TRIZ and Why it is

Important for Six Sigma

and Design for Six
Sigma

Larry R. Smith
LRSmith2@peoplepc.com
 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

 Traditional Problem Solving

Weak

Define Measure Develop

Improve Control
Problem Analyze Concepts

QFD
Widely Used Techniques
Reliability Robust Design
Analysis
 Outline

•Domain Model
•TRIZ in Six Sigma
•TRIZ in Design for Six Sigma
•Introduction to TRIZ
 Domain Model of Quality
Concepts
Customer Functional Physical Process
Domain Domain Domain Domain

{CAs} {FRs} {DPs} {PVs}

 Levels of Thinking

Structure

Patterns

Events
 Combined Model

Customer Functional Physical Process

Domain Domain Domain Domain

Structure

Patterns

Events
 Events
• Sales High
Break Even
Low

• Plant Production Expand

Contract
Shut Down

• Cash Negative
Positive

High
• Profits Low
Loss
 After WWII: Quality Based On
Inspection Events
Customer Functional Physical Process
Domain Domain Domain Domain

Structure

Patterns

Warranty Inspection Inspection

Events & Problem
DV testing
& Problem
Solving Solving
Statistical Process Control

– Dr. Deming introduced statistical

thinking/SPC to Japan after WWII
– He taught Dr. Walter Shewhart’s
concepts of PDCA and SPC
– SPC is an excellent method of
monitoring trends in the Process
Domain
– Introducing SPC to Japan made
significant differences in Quality
 Domain Model

Customer Functional Physical Process

Domain Domain Domain Domain

Structure

Patterns SPC

Warranty Inspection Inspection

Events & Problem
DV testing
& Problem
Solving Solving
Quality Function Deployment
– QFD is a Pattern Level tool in the
Customer Domain
– QFD is a method for translating the “Voice
of the Customer” into the “Voice of the
Engineer”
– Quality Tables enable QFD to function
– QFD manages Customer Domain patterns
so that the events (customer satisfaction,
customer complaints, warranty) are
improved
 Domain Model

Customer Functional Physical Process

Domain Domain Domain Domain

Structure

Patterns QFD SPC

Warranty Inspection Inspection

Events & Problem
DV testing
& Problem
Solving Solving
 Domain Model

Customer Functional Physical Process

Domain Domain Domain Domain

Structure

VA/VE FMEA DFM

Patterns QFD Systems Parameter SPC
Engineering Design
DFA
Warranty Inspection Inspection
Events & Problem
DV testing
& Problem
Solving Solving
 Focus of Six Sigma and
Design for Six Sigma
Customer Functional Physical Process
Domain Domain Domain Domain
Axiomatic Axiomatic
Structure
TRIZ Design Design
Directed
Evolution TRIZ TRIZ

VA/VE FMEA DFM

Patterns QFD
Systems Parameter SPC
Engineering Design
DFA
Warranty, Verification Tests Inspection

Events
Customer & Scrap/
Complaints Rework

Six Sigma
Design for Six Sigma
 Structure
– Structure is a higher Level of Thinking
– Structure establishes the fundamental
architecture of a system responsible for
trends
– The structure has greatest leverage
when established up-front in the
development process and enables
patterns and events later in the process
to work much better
– TRIZ and Axiomatic Design are tools to
aid in creating a good structure
 Domain Model

Customer Functional Physical Process

Domain Domain Domain Domain

Axiomatic Axiomatic
TRIZ
Structure Directed
Design Design
Preventative
Evolution TRIZ TRIZ Maintenance

VA/VE FMEA DFM

Patterns QFD Systems Parameter SPC
Engineering Design
DFA
Warranty Inspection Inspection
Events & Problem
DV testing
& Problem
Solving Solving
 Patterns of Invention
Genrich S. Altshuller
(1926 - 1998) - the Father of TRIZ
• Altshuller recognized that the same
fundamental problems had been addressed
by a number of inventions in different areas
of technology
• He also observed that the same fundamental
solutions were used over and over again,
often separated by many years
• He reasoned that if the latter inventor had
had knowledge of the earlier solution, their
task would have been straightforward
• He sought to extract, compile, and organize
such information
 TRIZ is Based on Technology,
Rather than Psychology
Patents *
(Worldwide) Key Findings
•Levels of invention
•Definition of inventive problems
•Patterns of invention
• Patterns of system evolution

* Today over 3,000,000 patents

have been investigated.
 Dealing with Contradictions

• Conventional way – compromise or trade-off.

• TRIZ way – resolve the contradiction.

