping
out the inconsistency) [5].
Using two alternative model solutions helps a user to visualise the blueprint recommended
by a certain Rule more accurately. This ensures that a practitioner is well-focused whilst
using the fields of MATCEMIB in Step 4 to generate solution ideas.
 2.3. Su-Field: beyond the world of technology
The new Su-Field procedure has generalised the modelling of situations as well as the
problem-solving process. Su-Field deals with circle-substances and circle-fields, which can
be redefined to model a much wider range of situations, which are not merely technical in
nature. Model solutions proposed by the five Rules are general and do not demand a user to
deal only with technical systems. Five Steps and the solution procedure (see Figure 1) are
also general and are not restricted by technical borders. Only the fields of MATCEMIB are
restricted to and belong to the technical world. Everything else in the new Su-Field
procedure has been generalised and can be used elsewhere.
This uniformity enables a user to apply the new Su-Field procedure to situations of
various types, which are far from technical. A practitioner willing to employ the procedure
in his specific area of expertise may be required to redefine the meanings of the substance
and the field. Moreover, he would need to identify the interactions between the substances
applicable to the area of his interest, and to build a new table of Fields to replace the
technical fields of MATCEMIB.

3. Reinvented Su-Field: Practical Applications

Over the last seven years, the new procedure of Substance-Field Analysis has been
introduced to over a thousand practitioners of various professions. Most of them found the
procedure easy to learn and suitable for their day-to-day problem-solving needs.
The new Substance-Field Analysis procedure has been successfully applied to various
technical tasks. Engineers used Substance-Field Analysis for the improvement of existing
products, processes and measurement systems. On several occasions Su-Field helped them to
develop new products. In other instances, users have been able to not only pinpoint the
reasons for failures, which they were unable to rectify for years, but also to make changes
which removed the causes of these failures.
The following are opinions of two engineers, who used the new Su-Field procedure for
failure analysis and prevention and for improvement of an existing product: 1
...Su-Field in failure analysis ... has opened my eyes on how many effective
ideas this simple tool can generate by just systematic thinking. Simply by
drawing circles and arrows, and going through all the five rules, I have
experienced for myself how ideas which I have never ever thought of
previously, can be generated effortlessly through this thinking process. In
terms of the (...) problem, Su-Field has opened up extra possible failure
scenarios, which were never considered in the past… In addition, some other
unfamiliar/unknown fields, such as chemical, magnetic, intermolecular and
biological, were also utilised to cover all aspects into problem solving...
...In (...) project, quite a number of ideas were developed from Su-Field. The
rules of Su-Field seem to be trivial and obvious. However, it gives a
systematic approach to solving problems compared to brainstorming method.
The confidentiality of many of these solutions places restrictions on sharing the outcomes
of the new Su-Field process. The following are two great proposals, which are likely to find

1
These quotations are taken from the reflections of engineers on their experience of using
TRIZ for company projects. They have been adjusted for the purposes of confidentiality.
their way to the market in the near future. School and university students used Su-Field to
develop an environmentally friendly washing machine, which cleans clothes without water
by means of electrostatic charge. Its prototype has been successfully tested in 2005. School
teachers came up with a way of detecting corrosion on aircrafts in which the corroded spots
reveal themselves by changing the paint colour. This idea has also been successfully trialled.
Many users of Substance-Field Analysis found that the procedure encouraged them to
look for the solution idea outside of their area of professional knowledge.
Su-Field creates a framework for thoughts in relation to the physical
placement of the various resources. MATCEMIB is most helpful in directing
thoughts and generating ideas that can really be outside your supposed
“field-of-expertise”...

Although most of the users enjoyed re-visiting the areas of knowledge they had forgotten
about since graduating, not all of them were happy with their ability to think outside the field
of their profession. Some expressed their concerns, stating that after mastering Su-Field they
saw the need for more knowledge of various fields, but did not have time to pursue it.
As discussed, a practitioner can further “reinvent” the new procedure to perfectly suit his
particular area of knowledge. Such redevelopment has been successfully accomplished for
human-related situations [5] and tested during various courses in 2003 – 2005.

4. Conclusion
The Five Rules of the reinvented Substance-Field Analysis cannot entirely replace the 77
Standard solutions. Some TRIZ professionals may criticise the new procedure for omissions
and incompleteness. Nonetheless, it enables a novice to learn the basics of Su-Field
modelling and idea generation after only a few hours of study, and to use it successfully in
his work within days. A practitioner willing to become more powerful with Su-Field will be
able to learn the Standards with much less effort and in a shorter time.
By “reinventing” Substance-Field Analysis, the author has been able to use the simplicity
and uniformity of the tool to place it within reach of many people, who would be unable to
learn Su-Field otherwise. The new procedure has not only offered the users an opportunity to
think better, but also provided them with the means of utilising knowledge more effectively
and expanding their search to areas outside of a single profession. Moreover, a practitioner
now has the freedom to fine-tune Substance-Field Analysis to his own needs and to reinvent
the procedure to better suit their own profession.

5. References
1. Salamatov Y., (1999), “TRIZ: The Right Solution at the Right Time”, Insytec B.V., The
Netherlands, pp 31 – 67.
2. Terninko J., Zusman A., Zlotin B., (1996), “Step-by-step TRIZ, Responsible Management”,
Nottingham, NH, USA, pp 117 – 127.
3. Altshuller G. (editor), (1986), “Standards for Resolving Inventive Problems”, Novosibirsk, 89p.,
(in Russian).
4. Belski I, (2000 – 2006), “A Course on TRIZ, TRIZ4U”, Melbourne, Australia, a Su-Field Chapter.
5. Belski, I, (2006), “Improve Your Thinking: Substance-Field Analysis, TRIZ4U”, Melbourne,
Australia, 208p.
 THREE SET METHOD AS THE MODIFICATION OF ARIZ

PhD, Anna Boratyńska-Sala

Cracow University of Technology in Cracow
boratynska@mech.pk.edu.pl

Abstract
One of the basic tools of TRIZ is ARIZ – a procedure algorithm for achieving a defined aim
– Ideal End Result - in a methodological way. ARIZ is based on the concept of “technical
contradiction”, the resolution of which is an essence of innovative conception. One of the
basic tools of ARIZ is a table that contains “a list of technical system indexes that should be
improved and that deteriorate, if they are not changed”. In analyzing a specific problem one
should correlate conflicting indexes and find in the second table of “basic inventive
principles”, in appropriate columns, the numbers of the methods for eliminating
contradictions defined on the basis of analyzing several dozen thousand (now over a million)
patents. The method uses one set of indexes, which precludes the association of indexes
defined in different fields, such as technical or economic. This problem is resolved in Three
Set Method.
Keywords: Three set Method, TRIZ, ARIZ, quality,

1. Idea of the Three Set Method

H. Altszuller’s idea can be useful in resolving qualitative issues. Work on improving the quality
of a product consists in answering the recurrent question: “what should be improved to achieve
higher quality?” It turned out very quickly that classic ARIZ would not be an appropriate tool for
resolving such problems, as quality is not only a technical concept but also economic and aesthetic
one. It is also connected with many other fields of economy and social life. For that reason, using
only one set of indexes cannot lead to satisfactory results. A technical-economic analysis of the
quality issues conducted on a plant producing rolling bearings showed that:

- bad quality is generally a result of savings at various elements and stages of production
process,
- bad quality results in considerable costs of losses,
- quality improvement can occur in technical and economic areas, in which completely
different indexes apply.

On the basis of the archival documentation of the plant it was possible to define set A –
production costs, which was methodologically antagonized with the elements from set B – the
costs of unreasonably lowered or raised quality (costs of defective products, costs of too long
storage of a low demand product, costs of warranty repairs, excessive expenditures on – or
losses due to unreasonably high quality). The point of antagonizing the elements of set A and
set B is a rather banal fact that generally the savings on all aspects of production preparation
(developing the final version of product design, prototype tests, developing instrumentation,
purchasing necessary machines and devices, purchasing the means of production control,
developing the whole technological-organizational description) result in various problems
that appear already at the stage of production, and the most visible result is inappropriate
quality of the product. And inappropriate quality generates costs! Anyway, costs must be
incurred. The problem is, however, that savings on production preparation bring about
immediately visible effects, and losses due to bad quality emerge in a longer time period and
their sources are very diversified.
The aim of set (C) – the set of elementary pro-quality decisions – is to eliminate or ease the
contradictions between the elements of set A and set B (Fig. 1).

Fig. 1 Relationships in “Three Sets Method”

To identify elementary pro-quality decisions it is necessary to review the archival resources of

the plant (FMEA chart, change charts, quality control documentation and the data from financial
analysis of production costs). Each element of all the three sets have double content: technical and
economic one.

An example of elements of set A

Costs of:
ƒ tests and analyses of construction models of leading global companies (cost of
purchasing these models, cost of buying specialist apparatus, costs of organizing
and planning tests, cost of conducting tests and working out the results),
ƒ working out guidelines for prototype design (defining objective functions for
construction team),
ƒ developing prototype design,
ƒ prototype simulation tests etc.

An example of elements of set B

Internal costs
ƒ unrepairable defective products,
 ƒ repairs of repairable defective products,
ƒ scrapping,
ƒ disturbing production rhythm (semi-finished products are not on time),
ƒ batches rejected as a result of negative assessments of quality control (declassing
or scrapping).
External costs
ƒ of claim procedure
ƒ Indirect: costs of losses connected with disassembly, exchange etc.

An example of elements of set C

From materials engineering, e.g.:

ƒ developing and implementing new grade of steel,
ƒ developing and implementing new form of semi-finished product, etc.
Technological and organizational methods, e.g.:
ƒ selecting new types of cutting tools,
ƒ developing and implementing new technology of thermochemical treatment,
ƒ selection of new types of technological instrumentation and machine tools, etc.

Routine resistance appears also here. It is also easy to identify the source of contradictions
between set (A) elements of production costs (cost of instrumentation, machines, devices, control
etc.) and set (B) elements of the costs of unreasonably lowered or raised quality (cost of defective
products, too long storage of a low demand product, cost of warranty repairs, excessive expenditures
on/losses due to too high quality). The aim of set (C) - elementary pro-quality decisions may be to
eliminate or ease contradiction between the elements of these two sets.
It should be stressed that elements of A, B and C sets, although defined for a specific
product and the technical-organizational conditions of a specific plant – are generalized and
go beyond the issues of this plant.
In each plant, by analyzing the data from the history of the production development of a
given product it is possible to define the elements of all the three sets and use them to create
a so-called “decision table” (fig. 2). This table, after completing it with the data from the
past, can be used in decision processes concerning planned issues. Fields at the intersection
of columns (set B) and rows (set A) point to subsets of set C containing the numbers of pro-
quality decisions, tested by past implementations within a monitored time period.
Each activity in industry generates costs, therefore all elements of A, B and C sets have
double aspects: technical and connected with costs.

Three Set Method differs from the assumptions of Altszuller’s inventive theory in the
following way:
ƒ it has a completely different purpose,
ƒ searching for new solutions is limited to quality issues,
ƒ instead of internal contradiction of the elements of one set of technical indexes, there
are two sets: A and B, and their elements are in contradiction to each other
ƒ elements of A, B and C sets have double content:
−technical-organizational content,
−cost expressed in man-hours.
 B1 Koszt nie zmontowanych
elementów z pow odu braku części
A B
współpracujących o odpowiednich
w ymiarach.
B2 Koszt postepow ania B4 Koszt w szystkich tych czynności, B5 Koszt strat wewnetrznych i B9 Koszt (wyłącznie wewnetrzne)
B3 Suma kosztów braków B6 Suma strat zewnetrznych i B10 Koszt braków wynikających z B11 Suma strat z tytułu braków
reklamacyjnego i koszt braków z które muszą zostać w ykonane dla zewnetrznych będących rezultatem B7 Koszt strat z tytułu niskiej B8 Koszty (wyłącznie wewnetrzne) wielosystemowego, technicznego
wynikających ze zbyt małej wewnetrznych spowodowanych błędów standaryzacji materiałowo - (głównie wewnetrznych)
tytułu złej jakości warstw y skompensow ania niedostatków nadmiernego wyeksploatowania trwałości wyrobu nieracjonalnego perfekcjonizmu. uzbrojenia pomiarowo -
dokładności wykonania. tzw. "czynnikiem ludzkim" technologicznej. ujaw nionych w produkcji.
wierzchniej. sprzętu pomiarow o - kontrolnego. mediów technologicznych. kontrolnego służb jakości.

C5,1 "Skorygować położenie wymiaru

C5,5 "Ustalić i przestrzegać normy
średniego tak, aby zwiekszyć C5,2 "Ograniczyć niekorzystny wpływ
A5 Koszt odnowy resursu C5,3 "Zmniejszyć tolerancję realizacji C5,4 "Dopasować czułość, dokładność i eksploatacyjne zuzywalnych mediów,
prawdopodobieństwo uzyskania na właściwości warstwy wierzchniej,
uzbrojenia technicznego wymiarów istotnych funkcjonalnie błąd własny sprzętu pomiarowo - narzędzi, sprzętu i innych środków
prawidłowych skojarzeń wymiarów pogarszających ją elementów procesu
procesu technologicznego. elementów". kontrolnego do zadań kontroli". technicznego uzbrojenia procesu
współpracujących elementów w całej technologicznego".
produkcyjnego".
populacji elementów".

A6 Koszty doprowadzenia
C6,6 "Stworzyć system angazujący
całej załogi do pełnej
szk olenie w zak resie wniosk owania na każdego pracownika na każdym
spolegliwości w ramach
podstawie zjawisk statystycznych stanowisku pracy w proces
powierzonych jej zadań
kształtowania jakości".
produkcyjnych.

A7 Koszty badań C7,7 Wprowadzić zmiany konstrukcyjne

trw ałościowych i wynikające z rezultatów badań
eksploatacyjnych trwałościowych i eksploatujących

A8 Koszt analiz C8,8 "Tam, gdzie to możliwe i

optymalizujących jakość dopuszczalne - stosować szerokie
produktu. pola tolerancji".

A9 Koszt analizy
C9,9 "Standaryzacja i ujednolicenie
optymalizującej organizację
3wszystkich wymagań techniczno -
produkcji w ramach wielkich
jakościowych obowiązujących".
systemów przemysłowych.

A10 Koszt standaryzacji

surowcow ej i fizyko - C10,10 "Ścisła standaryzacja warunków
chemicznej w masie jednego zmiana dostawcy surowców fizyko - chemicznych w całej objętości
elementu i całej partii pojedynczego elementu".
produkcyjnej.

A11 Koszty analizy dynamiki

C11,11 "Eliminować szkodliwe skutki
transportu
zbyt szybkiego, dynamicznego
międzyoperacyjnego i
przemieszczania detali w transporcie
działań zapobiegających
międzyoperacyjnym".
szkodliwym zjaw iskom.

Fig. 2 MTZ decision table (fragment)

Practical application of a decision table, preliminary procedures specifying a problem

described in TRIZ, particularly in ARIZ, remain in force. Compared to Altszuller’s original
methodology, Three Set Method is a much more selective tool, and its methodological bases
can be used in other associations of parameters that describe any phenomenon from the
sphere of technical-economic life. Russian experience shows that TRIZ can be the basis of
optimizing the activities in such distant spheres as: marketing and management, advertising,
public relation etc.

2. Conclusion
Three Set Method outlined here is a novelty in extending the applications of TRIZ. After
developing algorithm and methodological generalization it will be an efficient and effective
tool for shaping technical-economic reality.

3. References
ƒ Altszuller H., (1975), Algorytm wynalazku. Wiedza Powszechna, Warszawa
ƒ Boratyńska-Sala A., (2001), Prognozowanie kosztów jakości w procesie wytwarzania łożysk. Praca
doktorska, Kraków
ƒ Boratyńska-Sala A., Szadkowska J., (2004), Metoda Trzech Zbiorów (MTZ) jako nowe narzędzie TQM
na przykładzie komponentów maszyn i urządzeń, Medzinarodna vedeska konferencja- Hydraulika a
pneumatyka 2004, Slovensko
ƒ Альтшуллер Г.С.:Алгоритм решения изобретательских задач ариз-85-вб 1985,
http://www.altshuller.ru/triz/ariz85v.asp
 A NEW PARADIGM FOR CREATIVE PROBLEM SOLVING:
SIX-BOX SCHEME IN USIT

Toru Nakagawa
Osaka Gakuin University, Japan
nakagawa@utc.osaka-gu.ac.jp

Abstract
The 'Four-Box Scheme' of problem solving has long been regarded as a standard in TRIZ
and science and technologies in general. Now that a huge number of models and
knowledge bases have been accumulated, the Scheme has been found lacking in the
meaningful general description of the contents of the four boxes. The present author has
proposed the 'Six-Box Scheme of Creative Problem Solving' on the basis of detailed
description of the overall structure of the USIT methodology. The procedure for
performing the Scheme is already well established in the form of USIT. Implications of
the 'Six-Box Scheme' with USIT are discussed in comparison with the 'Four-Box Scheme'
with traditional TRIZ.
Keywords: Creative problem solving, USIT, Requirement of information in Problem
Solving Steps, The Six-Box Scheme

1. Introduction: Reality of the 'Four-Box Scheme' Theory

As the fundamental general scheme of problem solving, the Four-Box Scheme [1] has
been recommended not only in TRIZ [1, 2] but more widely in science and technology. For
solving a user's specific problem, the scheme advises to convert the problem into a
generalized problem in an abstract level, find a generalized solution to it with reference to
some known models, and then to interpret it back into a specific solution in the user's real
situation. To assist problem solvers in this scheme, TRIZ and science & technology in
general have developed a lot of knowledge bases and theories. The current general situation
may be shown in Fig. 1.
Models in Knowledge Bases

A Selected Known Model

Generate
Generalized Solution Generalized
Problem Solution

Abstract Concretize
User's User's
Specific Specific
Problem Solution

Fig. 1. The Four-Box Scheme of Problem Solving Supported by Knowledge Bases

 The accumulated models and knowledge bases are presented to the users in parallel as a
huge variety of alternative advices, suggestions, or hints. A guide possibly with some good
advices buried among many irrelevant and wrong ones is neither effective nor reliable. We
should notice that there is no clear general ways to select the models, and that the ways of
abstracting the problem into the model depend on models and are often vague, and the ways
of concretizing the model solution to specific solutions rely on intuition. Thus the 'Four-Box
Scheme' in theory has left the problem solvers in the vague world of (reinforced) analogy.
So far the contents of the 'Four Boxes' have never been described in any words meaningful
and yet general to cover the field of creative problem solving in technologies.
The present author [3] has proposed the 'Six-Box Scheme' of creative problem solving. It
has been obtained from the data-flow description of the overall structure of the USIT
(Unified Structured Inventive Thinking) procedure [4]. The present paper describes the
scheme briefly and discusses its implications.

2. Six-Box Scheme of Creative Problem Solving with USIT

As described in [3], the present author tried to describe the overall structure of the USIT
method in the form of a data-flow diagram, instead of more-often-used flowchart. This trial
has given the 'Six-Box Scheme of Creative Problem Solving'.
The difference of data-flow diagrams and process-flow diagrams (i.e., flowcharts) is
significant. In the data-flow diagrams, the data or information which are required as inputs
and produced as outputs (in various steps) must be specified clearly in the boxes and the
conversion processes are shown by arrows (sometimes with annotations). Whereas in the
flowcharts, the processes are shown in the boxes and the arrows (and some other process
control symbols) are added to show in which way the processes would proceed. In the
flowcharts, the information required or produced in each process is often implicit and not
described explicitly. It is well known in information science and software engineering that
the data-flow representations are often more basic and stable than the process-flow
representations. There may be different ways of processing a scheme represented in a data-
flow diagram, while a different data-flow diagram requests different ways of processing.
Thus, the 'Six-Box Scheme of Creative Problem Solving' is presented here first as a
general scheme without depending on the USIT way of processing the scheme. Then the
USIT way of performing the scheme is shown in Section 2.2.

2.1 Six-Box Scheme of Creative Problem Solving

The Six-Box Scheme derived from the overall structure of the USIT method is
demonstrated in Fig. 2. The contents of the boxes in this figure is shown with some
additional explanation with smaller characters in order to demonstrate the concreteness of the
Scheme.
The first box is (the information of) the user's specific problem, which is often complex,
confusing, vague, and unfocused.
The second box, after the problem definition step, should be user's specific problem in the
well-defined form, i.e., the information of unwanted effect, task and target, sketch of the
problem situation, plausible root causes, and the minimal set of relevant objects should be
stated explicitly.
As the results of the problem analysis step, the third box must have the generalized form
of information of the present and ideal systems understood in terms of objects, attributes,
functions, space, time, and desirable actions and properties. It should be remarked that not
only the current problem system (or situation) but also the ideal one are required to be
understood (after analysis) at this stage for creative problem solving. The understanding of
causal relationships and (physical ) mechanisms is also assumed in the above-stated terms.

TRI Z Knowledge bases

(principles and facts in different areas,
indexed with functions, attributes, etc.)

USIT Operators
(guidelines and illustrative examples)

(generalized problem) (generalized solution)

Understanding of
Ideas for
the present system:
Objects, attributes, functions, Idea a new system
Space and time generation
Objects, attributes, functions,
Understanding of Space and time
the ideal system:

(Concretization)
Actions and properties
Desirable actions and properties
(Abstraction)

Problem analysis
Solution building
Well-Defined specific problem
Unwanted effect, Task & target,
Sketch, Plausible root causes, Conceptual solutions
Minimal set of objects

Problem definition Implementation

User's specific User's specific

problem solution

Fig. 2. Six-Box Scheme of Creative Problem Solving with USIT

The fourth box contains (fragments of) ideas for a new system. These ideas can be
generated in the idea generation step in various forms of idea handling of conscious and
subconscious nature. The fragments of ideas may also be expressed in the basic terms of
objects, attributes, functions, space, time, and action and property. They are modifications,
combinations, additions, eliminations, etc. of the present system and of some newly
recognized/introduced systems. It is important that these new ideas are generated and
recognized with the background of the full understanding of the present and ideal systems.
The fifth box contains solutions at the conceptual level. They are the results of solution
building around the core of the fragmental ideas. Introduction of engineering knowledge and
experiences should be necessary for obtaining conceptual solutions focused towards the
target of the problem. The conceptual solutions at this stage are not tested whether they are
feasible, work well, cost effective, etc.
The sixth box is the user's specific solutions realized to solve the user's specific problem.
For achieving these solutions the user usually have to do a lot of examinations, experiments,
prototyping, designing, testing, market research, business promotion, etc.
 The significance of this 'Six-Box Scheme' lies in the description of the nature of the
contents in each box. They are described in generic terms without depending on the field of
technologies or on the type of problems, and yet in clear-enough terms to understand the
requirements for the information. The requirements allow various ways of performing the
Scheme by obtaining required information step by step.

2.2 The USIT procedure of creative problem solving in the 'Six-Box Scheme'
One procedure for performing the creative problem solving in the 'Six-Box Scheme' has
already been established as the USIT procedure [3-5], whose flowchart is shown in Fig. 3.

Problem Define the Problem in a Well-defined Form

Definition
Function and Attribute Analysis
of the Present System (Closed World Method)
Problem
Analysi s
Space and Time Characteristics Analysis

Ideal Solution and

Desirable Actions and Properties (Particles Method)

Pluralization Dimensional Change Distribution

Solution of Objects in Attributes of Functions
Generation
Combination of Generalization
Solution Pairs of Solutions

Build Up Conceptual Solutions

(Implementation) ( Implement into Real Solutions )

Fig. 3. The USIT Procedure of Creative Problem Solving in the 'Six-Box Scheme'

USIT may be performed most effectively by a small group of engineers guided by a USIT
practitioner. The problem definition is done through discussion of the group with the
requirement of the information shown in the box of 'Well-defined problem'. Functional
diagrams, Qualitative Change graphs (for the attribute analysis), and Space and Time
Charatersitic Analysis are applied to analyze the present system. For analyzing the ideal
system, we use the Particles Method, i.e., a modification of Altshuller's SLP and an
extension to find a hierarchical structure of desirable actions.
For the idea generation process, we use the 'USIT Operators' [5]. All the idea generation
methods included in TRIZ have been reorganized into a hierarchical system of the USIT
Operators, having the five types of operations (as shown in Fig. 3) and 32 submethods in
total. These operations are applied repeatedly to the problem so as to generate a large
number of fragments of ideas and to refine such ideas (or interium solution concepts) by
combining and generalizing them. Building up the solution concepts is performed in the
USIT process by use of the technological capability of the group of engineers. The step of
implementation need to be done outside the USIT procedure.

3. Implications of the 'Six-Box Scheme' with USIT in Comparison with TRIZ

Some of the implications of the 'Six-Box Scheme' with the USIT procedure are discussed
briefly below in comparison with (traditional) TRIZ.
(a) TRIZ has several sets of huge knowledge bases (as solution-generation techniques)
accompanied with different anlysis methods. Principal ones are:
- Formulating Techincal Contradiction --> Contradiction Matrix --> Inventive Principles
- Formulating Physical Contradiction --> Separation Principle --> Inventive Principles
- Substance-Field Analysis --> Inventive Standards
- --> Trends of Technological Evolution
Thus it is usual that people apply one set of these to solve a problem and use another set
only when the preceding set is found insufficient. This style of problem solving is shown in
most TRIZ textbooks. This makes the scope of problem analysis partial.
USIT, on the other hand, guides the people to apply the standard methods of problem
definition and problem analysis to any problem. Such methods reveal the problems from all
the aspects. Thus the application of USIT guarantees wider aspects of problem analysis and
higher possibilities of revealing the real focal point of the problem.
(b) The main step of generating solution ideas is supported in TRIZ only by showing a
few principles and their examples. Analogical thinking is actually the process of such idea
generation.
USIT, on the other hand, suggests (theoretically) to apply the USIT Operators one after
another repeatedly. (Guidelines of USIT sub-operators are similar to the descriptions of sub-
principles of TRIZ Inventive Principles.) In practice, however, USIT beginners are advised
to list up first all the ideas stimulated during the problem analysis stage. A large number of
ideas are smoothly generated in USIT group practice. Thus, in many cases of USIT training
practices, the idea generation stage is done intuitively without rigorous use of USIT
Operators, and successfully enough by virtue of the well-organized analysis of the problem
and ideal systems. It takes time for USIT students to master the USIT Operators just as for
TRIZ students to master the usage of 40 Inventive Principles.
(c) TRIZ often tries to find one best inventive solution without building up the
perspectives of the whole solution space.
USIT, on the other hand, advises to construct a hierarchical map of possible solution space.
This construction is first performed in the Particles Method by searching for the desirable
actions to be performed by the Particles (i.e., imaginary agents) and drawing them in a tree-
style diagram. Then in the stage of solution generation, a hierarchical system of possible
solutions are built up with all the solution ideas as guided by the Solution Generalization
Method of the USIT Operators. The hierarchical representation of various solution ideas
stimulates generic conceptual thinking and finding new types of solutions.
(d) The position of the TRIZ methodology in the problem solving in the real world is not
clearly stated.
The position of the USIT methodology, on the other hand, is clearly set in the problem
solving in the real world. The Six-Box Scheme represents the whole scheme of problem
solving in the real world. The lower half of the scheme containing the bottom and middle
four boxes belong to the Real World, while the upper half containing the top and middle four
boxes to the Thinking World of USIT; the two boxes in the middle are the interfaces between
the two Worlds. Thus, the problem definition should be done with the criteria in the Real
World, and the implementation of solutions must be done in the Real World after USIT.
(e) An ideal TRIZ expert is supposed to be an almighty inventor (or an almighty contract
researcher) in any technology field. He/she should be able to solve any hard problem by
him/herself to obtain inventive solutions.
An ideal USIT expert, however, is supposed to be a guiding assistant of engineers; namely
he/she should be able to guide and help engineers (or subject-matter experts) think and solve
any problem to obtain practical and creative solutions. Thus USIT experts always work
together with engineers. This is because we assume a person (even an expert in USIT)
cannot be almighty in all the fields and may not be more knowledgeable than the subject-
matter experts in each specific field. By guiding and helping the engineers, the USIT expert
can achieve much more than he/she can do alone and than the engineers can do without
USIT. This allows that a larger percentage of people can be trained into USIT experts and
that any USIT expert can work much wider field of technologies than his/her original
background discipline. This strategy is practical and suitable for wider penetration of
creative problem solving methodologies.
(f) Huge accumulation of techniques and knowledge is the basis of TRIZ specialists.
Thus handbooks and software tools are indispensable for them.
On the other hand, the basis of USIT practitioners is the understanding of the essence of
how to think. Thus handbooks and software tools are only a part of supporting tools. How
to think in the problem solving in USIT need to be established better and should be trained to
USIT practitioners.

4. Conclusion
The 'Six-Box Scheme' has been established as a new paradigm of Creative Problem
Solving. The Scheme clarifies what types of information are required for every stage of
problem solving. This theoretically solves the general problem in TRIZ and in science and
technology in general. USIT is shown as a practical and well-established procedure for
performing the Scheme.

5. References
• Darrell Mann: "Hands-On Systematic Innovation", CREAX Press, Ieper, Belgium, 2002.
• Genrich Altshuller: "Creativity as an Exact Science", Gordon & Breach, 1984.
• Toru Nakagawa: 'Overall Dataflow Structure for Creative Problem Solving in TRIZ/USIT',
TRIZCON2005, Altshuller Institute TRIZ Conference, Detroit, May, 2005; TRIZ Journal,
May, 2005; TRIZ HP Japan, May, 2005.
• Ed Sickafus: "Unified Structured Inventive Thinking: How to Invent", NTELLECK, Grosse
Ile, MI, USA (1997).
• Toru Nakagawa, Hideaki Kosha, and Yuji Mihara: 'Reorganizing TRIZ Solution Generation
Methods into Simple Five in USIT', ETRIA World Conference "TRIZ Future 2002" held at
Strasbourg, France, on Nov. 6-8, 2002; TRIZ HP Japan, Nov. 2002.
• Note: "TRIZ HP Japan" represents: "TRIZ Home Page in Japan", Editor: Toru Nakagawa.
• http://www. osaka-gu.ac.jp/php/nakagawa/TRIZ/eTRIZ/ (in English).
 SCIENTIFIC FOUNDATIONS OF TRIZ
FOR INNOVATIVE ENGINEERING DESIGN

Stephen C-Y. Lu
David Packard Chair in Manufacturing Engineering
University of Southern California
Los Angeles, California 90089 U.S.A.
Email: sclu@usc.edu

Keynote Abstract

TRIZ was originally developed as an inventive problem-solving method with successful

track records. Due to its ingenious powers and the growing demands for creative design,
TRIZ has also been used as an innovative engineering design technique in recent years,
however with some mixed results. Questions arise in terms of the suitability of TRIZ to
support engineering design in addition to problem solving, and whether it is also capable
of facilitating innovation besides invention. This keynote presentation attempts to address
these two basic questions by examining the scientific foundations of TRIZ in view of
relevant researches in human psychology, design theory and methodology, and
technological innovation. Our objective is to promote intellectual deliberations and
systematic investigations of TRIZ, so that it can be developed into a rigorously understood
discipline by scholars, rather than merely stays as an acquired art by practitioners, for
innovative engineering design in the future.

To begin with, we must understand that invention is different from innovation. The former
is largely a technical pursuit in the laboratory, and is governed by the sciences of the
nature (e.g., physics); whereas the latter is inherently a socio-technical endeavor on the
market based on the sciences of the artificial (e.g., developing purposeful artifacts to
satisfy both preferences and physics). We should also note that problem-solving is not the
same as engineering design. The former can be seen as an analysis-based search and
optimization process; while the latter calls for a synthesis-based creation and satisfying
activity. These differences lead to a very dissimilar set of requirements for methods for
inventive problem solving versus innovative engineering design. Without orderly inquiries
and deep understandings of the scientific foundations of TRIZ, it is difficult for the TRIZ
community to expand its past successes from the former to meet the future challenges of
the latter.

TRIZ formulates a problem as “a technical system” and identifies technical and/or system
contradictions to drive inventive solutions. Unlike inventions in a technical system,
innovations are a creative human-centered action. Therefore, TRIZ must be able to model
the problem as “a human activity”, further than just a technical system, in order to impel
true innovations. In this regard, the well-established Cultural Historical Activity Theory
(CHAT) developed from the 19th century classical human psychology studies presents an
interesting possibility. CHAT models creative human activities as a set of purposeful
actions, motivated by various contradictions at different levels, to drive beneficial cultural
evolutions in the society. Such a formulation of human innovations is fully consistent with
that of TRIZ in treating technical inventions. Hence CHAT can be adopted as a theoretical
foundation for TRIZ, such that it can assume the roles of supporting innovative
engineering design. This keynote presentation will examine the scientific relevance
between CHAT and TRIZ, and use some new product development examples to explain
how we can employ the basic concepts from CHAT to facilitate design innovations by
TRIZ.

Over the past few decades, scholars have developed different design theories and
methodologies with the hope to better understand and support engineering design. For
example, the decision-based design (DBD) research is based on an alternative-focused
decision analysis approach to support embodiment design activities at the parametric
design stage. DBD represents a design problem as a set of alternatives, and uses various
utility functions and optimization techniques to carry out a search process within this
option space. Engineering design is modeled as systematic problem solving with bottom-
up analyses in DBD. In contrast, the Axiomatic Design (AD) approach treats engineering
design as a top-down synthesis activity with a particular focus on the conceptual design
stage. AD employs two fundamental design axioms to drive a zigzagging design process
which generates new design concepts as mappings between a set of functional
requirements (FR) and design parameters (DP). However, neither DBD (for embodiment
design) nor AD (for conceptual design) can adequately address the challenges of
innovative engineering design that is intrinsically a socially-mediated technical activity.
This is where we believe that TRIZ, if it can be strategically incorporated as an integral
part of an established engineering design process, can play a very critical role. In this
keynote presentation, we will explain how this adaptation of TRIZ with the AD design
process can take place. We will present a few practical engineering design examples to
illustrate how to use design axioms to create the initial FR to DP mappings, and then
utilize the TRIZ formulations of system and/or technical contradictions, in a reversed
direction from DP to FR, to iteratively improve the inventiveness of these initial design
concepts. The combined powers between AD and TRIZ could lead to a unique method for
innovative engineering design.

In summary, the objective of this keynote presentation is to promote intellectual

discussions and initiate theoretical investigations of the existing TRIZ theories, methods,
and processes, so that their scientific foundations can be better understood and perhaps
advantageously integrated with existing researches in human psychology, design theory
and methodology, and technological innovation to support innovative engineering design.
We believe that such efforts can result in more comprehensive appreciations of TRIZ in
terms of not only its practical utilities at the present but also its intellectual possibilities in
the future, leading to a brighter and more existing future for the TRIZ research and
application community worldwide.

Keywords: invention, innovation, problem-solving, engineering design, socio-technical,

collaborative engineering, and engineering negotiation.
 CAN YOU COUNT ON TRIZ?
- A CRITICAL REVIEW FROM A PRACTICAL POINT OF VIEW -

Dipl.-Wirt.-Ing. Christoph Haag

Fraunhofer Institute for Production Technology IPT
christoph.haag@ipt.fraunhofer.de

Dipl.-Ing. Markus Wellensiek

Fraunhofer Institute for Production Technology IPT
markus.wellensiek@ipt.fraunhofer.de

Abstract
The Fraunhofer Institute for Production Technology IPT has carried out numerous TRIZ-
based projects in the recent years. For SME as well as for large enterprises from different
branches such as automotive, electronics, mechanical and plant engineering or white
goods the Fraunhofer IPT not only acts as a mediator between TRIZ and these companies
but also as a development partner.
Although many projects cover the entire TRIZ process, Fraunhofer IPT’s application
emphasis is primarily placed on early stages of the TRIZ process - including phases of
problem definition and structuring, initial idea generation as well as action derivation.
Against this background, the paper gives insight in the project work and reflects
Fraunhofer IPT’s learning’s from TRIZ application in practice. It sums up the experience
made about decisive strengths, weaknesses, opportunities as well as threats of TRIZ from
a practical point of view.
The paper ends with a conclusion on the practical challenges for TRIZ and needs for
action regarding further desirable developments from a user’s viewpoint.

Keywords:
Problem-solving Workshop, Industrial Demands, Lessons Learned, SWOT

1. Introduction
Most technology intensive companies possess extensive experience regarding their own
processes and products. Although in most cases this technological knowledge is beneficial to
consecutively enhance the company’s performance, sometimes however it can also be a big
drawback. For example when a tiny “grain of sand” causes big problems for the companies
production process and cannot be found immediately. Profound knowledge of domain
experts does barely help to find the system’s leakage. It rather acts as blinders inhibiting to
look aside of common paths. In dead-end situations like these, companies often turn to the
Fraunhofer IPT which than performs as a mediator between TRIZ and these companies.
What they expect from TRIZ is help for self-help. And therefore the Fraunhofer IPT provides
its methodical and technological expertise, following an established project procedure:
An initial meeting, where information about the basic problem is retrieved, is followed by
an extensive preparation phase, where the TRIZ-experienced technology experts of the
Fraunhofer IPT become acquainted with the specific technological circumstances of the
regarded problem. The subsequent TRIZ workshop constitutes the collaboration phase in
which three questions are to be answered:

What is the exact problem?

At the beginning of the workshop, the discussed problem is specified so that every
workshop participant speaks about the same issue using the same language. Thereby
misunderstandings e.g. between different company divisions can be eliminated.

What might cause the problem?

The major part of the workshop is the generation of ideas regarding possible problem
causes. Aim is the generation of an almost complete overview of potential problem sources
as basis for all further decisions. TRIZ as well as several other creativity techniques and
systems engineering approaches are applied. An elaborated problem structure, resulting from
the preparation phase, serves the moderators of the Fraunhofer IPT as a hidden framework to
systematically classify every idea, mentioned by the workshop participants.

How can potential problem causes be verified?

Finally, the generated ideas are prioritised and an action plan to verify the assumed causes
is derived. Altogether, not the solving of the problem but the deriving of action and
investigation fields as starting point for the further proceeding is the main industry demand.

The workshop results are documented and commented by the Fraunhofer IPT in the
subsequent documentation phase.

2. Lessons Learned - Hypotheses Derived from Practical Project Work

This paper reflects the learning of the Fraunhofer IPT mirrored in the above described and
constantly improved project proceeding which is further detailed in the following. Insight is
given in the project proceeding and specific success factors are pointed out.

“Companies do not always know what their exact problem is“

A crucial point within the preparation phase is the right understanding of the regarded
problem and the clarification of the project target. A clear understanding on both sides is not
self-evident from the beginning. Often companies only know about the symptoms of the
problem without having specified the problem itself. Therefore the project partners need a
clear “target picture” illustrating the main goal of the whole project.

“A good idea-manager may not be stunned by new ideas”

Anticipation of possible workshop developments and upcoming ideas within the
preparation phase is an important capability of the moderators. Therefore, the entire
workshop has to be thought through in the run-up to the workshop. This includes the
consideration of alternative developments and the derivation of consistent scenarios as well
as the test execution of the planned workshop proceeding in content. The effort has to be
placed in early project phases as shown in Figure 1: the main project work on the part of the
moderators is done after the preparation phase. On the one hand, this proceeding safeguards
against surprises or unexpected developments within the workshop. On the other hand, it
enables the moderators to discuss professionally with the workshop participants and
increases their authenticity.

Accumulated
effort 100%

Preparation

80% 15% 5% Collaboration

Documentation

Time
Figure 1: Effort allocation
But this intensive preparation needs to be exercised with caution: the influence of a likely
preoccupation of the moderators must not affect the results of the workshop. This demands
both well-reflected structuring of the workshop as well as the necessary reservation of the
moderators concerning the workshop outcomes. But the ability to give impulses at critical
points and the target-oriented moderation outweigh this potential endangerment.

“Cross-functional teams on both sides are inevitable”

The discussed intensive technological preparation of the problem, the generation of ideas
and possible suitable proceedings subsequent to the workshop need technological expertise.
As well known on the part of the participants, a cross-functional team on the part of the
moderators is necessary as well. Besides experienced TRIZ users, also experts according to
the specific field of technology have to participate. Thereby, the methodology experts built
the core team for all projects enabling the transfer of TRIZ-experiences. They moderate the
discussion due to the less likely preoccupation mentioned before. The technological experts
assure the technological competence before and during the workshop as well as the
possibility for subsequent cooperation exploiting the gathered knowledge efficiently.

“Personal contact in the run-up to the workshop is crucial”

Within the initial meeting an also cross-functional core team on the customer’s side is
defined which is corresponding to the team of the Fraunhofer IPT. This is essential for an
optimal workshop result but not sufficient. In order to obtain a relaxed and creative
atmosphere the personal contact of all participants is vital. Therefore a joint dinner at the
evening before the workshop is from experience an appropriate mean. The direct personal
contact uncoupled from work simplifies the open discourse during the workshop.

“Customised, established structures, procedures and methods”

Although all workshops basically follow comparable proceedings, the generic structure
needs to be adopted carefully project and customer specific. Starting from the problem
definition - a fix point in the workshop procedure - the further structure must be able to
reflect individual developments and requirements of the workshop and its participants. The
proceeding has to be flexible regarding extensions or reductions as shown in Figure 2
without threatening the aimed target picture which is the other fix point of the workshop.
Based on the results of the preparation phase, alternative proceedings are prepared as many
roads lead to Rome. Important is that the structure is stable against changes as well as
reasonable and intuitional for the participants on the customer’s side. Additionally, it is
essential that the methodology does not interfere with upcoming ideas or even inhibit ideas.

Workshop • Lateral Thinking • TRIZ

Methodologies: • Morphology • Metaplan
• Systems Engineering • etc.
 EFFECTIVENESS OF SYMBIOTIC SYSTEMS THINKING AND
TRIZ ON HOW-TO-CREATIVELY-INVENT EDUCATION

Mitsuo Morihisa
morihisa@sys.i.kyoto-u.ac.jp

Hiroshi Kawakami
kawakami@i.kyoto-u.ac.jp

Osamu Katai
katai@i.kyoto-u.ac.jp

Takayuki Shiose
shiose@i.kyoto-u.ac.jp

Symbiotic Systems Lab., Dept. of Systems Science,

Graduate School of Informatics, Kyoto University, JAPAN

Abstract
TRIZ made a striking appearance in JAPAN in 1996. Since then the Kyoto University
Symbiotic Systems Laboratory has examined a TRIZ seminar that instructs how to
systematically design (improve) products by applying TRIZ theory and its software. The
seminar was named “Introduction to the Inventive/Creative Thinking System” and
commenced in 1998 for the third year students in the department of engineering science,
Kyoto University. After several years’ practice, five inherent problems (two philosophical
and three practical) in this seminar became apparent. We analyzed the seminar curriculum
from the three viewpoints related to the symbiotic systems thinking and decided to add a
“Patent Specification” exercise for the first time in our 2004 seminar. The main reason
was that learning to write patent specifications is very effective for practically
understanding the consistent invention process from idea to realization. This seminar is
now aimed at undergraduate students, who are novices at both TRIZ and invention, and
focuses on how-to-creatively-invent. With the 2006 seminar, we decided to double the
seminar training period (from 9 hours to 18 hours in total) to enrich TRIZ training and to
add stories about invention experiences that verify TRIZ effects. This improved seminar is
scheduled to start in October, 2006.

Keywords: TRIZ, seminar, Symbiotic Systems, Human, Systems, Environments,

Patent Specification

1. Introduction
In this paper, we will present some strategies for making the philosophy of Symbiotic
Systems contribute specifically to How-to-Creatively-Invent education for beginning
invention and TRIZ students. The basic objective of this seminar is shown in Chapter 2.
After introducing Symbiotic Systems Theory in Chapter 3, the way in which Symbiotic
Systems Thinking is applied to improve the TRIZ seminar is explained in Chapter 4. The
Appendix includes a rough description of a real TRIZ case study. This case study is
scheduled to be released in more detail during our 2006 seminar.
2. Basic objectives of our seminar
The seminar “Introduction to the Inventive/Creative Thinking System” was created to
explain how to systematically design (or improve) products using computer-assistance and
not only relying upon human experience and/or inspiration. Furthermore, this seminar aims
to succeed in actually improving designs in several concrete cases by using specific
methodology (mainly TRIZ and/or its software).

3. Symbiotic Theory in our Laboratory [1]

The Kyoto University Symbiotic Systems Katai Laboratory, to which the authors belong,
defines Symbiotic Systems as follows:

"We investigate key issues and methodologies for Coordination and Symbiosis among
Human, Systems and Environments by referring not only to the traditional system design
methodologies yielding rational and efficient coordination but also to the Complex Systems
characteristics of human and environments that might be utilized to yield harmonious
symbiosis among them."
Three combinations of these elements [Systems and Environments], [Human and
Systems], and [Human and Human], which include three viewpoints of the Symbiotic
Systems Thinking, are explained in Fig. 1 using typical examples.

Systems & Environments:

The real Environment in which
Environments
Systems work is very complex,
so it is difficult for Systems to
maximize their ability as desired.
Until now, a completely separate
policy has been the norm,
however this laboratory aims
ｚ
for a system theory which yields
symbiosis between Systems
and Environments. Human

Systems Human & Systems:

Constructing
symbiotically equal
relationships between
Human and Systems
are urgently needed
now.
Human & Human:
Pursue ways of constructing
a community that cultivates
better human relationships,
not only attributed to
individual personalities.

Fig. 1 The Kyoto University Symbiotic Systems Katai Laboratory policy

4. Symbiotic Systems Thinking for Improving the TRIZ seminar
The main aim of this seminar is to give students useful invention experience. Actually
seeking patents is not an urgent objective. The basic framework of the seminar was
constructed using the three view points of Symbiotic Systems Thinking, and they should
evolve step-by-step, coping with actual problems, changes in social environments, needs, etc.
This cocurricular seminar was started in 1998 as short course (9 hours in total); and it was
decided to be doubled (18 hours in total) in 2006.
Table 1 shows Step No. 1 (Total 6 Years: 1998-2003), and Step No. 2 (Total 2 Years: 2004-
2005) each already practiced, and Step No. 3 scheduled to start in October, 2006.

Table 1. Seminar plan based on Step-by-Step evolution using Symbiotic Systems Thinking
Step No. 1 Step No. 2 Step No. 3
Year: 1998‐ 03 Year: 2004‐ 2005 Year: 2006
Problems
Symbiotic Human Students : 10 max Plus get advice
Systems Instructors : 2 or 3 from on-campus
Thinking Subject Matter
Expert (SME)
Systems TRIZ Only TRIZ plus Patent Reinforce TRIZ
Specification writing training
Environments Seminar training hours: 18 hours in total
9 hours in total （
1.5 hrs x 6 wks) （1.5 hrs x 12 wks)
Philoso- Instructors Lack of TRIZ TRIZ training hour was Reinforce TRIZ
phical experience too short. training
Problems Students Dependent Learn Patent Learn usage of
only on TRIZ Specification correctly TRIZ correctly
Practical Practician Lack of A practician attended at Advise students to
Problems Practician the seminar look for on-campus
Prototype No invention Replace with the SME for each
samples prototype description in Patent interested
samples Specification technological area
Prior No search Search using JPO（ Japan Patent Office）DB
technology
search

4.1 Step No. 2 (Years: 2004-2005) improvement

After several years’ practice, five inherent problems (two philosophical and three
practical) in the Step No. 1 seminar became apparent. The five problems to be solved in
the Step No. 1 seminar were:
・Two Philosophical Problems
i) Lack of TRIZ experience
ii) Dependent only on TRIZ (Lack of non-TRIZ experience)
・Three Practical Problems
iii) Advisor lacking practical experience
iv) No invention prototype samples
v) No prior technology search
 After complete reexamination from the three viewpoints of symbiotic systems thinking, we
decided to add a “Patent Specification” exercise as a system that was symbiotic with TRIZ
for the first time in our 2004 seminar. The main reason was that learning to write patent
specifications is effective for understanding the consistent invention process from idea to
realization. Furthermore, gaining experience in patent specification writing is considered as
a basic and important part of creative thinking training, because patent specification can be
seen as the mother of TRIZ and its software．

Table 2. 2005 (Step No. 2) Seminar Curriculum

Content of the seminar Students’ home work
for the next class
1st lesson Introduction to creative invention by Examine and decide upon an
using Patent Specification writing individual invention theme and write
and TRIZ an Invention Statement Draft
2nd lesson How to write Patent Specification Challenge to write their first Patent
referring to the Invention Statement Specification draft
Draft
3rd lesson TRIZ case study Improve their Patent Specification
draft

4th lesson How to apply TRIZ in writing Patent Improve their Patent Specification
Specifications draft
Students’ first presentation of their
works and instructors’ guidance
5th lesson How to complete in writing a Patent Complete their Patent Specification
Specification
Students’ second presentation of
their works and instructors’ guidance
Last lesson Students’ last presentation of their －
works and instructors’ overall review

・PERIOD : 15th Nov. 2005 -10th Jan. 2006 [ 9 hours in total (1.5 hrs× 6 wks)]
・STUDENTS : Six third year undergraduate engineering students
4.2 Step No. 2 (Years 2004-2005) results
Below are some general comments from students regarding Step No. 2 :

i) Able to learn interesting facts, current status, and techniques on patent and invention.
ii) Prior technology search often revealed that their inventions already exist.
iii) Surprised with TRIZ theory and its software. It is desirable to consider things logically
when compared with a case having no direction. Actually, TRIZ was very useful for
solving contradiction problems.
iv) It was fairly difficult to get each specific solution from TRIZ general solutions.
v) TRIZ undoubtedly gives us materials for various solutions. But if we cannot change
our own paradigm using TRIZ, TRIZ makes no sense.
vi) TRIZ training period was too brief. Got impatient to the insufficient mastery of TRIZ.
4.3 Step No.3 (Year2006) improvement
We are now planning to improve the curriculum of the 2006 seminar focusing on the
following points:
i) Seminar training hours is doubled (18 hours in total) to reinforce TRIZ training.
ii) We are preparing to add at the seminar an invention experience case study shown briefly
in the appendix.
iii) To improve the entire contents of students’ Patent Specifications, instructors should
advise students to look for on-campus Subject Matter Experts (SME) on their area of
interest. Fortunately universities have plenty of experts on hand. Generally, a senior
researcher will enthusiastically welcome a junior students’ visit.

5. Conclusion
The Symbiotic Systems Thinking was proved to be effective to construct harmonious
educational system. So, as is obvious, seminar contents for undergraduate students and
industrial engineers [2] should be different from each other. Seminar should be unique and
tailored to best fit to students.

6. References
[1]: Symbiotic Systems Lab., Department of Systems Science, Graduate School of Informatics, Kyoto
University, http://www.symlab.sys.i.kyoto-u.ac.jp
[2]: Mitsuo Morihisa (2001), Relation of the invention process to TRIZ, TRIZ Journal, Jan. 2001
http://www.triz-journal.com/archives/2001/01/d/index.htm

Appendix: TRIZ Case Study

How to “step up” the voltage of very low voltage (0-1V) power source ?
Recently, solar battery or fuel cells are becoming popular as environmental problems
increase. To utilize these lower output voltage (0.6-0.7V) power generation units, it is
inevitable that the output voltage will need to be “stepped up.” But commercially available
DC-DC converters have a lower input voltage limit that seems to be due to difficulties of
circuit design. Fig. 2 shows the operation principle of a step up circuit simply composed of
capacitors and switches originally developed for high voltage generation. The universal
nature of this circuit, along with careful design particularly in relation to switches have
enabled the use of the same principle as the very low voltage (even near to 0V) region. In
this sense, TRIZ thinking, especially Trends of Evolution of Technology (Table 3) and
Inventive Principles (Table 4) were useful.

