Are you interested in a problem-solving system that can drive innovation, analyze failures, predict failures, and enable you to not only plan for the future, but also increase your chances of that future coming to pass? If so, then you should take a look at TRIZ. TRIZ, pronounced “treez”, is a relatively recent system of systematic innovation. Only 56 years old, initially based on trends from 40,000 innovative patents, and created in Russia, TRIZ guides you to think differently and provides a structure to allow that thought process to be systematic and predictable. For those who are constantly challenging yourselves to solve problems and innovate, TRIZ is engaging, fascinating and logically simple. As a bonus, it will fit very nicely into your Six Sigma toolbox, especially DFSS.

Background

TRIZ, the “theory of inventive problem-solving” or “systematic innovation” was developed in Russia beginning in 1946 by a creative Russian innovator named Genrich Altshuller. He studied over 200,000 patents, selecting 40,000 that represented true innovation, not just new applications of old ideas. From these patents, he discovered that patterns of innovation exist. If patterns exist around invention and creativity, then they can be defined. If they can be defined, then they can be taught. This is the basis of TRIZ – teaching a system for innovation and creation. TRIZ has grown over the past 50 years and is now based on the review of 3.5 million patents. The patterns are common threads running through the patents. The threads are both content (problem solved) and type (chemical, physical, etc.). By combining these threads, a set of characteristics has been generated that leads to a structured thought process for innovative problem solving. It is a different way of thinking about the structure of processes and situations. It enables you to understand and define how the creative flash process works and be able to create that “flash” when you need it.

Resources and Solution Space

The primary function of TRIZ in problem resolution is to expand the solution space by developing a high number of solution options, increasing the chances that one or more options will lead to a viable solution. Available resources lead to these options. The understanding of what resources are, how to extract them from the process and how they can be exploited is a key to TRIZ and its differentiation from other methodologies.

TRIZ defines resources as:

· Functions – additional functions that something (in or around the system) can perform

· Fields – mechanical, thermal chemical, electrical, magnetic or electro-magnetic

· Information – the result of any change

· Ideas – old, new, reserved for future system generations

· Space – free, unoccupied space in or around the system

· Substance – any kind of material in or around the system

· Time – time intervals available before, during, between, or after processes

· Technology – any compatible knowledge from science, engineering, business, or everyday life

TRIZ Problem-Solving Tools

The tools of traditional problem-solving TRIZ are:

1) Ideality

a) This is da Vinci’s “think of the end before the beginning. It is a statement of the ideal process state

b) The key ideality question is: “How can the process be performed without the system being present?

c) Example: A material is tested by immersing it in a container of caustic solution. The problem is that the caustic solution degrades the container over time. How to solve the problem? Change containers, set up spill containment systems, implement preventive maintenance, change caustic concentrations, etc. Ideality asks how can the test be performed using the caustic solution without the need for a containment system. The solution is to change the shape of the material so that it can contain the caustic solution, becoming the container. Degradation is measured without the existence of a containment system.

2) Contradiction resolution

a) Contradictions typically call for us to compromise. That does not result in the ideal solution, so innovation cannot occur. Embracing and resolving contradictions is a TRIZ foundation that results in innovative solutions.

b) There are 2 types of contradictions:

i) Technical contradictions are two characteristics that are opposed to each other in different states.

(1) example: a golf driver face needs to be thin so that it has the optimum profile for distance and forgiveness. However, it must also be durable and not crack under repeated impact with the ball.

ii) Physical contradictions are one characteristic that occurs in two different states.

(1) example: A pointer must be long so that it can be used to point. It must also be short so that it will fit into a pocket. How can it be long and short? The solution is a retractable pointer. Add technology and the laser pointer becomes the solution.

(2) Physical contradictions can be separated in time, space, under conditions, or as part of a whole.

(a) time separation example: the pointer. At certain times it must be compact and at certain times it must be long.

(b) space separation example: plating of metals. Heat is required to plate the part, but heat destroys the solution that contains the plating chemicals. The solution is to heat the part only. This is the space where plating occurs. The remaining space, the solution, can be kept cool.

(c) under conditions separation example: new fabric (this is real). The fabric breathes easily when it is dry. When it gets wet, the fibers contort, sealing the material. A jacket made of this material is open and airy when dry, but becomes a raincoat as soon as it starts to rain. Under the condition of dry, it is open. Under the condition of wet, it is sealed.