A B
 Levels of Invention (Solution)

• Level 5: Discovery
– Pioneering of an essentially new system
• Laser, radio, airplane
• Level 4: Invention outside the paradigm
– A concept for a new generation of an existing system, based on
Moving to higher levels

changing the principle of performing the primary function

• Jet aircraft, integrated circuit
of innovation

• Level 3: Invention inside the paradigm

– Essential improvement of an existing system
• Automatic transmission, radio telephone
• Level 2: Improvement
– Small improvements of an existing system, usually with some
compromise
• Bifocal glasses, beeper
• Level 1: Apparent (no invention)
– Established solutions; well-known and readily accessible
 What is an Inventive Situation?

Known Problem New Problem

New knowledge applied to New knowledge applied to

known problems. new problems.
New Knowledge
(Scientific Problems) Example: New plastics provide Example: Various uses for
strong, lightweight products. lasers (surgery, etc).

Existing knowledge applied to Existing knowledge does not

solve known problems. provide a satisfactory
solution.
Existing Knowledge
(Engineering Problems) Example: All engineering tasks We are dealing with an
with generally known solutions. Inventive Situation
new approach is needed

 No known means for solution

 Involves one or more CONTRADICTIONS
 Functions
• Functions are conceptual ideas linked with the
actions or workings of system or sub-system
structures, and are typically expressed using an
active verb and a measurable noun.
• Examples: provides training, takes time, increases
strength, decreases reliability, increases weight,
reduces variability, pumps water, stores ink,
indicates temperature, excludes dust, provides lift,
delivers pizza, reduces speed, etc.
• System functions can be helpful or harmful,
desirable or not desirable, passive or active,
useful or wasteful.
Contradictions are System Conflicts
• A contradiction occurs when system functions
conflict
• A technical contradiction is a situation where
an improvement in at least one useful function
of a system or sub-system results in the
deterioration of or movement off-target of at
least one other useful function in the same
system or sub-system.
• A physical contradiction is when a function
conflicts with itself (a specific function should
have two different values at the same time).
 Technical Contradictions
• As automobile acceleration increases (improvement), both
fuel economy and emissions deteriorate
• The brake system is very responsive, but the rotors wear
out quickly
• The component is easy to assemble, but difficult to take
apart for repair
• The product becomes stronger (improvement), but its
weight increases (bad)
• We improve the capability of our workers (good), then they
find jobs elsewhere (bad)
• Exercise is good for you, but relatively unpleasant and
takes time (bad)
 Physical Contradictions
• A wing of airplane should have a large area (to provide lift for
take off and landing), but the same wing should have a small
area (to reduce drag and achieve higher speed)
• An automobile airbag should deploy fast (to protect an adult
passenger), but should also deploy slowly (to avoid injuring a
child passenger)
• A pen tip should be sharp to draw fine lines, and blunt to avoid
tearing the paper
• The office temperature should be very warm to make Sue
comfortable and very cool to make Sam comfortable.
• The surgeon should spend a lot of time scrubbing to avoid
infections, but should scrub quickly because everyone is waiting
• Aircraft landing gear should be present for takeoff and landing
and absent (to avoid drag) during flight
 The Theory of Strong Thinking (OTSM)
Some Function
Improves

Physical Technical
Contradiction Contradiction

Some Function
Degrades

Is the Pattern of System Conflicts and the link

between technical and physical contradictions in
a system
 Example: What is an Ideal Pen?

• List some characteristics

of an ideal pen (write with
many colors, comfortable in
hand, …)
• Identify a contradiction
(when more colors are added,
the pen becomes thicker and
more uncomfortable)
• Use Altshuller’s matrix to
come up with some
solution ideas
 What is the Technical
Contradiction or System
Conflict?

More Colors

Want a
Thicker Pen

Uncomfortable
to Use
 Altshuller’s 39 Parameters
1. Weight of moving 12. Shape 26. Amount of Substance
2. Weight of non-moving 13. Stability of object 27. Reliability
object 14. Strength 28. Accuracy of
3. Length of moving object 15. Durability of moving object measurement
4. Length of non-moving 16. Durability of non-moving object 29. Accuracy of
object 17. Temperature manufacturing
5. Area of moving object 18. Brightness 30. Harmful factors acting
on object
6. Area of non-moving 19. Energy spent by moving object
31. Harmful side effects
object 20. Energy spent by non- moving
object 32. Manufacturability
7. Volume of moving object
21. Power 33. Convenience of use
8. Volume of non- moving
object 22. Waste of energy 34. Repairability
9. Speed 23. Waste of substance 35. Adaptability
10. Force 24. Loss of information 36. Complexity of device
11. Tension, pressure 25. Waste of time 37. Complexity of control
38. Level of automation
39. Productivity
 Inventive Principles
Solution:
1. In the contradiction matrix, determine the system
properties or functions that are desirable to improve,
increase, or to change to a different degree.

The system property or function the team wants to increase or improve is

to make many colors of ink available for the pen user.