3E(V) S6 3E(V) S6

C4 C4
Output S5 Output S5
Load S4 C3 Load S4 C3
E(V) C2 S3 E(V) C2 S3
S2 C1 S2 C1
Input Input
Supply C0 Alternate Supply C0
S1 S1
Switching
Step.1: C1,C3 charge/ C2 and C4 discharge Step.2: C1,C3 discharge/ C2 and C4 charge
Fig. 2 Operation principle of this step up circuit
 Table 3: Trends of Evolution of Technology
Application of this step up circuit evolves from very high voltage to very low voltage.
No Switching Means Year Typical Uses / [Patent]
1. Mechanical Switch
M. Schenkel （Germany） 1919 High volt. Generation
2. Electron Tube Ultra High volt. Generation
M.Schenkel (Germany) 1919 (Output) 106KV typ.
Cockcroft/Walton (UK/Ireland) 1932 (Output) 800KV typ.
3. PN Junction Diode Low volt., Light load, Med. efficiency
SHARP CO. (Japan) 1975 (Input) 1.5V, (Load) 1M Ohm
4. MOS Transistor‐ Pn diode Low volt., Light load, High efficiency
1978 (Input) 1.5V, (Load) 1M Ohm
SHARP CO. (Japan)
[USPTO NO.
4279010]
5. MOS Transistor‐ Zener diode Very low volt., Heavy Load
2003 (Input) 0-1.5V, (Load) 50 Ohm
M. Morihisa (Japan)
[JPO App. NO. 2003-151923]

Table 4: Inventive Principles useful to step up very low volt./ heavy load power source
Inventive Principles offer helpful support to an inventor.
No Problems Designer’s solution using Inventive Principles which were effective
Inventive Principles and helpful to the design
1 Basic Use capacitors as copies Principle 47. Introduce An Element With
System of the original power Stored Energy
Structure source B. Try to make use of special devices, such
as spring, flywheel, capacitor, inductor, etc.
Connect capacitors series Principle 17. Another Dimension
using the MOS transistor C. Use a stacking arrangement of objects
switches. instead of a single level arrangement.
2 Achieve Take out pn junction Principle 2. Taking Out
Very low protection diodes at the A. Where a system provides several
(0-1V) MOS gate input terminal functions of which one or more are not
voltage to ensure sufficient high required (and may be harmful) at certain
gate on voltage conditions, design the system so that they
are or can be taken out.
Use Zener protection Principle 67. Remove Or Modify The
diodes at the gates of Source Of Harm
MOS transistors A. Modify the source of the undesired effect
So that the effect cannot occur.
3 Achieve Use ultra high Principle 35. Parameter Changes
Heavy capacitance electrical F. Change other parameters
output load double layer capacitors
Use very low on
resistance MOS
transistors
 “TRIZ AS AN INSTRUMENT FOR DEVELOPING STUDENT’
CREATIVE THINKING”.

Nikolay Sluchaninov
Komcomolsk-na-Amure State Technical University
snn@kmscom.ru

Alecksey Evstigneev
Komcomolsk-na-Amure State Technical University
nis@knastu.ru

Abstract
The paper considers the problems University technical students coming across when they
are taught to solve engineering tasks creatively. The analysis of the reasons of the existing
low effective methods for developing creative thinking of students is given. The paper
describes the technique developed by the authors which helps to improve the teaching
results. The technique is based on the combination of TRIZ and problem solving method.
Positive results have been received.
Key words: TRIZ, teaching, creative, technique, thinking.

1. Introduction
A full description of using TRIZ, as an instrument for developing students’ creative
thinking is given. The results of using it in teaching technical university students are
presented.
The report consists of three parts. Part one outlines problem solving technique suggested
more than 30 years ago /1/. Strong and weak sides of the technique are discussed and great
possibilities of TRIZ /2/ in engineering problem soling are shown. Realizing these
possibilities will help to intensify problem solving method.
The technique for forming students’ creative thinking developed by the authors is
discussed in the second part.
Part three presents the results of the technique using. The criterion of effectiveness is the
number of patents having been received by the students using the technique and without is
(not using it).

2. Problem soling technique analysis

The paper is de devoted to the use of TRIZ for developing students’ creative thinking.
TRIZ offers great potential opportunities in solving any problems, Including creative
thinking developing.
Training of thinking, formation of student’s creative thinking culture, in our opinion, are
probable only when teaching material will be entered not as descriptive one, but as
containing a real problem. Theoretical ideas of such approach have formed the basis of a
problem training method offered more than 30 years ago. However attempts of its
introduction into practice had faced considerable difficulties and did not give expected
results.
In our opinion principal causes of it are:
 • too general approach to the solution of student’s creative thinking formation task;
• absence of the elaborated and effective method of the task analysis;
• teachers’ unavailability to the fundamentally new way of teaching material
presentation.
The excessive generality of the approach was expressed in the general recommendations
of all technologies, for example of such: “for the effective problem solving it is necessary to
analyze it deeply and comprehensively” and similar to it recommendations.
The absence of a powerful and effective method of the technical problems analysis on the
one hand and variety of the methods developed by that time, allowing to solve private
separate problems, on the other hand, have considerably complicated the task (TRIZ then
was known to a small amount of people and it was poorly distributed).
Teachers’ unavailability to the fundamentally new way of teaching material presentation
is explained by the fact that at that time the problem did not stand as sharply as it is now and
consequently there was no necessary motivation.
From the positions of psychology the insufficient attention to the technical problem
solving at the level of invention is the principal cause of existing methods’ low efficiency of
students’ creative thinking formation. The most important moment of such educational
process is the transition from intuitive thinking to the deliberated mastering of cogitative
ways and operationsEach completed manuscript including the figures and tables should not
exceed six (6) single spaced and single sided pages.

3. The technique for developing students’ creative thinking

The theory of the inventive problem solving, developed by G.S.Altshuller, was just
created to replace the intuitive thinking resulting engineers in inventions and openings, by
such strategy which would allow each well-prepared specialist to receive similar results. It is
elaborated, tested repeatedly, and it’s universal. Therefore this theory approaches as the tool
of the student’s creative thinking formation to the greatest degree.
At work with students on younger rates (1 stage) the basic emphasis is done{made} on
development of the person, on formation at it{her} creative thinking. It is realized on the
basis of association of known techniques on development of creative imagination.
Students are trained in various ways of overcoming of psychological inertia of thinking
for leaving{care} from stereotypes, develop creative imagination, системность thinking,
study to operate creative process. Good results at this stage give the following methods: use
of the system operator, a method snow кома, a method of focal objects, a method of brain
storm, methods of development of intuition.
On the senior rates (2 stage) process of training is under construction “ from a
problem{task} ”. Already on the third rate when training to special disciplines begins, the
student is offered to choose some problems from the extensive list of the real technical
problems facing to experts of the industrial enterprises of region. Problems{tasks} real and
complex{difficult}. The list of tasks is made as a result of the leading experts’ poll of the
industrial enterprises of region. It is updated and replenished constantly.
Thus actually problems{tasks} as such still are not present. There is only a description of
a problem, that is the description of the certain negative circumstances, properties, qualities
of object or process which should be changed. Thus there is no precise understanding of that
it is necessary to search, and the answer is unpredictable.
The description of a problem should be transformed to a problem{task}, that is to be
defined{determined} with the initial data and results of the decision. Thus the initial data are
frequently inconsistent and doubtful. They should be comprehended and estimated critically.
As a rule, there is a necessity of them to add. Already since this moment the student is
included in creative process, starts to think, search for the decision actively. It stimulates
deeper and purposeful studying special subjects.
During the second year the students are taught the fundamentals of TRIZ, which from the
additional subject of curriculum becomes the main instrument determining the teaching
practice.
At this stage training students of the theory of the decision изобретательских
problems{tasks} (TRIZ) is rather pertinent. TRIZ helps in the organization of thinking of the
student by search of idea of the decision. Does{makes} this search more purposeful,
productive, promotes a presence{finding} of idea of higher изобретательского a level.
The subject learnt by senior students allow us to find an acceptable decision including the
invention level. With such approach it becomes possible for the students to get knowledge
and acquire mental habits during problem solving under the teacher’s guidance. Thus, the
best way teaching-co-authorships – is realized. The graduation thesis results in high quality
and practical importance.
We use the following recommended the author of TRIZ of G.S.Altshuller, steps:
1. The system analysis. Revealing of a problem{task} from a developed situation and
its{her} stage-by-stage specification by carrying out of the cause and effect analysis
before detection of a place of an original cause, that is an operative zone.
2. A formulation of an ideal end result for the elements which are taking place in an
operative zone.
3. Revealing the contradictions preventing achievement of the ideal decision.
Specification of contradictions and the analysis of structure.
4. Resolution of conflicts by an involvement of laws of development of technical
systems and tools of TRIZ.
Problems{Tasks} are solved students with the help of the following basic tools of TRIZ:
• Information fund into which structure enter a set of heuristic receptions of elimination
of technical contradictions, main principles of the sanction of physical contradictions,
problems - analogues, physical and chemical and geometrical effects.
• Substance-Field analysis considering{examining} interactions of substances and
fields (energies) in system and their change.
• Standards on a basis вепольного the analysis, specifying concrete ways of
improvement of serviceability of technical system according to laws of development
of technical systems.
• The Psychological operators intended for easing of inertia of thinking and
development of creative imagination.
Psychological basis of this method is the understanding of mental process as unities and
interactions of emotionally-graphic and logic components. The approach to thinking as to
technological process on performance of the certain cogitative operations during the complex
technical problems solving is accepted as a methodological basis. Learning process is based
on such thinking organization which allows realizing and supervising a mental step. Thus
there is an opportunity of students’ creative thinking formation.
We shall stop on the key moments of the technique uniting problem training and TRIZ.
The first. In an offered{a suggested} technique the central place borrows{occupies} the
person of the student, his{its} training in structure of group and independent. Preparation of
the expert is realized through training of the student to ways of creative activity and
reception by him{it} already on a student's bench of experience of the decision of real
creative engineering problems{tasks} in speciality, through his{its} inclusion in active
creative activity in educational process, through cooperation with the teacher, formation of
system creative thinking and development of engineering skills, development of creative
abilities, through system of intellectual warm-ups and performance of creative tasks.
The second. The technique is constructed on system of becoming complicated creative
tasks with elements of researches and demands from the student of independent statement of
a problem{task}, carrying out of search of additional knowledge necessary for the decision.
In structure of a technique there are some stages, providing formation system creative
thinking (general orientation, structurization of activity, heuristic games on the basis of block
diagrams of algorithms of problem situations, heuristic dialogue from the COMPUTER), and
thus is provided formation of conducting{leading} qualities of the creative person of the
future expert.
The third. The problem-oriented means of presentation developing an engineering idea
are involved in a technique and submissions of the educational information, information-
graphic models of a nucleus of special (professional) subjects are used, systems of block
diagrams of algorithms of problem situations of designing of units of machines and
technological processes are involved.

4. The given technique effectiveness evaluation for developing students’ creative

thinking
The technique was approved and the following results were received:
1. The habit to set true problems and solve them is formed;
2. The students’ abilities to generate a great number of different original ideas are
developed;
3. The need for creative and research work is appeared.
The quantity of the copyright certificates on inventions received during the training can
serve as the efficiency criterion of students’ creative thinking formation method.
The described method was used by the author during the students’ training of the
specialty «Thermoelectric power stations» within one year.
Approximately it was possible to set the task and find to twenty percent{interests} of
students correctly after the analysis of a problem the comprehensible technical decision on
decrease{reduction} in pollution by thermal power stations of an environment (the patent on
“ Inertial catcher ash”) and increases in an overall performance of elements of thermal power
stations (the patent “ the Device for heating and transmitting of a liquid and-or gas ” is
received).
Other decisions found by students, appeared recurrence before the patented decisions. For
example, the device for burning flooded the liquid fuel the, using effect cavitations, the
device for clearing smoke gases on the basis of electrostatic effect and others.
At the majority of students after training by an offered{a suggested} technique increase
of parameters on skill to use the received knowledge, both in standard situations is marked,
and at the decision of non-standard problems{tasks}.
Also about 20 % of students experienced serious difficulties during the work at various
stages of the method; teacher’s additional efforts (studies on the individual program) were
needed to overcome these difficulties.
5. Conclusion
The combination of problem teaching and TRIZ helped to intensify the positive points of
both methods, to improve students’ creative development and to increase the effectiveness of
teaching in technical university.

References
1. Зиновкина М.М. Теоретические основы целенаправленного формирования творческого
технического мышления и инженерных умений студентов. Учебное пособие. М.:Завод-втуз
при ЗИЛе, 1987.- 83 с.
2. Zlotin B., Zusman A., Altshuller G., Philatov V.: 1999, TOOLS OF CLASSICAL TRIZ. Ideation
International Inc
 LED-PROFESSIONAL.COM
A NEW PORTAL USING TRIZ KNOWLEDGE

Siegfried Luger
LUGER RESEARCH
s.luger@lugerresearch.com

Arno Grabher-Meyer
LUGER RESEARCH
a.grabher-meyer@lugerresearch.com

Jasmine Leger
LUGER RESEARCH
j.leger@lugerresearch.com

Abstract
Lighting Emitting Diodes (LEDs) are the new light sources of the next decades and will replace a lot of
conventional light sources and lighting systems. LED-professional.com is a new internet portal
showing brand new products, technologies and patents in the field of LEDs and OLEDs (organic
LEDs). To support the worldwide community with LED know-how the initiators of the portal used a
combination of classical technology information and TRIZ based analysis.
The paper will explain the different manners how to deliver TRIZ knowledge for this new technology
and how a modern technology portal can be supported with TRIZ knowledge. Due to this information
users are able to understand evolutionary trends within their specific domain. Further more getting a
new view how to invent next product generations.
Since the diffusion of TRIZ into organisations is a difficult task, the idea of LED-professional.com
portal tries to give one answer to this problem.
Keywords: LED, internet portal, trends of evolution, technology classification.

1. LED technology
A light-emitting diode (LED) is a semiconductor device that emits incoherent narrow-spectrum
light when electrically biased in the forward direction. This effect is a form of
electroluminescence. The color of the emitted light depends on the chemical composition of the
semiconducting material used, and can be near-ultraviolet, visible or infrared. Rubin Braunstein
(born 1922) of the Radio Corporation of America first reported on infrared emission from GaAs
and other semiconductor alloys in 1955. Experimenters at Texas Instruments, Bob Biard and Gary
Pittman, found in 1961 that gallium arsenide gave off infrared (invisible) light when electric
current was applied. Biard and Pittman were able to establish the priority of their work and
received the patent for the infrared light-emitting diode. Nick Holonyak Jr. (born 1928) of the
General Electric Company developed the first practical visible-spectrum LED in 1962.

1.1 Advantages of LEDs

LEDs are capable of emitting light of an intended color without the use of color filters
that traditional lighting methods require.
 The shape of the LED package allows light to be focused. Incandescent and
fluorescent sources often require an external reflector to collect light and direct it in a
useable manner.
LEDs are insensitive to vibration and shocks, unlike incandescent and discharge
sources.
LEDs are built inside solid cases that protect them, making them hard to break and
extremely durable.
LEDs have an extremely long life span: typically ten years, twice as long as the best
fluorescent bulbs and twenty times longer than the best incandescent bulbs.
(Incandescent bulbs can also be made to last an extremely long time by running at
lower than normal voltage, but only at a huge cost in efficiency; LEDs have a long life
when operated at their rated power.)
Further, LEDs fail by dimming over time, rather than the abrupt burn-out of
incandescent bulbs.
LEDs give off less heat than incandescent light bulbs with similar light output.
LEDs light up very quickly. An illumination LED will achieve full brightness in
approximately 0.01 seconds, 10 times faster than an incandescent light bulb (0.1
second), and many times faster than a compact fluorescent lamp, which starts to come
on after 0.5 seconds or 1 second, but does not achieve full brightness for 30 seconds
or more. A typical red indicator LED will achieve full brightness in microseconds, or
possibly less if it's used for communication devices.
LEDs are produced in a staggering array of shapes and sizes. Though the color of the
plastic lens cannot be guaranteed to correlate with the actual color of light emitted by
the LED (for instance, purple plastic is often used for infrared LEDs), when not
completely clear, it is often a good indicator.

Figure 1: Today’s LED lamp products

1.2 Outlook of LED technology

LEDs have the potential to be one of the most disruptive technologies to come to market to
date. If and when the technological hurdles that are present today are overcome, it will provide
long-term benefits both environmentally and economically. Various research organizations and
government labs are currently working towards finding the ideal white LED, which would usher
in a new era in the world of lighting.
2. General concept of the internet portal

2.1 Mission
LED-professional.com is a new Internet portal providing latest information about the LED
market, technologies and research results for general lighting applications. LED-professional.com
delivers worldwide LED information about projects, luminaries, lamps and electronics in
application, research and patent area.
2.2 User target groups
Lighting manufactures
Lighting researchers and developers
Lighting and system planners
Designers and architects
2.3 Content
Business topics
Products and applications for luminaries, lamps, systems and components
Research and patents
Product analysis based on TRIZ methodology
Company and institute profiles
2.4 Benefits
Monitoring the LED business and market
Multidiscipline information from application to component
Access to newest technology trends
Monthly newsletter
LED blog to provide deep discussions within the LED community

Figure 2: LED professional portal (http://www.led-professional.com)

3. Basic TRIZ concept of the internet portal

3.1 Goal
The goal of the TRIZ based LED technology portal is mainly to guide users through latest
technology information with a background of an evolutionary view. The method to provide this
information is a classification of the latest technology articles acc. a classification index (CI) for
trends, contradictions, inventive principles and effects. This kind of additional information offers
the users an easy way for searching deeper on the classification method and the methodology
TRIZ behind it. Further more the outcomes of the analysis are major trends in the LED domain by
summarize the article information into a technology overview chart. Since the CI index is applied
on different hierarchical levels, the system operator approach fits quite well for structuring and
classifying the different technical levels as e.g. luminaries, lamps and electronics.

3.2 Classification of technology articles

The basic classification of an article is made by the following schema, which represents a basic
structure and not a final detailed clustering.

Article classification index (example):

System hierarchy e.g. luminary
System part e.g. housing
Trends of evolution e.g. surface segmentation level 2
Contradiction e.g. power vs. temperature
Proposed inventive principles e.g. 2, 14, 17, 25
Used inventive principles e.g. 1, 14, 17
Sufield changes e.g. no
Evolutionary steps: surface segmentation level 3, inventive principles 2, 25

Figure 3: Classification index (CI) table of a technological article

 The CI is applied on articles of new products, latest patent applications and research papers.
Within these three domains it’s possible to generate summaries and overviews based on the CI
results. These summaries mainly count the numbers of points for a specific topic. Out of this
clusters users are able to obtain main roads for the development as well as looking for next step
evolutions.

3.3 Basic TRIZ knowledge

If users will read the classification index they will not know the reasons and methods behind
this information. Therefore it’s necessary to support them with broad and deep information about
the backgrounds of TRIZ. The information which is provided by the portal covers basic TRIZ
knowledge about the trends of evolution, the meaning of contradictions, the 40 inventive
principles, specific technical effects in the domain of LED technology and the more sophisticated
topic of substance-field modeling. Since users will not solve own problems within the portal, they
should understand the basics of TRIZ. ARIZ will not be explained because of complexity and the
low benefit for portal users. It has to be point out, that the information is used for a first read only
and should not be too complex, because the majority of the portal users will not know something
about the TRIZ topic. The LED professional portal will deliver as much information as it is
necessary to understand the system of technology classification and to understand the system of
technology landscapes as we provide in the technology TRIZ overview.

3.4 Technology TRIZ overview

By screening the LED technology (products, patents and research papers) the portal can deliver
a kind of a technology landscape over the month and years. The information out of this overview
is related to recognize the main roads of the technology.
In a first step inventive principles will be explained and free spaces of "not used" principles
coming out of the contradiction matrixes will be shown. Second, be the mean of showing the
potentials of next steps in the evolutionary trends. Third, by the mean of getting an idea which
system parts and which contradictions are behind the development of the overall system. Since
the TRIZ overview can be delivered after a certain observation time only, there are less data
available at the moment of writing this article. We are looking forward in presenting a broad
range of statistical data of the TRIZ classification index end of 2006.

system system part analyzed used proposed not used

hierarchy inventive inventive inventive
principles principles principles
luminary housing 1, 14, 17 2, 17, 25 2, 25
optics …
electronics
Figure 4: technology overview for inventive principles (raw data)

Based on the raw data (see Fig. 4) the LED professional portal will deliver technology
overviews on specific topics which are condensed and accumulated tables out of the article CI
tables. Hence we can obtain open potentials and existing trends within the LED technology. These
summaries will be written articles and will be published in the LED professional portal as well.
For access to this information users have to register which will allow the editors to focus on topics
which are most interesting for the worldwide LED community.
4. Acceptance tests
Since the LED professional portal with the service of TRIZ based analysis is brand new, the
initiators are not able to deliver the access data of users at the moment. Until the TRIZ Future
conference the authors will be able to support first statistical information about the acceptance of
the users. Further more a poll module, which is an integral part of the portal, will be dedicated to
the question of the TRIZ information and should be therefore also an important input to answer
the question of user benefits.

5. Conclusion
TRIZ knowledge is difficult to teach and to apply. The LED professional portal tried to
establish a new method of communication in a way that users are animated to go in detail on the
TRIZ topic. The major concept idea was to analyze technology articles in TRIZ terms and deliver
users an easy way to access the methodology behind it. The articles at the end will be summarized
within technology landscapes showing trends and open potentials to the users. The acceptance of
the new portal idea has to left open for the moment, but the authors are convinced that the benefits
are important namely understand the trends of evolution, recognition of open landscape areas for
new inventions or patent applications, deeper understanding on competitors activities and finally
getting a better overview for a very dynamic and young technology development.

5 References

Altshuller, G.S.; “The innovation Algorithm”

Goldenberg, J.; Mazursky, D; “Creativity in product innovation”
LED professional Web-Site, http://www.led-professional.com
LUGER RESEARCH; Web-Site, http://www.lugerresearch.com
Luger, Siegfried; „TRIZ methodology in German language“, Web-Site, www.triz-austria.com
Orloff, A.; “Grundlagen der klassischen TRIZ“
SPIN network; Web-Site, www.spin-network.net
 MODELING FOR SOLVING PHYSICAL CONTRADICTIONS

Valery Krasnoslobodtsev
Technical Innovation Center Inc.
100 Barber Avenue, Worcester, MA, USA, 01606
kraev@triz.org

Richard Langevin
Technical Innovation Center Inc.
100 Barber Avenue, Worcester, MA, USA, 01606
tic@triz.org

Abstract
This paper is devoted to consideration of formulating physical contradictions during the
problem solving process and their mathematical modeling with application of simple
expressions and schemes. It is well known that the transition from a stated ideal final
solution with a physical contradiction to specific solution concepts is a very difficult part
of the problem solving process even for an experienced specialist. Application of the
separation principles and functional analysis, when applied for resolving physical
contradictions, acts like a bridge between the model of the solution and the real solution.
However, this does not always give the desirable results. Utilization of the presented
approach increases the efficiency of the separation principles and functional analysis.
Modeling helps with building the additional interactions between the model of the solution
and the real solution by using scientific phenomena. The operation of the developed
approach for problem solving is presented through specific industry examples and cases
studies with schemes and pictures of proposed solutions.
Keywords: TRIZ, physical contradiction, separation principles, functional analysis,
mathematical modeling, case study

1. Introduction
If contradictions are the foundation of TRIZ
Time problem solving methodology, then Physical
Contradictions are the cornerstone. A physical
Combined
Characteristic

contradiction is a conflict between two mutually

Area
opposite physical requirements to the same parameter
Characteristic
A

of an element of the system. When dealing with a

non-A

known physical contradiction, we need to separate

Space identified opposing requirements for removing the
combined area of their interaction (see scheme in
System Fig.1) and can use one of the separation principles for
overcoming this type of contradiction:
Fig.1. Interaction of conflicted - separation of contradictory properties in time
characteristics of physical - separation of contradictory properties in space
contradiction - separation of contradictory properties in system.
If requirements are being separated in time their
projections on axis of time should not have a superposition. If we separate conflicting
requirements in space or in system, then their projections on these axes should not have any
superpositions.
So, application of the separation principles gives us directions of solving physical
contradiction and eventually the whole problem. It is the first bridge along the way to further
specific solution concepts. The future proposed physical concept should satisfy both parts of
the contradiction. What are the most efficient next steps for resolving contradiction with
separation principles? In classical methodology [1] it is the utilization of existing resources
and scientific phenomena. Two different methods to application of scientific effects are
considered in paper and modeling the technical system with physical contradictions is
explored further.

2. Mathematical Hierarchical Modeling The Technical System

The offered mathematical expressions for exposition of technical systems are built on the
basis of the application of rules of formalized logic and syntax, i.e. method of linking of the
words and symbols in the logic expressions and propositions. The formula’s structure
resembles a compound sentence with elementary grammar including the subject, predicate
(action), direct or indirect object and subordinate clause in the form of specific requirements
of implementations and restrictions. Thus, the basic expressions for developing a new system
or perfecting an existing system are selected.
Creation of a new system or the improvement of an existing technical system starts with
the definition of the customers’ needs or market demand. This is expressed in conventional,
natural language for object-matter of developing a new system or improving an existing
technical system. A need or the consumer value is the expected positive effect from
improving the technical system and which is indispensable to the society. Between customer
need CN and technical function of system there is a cause-and-effect relationship and can be
presented by the generalized expression:

CN = f (N; E; T; R)

Variable N is a necessity that is defined in parameters of usefulness and relevance of the

given system. Marketing demands and expectations, E, are evident and implicit social needs
for specific technical system, technology, modification or improvement with value what
customer would pay for. The time, T, is a period when this necessity exists. Also restrictions,
R, are bound up with implementation of necessity. These are the main specifications
describing customer needs. As an example, we can consider the development of the ink jet
printer. Improving the printing quality of ink jet printer could be one of the several customer
needs (see Fig. 2). Increasing the printing quality as a customer needs CN, depends on:
 ƒ necessity N of
CUSTOMER NEED CN individuals to get
------------------------------
Improve Printing Quality high-quality
of Ink Jet Printer printing,
ƒ requirements and
Technical Function TF1 Technical Function TF2 Technical Function TFi expectations E of
------------------------------- -------------------------------- -------------------------------
Perfect Reliability of Improve Stability of Work Improve Reliability of the market,
Paper Feeder of Ink Jet Cartridge Control System ƒ time or period T
while laser
Physical Function PF1 Physical Function PF2 Physical Function PFk printing is still
------------------------------- -------------------------------- -------------------------------
Improve Gas Dynamic Stabilize Negative Improve Ink Structure relatively
Parameter of Cartridge Pressure Inside Ink Jet Stability And Quality expensive, and
Head Operation Cartridge Tank
ƒ the reasonable
cost of new
Physical Effect PE1 Physical Effect PE2 Physical Effect PEn
------------------------------- -------------------------------- ------------------------------- product
“Inconstant Constancy” “Inelastic Elasticity” Mariotte’s Phenomenon (conditions R).
The technical
Technical Technical Technical Technical Technical Technical function TF,
Solution 1.1 Solution 1.2 Solution 2.1 Solution 2.2 Solution n.1 Solution n.2 expresses the
------------- -------------- -------------- -------------- -------------- --------------
“Gravitational” “Archimedean” Non-Linear Spring “Mariotte” “Mariotte”
specific essential
Tank Tank Silphon Ratchet Stabilizer Sponge Tank technical properties
Tank Tank Tank of the development
of a new or
improved system
Fig.2. Graph of hierarchical modeling the technical system and this function
expresses technical
implementation of
customer need:

TF = f (CN; TS; TO; O; R)

СN - customer needs, TS – technical system or subject that implemented technical function;

TO – technical operation produced by this technical system; O – object to which the
operation is directed; R – restrictions and specific conditions in which that technical function
is implemented. The difference between technical function and technical operation is that the
same technical function can be realized with different technical operations. For instance,
heating as technical function can be implemented with different technical operations: by
burning gas, fluid combustion, electrical resistance, chemical reaction, etc.
Customer need define this goal by indicating different technical directions. In our case, it
can be improving quality of the ink jet cartridge operation; increasing reliability of paper
feeder; improving stability of ink structure (see Fig.2).
Note, the discrepancy between the customer and function is that the concept of need is
always interlinked to the individual and the society which formed the problem. The concept
of function is always interlinked to the technical system, which always obeys this need.
Another important remark relates to technical system. This system can basically implement
the different technical operations. Choice of the required technical system depends on the
technical operations offered by this system and eventually depends on the required technical
function.
 It is possible to express the technical operation TO, as a functional dependence:

TO = f (TC; MA)

Here TC is technical contradiction; MA is the main aim of the technical system. We would
propose during development of technical contradiction to apply Altshuller’s technical
operators together with Koller’s operators [2].
Now we can proceed to physical function PF, which we need to define for improving the
existing system/technology or at developing a new system. Basically, the physical function is
a result of a transformation of the technical function which is related to the whole system by
the required physical action of a separate element of this system:

PF = f (TF; PE/ PO; R),

where TF - technical function; PE – physical effect; PO - physical operation; R –

restrictions.
The same physical function can be implemented with application of different physical
effects or physical operations. Therefore the difference between a physical function and a
physical operation is methodically almost the same as difference between technical function
and operation and relates to just one element of the system with physical level of
interactions. In our example in Fig.2, physical function PF2 of stabilizing the negative
pressure inside tank of ink jet cartridge can be reached by utilization of three physical effects
or physical operations. It is force stabilization (PE1); non-linear resiliency (PE2) and
Mariotte’s phenomenon (PEn).
In the last expression, a dependent variable of the physical operation PO could be defined
as:

PO = f (PC; SP)

where PC – is the physical contradiction and SP – is Altshuller’s separation principles.

According to TRIZ, the physical operation PO should combine contradictory physical
characteristics A and non-A for resolving physical contradiction PC. In the considered case
for receiving stable force during resiliency, the bag with ink should have physical operation
PE1 with contradictory characteristic of “inconstant constancy”. Also providing the constant
inner negative pressure and eventually high printing quality could be reached with an elastic
ink bag that has physical operation PE2 with contradictory characteristic of “inelastic
elasticity”. Finally, inner pressure should itself without any elastic bag have physical
operation PEn with contradictory characteristic of “instable stability”.
It is now possible to see how the indicated parameters CN, TF, PF and PE have been
introduced in the drawing Fig.2 as a directional graph with feedback between the technical
solutions and customer’s need. Each subsequent parameter is a more detailed performance of
the developed system and each subsequent parameter includes a previous one.
Typically, there are several different approaches in using the scientific effects for
problem solving in practical activity. We shall only talk about two of these basic methods.
The first method is devoted to the development of new physical contradictions and so the
application of new scientific phenomena is only for one object of the system or technology.
Therefore, this approach we will call object-directed method for exploring and application of
different scientific effects for improving the existing technical system. This method allows
for improving each separate element of the existing system through utilization of their
physical properties that were not used or were latent. The distinctive feature of the object-
directed method is preservation of the basic physical operation principle of the system and
the development of several new useful functions both for a separate element and for the
whole system.The generalized functional dependence for the physical operation using an
object-directed method can be presented by the formula:

PO = f(R; IFR/PC; SP)

where R – all resources of each element and technical system; IFR – ideal final result; PC –
physical contradiction; SP – separation principles.
As a sample of using the object-directed method can be development of cartridge for
inkjet printer with preservation main physical operation on the base of spring application for
generation of negative pressure inside cartridge tank. Below the principles of “ratcheting
spring” and “gravitational spring” are considered on details.
The second method is the opposite one and is devoted to the development of just one
function of the technology or system with the application of different scientific phenomena
and effects. Thus, such an approach we will term function-directed method for analysis and
application of different scientific effects. This method allows us to isolate one function and
to implement it in different technological ways for which it was never used before. The
distinction of this method is the development of several different technologies and the
synthesis of different systems for realization from only one function. The generalized
mathematical expression for the physical operation at an object-directed method can be
presented by the dependence:

PO = f(FR; I)

where FR – functional resources of technical system; I – ideality of a system.

Utilization of this method for development of new solution concepts are considered
below in the section of case study with detailed example of ink cartridge using the Mariotte
principle of physical operation. This operation is seriously different from basic spring
cartridge operation and corresponds to Ideality of system better, because it is a function
oriented way of using the latent physical property of the ink as an existing system resource.
We should note some features of the considered methods. The object-directed method of
exploring the utilization of scientific effects is more preferable to the customer from an
economic point of view. It allows for maintaining the basic technical system, importing into
it only the additional changes. The physical properties of the selected component are
transformed to the new functions or new consumer’s characteristics of the improved system.
New ideas from this method don’t require expensive changes and proposals can be
introduced into manufacturing fast. Thus, the innovation level of these developments will be
good but not of the highest order.
The function-directed method of investigation of scientific phenomena application is
more preferable for R&D stage and more efficient for using TRIZ–way. It moves the system
closer to the ideal system because it is interlinked with the desire to receive the demanded
function without a technical system. The application of the function-directed method leads to
big changes in the technology system and simultaneously leads to deriving the best results
for the highest levels of innovation. The practical activity shows that the customer treats the
new function-directed proposals guardedly because their introduction into manufacturing
requires big process changes, time and expenses. Customer receives patents for these ideas
with anticipation for their development in the future and for protection in these areas from
competitors. Therefore, this approach can be used with excellent results for forecasting
projects, implementation related to next generation, and evolution of the systems and
technologies.
We notice again that the application of scientific phenomenon leads us to the
development of solution concepts of the highest innovation level since the formulated
problem contradiction is being resolved on its physical level.
Now there are special tables of application and descriptions of scientific phenomena.
Usage of these tables gives us an opportunity to define the required effect of an output action
or function that should be performed in accordance with the problem. Also, there is special
software with databases of scientific and engineering effects, and phenomena. These
programs allow you to select effects based on the desired function. Some software provides
you with access to over 4,500 engineering, scientific effects and examples with descriptions
of theorems, laws and phenomena. Utilization of scientific phenomena and effects gives us
an opportunity to approach the ideal solution because these effects resolve intensified
physical contradiction. Scientific effects are used together with other TRIZ tools including
inventive principles and standard solutions.

3. Modeling The Physical Contradictions

Now we are returning to a physical contradiction and we remember the general classic
wording of this TRIZ concept: “An element of the
system should have characteristic “A” in order to
realize required function (to solve problem) AND this
element should have characteristic “non-A” in order
to implement another function (to satisfy existing
limitations or requirements)”.
Analysis of this expression gives in thought about
an opportunity of using the algebra of logic for
formalization and subsequent usage of this concept
during the process of problem solving. The application
of algebra in the considered case is the endeavor to
solve traditional logic problems by simplest algebraic
methods that can be acceptable for everyday
Fig. 3. Graph of physical
contradiction engineering and practical utilization. As is known,
propositional logic can serve as the basic
mathematical instrument at formalization of common
expressions. It is easily conversed in the bit of logic: meaning of the proposition is identified
in one bit 0 - FALSE, 1 - TRUE.
In fact, with regards to above physical contradiction, we have two different functions F1
and F2 and correlated with each of them are two different properties “A” and “non-A” of
modified element of the system for one characteristic C. During the problem solving process,
we have to provide a modified element of the system with the first characteristic C which is
equal “A” for implementation of first required function F1, and this element should have the
second characteristic C that is equal “non-A” for realization of the second function F2 in
order to satisfy existing limitations and requirements. We accept then that each of the
 functions F1 and F2 has only two states “0” and “1”.
The state “0” corresponds to absence of the given
function and the state “1” corresponds to presence of
this function. If that’s the case, then characteristic C
with value “A” corresponds to the state (F1=1; F2=0);
and characteristic C with value “non-A” corresponds
to another state (F1=0; F2=1).
The logical proposition for a physical conflict can
be illustratively presented with an elementary graph,
see Fig. 3, and by a generalized logical scheme shown
in the Fig.4. In order to clarify considered approach
Fig. 4. Generalized logical scheme of let’s take a look at the above mentioned proposition of
physical contradiction physical contradiction. In this particular case, it can be
recognized as a common logic function, "Implication" -
“If ... – Then ...”. This logic function can be presented like elementary propositions. Their
state table, with reference to our case, looks like this one shown below (Fig.5).
We can see from the middle rows of these matrixes, the implementation of the considered
logical proposition: if the function F1 = 1(F2 = 0) then characteristic C = A; and if the
function F2 = 1(F1 = 0) then characteristic C = non-A. The important thing is that
application of logical algebra and state tables give us opportunity to see all possible
combinations of functions F1 and F2 with each other and corresponded to them a binary
value of characteristic C. As we can see from state table characteristic has the same value C
= 1 (A) for other two combinations F1; F2 – 0; 0 and 1; 1 also. Practically it means that we
can expect characteristic value C = A for not only one case F1 = 1(F2 = 0) mentioned before
but can count it for other their combinations too. Thus, this approach gives expanded
understanding of significant interactions between desired characteristic C and combinations
of functions F1, F2. We will use this approach in case study section of the paper.
Note, formalization of physical contradiction with application of logical algebra elements
depends on specific conditions and requirements but could be characterized with application
of just three basic logical elements “AND”, “OR”, “NOT”. Their different combinations
allow us to describe arbitrarily sophisticated logical propositions.
For more complicated logical expressions related to the formulas of contradictions, the
elementary algebra of logic or Boolean algebra can be extended from the logical
propositions by introduction the typical postulates of logical
expressions. It allows applying for
Implication from F1 to F2 instance logic of q-bits – the triple
С(F1, F2) = F1 ⊃ F2 = F1 → F2 logic when there are three alternatives
of the logical proposition: "false",
F1 F2 С "true" and «undefined state».
0 0 1 (A) Of course, we would not expect
0 1 1 (A) exact description and development of
the specific solution to the physical
1 0 0 (non-A)
contradictions with the utilization of
1 1 1 (A) logical algebra. Their expressions and
solving process contain the elements
Fig.5. State table for logical operation “Implication”
of fuzzy logic also. But the proposed
at modeling physical contradiction
approach with elementary algebra of
logic could be helpful in everyday
practical engineering for definition of the physical functions, characteristics and their
combinations into the contradiction just through simple binary logic of “0” and “1”.
The proposed approach for the definition of physical contradiction through algebraic
logical proposition is a promising approach for determining the different directions during
the solving process. This approach would allow to formalize and then computerize
sophisticated solving processes with the application of many physical phenomena used in
composite systems; formally and simply to provide specifications for different kinds of
contradictions and to connect them in parallel, series and mixed connections. We can then
transfer from a statement of physical contradiction to a definition of specific functions and
their combinations for resolving contradiction and then eventually to the whole problem. In
the last case, the algebraic logical propositions can be used as an additional bridge between
ideal solution that includes the physical contradiction and a specific solution. This logical
approach may be used as a subsidiary tool together with other separation principles for
resolving the contradiction.

4. Case Study for Modeling Application

We shall describe the problem solving process from an actual case study and show how
the considered approach with algebraic logic can be used.
We start this discussion by briefly introducing the problem related to the printing process,
and particularly to the inkjet cartridge that is a continued topic on the inkjet printer.

4.1 Exploring problem situation.

One of the modifications of a commercial ink cartridge (see Fig.6) for an inkjet printer
consists of a plastic housing, installed inside it is a metal coated vinyl bag which connects
with the printing head. On the side surfaces of bag, the supporting plates are fixed and
between them is a two wire spring assembly. The vinyl bag is filled with ink under negative
pressure p = -50 mm H2 O that is provided by the preloaded wire springs. The negative
pressure is a very important condition for supporting high quality printing because this
pressure provides the stable uniformity of the ink drops in the outlet of working printing
head.
During the printing
process, the ink is
supplied by a printing
head from the vinyl bag to
the paper. This
consumption leads to a
shift in the supporting
plates towards each other
and so, therefore pressing
Fig. 6. Original spring inkjet cartridge (right picture) and
the wire springs between
dependence of inner pressure from consumption (left picture)
them. Deformation of the
springs is the cause of
essential increase in the negative pressure inside the vinyl bag from -50 mm H2O till -250
mm H2O and higher as shown in the Figure 5. The significant change of negative pressure
leads to the decreased size of ink drops and degradation of the printing quality as well. The
main problem is: “How to eliminate the over-increasing negative pressure inside the ink
cartridge during printing and provide high quality printing process?”
Thus, the managerial statement of this project was: “It is necessary with minimum
modifications to the ink cartridge to stabilize the negative pressure inside the ink cartridge
and to preserve initial operating principle”.
All previous attempts to solve this problem involved modifications of the spring
between supporting plates. With the application of simple TRIZ tools including Inventive
Principles and Inventive Standards, the customer was not satisfied with the results.
Therefore, the problem was defined as a “non-standard engineering problem” and it was
solved with the application of algorithm of inventive problem solving (ARIZ).

4.2 Formulating the Problem Model.

In order to develop a model of a problem, the consolidated algorithm ARIZ were
utilized. According to this approach the model consists of just two conflicting elements of
the system: product and tool, technical contradiction between them and function that should
be provided by X-element for solving problem. Before this determination, the first direct and
second reversed technical contradictions are formulated. Then just one technical
contradiction is selected. This selection is based upon the main desired function consistent in
the contradiction. Remember that a technical contradiction describes the conflict between
parameters within a system: improvement of one parameter of the system leads to the
worsening of another parameter.
The direct technical contradiction in our specific case: If a soft spring is installed then
printing quality at the end of ink consumption is being improved because elastic force and
consequently negative pressure are incremented in acceptable values, but in a beginning of
ink consumption the printing quality is getting worse because of small starting values of
elastic force and negative pressure inside the cartridge tank.
The reversed technical contradiction is formulated as opposite one to the first
contradiction and looks like the following: If a strong spring is installed, then in a beginning
of ink consumption the printing quality is being improved because of required starting values
of elastic force and negative pressure inside the cartridge tank, but printing quality at the end
of ink consumption is getting worse because elastic force and consequently negative pressure
are increased too much.
Between the two conflicts, the second one is selected because this technical contradiction
provides for the primary function required by the customer: obtaining the better printing
quality in the beginning of printing process. Thus, now we can see conflicting pair, it is the
spring between supporting plate and the increased negative pressure inside cartridge at the
end of the ink consumption. Note, negative pressure is the “product”, and spring is the
“tool” that we will modify.
In order to solve this problem we should find some X-element (change into the system)
that keeps the spring for extension vinyl bag and eliminates over-increasing the negative
pressure at the end of ink consumtion.

4.3 Developing an ideal solution.

On this stage, the technical contradiction should be replaced with a physical
contradiction. As defined before, a physical contradiction results from opposite requirements
to a physical characteristic of the single parameter or element in the system. Good
formulation of a physical contradiction usually shows the problem's nucleus and the ways for
resolving the defined physical task and eventually the whole problem. The step of
formulating an ideal final result (IFR) helps to decide how extremally to increase the
beneficial factors and eliminate the harmful factors. Comparison of the developed solutions
with the ideal result demonstrates whether the solving process is right or not in the choice of
the major contradictions. Thus, the ideal solution serves as an abstract model and a goal for
future specific solutions.
Speaking about developing ideal solutions for the considering case, we will start from
transformation of the selected technical contradiction1 to the physical contradiction. The
formulation of the physical contradiction must be related just to one element of an operating
zone: spring has to be elastic (characteristic A) for providing negative pressure inside the
vinyl bag (function F1) AND should be non-elastic (characteristic non-A) for over-
increasing the negative pressure (function F2).
Now we can formulate the ideal
Inhibit Function or Inversion of Implication final result: “The spring attachment
С(F1, F2) = ¬(F1 ⊃ F2) between supporting plates (operating
zone) itself eliminates increasing
F1 F2 С own elastic force during printing
0 0 0 (non-A) process and save required elasticity
0 1 0 (non-A) for induced negative pressure and
performing high quality printing.
1 0 1 (A)
1 1 0 (non-A) 4.4 Modeling the physical
contradiction.
Fig.7. State table for logical operation “Inhibit Having statements for ideal final
Function” result and physical contradiction, we
can fill state table for this specific case
as shown in Fig.7. When this table was being filled, we wanted to provide elasticity
(characteristic C = A) only for case F1 = 1; F2 =0, i.e. for providing negative pressure inside
vinyl bag. For any other combinations of the functions we wanted to provide characteristic C
= non-A. This state table corresponds to binary logical operation “inhibit function” or
“inversed implication”. Word “inhibit” in this concrete case has very practical meaning. It
defines that the future spring will be non-elastic everytime and for different combinations of
functions F1 and F2 when over-increasing the negative pressure (F2 = 1) has a place.
Hence, this logical operation of inversed implication means a prohibition of over-
increasing the negative pressure or prohibition of function F2. This notice will be applied
during generating the specific solution concepts.

4.5 Generating the specific solution concepts and object-directed method application.
At the beginning of this stage the considered above object-directed method is being used
for development of cartridge for inkjet printer. It means that main physical operation on the
base of utilization of spring for generation of negative pressure inside cartridge tank will be
preserved.
Now the abstract model of an ideal solution should be transformed into specific solution
concepts. Creation of solution concepts is implemented by applying listed resources,
scientific phenomena and separation principles for resolving physical contradiction. At this
stage, the existing substance-field resources should be used together with other knowledge
databases and tools of TRIZ for resolving the contradictions and for asymptotic
approximation to the ideal solution.
4.5.1 Development of ratcheting inkjet cartridge.
In order to approach the ideal solution, we should use existing resources first. Therfore,
the application of elasticity as an available resource was first proposed for solving problem.
According an algebraic modeling the physical contradiction it was offered to use a nonlinear
elasticity as a springing
device that has both
properties: an elasticity
and inelasticity [3, 4].
The conventional spring
(see Fig. 8) was applied
to embodying property of
elasticity. For deriving
property of inelasticity, a
ratcheting device was
used. Both of these
devices were joined to
Fig. 8. Ratchet inkjet cartridge (right picture) and dependence one another sequentially,
of inner pressure from consumption (left picture) as it is exhibited in Fig. 6,
at the left.
During printing and
consumption of ink at initial period there is a strain of a spring. Therefore, the negative
pressure in the cartridge tank grows according the linear law of resilience (see right picture in
Fig. 8). Then under activity of a spring stopper there is a propulsion ratchet pawl in ratchet
latch. As a result, there is a diminution of elastic strain of a spring and therefore the elastic
force and the negative pressure inside a cartridge. After that a new step of shift of a spring
stopper occurs and again there is increasing the strain of a spring, elastic force and negative
pressure until complete usage of ink in a cartridge. The change of pressure on this part of
operation of ratchet mechanism resembles a sawtooth curve (see right picture in Fig. 8).
According to obtained recommendations of modeling the physical contradiction, this curve
oscillates about constant value of -125 mm H2O and thus is ensured a quasi-constancy of
acceptable negative pressure in a cartridge tank.
The offered spring mechanism combines in itself two opposite physical properties: an
elasticity and inelasticity, which insures elimination of over-increasing the negative pressure
during consumption of the ink. In comparison with initial design, the stabilization of negative
pressure happens within acceptable limits (see Fig. 8). Thus, characteristic of elasticity C = A
only for case F1 = 1; F2 = 0, i.e. for providing only negative pressure inside vinyl bag. It is
an example of the object-directed method application.

4.5.2 Development of gravitational inkjet cartridge.

Exploring resources, it is expedient to use those resources that are not directly presented
in the system but may be readily available from nature. Gravitational force is one of the «free
natural resources». It is universal and a very efficient resource which is successfully applied
in many devices. Can we use this resource somehow?
In a surveyed below construction of a cartridge [5] it is offered to use gravitational force
for making an almost constant level of negative pressure in a cartridge tank, or in other
words, eliminating any unwanted pressure change.
This cartridge consists of housing with disposed inside the printing head and auxiliary
weight (see Fig. 9). The weight sets with the help of an inelastic separating diaphragm,
which is supported on a wall of a housing and partition. Thus, the weight serves like the
piston, which one under own weight provides constant and directionally downwards activity
on ink is placed above it.
The operation
principle of cartridge is
simple: during printing
process cartridge spends
the ink, height of ink
column in the right
working part of the
cartridge is decreased and
weight is lifted up as well
Fig. 9. Gravitational inkjet cartridge (right picture) together with ink. The
and dependence weight renders constant
action on ink and ensures
almost constant negative pressure in inner chamber of the device (see right diagram in Fig.
9).
Note, that despite of an obvious simplicity and consequently low potential cost, this
cartridge has an essential deficiency: it can work only in a vertical orientation. In any other
orientation, the overall performance of the device seriously decreases because the direction
of gravitational force action on an auxiliary weight device is broken.
Note, characteristic of elasticity C = A only for case F1 = 1; F2 =0, i.e. for providing
quasi constant value of negative pressure inside vinyl bag. It is an example of the object-
directed method application.

4.6 Function-directed method application and developing non-spring inkjet cartridge.

Now we would like to consider the application of function-directed method corresponded
to Ideality of system better and focused on the isolated one function that can be implemented
by different ways and different physical principles. Here we examine the new physical
principle that is seriously different from the basic spring principle of the cartridge operation
and used the latent physical property of the ink for implementation of stabilizing the negative
pressure in the ink cartridge.
Let's ask the question: Could ink be used for stabilization of negative pressure inside a
cartridge?
Several devices for implementation of this proposition were offered [6] and we shall
consider one of them. We shall look at the one that is grounded in the hydrodynamic effect
of Mariotte.
The proposed new cartridge consists of a plastic housing which contains the ink, printing
head, perforated bafflers and so-called liquid pressure stabilizer (see left picture in Fig. 10).
This stabilizer represents the channel filled by ink. On the one side of this channel, a semi-
permeable membrane is installed and with the other side there is a hole which one joins the
channel and working chamber of the cartridge. The perforated baffles are for dampening of
big oscillations of ink under quick motion of a cartridge during the printing.
During storage of a cartridge the ink does not leak from a cartridge through
semipermeable membrane because in the upper part of the hermetic housing there is a
negative pressure with value equal -125 mm H2O (see right diagram in Fig. 10).
 SCENARIOS OF FUTURE HOME LIVING WITH
EVOLUTIONARY PRINCIPLES FROM TRIZ

Yung-Chin Hsiao
Creativity Lab, Industrial Technology Research Institute, Taiwan
eugenehs@itri.org.tw

Ying-Tzu Lin
Creativity Lab, Industrial Technology Research Institute, Taiwan
yingtzl@itri.org.tw

Abstract
Home is a complex system which consists of various products and services in a specific
space for people to inhabit. It could be considered as a microcosm of human civilization as
it involves social, cultural, and technological factors. Many TRIZ papers have been
proposed to predict the future trends in products, services, or architectures. However, a
broader system such as the home living system including the above elements as its
subsystems has not been investigated from the viewpoint of the evolutionary trend.
Therefore, we attempt to predict the scenarios of the future home living system using
TRIZ in this paper. The definition, structure, and functioning of the home living system is
stated and analyzed. The ideality for home living system is given to establish the
relationship among home living needs, functions of products and services, and the
corresponding expenses and harmful effects. The trend of the ideality of home living
system is developed. Through this study, the scenarios of future home living can be further
developed by the ideality trend. The ideality trend is also useful for evaluating the new
products or services for home living systems in the near future.
Keywords: home living system, ideality, ideality law, evolutionary law, human needs.