(d) parts of a whole example: Copper wire. It conducts electricity. It is desired to conduct along its entire length, but only discharge at the ends. The solution is to coat the wire. The wire is a part of the whole conduction system, is isolated from the environment and the discharge area is controlled.

c) Thinking in terms of contradictions opens up a new way of perceiving the process and system. It breaks the problem down into very basic terms, making it easier to resolve.

3) System definition

The system is the environment that allows a function, event or condition to occur. When defining the system components using the list below, the solution space is expanded because the problem is viewed from multiple perspectives. Often, an increased understanding of the true problem is gained during this exercise, the problem statement can then be revised and resolution activities focused appropriately.

a) Inputs – requirements for the system function to be performed as desired

b) Outputs – useful effects of system function performance

c) Causes – requirements for harmful system function performance

d) Effects – harmful effects of system function performance

e) Past – the system structure in the recent and long-term past

f) Future – the system in the near, mid and long term (ideality) future

g) Sub-system – systems that support the system of interest

h) Super-system – system in which the system of interest reside

4) Cause/Effect diagrams (C-E diagrams)

These are not Ishikawa/fishbone diagrams. They are simple, linked boxes that provide a model of the process, the desired outcome and the current undesired situation. The boxes contain the functions, events or conditions within the process. The links indicate whether or not the functions, events or conditions lead to or counteract each other. A box that leads to something useful and something harmful at the same time exposes a contradiction; expanding the solution space and providing an opportunity for innovation.

Due to the rules of C-E diagrams, a picture may not increase your understanding. The best visual analogy is a process flow chart. The boxes, however, do not necessarily contain the process steps. They contain all functions, events or conditions that are required for the desired outcome to occur. The boxes are arranged spatially, not linearly. The relationship between the boxes is not flow-based, but influence-based. The presence of a material may impact a process function in a useful manner (toward the desired outcome), yet impact a different process function in a harmful manner (counter to the desired outcome). The set up of the TRIZ C-E diagrams is different than what most quality professionals are used to and requires some practice, both mental and physical. The rules are simple and the diagramming easy. It is overcoming the ingrained thought patterns that is difficult.

The TRIZ C-E diagrams require a different thought process than what most quality professionals use. It is typical, using Ishikawa diagrams, to investigate the cause of the effect from a negative perspective. Ishikawa diagrams ask, “what causes the problem or failure?” TRIZ C-E diagrams ask “What leads to, influences or impacts the desired outcome?” The focus is not on failure resolution, but on what resources are available and how they interact to create the desired outcome and unintended harmful outcomes. TRIZ C-E may be more powerful than the Ishikawa diagrams because they present not only a visual representation of the process, but also illustrate how all the components within that process influence each other in the generation of useful and harmful outcomes.

Each of these tools supports the other, building a multi-faceted structure and providing multiple views of the problem and solution space. These views present innovation opportunities to the TRIZ user. Behind these tools are a number of support structures and guiding principles to assure that the investigation and analysis is complete.

TRIZ for Failure Analysis and Prediction

TRIZ tools for failure analysis and prediction exploit the concept of resources and solution space, building on the basic tools listed above. Solution space is created in a different, more powerful way than other methods by using psychology to support the science.

The steps for failure analysis and prediction are similar.

1) Localize the failure within its system.

2) Invert the failure. Make it the desired outcome of the process. It is psychologically easier to use energy to think of ways to make something happen than to prevent it from happening.

3) Amplify the objective. Make it happen every time. Isn’t this the goal of any robust process?

Inversion and amplification are the keys to failure analysis and prediction in TRIZ. By converting the failure to the desired objective and developing processes and controls to make it occur every time, it has just fit into the quality professional’s area of expertise. The psychology of converting a 5% failure rate into an inventive exercise to create a process that will result in the failure 100% of the time is powerful. We are no longer trying to solve a 5% problem; we are trying to reach a 100% goal.

When the objective is to make something happen every time, it is logical to benchmark other applications, within or outside the industry of interest, where the failure is actually the goal of a useful process. TRIZ asks, “what applications exist in science, engineering or everyday life where the desired outcome is what we consider to be a failure.” The development of the robust process identifies all the resources necessary for the failure to occur. Once identified, it is now a relatively simple exercise to determine if they were present during the failure.