#26 – Amount of Substance (thinking the more colors, the more

substance we have),
#33 – Convenience of Use (thinking more colors would be so
convenient), and
#36 – Complexity of the Device (thinking the more colors we add, the
more complex the pen design becomes).
 Inventive Principles
2. In the contradiction matrix, determine the system
properties or functions that deteriorate while the
improvements are being made to the desirable
functions.
As more colors are added the pen design becomes too thick and
uncomfortable in the consumer’s hand.

#7 – Volume of a Moving Object (thinking that the pen is movable and

the volume increases as more colors are added), and
#12 – Shape (thinking that it is the shape of a think pen that feels
uncomfortable).
 Resolving Technical Contradictions or System Conflicts

Characteristic that is getting

worse

Speed
Characteristic to
be improved

Amount of Substance 35 29
34 28 Recommended
principles
Inventive Principles
1. Segmentation 21. Rushing Through
2. Extraction 22. Convert Harm into Benefit
3. Local Quality 23. Feedback
4. Asymmetry 24. Mediator
5. Consolidation 25. Self Service
6. Universality 26. Copying
7. ‘Nested Doll’ 27. Dispose
8. Counterweight 28. Mechanical Substitution
9. Prior Counteraction 29. Pneumatics and Hydraulics
10. Prior Action 30. Flexible Shells/Thin Films
11. Cushion in Advance 31. Porous Materials
12. Equipotentiality 32. Color Changes
13. Do It in Reverse 33. Homogeneity
14. Spheroidality 34. Rejecting and Regenerating
15. Dynamicity 35. Transformation Principles
16. Partial or Excessive Action 36. Phase Transitions
17. Another Dimension 37. Thermal Expansion
18. Mechanical Vibration 38. Accelerated Oxidation
19. Periodic Action 39. Inert Atmosphere
20. Continuity of Useful Action 40. Composite Materials
 Inventive Principles
3. Find the relevant principles associated with resolving the system conflict, and
brainstorm starting with the most frequently referenced inventive principles.

PEN IS TOO THICK, FEELS UNCOMFORTABLE

7. VOLUME OF
WANT MANY COLORS

MOVING 12. SHAPE

OBJECT

26. AMOUNT OF
15, 20, 29 35, 14
SUBSTANCE
33. CONVENIENCE
1, 16, 35, 15 15, 34, 29, 28
OF USE
36. COMPLEXITY
OF THE 34, 26, 6 29, 13, 28, 15
DEVICE
 Inventive Principles

Principle # Frequency
15 4
29 3
28, 34, 35 2
1, 6, 13, 14, 16, 20, 26 1
 Inventive Principles
Principle 15, Dynamicity (See Attachment):

15a. Make an object or its environment automatically adjust for optimal

performance at each stage of the operation
An idea of having a pen with three primary colors and using ink-jet technology to mix the
primary colors to print any color at the pen tip.

15b. Divide an object into elements which can change position relative to
each other
Create very short ink pens of various colors and stack them upon each other to form the body
of the pen. When a user wants a different color, the user simply puts the color he/she wants
at the bottom of the stack.

15c. If an object is immovable, make it moveable or interchangeable

Make a pen where a variety of ink cartridges are stored in a large chamber above the user’s
hand. The user selects the color by sliding this colored cartridge into position inside the
thinner chamber where the user holds the pen.
Benefits of TRIZ in Problem Solving:
• Understand Root Cause
• Example: Diesel Engine Hitching Problem

• Develop Solution Options

• Example: Bearing Walk-Out Problem
• Example: Escort Idle NVH
• Example: Developing Management Strategy
 Hitching or Ringing
• Slow oscillation of vehicle rpm under
steady pedal position (ringing) or cruise
control conditions (hitching)
• An unexpected bucking or surging of the
vehicle with cruise control engaged,
especially under load (as in towing)
• A vehicle in speed control mode with
engine speed variation of more then fifty
rpm (peak-to-peak) at a frequency less than
sixteen Hertz
 What Makes A Problem
Difficult?
• The phenomenon is relatively rare
• The phenomenon involves not only the
entire drivetrain hardware and software of
a vehicle, but specific road conditions are
required to initiate the phenomenon
• Even if all conditions are present, the
phenomenon is difficult to reproduce
• If a vehicle is disassembled and then
reassembled with the same parts, the
phenomenon may completely disappear!
 Finding Root Cause

• TRIZ, the Theory of Inventive Problem Solving

• Anticipatory Failure Determination (AFD) – Use
of TRIZ to anticipate failures and determine root
cause
• Resources existed in the system to support seven
different hypothesis
• Circumstances associated with the phenomena
narrowed the choices to one probable cause:
instability in the controlling system
• A vehicle was instrumented and the condition
was observed
 Ford Motor Company
Road Map -- Technological Problem of the Walking Transaxle Bearing
Friction Deflection Push-Out Forces
Bearing Mechanical Limiters Gear Correction
Control Decrease Compensation