1. Introduction
Future home has been a hot topic in industries, because it is related to trillions of dollars
of products and services in the market. Currently proposed concepts like “digital home”,
“smart architecture”, “healthy home”, and “green building” all provide different visions of
our future home. These concepts may be developed by the forecast of a group of experts, by
market research, or by various forecasting methods. In this paper, we are interested in
developing these concepts using the evolutionary laws in TRIZ. The home living system
should have its own evolutionary patterns just as the technical systems. Further, the patterns
can be used to predict the future development of the home living systems. In this paper, the
home living system is defined first to clarify the scope of the investigated system. The
structure and functions of the home living system are then analyzed. The contradictions and
problems can be found and formulated during this stage. The solutions of those
contradictions and problems in turn create future home living scenarios. The developed law
of ideality explains the evolutionary tendency of the home living system. The new idea can
be evaluated by the law of ideality for its viability.
2. Home living system

2.1Definition of home living system

The home living system is not easily defined, as it represents different meaning for
different people. In this paper, the home living system is broadly defined as people who stay
in a place with life supporting functions for an extended period and feel comfortable within
it. It must include two basic elements: people and place. The interactions between the
people and place include household products and services as well as social links of people in
the place. Home living systems should meet the needs of projected future living scenarios
and make people feel at home.
2.2 Structures of home living system
The types of home living systems are quite diversified around the world, because the
home living systems were for the most part created along with the origin of human
civilization. After thousands of years, the types of home living systems have become more
and more complicated due to the evolution of culture, society, technology, and government
in different regions in the world. Some examples include nursing homes, home-like offices
and hotels, retirement homes, traditional Taiwan-style homes, modern homes and all kinds of
new types of homes. However, common elements can be found in different types of home
living systems. The fundamental elements of the home living systems must include people
and place. The constitutive elements of the home living system are shown in Figure 1. The
detailed list of all the elements in the lowest level of the structure is not shown in Figure 1;
the reader is referred to the household product database of the National Institute of Health,
U.S.A. The generative types of home living system can be created from the combination of
the constitutive elements of people and place in Figure 1. For example, some home living
systems do not have the utility service, the household products do not necessarily include
electrical equipment, the living space may consist simply of a small bedroom without yard or
garage, and many home living systems are designed for the singles. Through the combination
of the constitutive elements as shown in Figure 1, we can describe the typical home living
systems around the world.

Electricity
Gas
Water
Utility Communication networking
Service Security
Household
Furniture
Building Products
Electrical equipment
Home Place Space for
Consumer products
Living Living Living room
S t People Nuclear family Bedroom
Single-parent family Bathroom
Family Compound family Kitchen
Joint family Garage
Singles Extended family Yard

Figure 1: The constitutive elements of the home living system

2.3 Functions of home living system
The main function of the home living system is to satisfy the human needs for living. The
human needs can be described in Maslow’s need hierarchy from the lowest to the highest
levels: physiological, safety, social, self-esteem, and self-realization. The main functions of
the household products, living space, and utility services are designed to satisfy the living
needs. For example, the kitchen is a space with kitchenware and refrigerator to serve food to
meet physiological needs, and the living room is a space with a sofa and television for family
gathering and receiving guests to satisfy social needs. In terms of function modeling, a
simplified model of the home living system is depicted in Figure 2. From the function model,
the home living system not only provides useful functions, but also could generate harmful
functions to our health and environment. The insufficient performance of the useful functions
and harmful effects are the problems that need solving. The contradiction problems also exist
in the home living system as in the technical systems. For example, the window system
should be able to control the flow of materials like air, rain, insects, thieves and the flow of
energy like sun, noise, and electromagnetic wave. However, the noise is absorbed by double-
layered glass windows, but the fresh air is also blocked out. The window is closed to prevent
the heavy rain, but this also results in poor ventilation and indoor air quality. These kinds of
contradictions create the opportunities for invention to improve our life quality.

3. Evolution of the home living system

3.1 Postulates
The most important postulates for home living system are described as follows [2, 3]:
‐ The living home systems have evolution patterns that can be used to predict the
future.
‐ The patterns can be revealed by studying the historical development of home living
systems.

3.2 Co-evolution of the home living system

The home living system does not evolve in an isolated condition. The supersystems of the
home living system often drive its evolution [1]. The hierarchical supersystems of the home
living system and their corresponding events and trends are shown in Figure 3. The events in
the supersystems have strong short-term impacts on the home living systems. The
evolutionary trends of the supersystems have long-term effects. For example, a volcanic
eruption may suddenly change the living environment. The trend of exhausted rare resources
in the Earth raises environmental concerns and concepts of green building and products for
home living systems are developed. The threat of tsunami or flood may change the design of
the building. As diseases like bird flu and SARS spread over the world, anti-bacteria
products become popular. The trend of the aging society raises the need for assistant
technology in home living systems. These preparations for future events and trends have
been the main focus of many universities and industrial labs. Sustainable technology and
intelligent building are research themes in The University of Reading in U.K. Vienna
University of Technology studies the interaction between the building and its environment
(ecosystem).
 Home Living System

Kitchen Bedroom
microwave oven bed
detergent closet
sink alarm clock
fridge mirror
dinnerware table

Useful Harmful Useful function: Harmful function:

function: function: rest noise
food storage waste water clothes storage insect
food cooking garbage personal care
Insect

People

Figure 2: A simplified function model of the home living system

3.2 Evolutionary Stages

The home living system has its own life cycle and goes through the stages of birth,
infancy, childhood, maturity, and decline like other technical and biological systems.
Following the definition of home living system, we can say that it usually starts with a
couple forming a family or people moving into a new house, and ends when all the people
move out the original house. For example, the home living system could be created with all
the constitutive elements or as simple as a single person living in a small space in hostel. The
normal life-span of the home living system is about 20 – 30 years in modern industrial
society and 30 – 100+ years in agricultural society. When the ideality of the home living
system is used as the system characteristics with respect to time, the home living system does
not evolve as an S-Curve. This phenomenon is discussed in the following section.

3.3 Evolution toward decreasing ideality

The classical definition of ideality for technical systems can not be applied directly to the
home living system due to the complex relationship among people, products, and services
inherent in the home. Therefore, the ideality of a home living system, Idealityh, is given as
follows:
 Earth Limited natural resources: fish, food, mines, water
Climate and Weather Disaster: global warming, typhoon
Geology Disaster: earthquake, volcano.
Biological
System Mad cow disease, SARS, bird flu, etc.

Human Pollution, war, etc.

Civilizatio

Social Aging, family structure, cultural value

System

Governmental Regulation, transportation and communication

System infrastructures

Economic Import tax, consumer price index, GDP

System
Home Living System

Figure 3: The supersystems of the home living system with their related events and evolutions
affecting the home living systems

∑ q ⋅ Q (F ) i j
Idealityh = i =1
n n
（1）
∑C + ∑ P
i =1
i
i =1
i

where
i: the index of the home living needs,
n: the number of the home living needs,
q: the weighting factor of needs,
Qi: the degree of satisfaction of ith home living need,
Fj: the performance of main function of jth product or service,
Ci: the corresponding expense to satisfy the ith need,
Pi : the harmful effects generated from satisfying the ith need.

This definition states that the ideality of home living system is determined by the level of
the personal home living needs satisfied by the performance of household product and
service with least cost and side-effects for the whole environment. The fundamental concept
of the ideality definition is explained below.
‐ Human needs never end and the number of the home living needs, n, should go to
infinity. Practically, however, n should be finite because people only have limited
resources to satisfy their needs and the needs do not emerge at the same time. Also,
since only explicit needs can be revealed and listed, the number of home living needs is
finite for practical applications.
‐ The needs do not have the same importance in nature. Maslow indicated that the needs
are in a hierarchical structure and the lowest needs should be satisfied first [1]. In
addition, the needs are pro-potent for individuals. Therefore, the weighting factor q is
used to categorize the level of the needs and prioritize the individual’s needs. The value
of q is in the interval of 0 to 1. When q is zero, it implies that the needs can be satisfied
without any external product or service or the needs do not exist.
‐ Q(Fj) means the level of satisfaction related to the performance and types of functions
from man-made systems. The value of Q(Fj) can be determined by incorporating
Kano’s model and quality function deployment (QFD).
‐ The term, Ci , represents the costs of satisfying your needs. Free or cheap resources can
be used to eliminate the expense for satisfying the needs.
‐ Pi means that when you enjoy the convenience and pleasure of consuming products, it
may do harm to yourself or the other persons or the environment. For example,
smoking is harmful to your health, though it satisfies other needs. Cheap disposable
chopsticks are convenient but resources are used.

3.4 Evolution toward increasing ideality

The evolutionary trend for home living systems is toward increasing comfort or living
quality. However, it evolves with the expense of resources. For example, people purchase
new household products and services with better performance and lower price to improve the
living quality. From the material world, the level of increasing ideality depends on personal
financial situation. If people can afford to buy more products and services, the living quality
is getting better. On the other hand, the increasing ideality might be from the highly satisfied
needs in family relationship or the interactions between the family members. Since the effect
of this factor is very difficult to measure, it is assumed that it does not affect the ideality of
the home living system in this paper. However, we can expect that this factor will cause
many small ups and downs along the ideality curves as shown in Figure 4.

Table 1: Ideality Factors

Ideality Trend Event
Factor
Need Social trend: Need change – age
demography, lifestyle, Need change – style
public policy, Need change - new family members
household consumption Need change – personal preferences
pattern, etc.
Level of Technology and service Satisfaction down – performance of
satisfaction trend: S-curve, etc. products
Satisfaction down - performance of
service
Cost Economic and Cost down – technology improvement.
technology trend: GDP, Cost up – high priced energy,
consumer price index, materials.
S-curve, etc. Cost up – maintenance.
Problem Ecosystem and Problem up – reliability of technical
Technology trend: systems
 Problem up – side-effect discovery

Table 2: The general trend of ideality factors in the home living system
Ideality Factor General Trend
Weighting factor of Needs q ﹣
Level of satisfaction, Qi (Fj) ﹣
Expense, Ci +
Harmful effect, Pi +

3.5 Limitation of the ideality

The ideality of the home living system does not increase without any limitation. Table 3
lists the major constraints on improving the level of ideality. The curve for the limitation of
the ideality in home living system is shown in Figure 4. The limitation is progressively
released. However, some natural and human disaster may cause the setback of the limitation
into a tight state. The limitation of the ideality can also indicate the possible development of
the living quality of the country where the home living system is located.

Table 3: The limitation of increasing ideality for the home living system
The upper level * Economic resources from personal finance, GDP, consumer
of limitation of price index
the ideality * Geography such as desert, cold area, and high mountains.
* Climate.
* Government regulation.
* Infrastructure of transportation, electricity, communication,
and water supply.
The lower level * Personal tolerance in living quality.
of limitation of
the ideality

3.5 General evolution of ideality

From the above discussion, the general evolution trend of the ideality in home living
system is shown in Figure 4. The ideality of the home living system decreases in continuous
time interval while it increases in discrete events through its life cycle. If the current ideality
of the home living system is below the lower level of the limitation, the old home living
system S1 could be discarded and the new system S2 is created.
 Ideality

Increasing ideality

Initial ideality S2

Upper level in

Decreasing ideality

Lower level in
S1
Life-span of the home living system

Time
Figure 4: The general trend of the ideality in the home living systems

4. Evaluation of new concepts for home living system

With the definition of ideality for home living system, any new concept for home living
system should have higher ideality than its previous generation. In addition, the new concept
should not only be beyond the lower level of ideality limitation, but also break the barrier of
the upper level of ideality limitation. One good example is the US$100 laptop project (One
Laptop Per Child) from Massachusetts Institute of Technology to bridge the digital gap
across the society and countries. It may significantly improve the living quality of human
beings.

5.Conclusions
In this paper, the general evolution scenario of the home living system is developed by the
proposed ideality definition and ideality law. The future works will explore more
evolutionary principles from TRIZ such as the uneven evolution of the subsystems of the
home living system and incorporate QFD into the calculation of ideality of home living
system. The evolutionary characteristics of the home living system are found and used for
better product and service planning as well as concept evaluation.

6. References
1. Maslow, Abraham, 1954, Motivation and Personality, Harper & Bros., New York.
2. Zlotin, Brois and Zusman, Alla, 2001, Directed Evolution: Philosophy, Theory and Practice,
Ideation International Inc, South field.
3. Zlotin, Brois and Zusman, Alla, 2006, “Pattern of Evolution: Recent Findings on Structure and
Origin”, TRIZCON 2006 Proceedings, Milwaukee.
 TRIZ PREDICTS MAJOR SHIFT
IN INFORMATION TECHNOLOGY

Filip Verhaeghe
Self-Star Corporation
filipv@self-star.com

Abstract
This paper uses TRIZ to show IT will shift dramatically toward the On Demand model.
We show the model is already in the first phase of the S-curve, and highlight which TRIZ
principles have made the On Demand approach possible. Next, we focus on the TRIZ
trends to show how the currently most active part of IT can be expected to change in the
future. While studying these trends, we see that the On Demand approach is best suited to
implement these trends. Self-Star has created an On Demand solution in line with the
TRIZ trends, and its R&D works to achieve the full potential of the predictions.

Keywords: TRIZ, Information Technologies (IT), Business Intelligence (BI), Business

Process Management (BPM), Business Activity Monitoring (BAM)

1 TRIZ Predicts IT Will Change

There is an ongoing debate within the Information Technologies (IT) industry triggered by
Nicholas Carr’s book “Does IT Matter?” [Carr 2004], following his article “IT Doesn’t
Matter” in the Harvard Business Review [Carr 2003].

Nicholas Carr states that although IT is essential to competition, it is inconsequential to

business strategy. In his view, IT can be compared to electricity, in that you can’t run a
business without it, but few companies builds their business strategy around electricity.

Others in the industry claim the opposite is true. According to them, Information
Technologies are the basis of competitive advantage. The huge spending in IT is a reflection
of the huge impact and benefits IT can have on the bottom line. Howard Smith and Peter
Fingar [Smith 2003] wrote a book that is an extended critical analysis of “IT Doesn’t
Matter”. At some point, it seemed like everyone in the IT industry needed to choose sides.

In reality, the discussion appears to boil down to two observations:

- Information Technologies are a support function to the business, and should be performed
at the lowest possible cost;
- Business processes are key business differentiators, and can provide strong competitive
advantage. Business processes run on information, and as such, how you handle your
information is key to competitive advantage.

Are these views really contradictory? Does information handling require Information
Technology as we know it today? TRIZ suggests this is not the case. The Ideal Final Result
for IT would be the manipulation of information and processes without the cost or effort
associated with IT as it exists today.
 While Gartner at the time argued against Carr’s view, it did so by saying that IT as
hardware and networks truly was a non-strategic commodity, but “the essence of IT is
information. Successful firms will use information […] in new ways to solve business
problems and create customer value.” [Gartner 2003]

While the discussion rages on, the cost of IT has risen year after year, and it is rising still,
by about 7 to 8% in 2005 alone [Gartner 2006]. It seems that the whole industry is drifting
away from the Ideal Final Result that TRIZ predicts. That suggests that current technologies
are incapable of achieving the customer’s expectation, and a new S-curve is likely to replace
the current one. A disruptive new approach is required in IT, one that enables business to use
information to create customer value, while avoiding the huge investments and running cost.
That IT disruption has already started.

2 Two Worlds of IT
Business users today are confronted with two very different worlds of IT, which we’ll
abbreviate as the “On Demand” world, and the “On Premise” world.

On Demand indicates that the software is not delivered to the customer, but rather runs on
the servers of the supplier. The user typically accesses this software using a browser,
although smart clients can also be used. Best known On Demand companies include Google
for search, blogging, mail and other tools, and Salesforce.com for Customer Relationship
Management (CRM), and Microsoft for search, blogging, amongst others.

On Premise is the IT we all know so well. The concept is to buy the software from the
supplier, buy the hardware, and run your own data centre. Well known On Premise products
are Microsoft’s business products, Oracle , SAP and most Siebel CRM installations.

When we look at searching for information within the company, and searching for
information on the Internet, the difference could not be greater. Whereas we can search
billions of pages online in less than 0.2 seconds, it usually takes a long time to find anything
within the company. One could argue that this is not due to an inherent benefit of the on
demand model, but that the real reason is that search was not properly implemented within
the company (because few products are available, if any). Still, differences in approach is an
issue that comes back often within the debate about the current state of technology. The On
Demand approach provides new ways of doing things, and provides services (and speeds)
previously unthinkable. The true power of the On Demand approach is in part the freedom of
the supplier to innovate at a rapid pace, and provide new features to the customer without
requiring any effort on the part of the user.

So, will traditional line of business software continue to thrive on premise? Customer
Relationship Management software used to be one of the key software packages that needed
to run On Premise. When Salesforce.com -that provides CRM On Demand over the web-
launched, it met with a lot of criticism. Today, it has forced On Premise leaders such as
Siebel to provide an On Demand solution as well. Salesforce.com runs the software and the
servers, and corporate users can use the solution without any local installation, integration or
setup. They can use it from any Internet-connected PC.
 Salesforce.com is interesting, because it truly separates the concept of software
customization and integration from On Premise installation. A company can customize or
integrate the On Demand solution in every way that an On Premise solution can be
customized or integrated. Salesforce.com truly does provide the manipulation of information
and processes without the effort traditionally associated. Today, their total cost of ownership
(TCO) is only marginally less than On Premise solutions [Gartner 2005], but this is primarily
due to profit strategies. When driven to a price war, Salesforce.com is in a stronger position
than the On Premise alternatives, because it has more cost parameters it can control directly.

Salesforce.com also demonstrates that the notion that data should never leave the
company is starting to be overturned. If both the On Demand and the On Premise solution
are deemed secure, customer purchase focus shifts towards convenience and cost, as the
TRIZ trend predicts.

3 TRIZ Principles of the On Demand World

Quite a few TRIZ principles are involved in achieving the On Demand IT. The On
Demand IT takes out (2) the local server. It does this by creating software that serves the
needs of all customers. Integration costs are radically reduced, because they are designed to
work universally (6) for all customers (as opposed to the customer specific integration
processes that is done by consultants over and over in the On Premise world). Whereas the
On Premise IT delivers software to the customer site, the On Demand IT delivers the data to
the vendor site (other way around, 13).

Bringing all the computing needs to central servers creates a computing bottleneck. This is
resolved by On Demand suppliers by segmenting (1) the server. Rather than scale the server
up into a huge mainframe that serves everyone, the opposite is done (13): the server is scaled
down and copied (26) many times into huge data plants that achieve the required
performance. Each of the smaller servers is a cheap short-living object (27), in which a
minimal amount of money is invested. In fact, rather than use real servers, companies like
Google and Self-Star use ordinary cheap PC’s. Of course, these cheap PC’s have a higher
failure rate than expensive servers. This failure rate is beforehand cushioned (11) by sending
the same data to three or more different PC’s. That way, when one of the PC’s fails, the data
on that PC is simply discarded and recovered (34) from other PCs, some of which will detect
the failure and send copy of the failed data to another PC in the local network. The
replication of data also makes it possible to reformat computers or swap them easily
whenever needed. But the robustness requirement to keep three or more copies of the same
data is actually a blessing in disguise (22): the system asks all copies at the same time for the
answer to the question. By taking the first answer that comes in, the system is not
compromised by PC’s that have become slow for whatever reason (heavy load, failure mode,
etceteras). This is how Google achieves its legendary sub 0.2 second responses.

Typically, in the On Demand IT, suppliers will offer a specific solution. Salesforce.com
offers Customer Relation Management (CRM), Self-Star.com offers Business Intelligence
(BI). The corporate data is stored on the servers of various suppliers, and each supplier
optimizes the performance of its application. This is an implementation of dynamics (15),
where the internal corporate data center is replaced by loosely coupled suppliers. Dynamics
is hugely cost saving, because both systems integration and maintenance are substantially
more straightforward. Most suppliers will empower the user with self-service (25) tools that
take away the complexity, and allow the user to adapt the On Demand software to his needs.

Companies like Google and Self-Star import large amounts of data, and want to serve
answers to their customers fast and accurately. It is usually impossible to search the raw data
fast enough, which is why these companies take prior action (10) by preparing data in
formats better suited for quick searching. Such prior action consumes large amounts of
computing power, so these prior actions are done periodically (19). That way, they can use
the existing data plant resources when they are less utilized. Because the customer is using
the software running on the supplier’s site, the supplier has feedback (23) on the usage of the
software. This ranking feedback is used to further improve the user’s experience.

Most observers agree that the existing line of business software industry is very mature.
We see lots of mergers in order to grab more market share (e.g. Oracle), or heavy price
competition from newcomers (e.g. Microsoft). The On Demand IT on the other hand is in the
early phases of its development. But as psychological barriers of the past are easing, we are
sliding up the On Demand S-curve and we can expect to see a rapid take-up in the coming
years, especially in cost-sensitive industries.

How will On Demand radically change things in most actively developing part of IT?

4 Business Intelligence Trends Predicted by TRIZ

Because of the maturity of the existing IT, total cost ownership (TCO) of existing
applications is coming down. Nevertheless, as previously noted, total spending on IT is still
going up year over year. The main culprit for that is increased spending on Business
Intelligence (BI), Business Process Management (BPM) and Business Activity Monitoring
(BAM). In fact, according to Gartner [Gartner 2006b], business intelligence is the number
one technology priority for business IT spending in 2006, reaching $2.5 billion (up 6% from
2005). By 2009, the business intelligence software market should climb further to $3 billion.

But what is Business Intelligence (BI)? Today, BI consists of huge data tables that can be
queried along many criteria, with formulas calculating totals, averages, etceteras. Using BI is
a big step forward in corporate reporting, but user expectations change over time. What can
we expect the user expectations to be in the future, according to TRIZ? What will $3 billion
buy?

4.1 Better Business Intelligence for Organisations

Most experts agree that business processes are at the core of competitive advantage in
many industries. Many of the trends we present here will focus on business processes, but
will also frame them much broader and make them an integral part of business intelligence.

Matching Non Linearity. Almost all business process monitoring tools make the
assumption that business processes are linear. The most advanced tools allow for conditional
branching to partially accommodate non-linearities. The reality is that real business
processes (BP) emerge from the collaboration of many. Someone or something always does
something different, or at a different moment, than was anticipated in the predefined flow
charts. Executives are often surprised when discovering how their operations really work.
Business process analysis tools should fully accommodate non-linearities by deriving the
business processes from the real operations, instead of the other way around. In our
experience, arrays of servers are needed periodically to perform the computationally very
intensive action of finding the business processes within the data. This seems to suggest that
matching non linearity is better suited for an On Demand approach, where computing
resources can be shared to ensure good utilization of resources.

Increasing Transparency. Increased automation has hidden the business processes from
view. Industry-specific solutions contain large number of built-in processes, and consultants
of the past have customized them to fit your organization, sometimes in undocumented ways.
When applications are black boxes, optimizing your business processes becomes very hard.
Today, the best BI solutions try to obtain partial transparency by looking at status fields set
by applications. A completely transparent solution must use all of the information in the
database to detect the actual business process status (even when status fields are erroneous).

Controllability. Monitoring business processes manually (direct control action) is

insufficient for larger companies. The business intelligence system should actively notify
them of actions to be taken (“action through intermediary”). In the future, steps should be
taken to further increase the controllability of business processes, into fully adaptive and
self-learning systems. It is clear that increasing controllability takes both highly technical
expertise that is very expensive to maintain on premise, and consumes substantial
computational resources.

Design Methodology. When business intelligence started, it simply put together the data
from various applications. It was quickly discovered that this doesn’t work due to conflicting
data, and the need for a single truth in business reporting. Therefore, transient effects were
included, in industry terms called data cleansing. Huge amounts of resources are used in
large organizations to implement data cleansing, mostly because thing keep going wrong and
new rules need to be defined. The saying garbage in, garbage out is now almost classic in
the BI industry. But it doesn’t have to be so. TRIZ predicts slow degradation, cross-coupling
effects and eventually design for Murphy will radically our change expectations of business
intelligence. Good business intelligence should bring insights out, even when garbage is
entered.

Reduced Damping. As controllability and design methodology improve, there is less

need for filtering data that doesn’t fit our models. Such filtering or data cleansing is actually
a very negative factor in obtaining that one truth. Filtering is usually done on a technical
basis, whereas the results are studied to gain business insight. But many business insights, in
particular those pointing at where processes go wrong, are rendered invisible by data
cleansing. In other words, you might be missing out on the most important results of business
intelligence. The goals is to reduce data damping all the way down to working with
unfiltered data, while still achieving all of the above factors, and while still providing
integrated and sufficiently abstracted results to the users of the business intelligence.
 Increasing Transparancy (II). Another hot topic in business intelligence, is the ability to
translate finding in financial results. Being able to express issues financially, and hence rank
them accordingly, makes it a lot easier to inspect them, and target your energy on the most
important aspects.

4.2 Implications for Suppliers

There are off course also issues for the suppliers, such as market evolution which implies
that business intelligence will move towards a service and beyond. Boundary breakdown
suggests that services provided by different suppliers should be easily brought together in a
mash-up fashion to provide just the right mix, at no additional cost. Controllability allows
suppliers to better understand how their services are used, and where to improve them first.
Reduced human involvement is imperative for a supplier who wants to scale his system.
The macro to micro trend suggests that solutions for large customers should be easily
tailored for small customers, both SMEs and small divisions in larger organizations who
want solutions specific to their own needs.

Suppliers like Self-Star, who choose to implement all of the above using the on demand
concept, must overcome the fact that data is inside organizations behind a firewall. TRIZ
principle 24 suggests using an intermediary. This intermediary works from the inside to
detect changes in the various applications, and transmits these securely to the data center.

5 Conclusion
The creation of the On Demand model has drawn heavily on the TRIZ principles. Many
TRIZ trends point to the On Demand model overtaking the On Premise model. However, the
nature of software itself will also radically change. Specialized software packages will
provide end users with much more in depth results, while hiding the complexity and leaving
customers free to create a mash-up of the services they need for their business unit. Self-Star
is focused on providing this service today. Its R&D team is focused on pushing the limits
further along the TRIZ trend lines.

6 References
[Carr 2003] Carr N.G. (2003), “IT Doesn’t Matter”, Harvard Business Review, May 2003, p. 41-49.
[Smith 2003] Smith H., Fingar P. (2003), “IT Doesn’t Matter – Business Processes Do: A Critical
Analysis of Nicholas Carr’s .IT. Article in the Harvard Business Review”, Meghan-Kiffer Press.
[Garner 2003] Broadbent M., McGee K., McDonald M., “IT Success Requires Discipline and
Innovation”, Gartner, FT-20-0693, May 12, 2003.
[Carr 2004] Carr N.G. (2004), “Does IT Matter? – Information Technology and the Corrosion of
Competitive Advantage”, Harvard Business School Publishing Corporation, Massachusetts.
[Gartner 2005] DeSisto R. (2005), “CRM OnDemand: The Myth and Promise of No Software,”
Gartner CRM Summit, October 31, 2005.
[Gartner 2006] Correia J., Biscotti F. (2006), “Market Share: AIM and Portal Software, Worldwide,
2005”, Data Quest, May 2006, www.gartner.com/DisplayDocument?ref=g_search&id=492790.
[Gartner 2006b] Gartner Inc (2006), “Gartner Says Business Intelligence Software Market to Reach
$3 Billion in 2009”, February 7, 2006, http://www.gartner.com/press_releases/asset_144782_11.html
 TRIZ TO IMPROVE MATERIAL EFFICIENCY AND ENERGY
EFFICIENCY OF INDUSTRIAL PRODUCTION PROCESSES
Dr. Johannes Fresner
STENUM GmbH, Geidorfgürtel 21, 8010 Graz, AUSTRIA
j.fresner@stenum.at

DI Jürgen Jantschgi
Industrial Liaison Department, University of Leoben
Franz Josef Strasse 18, 8700 Leoben, AUSTRIA
juergen.jantschgi@mu-leoben.at

Abstract
Cleaner Production is an organized approach to minimize industrial waste and emissions
by increasing the efficiency of the use of materials and energy. It is propagated especially
by UNIDO and UNEP as an approach to identify preventive measures, such as good
housekeeping, technological changes, change of raw materials, internal and external
recycling as a preventive approach to environmental protection by cutting on waste and
emissions from industrial activities. Case studies conducted by the authors in the last 10
years demonstrate, that in a number of cases water consumption of industries from the
surface treatment sector as well as from food processing could be reduced by 30 to 90%,
auxiliary materials consumption could be reduced by 30 to 50%, and energy consumption
of processes could be reduced by 15 to 25%. All these measures were actually
economically beneficial for the companies, most of these measures paid back in less than
one year.
Although Cleaner Production has been around for more than 15 years, until now only
encyclopedic checklists are available to assist in the identification of improvement
options. Still focused expert knowledge is necessary to locate the potential areas for
improvement. TRIZ offers very strong tools for process improvement. The authors have
found from their research, that especially the concept of the Ideal Final Result, and the
Patterns of Evolution form a conceptual framework which can aid effectively in the
identification of improvement options in a systematic way.
Keywords: Cleaner production, material efficiency, waste minimisation, zero emission,
energy efficiency, ideal final result, Patterns of Evolution

1. Introduction to Cleaner Production

Production-integrated - or preventive - environmental protection aims at reducing the
amount and danger of waste and emissions and - as a consequence - also the costs for raw
materials, water, and energy. Compared to the disposal of waste and to end-of-pipe
technologies preventive environmental action offers several advantages:
- Reducing waste and emission generally means using smaller quantities of materials
and energy, which has the potential for economic savings
- Reduction of waste and emissions usually triggers an innovative process in the
company because of the intensive concentration on production processes
 - Risks regarding environmental liability and disposal are reduced to a minimum
- Reduction of waste and emissions means moving towards sustainable economic
development
In traditional waste management the question is:
- What is to be done with the waste and emissions generated?
Preventive, integrated environmental protection on the other hand asks:
- Where do waste and emissions in my company come from?
- Why have they become waste and what can we do to minimize their generation?

Out of experience, a systematic representation of cleaner production strategies (change of

raw materials, good housekeeping, internal recycling, external recycling, change of
technology, change of product design) has been developed (Yaacoub, 2006).
Generally, cleaner production strategies aim at the optimisation of material and energy
flows by process modification (change of raw materials, good housekeeping, technological
changes), internal and external recycling. These strategies act as general principles.
In a cleaner production project, firstly waste and emissions will be identified using a
process flowchart, quantified using mass and energy balances, prioritized according to the
monetary value of waste materials and energy and according to the hazards involved in
manipulating materials. Consequently in a team session during brainstorming the Cleaner
Production strategies are used to generate ideas which then can be used to minimise waste
and emissions.

2. Ideal Final Result, Patterns of Evolution and Cleaner Production Strategies

According to TRIZ, problem solving would start with the concept of the Ideal Final Result
- IFR (Figure 1). From this, problem solving starts by back casting. This normally is not done
following the classic Cleaner Production project procedure.
The following questions are used by the above mentioned authors in the back casting
procedure after defining the ideal final result (as defined by achieving the desired function of
the process without cost or harm):
- Can components or (ancillary) functions be gotten rid of?
- Can the need for a function be eliminated?
- Can functions of other components or the components themselves be taken over?
- Can unwanted functions be eliminated by other functions?
- Can operating components be replaced by other components?
- Can operating components be replaced by existing resources?
- Can the system take over functions itself?
- Can freely available resources be used?
These questions are derived from the Patterns of Evolution and can be correlated as follows (
Table 1).
 CURRENT IDEAL
SITUATION FINAL
RESULT

…
Current Intermediate Function achieved
Design solutions without cost or harm

Figure 1: Solving optimisation problems using the Ideal Final Result and back casting
(Training course SUPPORT; Grawatsch, Mann, Jantschgi et al., 2005)

Table 1: Comparing the questions of the optimisation procedure to the Patterns of Evolution
Patterns of Evolution
Completeness of Parts of the System
Energy Conductivity of a System
Harmonizing the Rhythm of the System´s Parts
Increasing Ideality
Uneven Development of the System´s Parts
Transition to a Supersystem
Dynamization
Transition from Macro- to Micro Level
Increasing the S-Field Development
Corresponding optimisation questions
Can unwanted functions be eliminated by other
functions (automatic control)?
Can components or functions be gotten rid of?
Can unwanted functions be eliminated by other
functions?
Can operating components be replaced by existing
resources (free, perfect, now)?
Can operating components be replaced by other
ones (more advanced ones)?
Can the need for a function be eliminated?
Can system take over functions itself?
Can operating components be replaced by other
ones (smaller ones)?
Which interactions are missing or can be improved?
3. Application of Ideal Final Result and Patterns of Evolution to solve a Cleaner
Production Problem
For the testing of this approach, the problem of reducing the water consumption of
galvanising processes was selected. The task is to reduce the consumption of rinsing water
used to dilute the film of dragged out chemicals on the surface of the parts.
With a group of experts, the findings of a previous Cleaner Production Project were
analysed. This project (ZERMEG) was originally carried out within the framework of the
“Fabrik der Zukunft”1 (‘Factory of the Future’) programme. ZERMEG stands for ‘Zero
emission retrofitting method for existing galvanising plants’. Case studies for five companies
are documented.

Table 2: Summary of the ZERMEG results

Company Reduction of Reduction of specific Other
specific water consumption of
consumption pickling medium
Anodisieranstalt 95 % 50 %
Heuberger
2
AT&S Recovery of 20 kg/d copper,
savings of 20 tons/year of caustic
soda, external use of sludge
3
Joh. Pengg AG 50 % Complete external use of spent
acids planned
4
Mosdorfer GmbH 50 % Complete external use of spent
acids achieved
Rotoform GmbH 40 % 50 %

As a starting point, a function model of the galvanising process including the rinsing steps
was developed.
This model was used as the starting point for a brainstorming to identify options.
Applying the questions from above after a function analysis and the definition of the ideal
final result gives the following results (Table 3):

Table 3: Back casting as problem solving applied to the cases studies

Question for back Questions risen during Examples
casting from ideal function modelling
final result
Can the need for a How can the need for rinsing Reducing drag out by longer dripping
function be eliminated? with water be eliminated? times, mounting parts at angles, avoid
scooping, defining proper rinsing criteria,

1
www.fabrikderzukunft.at
2
not relevant, because only the wastewater treatment was analysed
3
not yet analysed
4
no wastewater from rinsing, because rinses are used completely to make up pickling baths
 Question for back Questions risen during
casting from ideal function modelling
final result
Can components be Which components of the
gotten rid of? galvanising system (surface of
parts, racks, drag out) can be
gotten rid of?
Can functions be taken Can components be introduced
over by other which can perform the
components? functions of diluting the
adhering film?
Can unwanted Can dilution of adhering film
functions be taken over be achieved in a different way?
by other functions?
Can the system take Which functions of the
over functions itself? galvanizing system can be
assigned to the system itself?
Can operating Which components could be
components be replaced by plant resources
replaced by existing (heat, pressurized air)?
resources?
Can free resources be Can resources like air, time,
used (time, air, space space help to improve the
…)? system?
Which interactions are Can a field be added,
missing or can be improved? Which fields
improved? disturb? (MATCEM)
Examples
Reduce drag in of impurities (grease,
oil), Reduce surface area of parts, but
also of racks
Reduce components which increase
viscosity of solutions (by reducing the
contents of metals)
Use a rinsing cascade or spray rinses
Blowing, use of recycled water, reduce
viscosity of films by increasing
temperature, clean medium by ultra
filtration, crystallisation, etc.
conductivity control of rinsing water,
automatic control of the crane to
guarantee dipping and draining times
Air blowing to blow of drag out
improve dripping time, overflow in
rinsing cascades by gravity
Change surface tension or viscosity of
medium be changed by adding detergents
or heating

All the measures identified originally were identified by the experts in the brainstorming
using the questions from table 1.

4. Conclusions
Analysing the strategies of cleaner production and comparing them to the Patterns of
Evolution has yielded a useful new interpretation of the strategies. The result is also a new
interpretation of these strategies and a convenient principle for explaining them in teaching.
Out of these studies it is proposed to describe a successful, effective approach to the
minimisation of waste and emissions from industrial production processes by conducting the
following steps:
1. generating a flow sheet of material streams, auxiliary materials, water and energy
2. performing a function analysis in the process steps where waste and emissions are
generated
3. definition of ideality in these steps
4. back cast intermediate solutions using the questions derived from the Patterns of
Evolution
 This approach looks much more powerful than the mere application of the above quoted
CP strategies, because of pointing at a concrete function, which is not performed in the best
possible way. This again leads to the search for physical and chemical effects which improve
the situation and links the problem to the super system thus allowing for radical changes.
This approach is currently tested in several projects with Austrian and Indian companies.

5. References
• Altschuller, Genrich Saulowitsch, Erfinden – Wege zur Lösung technischer Probleme, PI
Verlag, 1998
• Fresner, J., Setting up effective environmental management systems based on the concept of
cleaner production: Cases from small and medium sized enterprises, in R. Hillary: „ISO
14001 Case Studies and Practical Experiences“, October 2000, ISBN 1 874719276
• Fresner, J., J. Sage, P. Wolf, A benchmarking of 50 Austrian companies from the galvanizing
and painting sector: current implementation of cleaner production options and active
environmental management, Proceedings of the 8th European Roundtable on Cleaner
Production, Cork, October 2002
• Fresner, J., C. Brunner, G. Gwehenberger, M. Planasch, K. Taferner, H. Schnitzer, Zero
Emission Retrofitting in the Austrian Galvanising Industry, IPSD Maribor, 2005
• Grawatsch, M., Module 3 - SUPPORT Training Materials, University of Leoben, 2005
• Jantschgi, J., J. Fresner, Linking TRIZ & Sustainability (Training and Consulting Models),
4th European TRIZ Symposium, Frankfurt/Main, June 30th – July 1st, 2005
• Yaacoub, A., Fresner, J., Half is enough, ISBN 3-9501636-2-X, Beirut, Graz, 2006
 FUNCTION SYNTHESIS: NEW METHODOLOGICAL TOOL AND
CASE STUDIES

N. Feygenson
RESEARCH CENTER ALGORITHM
Naum.Feygenson@algo-spb.com

Abstract
In this paper we propose the Algorithm of Function Synthesis for engineering system. The
algorithm includes in part the elements of Trimming and Function Oriented search. Several
case study examples are used to illustrate the various applications of this methodological tool
raised in the paper. Comparison of proposed algorithm with the classical TRIZ tools is
discussed.
Keywords: Function Synthesis, Methodological Tool, Case Study, TRIZ, Function Oriented
search, engineering system.

Introduction.
The synthesis is one of the methods for significant improvement of engineering systems
(ES). In spite of the fact that a well-known part of the classical TRIZ tools (ARIZ, Standards
for solving inventive problems) was destined to the synthesis, there are not so many special
studies devoted to the TRIZ based methodology of synthesis procedure [1]. That's why this
paper describes a methodological tool for synthesis and gives examples of application of this
tool.

Exposition chapter.
The main goal of Function Synthesis is to create a more efficient variant for the
realization of the main function of ES. The initial dates for Function Synthesis are the results
of the following analytical procedures performed in advance:
• Definition of goals of improvement of the ES
• Function analysis (Subject – Action– Object model) [2]
• Diagnostic analysis [2]
The main steps of the Function Synthesis algorithm are:
1. STEP#1. Use the results of the function and diagnostic analysis to select two essential
functions, of ES with INADEQUATE level of performance
2. STEP#2. Formulate the synthesis problems for improved performance of the selected
functions: "how to perform the selected functions using one subject?"
3. STEP#3. Formulate the search pattern for a subject of the selected functions (a portrait
of the solution)
4. STEP#4. Perform Function-Oriented Search (FOS)[(in Russian)

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5. 3];[4] of ideas of the solution
6. STEP#5. Formulate and solve the adaptation and/or secondary problems

Let us consider three Case Studies adopted from the real consulting projects that show
how the algorithm works. These case studies demonstrate that it is possible to successfully
employ the proposed methodological tool for improvement of different classes of
engineering systems: - namely, for machinery, technological processes and substances.

Case Study 1. Specialized Massage System

Weight, size and cost reduction were the goals of improvement of Specialized massage
System. Specialized massage System and there Generalized Function Model are presented at
Figure 1 and Figure 2 respectively

Figure 1. Specialized Massage System

Legends

2 of 7
 Figure 2. Generalized Function Model of the Specialized massage System

STEP#1.
… To select two functions…, which characterized by INADEQUATE level of performance -
see Table 1.

Table 1. Fragment of functional model

Subject Action Object
Table Holds Patient
Air receiver Holds Air

STEP#2. How to perform the selected functions "Holds Patient " and "Holds Air" using one
subject?"
The idea of the solution appears after performing STEP#3 and STEP#4. The idea is to
use "Inflatable air bed" as an air receiver and as a table simultaneously. The main practical
results of the implementation of the technical solution generated with the help of the
functional synthesis in this case are:
• Weight reduction ~40%
• Cost reduction ~15%
Thus we see that as a result of the functional synthesis, a new component was introduced
in the system. This component performs with higher efficiency the similar functions of two
other components that in the original system were absolutely non-related with one another.

Case Study 2. Film Production Technology

Initial Situation: A polymer film with an adhesive layer is used as a packaging material
for food products. Randomly located protrusions form the profile of the film. The adhesive is
applied into the depressions between the protrusions. In the current technology, the profile is
formed using a purpose-built belt for vacuum forming method. A layer of glue is applied
onto the Belt in advance - see Figure 3. The glue is transferred onto the film in the forming
process. The belt has an anti-adhesive coating that facilitates glue removal.
Enhancement of productive capacity was the goal of improvement of the packaging film
production technology.

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 Figure 3. Simplified sketch of the polymer film production technology

Figure 4. Function Model and generalized functions of the polymer film production
technology

Main idea of Innovative Solution is using analog of the jet printing method for
simultaneously performing two generalized functions (see Figure 4):
• To deform film (locally for forming protrusions)
• To deposit glue (in the bottom of protrusion)
Innovative Solution based on the applied Function Synthesis algorithm is shown at Figure 5:

4 of 7
 Figure 5. Idea of jet printing method

Form cavities and apply glue onto the film using the jet printing method. A hot jet of
adhesive is ejected from the nozzle. Next, it is split into drops by the ultrasonic oscillations.
Drops get electrostatically charged and get deflected by a controlled electric field.
Accelerated drops of the glue form cavities in the film and deposit glue in the bottom of
these cavities.

As a result of functional synthesis, a single subject for two most important functions of
the technological process was proposed. This solution enables us to combine in space and
time the process of local deformation of film with the process of glue application onto the
film. According to the preliminary estimations the productive capacity of the existing
polymer film production technology will be increased up to 2 times.
Case Study 3. Composite Materia.l
Enhancement of strength and wear resistance was the goals of composite material
improvement. The Composite material consists of the following main components well
defined for characteristic features:
• Binder
• Abrasive
• Reinforcer
• Technology additives
• Filler
• Heat-removing components
According to STEP#2 of the proposed algorithm the synthesis problems are to be formulated
in the following manner:
How to perform the functions of Binder - "holds Abrasive, Filler, Reinforcer" using one
subject? (at least partially)
An abrasive coating is applied over a thin layer of titanium alloy wire using Microarc
oxidation technology. Due to Microarc oxidation technology, the layer of abrasive coating

5 of 7
becomes strongly adhered to Reinforcer (Ti-wire). After that, the wire is cut into short pieces
and is used as a Reinforcer. Because of the porosity of the coating, it adheres to Binder and
Filler. Thus, the new component - i.e. Ti-wire with specific oxidation coating - performs the
next useful function: holds Binder, Filler, Reinforcer. As a result of functional synthesis, an
idea of a new composite material and a method of fabrication of this material were proposed.
According to the expert's evaluation the strength and the wear resistance of the original
composite material will be increased up to 30-40%.
Comparison of proposed Methodological Tool with classical TRIZ tools is described in the
Table 2

Table 2. Function Synthesis and other TRIZ tool comparison

Item Comparable Tools

Proposed Function Trimming Function Oriented

Synthesis search
Initial object of Two functions of ES ES components Function of ES
improvement components and/or ES
components
Scope of ES ES and any Mainly ES components Any convenient
variations convenient technical technical systems
systems
Main way of Introduction of a new Trimming/Deleting some Introduction of a
perfection component of ES that ES components new component of
replaces at least two ES that replaces
existing ES one existing ES
components component
Main benefit of Maximum ES Reducing/eliminating the Maximum
application efficiency and disadvantages of those efficiency of one of
eliminating the trimmed components. the perfected
disadvantages of (Improved)
those deleted functions
components
The promising direction for subsequent development of the Function Synthesis algorithm is
to advance more detailed descriptions of the Step #3 and detailed recommendations for
realization of the Step#4[5].
Conclusion
1. The Function Synthesis Algorithm for engineering systems is developed. It has several
important differences as compared to conventional TRIZ tools.
2. The effectiveness of the proposed algorithm is confirmed by three case studies.

References

6 of 7
1 Litvin S. Etudes about VEA. Proceeding of the scientific seminar, project "Invention machine"
Minsk, 1992 (in Russian)
2 Litvin, S.S, Gerasimov V.M. Basic Principles of the Methods of Value-Functional Analysis.
Methodical recommendations. M., MP Inform-VEA, 1991. (in Russian)
3 Litvin S. New TRIZ-Based Tool-Function-Oriented Search (FOS). Proceeding of TRIZ Future
Conference : Florence, 3-5 November 2004; pp. 505-509. Available
http://www.triz-journal.com/archives/2005/08/04.pdf
4 Feygenson N.B., Kurakova N.B. Functional approach for innovative projects information support.
INFORMATION SOCIETY; INTELLIGENT INFORMATION PROCESSING;
INFORMATION TECHNOLOGY. Proceeding of 6-th international conference; 2002, pp.
363-365 (in Russian)
5 Feygenson N. Case studies of function oriented search (FOS); TRIZ FUTURE 2005 conference
proceeding 2005, p.538-539

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 TRIZ AND SIX SIGMA APPLIED IN THE PHARMACEUTICAL INDUSTRY
Edgardo Córdova López
Benemérita Universidad Autónoma de Puebla, Mexico
ecordoval@yahoo.com

Maria Guadalupe Pérez Leija

Benemérita Universidad Autónoma de Puebla, Mexico
mgpl_leija@yahoo.com.mx

Irma Estrada Patiño

Instituto Tecnológico de Puebla, Mexico
irmaestpa@hotmail.com

Abstract
The use of TRIZ and Six-sigma to solve problems in chemical analysis of materials has could to offer a better response
to costumers in pharmaceutical industry, this study case in the Janssen-Cilag has become this company more competitive
and innovative and of course, it has had a better benefits. The utilization of “Creax” software and other important tools of
TRIZ like and using the steps of Six-sigma, the proposed solution is close to ideal solution defined previously. Following
and conceptualizing each one of the phases of TRIZ and Six-Sigma, there was a reduction of cycle times and they had
significant savings for the area of Quality Control and for the Janssen-Cilag Mexico plant.
Keywords: Long cycle time, chemical analysis of materials, TRIZ, Six-Sigma, Contradictions, ideal solution,
needs of the customers, quality.

1. Introduction

Currently, companies compete among each other to be the first in their area worldwide in their products as well as
in customer service, and to achieve it they have developed new quality trends and they seek to be innovative, to
change that which is ambiguous in technology for their benefit with the help of other tools, such as quality
methodologies and philosophies.

For these companies, the key points to achieve success are to give excellent service and assure customer
satisfaction (internal and external customers), to carry out projects to reduce costs, reduce waste, on-going
improvement in their processes, the well-being of their employees, contribution to the environment, safety, and
therefore to increase benefits.

Quality is an attribute that all businesspeople are interested in maintaining or getting, for which reason in the past
years they have focused on the development of new technology, re-engineering, manufacture process, electronics,
tools, etc. that can help optimize all their resources and avoid long term costs, at the same time to eliminate the
contradictions the process itself has. For this, in the past years TRIZ has had great drive and at the same time the
interest of the directors of important companies has increased in knowing more about new trends in quality and
fusing methodologies such as TRIZ, Six Sigma and Lean Manufacturing, and others.

2. Description of Problem

TRIZ and Six Sigma were used to solve the long cycle time problem in chemical analysis of materials. Likewise,
responding to the customers’ needs and therefore the greatest benefits for the company is sought; these two
methodologies complement each other to give a solution close to the ideal solution, optimizing the resources
existing in the chemical laboratory of the quality control area in the company Janssen-Cilag.
The statement of this problem is begun, taking as a reference the innovative situation questionnaire (ISQ) [2]
What is the problem to be solved?, Why is it important to solve this problem?, Who is the customer?, What are the
customers’ requirements?, How is the work presently carried out?, What benefits may be had by solving this
problem?, What areas will be benefited by this?, What is sought with this?.

In this diagram, who the customers are of the raw material area and their needs is shown, we use QFD (quality
function deployment) to better define the needs of our customers.
 SUPPLIERS INPUTS PROCESS OUTPUTS CUSTOMER

MATERIAL CONTROL RAW MATERIALS

CHEMICAL MATERIAL
ANALYZED CONTROL
WAREHOUSE RAW MATERIAL PROGRAM ANALYSIS OF
RAW
TO RECEIVE RAW MATERIAL
MATERIAL
TECHNICAL (PRODUCTION WAREHOUSE
DOCUMENTATO
IN ANALYTICAL SUPPLIER MATERIAL)
CERTIFICATE PRODUCTION
AVAILABILITY
AUDITING OF RAW
METHODOLOGY REGULATION
MATERIAL MATTERS
ORIGINATING SPECIFICATIONS
COMPANY
INPUT FOR ANALYSIS AUDITING
OPERATIONS
TECHNICS POLICIES AND NORMS
(INFORMATION)

METODOLOGY AND
ANALYTIC TRANSFER

ASSIGNMENT OF
ANALYSIS AND PHYSICAL REVIEW OF
RECEPTION OF RAW
CHEMICAL
AVAILABILITY OF
MATERIALS REVIEW OF RESULTS RAW MATERIALS
DOCUMENTATION ANALYSIS OF RAW
MATERIAL

Start Stop

In the following diagram, the productive system of the raw material area is shown from its receipt in the plant.
Chemical Analysis of Raw Material

SUPPLIERS INPUT PHYSICAL-CHEMICAL ANALYSIS (steps in the process). OUTPUT

CUSTOMERS

MATERIALS RAW RECEIPT REJECTION

CONTROL MATERIAL TO ASSIGNMENT OF
OF RAW ANALYSIS MATERIALS
ANALYZE
MATERIAL CONTROL

WAREHOUSE ANALYTIC
INFORMATION.
PHYSICAL CHEMICAL TESTING
1.-APPEARANCE
N
SPECIFICATION 2.-IDENTIFICATIONS (UV, HPLC
S TLC, IR, COLORIMETRICAS)
3.-ENSAYOS
S WAREHOUS
E
TECHNICAL RESULTS
OPERATIONS
4.- PH 5.-VISCOSITY COMPLY WITH I
POLICIES, 6.-MOISTURE SPECIFICATIO
NORMS 7.-IGNITION RESIDUES
PROCEDURE. 8.-HEAVY METALS, ETC
AUDITING PRODUCTIO
N
RAW MATERIAL
PRIORITIES RE-
FACILITATOR ANALYSIS
REVIEW
S REGULATORY
MATTERS
CARRYING I
OUT THE PROJECT N
RESULTS DETOUR
WITHIN
SPECIFICATI AUDITING

S
I
APPROVAL OF
RAW
ACTIVITIES THAT
ADD VALUE IN THE
PROCESS RAW
MATERIAL
ACTIVITIES THAT DO AVAILABLE

NOT ADD VALUE IN THE

PROCESS

QFD analysis:
CONSUMER WHAT´s HOW´s
Material control Decrease of raw material not released in Carry out a greater number of analysis using the
inventory specifications, GMP´S, supplier info, FEUM,
USP, PHARMA EUROPEA, Projects in the raw
materials area.
Warehouse Greater affluence in the analysis carried out on Reduction of analysis cycle time, greater control in
raw materials for their decrease in inventory the sampling process and analysis of raw materials
Production The raw material is available Giving priority to the materials that this area
requests.
Auditing Fewer number of materials in inventory Internal auditing discovering points for
improvement.
Regulatory matters The raw materials comply with the regulatory Internal auditing and auditing to suppliers
norms demanded by the SSA
PSGA That the business has no losses Giving the customer better service

Quality control Reduction of cycle and expenses in the raw Specifications, GMP´S, supplier information,
materials analysis FEUM, USP, PHARMA EUROPEA, projects

In the voice of the consumer, the needs the customer have are noted, in this case the main need is that the raw
material (production material) are released when they are required and they comply with the established quality
parameters, at the same time to have a reduction in analysis costs.
Next, the needs of the customers, the conductors, and the quality criteria used in the area of raw material to solve
this needs are shown.
 CTQ’s
NEED DRIVERS CTQ’s
Number of analytical
Time used Amount of raw material
Amount of urgent raw
Percentage of compliance

REDUCTION IN THE
Percentage of personnel
ANALYSIS TIME OF trained for raw material
PRODUCTION
MATERIALS IN THE Personnel and l i i of hequipment
Amount l b
QUALITY CONTROL equipments
LABORATORY
Percentage of glass material and reactives
necessary for the analysis

Cost for analysis

Costs
Cost for labor
Number of analysis
Procedures Percentage of current
specifications and methodologies

In this point, the problem that has the most significant impact on the entire system and the most relevant
information to solve the problem is identified. The formulation of the problem is constructed on this information.