For prediction, once it is known which resources are required for a failure to occur, it is simple to develop processes that assure that a complete set of resources is never present at the same time, therefore no reaction will occur and no failure will result – ever. The method uses generic FMEA, HAZOP and other existing failure tool processes within the structure described above to assure a complete set of solutions and resources.

Preparing for the Future

TRIZ has a process that will enable the user to prepare for the future. In fact, it is more than preparation; it is a proactive approach that increases the chance of occurrence of a desired future. This is called directed evolution or evolutionary systems development in TRIZ-talk. It is a method of structured scenario building using the building blocks of TRIZ. The method starts with an ideality and determines what resources must be present at that time in space for that future to occur. Working backwards, one can “set up” for a target future by driving resource availability. Done diligently, a company can set the pace for the future and turn the industry consistently before the competition is prepared, maintaining a competitive market advantage.

The key components of evolutionary development are

· Leverage points – what events, processes or products have created an unfair competitive advantage?

· Defined underlying process – value-added steps in the process

· Defined governing dynamics – significant internal and external influences

· Leveraging business and technological patterns – where has the industry been/ where is it going/ what resources are consumed/ what resources have not evolved yet?

· Hybridization – combining systems, functions and principles for an evolutionary solution

Conclusion

TRIZ is an evolving system for problem solving, failure analysis and prediction and strategic innovative evolution where the application of the system tools stimulate innovation in either reactive or proactive environments. Its objective is to enable the user to be inventive and creative on demand. It is as scientifically based as DOE, yet contains a psychological component that makes every step seem perfectly logical. It can stand alone, but works well with other tools in the six sigma toolbox. It has been historically applied to design and manufacturing processes. Only recently has its application expanded into the transactional world. It is one of the most recent systems of its kind and continues to evolve. The Japanese have recognized its value and are teaching it in universities. The same is beginning to occur in the US. Now’s the time to check it out, be the first in your industry.

What has been presented above is only the tip of the TRIZ iceberg and a brief glimpse of that tip. Behind each of the system components and tools introduced are structures and templates that provide support and enable the system to be complete. It is a complete system. As with any system, new applications expose holes. As TRIZ evolves, complementary tools are continuously being invented to fill the holes and exploit the new application.

If you are interested in learning more about TRIZ, there are a few key places to go. Ideation International (www.ideationtriz.com) is probably the most complete resource for TRIZ in the world and has created much of the recent TRIZ evolutions and supporting software. Applied Innovation Alliance (www.aia-innovate.com) was founded by a former Ideation employee, a certified TRIZ scientist, and is expanding the scope of TRIZ. The Altshuller Institute (www.aitriz.org) contains significant resources and educational products. The TRIZ Journal (www.triz-journal.com) publishes articles related to TRIZ methods and applications.

References:

Clarke, D. TRIZ Workshop Manual. West Bloomfield, MI, Applied Innovation Alliance, LLC and BMG University, 2002. (note, this company has changed from aia-innovate.com to www.aia-consulting.com).

Kaplan, S. An Introduction to TRIZ. The Russian Theory of Inventive Problem-Solving. Southfield, MI, Ideation International, 1996.

Kaplan, S., Visnepolschi, S., Zlotin, B., Zusman, A. New Tools for Failure and Risk Analysis. Anticipatory Failure Determination (AFD) and the Theory of Scenario Structuring. Southfield, MI, Ideation International, 1999.

Terninko, J., Zusman, A., Zlotin, B. Systematic Innovation; an introduction to TRIZ. St. Lucie Press, Boca Raton, 1998.

Zlotin, B., Zusman, A. Directed Evolution: Philosophy, Theory, and Practice. Southfield, MI, Ideation International, 2001.

Bio:

Bob Conlin is a Six Sigma Black belt with an MBA and degrees in biochemistry and cell biology. He is a member of the San Diego ASQ section. His 18 years of industry and quality experience range over multiple industries, from biotechnology to electronics to sports equipment.

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Please feel free to contact Bob (bobconlin@nethere.com) if you want to discuss Triz or any other subject. He's a great pen pal of mine who works hard to show others how to find Quality in everyday living. I admire that. Sincerely, Kim Niles - Com Chair.