2.1 Formulation of the problem

The problem is certainly, in the delay existing in the analysis process of the production materials, the analysis
cycle times are long and there is no compliance in the release date given to the production area and warehouse,
causing delays in production and at the same time, if the production planning is not fulfilled, expenses are
generated for the plant by various aspects such as inventory and delay in the delivery of merchandise to the
customer.
This project is focused on the production materials received in Janssen-Cilag Mexico, for the manufacture of
medicine.

2.2 ANALYSIS OF THE PROBLEM USING THE INNOVATION SOFTWARE SUITE 3.1

Definition of the problem Resources

Contradictions Re-definition
guarantee the
efficience of process
a lower cost

Give a better
service of An efficient
costumers process Equipments and
long anlaysis

Bad use of
equipment

System model. In this diagram, the elements of the system involved in it and the problem and its logical ties were placed.
 Chemical Analysis Process of the Production
Materials in the Co.Ca Department
(1) Receipt of the Production Material
(2) Assignment of the analysis
(3) Physical Chemical Testing
(4) Facilitator review
(5) Results within Specification/Results
outside Specification
(5.1)Detour: This is carried out if the
results of the analysis of the PA are
outside specification.
(5.2) Re-analysis: This is the action
following a detour.
(6) Approval / Rejection of the
Production Material
(7) Availability

Ideality

2.3 Statement of contradiction and parameters

From the flow chart, the following contradictions have been found which represent paths to solve our problem.
In the following table, the parameters (+) and (-) of the system as well as the principles that should be used to solve and give a
solution close to the ideal solution for the problem.
TECHNICAL CONTRADICTIONS OF THE SYSTEM
Improving Worsening Factor Principles Improving Worsening Principles
Factor (+) (-) Factor (+) Factor (-)
10 Preliminary 13 Other way round
action
30 Thin and 39. 25. Loss of 15 Dynamics
27. Reliability 25. Loss of time flexible films Productivity information
4 Asymmetry 23 Feedback
10 Preliminary 36 Transition phase
action
2. Taking out 39 Inert Atmosphere
35 Change of 7. Volume 23. Loss of 34. Discarding and
11. Stress of parameters of mobile substance recovering
pressure 40 Composite object 10 Preliminary action
Material
13. Stability 35 Change of 24 Intermediary
of the object parameters
17.Temperature 1. Segmentation 26 Copying
25. Loss of 25. Loss of 28 Substitution of
4. Color Changes time information mechanisms
32 Change of color
PRIORITIZATION MATRIX
OUTPUT TIME OF AMOUNT OF ANALYTIC TESTS TO TOTAL
VARIABLE ANALYSIS PRODUCTION MATERIAL CARRY OUT
ANALYZED
PONDERATION 10 10 10
INPUT PRODUCTION 6 10 6 220
VARIABLES MATERIAL
RECEIVED
DOCUMENTATION 7 2 4 130
AND
METHODOLOGY

ASSIGNMENT OF 5 2 2 90
ANALYSIS AND
REVIEW OF
PROCESS DOCUMENTS
VARIABLE PHYSICAL 10 7 9 260
CHEMICAL
ANALYSIS OF RAW
MATERIAL
REVIEW OF 6 5 1 120
RESULTS AND
AVAILABILITY
The prioritization matrix denotes that the variable to solve is the chemical analysis time, being one of the important X variables:
Number of tests to carry out and amount of production material received.

Y = X1, X2, X3
Y = REDUCTION OF ANALYSIS TIME OF PRODUCTION MATERIAL
X1= PHYSICAL CHEMICAL ANALYSIS
X2= NUMBER OF TESTS TO CARRY OUT
X3= AMOUNT OF PRODUCTION MATERIAL RECEIVED

Using the Minitab software, the current status of the process is analyzed

ANALYSIS OF ACTUAL STATE OF AREA

Base Current Objectiv ideal
value value e
Defects 1,000,0 521224. 1940.45 3.4
per million 00 96
Analysis 7 10.10 4 1 The main impact with the
time (days) implementation of the project will
Total cost 3000 3000 500 0 be in the reduction of chemical
for analysis (reduction in the number
analysis of tests) and therefore, reduction in
Sigma 1.4466 4.3932 6 the analysis time.

2.4 Ideal solution. Based on the previous chart, the problem that will be solved using the ideal solution is shown.
The ideal solution, doing a study using the Six-Sigma and TRIZ methodologies, is the following.
The ideal solution does not apply to the reality that in this moment is impossible to carry out; it is the characteristic
of the TRIZ methodology, but in the future it would be possible to carry out.
To work with absolute reliability in the chemical analysis process without the need to do physical tests,
without tests of identity and without using time or cost.

3. Solution proposed
In this project, a solution that can be implemented at this moment and comes close to the ideal solution is proposed.
Reduce the number of tests. Carry out physical tests (appearance, color, etc.) and proof of identity (NTR)
to all the lots of Production Material received, decreasing the test time to one day as well as its cost.
This proposal is held in the results obtained in the supplier quality record presented in this project, following the
TRIZ and Six-Sigma methodologies. Given that the suppliers are audited and validated, one can be sure of the
quality of the Production Material sent to Janssen-Cilag. They also have a Certificate of Quality backing the same
material sent by the supplier and with the statistical study; it is shown that among the means of Janssen-Cilag
Mexico and the supplier, there are no significant differences.
Following and conceptualizing each one of the phases of TRIZ and Six-Sigma, there was a reduction of cycle
times and they had significant savings for the area of Quality Control and for the Janssen-Cilag Mexico plant.

3.1 Simulation of solution

Because of this solution has not been completed yet, a simulation of the implementation of the problem’s ideal
solution in the chemical analysis process in production material is presented as follows.

Process capability analysis for analysis time of materials after applying the
ideal solution

Based on the PPM value obtained: 521224.96. 521224.96 corresponds to a 1.4466 sigma with 47.3695% efficiency
Simulation of the Process applying the Ideal Solution. Based on the PPM value obtained: 1940.45, 1940.45
corresponds to a 4.3932 sigma with 99.8595 % efficiency.
In the future the ideal solution of a value of 3.4 PPM which represents a 6 sigma and an efficiency of
99.99966% is expected and this means the process is ideal.

4. Conclusions
The tests that were carried out within this project made necessary the use of the statistical tools and software
(Minitab and Innovation suites) so the problem analysis were clear and would therefore make the use of the Six-
Sigma-TRIZ methodologies easier.
This project gave the ideal solution using new quality methodologies, therefore reaching the objective of this
project.
¾ The Six-Sigma-TRIZ methodologies could be used in this project.
¾ The sigma level of the process could be increased.
¾ In this project, it was shown how to work with the Six-Sigma-TRIZ methodologies.
¾ This project can be carried out at any moment the company decides.
5. References
[1] ALTSHULLER, Genrich. And suddenly the inventor Appeared, TRIZ, The Theory of inventive problem solving/ 2nd edition,
published by Technical Innovation Center, Inc Worcester, MA/ 1996
[2] TERNINKO,John; ZUSMAN, Alla; ZLOTIN Boris; Step by step TRIZ, Creating Innovating Solution Concepts/ Third
edition, 1996.

[3] BUSOV, Bohuslav ; MANN, Darrell; JIRMAN, Pavel Case Studies In TRIZ: A Novel Heat Exchanger (Use of Function
Analysis Modelling to Find and Eliminate Contradictions) http://www.triz-journal.com/archives/1999/12/b/

[4] Comapany Janssen-Cilag Mexico plant documents and handbooks 2004

 THE PRO-ACTIVE USE OF TRIZ IN CONSUMER PRODUCT
DESIGN AND MARKET RESEARCH

Jack Hipple
Innovation-TRIZ
jwhinnovator@earthlink.net

Abstract
The use and impact of TRIZ in the engineering world is well established with many large
corporations having used it to solve thousands of long standing design and operational
contradictions. It is frequently integrated with enterprise tools such as Kepner-Tregoe, Six
Sigma, and QFD to add a problem solving component to these primarily “problem
defining” methodologies. Better design and the elimination of use contradictions is no
less important in the consumer products area. Though the problems may seem less
glamorous, their solution has broad impact on the life of millions of people around the
world. The consumer products area has just begun to understand and utilize TRIZ. This
paper and presentation will review the role of TRIZ in customer surveys, consumer
product design, and the improvement of existing consumer products and systems.
Keywords: TRIZ, Consumer, Products, Design, Contradictions

1. Introduction
Consumer product design and improvement starts frequently with a sophisticated variety
of surveys that only generate information that is within the knowledge and experience of the
user. Sometimes prototype products, for which the potential manufacturer or marketer has no
concept for how to make, are shown to obtain a reaction. What consumers and their product
suppliers often cannot envision is an ideal state for a product or service (for example: a paint
that never needs repainting or an external house surface requiring no surface coating). These
concepts seldom surface in these conventional interviews, resulting in many “extension” new
products (improve the cleanability of the paint, lengthen the time between paintings, make
stains easier to remove, etc.). Consumers, and the designers and manufacturers of consumer
products also have trouble envisioning “functions” being performed in different ways
because they have only seen them done in a certain way for a long period of time (clothes
must be washed in a machine, prescriptions must be taken with water). From a TRIZ
perspective, a consumer cannot easily envision functions being eliminated as a way of
improving a product (until they see this product later!), nor can they easily envision the
elimination of contradictions in product or service performance that they have “lived with”
or “put up with” the less than desirable product for decades. They assume compromise is
required for superior product design, or that the product capability desired is simply not
achievable. Discontinuities are also difficult for a consumer to visualize for the same reason.
Nearly all the tools in the TRIZ toolkit, as well as many versions of its algorithms, can be
used to systematically analyze consumer products and needs, providing time and cost
advantages for those choosing to take the time and discipline to do so.
2. Applicable Tools

There are many TRIZ tools available to assist in consumer product surveying and design
and this paper will focus on the following with these illustrative examples:

2.1 Ideal Final Result or IFR and Trimming

As everyone in the TRIZ community knows, the very powerful, but simple, concept of
ideality can generate ideas and concepts normally mentally eliminated in such other formats
as brainstorming as the person is usually embarrassed to express an idea for which the
method to accomplish is unknown. In TRIZ, we achieve an ideal state through numerous
mechanisms including the IFR thinking itself, the arbitrary trimming of system functions,
and the overcoming of design and operational contradictions. From a TRIZ perspective, an
ideal product would perform its function and not exist—for anyone who might use it under
any circumstance. The consumer and user would have their needs met automatically without
cost and without expressing their need. We know that this goal in practice is unachievable,
but we also know that this thought process will generate ideas and concepts not possible
with incremental thinking and reactive problem solving—in the same way it does in
conventional engineering problem solving. Several recent examples of new products and
product improvements can illustrate the movement in this direction.

2.1.1. Food protection

This has been a key need in the consumer products area for decades and many products
designed to protect stored food, usually in bowls within refrigerators, have been developed.
Most of these plastic film products are based on some form of polyethylene polymer, having
significant barrier to moisture penetration, which degrades many food products. However
this polymer has very poor barrier properties to oxygen, which can also spoil food products.
Decades ago, the Dow Chemical Co. developed a plastic film wrap which was a co-polymer
of vinyl and vinylidene chloride having high barrier to both water and oxygen and marketed
the product under the name Saran Wrap®. Though the protective properties of this film were
outstanding, one of its physical properties, specifically its longitudinal tear resistance, were
very low. This caused the film to split and tear as it was being removed by the consumer for
use. Unable to physically see where the split in the film had formed, the remainder of the role
was often discarded, and worse yet, the consumer switched back to a technically inferior, but
easier to handle (A contradiction!) polyethylene film product. When S.C. Johnson, a major
consumer products company, purchased this business from Dow Chemical, it inherited this
problem. Prior to giving up on the marketability of the product, it used TRIZ principles to
evolve the product into a far more consumer friendly product that also commanded a much
higher price. The first concept, done without TRIZ input, was to change the form of the
product to a hairnet banded bag which would stretch over the container (dynamism!),
eliminating the roll form and the associated tearing. The inherently low tear resistance was
integrated into a superior “super-system”. Now a second problem surfaces n the
manufacture of these covers. They are manufactured in a separate overseas facility and
banded together (with a rubber band!). First of all, the wrapping of these expandable bags
with a rubber band was not an easy task, but far more difficult was the removal of the band at
the United State final assembly point after several weeks of plastic compression. As soon as
the technician on the US assembly line tried to remove the band, the compressed bags
wanted to expand at the same time the technician was trying to grab the bundle and insert it
into a “cottage cheese” type of final product assembly. This awkward operation was not only
costly and time consuming, but a source of ergonomic injuries. In applying TRIZ thinking to
this problem, one can imagine an Ideal Final Result statement similar to “ the bags unwrap
themselves and jump into the container while the container caps itself, using the resources
already available”. Using these concepts, the current product system was designed. At the
overseas manufacturing and shipping site, nine of the bags were inserted into a tenth bag.
Eliminating the need for a resource (the rubber band), using resources more effectively (one
of the bags to replace the rubber band) and finally the ability to take this “mini-package” and
simply move it from one place to another (possibly robotically, eliminating the human
contact and minimizing sterilization needs), were all accomplished by this simple TRIZ
thinking. . This allowed food storage for far longer times without spoilage and oxidation.
Unfortunately, one of the key physical properties of this new plastic film (its linear tear
resistance) was very low resulting in consumers, after a film had split and torn, not being
able to identify the location of the tear and often throwing away the product. Many returned
to the use of polyethylene wraps, despite their poorer barrier properties, out of frustration.
When S.C. Johnson, an experienced and very knowledgeable consumer products company,
purchased this business from the Dow Chemical Company, it looked at ways of utilizing the
functionality of the plastic, but in a different form. The decision was made to fabricate the
plastic in the form of what looks like a hair net with an adjustable band, allowing the product
to be shaped over many different size containers without the use of a roll of any kind. The
newly re-designed product was called a Saran™ Bowl Cover. The bags were fabricated in a
separate and location, bundled and wrapped with a rubber band in packages of ten, and then
shipped to the final product assembly point in large container boxes. The manual
compression and stretching of a thin rubber band around these bags was not a simple
operation and the transportation conditions allowed further compression of the plastic
enroute to their final assembly point. The bag bundles, in an assembly line type of operation,
then had to be “unassembled” by technicians, stuffed into a cottage cheese type of container,
and then a lid placed on the entire assembly. The key step of removing the rubber band from
the middle of this plastic bag bundle, when it was the most compressed point in the bundle,
was a major bottleneck. This entire operation, in addition to its cost, impacted speed and
ergonomics. The bags, under pressure in a container for an extended time, wanted to expand
as soon as the wrapping band was removed.

A project team, assembled to use their newly developed TRIZ skills, evaluated this
process for improvement. In asking the simple ideal result question, the answer would be
something like “the bags unwrap themselves and reassemble into the final package” or
possibly, “the bags need no assembly”. (Note: competitors or users might express this
differently as “the bags are not needed at all” or “food stays fresh all the time with no
packaging”—the use of the TRIZ nine-box approach would be useful here in possibly
meeting this need with a higher level concept). In thinking about the concept and the parallel
one of using resources already available, the team came up with a process concept where
nine of the ten bags would be packaged into the tenth bag, which had the appearance of a
stuffed hair net. This was a far easier job for the initial assembly technicians to do, and the
final operation consisted only of moving the “bags within a bag” bundle from their receiving
point into a container. This product can now be seen in the grocery shelves hanging on a
shelf hook without the cost and rigidity of the original rigid plastic container and taking up
much less shelf space (another move toward ideality in the eyes of the grocery chain). The
simplicity of this operation also allowed improved automation and sterilization procedures
through minimal human contact.

2.1.2 Clothing
For years, men’s undershirts have had an identification tag attached to their necklines that
shows manufacturer, size, etc. This tag was typically sewn into the shirt in a separate
operation. If we analyze this system and its functions, we have a shirt (the product) and an
identification “function” provided by a separate entity which requires resources (material,
labor, and machinery). If we look at this function and ask, “How can the identification and
information function be achieved without the label?”, we now see the result of printing this
information on the inner collar of the shirt, eliminating labor, materials, and increasing
process efficiency and accuracy. This is a big step toward the ideal concept of “the shirt
identifies itself using the resources already present. We have made the shirt more ideal by
trimming an unnecessary component, reduced resources, and using more effectively the
resources (space on the shirt) more efficiently.

2.1.3 Oral Breath Freshening

“Bad breath” is a stigma that always concerns consumers. Numerous types of chewing
gums, food additives, mechanical teeth cleaning devices, and breath freshening pills and
liquids are used. At its highest level, an ideal final result here might be “the breath freshens
itself using the resources already present”. This may lead to specific food additives that
might counteract known bad breath producers such as garlic before these items are
consumed. In the mean time we have recently seen a major step toward a more ideal result
using existing resources, developed under the Listerine™ trademark. If one looks at the
“system” of a breath freshening pill or liquid and the water necessary to consume it and
make it active, one finds that frequently the water which makes the swallowing more
palatable is not available. Let’s “trim” this system—we want the function of the water to be
performed without its existence, using the remaining system resources. The necessary liquid
is always readily available in the saliva within the mouth (where the breath freshening is
desired!), so the Breath Strip™ is now a commercial product. It requires an order of
magnitude less space, allows the carrying of many different flavors at the same time, and
uses no external device such as a cup or water fountain. One can easily imagine additional
functionality being introduced into such a product over time and using TRIZ principles to
plan and forecast them.

2.2 Use of Contradictions and Separation Principles in a Pro-active Way

Contradiction resolution is a key step toward a more ideal system and that includes
consumer products. Let’s look at just a few examples of where the use of separation
principles can be seen in new product design.

2.2.1 Physical Fitness

Physical fitness is far more important than it used to be and more and more individuals are
traveling. This presents a contradiction. “I want my home gym to be with me, but it’s too
heavy and bulky to take on the plane”. The physical contradiction here is space availability.
A new product is now on the market which is basically an empty heavy duty bag attached to
a plastic bar which is easily carried on an airplane. Upon arrival at the hotel, the bags are
filled with water and a substantial weight lifting device is now present. This also eliminates
the need to use a hotel gym facility for those who prefer to exercise in private. The weights
are light when we want them to be and heavy when we want them to be.

2.2.2 Transportation Systems

The use of automobiles and aircraft are seldom required on a continuous basis. Car rentals
during travel are a simple example of this, as is just using an airplane seat for a specific
amount of time to go a certain distance. We now see this concept being pushed down to the
sub-system level. A new breed of car rental companies has sprung up which rent cars by the
hour, independent of location within a certain geographic area. A customer rents the car for
3 hours and then simply drops it as a pre-assigned parking place, on the street, and then the
car is rented to someone else at that spot. This concept uses a public parking place instead of
a large garage and even the municipal charges for the spaces are far less than the concession
fees charged by airports. One can easily see this concept being integrated seamlessly with
traditional cab service in large cities.

Highway intersection systems always use a form of a separation principle (time, space,
condition, parts and whole) as seen in stop lights merge lanes, overpasses, and roundabouts
or rotaries)

2.2.3 Bedding Products

Difference s in preferences for mattress firmness have been issues in households for
years. It is now possible to buy mattress sets where the firmness can be independently
adjusted for both partners, eliminated many arguments. In addition, this firmness can be
adjusted at will (TRIZ principle/line of evolution: dynamism)

2.2.4 Airline Service

Though most people would say, “what airline service?”, the truth is that airlines that
continue to serve some kind of light snack on longer haul flights do not do so randomly.
They separate upon condition. Primarily family, now fare route between Dallas and
Orlando, are provided minimal snacks, while a more heavily business, higher average fare
route (Phoenix to New York) is supplied with sandwiches and full snack boxes.

2.2.5 Medical Systems

Newly developed products allow temporary swelling hindering of the absorption of
gastric, acid sensitive prescriptions, allowing them to be taken orally vs. via injection. Time
release medications, in general, are examples of separation principle use.

2.2.6 Other Examples

It is possible to see hundreds of such examples of making a consumer product more idea
through envisioning this state, as well as resource utilization and contradiction resolution.
that have simultaneous, but different heating levels for hot dogs and hot dog buns, 3M’s
These include golf balls which identify themselves through a GPS system, toaster systems
Privacy Screen allowing only the user to see the content of a laptop computer screen, shower
cleaning products that automatically clean using the normally used shower water while
showering, and flash drives that capture a person’s medical history allowing a person’s
medial problems to immediately ID themselves when and how they are needed.

3. Lines and Patterns of Evolution

Though there are many TRIZ Lines of Evolution, this paper will focus on just one of them
for the purpose of consumer product illustrations and that is Dynamism—the concept that all
systems, over time, become more dynamic and responsive

3.1 Oral Care

Let’s look at this area, briefly mentioned before for examples of products “moving”
down this line. Toothbrushes now have handles that bend to allow more flexibility in
reaching the back portions of small mouth cavities. They have bristles whose hardness and
positioning vary from the outside of the brush head to the inner sections of the brush head,
allowing softer bristles to brush the gums. The brush operation has now moved beyond a
simple mechanical force and now uses rotational force in some cases and up and down
motion in others. Moving to a higher field, we have sonic level vibrating toothbrushes as
well. It is interesting that none of these more advanced dynamic toothbrush designs
incorporates all of the dynamic features uses.

3.2 Automobiles
We have come a long way since the “only color black” days of Henry Ford. Let’s
look at all the ways dynamism has been used to change the comfort and functionality of
the car. Heating and air conditioning systems have separate controls for drivers and
passengers, windshield wiper speed varies the speed of the car, car radio volume varying
with the speed of the car cylinder usage is programmed based on speed and torque
requirements, drive seat adjustments are automatically made through the key code of the
person who is going to drive the car, eliminating the arguing between husband and wife
about having left the seat in the “wrong” position.

3.3 Power Supply Connectors

Every laptop computer has its own separately designed power supply cord system, and
When these are left at home or lost, it is nearly impossible, at the last minute to find a
replacement at the last minute. Many years after this market opportunity appeared,
Targus corporation began selling a universal power supply system which had a base
voltage reducer, but with 10 separate connector leads allowing it to be used with any
laptop system
3.4 Batteries
A consumer never seems to have the correct battery size for the appliance that is needed
at the time. After many years of this readily recognized problem, the Eveready
Corporation has commercialized a batter system for many of its consumer products,
Including flashlights, that can use any of the normally available battery sizes.

3.5 Pro-active Use

It is one thing to use these lines and patterns in short range planning and forecasting, as
well as short term product improvements, but is, long term, far more useful and profitable to
develop consumer surveys based on these principles. Don’t just ask customers what they
want next. With the dynamism line in mind, ask them, “What part of the product or system
that you are currently using, if it became more dynamic (could do this, changes vs. that, etc.),
what would you like or dislike about it? What would you do with it? What would you be
willing to pay?

One could also focus exclusively on the Line of Evolution relating to higher level fields
and trace the development and future opportunities relating to written and oral
communication as well as household tasks such as cleaning and cooking,

4. Conclusions
The principles, algorithms, and TRIZ tools have broad and wide application. They have
solved some of the world’s most difficult engineering design problems. Their use in the
every-day consumer products area is just beginning. The applications so far point to far
reaching impact if these principles can be imbedded both in the engineering and problem
solving related to existing consumer products, but pro-actively using them in planning the
future of the next generation of products.

5. Acknowledgments
The author would like to acknowledge hundreds of conversations with other TRIZ
associates including Ellen Domb, Mark Reeves, Guenter Laedewig, and Richard Langevin.
Acknowledgments also go to many clients who have contributed both in projects and ideas.
Finally, acknowledgment goes to my wife, Cindy Hipple, for pointing out and recognizing
many TRIZ examples in numerous trips to stores

6. References
Though no formal references are cited, it is suggested that readers interested in further
stimulus and reading in this area spend time with airline catalogs and gift catalogs that they
frequently see, but often never read.
 HIGH SPEED TRAIN CONCEPT
FOR THE TRIZ FUTURE CONFERENCE 2006

Author: Geert Tanghe

Design for Six Sigma Master Black Belt and TRIZ certified
Company: Gti-Quadrat (Geert Tanghe Innovation and Improvement)
E-mail address: gti-quadrat@telenet.be
Abstract

How to innovate the concept on a safety critical and publicly important product as a High
Speed Train? The answer is the combination of the highest quality design methodology
and TRIZ. The case was developed in the frame of the High Speed Train for Europe Bid
and it resulted into a worldwide patent application WO2005049400, published in October
2004 for the first time.
The design for Six Sigma methodology was appealed to start making improvements on
existing solutions, in order to come up with something fresh. After analysis of the most
critical areas for improvement, it was clear that entitlement was reached. That was the
perfect trigger to start involving TRIZ as the truly innovating methodology with a
structured path. However, in a business where Penalties from Train Operators are much
feared and Risk Management is from crucial importance, innovation was experienced
more as a thread than as an opportunity to win a Bid. So TRIZ was experimentally built in
the Design for Six Sigma methodology without mandate. Customer analysis showed that
mainly accessibility was a problem to appeal travellers.
Trends of Evolution, Contradictions of involved parameters and Trends mapped clearly
the opportunities to develop innovations in that area.

Keywords:

High Speed Train, Design for Six Sigma, Critical Areas for Improvement, Accessibility,
Trends of Evolution, Contradictions in parameters, Ideality, Evolutionary Potential.

Nomenclature:

DFSS: Design for Six Sigma

ICM: Intermediate Car Module

TGV: French high speed train (also articulated configuration with shared bogies)

ICE3: German high speed train (also classical configuration with 2 bogies per coach)

WO2005049400: World Patent Application to be found on http://ep.espacenet.com

Coach: a non-driven rail vehicle, intended as passenger unit

Saloon: part where the passenger resides and sits during the ride

Vestibule: area to get access onto the rail vehicle, with orientation to different spaces
(saloon, toilet, etc.)

1
 NEW HIGH SPEED TRAIN CONCEPT THROUGH TRIZ

Geert Tanghe, GTi-Quadrat

1. Introduction
How to apply innovation for High Speed Train Concept Development? Which
parameters areas or parameters do you choose to innovate on such a safety critical and
publicly important product? The answer is the combination of Design for the highest
Quality methodology (Design for Six Sigma) and TRIZ tools.
This case was developed during the high speed train for Europe Bid in Berlin for the
company Bombardier and the application of DFSS and TRIZ lead to an invention for
which a worldwide patent application was filed. The patent has been published on the
19th October of 2004.
The story of the development of a complete new and generic High Speed Train for
Europe is special one. At first there was only the choice engineering safe configurations
or market proven solutions. But none of them was innovative enough to be competitive
by concept.
Design for Six Sigma was appealed to start improvements on the existing solutions.
However, after the analysis of the Customer Needs and the identification of the critical
areas for improvement with specific DFSS methodology, it was clear that many areas
reached entitlement.
One of the most important parameters identified was the “accessibility to useable
space”, meaning everything comprising access to the vehicle and internal access to the
adjacent vehicles for passengers as well as for crew. Engineers were convinced nothing
else was possible than the existing solutions, and those were already optimised to the
maximum.
That was the trigger to involve TRIZ as the truly innovating methodology but with a
structured path.
TRIZ was an unknown methodology at the time and not (yet) recognised by the
company as a powerful tool. Design for Six Sigma was the identified tool for
improvement and in a business where Penalties from Train Operators are much feared
and Risk Management is from crucial importance, innovation was experienced more as a
thread than as an opportunity to win a Bid. However, the Design for Sigma methodology
was a bit poor on concept development if it came to innovation.
In stead of convincing management to again introduce a new methodology, TRIZ was
experimentally built in the existing DFSS roadmap as an extension. In that way the
project could continue to be developed but in a one man crusade. There was no mandate
for an innovative outcome, but an opportunity to compete with an exclusive and
innovative concept against other Bidders could not be left unused either.

2
2. Critical Areas to the Customer and related topics
As said, through DFSS it was identified that “accessibility” was one of the most critical
areas to the Customer. By applying the Quality Function Deployment House 1 (one of the
DFSS analysis tools) related parameters were identified and it was clear that contradictions
were resident but remained unsolved even in the latest designs. This was the perfect
introduction to the application of TRIZ.
Related to that topic, “articulation” was identified as a highly restricting factor for
“accessibility”, but at the same time a highly influencing factor for safety and crash
worthiness.

3. Analysis of historic Trends

First an analysis of historic Trends studied the evolution of accessibility in trains from
over more than a century. For single deck trains, there was a clear evolution for the transition
between the coaches (fig. 1) as well as for the boarding and alighting process (fig. 2). It
enables to see opportunities for the next logical step.

Fig. 1 Fig. 2

For double deck trains, the evolution is a little bit more complicated, starting from an
intermediate access level with vestibules just above the bogies at either ends of the coach for
boarding and alighting. For access between the levels, short stairs to the lower and upper
deck were provided. For higher speed train types, the access to the train and between the
levels evolved into access at the lower deck with long stairs towards the upper deck (high
speed TGV type). For the earlier type of trains, the transition to the adjacent cars is at
intermediate level, for the higher speed types, the transition is only at the upper level.

Articulation of the train set historically started as independently connected coaches

and locomotives, comprising couplings with mainly two vertical and rotational degrees of

3
 freedom to catch up lateral movement in curves. This kind of articulation is still used and
mainly known under the phrasing “classical articulation”, even for high speed trains like
the German ICE3, although certain mechanisms are built in for control. It was only till
the coming of the TGV type of high speed train that the “articulated configuration” was
widely introduced. This means that two ends of adjacent coaches are hinged on top of the
bogie, reducing the degrees of freedom to one. The TGV-type claims to be safer than the
classical type, but has problems with maximum load per axle and shorter cars because of
fewer bogies. Additionally, the access to adjacent coaches is restricted by the secondary
bogie suspension that has to support the two adjacent coach ends.

3. Conflicting parameters
Secondly, a specific search for conflicting parameters in different situations was
performed in order to identify every relevant contradiction. In stead of looking for the
best compromise, as was usually done before, the contradictions were translated into a
description, applying each time two of the 39 (nowadays 48) parameters. This technique
provided an even broader base for innovation because of the 40 principles revealed.

3.1. Contradictions related to accessibility

3.1.1 A first identified contradiction, related to accessibility, is well understood by the
following statement: “The more saloon space we preserve, the less vestibule space is left
(or the other way around)”.
o Translated into parameters (1): length of a stationary* object <> area of a
stationary object (because of no relative movement).
ƒ Advised principle: (4) inducing asymmetry - directive
example - create in stead of two equal consecutive cars, a
long and a short car.
ƒ Advised principle: (14) linear to rotary motion -
directive example - add rotational freedom between
vestibule and saloon to forward linear motion of the
train.
o Translated into parameters (2): shape <> area of a stationary* object
(because of no relative movement).
ƒ Advised principle: (5) merging - directive example -
create, in stead of two small vestibules adjacent to each
other in two different cars, one merged vestibule.
ƒ Advised principle: (28) from stationary to moving -
directive example - allow movement of vestibule in
relation to the saloon.
3.1.2 A second identified contradiction, related to accessibility, is well understood by
the following statement: “A ramp for the elderly or handicapped is steep and a heavy
thing to use.”
o Translated into parameters: length/angle of a stationary object <> weight
of a stationary object.
ƒ Advised principle: (3) local quality - directive example -
integrates ramp function in vestibule area providing local
quality.

4
 ƒ Advised principle: (5) merging - directive example -
merge the ramp with the vestibule area.
ƒ Advised principle: (13) the other way around - directive
example - first board and then rise in level.

3.1.3 A third identified contradiction, related to accessibility, is well understood by the

following statement: “When trying to install, change or switch interiors, the access to the
interiors is mostly too small, preventing to install large modules as a whole.”
o Translated into parameters: shape <> volume of a stationary object
ƒ Advised principle: (1) segmentation - directive example -
cut the vestibule from the saloon leaving open ends
before assembly
ƒ Advised principle: (2) taking out - directive example -
taking out the saloon end-wall to leave a complete open
end for installation in the coach.
3.1.4 A fourth identified contradiction, related to accessibility, is well understood by
the following statement: “In case of a terrorism bombing attack inside a coach, the
pressure wave is withheld within because of the closed car body, as consequence injuring
people heavily.”
o Translated into parameters: pressure <> volume of a stationary object
ƒ Advised principle: (3) local quality - directive example -
create a coach which is not a closed volume but open at
either ends, only separated by an element, easily
removable under pressure.
ƒ Advised principle: (40) composite materials - directive
example - use pressure releasing materials to connect
each car body.

3.2. Contradictions related to articulation

3.2.1 A first identified contradiction, related to articulation, is well understood by the
following statement: “When approaching stations, the vestibule experiences in its most
shaky condition (most passengers present), during ride it is more stable (least passengers
present).”
o Translated into parameters (1): stability <> duration of action of a moving
object.
ƒ Advised principle: (13) the other way around - directive
example - resume in stead of create lateral translation
when riding on arcuate tracks.
ƒ Advised principle: (24) intermediator - directive
example - let a separate car body unit act as articulation
between two trailer cars.
o Translated into parameters (2): stability <> length/angle of a moving
object.
ƒ Advised principle: (1) segmentation - directive example -
separate vestibule area from vehicle.
ƒ Advised principle: (17) another dimension - directive
example – tear the vestibule out of the box (in this case
the coach).

5
 3.2.2 A first identified contradiction, related to articulation, is well understood by the
following statement: “The articulate concept (TGV-principle) solves the problem of
lateral movement, but the bogie articulation competes with the car body articulation,
because it needs to be located on the same axis, as consequence creating construction
conflicts.”
o Translated into parameters: robustness <> area of a moving object.
ƒ Advised principle: (5) asymmetry - directive example –
position axis of articulation asymmetrically in relation to
bogie axis.
ƒ Advised principle: (10) preliminary action - directive
example – perform action of articulation in advance, in
space.
ƒ Advised principle: (15) divide into different parts -
directive example – perform articulation of car bodies
and articulation of the bogies not at the same spot.

Different directions, some pointing in the same direction, gradually showed the path to
some interesting combinations that could initiate real innovations in relation to
accessibility and articulation. With all this presented, the magic insight came to create the
Intermediate Car Module (ICM).

4. Ideality and Evolutionary Potential

The assessment of the 12 Trends of which 9 were applicable, projected on the High
Speed Train configuration, further refined the invention. “Controllability” for instance
suggested enhancing the control of the position of the ICM on the tracks in curves.
Applied trigonometry fixed the optimal geometrical relationships between all related
elements, resulting in a generic formula (for more explanation, please consult the patent
application):
W 2 + Z 2 = ( S + 2 D) 2 − S 2 = 4 D ⋅ ( D + S )
With Ideality as the upper limit, the Evolutionary Potential of the new configuration
incorporating the ICM, could be estimated against the classical (e.g. ICE3) or articulated
(e.g. TGV) high speed train type (fig. 3).
Trend New (ICM) Class/Art
1 Decreasing human involvement 7 5
2 Dynamisation 7 5
3 Trimming 7 6
4 Mono-bi-poly 8 3
5 Action-coordination 7 4
6 Controllability 6 5
7 Object segmentation 8 3
8 Geometric evolution of volumes 7 2
9 Macro to micro (smaller the better) 6 4

Fig. 3
The invention brought other insights as well for the new configuration. The potential
appeared to be so important, even estimated, that a patent application was worthwhile to
invest in. A search for novelty was conducted and finally the patent was approved and
published and consecutively filed for a PTA (Worldwide Application WO2005049400).

6
 PATENT PRACTICES OF ADDRESSING DOCTRINE OF
EQUIVALENTS AND ITS SUBSTITUTES WITH G3:ID/TRIZ

Sergei Ikovenko
GEN3Partners/Massachusetts Institute of Technology (MIT), USA
sergei.ikovenko@gen3partners.com

Sam Kogan
GEN3Partners, USA
sam.kogan@GEN3Partners.com

Abstract.
The scope of a patent is determined by the literal language of the patent claims. After the patent is
issued the patent owners have at their disposal several mechanisms through which to expand patent
scope beyond those original boundaries. Those are Doctrine of Equivalents, Reissue Proceedings
and Continuations.
These various mechanisms are each other substitutes not only for one another, but also for more
careful claim drafting at the outset. They can be a serious obstacle for patenting around or on the
contrary a powerful strengthening tool to an IP portfolio. This article elaborates on using
G3:ID/TRIZ to design an antidote for the mechanisms or on the contrary, to test your patent with it
and to discover gaps in your patent application. The most powerful tools of G3:ID for that purpose
are Function, Cause-Chain and Pragmatic S-curve Analysis’s, Trimming, Trends of Engineering
System Evolution and Function-Oriented Search.
Keywords: patent, circumvention, TRIZ, innovation discipline, G3:ID, S-curve, trends of evolution,
function-oriented search

Introduction
While patents are actually legal documents that describe the exclusive rights granted by the
government to the named inventors or entities, for strategic planning purposes patents can be
viewed as a basis used in a variety of modern business scenarios. In virtually every situation a
patentee’s interests are best served if the effort results in securing commercially valuable
patents. The commercial impact of a patent largely depends on its scope. The patent scope
outlines the boundaries of the patent’s claims and primarily determines its strength and market
grasp. That is why drafting a comprehensive patent application with a broad and omni-
covering scope is very desirable, but at the same time, very difficult and expensive.
First of all, it is impossible for a patent applicant to anticipate every unsubstantial variation
that a competitor might try, let alone to articulate in general and abstract terms every detail of
a genuinely new invention. Copyists would need only identify a single weakness in a claim
and then would be free to adopt the relevant variation and infringe with impunity. And
inadvertent infringers too, would from time to time stumble into variations that, due to a
failure in the original claim language, would also happen to fall outside the patent’s scope.
We should remember here that unlike trade secret law, patent law does not tolerate
independent inventions. An infringer who innocently stumbles into a patent’s scope is subject
to legal liability, just like an infringer who knowingly enters that same domain. Of course,
damages in the latter case are typically higher, at least if the copyist has been shown to have
acted willfully.
Secondly, even if an applicant tried to compose a perfect patent description with a broad
scope including all the possible variants that are within reach, it would require substantial
time and money and still would not guarantee a bulletproof patent even with more inclusive
claims. Sophisticated firms with real money on the line nevertheless routinely fail to craft
literal claims that properly articulate their inventive accomplishments and, simultaneously
lose time and momentum for introducing those accomplishments to the market.

To address these issues patent holders have at their disposal a number of both law-based and
judiciary-created mechanisms by which to expand patent scope beyond the original contours
and to file a strong patent application faster and at a lower cost. These mechanisms are
Doctrine of Equivalents, Reissue Proceedings and Continuations.

Under the Doctrine of Equivalents, a patent owner can, in the context of an infringement
action, ask the court to reinterpret the claim language to cover not only that which the claim
literally describes, but also similar solutions that perform substantially the same function, in
substantially the same way to obtain substantially the same results.
Under Reissue Proceedings a patent holder can turn to the Patent Office and, albeit subject to
some serious restrictions, ask that new language be considered. As the result of the action, the
scope of the patent can broaden.
Yet another mechanism of Continuations allows the applicant to submit new claims that will
under certain circumstances be treated as if they were submitted at the time of the original
application.

One way in which the Doctrine of Equivalents, Reissue Proceedings and Continuations
applications reduce application costs is by reducing the pressure to write perfect literal claims.
These mechanisms are safety nets, and they to varying degrees stop a wasteful arms race in
which copyists spend excessively on meaningless attempts to skirt literal claim language and
applicants respond by upping the ante with respect to their attempts to craft the ideal phrase.
The Doctrine of Equivalents is likely the most effective of the above-mentioned mechanisms
because it obviates the need to ever actually write the necessary claim language. Under the
other mechanisms, an inventor must spend some money updating his claim terms every time a
new literal loophole is discovered, although perhaps not too often if copyists anticipate this
pattern and decide that short windows of permissible infringement are not sufficiently
worthwhile.

Another way in which these mechanisms reduce costs is by allowing applicants to postpone
some of the work of scope articulation. This has value for two reasons. First, a system that
allows for gradual investments in refinement also allows for resources to be conserved in
instances where the patented technology turns out to be a commercial dud. Failures like this
are surprisingly common – many patents are revealed to be worthless within a few years after
issuance- and so the savings here can be significant. Second, because it is typically easier to
articulate the essence of an invention after experience has made clear the technology’s core
attributes, delay is valuable simply because it gives inventors more time to gain experience
with their inventions. Consider, for example, how difficult it would have been 20 years ago to
describe the Internet in clear but abstract terms, and then compare that with the difficulty of
undertaking this task today, when e-commerce, blogging and other online activities have
rendered clear the technology’s central features.
Though the Doctrine of Equivalents, Reissue Proceedings and Continuations may overlap and
substitute each other sometimes there are specific nuances for each of those mechanisms. For
example, like original claim drafting itself, the Reissue Proceedings and Continuations
applications require that an inventor write appropriate literal language early in the inventive
process. This is in sharp contrast to the Doctrine of Equivalents which typically applies years
later, when there is an actual controversy at hand. Reissue is the most limiting on this score: it
can only be used to expand claim scope during the first two years after patent issuance.

The Continuations are not very flexible either. The first Continuation application must be
filed before the associated before results in an issued patent, and that first continuation will
typically run within a few years. An applicant can file additional continuations after the first
one, and in theory the chain can proceed without end, but in practice an applicant must have
some plausible reason to keep a continuation alive or the Patent Office will reject it.
The Reissue Proceedings and Continuation Applications cannot possibly offer protection as
broad as that available under the Doctrine of Equivalents, simply because a finding of
equivalents is retroactive whereas these other mechanisms are largely forward-looking. When
a court announces that some accused product is equivalent to the patent invention, the
remedies available are exactly the ones that would have been available had the accused
product literary infringed. In both cases, the infringer is liable for damages for past
infringement. In both cases, the infringer is subject to injunction relief with respect to any on-
going activities. By contrast, when claim scope is expanded during the reissue proceedings,
damages cannot be collected for past transgressions that infringe the new claim but not the old
ones. And even more important, the court has the authority to permit continuing acts of
infringement “under such terms as the court deems equitable for the protection of investments
made or business commenced before the grant of the reissue”.
Continuation Applications similarly let slip a class of infringers. Claims included in a
Continuation Application are effective on a forward-looking basis and – except in specific
circumstances – cannot be used to recover for activities that occur before the continuation
patent issues. The specific circumstances under which the Patent Act does allow a patent
holder to recover for infringements that take place after a Continuation Application is
published but before the application matures into an issued patent. However, infringements
are actionable under this rule only if (a) the infringer had actual notice of the published
Continuation Application and (b) the invention claimed in the ultimate patent is
“substantially identical” to the invention claimed in the published Continuation Application.

And lastly, to complete the picture. Many patent doctrines work to define the balance of
power between the Patent Office on the one hand, and the courts on the other. The Doctrine of
Prosecution History Estoppel, for example, empowers the Patent Office to extract from a
patent applicant certain concessions that will bind that applicant even if a court later
determines the concessions were unnecessary. The Doctrine of Equivalents meanwhile
empowers the courts to broaden patent scope beyond the contours originally deemed
appropriate by the Patent Office.
G3:ID/TRIZ can be very effectively used for a number of patent strategies as shown in Table
1.

Table 1. Patent Strategies

We will discuss the application of several the most important tools: Function Analysis,
Trimming, Cause-Effect Chain Analysis, Function-Oriented Search and Trends of
Engineering System Evolution.

Function Analysis and Trimming

Function Analysis is an analytical tool that identifies functions, their characteristics, and the
cost of system and supersystem components. Function Analysis is significantly more
powerful than a component focused approach. It opens many new innovation possibilities by
developing a function model of the system. This leads to multiple design options that
significantly increase our ability to improve the system.

Trimming is an analytical tool for removing (Trimming) certain components and

redistributing their useful functions among the remaining system or supersystem components.
Trimming is based on improving a system by reducing the number of components and
simplifying the system. System value is increased by eliminating components, thereby
reducing costs and preserving or improving overall functionality. Trimming offers multiple
options for eliminating the same component. These options represent a spectrum of possible
innovations — from incremental to more radical & fundamental
Function Analysis is a cornerstone of many patent strategies enhancement with G3:ID/TRIZ
and plays a really special role for the Doctrine of Equivalents, Reissue Proceedings and
Continuations. One of the major FOE criterion is performing “substantially the same
function” that is why to clearly understand the function model of a competitive invention is
critical for both the substitution approach and the trimming techniques for circumventing
purposes.

Cause – Effect Chain Analysis (CECA)

CECA is an analytical tool that was designed to identify key disadvantages of the engineering
system. The key disadvantages that are responsible for surface (target) problems. The Key
Disadvantages are formulated at a fundamental level — in terms of their physical, chemical,
geometric, and biological essence. Identifying and solving the problems at this level
eliminates all surface problems.

CECA finds a broad application in:

• patent umbrella development

• competitive patent circumvention when the DOE is an issue

Solving key problems as well as problems in the middle of the chain helps to generate a
plethora of solutions from very different areas that together will make a diverse and strong
patent umbrella blocking any other way to resolve the target problem.

Another application of CECA that is worth mentioning is competitive patent circumvention

for professes, especially when it is done by mere substitution (no trimming) and the Doctrine
of Equivalents may be a threat. It should be kept in mind that DOE is applicable when an
allegedly infringing solution performs “substantially the same function in substantially the
same way to obtain substantially the same result”. Having a function model as a starting point,
CECA allows to arrive to performing a totally different function and to achieve the same or
better results. This approach is especially strong in combination with Function-Oriented
Search (FOS).

Function-Oriented Search

Function-Oriented Search (FOS) is a problem solving tool based upon identifying existing
technologies worldwide, using function criteria. Industries face similar engineering challenges,
but the similarities are not obvious because the industries where the challenges appear are
often completely different. In industries where similar challenges are critical, more resources
(manpower, capital, and time) are allocated to address them. Solutions therefore exist — but
are not readily apparent or applicable to other industries. FOS removes the industry-specific
limitations of a potential solution, and uncovers possibilities, regardless of the source industry.
It allows capitalizing on investments made in other industries. It also breaks psychological
barriers for acceptance of new technologies, because there is already proof that the
recommended solution will work.
Combing CECA and FOS results in either performing a different function or performing an
old function in a totally different way (a different principle of operation) or both that makes
DOE analysis helpless and non-applicable.

Trends of Engineering System Evolution

Trends of Engineering System Evolution (TESE) are statistically proven directions of

engineering system development. They describe the natural transitions of engineering systems
from one state to another. These directions are statistically true for all categories of
engineering systems. Analysis of historical patterns of engineering systems evolution and the
world’s patent collection has revealed statistically proven trends in the development of
engineering systems. Applying these trends enables innovation to be more productive, more
predictable, and therefore, less risky.

Trends of Engineering System Evolution can be a powerful instrument if properly used in

combination with Reissue Proceedings and Continuations. There were a number of cases
when an initial patent application contained a part of the general description of several trends
applied to the main function of the system protected by the patent and/or its major parts. If
some recommendations and rules of descriptions were observed it gave a legitimate reason for
initiating both Reissue applications as well as Continuations.

Trends of Engineering System Evolution can be effectively used for development of patent
firewall strategies and are second to none for composing dependent claims for a patent
application. There is a special technique that includes:

• breaking an independent claim into parts

• applying trends to those parts and developing a forecast of their development
• drafting a number of dependent claims based on the forecast

Intellectual property (IP) assets, like any other asset, must be properly managed to maximize a
company’s return on investment. The returns are more easily maximized when an IP portfolio
has been strategically structured to match the company’s business model and objectives. The
identified strategies should be equipped with a powerful implementation and deployment
arsenal of approaches. G3:ID furnishes the IP strategies portfolio with effective and
multifaceted tool. The authors and a GEN3Partnes team are conducting a series of R&D
projects focused on the development of step-by-step algorithms for each of the strategies
listed in Table 1. The algorithms use multiple combinations of G3:ID/TRIZ tools and elevate
the IP strategies development on the next, dramatically more effective level.

References

1. Hunter, Paul. Overcoming Patent Infringement Allegations, 2004, Aspatore Inc.,92 pp.
2. Miele, Anthony. Patent Strategy, 2000, John Wiley & Sons Inc., New York-Toronto,241 pp.
3. Pease, Ann M., Intellectual Property Portfolio Capitalization, 2005, Aspatore Inc., 173 pp.
4. Training Materials, 2006, GEN3Partners, Boston
 COMPUTER-ASSISTED PROBLEM ANALYSIS VIA SEMANTICALLY EXTRACTED
EXPERIENCE
Ian Mitchell
Senior Solutions Engineer, Invention Machine Corporation
imitchell@invention-machine.com

Stephen Brown
Vice President Strategic Marketing, Invention Machine Corporation
sbrown@invention-machine.com

Abstract
To identify the right problem and solve it quickly, or to invent at the highest level of creativity, engineers need to leverage scientific
and technical knowledge, often beyond their immediate personal experience or field of expertise. Engineers must be able to find
appropriate concepts from among thousands of scientific effects and from tens of millions of articles, patents, and other sources of
information. Although Altshuller identified this “informational fund” as an essential component of the TRIZ methodology, little
could be done until the sources became digitized and readily accessible. Still, their promise remained unfulfilled due to ineffective
retrieval technologies. Traditional keyword search methods return documents rather than concepts, and lack the precision needed to
retrieve the exact passage that addresses an engineer’s functional requirement. This lack of sufficient relevancy – the primary
reason for abandoned searches and incomplete research efforts – defines the requirement for an evolutionary jump in knowledge
creation technologies.

Through new breakthroughs in computational linguistics, it is now possible to generate, from virtually any digitized information
source, a Cause-Effect Experience Base of semantically extracted concepts that aggregates and generalizes patterns of effects, or
failure signatures, and their causes. Over 15 million patents have already been analyzed. When integrated into a Root Cause or
FMEA workflow, such an Experience Base enhances and accelerates problem understanding by acting as a virtual subject matter
expert.

Using the improvement of artificial bone scaffolds as a case study, this presentation illustrates how such a Cause-Effect Experience
Base can be easily generated and then tapped to leverage technical insights. Altshuller’s information fund is now a usable reality.

1. Introduction
Statistics show that during problem solving situations, individuals will unconsciously limit their options, their field of search,
their repertoire of moves to those most practiced, comfortable and conditioned. Athletes, artists, and businessmen alike share
this common proclivity to operate using only 10-15% of the total number of potential resolution maneuvers, techniques or
strategies. For challenges requiring creative problem solving, TRIZ has gained popularity as a systematic and repeatable
method for breaking through this inertia by broadening the field of thinking and enhancing one’s creative options.

TRIZ achieves these benefits though a number of tools and disciplines. Its greatest success has been in helping engineers,
inventors, and problem solvers to express their problem in an abstract functional language, to identify the underlying system
constraints and contradictions revealed through the abstract problem statement, and to then leverage libraries of abstract rules,
principles and patterns from which corresponding analogues can be found that provide fruitful avenues for researching
concrete solutions.

Unfortunately, ‘researching concrete solutions’ has remained a most difficult task, and arguably constitutes one of the
obstacles to greater TRIZ adoption. Success in applying TRIZ requires that we make that final leap from an abstract or
analogous solution to a concrete physical capability. And, as Harold Buhl [1] states, “The only raw material available for
solving problems is past knowledge.” Yet how does one effectively and rapidly search past knowledge for a viable concrete
implementation of an abstract strategy? As an alternative to reading millions of pages from patents, journals and reference
texts, Altshuller proposes the use of a specialized Information Fund as a means of looking across disciplines and branches of
science.

A similar challenge exists during the problem analysis and definition phase. Not only does finding a solution require broad
access to knowledge, so too the preceding step of problem definition often requires reaching beyond one’s current expertise
and personal experience. Peter Drucker [2], noted author, business analyst, professor, and management authority has said, “I
much prefer to arrive at the wrong solution to the right problem than find the right solution for the wrong problem.” His
rather extreme statement illustrates the importance of achieving a thorough understanding of the situation and its root causes.
Here again, an effective Information Fund is needed to supplement traditional brainstorming efforts during Root-Cause
Analysis.

2. The TRIZ Information Fund

TRIZ literature describes the Information Fund as “concentrated experience” of problem solutions that can be applied in a
concrete way to produce a desired outcome or effect. The Information Fund is a key component of the TRIZ methodology,
occupying a prominent position as one of the main categories of the Universal Decimal Classification (UDC) scheme for
TRIZ [3]. In its most concise form, the Information Fund is a set of examples each illustrating the physical instantiation of an
abstract inventive principle or evolutionary pattern, along with a searchable encyclopedia of cross-disciplinary scientific
effects. In its broader definition, the Fund is nothing less than the entire realm of published literature comprising patents, text
books, journals, etc.

The problem with the latter is that it is too big to work with – an engineer has only minutes, maybe hours, to research a
problem, not the years that would be required with conventional search technologies. The problem with the former is that it is
too small – the common complaint is that we need more examples and more effects. Obviously, we need an Information Fund
that is both big in terms of comprehensiveness, and yet small in terms of speed and utility.

But focusing on “more” examples or effects as a means of improving the utility of problem analysis and the abstract
Principles and System of Standards is inefficient because it only incrementally addresses a symptom rather than permanently
resolving a root cause. First, there will never be “enough” examples. And, second, examples will never be “good enough”
since the real challenge is getting from an abstraction to a domain specific instantiation that is relevant to the user’s current
situation.

Altshuller himself highlights the conundrum. In the procedural roadmap for problem solving he identifies numerous critical
steps where the inventor must “investigate the possibility of applying physical phenomena and effects,” “investigate how
principles can be used” and ask “how similar problems are solved.”[4] But how are these investigations to be performed,
these questions to be answered? He also extols the virtues of patent information – recommending that it be studied both after
a problem is defined – as a means of finding a solution, and prior to beginning work on a problem – to increase an inventor’s
creative potential.[5] In practice, neither strategy is viable. A survey of senior design engineers across several dozen global
manufacturers revealed that patent literature, even though technically accessible, is virtually never used as a resource for
problem analysis or problem resolution. The reason – insufficient time. It’s simply too cumbersome to wade through
hundreds or thousands of potentially relevant patents, particularly when you need a fast yet precise answer to a specific
functional requirement. And how would you know what’s a relevant patent when TRIZ teaches us that solutions often exist in
different fields of science and engineering? Who can read, and remember, millions of patents?

This is a travesty – the world’s greatest resource for problem solving virtually unused by problem solvers! As stated by the
European Patent Office, “Patents reveal solutions to technical problems, and they represent an inexhaustible source of
information: more than 80 percent of man’s technical knowledge is described in patent literature.”[6]

Natural language processing and computational linguistics can overcome these challenges. The following case study will
show a repeatable process that can create and leverage an Information Fund for retrieving the right piece of information for
the right defined problem in a timely manner with trivial user effort.
3. Case-Study – The improvement of artificial bone scaffolds

The need for better biomaterials is underscored by the

growing demand for artificial joints and artificial bone
scaffolds. More than 150,000 hip replacement and nearly
300,000 knee replacements were performed in last year,
according to the National Center for Health Statistics.
These numbers are expected to swell in the future as baby
boomers age.

The modern scaffolding is a fundamental building block

in tissue engineering that provides a platform on which
healthy cells can inhabit and proliferate. This material,
when thinly coated onto an implant, facilitates the all-
important bond between the implant and surrounding
tiss
ue.
Ove
Figure 1. Synthetic Bone Scaffold Structure;
r www.tcd.ie/bioengineering/researchers/conor_buckley.htm
time
, as
more and more cells inhabit the scaffolding, the implant becomes as
enmeshed into the body as any bone.

When a scaffolding-coated implant is inserted into the body, bone cells

incrementally invade the scaffolding -- first occupying the outer layer,
then the next layer, and the next -- until the implant slowly becomes a
part of the body.

Figure 2. Porous Scaffold for Bone Tissue;

www.msm.cam.ac.uk/ccmm/projects/vam27.html

4. Initial Problem Statement or Undesirable Event

A fundamental problem needs to be understood and resolved - namely, the initial strength of the scaffold structure. How can
we maintain or increase the mechanical strength of artificial bone scaffold while its porous rate is also increased? There is a
requirement to produce a scaffold structure which has more pores and more strength. A TRIZ practitioner would recognize
the obvious technical conflict, and might be tempted to immediately apply the Contradiction Matrix to identify inventive
principles that, by analogy and abstraction, could potentially lead to a creative resolution.

Yet experience shows that engineers, operating under intense time pressures and the ever-present psychological inertia, may
accept at face value the initial problem statement, and fail to look beyond the first level of obvious cause-effect relationships.
This can result in solving the problem at a surface or symptomatic level, which may produce a less than optimal business
result, or worse, result in reworking the problem again at a later time.
5. Project Roadmap & Methodology
To achieve the TRIZ goal of lowering the
problem’s complexity, we will apply a root
cause analysis, assisted by semantic access to a
world-wide informational fund, to rapidly
develop a comprehensive understanding of the
potential etiology of the situation. Figure 3
shows the roadmap. Through a series of
successive iterations the computer is called
upon to “walk the causality chain” while a
fault-tree diagram is dynamically developed.
At each step in the process, the engineer’s
existing skill and expertise is both stimulated
and extended by suggestions retrieved from
patents, web sites and shared corporate
information sources.

Figure 3. Roadmap for Knowledge Enable Root Cause Analysis

6. Creating the Semantic Information Fund

In this case study, the Semantic Information Fund consists of concepts that are related pairs of Cause & Effect events
extracted from over fifteen million patents and the IMC Scientific Effects database. These concepts are extracted from a
semantic analysis of natural language text and stored, with reference links, in an Experience Base. The analysis and
extraction is handled by a computer utility
using simple GUI configuration options; no Data Sources
programming is required. This processing
Patents
occurs prior to problem solving projects so Cause-Effect
Web / Deep Web Finder Interface
that the semantic information fund is ready
Concept Experience
when needed. In addition to worldwide Extractor Base Root Cause
patents, most use rs would typically User Data, or
File Servers, etc FMEA
populate the Fund with data from internal
corporate knowledge bases as well as
various world-wide web sites. In short, this
Fund can reflect the “concentrated Figure 4. Creating the Fund via Concept Extraction
experience” of virtually unlimited digital data sources, thus making it comprehensively large, while advanced retrieval
methods, shown in the next section, make the Fund pragmatically small for efficient use in daily problem solving.

7. Root Cause Analysis Driven by the Information Fund

We begin the problem analysis process by placing a simple noun phrase, or noun-verb phase, into the starting box of our
causal diagram (Fig.5). In this scenario, we start with the phrase “pores destruction” with
the intention of exploring the vulnerability of porous material – helping us to better
understand how and why it can break down. Conventional root-cause analysis would now
depend on the team members’ memory and the brainstorming insights to draw out
subsequent causal boxes. But with the aid of semantic technology, the team can click the
“Cause-Finder” icon in the upper right corner (noted by the red circle). This signals the
software to query the Information Fund for previously extracted concepts related to the
Figure 5. Initial Event destruction of pores. Thirty-eight categories of relevant causality, some with multiple
examples, are returned (Fig.6). A phrase or sentence fragment describes the most relevant
instance of each category. The complete sentence from a supporting patent or source document can be reviewed by clicking
on the document icon just to the left of each instance (Fig.7). For additional in-depth research, a hyperlink will retrieve the
full source document and position the reader at the
highlighted sentence describing the cause-effect
relationship under review (Fig.8).

Not only is the process fast and precise, but it

reaches well beyond the expertise of the user by
retrieving concepts from across disciplines and
sources, and across different semantic forms, or
expressions, of the language.

Figure 6. Information Fund’s Picklist of Potential Causes

Figure 7. Full Sentence Description of Selected Cause / Effect

Figure 8. Full Source Document for of Selected Cause / Effect

After perusing the picklist of potential causes,
and perhaps drilling down into supporting
documents, the user selects those causes
deemed most relevant to the task at hand. The
software transfers the selected causes onto the
root-cause palette and draws the appropriate
boxes automatically (Fig.9). Multiple causes
can be selected and added at once.
Figure 9. Dynamically Constructed Root Cause Diagram
The Information Fund continues to support the
analysis as the user now explores the leg of
the fault-tree for volume expansion. A click
on the Cause-Finder button and the Fund
reports back with 84 categories of potential
causes. Some categories are populated with
multiple variant instances, as indicated by the
column on the right (Fig.10). By selecting on
a category hyperlink, such as “fluid,” the user
will see each of the specific cause-effect
instances in which fluid can contribute to, or
cause volume to expand (Fig.11). The user
reviews the four instances, checking
supporting documents for additional insights,
and decides that one is worth further research
– “permeation of fluid through the
semipermeable membrane.” It’s added to the
diagram with a simple click (Fig. 12).

In this manner, the Fund supports the

continuous analysis and build-out of even the
most complex fault-tree diagram – at each step
ensuring that the engineer has visibility to
relevant concepts from past knowledge
thorough advanced semantic filters.

Figure 10. Cause-Effect Picklist with Category Drill-down Indicated

Figure 11. Cause-Effect Category Drill Down

 Figure 12. Further Build-out of the Root Cause Diagram

8. Conclusion
Search is Dead; Concepts-on-Demand is King
Why do engineers rush to solutions without a sufficient understanding of the problem? More often than not, it’s because they
lack the ability to research problem causes in a timely manner. As Albert Einstein said, "It's impossible to solve significant
problems using the same level of knowledge that created them." So when you need to find causes that lie beyond the "the
level of knowledge that created them," or beyond your personal expertise, then you need to tap corporate and worldwide
information funds. This need has been recognized for decades, and made all the more urgent by the retirement of our graying
workforce and the geometric explosion of digital resources, but it simply was not practical until recent advances in
computational linguistics opened the door to precise concept retrieval. When these new technologies are built into a user
interface specialized for root-cause or FMEA analyses and their unique requirement for etiologic inquiry, then a passive
information fund is transformed into actionable knowledge – acting like a virtual subject matter expert. By delivering
contextually relevant answers at the moment and place of need, the process expedites comprehensive problem understanding,
makes greater reuse of corporate intellectual assets, and reduces dependence on senior staff resources. Businesses benefit
with higher quality product deliverables and enhanced engineering reliability and quality initiatives. And the TRIZ
community is advanced by finally getting the long-sought Information Fund that is large enough [during construction] to hold
everything needed, and small enough [during use] to actually be usable.

References

1. Buhl, H.R., ‘Creative Engineering Design’, Iowa State University Press, Ames. 1960.
2. Drucker, Peter F., ‘Management tasks, Responsibilities, Practices’, 1985, Harper & Roe, Publishers, 1985.
3. Kozhevnikova, L.A., TRIZ UDC CLASSIFICATION, Cheyabinsk Scientific Library, Russia;
www.trizexperts.net/TRIZ_UDC.htm
4. Altshuller, G. ‘The Innovation Algorithm’, Technical Innovation Center, Inc. Worcester, MA., 2000. page 118
5. Ibid., page 261
6. www.european-patent-office.org
 DIRECTED EVOLUTION® AS THE MAIN INSTRUMENT OF
INNOVATION FOR THE INFORMATIONAL ERA1

Boris Zlotin and Alla Zusman

Ideation International Inc
azusman12@ideationtriz.com

Abstract
The emergence of the Theory of Inventive Problem Solving (TRIZ), based on utilization of
patterns of technological evolution as well as other methods for enhancing creativity and the
innovation process, was a response to the problem-solving needs of the industrial era of human
civilization. Today, in the midst of the informational era, the accumulation of an enormous body
of knowledge, effective problem-solving technologies, and the highly developed organizational
and financial support of R&D activities can practically guarantee that almost any reasonable
technological problem can be resolved. At the same time, problem solving represents a rather
reactive behavior, while the need for a pro-active approach becomes more and more critical.

A pro-active approach to all aspects of human life requires the development of an integrated
multi-step process for “visualizing the future,” which entails anticipating possible evolutionary
scenarios (both positive and negative), selecting the preferable variant(s) and realization methods,
providing creative support for the realization process, and forming the vision for the next step.

This paper describes the Directed Evolution® (DE) methodology, which is based on the theory of
controlled evolution of artificial systems developed at Ideation International over the last decade.
DE is a logical extension of TRIZ and the result of synthesizing the most powerful approaches to
creativity and innovation made during the last century, making it the most suitable theory for the
21st century and the informational era. This paper will also include certain practical results of the
DE approach to informational technologies.

1. Introduction

Directed Evolution® is a technology involving systematic processes for building a sustained

competitive advantage through the effective management of the evolution of various
artificial (man-made) systems by utilizing evolutionary patterns for technologies, markets,
business, social systems, etc.

The roots of Directed Evolution extend to the mid-1950s when Technological Forecasting2 –
an approach for reckoning the future – was under development. In the late 1960s to mid-
1970s this resulted in the establishment of non-related techniques such as trend extrapolation,
morphological modeling, the Delphi process and others, all of which were based on
probabilistic modeling of future characteristics of various systems. Although in the

1
Edited by Victoria Roza
2
Joseph Paul Martino, Technological Forecasting for Decision Making, 2nd edition (North-
Holland, 1983). Jantsch, Erich. Technological Forecasting in Perspective (London, 1972).
beginning much hope had been placed on the new method, most of the long term forecasts
that resulted have not proven correct, primarily due to the tools that were utilized to develop
the forecasts.

Since the mid-1970s an entirely new approach, called TRIZ Forecasting, has been in
development.3 This approach is based on the existence of pre-determined Patterns of
Evolution discovered within the TRIZ methodology through the analysis of hundreds of
thousands of innovations spanning different areas of technology. Unlike traditional
technological forecasting, TRIZ Forecasting (as guided by the Patterns of Evolution) offered
directions together with proven standard ways how they could be realized.

Decades of practical experience and theoretical research4 in TRIZ Forecasting, together with
knowledge the authors acquired in the areas of biological evolution and the theory of non-
linear systems (synergetics), have led to the following understanding:
• Typically there is more than one promising alternative direction for further
evolution.
• TRIZ instruments can be utilized for purposefully selecting the preferable
alternative and making it a market winner.

Taking the above into consideration, the main feature of Directed Evolution is its pro-active
approach to the evolution of technology. Instead of making a prediction and waiting for it to
be confirmed, the DE process uses numerous patterns and lines of evolution for the purpose
of identifying possible scenarios, analyzing them, selecting the most promising ones, then
planning the process of implementation.

The Directed Evolution technology was introduced in the early 1990s. Since then it has been
under development by Ideation International’s research group under the leadership of Boris
Zlotin and Alla Zusman and utilizing a number of scientific disciplines and approaches. The
first results were published in 19995 and 2001.6 Since then significant progress has been
made, especially with the introduction of Directed Evolution® software, which incorporated
powerful analytical tools and a substantial knowledge base. (All the practical results
mentioned in this paper were made utilizing this software.)
DE is a logical extension of TRIZ, based as it is on the main approach and principles
originated by Genrich Altshuller in response to the main requirements of the recently begun

3
TRIZ Forecasting was made possible because of the understanding that certain innovation
principles are much stronger than others and could be utilized for system improvement as
well as solving specific problems. Eventually the strongest principles evolved into the
Patterns of Evolution. See more in Altshuller, Genrich. Creativity as an Exact Science.
Gordon and Breach, Science Publishers, Inc., 1984.
4
To date, over 450 patterns and more detail lines of evolution have been discovered.
5
TRIZ in Progress. Transactions of the Ideation research Group. Ideation International Inc.,
1999.
6
Zlotin, Boris and Alla Zusman. Directed Evolution: Philosophy, Theory and Practice.
Ideation International Inc., 2001.
informational era of human civilization.7 Besides TRIZ, other approaches and technologies
were involved in the development of DE, in particular:
• Methods for searching for new ideas, from various modifications of the trial-and-
error method to the most recent works in the area of artificial intelligence.
• Approaches and methods for technological forecasting developed in the second half
of the 20th century.
• Approaches and methods arising from studies in the evolution of biological and
other systems (technological, social, arts, etc.) over the last two centuries.
• Ideas developed within the theory of non-linear systems and synergetics
(autopoiesis).
• Ideas associated with the informational wave of modern civilization.

2. DE components

Directed Evolution includes several components, shown in the figure below.

Components of Ideation Directed Evolution®

Directed Evolution Forecasting
A systematic procedure for identifying all possibilities for system improvement and
undesired events that might be associated with the system evolution and
developing a comprehensive set of logically sequenced scenarios of evolution of
the given system using patterns and lines of evolution.

DEF
Directed Evolution RCA IPS Directed Evolution
Root Cause Analysis Inventive Problem
A systematic procedure
for identifying the root
CIP Solving
A systematic procedure
causes of any Control of
for resolving tough
phenomenon (useful or Intellectual technological problems,
harmful) and inventing Property enhancing system
ways to prevent harm A systematic parameters, improving
and/or possibilities for its procedure for quality, reducing cost,
useful application. increasing IP value etc. for products,
and providing technologies,
protection from businesses,
infringement and management, etc.
circumvention.

3. DE steps

The DE process comprises the following steps:

7
Term introduced by A. Toffler. Alvin Toffler, The third wave (bantam Books, 1981).
 • Analyzing the past evolution of the system of interest (whether technological,
social, business, etc.) and revealing the main patterns in this evolution.
• Selecting the goals for further evolution using the DE knowledge base, which
incorporates information about typical needs of individuals, society, and related
environments together with basic patterns of market evolution.
• Connecting the evolution of the given system with anticipated evolution of other
related systems, the environment, and general technological evolution using the
Ideation Bank of Evolutionary Alternatives™.8
• Defining how to pursue the selected directions and revealing evolutionary resources
– i.e., the technologies, materials, products, processes, skills, knowledge, etc. that
could be utilized in the development using the DE knowledge base, which includes
patterns describing the evolution of technological and social systems.
• Identifying potential dangers and other undesired events, possible future problems,
etc., both in the given system and its environment, using Anticipatory Failure
Determination (AFD)® and a special knowledge base of information about typical
evolutionary dangers.
• Revealing and solving problems, resolving contradictions, overcoming limitations,
etc. that can hinder the achievement of set goals using various instruments for
problem solving including the most recent Ideation TRIZ methodology.
• Developing a logically sequenced evolutionary scenario for the given system,
including a strategy for beating the competition.
• Providing reliable and effective protection of intellectual property and (if necessary)
eliminating possible legal obstacles, including invalidation and designing around
blocking patents.
• Monitoring and continuing development of the process of implementing selected
evolutionary scenario(s) of the given technological or business system, utilizing
feedback for prompt adjustment.

4. DE instruments
The DE process involves the utilization of a number of tools embedded in the software,9 in
particular:
• DE Questionnaire – a comprehensive set of questions and instructions for
conducting a thorough diagnostic evaluation of the given system.

8
The Bank of Evolutionary Alternatives includes the results of completed and partially
proven predictions for numerous important areas such as energy, food, informational
technology, etc.
9
Directed Evolution software is protected by US patent US 5.581.663: Automated Problem
Formulator and Solver.
 • Problem Formulator® – a software module utilizing elements of artificial
intelligence for building and analyzing cause-effect diagrams describing the
structure and functioning of the given system. This tool generates lists of specific
control questions for system analysis and evaluation, and then creates a set of
directions for evolving the system, for revealing and solving problems, revealing
the root causes of undesired events, etc.
• A set of evolutionary patterns for artificial (man-made) systems,10 including over
400 patterns and lines of technological evolution and over 100 patterns and lines of
marketing and social evolution.11
• A comprehensive multi-layer system of approximately 1000 patterns of innovation
(“operators”) for:
– Solving technological problems
– Solving non-technological (business, marketing, logistics, etc.) problems
– Conducting Failure Analysis
– Conducting Failure Prediction

5. Typical results of a DE project

5.1. A comprehensive diagnostic analysis of the DE subject that includes:
• Documenting existing problems and contradictions – and revealing hidden ones –
that hinder the effective evolution of the given system.
• Revealing the evolutionary potential and resources that allow for an increase in
system ideality and provide new opportunities.
• Objectively evaluating the applicable intellectual property and developing
suggestions for enhancing it and providing better protection.

5.2. Solving selected problems, generating new ideas and building alternative concepts
for evolving the system, based on suggestions for selecting the most promising
directions for effective strategic planning for the short-, mid -and long-term.

5.3. Predicting possible mistakes and undesired events associated with further evolving
the system (for short-, mid- and long-term planning) and developing
recommendations for:
• Timely prevention of potential mistakes and other undesired events
• Early diagnostics of potential undesired events

10
Unlike Classical TRIZ, which is limited to technological systems, these patterns also relate
to the evolution of other systems including society, business, management, marketing, arts,
medicine – practically any aspect of human life.
11
See more about patterns of evolution in Zlotin, Boris and Alla Zusman. Patterns of
Evolution: Recent findings on structure and origin. The Altshuller Institute’s TRIZCON
2006. Milwaukee, Wisconsin, 2006.
 • Prompt actions capable of reducing harmful consequences from unexpected
undesired events.
• Possibilities for capitalizing on undesired events such as economical crises, changes
in government regulations, social changes, etc.

5.4. Providing recommendations for the effective growth of intellectual property and
structuring an IP portfolio, including:
• Analyzing and “sprucing up” existing ideas and inventions, including valid and
expired patents; evaluating and enhancing these ideas/inventions to ensure their best
utilization.
• Adding new inventions to the IP portfolio
• Ensuring effective protection of the IP portfolio or of its most valuable elements

5.5. Increasing the company’s creative potential

6. Selected results of the practical application of the DE approach to certain aspects

of informational technologies
Unlike traditional methods for forecasting, instead of guessing about the future, DE invents
new ways to satisfy certain needs (including future needs) from elements that exist today and
can therefore be realized within a reasonable time span. Below are selected results of work in
the area of informational technologies conducted over the last decade.

Global safety and informational transparency

There are two contradictory trends existing today: (1) the increasing damage that can be
imposed by a careless or malevolent individual or organization, and (2) the increasing need
for managing one’s life and destiny, especially to provide protection from undesired events.
Various measures undertaken to resolve these issues (surveillance, profiling, monitoring
phone conversations and Internet activities, etc.) have created a new contradiction with the
invasion of privacy. In spite of certain political pressures, the solution to this problem lies in
the global creation of continuous and constant surveillance systems. Such systems should
collect and anonymously analyze all available informational flows to reveal the first signs of
danger or social disturbance.
Utilization of the following technological elements is crucial to success:
• RFID and GPS systems that can track down any object or individual
• Development of other “smart” devices that attend to human safety, such as sensors
capable of receiving and transmitting information
• Systems for anonymous pattern recognition that can prevent unnecessary invasion
of privacy
• Embedding in every microchip the means for monitoring the safety and security of
the surrounding people and environment, and integrating this into a single safety
network.
Personal assistant Alter Ego
The transition to an informational civilization has placed people in the middle of an
enormously complex world, diminishing an individual’s ability to be “on top” of things.
Existing programs that schedule and remind us of upcoming events are helpful to a limited
extent. Wealthy people can afford personal assistants that also know their client’s medical
history, personal preferences, physical condition, etc., saving time and sometimes lives as a
result. Recent and upcoming technologies can provide average citizens the same services –
and much more. On this basis, a concept has been created called an “Alter Ego.” Alter Ego is
a software program that could be assigned to each person at birth to accumulate all vital
information. It can serve as a teacher, advisor, protector, personal physician, trainer, partner
and even friend, participating in any aspect of the person’s life. Individual Alter Ego
programs could be connected (to the extent acceptable to their owners) to facilitate
communication, solve interaction problems, etc. This program will also be able to
communicate with other specialized assistants: “intellectual partners,” “business partners,”
“shopping partners,” “event organizers” and other service providers.

Digital and analog hybrid

The digital approach to informational systems was very critical in the successful transition to
the informational era. But this is not effective enough for solving the problems associated
with severely non-linear systems such as societies, markets, human psychology, etc. At the
same time, not-so-popular (and often neglected) analytical mathematical methods and analog
modeling can handle complex non-linear systems and events quite well. The next logical step
from the DE point of view is the hybridization of digital and analog approaches to
substantially expand the area of computerization.

Paperless technology
Some time ago it was declared that technology would enable a paperless future. Since then,
however, the amount of paper consumed by publications as well as office and home needs
has increased dramatically. The delay in predicting this is due to the following:
• The unresolved problem of a comfortable human-computer interface
• Most adults did not have computers as small children and thus often prefer a piece
of paper or a book to a computer screen.

Both of these issues are diminishing. Recently developed technology will soon bring forth
special “screen glasses” to provide contrast and a high resolution, 180-degree view, giving
people a comfort that is comparable with reading from paper. Most children today grow up
around computers, making human-computer interaction completely natural. Other new
technologies, such as computer dictation and mental and voice computer control, also
contribute greatly to the upcoming transition to a paperless technology.

Power for individual informational systems

The modern individual is equipped with a host of portable devices – phones, PDAs,
electronic games, audio systems, medical diagnostic and treatment devices (such as
pacemakers), etc. All these devices need energy and are therefore to some degree
inconvenient as they require charging, changing of batteries, etc. At the same time, however,
a human individual is a source of a significant amount of energy from such things as:
• Body motion
• The difference between body temperature and the environment
• Vocal sound
• Muscle power
• Clothing

Exploiting these possibilities will enable a computer to become a permanent individual

accessory, carried at all times and facilitating the performance of the Alter Ego role
described above.

7. Conclusions
1. In the informational era, the TRIZ problem-solving methodology is transforming to
the next stage – Directed Evolution®, a pro-active approach to the guided evolution
of various systems, both technical and non-technical.

2. The Directed Evolution approach is realized through the utilization of analytical and
knowledge-base instruments developed within the Ideation-TRIZ methodology,
such as the Problem Formulator® and the Systems of Operators embedded in
various software products.

3. The Directed Evolution method has been applied to numerous areas – including
informational technologies – allowing for certain predictions in the areas of global
safety, personal assistance, paperless technology, and computer hardware.

8. References

1. Altshuller, Genrich. Creativity as an Exact Science. Gordon and Breach, Science Publishers,
Inc., 1984.

2. Jantsch, Erich. Technological Forecasting in Perspective (London, 1972).

3. Martino, Joseph Paul. Technological Forecasting for Decision Making, 2nd edition (North-
Holland, 1983).

4. Toffler, Alvin. The third wave (Bantam Books, 1981).

5. TRIZ in Progress. Transactions of the Ideation research Group. Ideation International Inc.,
1999.

6. Zlotin, Boris and Alla Zusman. Directed Evolution: Philosophy, Theory and Practice.
Ideation International Inc., 2001.
7. Zlotin, Boris and Alla Zusman. Patterns of Evolution: Recent findings on structure and
origin. Altshuller”s TRIZ Institute Conference TRIZCON 2006. Milwaukee, April 29-May 2,
2006.
 USING TRIZ TO DEVELOP NEW CORROSION PROTECTION
CONCEPTS IN SHIPBUILDING – A CASE STUDY

Jan R. Weitzenböck and Stefan Marion

Det Norske Veritas, Veritasveien 1, 1322 Høvik, Norway
Jan.Weitzenboeck@dnv.com

Abstract
Accidents involving ships that carry environmentally dangerous cargo, such as oil tankers,
can have severe consequences for the environment. In many accidents, the ship structure had
been weakened by corrosion. The aim of this paper is to look at possible improvements to
today's corrosion protection systems. The initial approach was to use the TRIZ Problem
Explorer, Function and Attribute analysis and IFR to help define the problem. We identified
possible paths for further development. The initial methods chosen for the TRIZ solution
were Trends of Evolution and Knowledge/Effects. The results of these workshops were
reported in form of roadmaps. The paper discusses the main results and outlines possible new
corrosion protection approaches.

Keywords: Corrosion protection, shipbuilding, new concepts, coating, TRIZ.

1. Introduction and background

Maritime safety and the prevention of accidents require among other a sound ship
structure. Hence, the prevention of corrosion is a key priority for save shipping (see Fig. 1).

Figure 1: Maritime accident due to structural failure (© Scanpix)

Today’s coating systems work well and have a sufficient lifetime when they are applied
according to the coating producer's specifications. However, these premises are difficult to
achieve under typical shipyard conditions and the tight schedule of a new building project.
This situation was the motivation for using TRIZ to develop possible new approaches to
corrosion protection with the main aim of improving the reliability of marine structures.
TRIZ stands for Teoriya Resheniya Izobreatatelskikh Zadatch a Russian acronym,
approximately translated as Theory of Inventive Problem Solving (Mann and Dewulf). TRIZ
represents a distillation of the best practices of successful inventors and problem solvers
from across all fields of engineering and science. Based on discussions with experts, three
focus areas were selected for this study: (i) material selection, (ii) application of coating and
(iii) monitoring and detection of corrosion (Marion and Weitzenböck). Due to space
limitations, only results for the first two focus areas will be reported here. The following
chapters refer to the equivalent chapters in (Mann)

2. TRIZ problem definition

2.1 Material selection

The starting point is the definition of the original problem as shown in Figure 2: the main
material used for building ships has been and will be steel. The problem is that steel is
subject to corrosion in a maritime environment. Areas like ballast water tanks and double
bottom spaces are especially vulnerable. Reduced corrosion may lead to safer ships, reduced
maintenance costs, less pollution and fewer fatalities connected to accidents.
One obvious solution to the corrosion problem would be to use a different construction
material. However, there are several good reasons, why this transition has not been made: the
price and the mechanical performance of carbon steel make it still the favourite construction
material. Introducing alternative materials like new steel types that are less corrosive or
composite materials is therefore a difficult and time consuming process as new designs and
production processes have to be established and approved.
What is the problem? (material selection)
Broader Problem:
Safer ships – fewer accidents
because of structural problems
Less pollution
Reduced maintenance
No coating required => reduced
cost
Combination of new properties
Original Problem (start here)
Material selection – steel rusts What’s stopping me solving this problem?
Why do I want to solve this problem? (ballast tank, double bottom) What else?
Why else?
New production process for new
materials
New material more expensive
Life cycle approach not widely accepted
Narrower Problem Lack of long-term experience
Modify only surface – not substrate
Modify during steel production or Porosity – is it small enough??
onsite
Welding – surface gets damaged
Contamination of weld line?
How do you document long-term
performance?

Figure 2: Problem hierarchy explorer for selection of materials

In addition, the life cycle approach is not widely accepted in the maritime business. Many
ship owners focus more on short-term profits as vessels are sold quickly when the economic
situation on the markets changes.
To avoid problems related to the use of new building materials one does not need to
change the construction material, but limits modifications to its surface. One could modify
the surface of the steel itself, by special treatment, modification or addition of special
elements in the production process or covering the surface of steel by another steel type
using methods like plasma spraying. The advantages of this approach are obvious: since the
bulk of the steel is not changed, there is no need to get approval for a new building material.
The use of these surface modification techniques raises new and interesting questions. The
use of plasma spraying technique is well established for e.g. the protection of large steel
constructions such as bridges. However, it is known that the metal layer deposited on the
surface is porous. The porosity depends on many parameters that may change during the
application process. From offshore application it is known, that micro cracks may appear in
plasma sprayed layers.
Welding is another problematic point. If the top layer of the steel surface is modified, the
welding process will destroy the special structure or composition of the protective layer. In
this case, the weld line and the heat-affected zone that has undergone a transformation and
has to be treated again in order to prohibit accelerated corrosion in this area. Methods have to
be developed that can protect the weld line. On the other hand, it is necessary to assure that
the weld line is not contaminated by elements that diffuse from the protective layer into the
weld line and therefore decrease its mechanical strength. Other problems that have to be
considered are the long-term performance of such surface-modified steel, the reparability and
of course, the costs involved.

2.2 Application of corrosion protection/production

One of the key problems of the corrosion protection is not necessarily the performance of
the protective coatings; it is the application of the coating. The performance of the coating is
dependent on that both the surface preparation and the application of the coating follow the
specification of the coating manufacturer (see Figure 3). One of the key parameter is the
thickness of the coating. A coating that is too thick may crack easily during the curing
process or later in service and a coating that is too thin does not work that well as a barrier
for diffusing oxygen or water.
What is the problem? (application/production)
Broader Problem:
Safer ships – fewer accidents
because of structural problems
Less pollution
Reduced maintenance
More reliable/consistent paint
performance

Original Problem (start here)

Application of paint – not
Why do I want to solve this problem?
even, time consuming and
expensive!
Why else?
(ballast tank, double bottom)
Narrower Problem
- application process (spraying)
- even thickness at corners and
edges
- Adhesion to surface
What’s stopping me solving this problem?
What else?
Paint layer either too thin or too thick in
corners
Many layers are required
Difficult to control paint layer thickness
Difficult access (geometry, space)
Paint process and curing window
Yards – shorter curing time Ù more
environmentally friendly

Figure 3: Problem hierarchy explorer for application of coating

Mistakes in the application phase can have a huge impact on long-term performance of the
protective layer and ultimately on the lifetime of the vessel. Since the application of coating
is one of the last steps in the building process, it is especially vulnerable to shortcuts in order
to meet the delivery deadline.
What are the reasons that this has not been solved yet? The external conditions for the
application process are most likely not going to change in the near future. The schedule at a
shipyard will always be tight and the way ships are built today will not change dramatically
in the near future.
One possible solution to this problem is the use of a prefabricated polymer based adhesive
film to replace the coating layers. Since it is prefabricated with a well-defined thickness and
chemical composition with well known mechanical properties, the corrosion performance is
more predictable than conventional painting. The only critical parameter left is the adhesion
between the polymer film and the steel surface. Another possibility to avoid problems with
uneven and low coating thickness is the use of automated systems for coating. The size of the
object to be coated and the complexity make it economically impossible today to automate
this process. Hence, by and large, coating is still a manual process. However, changes in the
way ships are built, e.g. the concrete-sandwich-method may facilitate new coating methods
(Bergan et al.).

3. Function and attribute analysis

To analyse the problem further, the function and attribute analysis was applied to
corrosion protection and material selection. The main aim was to capture how corrosion
affects materials and surfaces over time. Blue arrows indicate positive relationships between
the functions; the red arrows indicate negative relationships.
3.1 Material selection
The current system as shown in Figure 4 is characterized by two parts: the substrate plate
(usually steel) and the coating. The surface of the substrate is modified by a physical and/or
chemical treatment. Once completed, a corrosion protection coating is placed on the surface.
This is the starting situation for the system ship-corrosion protection coating.
Ship structures are assembled by welding plates and other steel elements. The welding
process changes the microstructure of the metal in an area around the weld line, called the
“heat-affected zone” (HAZ). During welding, the shop primer, a coating that was applied to
protect the steel plates during the construction process, is damaged. Therefore, the weld line
has to be cleaned and coated once more prior to applying the final surface coating. In spite of
all the efforts to protect the weld line, it remains one of the most critical areas; often,
corrosion starts here.
Plate material :

Substrate –
plate
receives

Physical/Chemical
modifies Surface adheres Coating
treatment

Figure 4: Coated steel plates during new building

During its life, the steel structure is exposed to water, salt and oxygen (see Figure 5).
These start to penetrate the coating. Damage to the coating, e.g. fatigue cracks or mechanical
impact weakens its corrosion protection ability. The corrosion process itself is inevitable. Its
existence is given by the electrochemical behaviour of steel used for the construction of ships
and the fact that all the coatings available for corrosion protection purposes are permeable to
water and/or oxygen. The development of a coating that is impermeable to water or oxygen
is not desirable. It is easier to have control over a very slow diffusion process than the
potentially catastrophic failure that will occur if a coating that is impermeable suddenly fails.
Steel structure + use:

Substrate - Water + salt +

plate oxygen
attacks permeates
receives

MUF
Physical/Chemical
modifies Surface adheres Coating
treatment

joined by

Modifies locally adheres less ?

welding creates weldline

secondary treatment of

Figure 5: Ship structure in serves – after many years (MUF = Main Useful Function.)

3.2 Application of coating

In-services (after x-years):

Converts to Rust

promote
Surface

Less adhesion
MUF
protects
Surface
protection
Cracks
Coating loses
Reacts with

Penetrate

Water starts
Salt
Oxygen
fatigue

Figure 6: Coating has just been applied Figure 7: State of coated surface after x years
The challenges of applying corrosion protection coating correctly have already been
discussed in the chapters before. At this point, we just want to summarize the main points.
The pre-treatment of the surface is essential for the lifetime of the coating (Figure 6). Salt,
grease, rust and dust particles should be removed in order to provide a good foundation for
the protective coating. Insufficient preparation will have a marked effect on the lifetime of
the vessel. The same is true for the ambient conditions when the coating is applied.
Temperature and humidity must be inside the lower and upper limits specified by the coating
producer. The personnel applying the coating should be trained and qualified in order to
produce high-quality work. The state of the coating after many years is depicted in Figure 7.
4. Ideal Final Result
The final aim of the system is common to both problems being analysed – materials
selection and surface coating: to avoid major oil spills because of structural failure due to
corrosion. The IFR is a maintenance- and inspection-free surface where the coating has the
same lifetime as the ship. The extreme cost pressure and the changes required to introduce
new materials is stopping the IFR. There are international requirements for inspection of ship
structures that may reduce the economical gains with maintenance-free surfaces. New
structural materials have new properties and processing requirements. These properties have
to be documented in an approval process. This can be a very time consuming process. Many
segments of the shipping industry are very conservative and little interested in new (=risky?)
technologies with no or limited track record. One approach to overcome this is to continue
using established materials and modify only their surfaces. In addition, the use of monitoring
systems can increase the confidence in maintenance-free surfaces.

5. Trends of evolution

5.1 Trends of evolution – materials selection

Object segmentation: monolithic → segmented solid → particulate solid/fluid: Today,
there is the steel substrate and a corrosion resistant layer; in future one may be able to create
new corrosion resistant surfaces by separating different functions and isolate loads
Evolution macro to nano: Future developments may bring about nano-structured coatings:
e.g. coatings consisting of self-organising molecules in order to add new or improved
properties, e.g. lower friction, easy to clean
Action co-ordination: fully co-ordinated → different actions during intervals: is it possible
to weld and protect the weld line against corrosion in one production step? Solutions that are
under discussion involve plasma-spraying technique and a weld overlay process.
Mono-Bi-Poly (various): load bearing substrate and coating: different functions are
attributed to different layers in the coating: one layer assures adhesion on the surface, another
layer acts as a diffusion barrier, and another layer gives a smooth surface. (Improved
function distribution)
Increasing transparency: opaque construction → (partially) transparent (easier to inspect
steel surface): a coating that is transparent or at least translucent allows an inspection of the
underlying steel surface. This type of coating may be especially interesting in ballast water
tanks and double bottoms. It may help to detect corrosion at an earlier stage.
5.2 Trends of evolution – application of coating
Surface segmentation: smooth surface → ribbed → 3D roughened (Self-cleaning):
surfaces of many organisms that inhabit the oceans are not very smooth when one
investigates their structure under the microscope: the surfaces are structured in a particular
way to reduce friction and to make it less favourable for other organisms to grow on.
Object segmentation: monolithic solid → segmented solid (e.g. charges embedded in
layered coating). A new concept to build up a protective coating was presented several years
ago. The coating is built up by alternating layers of positively and negatively charged
molecules (polyelectrolyte technique). The thickness of the coating is controlled by the
number of layers applied.
Smart materials: passive → one way adaptive material (self-organising system): Self-
organizing layers are well known in nature; the cell membranes are self-organized and multi
functional. Simple self-organizing molecules are used in detergents. The lipophilic ends of
the molecules will try to stick together or get in contact with other lipids in an aqueous
solution while the hydrophilic parts of the molecule will orient towards the water.
Action co-ordination: fully co-ordinated → different actions during intervals: Today’s
industry practice is to clean the surface thoroughly before the coating can be applied. This is
a time consuming and therefore costly process but so far it is not possible to skip the
preparation step and let pre-treatment and painting become one process.
Increasing use of colour: Binary use of colour → use of visible spectrum; check thickness
of coating: an UV active substance is added to the primer. The thickness of the final coating
can be controlled by measuring the amount of UV light that is reflected. This fast, simple and
reliable method to check the thickness of the (dry) coating can help to detect possible
problems when the vessel is under construction. Corrective actions may be initiated before
the vessel is delivered to the owner.
Reduced human involvement: human → human and (semi)-automatic tool (apply coating
with automatic tool; automatic inspection of surface). The human factor is essential when it
comes to the quality of the coating. A trained and skilled worker will do the job with
sufficient quality when he has the time available to do so. An automatic method to apply the
coating or some mechanisms that make it easier to control the thickness will be able to
reduce the failure rate and contribute to better corrosion protection.

6. Roadmaps
The roadmaps shown below were derived using the Trends of Technological Evolution,
Knowledge/Effects and the problem analysis. The roadmaps are the result of a creative
process to link technical developments and to assign time frames (Möhrle). The time frames
indicate when technologies might become available for industrial application.

Figure 8: Roadmap for new steel types

Figure 8 shows the roadmap for new steel types. Here the main trend is to reduce the grain
size of the steel material. From the micrometer scale (fine-grained steel) to the nanoscale
(nanosteel) and homogeneous materials (amorphous steel). Corrosion is often initiated at
grain boundaries, especially in the HAZ, hence eliminating them should improve corrosion
resistance.
The surface modification and coating roadmap is shown in Figure 9. It lists different types
of surface modification. Some of them are well established (plasma spray, film/tape) but not
yet in shipbuilding. Future surface modifications and coatings will become self-organising
(including functionally graded) or become active (self-healing) or become multifunctional.
Here the main drivers are ease of application, more robust coatings and integration of
different (new) functions.
The meaning of these diagrams is not to predict the future but to show possible trends and
highlight the need to prepare for them e.g. by initiating relevant research projects and
recruiting and training of personnel. Furthermore, it facilitates discussion and dialogue
between different stakeholders. A first initiative emerging from this study is the MarFilm
project. This project will investigate the possibility of using polymer film for corrosion
protection to replace coating for ship superstructures and the hull, above and possible below
the waterline.

Figure 9: Roadmap for surface modification and coatings

7. Conclusion
TRIZ proved to be an extremely useful tool in analysing and pointing out possible
solutions for corrosion protection of ships and marine structures. It gave us new insights into
an old problem and helped define new direction for future research. As a result, we have
already initiated a project on using polymer film for corrosion protection.

8. Acknowledgments
We would like to thank our DNV colleagues who contributed to the discussions and
workshops, especially Fabrice Lapique.

9. References
Bergan, Pål G, Bakken, Kåre and Thienel, Karl-Christian, 2006, "Analysis and Design of Sandwich
Structures Made of Steel and Lightweight Concrete", ECCM-2006, Lisbon,
Mann, Darrel; 2002, "Hands-On Systematic Innovation", CREAX Press, Ieper, Belgium
Mann, Darrel and Dewulf, Simon; 2002, "TRIZ Companion", CREAX Press, Ieper, Belgium
Marion, Stefan and Weitzenböck, Jan; 2006, "Corrosion Protection – State of the Art and New
Developments", DNV Research report
Möhrle, Martin G.; 2002, "Technologie-Roadmapping. Zukunftsstrategien für Technologie-
Unternehmen", pp 129, Springer, Berlin
 PASTE TYPE ADHESIVE PRINTING PROCESS IMPROVEMENT
BY TRIZ IN LSCABLE

Seo, Joon-mo
Electronic component R&D center, LS cable
joymomo@lscable.com

Chung, Goo-Yun
Component Business Headquarter, LS cable
coriolis@lscable.com

Kim, Jae-Hoon
Electronic component R&D center, LS cable
jay@lscable.com

Kang, Byoung-Un
Electronic component R&D center, LS cable
kangbu@lscable.com

Hyun, Soon-Young
Electronic component R&D center, LS cable
Ordin25@lscable.com

Kang, Young-Ju
Triz engineer, LS cable
aeris@lscable.com

Abstract
In order to print uniform pastes on PCB with its even thickness, VE+TRIZ tool was
applied to simulate the issue. Firstly, the Function and Structural Analysis was used to
analyze causes of non-uniformly-printed paste. Then, TRIZ was used to derive ideas or
solutions for the causes, resulting in practical data from several experiments. Finally we
could get the enhanced ways to control the surface unevenness of printed paste within
19~20% processing mass productions.
Keywords: Paste, Screen printing, B-stage, TRIZ, Inventive principles, Die-attach,
Substrate, Semi-conductor

1. Introduction
Film type or liquid type adhesives can be used as die bonding materials in the
semiconductor packaging process. However, liquid type adhesives have substituted for film
type adhesives because they cost less. There are two types of liquid type adhesive, paste,
according to curing steps:
One is the dispensing type paste that is converted from A-stage to C-stage. The other is
the screen-printing type paste that is converted from A-stage to B-stage, and then to C-stage.
A-stage means a liquid phase and B-stage means partially-cured phase. C-stage means
completely cured phase.
 For the die attaching process, it is more efficient to control the paste thickness and the
bleeding-out problem with B-staged pasted, as compared to A-staged paste. Therefore, the
screen-printing type paste is widely-used in the more minute package process, Chip Scale
Package(CSP). But, B-staged paste has never been used for high level package like as
stacked CSP because it cannot get the uniform thickness unlike film type adhesives.
Figure 1 shows the irregular and uneven surface of B-staged paste after screen-printing
process, which cause and various problems in the die attaching process. The unevenness of
paste may cause the void trapped between paste and die or inside of paste making a bottom
die inclined, so that a top die cannot be stacked on it. To solve this problem, LS-Cable
organized TRIZ team to analyze the causes and generate solutions.

Figure1. Irregularity of Paste Surface and die attach problems

2. Problem Solving Scheme

As shown in Figure 2 (problem solving scheme: PSS), contradictions are revealed through
the problem analysis and the relations among components are analyzed. Then, overall
concepts for the solution are derived through knowledge bases and related patents.

Figure 2. Problem Solving Scheme

3. Problem analysis
After the process analysis is completed, structure and component analysis of object for
screen-printing process is carried out. Figure 3 shows the route of problem analysis process.

Figure 3. Route of Analysis

3.1 Process analysis

A screen-printing process is composed of 10 steps. In order to find key problems, the
process analysis was applied. Briefly explaining the screen-printing process:
1. Metal mask which determines the width and thickness of printed paste have to be set in
the screen-printer.
2. Squeegee which prints pastes and fills the hole of metal mask is to be set.
3. Paste is loaded on the metal mask
4. PCB is loaded and attached under the metal mask.
5. Paste is moved by squeegee and deposited on PCB through the mask.

The figure 4 shows the each stage of screen-printing process. From 1 through 4 stages are
preparatory stages, and 5 to10 stages are main printing stages.

Figure 4. Stages of Screen-printing process

Table 1 shows the useful functions and undesirable effects of each operation stage found by
the process analysis.
Main factors for the undesirable shape of printed paste might be resulted from the gap
between PCB and metal mask, the warpage of metal mask or PCB, the high viscosity of
paste, the adhesion strength between squeegee and paste or between metal mask and paste,
the printing speed and pressure, and dirt, etc. ,
 Table 1 . Useful Function and Undesirable Effect of Process

Process step Function Undesirable effect

Op.5 PCB lifted and
-Attach PCB to the
attached to the -Gap between PCB and metal mask
backside of metal mask
backside of Metal
Mask
-Press the metal mask & - Metal mask warped by too much
Op.6 Squeegee down
paste pressure the metal
-Move paste in one
- Dog-ear of the paste
Op.7 Squeegee move direction
- Scratch on the paste
& Paste printing on -Press the paste into the
- Void trapped in the paste
PCB hole of metal mask
- Low gap filling property
-Scrape up paste
- Void by dropping paste from lifted
Op.8 Squeegee lift -Remove the pressure
squeegee
- Tearing shape in the outline of printed
paste
-Detach the paste-printed
- Bubble on the printed paste
Op.9 Printed PCB PCB from metal mask
- Contamination on the backside of
down -Extract the paste from the
metal mask
hole of metal mask
- Paste smearing in the outline of
printed paste

3.2 Component analysis

In order to analyze the issue more intensively, the component analysis was done. Figure 5
and Table 2 show the scheme and components of technical system.

Figure 5. Scheme of Technical System

 Table 2. Components of technical system
Item Component
- Consumer : worker
- Product: Screen-printed paste with dog ear
- Previous Processor: PCB, Paste
- Next Processor : Screen-printed paste
Super-system
- Assistants: Spatula, Eyes
- Opponents : Air, Heat
- Maintenance : Container for paste, Magazine for
printed PCB
Technical system Screen-printer
Squeegee, Metal mask, Vacuum Jig, Squeegee holder,
Sub-system
Clamp1, Clamp2

3.3 Functional & Structural analysis

For further access to causes of the unevenness, the functional analysis was carried out with
an assumption that each component of technical system must have more than one related
factors between each other. Those related factors were defined by transitive verbs that
expressed the harmful or beneficial effects, which were arranged by a map called, structural
analysis. It was very useful to see the relations among the components. The figure 6 shows
the result of structural analysis.

Figure 6. Structural analysis

From the functional and structural analysis, three contradictions among three components
affecting the unevenness were investigated. Table 4 and figure 7 describe them, squeegee,
paste, and metal mask, which generate the irregular thickness of paste.
 Figure 7. Main contradictions from structural analysis

Table 4. main contradictions among three main components

Component Fuction Contradiction Problem

-Thickness of screen-printed
Press the paste into the vertical paste thinner than that of metal
Press the
direction but pull the screen-printed mask
Squeegee screen-
paste to the moving direction of -Different amount of paste
printed paste
squeegee filling in different positions of
metal mask
-Thickness of screen-printed
Press the paste into the vertical paste thinner than that of metal
Press the
Paste direction but pull the screen-printed mask
screen-
paste to the moving direction of -Different amount of paste
printed paste
squeegee filling in different positions of
metal mask
Form the
Form the shape of screen-printed paste -Higher thickness in the edge
shape of
Metal mask but pull the screen-printed paste to the area of screen-printed paste
screen-
moving direction of metal mask than that in the center
printed paste

4. Solution of problem
From the problem analysis, the assumed reasons of uneven surface of screen-printed paste
were inspected as three factors:
1. Paste dragged up by squeegee movement
2. left-over paste dragged
3. Interaction between metal mask and paste.

To resolve these problems, several solutions are derived by TRIZ tools

The problem solving methods in TRIZ are inventive principles including Su-field model,
Scientific effect, Algorithm of Inventive problem (ARIZ), etc. LS-TRIZ team applied
Inventive principle and Su-field model to resolve the main three problems, four out of seven
ideas are experimented to verify the effect.
 The deviation is calculated by the differences between the maximum and the minimum
thickness of printed-paste, as shown below:

y−x
z= × 100(%) (1)
x
x : Average thickness of screen-printed paste in the center,
y : Maximum thickness of screen-printed paste,
z : Unevenness of screen-printed paste
To measure real deviation of the waviness of paste, the deviation is bigger in Y-axis, and
smaller in X-axis. The deviation is usually 30~50% in Y-axis. The figure 8 shows the
deviation of the paste waviness.

The figure 8 deviation of the waviness.

The ideas are classified into 6 methods: The first method is derived from Inventive
principle #10 Preliminary action. To eliminate irregular thickness of paste, a roller is used to
print paste before printing by a squeegee. The roller’s main function is to fill the hole of
metal mask, and squeegee’s function is eliminating extra paste. In this case, the adhesive
force between the left-over paste on the mask and the printed paste can be eliminated. And a
spacer can also be applied to the hole of mask. The second method is derived from Flexible
shell and thin film # 30, the squeegee is coated by Teflon to reduce friction and adhesive
force between squeegee and paste. Thirdly the Parameter change#35 is used to change the
viscosity of paste by heating. Fourthly #15 dynamic part is used. A silk mesh is applied on
the metal mask to cut interaction between paste and external paste. Fifthly, # 18 Mechanical
Vibration & Homogeneity is applied. If we use mechanical vibration, the paste is not
dragged by a squeegee or a metal mask. Finally, Segmentation#1 is used. A roller is applied
to improve the unevenness of paste.
Four methods are experimented. The result is shown in Table 5. The difference is from 19
to 29%. The previous differences are usually 30~50%.
 Table 5. Result of experiments.

Center Process Total

No. Idea Uneveness Cost Effectiveness
(μm) time score
Roller
Squeeg
ee
60±3
1 + 23 A A A AAA
Metal
Squeeg
ee
Screen
printin 40±2
2 19 B B A ABB
g with
spacer
Teflon
Coatin
g
squeeg 70±5
3 29 A B B ABB
ee +
Teflon
coating
Mask
Mesh
Mask
70±6
4 + 23.6 A B A AAB
Metal
Mask

5. Conclusion
The screen-printing method causes 30~50% of waviness deviation, which is not desirable
for the die attach process. LSC applied TRIZ tool to reduce the deviation and seven ideas are
derived. Then, four ideas are experimented and the deviation is reduced down below 30% -
improved by 10~20%. TRIZ gave us practical solutions for the issue.

6. References
• Genrich Altshuller, 1997, 40 Principles, Technical Innovation Center.
• Genrich Altshuller, 1996, And Suddenly the Inventor Appeared: TRIZ, the Theory of
Inventive Problem Solving, Technical Innovation Center.
• Alexander Skuratovich, 2005, VE+TRIZ Method for technical system improvement, LS-
Cable.
• TRIZ Korea, 2005, Goldfire 2.0 workbook, TRIZ Korea.
 NEW MOTOR AND TRIZ EVALUATION

Vratislav Perna.
PERNAMotors,s.r.o.,CzechRepublic
info@pernamotors.com

Bohuslav Bu5ov
The Bmo Universityof Technology,CzechRepublic
busov@feec.vutbr.cz

Pavel Jirman
The TechnicalUniversityof Liberec,CzechRepublic
jirman@glass.cz

Abstract
The article presents use of TRZ methodology for understandingand evaluation of
significant invention. New solution of a motor presentedin the article - based on
invention of the nonlinearrotating screw mechanism- can be characterizedfrom a TRIZ
point of view: as an interestingcombinationof preferencesand partial elimination of weak
points of the two altemativesystems(piston motor and a gasturbine), as a combinationof
the systemand the anti-system(compressorand expander), as a system,blsystem and
poly-system(motor with one,two, threeor more shafts), as a casesof total nonlinearityof
shapes(lines, surfaces,spaces),as a caseof trimming (of classicalcombustionengine),as
a caseof radical innovations,etc. Generally,the new motor is a complex invention with
numerousvariable applicationsand a good caseof increasingideality of the system. For
examplethe propeller is one ofthe possibleapplicationsofthe baseinvention the screw
mechanism.This could also be a challengefor sfudentsand teachersto observeand study
useof TRIZ tools in one specificinvention.
Kertwords: motor, propeller,contradictions,trends,TRIZ evaluation

1. Introduction
Existing principles of combustion engines are based on reciprocating motion of pistons
and power transmission through a crank mechanism, eccentric transmission or cam. The
most common piston motors from the mechanical point of view are having a number of
imperfections:
- impact combustion processand cyclic power loading of mechanism,
- identical space for compression and expansion leading to the expansion limit and a
necessityof removal unusedthermal energy by cooling,
- lossescausedby rubbing and necessityof lubrication (of the combustion spacewalls),
- many exact components(crank shaft, connecting rod, bearings, distribution mechanism,
cams,valves, regulating elements,etc.),
- operating mechanisms(fuel and injection preparation,regulation, cooling, cycle), etc.
On the other hand existing gas turbine with shaft and numerous blades are designed
usually for higher performance, working as a same-pressuredor operating on a constant
volume.
New motor can be described shortly as combination of two alternative systems: piston
motor and a gas furbine, as well as a combination of the two opposite systems:compressor
and expander- seeFig.l.

183
 Fig. 1 Schematicarrangementof the new motor [5]

2. New motor benefits an differences

Benefits and differences of somethingnew are always desirableto show by comparison . '
something old and comparable.For example, new motor can be consideredby comparison ( '
systemssuch as classicalcombustionengine, screwedpump/compressoror partial turbinc
Fundamentaldifferences and benefits of the new motor (as on principle shown in Fig.2.) ar.
as follows:
- during the calculation of the shape of the rotor for the most efficient operation, it :.
possible to follow the type of the chosen fuel (gaseous: propane-butane,natural ga.
biomass, hydrogen or liquid - petrol, kerosene, petroleum, spirit or their mixtures o:
combinations for multi-fuel motors),
- new motor allows a wide-range variability of design (small for high-speed and large t-o:
low-speedmotors),
- motor has a compressionspacedivided ,,in space"accordingto its expansionspaceanc
to a variant which could have a differently shaped ,,running and dividing parts" o:
combustioncell,
- spiral rotors are shapeddifferently in spiral rotors ofstandard screw compressors,
- spiral teethes(,,pistons") performs only rotary motion,
- motor has a continuous injection and continuous fuel combustion,
- output on rotors is relatively stable (there is no-cyclic changea course of revolution),
- moving parts are very well dynamically balanced,
- according to balance and continuous combustion, it has very quiet running and ha:
consequentlyvery low value of air pollution,
- non-touching transmission of motion of rotors (from the sight of stator) means that a
friction and lubrication is only limited to bearings (which are placed away from
combustion working area),
- new motor has only partial cooling which decreasesoutlet of unusedthermal energy,
- theoretically it is possible to count with less fuel consumption, good thermal and high
general efficiency,
- favorable is non-cyclic course of powers in working areas,a balance of resulting powers
and of a torque without undesirableside effects,

184
 - motor is made from a small amount of parts, only the rotors are more complicated to
produce,
- necessaryperipheral mechanisms are starter, hot plug, regulated continuous-injection
pump and cooling course
- motor is relatively low and light with a long life and minimum maintenance.

\\
t
,/\
t,

Volumeand press
course.

Courseof proportions

side face forms.

Fig. 2 Principe of the new motor: sucfionwith compressionin left part, ignition in the middle,
expansionwith exhauston the right part [5].

3. Motor variants and other principles of applications:

Except of motor variants with parallel axis of rotors, it is also possible to construct motor
variants with convergentor off-tracking axe of rotors. Except two rotors, variant showed
above is possible to use more divided rotors or arrangementswith one main rotor as shown
in Fig. 3. It is possible to choosefrom many different profiles of teeth on rotors as well as
different direction ofmotion interacting rotors (counter-rotating or parallel rotating).

185
 Fig. 3. Axis, shaftsand their variability [5] accordingto trends: bi-poly systemswith similar or
different parts [21.
Description:1- stator, 2 and 3 - shaftswith oppositemoving direction

Except mentioned motors, another application can be: a screw-shaped compressor.

ventilator fans, vacuum pumps, pumps, marine drive (propeller) etc.

4. Contradictions and evolution trends of new motor

As we know, one of the possible indicators of improvement of the classical combustion
engine is ratio of dischargeto mass. Improvement of this indicator usually deterioratesothcr
indices. For instance,the increaseddischarge at identical dimensions and mass can generalc
bigger heat losses- it is necessaryto cool intensively, etc.
Formulating a few variants of technical contradictions and inspirations by numerou'
heuristic principles can be useful. However, conception of this engine has numerous limir.
and is close to depletion of possibility of further development (S-curve). Thousands of
designers have "digged" on this place for more than a centun.
It is time and necessityto "dig" deeperor elsewhere...TRIZ offers specific mining tools.
Formulation of physical contradiction leads human to deeper understandingof the matter
of the problem and brings human closer to finding a new concept. Separation processe:
recommend several guide directions to find best solutions (in time, in space,C-antiC, etc .. r
Trends of technical development can recommendmore generalperspectivedirections.
Where is it possible to seethe physical contradiction solved by invention of a new engine'.'
Classical reciprocating ,,4 cyele" internal combustion engine includes 4 processe:
(suction, compression,expansion, exhaust) in a one space (symmetrical - cylindrical space
among cylinder and piston) and theseprocessesare serial and impulsive,

186
 New engine with the 4 spiral teetheson the two shafts separates2 compatible processes
(suction and compression) into the space in the left part of engini (segmented -
unsymmetrical - spiral along shaft - convergent) and other 2 compatible processes
(expansion and exhaust) into the space in the right part of engine (segmented -
unsymmehical - spiral along shaft - divergent). All these actions ari parallel and less
impulsive.
Physical contradiction: combustion space has to be huge to increase discharge; on the
other hand combustion spacehas to be small to avoid worse volume, mass,heat losi, etc.
Inventor solved conhadiction "in space" and by principle c-antic. New engine has many
small segmentedspacesalong the axe which are integrated into one big space.
It is possible to seemany other applications of TRIZ tools (heuristics, separations,trends)
in this radical innovation as well. Novelty and potentional benefits of the niw motor can be
illustrated by so-called evolution radar. On Fig.4. are shown benefits of the new propeller in
comparison with classical screw and according to the evolution trends.

Spaegafein
-^ - ------SUlm
Reducingmrqy cmversionn to 0..- .-- * eoqfitaabn
-.--.-0tirctrrqrrCo
Dogma@r-----

D@rgaring hm iryofucw*1

Cdttrollabiltv , Gcmrlic o*fin of lw catr!'.di*

i
I
i
RedEiE srda mlefliv
- r
- l 6tdt lic dEubn d vdrhtric cddn di.
I
I
I
I I
Bqrdlg heakdodn \
Dlncri?*q
\ i
\
i
Dcgr6 o, ftclddn
\
\
tt
\
\\
D*ip poit \, Fbrlm mdnation

--..
MJkd eYdlio

-----l-=-_,.------'-Mm.ti+oldy'qiu
Custorupuchrs f@us otic.tr
Hrdrc€dddrEilg Mmt*pofim*hg dllam

Fig. 4 Evolution trends radar ofclassicalscrew(grey) and the new propeller (blue)
t7l.

5. New Propeller
Propeller, as one possible application of the base invention, consists of the "stator', and
two rotors inside. Every rotor has two teethes winded up along the rotor in a screw line
shape;both rotors with spiral teethesinteract with each other. Theserotors, together with the
stator, create a segmentedworkplace along the axis, with pumping on the input and with
propeller's media extrusion on the output - see.Fig. 5.

187
 Fig. 5. One spiral shaft and modelof the new propeller

The propeller generatesan isochoric flow of the uncompressiblemedia, but the medru,.:
velocity inside the segmentedspaceis continuously and significantly increasing becauser:'r
pitch of the spiral teethesincreasesnonlinearly and the profile (high and form of the s€critr:
ofthe spiral teeth changesalso nonlinearly (first is decreasing,secondis increasing).
These nonlinearities generate the relative increasesof the media momentum inside ri<
segmentedworkplace along of the propeller.
Moreover, these teethes can be even hollow. In this case, the medium con par.
continuously not just through segmentedworkplace outside, but also through inner hollo.
spiral teeth.
All previously known solutions of similar equipments allow changesof the pitch and . '
the profile of the spiral teeth only in limited range, and do not comply with exact demands..-
working characteristicsof the equipment.

6. Propeller integrated with the rudder.

The rotors of the new propeller are driven by worm gear built in the front of the stator aru
having a rudder shape.The vertical driving shaft of the engine is placed in the hollow pei
that allows tuming the rudder over 360 degrees;this improves control over the ship (in a
directions, with sufficient power). Both the accuracy and sensitivity is also increased,an;
thus the security of the ship navigation.
The propeller, presentedin Fig. 6, has been designedto have ratio 3:l between medr.
acceleration on the output and the media velocity on the input and for the media volunx
pumping 2 liters per one rotor's revolutior:
It means that in 300 revs per minute, it is possible to have outflow of the media more thar
600 liter/minute at the velocity of approx.140 km/h.

Fig. 6. Functional prototype

188
 The new propeller differs from the common propeller by many advantages.It works
already from very low revs up to the maximum, the transmitted power continuously
increases (limited by the material strength). Propeller rotors inside the stator are also
protected from the contact with the foreign bodies (fishes, nets, ropes, swimmers). Counter-
rotation of the rotor's bi-system eliminates undesirable careenage,which is characteristicfor
classic screw-propellers rotating only in one direction. The cavitations and vibrations are
considerably smaller due to limited turbulences.
The new propeller could be realized only with use of sophisticated computational and
experimental methods, design tools (CAD), technological processes(Rapid Prototyping, NC
machining, precise casting), materials, etc.

7. Conclusion
On the basis of the previous case were illustrated practical usability of TRIZ analytic-
synthetic instruments for effective study and for objective evaluation of presented
inventiorVinnovation.
Authentic Conclusion by inventor " ...even first verbal information about TRIZ
methodology impressedme a lot. As an active inventor, I was very curious, what is about,
but the truth overcame my expectations. I was fairly dragged into the systematic
methodology of creative work even though we used it only partly for evaluating an invention
(engine) and innovation (propeller). I assuredmyself, that knowledge of methodic processes
fastens thinking and searching procedures and reduce random steps of improper solutions.
As an author of an invention being evaluated, I must say, that my concern of the
methodology is not at the end, but in the beginning becausea next ideas during evaluation
arised"

8. References
[1] Devoyno,1.,G.,1991,Improving of technicalsystemsby TRIZ approaches,Minsk, (tr. into Czech,
INDUS,Brno,1996)
[2] Salamatov,Y.,1991,A systemof laws of TechnologyDevelopment, In the book,,Chancefor
adventure",Petrozavodsk,ISBN 5-7545-0337-7 intoCzech,INDUS,Bmo,2000)
(translation
[3] Bu5ov,B., Jirman,P.,Dostiil,V., 1996,TRIZ (VA + ARIZ),INDUS,Liberec(in Czech)
[4] Software:CREAX InnovationSuite3.1
[5] Patent:US 20030012675 Al
[6] Bu5ov,8.,2004, PERNA system- technicalpotentialevaluation(in Czech,for SouthMoravian
Inn. Centre-IIC Brno)
t7l Busov, B., 2005, PERNA propeller - technicalevaluation(in Czech, for South Moravian
InnovationCentre-JIC Brno)
EXPRESS-ANALYSIS OF SYSTEMS AND NEW SYSTEMS
SYNTHESIS BASED ON INTERACTIONS CAUSALITY
SCHEME
Unified approach to designs and technologies

Boris Axelrod
Algorithm, St.Petersburg, Russia
Boris.Axelrod@algo-spb.com
Abstract
A multipurpose methodology of express-analysis of situations and problem statement is
being developed. The proposed methodology is an express version of full-scale approach
to analysis of systems developed by the author as a universal analytical tool. The
methodology operates in terms of interactions. The methodology central point is the
construction of interactions scheme for an engineering system under analysis.
The proposed approach is characterized by essential novelty. A number of
methodological super-effects taken together result in a system-level methodological
super-effect. Essential labor input reduction is provided with high efficiency of analysis
being preserved.
The main consequence of system-level methodological effect is high efficiency of the
methodology application for synthesis of new engineering systems. The methodology
application is illustrated by an example.
Keywords: new products, system synthesis, trimming, interactions, causality scheme,
TRIZ, root disadvantages, principle of operation

1. Introduction
In previous works [1, 2], the author demonstrated basic disadvantages of "classical"
methodology accepted within the system of TRIZ+VEA [3, 4].

1. It is essentially important, whether an engineering system (ES) is regarded as a

structural unit (design) or as a technology (process). Essential difference between these two
cases in approaches to the ES analysis creates a number of methodological problems.
Sometimes it leads to the equivocal character of subsequent analytical procedures.

2. Low information content of the functional model and rank denotation does not enable
to understand the cause/effect and logics-and-time relationships between the components of
the model; it hinders the statement of problems and their solving, and demands obligatory
special constructing of expanded cause/effect chains of the system disadvantages.
Genetically inherited methodological problems, which are not solved in the basic VEA
methodology, "mutate" and are intensified in attempts to perform express analysis based on
ordinary VEA.
 As a result logical and target-oriented express-analysis is difficult to perform and is
often substituted by intensive "brain storming". The proposed approach gives methodicalness
to this “attack”. Moreover it also ensures effective new ES synthesis.

2. Basic innovations and their main consequences

The proposed approach presupposes preservation of all basic principles of constructing
the model of an engineering system, developed by the author in [1, 2, 5, 6], with certain
additions.
1. Identification of functional principle of operation (FPO) for ES.
2. Construction of interactions (actions) causality scheme – ICS used in the analysis as ES
model (instead of conventional functional model):
The scheme takes the following factors into account:
а) correlation between the interaction and FPO of the system;
b) cause/effect and logics-and-time relationships between interactions;
c) some harmful interactions inside ES as well as between ES and supersystem (SS).
In contrast to conventional VEA, construction of Function Model (FM) is not performed in
the proposed methodology. Besides, ranking of the scheme elements is not obligatory.
Practice showed that the indicated innovations have good correspondence with the
requirements of express analysis. It is associated with quite a number of non-obvious
consequences resulting from the main ideas of the new approach. Some of them are as
follows:

1. Selection of system components for problem statement including the trimming problems is
simplified, if the ICS is used.
2. Proposed methodology ensures goal-oriented effective narrowing of areas of study of
cause-effect chains of system disadvantages.
3. The methodology (partly or completely) eliminates the problem of individual study of
harmful functions. They naturally fit into the general scheme of ICS as a constituent of
harmful interactions.
4. If needed, the problems formulated in terms of interactions can be further "reworded" in
ordinary terms of VEA (value engineering analysis). However, in a number of cases such
"functional" wording in terms of interactions enables to easily attain the problem statement
in the form of a contradiction and to find the solution fast.
Besides, ICS can function as an effective tool not only for trimming procedure, but also for
other kinds of analysis in TRIZ. Therefore, ICS analysis also enables to facilitate the
fulfillment of all the stages of consulting project.
These and a number of other reasons make for a series of super effects and an integral result
- system-level methodological effect. A number of reasons for obtaining this effect will be
analyzed below.
The concepts of main product flow and flow of bonds along the target chain that the author
developed earlier [2, 5, 6], could ensure further enhancement of efficiency. However this is
beyond the scope of the present article.
Simplified approach to selection of objects for problem statement was also proposed in the
mentioned publications. That approach is based on the system of micro-standards. The
essence of the approach is in the identification of "resultant vector" ("vector of
convergence") based on the results of using simplified rules and identification of candidates
for trimming procedure [6]. Development of corresponding software could open especially
promising opportunities for this.

3. Functional principle of operation, causality relationship between interactions and

excessiveness
1. The starting point for the methodology application is the identification of the functional
operation principle of ES.
Definition. Functional principle of ES operation (hereinafter referred to as FPO)
predetermines the actions, without which the main function of the given ES cannot be
performed to any degree.
2. Another important notion is the pre-determination of one interaction by the other. This is
understood as a situation, when
• High-quality performance of one interaction requires the performance of another one
or
• Performance of one interaction leads to performance/existence of another one.
In these cases it is possible to say that the first interaction "generates" the second one.
3. In [1] the notion of "excessiveness of causality or of cause/effect connections" (hereinafter
referred to as excessiveness) is also introduced. The higher the factor of excessiveness of
interaction, the higher is the expediency of trimming it. This notion is used in the full version
of the methodology to interpret the meaning of ranking interactions.

4. Sequence of methodological procedures

1. Structural model of ES or matrix of interactions between its components is constructed
2. FPO is identified.
3. Interactions predetermined directly by FPO ("principle" or "primary" interactions) are
identified.
4. Interactions associated with the "primary" ones are identified. ICS is constructed
according to the developed rules.
5. Interactions, which are characterized by the highest potentiality in terms of statement of
trimming problems, are identified.
6. Problems are formulated according to the developed rules for trimming. Problems are
formulated in terms of interactions.
7. Optional stage: problems can be easily reformulated in terms of functions and ES
components.
5. Principle of ICS construction
1. According to the above, interactions which are pre-determined by the FPO of ES are
identified. They have the status of primary ones and can be denoted by the letter P (P-
actions).
If there are several P-actions, the minimum index of excessiveness is given to the action
corresponding to the main function (MF) of ES.
The following action can be accepted as "generating" or "parent" when applied to the
analyzed P-action:
• P-action preceding the analyzed one in the meaning of cause/temporal connections
or
• Action of one of objects of the supersystem associated with the analyzed P-action.
For P-actions and for interactions between ES and SS it can happen that the "parent"
interaction does not exist.
2. Then the interactions which are directly associated with the P-actions should be identified.
The link between a P-action and the other action could be determined in terms of forced,
intentional or "natural" relation.
3. Further, for all the actions which are distanced from P-actions in a chain of preceding
and/or succeeding actions, the same rules are successively used.
Finally the chains of "pre-determination" which can start from each of P-actions are
constructed. The chains can branch, intersect and collide.

6. Rules of ICS constructing

Construction of ICS of optimum volume is the most appropriate for the practice of
express-projects, as well as for the development of simplified computer programs. It
includes:
• Useful interactions and their relationships (and hence, functional relationships)
• The most topical undesirable or harmful interactions (functional relationships).
1. All interactions identified within the field of analysis and reflected in the source scheme
should be connected by arrows in accordance with the type of causality of relationships
between them (see Fig.1).
2. Four types of lines are used for designation of causality relationships. The rules of using
them are as follows.
2.1. The given analyzed action is generated as a result of non-ideal performance of
another ("parent") action. Such situation is possible in several cases.
2.1.1. «Pre-action» is the action preventing disadvantages, including potential ones, of
another interaction. In other words, pre-action generates the grounds for more
effective performance of another interaction (than it would be without it). Therefore
pre-action is actually generated by this consequent interaction, i.e. by its non-ideality.
In Fig.1 the link between pre-action A and action B, which in fact generates A, is
denoted with the dashed arrow.
2.1.2. «After-action» is the action, which is pre-determined by insufficient result of
some other action that precedes it. After-action is generated by non-ideality of the
preceding interaction; it is the "inheritor" of this action.
 Note. The case of applying this rule to the analyzed action can be variable, for example,
be caused by the following:
А) The object of the preceding action should be (still) modified or protected from
undesirable modification, and the analyzed action provides for this.
Б) Analyzed interaction is an undesirable (harmful) sequence of the preceding one.
In Fig.1 the interaction between after-action B and action A, which generates B, is
denoted by:
• a thin solid arrow, if the interaction B is useful, and
• a multi-arrow, if the interaction B is harmful.
2.2. "Natural"-actions: the given analyzed action does not fall under rules 2.1.1 or 2.1.2
and, at the same time, is:
А) natural result of a preceding ("parent") action or
B) natural ground ("is performed in order to...") for a subsequent action, that is "parent"
for the former one.
Natural-action (N-action) could be both among the "primary" actions and among other
actions. N-action obviously cannot be the only P-action. The link between N-action and
the action parent for it is denoted by a thick arrow.
This procedure results in ICS that may have a complicated structure..

For natural - actions (rule 2.2)
Interaction B is a natural
result of interaction A, or
interaction A is the ground
for the perform ance of B
For after -actions (rule 2.1.2) For pre -actions (rule 2.1.1)
Presence of interaction B is a result of Interaction A prevents the
disadvantages of performance of interaction A disadvantages, (including
potential ones) of
B - useful B - harmful subsequent interac tion B
action action

A A A A

B B B B

Fig.1. Denotation of relationships on the interactions causality

7. Notes on formulation of
interactions - elements of ICS
The only requirement for the formulation of interaction (action) is a brief, but very exact
definition of their essence. It usually includes action, its subject and object ("Oxidizer
diffuses into tooth".). However, the following structures are admissible and, moreover, useful
and instrumental:
• Formulation of the action using reflexive form of the verb ("Oxidation of pigment gets
decelerated").
• Formulation can include additional information on subject, object or situation ("Tray
holds itself with its edges by teeth and gums ", "Tray prevents the whitener from flowing
out"), characteristic of the action ("Tray edges poorly contact with gums and teeth") or
additional objects.
• A phenomenon, feature or parameter can lexically perform (in the sentence) the function
of an object or a subject ("Oxidizer concentration is predetermined by safety for
mucosa", "Oxidation of pigment gets decelerated"). At that the interaction often takes
the form of a unit of more than one interactions actually relating to a lower hierarchical
level.
• The object of action can be absent ("Whitener flows into mouth cavity")
• The subject of action can be absent. At that it can be included in the analyzed
component model or it can be implied as a "third party" ("Oxidizer concentration is
determined by its safety for mucosa»).
Note 1. As a rule, the last two paragraphs correspond to the situation, when some
"latent" components of supersystem (SS) perform the functions of a subject and an
object.
Note 2. The problem of identification of an object and a subject in the proposed
methodology is not essential whatsoever. This is due to the invariant character of new
formulation of trimming rules as related to the choice of object and subject.

8. Choosing an interaction to formulate a task. Set of rules for trimming interactions

Upon ICS construction, quite a wide field for next steps is open for a problem solver.
Those who like the algorithmic style may use strict ranking of interactions and accurate set
of rules to formulate tasks for trimming [1]. The very important thing is that if someone
formulates a task for trimming in terms of interactions, such a formulation may be
purposefully converted into other kinds of formulations, not necessarily as trimming tasks.
On the other hand, solvers who prefer a sort of "brainstorming style" may find the objects for
purposeful formulating tasks through finding the "resultant vector" based on simplified rules
[6]. They may further, for example, formulate tasks based on "portraits of solution", or use
other approaches.
Certainly, the best results might be obtained when these approaches are combined. It works
particularly effectively if some members of a team have different types of mentality.
Unfortunately volume restrictions of this article force to omit many explanations and
nuances.

9. Case study: Tooth whitening system.

The following case study analysis is based on actual results of a consulting project,
conceptual part of which was led by the author.

Break-through in one blow - a lot can be learned from P&G:

“In the United States, Whitestrips have annual sales of about $300
million, making it the No. 1 tooth-whitening product” ([7],
http://cincinnati.bizjournals.com/cincinnati/stories/2003/10/27/daily4
7.html)
This example illustrates:
• Actual application of new methodological approaches
• Effectiveness of incorporation of harmful interactions into ICS
• Simplicity of application of new rules for trimming, though they may seem difficult at
first glance.
• Effectiveness of methodology, when it is used for conceptual development of new
products.
Let us analyze a home teeth whitening system, which as far back as in 1980-1990-ies was
used on a large scale (Fig.2).
Whitener The device consists of a polymer tray, fitted over
Tray
teeth. The polymer tray contains a whitening gel with
Pigment an oxidizer. To avoid the penetration of the whitener
into a mouth cavity and saliva into the whitener, the
tray edges bear against the surface of gums or of
teeth. The oxidizer diffuses from gel into the tooth,
Gum Tooth reaches spots and discolors them.
The ES includes tray and whitener. The SS
includes teeth and pigment in them, as well as gums
and mucosa of mouth cavity.
Disadvantages: the tray is fitted for the entire night,
Fig.2 Initial teeth whitening system this is inconvenient; prolonged wearing of the tray
leads to irritation of mucosa by the edges of tray and
by gel, which inevitably leaks out; etc. A new product was needed to avoid the
disadvantages.
ES analysis leads to ICS presented in Fig.3 in a simplified version. Three interactions
determining the system’s FPO are blue-marked.
According to the general problem statement, it is not possible to ignore harmful
interactions here. Thus, a number of them are shown in ICS (marked yellow). Significant
part of them reflects the relationships between the ES components and the SS elements.
These interrelationships and, consequently, corresponding components of SS turned out to be
methodologically involved into analysis.
Let us analyze the action "Whitener flows into the mouth cavity". A chain of after-
actions, of which not every action seemed to be harmful earlier, follows it. In particular, they
include the action performed in SS at the stage of whitener manufacturing: "Oxidizer
concentration is determined by the safety for mucosa" (marked violet), i.e. such value is
selected which is lower than the maximum effective concentration. Latent part of SS has
appeared to be involved in the analysis that is a technology of whitener manufacturing. This
ES disadvantage – potentially reduced whitening activity – was not planned to be included in
ICS in advance. If the analysis was performed according to the "classical" methodology, the
corresponding problem could be stated after the building cause/effect chains of
disadvantages. In our example, this analytical stage appeared to be trimmed.
This example illustrates one of the methodology supereffects: purposeful involvement in
the analysis of some latent actions in SS, which we have not analyzed before, especially as
harmful for the system. We quickly obtained additional result: if the problem of whitener
pouring-out is solved, it will be possible to increase the concentration of the oxidizer.
Consequently, the increase in the effectiveness of the entire whitening process will be even
greater.
Tray embraces Tray disturbs teeth Tray irritates
tooth occlusion gums

Tray holds itself Tray edges "poorly" Saliva gets into

with its edges by contact with gums whitener and
teeth and gums and teeth spoils the latter

Whitener and Whitener

Tray prevents saliva get irritates
whitener from underneath the gums
flowing out tray edges
Whitener Whitener
flows into irritates
mouth cavity mucosa

Oxidizer
Whitener Oxidizer Oxidizer Oxidation of
concentration is
contacts with diffuses into decolorizes pigment gets
determined by
tooth tooth pigment decelerated
safety for mucosa

Fig.3. Interactions causality scheme for the system of home teeth whitening

The "resultant vector" obtained according to the simplified rules for choosing objects for
trimming (which are not considered in this article) points at the interaction "Tray prevents
whitener from flowing out" as the most prospective for trimming.
Stating the problem on trimming immediately yields the proposal: The whitener should itself
adhere to the walls of the tray and the surface of the tooth. We selected this problem on
purpose and quickly singled it out from a multitude of problems, which are associated with
the given ES. By the way, the next reformulation is worded in such a way as if it is obtained
from ARIZ: The whitener should itself adhere to the surface of the tooth, concurrently
holding protective tray. It is also possible to state a deeper problem further on; however, the
goal of our analysis - to illustrate the proposed methodology - has already been attained.
Having constructed ICS and having used the proposed rules, we:
• performed a deep study of ES • identified non-obvious supereffect of the
solution - possibility to increase the
• Identified latent interactions concentration of oxidizer in the whitener.
with SS
• actually obtained the portrait of • performed it all quickly.
the solution
Appropriate solutions could be found, for example, in several patents owned by
Procter&Gamble [8.1-8.9, and others]. This successive set of patents covers many issues
related to tooth whitening systems, methods for their application and whitening substances.
The essence of the majority of patented solutions is as follows. A thin layer of such
substance is applied onto a strip of polymer material that is characterized by good adhesion
to human teeth and that at the same time has an active oxidizer as one of its components. A
thin layer of a substance, that is characterized by good adhesion to human teeth and that at
the same time has an active oxidizer as one of its components, is applied onto a strip of
polymer material. When this strip is "glued" to teeth, the diffusion of oxidizer molecules into
the tooth begins, which results in decolorizing pigments.
Besides, additional solutions are described in different patents and applications for patents
(e.g. special pockets on polymer strip that serve as additional reservoirs for the whitening
agent, etc.).
Such a 'burst" of "homologous" solutions (see [9]) explicitly proves that a successful
new system has been synthesized.
As we can see, the claimed solutions practically reflect the portrait "depicted" above. This
seemingly simple, but radical improvement of the system has been waiting for its proper time
for approximately 10 years from the moment when home teeth whitening have been widely
applied.

10. Main factors of labor input reduction when modeling and analyzing system
1. Chain character of ICS allows to trim all kinds of formal ranking. Neither ranking of
functions (used in conventional VEA), nor ranking of interactions according to the rules of
[1] is required.
2. Elimination of necessity for introducing a number of harmful functions into any kind of
scheme. Instead, the most significant harmful interactions are purposefully involved
according to the methodology rules.
3. There is no necessity any longer in constructing and analyzing the full set of cause-effect
chains of disadvantages.
4. Purposeful and effective narrowing of areas of study of cause-effect chains of ES
disadvantages.
Thus, a number of time-consuming steps of conventional system analyzing process are
"trimmed" completely or partly.

11. Systemic methodological effects

Express version of the proposed methodology possesses all the methodological
supereffects which the full version has [1]. These supereffects, in their turn, lead to a number
of methodological supereffects of a system level:
1. High degree of generalization is combined with a high instrumentality of the methodology.
2. Actions of the supersystem components promising for problem statement are
automatically "drawn" into ICS. Sometimes this happens with a supersystem part that
initially was not included in the preliminary analysis.
3. Proposed trimming rules often enable to formulate a particular problem at once, with
regard to cause/effect and other relationships of causality visualized in ICS. In a number of
cases such wording in terms of interactions enables to attain the statement of the problem in
the form of a contradiction easily and to find the solution quickly.
4. Problem statement in respect to interactions facilitates taking the specifics of a situation
into account - namely, constraints, features and parameters of interaction subject and object.
5. The methodology stimulates the multi-screen thinking. Cause-effect relationships between
interactions are clearly reflected in ES model. This enables to use the System Operator
effectively.
A set of methodological supereffects ensures overall system-level supereffect. This is most
explicitly expressed in the fact that the methodology, initially intended for analysis,
efficiently brings us to a synthesis-based result - concepts of new ES.

12. Conclusions: potential and perspectives of the methodology, applications and

limitations
The presented express-version of the developed approach certainly has some limitations.
First of all, it does not suppose to provide for very deep analysis, as well as all other express-
techniques. Then, at the current stage of its evolution, which is actually initial, the proposed
approach has some "grey zones" that are supposed to be worked on in future. The last relates
to the full version of the methodology, too. For example, it does not correlate now with the
conventional VEA in its value analysis part. From the practical standpoint, the main
difficulty now lies in determination of the degree of detailing interactions under
consideration: which interactions should be considered better at general level, and which
ones at deeper level. This difficulty is a sort of "pay" for reducing total labor expenditure and
it is supposed to be reduced as the methodology develops.
Proposed methodology ensures broad horizons for further development. The main potential
result is the development of integral methodology including efficient synthesis of new
systems.
1. First of all, it is obvious that quite a number of particular issues require refinement and
optimization.
2. Much more important are opportunities that appear if we additionally study the flow of
main product and the flow of bonds along the target chain. These directions for broadening
the scope of methodology did find no reflection in this article nor in the previous [1] one.
3. Still broader horizons open in the combination of this methodology and the methodology
for problem-oriented action-based search [9]. Both of the developed methodologies are
characterized by system-level methodological supereffects. The listed publications reveal
new approaches to all project stages: search and analysis of information; ES analysis;
reaching solutions and synthesis of new systems.
4. Probably integral application of these methodologies should, in their turn, lead to a good
result. Anticipated supereffect is a still more efficient synthesis of new systems. The author
plans to develop such integral methodology in future.
5. It is the author’s opinion that high potential of the methodology for software products
development is quite promising.
References
1. B.Axelrod. Interactions Causality Scheme as a Tool For Situation Analysis and Problem Statement.
TRIZ Journal, 2005, October, N.1 (14), pp.44-51.
2. B.M.Axelrod. "Designs and Technologies: Unified Methodology for Ranking Functions and
Trimming Components". TRIZ Journal, 1995, No.1, pp.58-62.
3. S.S.Litvin, V.M.Gerasimov, et al. "Fundamentals of the Methodology for Value-Engineering
Analysis Performance". M., Inform-FSA, 1991. 40 pages.
4. V.M.Gerasimov, S.S.Litvin. "Fundamentals of the Methodology for Value-Engineering Analysis
Performance". TRIZ Journal, 3.2. 1992, pp.7-45.
5. B.M.Axelrod. "New tool for situation analysis and problem statement: rank scheme of cause-effect
relationships, and other explanations to the article: "Unified Methodology for Ranking Functions
and Trimming Components". Scientific-and-practical Conference on the use of TRIZ in artificial
intellect systems. Minsk, IMCorp Co., January, 1996
6. B.M.Axelrod. "Methodology of Express Analysis based on Unified Methodology for Ranking
Functions and Trimming Components". Scientific-and-practical Conference on the use of TRIZ in
artificial intellect systems. Minsk, IMCorp Co., January, 1996
7. Business Courier, Cincinnati: P&G to start selling Whitestrips in China. October 31, 2003.
http://cincinnati.bizjournals.com/cincinnati/stories/2003/10/27/daily47.html
8.1-8.9. 8.1. US patent #5879691, 1999; 8.2. US patent #5891453, 1999; 8.3. US patent #5989569,
1999; 8.4. US patent #6551579, 2003; 8.5. US patent #6582708, 2003; 8.6. US patent application
#20030219389, 2003; 8.7. US patent application #20040033205, 2004; 8.8. US patent application
#20040120903, 2004; 8.9. US patent application #20050019277, 2005.
9. B.Axelrod. New search and problem-solving TRIZ tool: Methodology For Action & Problem
Oriented Search (APOS) Based On The Analysis Of Patent Documents //TRIZ Future 2005. Graz,
Austria. 2005, November 16-18. University of Leoben. pp.325-345.
 FUNCTIONAL CLUES

Aleksey Pinyayev
Procter & Gamble
pinyayev.a@pg.com

Abstract
This paper describes a new problem definition and solution method – a system of the Functional
Clues. The system of the Functional Clues aims at addressing one of the most important
contradictions in TRIZ: how to make problem solving tools more specific and targeted without
losing their universality. A Functional Clue is a combination of a well-defined functional mini-
diagram of the problem called Application Condition and a functional solution of the problem
called Recommendation. The system of the Functional Clues contains 14 typical Application
Conditions and hundreds of Recommendations. The Application Conditions are used to find
applicable Recommendations. Recommendations use words taken from Application Condition in
order to make them problem-specific. The system of Functional Clues was used in a number of
product and process development projects with consistent success.

1. Introduction
Functional analysis and graphical functional diagrams are widely used in TRIZ as
problem definition tools and as the pre-requisites for Trimming. This paper suggests a way to
further develop the ideas of functional analysis to make it suitable for solving inventive
problems in addition to its problem definition capability. After application of functional
analysis to a wide variety of
technical challenges, it
became apparent that most of
them can be described by a
limited number of typical
functional diagrams.
Additionally, each of these
typical functional problems
can be successfully addressed
by a well-defined set of
functional solutions. A
functional “formula”
combining a typical
functional problem model
with a typical functional
solution of this problem was
dubbed Functional Clue and
is a subject of the present
paper.

2. Functional Analysis
Functional analysis of a
Fig. 1. Functional Diagram of Window Cleaning
problem is a pre-requisite for
using Functional Clues. Fig.1
represents the functional diagram of a residential window cleaning process. The analysis was
done with intent to make the task easier.
In this process, the customer uses a hand sprayer to apply a cleaning solution
(chemistry) onto the glass surface and a paper towel to remove the chemistry along with
contaminants.
Many specific problems can be defined within this functional diagram. In order to apply
Clues, one “zooms into” a subset of the functional diagram which contains a component and
no more than two actions coming from or to this component. For example, one can “zoom
into” the interaction between chemistry and contaminant. We see that chemistry performs
two different insufficient actions, “release” and “dissolve”. In the next chapter, we will see
how one of the Clues can be used to improve this interaction.

subject subject 1 subject 2

action 1 action 2 action 1 action 2

object object

Application Condition Recommendation

Fig. 2. Example of a Functional Clue

3. Functional Clue
An example of a Functional Clue is: If a Subject performs several Actions and at least
one of them is insufficient, assign a specialized Subject to each of the insufficient Actions.
Liquid handling in a baby diaper illustrates this Clue. Early diaper designs had a
cellulose fiber-based core which struggled to perform all important liquid handling actions -
acquisition, distribution and storage - at once. Over the years, a multi-layer diaper design was
developed where each layer was optimized for its respective function.
We use the name Application Condition for the left part of the functional formula – the
combination of a component, one or two actions and their objects. The right part of the
formula will be called Recommendation. These are two parts of a Functional Clue. The
Recommendation can be customized by using words taken from the Application Condition.
In the diaper core example above, the customized Recommendation would read like this:
Assign a specialized core to each of the insufficient actions - Acquisition, Distribution and
Storage. Such a general recommendation covers a wide range of similar problems and, at the
same time, it is specific enough to make a practical solution of the problem very transparent.
In the window cleaning example, the chemistry-contaminant interaction also falls under
this Clue. The customized recommendation reads as follows: Assign a specialized Chemistry
to each of the insufficient actions – “release” and “dissolve”. This Recommendation may
prompt one to think about dual-action chemistry: the first component (reaction chemical)
activates release of the contaminant from the surface of the glass by cracking down the
contaminant films and deposits in order to “prepare the ground” for the other component
(solvent), which does its work through the entire thickness of the contaminant and not only
its surface. One can apply such chemistry to the surface of the glass, leave it there for a little
while to let reaction chemical do its work, follow with solvent application and then wipe
away the solvent with contaminant.
Alternatively, the reaction chemical can be designed such that it adheres to the contaminant,
dries out and forms a cracked film (think about dry cracked mud), which is then easily
removed by vacuum cleaning.

4. System of Functional Clues

The current system of Functional Clues is categorized by the Application Conditions.
We found 14 typical Application Conditions (see Fig. 3), equally split between
insufficient/excessive and harmful actions. Each of these Conditions is linked to several
functional Recommendations. The number of Recommendations linked to a Condition varies
from hundreds (U1) to less than a dozen (U4). Brief descriptions of the Application
Conditions are given below.

• U1: How to perform the function?

This is the most common kind of functional problems. Examples from TRIZ literature:
“how to measure the height of a cave”, “how to raise a sunken ship”, “how to remove an ice
cube from the freezer tray”. These problems are all about finding a Subject which can
perform the required function. The Recommendations provided in this class do not try to
describe all possible ways of performing all possible functions which would be an honorable
but next to impossible task. Instead, the Recommendations include universal suggestions
such as “Instead of measuring the Object, measure its UV, visible or infrared image” or
“Consider using intermittent Action instead of continuous Action”. You already understand
by now that the specific Recommendation will use the actual terms used to define the
function instead of the general words “Action” and “Object”.
U – Insufficient/Excessive
H - Harmful

Fig. 3. Application Conditions.

 • U2: How to improve the function?
The difference of this class from U1 is that here we know how to perform the function
and would like to keep using the same Subject, we just need to improve the interaction
between the Subject and Object. Examples are “how to improve heat transfer in the existing
design of a heat exchanger”, “how to increase cutting speed of a water jet”, “how to
distribute liquid in a baby diaper faster”. The results one gets from U2 recommendations
keep the same Subject and either add something to it (add abrasive particles into
water jet) or change its features (use surface protrusions in heat exchanger, orient fibers of
the distribution layer in preferred direction).

• U3: The same action is both insufficient and excessive.

Think about a reason behind copper cladding at the bottom of a cookware. The cladding
solves the problem of the U3 type: in the regular cooking pot, the action “heat” is excessive
where the flame touches the pot and insufficient everywhere else. Nobody wants their stew
burnt in some places and undercooked in others, so the cladding addresses this problem by
improving heat transfer. A function can also be normal or excessive at some time periods and
insufficient in others. For example, the wings of a regular aircraft over-perform their useful
function in flight due to extra area required for take-off. During take-off, this same function
is underperformed, hence excessive aircraft velocity is needed. A variable geometry wing
overcomes this contradiction by flexibly adjusting the wing area to the flight conditions.

• U4 and U5: Subject can be optimized for one function or another but not both
of them together.
We already reviewed U4 in previous chapters. U5 differs from it only because functions
are performed on different objects. In reality, it is not always easy to draw the line between
U4 and U5. For example, Object 1 and Object 2 can be parts of the same thing. We keep U4
and U5 separate for exactly that reason: if it can be done both ways, this is how we must be
prepared to use them. U4 an U5 share the same pool of Recommendations.

• U6: Excessive action

A wood drill bit seemed to be the perfect solution for what its name stands for: making
holes in wood, until it was realized that its function is excessive because it removes too much
material. This understanding alone was almost enough to come up with a new tool which
localized the action in space. The invention yields a hole in a material and a wooden
cylinder, literally “taken away” from the inside of the hole. No wooden shavings any more!
At least, not nearly as much as before.
Some problems related to excessive functions can be resolved in time. A piece of
equipment in our labs was difficult to study because of high throughput. Scaling down was
not possible due to physics of operation. Fortunately, the equipment could be turned on and
off almost instantly, so we could use short pulses to limit the size of samples we ran through.

• U7: Insufficient action caused by variations of Subject, Object or Action

U7 occurs when the Subject is optimized for a certain combination of Object’s
parameters and becomes sub-optimal when these parameters change. Laundry detergent, for
instance, is optimized for a certain level of soiling of the washing machine load.
Unfortunately, there is no consumer-friendly way of defining this level, which varies widely
load to load. As a result, consumers either over-spend on expensive detergent or end up with
insufficient cleaning. One of the Recommendations in U7 category suggests measuring
parameters of the Object and adjusting the Subject accordingly. It can be easily done in a
washer with an automatic detergent dispenser. The machine can measure turbidity of the
water during the wash cycle which is proportional to the level of soiling and add optimal
amount of detergent as needed.

• H1: Harmful action

A classic example of a harmful action is corrosion. A wide variety of Recommendations
can be classified as Prevention, Minimization and Correction. Corrosion engineering offers
excellent examples of typical solutions for the H1 class such as protective substances
(applied and reactive coatings), redirection of harmful action to a different object (cathodic
protection), using harmful action itself for building a protective layer (passivation) and
others.

• H2 and H3: Subject performs both useful and harmful actions

Dental cavity preparation work is common example. A useful function of the drill is to
remove contaminants and deposits (from the cavity’s surfaces). Harmful action is heating the
tooth. A great variety of methods are available for dealing with the problems of that kind.
Among them are changing the Subject (laser beam instead of mechanical drill), performing
the useful action at a high speed (high-speed drills) and compensation of the harmful action
with the opposite action (cooling tooth down during treatment). Similar to U4 an U5, it is not
always easy to draw the demarcation line between H2 and H3. Nevertheless,
Recommendation pools for these two classes overlap only partially.

• H4: Concurring useful and harmful actions

Problems of this kind are inevitable in mechanical cutting tools: tool cuts the material
and material blunts the tool. Another example known in TRIZ literature is wearing out an
elbow in a piping system used to transfer the ore-in-water mixture. The master
Recommendation for this class of functional problems stems from TRIZ standards and
suggests using a protective substance between Subject and Object in such a way that this
substance protects the Subject without deterioration of its performance. It is recommended to
consider making this protective substance by modifying Subject or Object before using
external resources. For cutting tools, such Recommendation results in various surface
treatments of the tool, wear-resistant alloy inserts, plating and such. In TRIZ literature, a
well-known solution for ore-in-water mixture problem is to modify the elbow such that it
collects some of the product which forms the protection layer. Modifications include
expanding part of the elbow to create “collection cavity”, applying magnetic field from the
elbow’s external wall and others.

• H5 and H6: Interfering object

In papermaking as well as in many other areas, performance of the system is
compromised by the deposits originating from the product which accumulate on working
surfaces and begin interfering with important process functions. In papermaking, vulnerable
areas include drying drums and paper carrying belts. Paper fibers plug small openings used
to convey hot air to the dried sheet and the efficiency of the process goes down. A typical
compromise is to interrupt line operation, remove contaminated parts and clean them. The
Functional Clue H6 proposes a different approach: removing the interfering object right in
the process of performing the useful function (on-line cleaning). A similar approach to a
different problem: the nozzle of a hair spray gets clogged by the product drying out inside
the nozzle’s exit. According to the Clue, the clog needs to be removed right in the process of
spraying. The exit of the nozzle was modified to form an outwardly extending cone. This
new geometry changed the balance of forces at the exit and pressurized product could now
easily remove the clog. A similar solution can be seen in some aerosol paint cans.

• H7: Interfering subjects

Common examples are short circuits or component interference due to thermal
expansion. Recommendations include spacing, creating voids, compensation with an
opposite action, alternating of useful actions and others.

5. Research Method
The basics of functional analysis used in this paper are described in [2, 3]. The first
paper on Functional Clues was published in 1995 [4], although the term itself was not used at
that time. The author also used some of the functional analysis ideas described in [5]. The
system of 40 TRIZ Principles for resolving technical contradictions [1] along with all sub-
Principles was the knowledge base used to build the Functional Clues. Standards were also
used but to a limited extent. In order to find the Clues, functional analysis was done for the
examples illustrating each Principle. A total of approximately 400 examples were
considered. Functional mini-diagrams (which later became Application Conditions) were
extracted from the functional models. Each mini-diagram contained one component and no
more than two actions coming to or from this component. The solutions suggested in the
examples were also written in the form of functional statements or diagrams related to the
original mini-diagrams of the problems. These solutions (which became Recommendations)
were categorized by their respective Application Conditions.

6. Discussion
The system of Functional Clues aims at addressing one of the most important
contradictions in TRIZ: how to make problem solving tools more specific and targeted
without losing their universality. Our new system is based on the discovery that a vast
number of inventive problems can be described by a limited number of functional diagrams,
or Application Conditions. This system is more targeted than existing TRIZ tools (Principles,
Standards and Trends) because it rests upon specific functional statements, called
Recommendations, which are tied up to the original problem statement in a functional form.
Because of this structure, the total number of Recommendations in the system exceeds the
number of Principles (with sub-Principles), Standards and Trends taken together, which
inevitably poses a question about navigation in such a knowledge base beyond the initial
Application Conditions. The answer to this question lies in the structure of a function. The
Recommendations knowledge base can be organized by typical generalized actions and
objects. This approach should work seamlessly with semantic search technology, which
should be the subject of further research.

7. Conclusions
The system of Functional Clues is a new problem definition and solution tool in TRIZ. It
is based on the developments in such TRIZ tools as Principles, Standards and Trends and it is
intended to be both more universal and more specific. Functional Clues are based on the
ideas of functional analysis and this is why functions play a critical role in each aspect of the
Clues, whether it is Application Condition, Recommendation or navigation in Clues’
knowledge base. Practical application of Clues proves them to be universal, powerful and
easy-to-use problem solving method.

8. References
1. Genrich Altshuller (1998): “40 Principles: TRIZ Keys to Technical Innovation.” Technical
Innovation Center, Inc., Worcester, MA
2. V.M. Gerasimov, S.S. Litvin (1992): “Osnovnye polozheniya metodiki provedeniya
funktsionalno-stoimostnogo analiza. Metodicheskiye rekomendatsyi.” Parts 4 and 5. TRIZ
Journal, 3.2.1992. (in Russian)
3. S.S. Litvin, V.M. Gerasimov (1991): “Osnovnye polozheniya metodiki provedeniya
funktsionalno-stoimostnogo analiza. Metodicheskiye rekomendatsyi.” Inform-FSA, Moscow,
Russia (in Russian)
4. A.M. Pinyayev (1995): “Trevozhnyi chemodanchik izobretatelya” TRIZ Journal 1 (№10) (in
Russian)
5. A.M. Pinyayev (1990): “Funktsionalnyi analiz izobretatelskih situatsii” TRIZ Journal 1 (№1) (in
Russian)
 CASE STUDY OF INNOVATIVE PROJECT OF SHOE DRYING
ACCELERATION

Valery Pavlov
Certified TRIZ expert, Russia; Saint - Petersburg; Research Center "Algorithm"
e-mail address Pavlov.Valery@algo-spb.com

Abstract
An example under consideration demonstrates the process of solving of engineering
problem of shoe drying acceleration within the frames of consulting project.
The case study describes in detail the arrival to a solution with the use of the Smart Little
People Modeling method has been shown.
Heretofore the Smart Little People Modeling method was used for the construction of
contradiction scheme on the flat drawing.
It is suggested to use a 3D pictorial representation of Smart Little People action for the
purpose of identifying an engineering solution for a problem.
Keywords: (Smart Little People Modeling, TRIZ , ARIZ, Secondary Problem.

1. Introduction
A new product was created for footwear washing - a special detergent. Footwear gets
fairly soaked during the process of washing and it requires a lot of time to dry it. Marketing
research showed that for the sake of successful promotion of the product it is necessary to
reduce the drying of soaked footwear to 1 hour.
One of the problems associated with drying a shoe that has undergone an immersion
cleaning process is that the known processes are often slow and sometimes require extended
drying times. For example, one of the more common means of drying a shoe is through a
device that forces hot air into the shoe's interior. This type of device can require two or more
hours to wearably dry a shoe that has been immersed. Therefore, it would be desirable to
reduce the drying time for shoes that have undergone an immersion cleaning process and
have retained high levels of water.
Steps for solving the problem for acceleration of footwear drying in the course of
consulting project are shown below.
Flow analysis of ordinary shoe drying using a fan showed that one of the reasons for low
drying rate is the fact that the flow of dry air non-uniformly blows round the shoe surface.
Dry air is fed to the tip of the shoe through a flexible tube (see Figure 1). Near the tube dry
air dries the material of the shoe, gets saturated with water vapors and becomes humid.
Further on, humid air moves along the surface of the shoe, but since the air is saturated with
water vapors, it does not continue to dry the surface of shoe. The air dries only one part of
the shoe, which is close to the tube end and does not dry another part, which is far from the
tube end. Because of that the shoe gets dry non-uniformly and for a long time.
Thus, one of the key disadvantages was found: "Increase of air humidity during the
motion of air along the shoe". Key problem was formulated "How to direct air (using a shoe
dryer with fan & heater) perpendicular to the shoe surface?".
 Dry air

Humid air

Dry air Humid air

Figure 1. Humid air moves along the surface of the shoe.
The air flow should approach the shoe surface throughout its entire area, in order to
efficiently dry the surface and concurrently it should be distanced from this shoe surface
throughout its entire area. However, the flow cannot concurrently move in opposite
directions in one space.
Dry air Humid air

Figure 2. The flow should, but is unable to move concurrently in the direction towards the
surface and from the surface.
It appeared to be impossible to solve this problem by "brainstorming". The solution of the
problem through ARIZ methods was found at step 4.1 using the Smart Little People
Modeling.
 At step 4 of the Algorithm for Inventive Problem Solving (ARIZ-85B), the Smart Little
People Modeling method is used for the construction of contradiction scheme and for the
elimination of psychological inertia.
The conflict scheme is shown in Figure 3. The succession of drawing a conflict scheme is
shown in the direction from the left to the right. Some Smart Little People symbolize dry air
particles, while other Smart Little People stand for water particles. Initially the little people
symbolizing air, travel to the surface of the shoe, while little people, which symbolize water,
remain in the material of the shoe. When different little people are drawn closer one to
another, people of dry air grasp the water people by the hands and carry them away.
Air man

Water man Leather

Figure 3. Conflict scheme.
The whole air flow drawn in the form of little people is visually broken into many
independent flows. The drawing of flows of little people qualitatively changes the flow
image: one broad flow is substituted by a number of narrow flows. Between numerous flows
of Smart Little People symbolizing dry air it is easy to locate and to draw other flows of
Smart Little People moving in reverse direction. Little people symbolizing dry air travel to
the surface of the shoe, capture the little people symbolizing water and carry them away.
It is easy to find the method for engineering implementation of flows sub-division: micro-
flows of dry and humid air can be separated by walls (see Figure 4). Thus, the problem "How
to direct air (using a shoe dryer with fan & heater) perpendicular to the shoe surface?" is
solved.
However, a new secondary problem arises: it is necessary to separate in space the fed flow
of dry air and the removed flow of humid air. If the walls for dry air are made longer, the
walls for humid air will be elongated concurrently (see Figure 5). Elongation of walls up to
infinity does not separate flows on the shown flat drawing.
 Figure 4. Separation of flows using the Smart Little People modeling.

Figure 5. Secondary problem.

Figure 5 shows that within the frame of a flat drawing it is impossible to find solutions.
The solution is possible only in the third dimension - in space.
It is proposed to solve the problem using the Smart Little People modeling, supplying the
three-dimensional graphic interpretation of the problem if the problem cannot be solved
using the Smart Little People Modeling on a flat drawing.
If the conflict scheme is depicted three- dimensionally (see Figure 6), it is possible to see
that a flow of Smart Little People with water could move into the depth of the drawing along
the wall. Thus, the flow of dry air and the flow of humid air move perpendicularly one to
another. A flow of dry air is fed perpendicularly to the surface of the shoe. Dry air flows out
from the gap between the walls and gets distributed throughout the surface of the shoe. Dry
air flows round the entire surface of the shoe and dries its entire area. Dry air forces out the
humid air preventing it from contact with the shoe surface. Humid air travels along the shoe
surface, however it does not touch it. The stated problem is solved: the entire surface is dried
with dry air concurrently.
 Scheme of engineering solution is shown in Figure 6 and Figure 7. Transition from
parallel walls to flexible tubes does not seem to be complicated. Flexible tubes are more
convenient in manufacturing and provide for shoe drying during one hour.

Figure 6. Sequence of solution of Secondary problem using the Smart Little People Modeling in
three-dimensional space.

Humid air

Dry air

Flexible
tube

Figure 7. Three-dimensional solution.

The idea described in the example has been verified experimentally (see Figure 8). The
experiment has shown that it is possible to attain 1.4-fold reduction in shoe drying time. The
obtained solution is protected by US Patent 6,606,801; Pavlov, et al.; "System and process
for drying a shoe"; August 19, 2003.
 Figure 8. Experimental verification of the idea.

2. Conclusion
The analysis of contradictory situation with the use of Smart Little People Modeling
method on 3D pictorial representation is a distinctive feature of the example under
consideration. This analysis helps to find such a solution that couldn't be identified before
without the employment of this method.
It has been shown in the example under consideration that graphical representation of an
airflow as a multitude of small particles (people) helped to break the "uniform" airflow down
into a number of independent flows.
It has been shown how the transition to 3D pictorial representation helped to arrive at an
idea of a solution. In the shoe-drying example, the 3D pictorial representation helped to see
the possibility of airflow motion perpendicular to the analyzed flow section.
 PREFACE: COLLABORATION BETWEEN QUALITY AND TRIZ

Dear TFC2006 and Quality Conference Participant,

On behalf of the Flemish Quality Management Center, I would like

to welcome you to the 19th edition of our yearly quality conference.
The Flemish quality management center is a dynamic and award-
winning organisation which co-ordinates total quality management
in Flanders, working in close co-operation with the
Government. Our main objective is to inspire Flemish companies
to work and develop themselves in a competitive and efficient way,
in the spirit of total quality management. Through result-oriented
activities and projects, we aim at a generalized knowledge and use of good
management practices, innovation and quality awareness.

Larry Smith introduced us to TRIZ and approached us, at the general assembly of
the European organization for quality in in Vienna 2005, with the idea that creative
organizations should work together. So we decided to join the ETRIA TRIZ Future
Conference. Since we had already collaborated with CREAX in organising the 50th
EOQ congress, this was a small step. The purpose of this collaboration is to link the
evolution of quality management with the emerging body of knowledge contained in
the TRIZ methodology.

Understanding how TRIZ integrates with Quality will hopefully arm all conference
participants with a more potent approach to successfully competing in the
marketplace. TRIZ can add an extra dimension to quality. TRIZ provides
organizations with powerful tools to fully leverage their quality management on all
levels. TRIZ not only offers the quality professionals but all openhearted people the
ability to explore, improve and optimize their efficiency and creativeness.

It has been a pleasure to work with the other partners in this organising committee.
The creative spirit of this organization has touched as all. Our members, contacts
and sponsors reacted very positively towards this idea of cross-fertilization. We are
dedicated to continue this collaboration. The synergy of TRIZ with the Quality world
should be obvious.

Annette Geirnaert
Flemish quality management center

Sponsored by:

-I-
 HIGHER GROUND: AN INTEGRATION OF INNOVATION AND
QUALITY TECHNOLOGY

Larry R. Smith
GOAL/QPC
LRSmith2@peoplepc.com

Abstract
The current quality technology is very rich. Solving problems and improving processes
with the seven basic quality tools, and seven management and planning tools has been the
heart of quality management. Powerful, more recent methods such as lean and design for
six sigma are useful for eliminating waste and preventing problems.

The current innovation technology is also very rich. Genrich Altshuller’s TRIZ provides a
means to understand the evolution of systems and to systematically identify and resolve
system conflicts through team-oriented innovation.

The integration of quality and innovation technology can take problem solving, process
improvement, and strategic planning to a higher, much more effective level of
effectiveness. Examples will demonstrate how this concept applies for both technical and
non-technical situations.

Keywords: Innovation, Problem Solving, Process Improvement, Quality Management,

Strategic Planning, TRIZ

1. Introduction
A team of transmission engineers were struggling with a customer problem … somehow a
bearing was “walking” out of position over time. How could the design be fixed quickly and
effectively, at minimum additional cost?

After a two-day meeting with member-leaders, the American Society for Quality (ASQ)
decided that their system for education and training needed to be studied and overhauled. A
cross-functional team of about 24 people was put together and a two-day meeting scheduled
in Milwaukee. How could they proceed? They needed to understand their current system,
find the leverage points for change, and define actions with timing …

The Vice-President of Ford Truck wanted to make sure that engineering on new products
was “done right the first time.” A team was put together to study the current system and
define actions for the upcoming business plan. How could they proceed?

This paper will discuss current quality and innovation technology, and propose that the
integrated use of these technologies can take problem solving, process improvement and
strategic planning to a higher level of efficiency and effectiveness.
2. What Quality Does …

Perhaps the best definition of what quality tools and methods accomplish is illustrated in
a model created by Bob King, Chief Executive Officer of GOAL/QPC, and shown in Figure
1 (Costin, 1994).

Solving
Problems
Achieving
Eliminating Breakthrough
Waste Strategy and
Results
Standardizing
Best Practices

Improving Processes Cross-

Functionally with a Customer Focus
Figure 1: Bob King’s GOAL/QPC Wheel

Quality management begins with a shared organization-wide vision of how the

organization’s products and services will delight customers and contribute to society. This
vision is then supported by three activities: daily management, hoshin planning, and cross-
functional management.

2.1 Daily Management

Daily management involves natural work teams performing the daily work that is needed
to run the business. Their goal is to continuously improve what they do over time through
problem solving and eliminating waste, and then standardize what they do, company-wide,
around the new best practice. Problem solving and eliminating waste often involves the use
of higher-level practices such as six sigma and lean, but the basic tools behind these practices
used by natural work teams are the seven basic quality tools (Ishikawa, 1982): histograms,
Ishikwawa or cause-and-effect diagrams, check sheets, Pareto charts, flow diagrams,
statistical process control, and scatter diagrams.

Figure 2 shows the use of these tools in six sigma problem solving, based upon the
author’s experience. These tools provide wonderful support for teams in terms of defining
the problem, measuring and analyzing the voice of the process, and for standardizing and
controlling the process once an improvement is made. However, when it comes to
“improve,” the team has only simple brainstorming to come up with new ideas, documenting
these improvement ideas in an Ishikawa diagram.

SIX SIGMA PROBLEM SOLVING

Define Measure Analyze Improve Control

7 BASIC QUALITY TOOLS

Histograms

CE Diagrams

Check Sheets

Pareto Diagrams

Flow Charts

Statistical
Process Control

Scatter Diagrams

Strongly Used Moderately Used

Figure 2: Use of the Seven Basic Quality Tools in Six Sigma Problem Solving

2.2 Hoshin Planning

The literal translation of “hoshin kanri” from Japanese to English, is “shining needle.”
The thought is that every employee has a compass and knows where “north” is. In English
literature “hoshin kanri” is typically translated as “hoshin planning,” “policy management”
or “policy deployment.” Hoshin deals with strategy and the planning of breakthrough
improvement in a key area that relates to achievement of the customer-focused vision. To
achieve this breakthrough, everyone in the organization has to be aligned and focused on
achievement of the breakthrough strategy, so hoshin focuses on alignment of vertical and
cross-functional organizational teams.

The tools for hoshin are the seven management and planning tools, which are the seven
“weapons” of a management samurai: affinity diagrams, relations diagrams, tree diagrams,
matrix data analysis, matrices, process decision program charts, and arrow diagrams.
Affinity diagrams are used to gather and organize ideas from a cross-functional team. High
level ideas are more specifically defined using tree diagrams, and these ideas are prioritized
using relations diagrams, matrices, and matrix data analysis. Process Decision Program
Charts are used to “mistake-proof” the plan before implementation and “arrow diagrams” or
project management is used to plan and manage implementation.

As in problem solving, the ideas used for strategic planning come from simple
brainstorming by a cross-functional team. These ideas are documented and organized using
an affinity diagram.
2.3 Cross-Functional Management
Cross-functional management involves horizontal teams (including customers and
suppliers), working together to breakdown organizational “chimneys” and improve processes
with a focus on optimizing results for customers rather than individual departments. The
primary tools are again the management and planning tools, but organized for process
improvement and deployment of the quality function (QFD, which is a combination of two
of the seven management and planning tools: tree diagrams to define the quality function
and matrices for deployment). Process flow charts (called “value stream mapping” in lean)
are also used to study and map the current and envisioned process.

Consider the seven stage process improvement methodology utilized by Ford Motor
Company in the early 1990’s. The steps are: identify the opportunity, define the scope,
analyze the current process, envision the future process, pilot implementation and
verification, implement changes, and continually improve. The key, of course, is “envision
the future process.” Here, again, new improvement ideas are expected to come from the
team via simple brainstorming.

3. What TRIZ Does …

The term TRIZ comes from a Russian acronym for the phrase “Theory of Inventive
Problem Solving.” Created by Genrich Altshuller (Altshuller, 1999), TRIZ is a method for
team-oriented systemic innovation that is helpful whenever you need some new “out-of-the-
box” ideas.

TRIZ works by focusing team members on the system, in particular how the sub-system
elements relate to each other. TRIZ helps teams find the leverage points for change by
identifying system conflicts, the structure of which is shown in Figure 3.

Useful
Function

Physical System Conflict

Contradiction (functional
contradiction)

Harmful
Function

• Resolve Contradictions and Conflicts

• Make Useful Functions More Useful
• Make Harmful Functions Less Harmful
Figure 3: TRIZ Approaches for System Improvement

For example, in working on their education and training system, ASQ identified a
contradiction in that it wanted headquarters, sections and divisions to conduct training so that
everyone could realize the benefits of this activity (increased revenue, etc.). However, ASQ
also did not want sections and divisions to conduct training because customers were
experiencing great variability in the quality of these distinct training events. The team
engaged TRIZ systems of operators to obtain possible ideas for successful resolution of the
conflict. In TRIZ, operators are generalized solutions to particular contradictions and
conflicts that have been found to be beneficial in similar past situations with other teams. So
the team utilized TRIZ software and chose relevant operators for consideration. One such
operator is “the use of integration to establish a relationship between the structural
elements.” An idea: collaborate and integrate the training courses and management
structure.

In traditional brainstorming, the number of ideas slowly builds over time, followed by a
period of rapid idea generation, followed by a tapering off of ideas. In TRIZ, when the ideas
taper off, you simply consider another operator or perhaps switch to examine operators for a
different leverage point of the system, so that the number of ideas simply builds and builds.
The end result is a much larger number of ideas with increased relevance, since the ideas are
based upon system operators that have proven to be effective in similar situations over time.

TRIZ works for both technical and non-technical systems. About 440 operators have
been identified based upon study of over three-million patents. About 140 of these operators
have application for non-technical situations.

4. Higher Ground: A Quality and Innovation Technology Integration

By integrating TRIZ technology with quality technology, teams can generate more and
better ideas for problem solving, process improvement and strategic planning.
4.1 Problem Solving
Consider the team of transmission engineers that were working on a bearing walk-out
problem. Using traditional methods, they had come up with 18 ideas, none of which were
particularly attractive. When facilitated with TRIZ, the team came up with another 28 ideas,
one of which was suitable for production.

4.2 Process Improvement

To improve ASQ’s education and training system, a cross-functional team of 24 people
met in Milwaukee and utilized a combination of quality and TRIZ technology. The process
was as follows:
• Affinity diagrams were used to collect and organize ideas on vision elements for
education and training, and inhibitors to these vision elements.
• The vision elements and inhibitors were prioritized using relations diagrams.
• A map of system elements and how they relate to each other was developed
using TRIZ software (Ideation).
• The TRIZ software was used to select six leverage areas and approaches for
system change.
• The team brainstormed around these leverage areas and came up with about 200
solution ideas.
• The solution ideas were organized in an affinity diagram.
• The solution ideas were prioritized with a matrix of solution ideas versus
inhibitors and versus vision elements.
• Three solution ideas were selected for further development. Subteams for each
area were selected and empowered.
 The integrated use of TRIZ and quality methods resulted in a quick and efficient analysis
of the system, an extraordinary number of wonderful ideas, of which the most important
ideas were selected for further development.

4.3 Strategic Planning

To address the strategic planning issue for Ford Truck, a team of nine people were
assembled with deep experience and expertise in quality, product development, engineering
and TRIZ (two specialists were part of the team). Eleven sub-system maps were created to
model and better understand different aspects of the Ford culture. TRIZ systems of operators
were used to generate about one-hundred solution ideas.

Use of the TRIZ process deepened the team’s understand of the problems they were
dealing with, and what the possible solutions could be. Three solutions were selected for
implementation in the business plan, including the implementation of six sigma and the
development of a quality standard for engineering with peer design reviews.

5. Conclusion

The current quality technology is very rich, with powerful tools to assist teams in problem
solving, process improvement and strategic planning. Methods associated with these tools
all require innovation to find new ideas for solving problems, improving processes, or
developing strategic plans. Current quality technology provides no training or tools to help
teams come up with efficient and effective ideas.

The innovation technology is also very rich. TRIZ, the Theory of Inventive Problem
Solving, contains methods for efficient and effective idea generation. The use of TRIZ
integrated with current quality technology can take problem solving, process improvement,
and strategic planning to a new level of efficiency and effectiveness.

6. References

Altshuller, Genrich, 1999, The Innovation Algorithm, Technical Innovation Center, Worchester,
Massachusetts.
Costin, Harry I., 1994, Readings in Total Quality Management, pp. 17, 18, The Dryden Press,
Harcourt Brace College Publishers, New York.
Ford Motor Company, 1993, Process Improvement Reference Guide, Ford Motor Company,
Dearborn, Michigan.
Ishikawa, Kaoru, 1982, Guide to Quality Control, Asian Productivity Organization, Tokyo.
Mizuno, Shigeru, 1979, Management for Quality Improvement: The New 7 QC Tools, Productivity
Press, Cambridge, Massachusetts.
 THE DEVELOPMENT OF A CREATIVE CLIMATE IN
ORGANISATIONS

Marcus Geers
creativity consultant
A.D. Creativity & Innovation Consulting
Marcus@inspiralia.be

Creative organizations
Creativity can be organized and structured. Creative leadership is this form of leadership
which gives space to a creative climate, where everybody is involved on his or her level of
responsibility, in close interaction with each other and connected to the aims of the
organization.
The creative competences needed are surely not exactly distributed equable over the
population of people working in an organization, but they can be developed by training
and practice.
Keywords: creativity, creative leadership, creative climate, organisational culture, creative
competences.

Managing creativity in organisations

The most evident way for creative management is to give the example: the manager himself
launches new ideas and realizes them.But, unfortunately, in most cases this strategy seems
not to work.A leader who is a very creative thinker himself, is seldom likewise an excellent
manager of creative ideas. Mostly he doesn’t succeed in realizing his ideas in a very concrete
form. Both phases of a creative process require a total different profile, seldom present in one
and the same person.
A creative thinking leader on an organization some times originates the illusion that creative
ideas doesn’t have necessarily to lead to creative realizations. This can cause a kind of
“dream” world. The inverse doesn’t work as well: a leader who generates hardly more ideas
than the average, could be better in the fulfillment of the realization, but the conscious or
unconscious preference for realizing the own ideas will discourage the others.

This can affect the CREATIVE CULTURE of an organization in a negative way. Something
like: “ you don’t have to be creative, leave that to me…”

But… there is a total different way leaders can operate to stimulate creativity in an
organization: concentrate on ideas about ideas. The efforts of a creative leader concentrate on
getting the best out of the talents of the others. In order to develop such kind of leadership,
one has to pay attention to the signals of people concerning their needs and convictions.

Creative leaders let things happen in a subtle way. Creative leaders are prepared to accept the
collaborator saying : “your way doesn’t work…”. Creative leadership requires the
development of procedures and methods that give people participation. Creative leaders are
able to communicate a clear image of their vision on the organization and give committed
fellows the opportunity to graft their vision upon it and to take themselves their part of
responsibility.
 CREATING FLOW USING 5S AND TRIZ.

Ives De Saeger
Managing Director
ids@p41.be

Abstract.
5S is one of the pilars of lean manufacturing. 5S helps to create a better flow by
organising the objects in production. One of the most difficult steps to overcome in 5S
is the last step, the discipline of the operators. Especially when a lot of tools need to be
returned to the right spot, the previous order seems to turn to chaos. TRIZ overcomes
the disorganisation by following the patterns of evolution of technological systems
(e.g. decreased human involvement) and looking at the functioning of the objects.
This article investigates the combination of 5S & TRIZ, and this change in view from
objects to functions, through a case study e.g. the preparation before a bake out
process. A functional modelling is described as a process of several system states.
Redefining the “system” to include objects from the super system enables to increase
flow more than 5S can provide. The second step is to consider other more
simplified ways to deliver this main useful (value added) function by first
looking within the system and if this fails by looking at other technological
systems that can provide the same function but not having the disadvantages of the
first system. Several alternatives are described to solve the problem. The question in
lean 5S could be how to maximize the functionality of the production system.
Keywords.
5S, lean, TRIZ, time dependent functions, system, state of the system, technology, flow

1. 5S keystone of lean manufacturing

5S tries to help minimise lot size, breakdown, defects, inventory, material handling and lead
time to zero (4). 5S is therefore one of the pillars of lean manufacturing, TPM, six sigma…
5S is mostly mistaken with cleaning the workplace and is only seen as housekeeping. 5S is
rich with layout techniques and tricks, inventory control methods and line balancing
techniques (3). One of the nice elements in 5S is taking pictures. Taking pictures is so simple
and powerful to see the improvement afterwards because the past is easily forgotten.

2. Clean or lean?

The in lean manufacturing popular word “waste” or “muda” is more than dirt or filth literary.
Waste is anything that adds cost to the product without adding value. The 5S approach
makes sure that excess of objects (e.g. the number of components, the amount of stock, the
method of assembly, but even the way we don’t treat people well) is considered as “dirt” and
should be “cleaned”. The 5S technique tries to improve flow within the company rather than
clean the floor.
To result in a better material flow and a fool proof environment all objects need to be
immediately seen by the operator in a glance. Afterwards the objects need to be moved to
the correct position. This is not only applicable for the work in process but also true for the
tooling, the fixtures, the pallets, the cranes, all movable equipment…. So it is advisable to
have fixed position and quantity and identified objects (3). Organising the production with
these simple principles enables a lean and clean work floor.

Decreasing the number of objects on the work floor eliminates the need to transport them
across the work floor. In fact one could argue for manufacturing companies that the operator
only “transports or moves” all the objects across the work floor. It is not the operator that
fastens a bolt, but the wrench. The operator only moves the wrench in the right position and
then takes it back to its waiting position. It is not the operator that paints but he moves the
powder coat gun. It is not the operator that welds but the welding torch, the operator only
moves the torch towards the piece and back again.
The operator needs to get control on the objects. And as soon as the object is under control
the further movements are predictable. If the numbers of objects are decreased a leaner work
floor can be achieved.

3. Basics of 5S.

The 5S approach is popular known in 5 steps but also exists in 3 phases (3). The 5 steps are
represented in figure 2 as an evolution of a Technological system and known as:

1. Seiri or Sort (Organization)

• Perform “Sort Through and Sort Out,” by placing a red tag on all
unneeded items and moving them to a temporary holding area.
Within a predetermined time the red tag items are disposed, sold,
moved or given away.
2. Seiton or Straighten (Orderliness)
• Identify the best location for remaining items, relocate out of
place items, set inventory limits,..
• Install temporary location indicators
3. Seiso or Shine (Cleanliness)
• Clean everything, inside and out.
4. Seiketsu or Standardize (Adherence)
• Create the rules for maintaining and controlling the first 3S’s and
use visual controls.
5. Shitsuke or Sustain (Discipline)
• Ensure adherence to the 5S standards through communication,
training, and self-discipline
Sustain
Ideality Standardize
Shine

Straighten
Sort
Tim
Figure 1 creating order out of chaos
2
The first 5S phase starts curative with enabling the possibility of flow and eliminating the
flow stoppers. Quick solutions as shown in figure 2 can be used but only if the duration is
limited. One of the worst things one can tell to an operator is that we’re busy finding a better
solution. It is better to give a deadline or decide and tell them to do nothing even if it is a
great idea”! The standard should be that the operator removes the excess of oil until the
problem is resolved (figure 2). Ideal would be to overcome this problem at once.

Figure 2: Temporarily solutions using litter for oil

It should be made clear what the rules are to ensure good quality and flow! Therefore it is
necessary not only to do 5S as housekeeping but to connect it directly with quality and flow
and efficient maintenance!
Standardising is about making rules to ensure that the litters are cleaned as prescribed.
The second phase emphasises eliminating all other losses e.g. too much parts in the
workplace (stock). Of all phases, the 5th step (Shitsuke) seems to be the most difficult one,
trying to bring everything back to its original place doing the actions in the similar way as
described. In quality we call this “sustain” that these actions are always performed in the
same way.

Figure 3: example of 5S audit

This is why we write procedures, make checklists to avoid mistakes. Regularly doing audits
(figure 3) makes sure that everybody understands the importance of order but as soon as the
focus diminishes, the order diminishes. Then chaos can occur and returning the equipment at
the right spot, placing a box within the lines seems to be a fire fight (figure 4).

3
 Not within lines
Figure 4
Using the TRIZ law of decreased human involvement, eliminating the human errors, is a
better way to handle.

The final phase in 5S approach is a preventive one: make sure it will never become dirty, that
no waste can ever be present. Finding a solution so the litters are not needed anymore is part
of the 3rd phase of 5S. In this paper we wish to give an example of the last phase.

The 5 preventive steps are:

1. Preventive Seiri: Sort (Organization)
2. Preventive Seiton: Straighten (Orderliness)
3. Preventive Seiso
4. Preventive Seiketsu
5. Preventive Shitsuke

Ideal would be that the object return themselves, identify themselves and limit themselves in
quantity though this sounds rather futuristic. The best solution is that no objects – read
tooling - are needed but then you will not be able to make anything.

4. Preventive 5S, an example.

This case study concerns the preparation before a bake out process. To speed up this bake out
process it is necessary that the work piece is wrapped completely, in order to create a higher
pressure. This is done through 2 fixtures: middle & head fixture and a tail fixture (see figure
5). These are placed on the work piece and screwed together. Then the piece is put on a
machine to tape the whole piece. After the bake out process the piece is returned to eliminate
the tape and unscrew the nut and place the fixtures back to their correct position. The system
is constrained by not to change the bake out process, the work piece and remain on the same
quality level and look for ways reach a higher order level through 5S.

4
 tail

middle workpiece
tape
head
Placing tape
Before screwing after screwing

Figure 5

Before the 5S approach all the fixtures were jumbled and the needed fixture was not easily
found. Applying 5S approach, all the parts were identified placed at a fixed location so it was
easy to find the right fixture (see picture 6).

All fixtures are identified and

labeled in rack and easily found:
Sorted, Straightend and Shining
Picture 6

This increased productivity and quality. But one of the problems was the discipline. Not at
first but after three months the operators not always placed the fixtures back correctly and
since the supervisor had other focuses, the procedure degraded.

How could we ensure that the operator always places the fixtures on the right spot?

One of the first alternatives that one thinks of is to make sure that the supervisor keeps focus.
However if we keep depending on the reliability of people we’ll always end up at the same
lane. A technological (automated) solution will eliminate the error. At this point the “Return
On Investment” will be an issue. Can we find a cheap solution so the problem is resolved?

5
5. Functional System description, a TRIZ approach.

The process is described as a series of subsystems at equilibrium state. In normal operation

the objects “rack-label-fixtures” can be in following states as viewed in figure 7. The
realtion between the objects is evenly important as the objects itself. (1) The operators mislay
the fixtures so that the fixtures are jumbled and nobody finds the correct fixture, this possible
state describes the initial problem from where the question: “How could we ensure that the
operator always places the fixtures on the right spot?” came.

Lays on Head middle

fixture System state 0A(t<t2or t>t7)
represents the normal wanted
situation before the process starts
Rack
Sticks on
identifies Tail fixture
Label

However, it is the following System

state 0B (t<t2or t>t7) that provides
the problem: this state represents
Head middle
the possible unwanted situation
fixture
(after 3 months or lack of control
by supervisor) before the process
Lays on starts where the label either
Rack
doesn’t identify the corect head
fixture or even wrongly identifies
Tail fixture the fixture.
Label It is this possible state that delivers
identifies
the problem of discipline.

Head middle
fixture
Subsystem state 1(t1-t8)
System state 1(t2-t7)
represents the normal wanted
Rack situation during the defined
Seals process where the fixtures
Sticks on have been taken away and are
Tail fixture assembled.
Label
Presses
Screws on against
Figure 7: different states of the
Nut subsystem (rack-label-fixtures)

6
To dissolve the problem, the first part in this exercise is to determine those objects that are
relevant, within the problem world and promising to find a solution.

The functional system description of the different states can be a good starting point.
The functional system description at state 0B gives the information of a harmful function
(red line) e.g. identify. In fact is it the operator that misplaces the pieces so they get mixed
up.

If you zoom in, the system (rack-label) itself contains several objects such as screws, bars,
etc. But to describe these objects could be irrelevant in relation to the goal of this exercise
e.g. “How could we ensure that the operator always places the fixtures on the right spot?”
The operator at first glance has no business with the nuts and bolts of the rack, only with the
rack itself. Besides, the nuts and bolts do not deliver the function “lay on” concerning the
fixtures, nor do the plates and bars or labels. However, it is possible the one of these objects
could be the key to find a solution.

On the other hand, excluding objects from the super system (zooming out) also limits
directions for improvement. It is suggested for applying 5S in reference (5) to transition to
the super system.

Looking for objects in the system relevant to the problem consider the term foreground,
used in Gestalt therapy. The figure or gestalt is the foreground, the periphery is called the
background, or the ground. The foreground contains what is central, important, focal,
meaningful to the present moment. The background contains what is irrelevant, unimportant,
immaterial to the present moment. (6) The system operator helps to check if we didn’t forget
objects from the background to put into the foreground. This process is biased by our
personal view on the problem (and often already a solution) in mind.

Figure 8 doesn’t include the work piece. 5S will ask us to eliminate any unnecessary items
(3), so if we don’t need the fixtures, the rack, labels will also not be used. The primary focus
is to achieve an easy flow of the work piece! This means it is important to include the work
piece in the system and see what the function is of the fixtures.
Assume that the system is also expanded with the tape so the following system could be one
version.
This means that all the objects in the following functional analysis will be considered to form
“the system” and that the initial “system” of rack-label-fixtures is expanded and the initial
system becomes a subsystem.

A functional system description provides information on the relevant objects and the
relations between these objects as shown in figure 8.

7
 Head middle Presses
fixture against

Workpiece
Presses against
Rack (2 bar)
Seals Presses
Sticks against
on Tail fixture Tape
Label
Screws on Presses Rotates
& holds Holds
Subsystem state 1(t2-t7) against

Nut
Subsystem state2(t3-t7)
Subsystem state3(t5-t7)
Rotates & holds
(18 Nm) Machine

wrench

tail

middle workpiece
tape
head
Placing tape
Before screwing after screwing

Figure 8

The first subsystem state is when the fixtures were taken from the rack. Nothing is happening
at that moment with the rack. This state only exists as long as the fixtures are taken away. At
this moment the operator will have searched for the correct fixtures which take a bit longer
than usual (subsystem state 0B (t<t1 or t>t8)). This temporarily subsystem is shown with
dashed lines around the rack objects important for this case.

Note that the operator isn’t present in this system description. To eliminate drawing arrows
from and to almost every object which will make the description less readable is why the
operator is not included. (For interesting discussion on Man and Technical System see (8)).

The second subsystem state is when the nut is screwed on the middle fixture and presses
against the tail fixture. But as soon as the nut is screwed and at its end-position it is not
screwed any more it has reached its (dynamic) equilibrium which is called subsystem state2
(t3-t7). Yet the analysis seems to mislead and tell us that it is still screwed on. The function
could be changed to “Middle fixture holds nut”. In fact at first the objects middle, head and
tail fixture and screw are combined to form later on a subsystem (state2) as noted with
dashed lines. The fixture consisting of head, middle and tail piece at a later state acts as if it

8
is one subsystem (state 2) existing only of one object e.g. the fixture. The labour was
performed by the wrench (and held by the operator) but as soon as the system arrived at the
end state the wrench stops. The wrench is only important during the fixation not afterwards.
The nut will press against the tail as long as needed (see figure 9).

Afterwards the tape is taped on the work piece. The operator will move the object towards
the machine, fasten the work piece on the machine, set the tape on the right spot, and start the
process of taping. As soon as the end state is reached the machine is no longer needed.
Eventually the subsystem state 3 is reached. It is this subsystem consisting of tape, work
piece, nut, head, middle and tail fixture that is placed in an oven to create the necessary
conditions to bake out the work piece. (This last description could be called state 4, but is not
being investigated)

This means that the functional model describes several states of the system where labour is
done until equilibrium is reached, only the final end state is important (state 3) yet a lot of
labour has taken place to achieve this end result.

Note that the functions as described in the functional analysis are not present at the same
time some as seen in figure 9. Some of the functions are present at every moment (sticks of
labels); some will only appear when equilibrium of the subsystem is reached (e.g. presses,
seals through nut and fixture)

Functions t1 t2 t3 t4 t5 t6 t7 t8

label sticks on rack

fixtures lay on rack
label identifies fixture
wrench rotates nut
nut screws on middle fixture
nut presses against tail fixture
head and middle seals tail fixture
tail presses against work piece
machine holds and rotates work piece
tapes presses against work piece
machine holds tape

process steps 1 2 3 4 5 6 7 8
1. place fixture on work piece
2, srew nut
3, place work piece on machine
4, tape the work piece
5, bake out
6, return piece to finish
7, release tape and fixture and return to rack
Figure 9: A Gantt chart describing the process steps and time depended functionalities.

9
All objects from the system (rack, labels, nut, wrench, tape, machine, fixtures) will be
eliminated if a different system can provide the same function of “presses against”.

This analysis let us realise that the whole process can be described as a sequence of labour
and subsystem states to arrive at the moment where the primary function will be delivered
e.g. bake out. The labour will draw the subsystem from its equilibrium until the next state is
reached. All the labour (from the wrench, machine, tape, nut, fixtures) doesn’t add value to
the product; it is merely done to let the work piece arrive at a state where the true added
value is achieved. This means the former labour steps can be viewed as waste.

6. Finding alternatives: On maximizing functions in the preparation before a bake out

process.

In stead of looking at the objects and organising them to have a fixed position, quantity and
identification, TRIZ suggests to look at the functioning of the system. The subsystem 3
(state 3) and 2 (fixtures) have the basic function to deliver “pressure” in order to speed up the
bake out process. The system was redefined so it contained an added value function to the
product, in this case “deliver pressure”. If we would have looked at ways to improve the
subsystem (rack-label-fixtures) we would have focused on objects or functions that in
themselves don’t add anything to the product. In fact adding full preparation before the bake
out process to this “system” even provides bigger improvements. But since the bake out is
considered to be constrained and unchangeable this is not added. If we maximize the
function “presses” a leaner system could be found with fewer objects, thus increasing the
flow of the work pieces. Once this apparently simple conclusion is formed and the system is
fully analysed, alternatives can be found.

Several directions of improvement within the defined system can be made at this point, lets
consider only three.

One direction could be to find objects within the system (and this is the place where you
could have forgotten objects that could manage this function) that provide the desired
function of “presses”. At this point we could consider using the tape to replace the fixtures or
vice versa.

A second direction could be to find a rack that provides the better functioning such as sound
and light picking systems for instance. If you think about automating the subsystem “rack &
label” (with or without the fixture!) to bring it to a higher “degree of decreased human
involvement” consider to think about a system where it doesn’t matter which piece you put
into the system, it determines itself where to put it and if you require one it will always
deliver the right one. Normally we are tempted to go in this direction, but don’t forget that
eliminating waste or maximizing functionality (provide pressure) is found by looking at a
higher system!

Thus: a third direction could be to eliminate the whole system and replace it with a system
that provides the same function. The first question:”How could we ensure that the operator
always places the fixtures on the right spot? “has been changed to:” How many technological
systems are there to create pressure on the work piece?”

10
This direction will deliver a completely new system. The general idea is to get rid of the
fixtures, wrench, machines and tape.

The answer to this question is provided by TRIZ.

Looking back at the basic function other ways to result in a “X pressing against” is through
mechanical such as gravity, pneumatic, hydraulic and magnetic, chemical, thermal, electrical
and electromagnetic fields. No other fields in the world exist today that can create pressure.
Each field can be accomplished by one or more effects and technologies. An effect is the
representation of a function in a certain scientific domain. A technology is a specific set of
objects working together creating the system function.

The “technology” which helps to create a pressure in our example is nut, wrench, tape,
machine, fixtures.
Looking at a pneumatic field, the technology “autoclave and air pressure” can easily do the
trick. In fact, this increased the productivity from 2,8 hours to 20 min with a ROI of one hour
and a decrease in product cost of 10%. Clearly the old system is not needed to provide the
pressure. No fixtures can be misplaced besides the autoclave of course. The autoclave
replaces rack, labels, nut, wrench, tape, machine, fixtures so a lot of area will not be used any
more.

If we would include (this means increasing the former designed system with more objects)
the bake out process objects, a heated pressure (thermal field) could replace the autoclave,
but the investments to achieve this solution were not possible.

7. Conclusion

5S helps to organise all the objects so they can be easily found by identifying, putting the
objects in at a defined position in the right quantity. Triz takes 5S a lean step further by
looking at the functioning of the system. The “system” is best defined with objects having
an added value function (in our case, “presses”). The second step is to consider other more
simplified ways to deliver this main useful (value added) function by first looking within
the system and if this fails by looking at other technological systems that can provide the
same function but not having the disadvantages of the first system. The question in lean
should not be how to eliminate the wastes but how to maximize the functionality of the
production system☺

8. References
(1) De Saeger I., (2003),“Functional thinking in production processes” TRIZ Journal, june 2003 nr 3
(2) Hirano Hiroyuki, (1996), 5S for Operators: 5 Pillars of the Visual Workplace (For Your
Organization!), Productivity Press
(3) Hirano Hiroyuki, (1998), Putting 5S to work, PHP Institute Inc, Tokyo
(4) Hopp W. J. & Spearman M., (2001), Factory Physics Second Edition, Irwin McGraw Hill, NY
(5) Ikovenko S. & Bradley, (2005),”TRIZ as a lean thinking tool”, TRIZ Journal, february 2005 nr 2
(6) Latner, Joel. PhD, (1992), "The Theory of Gestalt Therapy". in Nevis, Edwin C., PhD,Ed: Gestalt
Therapy Perspectives and Applications.Gestalt Institute of Cleveland (GIC) Press
(7) Shingo Shingeo, (1992),Het Toyota Productiesysteem, Kluwer Technische Boeken, Deventer
(8) Shpakovsky N., “Man and Technical System (part II) “http://www.gnrtr.com/tools/en/a08.html

11
 SIX SIGMA AND TRIZ
TO MIX OR TO SEPARATE?

Johan Batsleer
Manager-consultant
AMELIOR
Katteputstraat 1
B-8500 KORTRIJK
Belgium
tel: (32) 56 20 36 23
e-mail: jb@amelior.be

1. Introduction
If you start an article with a title like this, the first question you get is: “What’s wrong
with Six Sigma ?” or some of you could ask the question: “What’s wrong with TRIZ ?”.
Well I can assure you that there is nothing wrong with Six Sigma, nor with TRIZ.
But the right question is: “Could there be a synergetic effect between the two
methodologies?”

2. About Six Sigma

Everybody is convinced that Six Sigma is a useful tool to make real breakthroughs in the
area of quality, costs or lead times.
The use of a strict step-by-step plan, combined with clear roles in the organisation to steer
and implement the improvements, seems to be a good recipe.
The power of Six Sigma has also been discovered in the service environment and it is
eagerly used today.

The key factors of Six Sigma are:

• Zealous leadership from the top (not only support)
• Focus on improving the process
• Quantitative approach utilizing metrics
• Forces understanding of variation
• Provides practitioners with an overall road map versus a miscellaneous collection
of tools
• Use of a proven set of tools in the road map
• Applied to all processes
• Provides a supporting infrastructure (roles, project selection, reviews, included in
budgets, reporting, …)

You could say that ANY initiative sharing these attributes is likely to succeed.
 The validity of Six Sigma has been strongly substantiated by the successes that major
corporations have seen as a direct result of their application. Motorola, GE, Allied Signal,
Ford are among the many companies that have used Six Sigma with great success. Lean
(originally coming from the Toyota Production System) and Six Sigma are constantly
gaining credibility among managers and even though TRIZ is still a shadowy methodology,
its success in engineering is slowly but very surely bringing it to the mainstream.

Of course you won’t find much news on Google about the disappointing Six sigma-
projects. I mean the Six Sigma-projects that have never reached the goal that was initially set
or even the projects that were stopped in an early phase.

Maybe contrary to popular opinion, I have to admit that Six Sigma is definitively NOT a
holistic system for managing quality.
There are problems for which Six Sigma is NOT the best approach.
Six Sigma has attracted some adepts who fanatically believe that it can be a panacea to all
management problems, but taken in isolation, it is obvious that it will fail to be fully
satisfactory. That’s why most of the companies that espouse it are combining it with Lean for
better results. The objective should not be the summation of the different strategies but their
amalgamation, their synergetic integration for the creation of a sturdy body of knowledge.

3. The DMAIC-drumbeat

3.1 Define
In this first phase, we have to be sure that we understand what the problem really is as
perceived by the customer. We have to speak the ‘Voice of the Customer’. This VOC has to
be made measurable, the so-called external CTQ (Critical to Quality).

3.2 Measure
This phase is necessary to deploy the external CTQ into more detailed internal CTQ’s.
And for each of them the measurability is checked.

3.3 Analyse
In the analyse phase the behaviour and the capability of the process are checked and
potential influencing factors are searched for.

3.4 Improve
In the improve phase the important influencing factors are identified as their relation with
the CTQ is proven.
Improvement actions are designed and translated into concrete actions.

3.5 Control
In this last phase some extra attention is asked to make sure that the problem can never
occur again and then the project can be closed.

4. Where Does Six sigma meet TRIZ ?

 Their goal is the same: increasing profitability. The factors that can lead to that goal are
the same; they are called customer satisfaction, inventory reduction, waste elimination,
higher productivity and efficiency of the production resources, excellent quality of products
and services.

By analysing the many Black and Green belt projects Amelior was involved in, we notice
that there are some clear ‘roadblocks’ in applying Six Sigma.
Six Sigma project selection is very crucial for a company because selecting a wrong
project can only have negative effects. The starting point of a project selection might be a
thorough analysis of the value chain of a company and its overall operations. How
everything is related, how one step impacts another.
An essential point of interest remains the clear definition of a Six Sigma-project. A bad
definition definitely leads to disappointing results or to longer lead times for the project.
Translating this problem into the language of the customer is making it even more
delicate.
If you know the KANO-model you will agree that this is a very difficult task. Don’t try to
ask the customer to tell you because maybe he will lead you down the wrong track.
Making that VOC measurable, the so-called external CTQ (Critical to Quality), could be
the first roadblock.
Sometimes you feel that in this phase there is a strong need for a more disciplined and
rigorous approach to map out the current state of the process and for determining the
interrelationships of functions. TRIZ’s problem defining tools could be satisfying this need.

A second concern in applying Six Sigma involves the ‘Improve’-phase of the DMAIC-
circle.
There we witness a lack of real innovative ideas to deal with the root cause of the
problem. Especially if we consider the philosophy of Six Sigma that states that
breakthroughs must be forced to rise from a 2,5 sigma level to a 4 sigma level for instance.
Here the strict Six Sigma methodology appears to hinder the Black Belt and his project
team.
Also here TRIZ could be the missing link.
Analysing the contradiction behind the problem and removing it can help us to get to the
ideal final result. A contradiction is a conflict in the system. Sometimes the clear formulation
of the contradiction suggests a possible answer to the problem. It is also possible that we
need other methods to resolve contradictions, to use resources and to make the system more
ideal. One method is the use of the patterns of evolution of systems. Studies of the history of
innovation have shown that many improvements follow similar patterns.
In those projects where dealing with the contradiction could be the answer of our problem,
it would be a shame to use ‘intuitive’ techniques like brainstorming to come up with the ideal
solution.
Even Design of Experiments could be misleading because this technique is based on the
idea of looking for the right compromise. If something has to be hot for a certain
functionality and on the same time cold to avoid that something bad happens the Six Sigma-
analyst will look for the ideal point for the temperature. Therefore he will do several
experiments with different settings. And the BB will try ‘Response Optimiser’ in Minitab to
look for the perfect setting.
They’re trained for it.
 A TRIZ-er would zoom in on that contradiction and would see this as the challenge to find
the ideal solution. Compromising is not present in his toolbox.

Of course Black Belts and Green Belts all over the world will go on delivering their
projects with breathtaking results, with or without TRIZ.
But there must also be many failed projects where TRIZ tools could have helped to get a
project out of the crosshairs. Wouldn’t it be a sin not having knowledge of these superb
tools?
 OUR JOURNEY IN INNOVATION

Ben Barbé
Janssen Pharmaceutica , Worldwide Chemical Production
bbarbe@janbe.jnj.com

Abstract
This paper describes the journey in innovation undertaken by the chemical manufacturing
division of Janssen Pharmaceutica since the start of the company. This journey has
certainly not ended, and innovation needs to be taken to a higher level to face the
challenges of today and tomorrow. Many elements, such as an “Ideas for Improvement”
system, “Innovation at work” to celebrate innovative initiatives and projects, have been
implemented for a long time. Feedback from employee surveys suggest that the use of
creativity to achieve business objectives can be taken to a higher level. Also the business
strategy stipulates that innovation is indispensable to achieve our long term business
objectives. One of the challenges, however, is to achieve this in a heavily regulated
environment. Strong synergies are possible between our total quality system and
creativity. We are currently exploring tools and concepts to integrate in our approach. Our
plans include to conduct an innovation climate survey and take appropriate actions based
on the results
Keywords: innovation, creativity, assessment, process, business improvement.

1. Introduction
The founder of Janssen Pharmaceutica, Dr Paul Janssen, was the most prolific drug
inventor of all time. 80 new medicines in 45 years and 5 medicines on the WHO’s essential
drug list are some of the exceptional results of his research work. Building an organisation
around people and keeping an open mind for the unexpected are believed to be some of the
key contributors to this success. The question he would always ask his co-workers “What’s
new?” has become legendary.
To keep this spirit alive in a manufacturing environment some challenges are present .
Discipline in adherence to instructions, repetitiveness, … are commonly associated with this
environment. Being a manufacturer of chemicals that are active ingredients for
pharmaceuticals brings in the regulations with regard to current Good Manufacturing
Practices (cGMP), safety and the environment, only adding to the perception of rigor. Since
these regulations have the force of law, compliance is a must.
On the other hand, the challenges put to the Pharmaceutical industry are the increased
level of competition, pressure on resources, etc. Using the full potential of people to achieve
more with the same resources is a key focus area to achieve business objectives. This is why
we embarked on the next phase in our journey in innovation.

2. Concepts behind our approach

When we talk about innovation, we mean company-wide innovation. So the scope of
innovation is not only new products or new production technology, but also processes,
management approaches, …; in other words: every aspect of the business.
 Our approach is based on the 4 dimensions of innovation, the fact that people are a key
factor in achieving results, and the congruence between improvement and innovation

2.1 4 dimensions for innovation

Research done by our parent company Johnson & Johnson in the 90-ties revealed that 4
dimensions are needed to establish a culture of innovation:
• Leadership: making innovation a high priority, creating a positive attitude
towards risk taking, and creating openness and respect for people attitude
• Environment: people with the right risk taking attitude, reward system for
innovation, and trust between all levels in the organization
• Aspirations: clearly communicated aspirational goals and objectives
• Processes: processes needed to turn ideas into reality are present and low-
bureaucratic in nature

This is referred to as the “LEAP” model.

2.2 People
An important common component of the 4 dimensions is the focus on people. Another
way of viewing the importance of people is through the following equation:

Process x People = Performance

A manufacturing environment is probably the least difficult business area to create a

process thinking environment. Through our total quality system called Process Excellence
(PE) substantial performance increases have been achieved by working on the process
component. For the other part of the equation, we believe that there is a major opportunity in
using the full potential of our people, in particular their creativity.

2.3 Linking quality with innovation

Total quality and innovation are more closely linked than one would imagine. A first
linkage is shown:

Idea + Flawless execution = Innovation

While the “idea” is certainly linked with creativity, it needs to be developed and
implemented without defects to achieve its benefit, and this is linked to process design,
defect prevention or elimination, …It is clear that this applies to any “idea”, whether it is on
technology previously used in another industry, a new management approach, …
And another linkage exists:

Root cause detection + creative solution = Innovation

In total quality root cause detection and elimination is a key focus area, but to achieve real
breakthrough results the solution needs a spark of creativity.
In this sense business improvement will be accelerated when total quality systems and
innovation climate reinforce each other.
3. Current situation and next steps
A number of key elements to enhance a climate for innovation are already in place, for
example: our strategy clearly states the objective to create a “culture for innovation”,
systems that collect, implement, and reward “Ideas for improvement” are in place. Also the
celebration of creative ideas and projects in our yearly Innovation@work event creates
recognition for innovations. Technology scouting group that proactively looks for new
technologies to create new opportunities has been implemented, …
An example of technology is the acquisition of spray drying technology. This technology
was previously very rarely applied in our industry and more commonly used in the food
industry. The specifications for a particular product needed the application of a different
technology, and spray drying was identified. Having acquired this capability, this opened the
way to other applications. The acquisition of a product could be concluded because we had
spray drying capability

But as shown earlier in this discussion there are opportunities to bring innovation to a
higher level. Two directions are followed in the current exploration phase: the first is on
“what do we need in addition” to complete a system for sustainable innovation. We plan to
execute an innovation climate survey in our organization to obtain this information. The
LEAP model will serve as a backbone for that survey. The second direction is on the “how”,
how to implement these dimensions, what tools and structure can help to sustain the
innovation climate, … Both directions will culminate in a set of planned initiatives that will
step up the level of innovation

4. Conclusions
We believe we are on a journey in innovation. While creativity has always been part of
our culture, we need to stimulate the systematic detection, development and implementation
of ideas to achieve our goals in the current environment. The approach we are taking is
focusing on people, ensuring that quality systems and creativity work together while
complying with all regulations, and using the backbone of the LEAP model. As we are
currently in an exploration phase, we will use the results of what is needed and how to
achieve the sustained innovation climate to develop and implement the necessary actions
 IDEAS, CREATIVITY AND WEB 2.0

Marc Heleven
www.newshoestoday.com
www.creax.net

One of the most striking developments on the internet is the originating of Web 2.0, a
global concept for « user generated content », social networks, tagging, web based
applications… Think about : Wikipedia, Flickr, eBay, Rollyo, Myspace, Orkut… Is it a new
hype or rather a marketing terminology ? Or is there a future for these new web
applications ?

Marc Heleven will show what is typical for Web 2.0 by some key meanings and by giving
about five inspiring examples. He will also give 7 concrete hints in order to enhance the
innovative potential of your organisation with the assistance of Web 2.0 applications
(customers insight, open source innovation, ideamining, marketing innovation, the long tail).

Note from the editors:

Due to the late arrival of the contribution of Mr. Heleven, more info will be available on the
conference location.

Marc Heleven is Licentiate educational sciences, Postgraduate non-commercial

management, above all Internet addict, Autodidact and expert creative thinking and
innovation.

His Key areas are: Internet assisted idea generation, Idea and trend search on the web (deep
search for ideas, innovations, trends).
INNOVATION PROGRAMME - TOOLS AND TACTICS

Serge Lapointe
Centre de Recherche en Génie Logiciel (CRGL)
50 rue Queen, bureau 201
Montréal (Québec), Canada
H3C 2N5
Serge.lapointe@crgl.com
Abstract
Organizations give the word “programme” a broad variety of meanings.
In its most common use, a programme is a collection of projects and
other items of work managed coherently together as a portfolio. It is a
collection of organizational resources that are geared at accomplishing
a major goal or set of goals. Organizations often align a large portion of
the workforce surrounded by a specific structure, parallel and
complementary to the official organization. Innovation is unfortunately
most of the time a local effort performed by heroes. It doesn’t have the
reach or the exposure required to change the organization to the level it
has to change.
This article will introduce the processes and business components to
take Innovation from a local initiative to a broader organization system,
supporting the Culture of Innovation at the corporate level. Our
objective is to show that organization that look for the “magic bullet”
have in their possession the perfect candidate for changing the
organisation in Innovation Programme.
Keywords: Programme management, TRIZ, Innovation, Programme
Office, Voilà

1.Introduction
Over the last thirty years I was fortunate enough to be involved in
multiple companies and cultures. Moving from organisation to
organisation help me understand that management always look for the new
business strategy that will reinvent the organisation and create a
differentiator in their industry. TQM, Kaizen, Lean Manufacturing, Six
Sigma, ISO are somehow different in nature and not mutually exclusive
but they all faced the adoption challenge. It is not so much the programme
that you choose but the discipline and commitment you apply that force the
organisation to change. The one example we can use is the Six Sigma
story at GE and how Jack Welch supported the Six Sigma methodology
and promote Innovation with the same passion.
Companies now have to face the reality that the strategies and tactics
they used during the ‘90s to drive share price and earnings have largely run
out of steam or reached their natural limits. Cost cutting and staff
reductions have their limits, creative accounting is harder to get away with,
mergers and acquisitions are harder to find, and so on. What remains for
most organisations to create above average growth and earnings is real
innovation and the proper delivery mechanism is the Programme concept.
Programme Management is a vital component in the delivery of
change; whether change to public or customer services, or change within
organizations. The general principles and techniques of Programme
Management have been developed and applied in many different areas and
for many years.

A Programme operates a parallel paradigm in that it has many Projects

running concurrently and the role of the Programme is to ensure that the
Projects fit together effectively in support of the Corporate vision. Most
Programmes have a broad outcome focus, a wide scope and are very
complex, whereas Projects (normally) have a narrow output/product focus,
a tight scope and are less complex. Usually Programmes contain a number
of Projects within them, leading to organizational change.

The objective of this paper is to identify the added value a programme

could deliver over a multitude of projects and show a proven path to take a
local initiative like Innovation and make it a corporate program. We
suggest that restricting Innovation mandates to 1% of the work force in
R&D and Engineering limits the organisation and that Programme strategy,
processes and tools can extract the real potential of the organisation.

2. Decisive factors to qualify for programme

Before launching a programme of any type, you must understand the
decisive factors to take into consideration. It is not every activity that
would qualify for the programme strategy. The first criteria is the
obligation and acknowledgement that status-quo is not acceptable. It has to
be widely accepted by upper management and throughout the organisation
that the company will not growth at the same pace without a major shift in
the processes or products. People will naturally migrate to a point of least
stress. Change implies more stress; hence people tend not to like change.
When there is a crisis, however, stress is already high and people are
much more likely to pull together to solve the crisis and return to a lower
stress state. Almost 100% of all successful change initiatives have been
borne of a crisis – whether it be naturally occurring or manufactured.1
Market leaders are not exempt of this challenge to constantly reinvent
themselves and leading the parade for investment in Innovation.

The second criterion is the communication. The word “Innovation”

must be mention over and over at every level of the organisation as the
enabler to face the new challenges coming from new tigers like India or
China. The corporate speech use different terminology but the very basic is
the willingness to look at proven recipes for changing using a project type
approach.

The third criterion is the relative integration of each business entity.

The programme approach will dictate tools and processes reducing the
autonomy of each unit. Collaboration between business units at the
working level is the most important factor for programme to succeed.

3. Programme Components
In essence a Programme is all about managing the relationships
between Projects to ensure effective coherence to deliver the outcomes in
the real world, rather than a Project delivering a product. A Project is
focused on delivering specific output; it will last for a very definite period
of time, after which it will close. However, a Programme may be started
and may be, for some considerable time, unclear about how long it will be
run for – this is because it will be concerned with delivering outcomes and
has a broad focus.

We can classify the components in three categories; process, people

and technology.

4. Process
In order to keep it simple, we have included in this section the process
elements and the output of strategic processes like the vision and mission
of the corporation.
3.1 Programme Vision
A Programme vision is the description of what the company will be
like as a result of the Programme, and seeks to define the outcomes
wanted. The vision statement should form the basis for all work on a
Programme, and will inevitably evolve over the life of the Programme
Programmes typically last longer than Projects and correspondingly see
much greater change over their life. Programmes are also more closely
aligned to your organisation's strategic objectives, and must necessarily
respond to external influences more so than Projects.

As a result, the capabilities, and the vision required to deliver them, are
typically refined during the lifetime of a Programme. It is important for the
vision to be discussed and defined in the early stages of a Programme.
One of the best ways to do this is to develop a rough outline proposed
vision (also known as a 'straw-man') for discussion, review and then,
hopefully, sign-up, in a facilitated workshop with as many of the key
stakeholders in attendance as possible.
3.2 Programme planning
Programme Planning Should Tie in With Strategic Planning.
Depending on the nature of the organization, strategic planning typically
includes review of the organization's vision, mission, values, overall
strategic issues and strategic goals and strategies to reach the goals
(strategies to reach the goals often are the roadmap for how the programme
meets its own goals). Because the programme planning must be tied to the
nature of the organization's mission, the programme planning should be
closely tied with the organization strategic planning as well. Typically, at a
point right after the strategic planning process has identified strategic goals
and issues, a team of planners can draft a framework for how goals can be
met. This framework is often the roadmap for the new programme.
3.3 Goals and objectives
Programme goal(s) should come from and be closely associated with
the organization's overall strategic goals. Think about what, e.g., three to
five major accomplishments must be reached to attain each overall goal.
Goals are an overall status to be reached through continued efforts in the
programme. Goals should be described such that the organization can
assess whether it's reached the goal or not. The goal should establish clear
direction for the organization and portray that direction to others For
example, if you are just starting out to develop the innovation program,
typical overall goals might include: develop employees, pilot services to
one group of products, evaluate the programme process and finalize
programme process based on evaluation results.
Think about each goal and what sub-goals, or objectives, you need to
accomplish to reach that goal. (Depending on your nature, it may work to
instead think of how the programme process will be carried out and then
identify specific milestones, or objectives, in carrying out the process. This
approach is somewhat like the reverse of thinking about goals and
associating objectives.) Objectives should be worded such that one can
rather easily discern if it's been reached or not. They should specify who is
going to do what to whom and when and how much.
3.4 Programme structure
Structuring a Programme is hard to get right from the word go, and in
most Programmes the structure will have to change over time to
accommodate progress, changes in scope, other policy etc., developments
and new information/evidence. The aim of structuring is to minimise
cross-talk between elements of the Programme, maximising delegation,
whilst maintaining coherence, focus and control.
Programmes can be a part of other Programmes, as we frequently find
that Programmes relate to, have interdependencies with other Programmes
or Projects etc in complex ways. Programme management does not try to
describe a simple hierarchy, but a complex network of interconnections.
As a result, Programmes can work for other Programmes, and Programmes
may have Projects in common. Key to achieving success in this is defining
ownership, and such needs to be defined on a case by case basis. As per
example you may launch and Innovation programme in parallel with a Six
Sigma Program. At some point in a Six Sigma project you might decide to
delegate to Innovation programme some tasks like Brainstorming to put
some boundaries around the reinventing and design elements.
In Programme structuring the Programme milestones are important.
They may take the form of a key product/deliverable, decision, or an event,
and each one must have clear ownership. The milestones can then be
grouped, based on how they relate to one another or on common
ownership. It may then be possible to split these groupings into sub-
Programmes and/or Projects.
When structuring your Programme, you need to consider the
similarities and differences in organisation/s:
- ways of working: methodologies / processes / technologies;
- people characteristics: skills / disposition;
- Information requirements / knowledge of the domain.
Another critical factor is the need for resources and skills and their
availability. It is important to maintain continuity and persistency of
people in the same area of work and to try not to keep switching them in
and out of teams.
When an Innovation Programme is to be established the Programme
Manager should consider as to how it will work with/change the existing
organisational structure to ensure that the Innovation Programme is able to
deliver its outcomes and ultimately vision, whilst at the same time the
organisation does not lose sight of its need to continue to deliver its normal
business.

3.5 Governance
A number of principles have been developed for Programme and
Project governance that if complied with, would give the necessary
assurance:
- A Programme Board has overall responsibility for governance of
its component Projects.
- The roles and responsibilities for the governance of the programme
should be clearly defined throughout the organisation.
- A system must exist to maintain a supportive relationship between
the overall organisational strategy and the Programme and Project
portfolio. A coherent and supportive relationship should be
maintained between the overall business strategy and the
Programme and Project portfolio.
- The Programme or Project Business Case will be supported by
relevant and realistic information that provides a reliable basis for
making authorisation decisions.
- There will be clearly defined criteria for reporting Programme or
Project status and for the escalation of risks and issues to the levels
required by the organisation.
 - The organisation will foster a culture of improvement and open
disclosure of Programme and Project information to all of those
concerned with delivery and partners.
3.6. Communication
A recent study by Standard & Poor’s found the amount of information
companies provide in their annual reports can be directly correlated with
their market risk and also found companies providing more voluntary
disclosure in their annual reports commanded a higher stock price. The era
for the bare minimum of communication and disclosure has just about
ended. The Innovation Programme you are about to launch need to be
communicate strategically to position the organization as creative and
leading the way to into your market. This is what Jack Welch understood
and leverage throughout his time at GE.
Well-managed communication with your key audiences such as
customers and employees is as critical. Communicating effectively will
inform employees about your organization's commitment to Innovation
and the environment and enable them to be a part of your efforts and take
pride in the accomplishments. Buy-in at all levels of your organization,
from part-time employees to senior level managers, is key to an effective
strategic Innovation Programme.
Establish a format and frequency of communication. The goal is to
communicate to 100% of the employees, most of the Suppliers, the
Customer and the Press, the successes and importance of Innovation for the
organization.
3.7 Training
Without a well thought training program, innovation can easily turn
into a ‘one-shot’ exercise that does not provide sustained value creation.
Recognizing that cultural change takes time and occurs over many fronts is
critical to setting reasonable expectations about integrating innovation into
an organization. Although the definition of innovation as “people creating
value by implementing new ideas” seems contrived, it does focus attention
on the collaborative nature of innovation as well as the importance of
training and execution.
In today’s fast-paced, competitive workplace, an organization’s
survival depends on leaders who can consistently and deliberately develop
innovative and effective business solutions. Leaders need the skills to
foster a work environment that encourages and promotes innovation. The
first component is the innovation awareness training. A deeper
understanding of the innovation process: what's involved its scope, and
why it's important to the individual, the business unit and the organisation.

5. People
All Programmes will have certain similarities in that they will be led by a
Senior Executive. They will have a Programme Manager, who is
responsible for the day to day management of the Programme supported by
a Programme Office. There will also be many others who will be working
within the Programme, who will be organised into teams which will be run
by Project Managers.
5.1 Programme Executive/ Sponsor/Evangelist
The Programme Executive is the individual responsible for ensuring
that a Programme meets its objectives and delivers the projected benefits.
He is the owner of the overall business change that is being supported or
enabled by the Programme. The Programme Executive ensures that the
Programme maintains its business and vision focus, he has clear authority
and that the context is actively managed. The individual is recognised as
the Owner throughout the organisation.2
- understand and champion the Innovation Programme vision
and understand its strategic fit within the organisation's
landscape;
- take responsibility - including putting things right when they go
wrong and ensuring recognition is given when they go right;
- have a good understanding of the business issues associated
with the Innovation Programme;
- be a senior reputable figure recognised as a change agent
throughout the organisation;
- Ensure that key staff on the Innovation Programme undertakes
formal training appropriate to their role;
- broker relationships with stakeholders both within and outside
the Programme;
- be aware of the broader perspective and how it impacts on the
Innovation Programme;
- The Programme Executive remains in place throughout the
programme life cycle, or change only when a distinct phase of
benefit delivery has been completed.
5.2 Programme Manager
While the techniques of Programme management are simple, it is the
experience and expertise in applying them in practice that is critical. The
extent to which an organisation runs a low blame culture will determine the
level of risk that can be taken, and the Programme paperwork that is
needed to justify and record actions, and to manage delivery. A lack of
experience can be overcome by having a mentor or deputy Programme
Manager, but the success of this will depend on the relationships of the
individuals concerned.

The main role of the Programme Manager is to maintain the health of the
Programme mechanisms, and to ensure the outcomes are achieved. But
how does the Programme Manager do this when the specific Deliverables
are produced by the Projects.
 It is very important that the Programme Executive, Programme
Manager and Programme Board maintain a shared vision for the future
across the whole of the Programme. This needs to be supported by a set of
linked plans which will manage the changes and delivery of all of the
required components for the vision to be achieved.
Programme Managers must seek to achieve the best from the people
who are working with them on the Programme. This is why so much
attention must be paid to the individuals, the work styles being adopted
within the Programme, the teams and how they are working together.
5.4 Programme Office
One of the first tasks in setting up a Programme support function is to
put in place all the necessary systems and processes. The time taken to do
this is often under-estimated and one could say that the set up of the
Programme mechanics and support office is a Project in its own right. If it
is done properly this activity can be done alongside the training of the team
and the logistic set-up. The recruitment of and the setting up of a
Programme Office should be one of a Programme Manager's earliest jobs
as it plays a key Programme role by providing support to the Programme’s
Executive, Board and Manager.
The Programme Office - led by either the Programme Manager or a
dedicated Programme Office Manager will provide briefing papers and
gives the Board and others information as required. It is also responsible
for maintaining the Programme Business Case, which is especially
important at the start of the Innovation Programme to ensure that
mechanisms to evaluate the outcomes of the Programme are put in place
and baselines agreed. The main activities are:
- provide a general secretariat function, looking after the
Programme’s knowledge management systems, document
library and configuration management. As part of this it
collects and shares information from across the Programme,
and will monitor overall progress;
- manage Programme-wide change control and impact analysis;
- look after internal Programme communications, but it may also
oversee external Programme communications.
5.3 Stakeholders
A stakeholder is best defined as an individual or organisation who
needs to be involved with, or who will be directly affected by the
Innovation Programme. The following groups of people will all, to a
greater or lesser extent, play a part in the success of your Programme:
- customers actual and prospects;
- target audience, interest groups;
- the core and wider Programme management teams (i.e.
Programme Executive, Programme Managers, Programme
support managers and staff).
 With the above in mind you must identify those key stakeholders and
other interested parties - i.e. those who can seriously aid or hinder the
successful delivery of your Programme. Take time to talk to contributors to
the work to make sure you have their full commitment and that they will be
available when you need their contribution.
One can embark on a wonderful programme planning process with all
the right parts, but if key customers aren't involved to provide perspectives
from the programme user's point of view, the organization may build a
beautiful ladder -- but on the wrong roof. Involve customers in initial ideas
about a program, discuss your perceived unmet need among those
customers, and ask how they would like the need to be met. You might run
a final draft of your programme plan past a couple of key customers.

6. Technology
Software plays an important role in effective programme management.
Applications can help handle the vast amounts of information - such as
financial data, timelines and objectives - involved in managing multiple
projects across various business units within an organisation. Currently
programme management software, though becoming more advanced and
performing more functions each year, still has a long way to go in
matching face-to-face collaboration. We believes the most effective tools
tend to be the ones developed for specific purposes and embedded in an
organisation's processes, as opposed the one-size-fits-all options.
One of the objectives for Programme software is to leverage
technology to create a community of interest around Innovation. The
availability of an Innovation portal with both public and private section is a
tool practitioners would use to collaborate and enhance their strength as
they resolve challenges. The portal should have Ideas Management, Project
Management, Documents Management, Collaboration modules and a
strong reporting engine. The Innovation portal is the core component for
large and decentralized organization when experts need remote access to
their knowledge.
6.1 Idea Manager
As the initial stage of a Program, the Idea Manager is a repository for
potential project ideas and as a precursor to the Project Manager. The Idea
Manager provides a holding tank for projects not yet approved by the
Innovation Programme committee and provides critical Project Pool data.
The process for ideas submission must by open to all stakeholders and
employees therefore it must link to email systems and provide an
anonymous way to sent ideas when desired. The email is then processed
and stored in the hopper for review. You should also develop the process
for close loop feedback and link the ideas module to a recognition
programme
6.2 Knowledge store
Generally, there is not much difference in the documents used within a
Programme to those used within Projects, however, at Programme level
there are additional documents required over and above what is needed for
a Project.
These are:
- a status report and a Programme Manager's report;
- a Programme Business Case;
- high level plans (which are understandable by a lay person, and
underpinned by more detailed Programme plans);
- Programme risks, issues and inter dependencies registers;
It is good practice to use a document management tool with powerful
search engine and version control features. The document management is
the main source of information for practitioners to look for reference
material and similar business case. Everyone involve in the Innovation
Programme should see these documents.
6.3 Collaboration
Successful collaboration brings two or more organisations together to
work in synergy, in an effort that is "more than the sum of its parts." That
is, if both organizations worked apart, both would serve customers and
produce some solutions/outcomes -- but not as many and as well as if both
organizations worked together. In working together organisation avoid
duplication and leverage lessons learned. There's an economy of scale, or
sharing of resources, that lowers costs and focuses more resources on
serving customers.
Not surprisingly, growth in intellectual capital drives demand for
communication and collaboration. Innovation Programme will demand
“end-to-end” communication for your enterprise. Through acquisition and
merger, many companies have divisions that are not only geographically
separated, but also disconnected in terms of common technology. You
must ensure that there is a shared environment available that allows your
entire enterprise to share and collaborate on this journey. If not, any
knowledge created will be viewed in isolation, and that does not build
value. The remote access is also critical for training partner to intervene
and resolve issues and reinforce knowledge long after training is
completed.

6.4 Resource Management

Storing, updating and accessing employee records and information with
paper-based systems is difficult and time-consuming process. Your system
need to support skills and certification per employee for “best-of-fit”
project requirements and scheduling. An interesting feature is to quickly
find availability and current task assignment to speed up the sourcing
process.
6.5 Project Tracking
Tools that provide your Programme and project teams with productivity
enhancements must be intuitive, easy to use and provide real benefits to the
users to ensure consistent data collection. Your system should provide
fully configurable methodology roadmaps for your current and future
needs with deliverables, tools and templates pre-attached directly to each
individual task.
6.6 Intranet Collaboration Portal Platform
The selected software should offer a unique integration of several
applications under one common user login with the same “look and feel” to
ensure that you minimize the training needs and support costs of multiple
applications. You should expect the combination of Project Tracking,
Knowledge Management, Resource Management and Collaboration
modules in one integrated package

7. Conclusion
I will start my conclusion by leveraging the ETRIA message that
“TRIZ is considered as a cross-disciplinary, generic methodology…. Most
of the concepts introduced in TRIZ are fuzzy, and most of the techniques
are still heuristic and only partially formalized”. This statement is not
much different than what you would have heard at the early stage of any
other Programme.
TRIZ content and techniques are very powerful and improving. Each
expert at the conference will contribute in his own area with the passion of
Evangelist finding a new catechist. CRGL contribution is at another level
as we believe our mission to be in framing the content with techniques and
technology that have proven to work in other areas.
The approach we are proposing in this paper is a pure application of the
TRIZ concept on process issue. “Whatever your problem, whether it is in a
product or a process, it’s very likely that someone, somewhere has already
solved it. The CREAX Problem Solving Study abstracts the essence of the
problem and identifies the right solving strategies. By this process of
abstraction, CREAX extracts from the world’s knowledge to identify how
other industries have solved problems similar to yours.

If we identify the lack of understanding of the potential of innovation

as a problem to fix, we are suggesting that Innovation can learn from TQM
and Six Sigma to get the attention of the Corporate Board. Those broadly
accepted problem solving methodologies have adopted the strategy of
Programme Management to get acceptance in the business world. In order
to succeed and make a real difference, the sponsors systematically set the
Programme goals and objectives, mission statement, governance and
communication plan. They invested in training and assigned a large team
of people in defined roles supported by the right tools to support
collaboration at all levels and put the discipline to make-it successful. This
is the very basics of TRIZ that someone somewhere as already solved this
problem.

With the emergence of China and India, Innovation is becoming a key

element of survival for companies established in Western countries.
Innovation is now on the top of the agenda for our leaders. Our role is to
create a structure and provide the right tools and processes for Innovation
to be lead the battle.

8. References
Department for education and skills : http://www.dfes.gov.uk/index
McNamara Carter: http://www.managementhelp.org
Program Management Group: http://www.e-
programme.com/articles_site.htm
Washington State School Directors' Association's "Passport to
Leadership" program materials
Welch, Jack: Straight from the gut, pages 329-340

9. Speaker
Mr. Serge Lapointe graduated as MBA from Université du Québec à
Montréal and has successfully deployed “Programmes” in multiple
domains like ISO, Six Sigma and Security. He is the VP Products for
Centre Recherche en Génie Logiciel (CRGL) in Canada and currently
deploys Security and Innovation Programmes for large organizations in
Canada.
 TRANSFORMATION OF AN ORGANISATION
THE POWER OF THE METAPHOR

JosBorremans
Development
coachVolvo Cars,Gent
jbonema@volvocars.com

Keywords: organisations,Autonomousmanagement,
eCDISME, 75, Metaphors
l. Why autonomous management?

I.l Basic assumptionI :

Due to the fall of the Berlin Wall, the new world has born in 1989. The cold war
system
(play chessand politics) was suddenly replaced by globalisation (no more walls),
a covering
aspect(globe) with an increaseof tangle.
More and more eYeryonecompetes against each other becauseaccessbarriers are reducing
(more is offered for less), the consumersstipulatesmore and more. Consumers
and no longei
producers become the point of departure. The speed of innovation increases,
the speed of
changeincreases.We move at full speedfrom innovation to production. It's about destroying
yourself (to renew) before giving someoneelse this opporn nity.
well for consumermeanshell on earth for manufactureror salesman.

1.2 Basic assumption2:

The fast moving environment (becauseof the globalisation) forces us to get to know
and
to recoglise our stakeholders.As a result we have to maintain the fast -ouing relationship
with them in order to be sustainable.
Sustainability means:
-satisfying customersby offering maximum results
concerning the delivery period, cost and
quality.
-satisfying society by offering maximum results
concerning the impact on environment and
integration.
-satisffing staff by offering maximum results
conceming employment satisfaction.
-satisffing shareholdersby offering maximum results
conceming return and professionalism.

1.3 Basic assumption3:

More concretely, we can be sustainableif we manage to keep each letter of
_ eCDISME
healthy. This means that the interests of the stakeholders can be translated
into the
QCDISME:
Consumer:QCD-isme
Environment: qcdism-E
Staff : qcdis-M-e
Shareholders:qcd-I-sme
The employeesare the heart of the organisationand bring alive each letter of the
eCDISME.
Employees don't exist on there own. Through the inieraction with other emiloyees
an
-strategies,
organisation is formed. This means, an organisation with Systems, Styles,
Structures,Staffand Sharedvalues in accordancewith the 7-S model of Mc. Kinsey.

261
 1.4 Basic assumption4:
The core of an organisation is vitality. Vitality is an energetic style and is the underlying
motive of each human being. Vitality is part of each man or woman but can be suppressedby
external conditions. Leadership that leaves no or less spacefor personal contribution makes
employees' vitality dying. Employees who initially bubble with energy and enthusiasmgive
up and do only the things they have to do. As a result, it is necessary to develop an
organisation (in accordancewith the 7-S model) that calls people for there vitality. It is when
people consider themselves as the owner of there job and feel responsible that vitality
bubbles. It makes people living and living up. In an autonomous managementorganisation
employeesaim from there soul at improvement, innovation, quality, etc... The QCDISM, and
therefore the stakeholderscan benefit from this vitality through a strong relationship with the
organisation. That is why an autonomousmanagementorganisation is the most appropriate
organisation form in order to use all available vitality. In other words, an autonomous
managementorganisation is the motor that drives the vital core of an organisation. This vital
core gives employeesthe opportunity to go along with and anticipate external changes.As a
result an organisation is able to adapt seamlessin the external environment. Sustainability is
the end result of this vital organisationform.

2. What is of a autonomous management organisation?

2.1 Characteristics of a autonomousmanagementorganisation

The answers on the following questions include the vital characteristicsof a self-control
organisation: "How well are you organisedin a world of globalisation?"

l. How fast is your company?

(It is not about the big ones eating the small ones but about the fast ones eating the slow
ones; Klaus Schwab.) )Vitality
2. Does your company dare to be open against the environment? (It is better being open
insteadof closed) )Sensitivity
3. Does your company dare to be open inside? )transparency - sensitivity
4. Leadership and strategic vision become of major importance. )Handling complexity,
intelligent and refined
5. Killing the injured and feeding the survivors (to stop, to go on or to start) )smooth re-
structuring/ transformation fl exibility
6.Does your company manageto make friends? longoing development
7.How well is your corporatebrand? )quality/no waste

(From: 'The Lexus and the olive tree. Understanding globalisation'; Thomas L. Friedman - a
New York Times columnist)

2.2 Understanding each characteristic

Since images are stronger than words, we refer to metaphorsin order to create a clear image
of a selfmonitoring organisation.

262
3. Does your company dare to be open inside? (Taking down the inside walls)
Îtransparency – sensitivity
4. Leadership and strategic vision become of major importance.
ÎHandling complexity, intelligent and refined
5. Killing the injured and feeding the survivors (to stop, to go on or to start)
Îsmooth re-structuring/ transformation flexibility
6.Does your company manage to make friends?
Îongoing development
7.How well is your corporate brand?
Îquality/no waste

(From: 'The Lexus and the olive tree. Understanding globalisation'; Thomas L. Friedman – a New
York Times columnist)

2) Understanding each characteristic

Since images are stronger than words, we refer to metaphors in order to create a clear image of
a selfmonitoring organisation.

The organization as a space of light (instead of black stripe)

COACHING

THE BLACK
LINE SPACE OF LIGHT

Since past century, our organizations are set up from distinct black stripe thinking. What does
that mean? Some have been appointed to think up the what and the how of organizations and to
put it out into instructions, prescriptions and regulations (these are black stripes). The others
just have to follow the orders, they just have to execute. This is what you would call a simple
story in the eyes of 'others': to just follow the simple prescriptions and to execute them cause
that is where you are being paid for. Obedience is being asked and discipline in (blind) execution
is being expected and demanded.
When someone dares walking next to the black stripe, this is being seen as not sticking to an
agreement and then it sounds reproachfully: "They are being paid to do what we tell them to do
but do you think they stick to it? They are unfair because they aren't doing what they are being
paid for. And it isn't that difficult: just do what we tell you to do!"

We detect that "just do what we tell you to do" is only an illusion in a world that changes rapidly
and which can not be brought back to the sum of instructions. Just like a floundering fish isn't
equal to the skin, the flesh and the organs on a pair of scales.
The annoying thing about the matter is that the young generations apparently seem to be allergic
to just execute what others tell them to do. The don't try anymore to walk on the black stripes
of others. The give remarks, they don't agree, they create stripes of their own and they use a
lot of energy to get rid of the black stripes.
Daydreaming, the older generation says: "It's too bad. Where is the disciple (=obedience)? All
was well-ordered back then. There was no room for discussion; you just did what the boss told
you to do!" The young people are spoiled and they don't know there place! (= they think too much
and they stand their grounds).

In spite of the limitations/restrictions of the black stripe thinking is being experienced

personally, the management strongly holds on to it. At the end there has to go out, daily, an
exact number of cars which have to meet a lot of requirements and specifications and this can
only be achieved through the black stripes? Isn't it so?
That is why, over the years, a lot of energy, time and money has been invested in all sorts of
systems to teach people to keep on walking on the black stripes: rewarding systems, sanction
systems, control systems, temptation systems, threatening systems,… These systems are a
necessary evil to help the black stripe organization fit. But the crucial question remains: is the
initially basic assumption 'black strip' still true and useful? Can we still pay the price, in the
human, but also in the financial sphere?

It's not for nothing that since decades another way of organizing is wildly successful. This
doesn't mean that the current management finds it easy to let go of the older organization
models and to let it behind and that is still put plainly.

We'd like to call that other way, a space of light, in opposition of 'the black stripe'. Black
against light and a stripe against a space. In nature there are 2 important conditions to develop
potential into an ideal ability: light (towards a plant grows) and space (to give the roots and the
green a place).

As far as the organization of work goes, a space of light means that instructions, prescriptions
and regulations are no longer taking part in working, but are being replaced by mission, vision,
result areas, objectives. A large fragment of work is being assigned to each one and it is up to
him/her to keep this 'fragment' (field, sub-processes, result areas) healthy. And therefore one
will make use of all sorts of methods, procedures and prescriptions. Of course only when their
use and efficiency clearly have been proved.

Here, the work is being organized in such a way that it is useful and meaningful for the
employee. In that case he will make full use of his abilities and means to achieve excellent
results. But it is a whole job to organize the work in such a way. It isn't sufficient to give
someone a though job. The job has to feel like a challenge: difficult, worth the while and
estimated as attainable. This can't just be designed in advance; it's a continuous process of try-
outs, experiences of success, the feeling of self-confidence, managing something new and more
difficult, another experience of success, having more self-confidence,…
Working powerful is: not being obliged to walk on black stripes, but because the work attracts
you, you grab it, you crawl into it and you bring it to life.
But most of us do need coaching. Opportunities are being shown, your qualities (things where you
are good at) are brought to your attention, your aspirations are being woken up, your willingness
is being stimulated, there is encouragement, you are being challenged to make a step forward,
relations, connections and greater links are being shown, you receive feedback which increases
your self-sight,…
Coaches see to it that you want to be excellent in the filling of the space of light. Like top-class
players are the champions of walking on black stripes. It is unimaginable how e.g. a top-class
tennis player, during a whole match, can play so precisely, so according the rules (and even much
better). Top-class results by doing, with high subtlety and in a highly concentrated way, what is
being expected.
Walking, so perfectly and with persistence, on black stripes is only found where people choose
for it themselves. They go for it because they find it very important for themselves. They think
it's of such importance that they hire coaches and pay them a lot, to teach them how much more
precise and much better and longer they can walk on the black stripes.

If we want to produce many cars that meet all the requirements and specifications, then we'd
better start with spaces of light to end with black stripes.
Starting with black stripes is trying to ensure the result from the beginning, but in fact we are
organizing towards inferior achievements. In best case we see something average. We create our
own deficiency by trying to hide a world of excellence because we stick to the black stripes in
days long gone.

The organization as a hierarchy or as a network

How essential hierarchy may be in an organization, it is not that hierarchy that makes growth,
development and ability to a reality. Hierarchy is about keeping control over something and even
then in a less extent. It is more something of a desperate attempt to gain control; it has
something of 'divide and conquer'.
Out of hierarchy comes an aiming for, so that the right defined things will be done.
And with as little as possible connections. The hierarchic line surrounds, through a small number
of employees (management, executives), the whole working area and employees that have to
operate in it. So to speak, it is being kept under control. It is especially designed to keep under
control, to ensure status quo, to preserve what already has been achieved.

If we see the world as something static, hierarchy will certainly be at the center.
If we experience the world more as something dynamic, it's really necessary to see the
organization less as a hierarchy but more as a network.
In fact, hierarchy should be the source of leadership, the start of managing properly and
connecting everyone.
Just look around and see what's happening in our world. Just try to see how many connections
are increasing in everything around us.

Industry:
The way a car has been created out of ideas and acts of thousands of people which are spread
out over many different locations on many different continents. The interdependence of the
industry and trade has taken huge proportions.
This creates an explosion of the number of new products opening up new horizons.

Everyone a world citizen:

Each one of us is always and everywhere reachable. Even in the jungle or on the North Pole.
News and knowledge are being delivered to us, no matter where we are.. on line. Everything that
used to be hidden or concealed, is being revealed a lot faster and to everyone because more and
more eyes and ears are connected with each other through mobile phones and internet.
This creates an explosion of information, knowledge, competences and consciousness.

Our brains:
I remember 20 years ago, there was said that our brain capacity reduces from the moment just
after birth. We did have a lot of brain cells (we just can't use them all), but the number of cells
is laid down and they constantly keep dying off; this isn't a problem because the amount of cells
is enormous.
What we didn't realize back then, was that the connections between the cells did increase very
much. Our experiences and acquiring more knowledge creates new connections and so we keep
developing, evolving thanks to these connections.
Without connections there won't be development. Doesn't our world create an exponential
growth of connections in our brains?

Developing countries vs. rest of the world:

Just fly over a developing country and over Europe and you will notice clearly beneath you: the
roads are connections and without those connection there is no development. Europe is strewn
with roads, in developing countries this is in a lesser extent. And now we are only talking about
visible connections. Television, radio, internet, satellite, mobile phone are equally important.

Development, growth, increase of ability is possible because sources are connected with sources.
Each employee is a source of a lot of different things:
Energy, time, capacity, knowledge, intelligence, compassion, insight, love, power to make changes,
aspirations, expertise, joy, …
The more connections, the greater the chance for development. Networks (a web of connections)
are creators of that which they are specialized in. They make possible ('ability') of that which
they are connected with.
A modern organization has a need for many connections on all sorts of levels so that the
organization can develop further as a valuable part of our world.
Learning for, through and with each other
Learning is the other side of the medal of growth and development. Growth and development only
takes place through intensive interaction of ourselves with the external surrounding and our
internal environment. Why would learning be any different?
Most of us have the idea - people taught us so - that learning is something individual that
happens inside of us. Of course, it happens inside of us, but even so outside ourselves. The
quality of learning depends on the quality of what's happening within ourselves or outside
ourselves.

The organization as a sprinkler system

A long time ago, great organizations had fire departments, right in the center of their site.
Logical, because whenever there was a fire, no matter where, they have to get there as soon as
possible to start extinguishing the fire.
The scenario went as follows: after discovering the fire, immediately the alarm was set. Of
course when the fire reached a deserted hangar, it was only discovered when the flames broke
outwards and then it also had to be reported: hopefully there was a phone or alarm in the vicinity
and did they knew where it was, so they could set the alarm. Or did they know where the fire
extinguisher was and knew how to use it, if they weren't already too late… Or didn't they forget
to set the alarm because they were extinguishing on their own.
But, this has to be said, from the moment on they heard the blaring sirens throughout the fire
department, you could really witness a masterly example of efficiency. In no time the firemen
were dressed, they slid down the tube and were full of adrenaline in the fire engine that rode at
full speed to the scene of calamity.
Once they arrived, they didn't waist a second, the men jumped out of the car, each one filled
with his own task, hoses were attached, ladders were pulled out and the fire was being
extinguished before you had noticed it.
If you witnessed this action, you could be impressed by the fastness, the craftsmanship and the
courage of the firemen and to be honest, if you stood there with your bucket or your
extinguisher you would feel really tiny and small.
At the end of the story, the organization did have a serious fire and water damage. Despite the
fire brigade.

If we make a jump forward into the time where the sprinklers, fire sensors and fire prevention
are already common property within organizations, we see that the scenario changes
fundamentally.
Already early, at the smouldering of whatever, even in the deserted hangar, it will be detected
and one will respond to it.
Action takes place on size because the sensor and the sprinkler are adjusted to the space and
according to the space and the material there are also different, adjusted fire safety rules.
It is obvious that the fire department in itself is being slimmed down a bit, that it's function is
being altered en that they become more the managers of the sprinkler system and fire safety in
this new context. The job does lose a bit of its spectacular facet. The precision in advance and
the improvement of the safety (that also includes sensibilization, so that employees are more
concerned with fire safety) are priority number 1.
And in case this all should fail, we still must fall back on a flexible, competent and energetic
intervention team.

The difference between both organization models is enormous: the fire and water damage didn't
just slink a few percentages but it's just no comparison anymore. It is being reduced to an
absolute minimum.

The organization as a fleet speedboats

We compare a giant tanker with a fleet of speedboats.

On the giant tanker, especially the captain has a view. He knows the course and he or his
helmsman is at the helm.
In fact they are sitting with a whole bunch on the tanker in the dark. The cook in his kitchen.
The engineer between the engines. The ship's doctor in his cabinet. They could as well be on
shore. When the sea is calm they probably forget they're on sea and maybe they just don't care
where they're heading for en how much there has to be adjusted. That's the job of the captain.
It's up to him to worry about it. We only do our task within our marked out space.
This giant tanker really is a heavy monster and when the course has to be changed it takes a long
time. It doesn't happen in no time.
You can't split up such a huge tanker. The whole monster always has to go along, even if cargo
space is fully filled or just half-full or less.

Now imagine a fleet of little speedboats.

Each one has its own view. They see the sea and the course they're heading for. They also see
each other. There can easily, fast and almost spontaneous be adjusted, just on sight.
Each one lives with the sea. The swell, the turbulence, the difficulty of the sea is for each one a
challenge. Each one has to deal with it. They are not being protected by 'a captain'. Or you
regret this loss of comfort or you merge into the adventure.
There is a need for intensive communication between all of the speedboats if they want to make
progress as a whole. With a clear sight this happens naturally but if the weather is foggy this
takes a bit more effort and the ones with the best sight are leading the others.
The greatest trump of a fleet is the nimbleness and flexibility. Changing the course can happen
very fast. Even if they have less fright to carry, some other speed boats can be assigned to do
other tasks.
This living and moving as a whole can be possible when all sailors experience the fleet as a
direction point or a bright spot. The more they feel like a fleet, the more powerful and the less
they feel like a fleet the more speed boats are heading their own way. In the tanker, everything
stays together, physical, because everything is stuck between walls of steel plates.

Seeing the organization as a development

Requirements Challenge

Development

Quantity
• People
• Time
Depression • Money

Resources Capability

For many people, the overwhelming experience in the business is the difficulty of coming up to
the increasing expectations. What do they think what's happening? The set up demands and
expectations, expressed in objectives and targets are still increasing at a high speed: they are
quickly adjusted and fine tuned. In order to realize this we can only make use of reduced
resources: one has to achieve the new deadlines and objectives with less money, in less time and
with less people.
If we see what's happening as follows: obtaining more with less, then we will all end up in a
depression, all of us together. From the moment we experience something as impossible or
inhuman, fear reigns and each one of us will fall back into self-preservation, apathy,
despondency, cynicism, (passive) aggression…

How do we get out of this dilemma? It would be easiest if the world didn't go so fast! The
demands and expectations would be more average, but it's a fact that the world is accelerating.
And as an individual or as an organization you can't ask the world to go a bit slower because you
can't keep up. In the best case, the management can keep self-generated tension and stretching
under control, but that's it.
It's a reality that the available money, the available time and the number of people are
continuously being reduced; this is to control the costs and to deliver the products within set
time.
The solution doesn't just come along; this would be a world where demands and expectations
would decrease and where a lot more resources would be at our disposal. This it what's not
happening!

We just have to look/see differently!! Don't underestimate it; by looking differently at the
same, you will take other actions. As an illustration, the following:

Look at the 2 axisses differently: expectations and demands/resources. You will see a world,
organizations and people, developing, in expansion.

What's the dynamic of development?

How is someone, an organization, a society becoming more fulfilling, more meaningful, more fully-
developed, and more powerful to cope with life?
2 elements and the balance between both create development:

1. Challenge
A challenge is the opposite of pushed on demands and expectations you bump into. A challenge is
a task which is being experienced as a bit difficult, but attractive; something that's really worth
the effort; something of which success is not ensured in advance, but of which you are sure it
will succeed; something of which you know it will bring you closer in touch with yourself and gives
you a clear view of what your qualities are.

2. Ability
Ability is the great potential, bring in and make use of what could be. Ability is the activated
potential.

3. Dynamic between challenge and ability

Challenges activate potential and so we create ability.
Ability is energy, force, qualities, skills of which we realize we dispose of it and we want to show,
express it (try out, test and use). Therefore each one of us is in search of the challenge that's a
test of this.
This interaction creates growth and development: ability increases; a new challenge is being
accepted; more potential becomes ability; we want to express this ability; we accept a new
challenge…

What does this mean for management and organization development?

1. Learning to transform demands and expectations into challenges for all employees with the
help of certain 'technology'. So they can create mission, vision, self determining of objectives,
core results, all the attempts (this is a learning process) of a reality of challenges.
2. With regard to resources, we are on the eve of ability creation. Until now, there is mainly a
quantitative, superficial approach of resources. The source of potential is easily being abused to
have disposal of resources as soon as possible. But for the same reason sources of potential are
greatly misunderstood.
Ability creation is a qualitative approach: there's a lot of potential; Try to get as many as
possible at one's disposal, without endangering the sources; You respect sources by using them
more then what they have to offer.
The source is each employee; bring on conditions by which employees:
- set their potential free
- call in their potential
- develop their ability
- increase their ability,
is the challenge.

We have a need for organizing in a creative way that brings this ability at one's disposal. We
noticed, since many years, the attempts to expand working environments in such a way that
potential accelerates and transforms with great power into ability. The great emphasis on values;
personal development as an item; creativity and innovation within the employee; multifunctional
availability; team and network constructions as generators of ability; people in interaction with
systems and techniques instead of enslaved by systems and technique diversity…

3. The balance: there are more and more experiments with all sorts of versions of 'balanced
scorecards'. A hopeful beginning, but it's only when a healthy, dynamic balance between
challenge and ability exists for each employee that we shall stand out as long-lasting
organization.

The organization of the oxygen driller

O2
Within the organization, there's a whole world that's still left unexplored, barely touched
because we are so busy producing, but also because we have sacrificed it to the altar of control.
"I know that you can achieve a lot more, but this is where you stick to it, just do your task. We
don't care about the rest, you just leave that at home."
That's how you mark out and create clarity, however at the expense of a great loss of ability and
driving force.
On the other hand, oxygen drilling is the drilling of driving force and ability in such a way that it
comes at the disposal of the organization. There is a lot of unexplored ability within
organizations and the problem is that we either don't see it or we mistrust it or we do not know
where to begin…
There is only one thing we can do: quickly starting like crazy with oxygen drilling. Learn out of it
and keep going. Because the oil drillers are becoming tired and exhausted and by complaining
that there's no money, no time and no people at our disposal, we don't get much further either.
Oxygen drilling is a different way of organizing than oil drilling. It is organizing starting from
people while we are used to just organizing starting from the product or from the enjoyer of the
product, the customer.
It is only when both ways of organizing, are interweaved and integrated, and with a continuous
adjustment of balance, they are getting the required attention and that we are ready for the
21st century.

"Faith is believing what you can't see yet.

The reward of faith is seeing what you believe."
Saint-August

The good family man principle or the ownership feeling

How do we behave us as an employee in the organization? This depends on how we feel and that's
a consequence of how we see ourselves. How we are being approached and the way people
address us determines our view to a great extent.

How do we approach employees?

A metaphor that sets us thinking is the following:

• Do we get approached as a hotel guest

A hotel guest has a clear contract. You pay en in return you receive service. You don't need to
worry about the problems of the hotel. These aren't your concerns as long as the quality of the
services towards you doesn't suffer from it. If the light in a hotel room doesn't work or the bed
isn't made up properly, you just ring the desk and someone will fix it right away.
You, as a hotel guest, do need to keep your appointments en these are very clear. In return
there is a system that takes care of you.
A hotel is impersonal: nothing in the hotel reflects you. De environment is standard and when you
check out, nothing reminds to you. Hopefully you do have some good memories of the hotel, but it
will probably not be because of something valuable of yourself you have left behind.
This also isn't included in the contract: they will take care of you for a couple of days and you
pay them to do so, nothing more, nothing less.
That's why it doesn't surprise us that our 'home feeling' doesn't comes up in our minds when we
stay at a hotel, on the contrary, we sense a great indifference.
If you put it extremely: when you just drive away from the hotel and you notice in your rearview
mirror that the hotel is on fire, you feel pleased because you just left.
Emotionally, you didn't let a lot behind.

Working in an organization where work is just seen as a transaction (money for work) creates
indifference. There is precisely told what's expected, what certainly can not happen and there's
no more to it. You are being paid for your energy, but in fact you are being hired. Don't get
involved in things you shouldn't. We don't approach you as a unique person, but as a
'functionary', a hotel guest and after this there will come many others. That's why the function
can't be adjusted to you: others have to fit in as well.
You are here to do something, not to be someone.
• Are we being approached as an unreliable renter or as a responsible renter

Did you ever rent a house or an apartment? How did you get approached? Is everything recorded
in great detail by your landlord? Does he come and check everything when he feels like it, invited
and uninvited? Do you have to ask him everything, even the stupidest thing?
If you answered mostly yes, this can never be your home. Everything around you belongs to your
landlord. You can't settle nor get an 'ownership feeling' (=commitment and caring) when
everything is organized in such a way that you are constantly being rubbed in the face you don't
have to make any illusions. This house is rented to you because your landlord wants to earn
money from you and nothing more! In fact, that's what you are being used for. Don't get
sentimental: we have nothing in common.
Of course, when one sees it very strictly, the other is being invited, challenged to play it equally
hard. One does the absolute minimum, certainly not more and when it's possible ('it won't be
revealed') even less.

How different it can be when a house is being rent by a landlord who thinks that his house can
be your home. Of course there have to be clear agreements in a legal contract, but as a
foundation of confidence. His whole behaviour makes you feel more at home and that ownership
feeling starts to develop. When you need something from your landlord, you notice that he keeps
his appointment with warmth and he doesn't bother you unnecessarily when you want to design
your home more to your extent. It still isn't your own property, but nevertheless you will get
that ownership feeling because you find more and more of your own reflections because of little
changes, modifications, decorations that are expressions of yourself. The feeling of
indifference is being replaced by commitment because 'the house', belonging to you as a renter,
has been given a surplus value. For something you find highly important, you will have the energy
and you will take your responsibility.

Employees as cathedral builders

A passenger saw someone hewing stones and asked him: "What are you doing?"
"I am hewing stones."
The walker moved forward and saw a second man hewing stones. Again he asked: "What are you
doing?" This man answered: "I am a cathedral builder!"

What strikes you?

1. Looking from the outside, both men are doing the same. Hewing stones is just hewing stones.
2. Both men are very busy hewing stones, they are both generating productivity.
But –more important- It's about quantity (on the outside). Quality is derived from the inside and
has an influence on quantity via the outside.
3. The first stonecutter was just hewing stones. By the end of the day he has a pile of stones.
By the end of his (working) life he will have hewed a pile of stones. The sense of his work
doesn't reach further than "hewing stones all the time". Of course therefore he is compensated
(and earns money) otherwise he wouldn't have a single reason to hew. He hews because he is paid
for hewing.
4. The second stonecutter was also busy hewing stones but he has a second focus, beside the
first one. By the end of the day, he has not just a pile of stones but he has delivered an
unmistakable contribution to the cathedral.

If you are both a stonecutter and a cathedral builder, you will:

• notice "nearly-accidents";
• notice small shortages which help you to act pro-active;
• support if the cathedral needs extra help;
• be proud about your part in it;
• demonstrate to others what you are doing so they can learn from you and you can learn
from them;
• showing persistance and self-discipline in order to optimalise the quality of your job. You
don't do these things because you have to. It is necessary to supervise and adjust them
since it is hard to stay attentive when you are doing a boring and senseless job. The
cathedral builder experiences another reality: he collaborates on cathedral. The quality of
his stones and his attitude can be of vital importance for the quality of the cathedral. The
organisation should not forget that cathedral builders are still stonecutters. They have to
keep paying them because a cathedral builder-stonecutter longs for his money.

5. A cathedral builder doesn't experience looking after quality as an added task but a logical
aspect of his job. He doesn't need extra energy and gets satisfaction.
6. A person who's only a stonecutter will never reach the same level in quality comparing to the
cathedral builder. From the narrow view of a stonecutter, a lot of opportunities can not be seen
and problems are detected lately. Quick, the stonecutter as such will have a feeling of doing
more than necessary, gets tired swiftly, etc.
Half of the passengers (and what about us?) has a different view: The see themselves as a
cathedral builder (the happy few) and others as executors, for example: stonecutters as such.
Stonecutters just need to cut stones which means that they don't need a lot of information,
that everything is focused on no waste of time, that systems are introduced to make sure they
do exactly what they have to do, etc.
The privileges are for the cathedral builders because they have the biggest merit. Who aims at
quality in the broadest sense of the word need to develop an organization in which everyone
feels like a cathedral builder, no matter what he does.

My mission is a cathedral.
=>I am a cathedral builder.
=>As cathedral builder I focus on hewing stones.
=>I hew cathedral stones.
=>Together we build a cathedral.
LISTOF AUTHORS

Authors Page Volume

Axelrod Boris 191 2

Barb6Ben 243 2
BatsleerJohan 239 2
Belskilouri 35 2
BerdonosovVictor 31 1
BonnemaMaarten 87 1
BoratynskaAnna 41 2
BorremansJos 261 2
Brown Stephen 149 2
BusovBohuslav 183 2
CasciniGaetano 57 1
CathdinConallO 23 1
CavallucciDenis 77 1
CordovaLopez Edgardo 119 2
CrubleauPascal 9 1
D'AddonaDoriano 64 1
de FariasOdairOliva 109 1
De Saeger lves 227 2
DewulfSimon 15 1
DewulfWim 1 1
DombEllen 29 2
DuflouJoost 1 1
EltzerThomas 77 1
EstradaPatinolrma 119 2
EvstigneevAlecksey 65 2
FresnerJohannes 105 2
Geers Marcus 225 2
Goo-YunChung 175 2
Grabher-MeyerArno 71 2
HaagCristophe 53 2
HelevenMarc 247 2
Henry Rebecca 149 2
Hey Jonathan 71 1
HippleJack 129 2
HoeboerRudy 1 2
HsiaoYung-Chin 91 2
lkovenkoSergei 143 2
Jae-HoonKim 175 2
JantschgiJuergen 105 2
Joon-MoSeo 175 2
Kaikovlgor 37 1
KataiOsamu 59 2
KawakamiHiroshi 59 2
KazueAkabaneGetflio 109 1
KhomenkoNikolai 37 1
KluenderDaniel 93 1
KoganSam 143 2
KraevValery 77 2
KurelaMichal I 1
LangevinRichard 77 2
LapointeSerge 249 2
LegerJasmine 71 2
Lin Ying-Tzu 91 2
Lu Stephen 51 2
Luger Siegfried 71 2
Mann Darrell 99 1
MarionStefan 167 2
MillerJoe 29 2
Mitchelllan 149 2
MorihisaMitsuo 59 2
NakagawaToru 45 2
Nani Roberto 45 1
Naum Feygenson 111 2
Ogot Madara 123 1
OkudanGtil 117 1
PahlAnja-Karina 19 2
PavelJirman 183 2
PavlovValery 211 2
P6rezGuadalupeLeijaMaria 119 2
PetrovVladimir 133 1
PinyayevAlex 203 2
RegazzoniDaniele 45 1
RissonePaolo 57 1
RotiniFederico 57 1
RussoDavide 57 1
SamierHenry 9 1
SawaguchiManabu I 2
SchenkEric 37 1
Shiose Takayuki 59 2
ShirwaikerRohan 117 1
SluchaninovNikolay 65 2
Smith Larry 219
SouchkovValeri 1
Teti Roberto 64
Van PeltAlan 71
Van ZutphenMathijs 1
VerhaegheFilip 99
VratislavPerna 183
WaitzenbockJan 167
WellensiekMarkus 53
Young-YuKang 175
ZlotinBoris 159
ZusmanAla 159