Bearing Design Bearing Type Bearing

Change Replacement Elimination

26
13
14

17
18

20
21

23
24
25

28
29

33
34
11 12 15 16 19 22 27 30 31 32

4.2.2.5
4.2.2.6
4.2.2.1

4.2.3.2
4.2.3.1
4.3.1.1
4.3.1.2
4.3.1.3

4.3.1.5
4.3.1.4
4.3.1.6
4.3.2.1
4.3.2.2

4.3.4.2
4.1.2.1
4.1.2.1
4.1.2.3
4.1.2.4

4.2.2.3

4.2.2.4
4.2.2.2
4.2.2.7

4.3.3

4.4.1

4.4.2
4.1.3

4.4.1

4.2.1
10
11

17
14
15
16

13

13

12
6
7
9

1
4

2
8

Sleeve bearing in Welding of the stop Abrasive Changes in Increase in the

Number of Directions
11. Sleeve bearing
12. Needle bearing with no rings
13. Conical bearing
14. Inverted bearing
15. Spacer bushing
16. Welded bushing
17. Retaining ring
18. Welding
19. Threaded bushing
20. Step on the bore surface 26. Gearing angle change
21. Press fit
22. Loctite
23. Abrasive Particles
center of unit bushing by friction particles on the gearing number of satellites
welding contact surface profile
Increase in the
Utilization of welding to Bearing assembly number of satellites
Increase in the
restrict the bearing walk-out from the opposite
number of satellites
side of the central Use of soft
Threaded bearing limiter Use of helical gearing inner layer
Threaded stop with opposite teeth angle
without thread Use of needles with
Use of helical gearing spiral grooves on
24. Spur Gear Ford Ideas in Gray Use of spur gearing with reduced teeth angle the surface
25. Teeth angle reduction
1. Increase of the compression on the contact surface
27. Modulus change 2. Spiral marks on the central bore surface 10. Bearing ring hardness reduction
28. Satellites Qty change 3. Sun gear wall thickness increase (gear correction) 11. Bearing ring thickness increase
29. Opposite teeth angle 4. Using adhesives (Loctite) 12. Mechanical stop (welded bushing, small step on the bore surface)
30. Pre-stress 5. Mechanical stop (bushing) 13. Inverted needle bearing (no outer ring)
31. Spline fit change 6. Make needle bearing longer 14. Needles profile change (convex)
32. Spiral marks 7. Combination of thrust and radial bearing 15. Sleeve bearing
33. Soft coating of the bearing ring 8. Conical roller bearing 16. One long bushing per unit
34. Needles with spiral groove 9. Needles profile change (crowned) 17. Change of the fit of the rear carrier to final drive sun gear spline
Second Order Vertical Column Velocity

Initial Vehicle
Best Competitor
Using Air Bag as Absorber (Tuning: 21 Hz)

RPM
PROBLEM FORMULATION: MOVING FROM
FIRE FIGHTING TO PREVENTION
Find a way to resolve the contradiction:
[the] (Fire fighting is rewarded) should exist
to obtain [the] (Eliminating current
problems), and should not exist in order to
avoid [the] (Short term vision) and
(Consuming resources).
Find a way to resolve the contradiction:
[the] (All limitations are lifted) should exist
to obtain [the] (Eliminating current
problems), and should not exist in order to
avoid [the] (Reproducing fire fighting
approach) and (Consuming resources).
Building bi- and poly-systems.
 Utilize independent partner/platform to conduct a parallel design and
compare to eliminate mistakes and improve timing.

"Towing" bisystem.
 “Towing” system – existing methods of Quality assurance. It is
recommended to introduce new elements into them. Build a picture of the future
system we would like to have and develop a smooth transition path.
 Another way is to use existing computer tools as a “towing” system.

Alternative bisystem.
Combine design and testing systems. Test engineers should be able to conduct a
“thought” project testing (following specific rules developed for that purpose) and
then run real tests. Testers’ experience together with the knowledge of
Anticipatory Failure Determination methods could be very useful for timely
discovery of possible mistakes.
What is Design for Six Sigma?

Design for Six Sigma is a

straightforward, iterative pattern of
team-oriented actions to design and
deliver services or manufacture
products that consistently satisfy
customers despite changing
environmental circumstances and
the passage of time.
 Benefits of TRIZ in Design:
• Understand Evolution of Systems
• Example: Auto Industry’s Next Industrial Revolution
• Example: Catalytic Converter

• Enhance FMEA Process

• Develop Solid Foundation for Design
• Example: Designing a Wind Tunnel
 Patterns of Evolution:
The Primary TRIZ Postulate
 Systems evolve not randomly, but
according to objective patterns
 Altshuller identified eight basic
patterns have been revealed from
the research of the history of
technology, markets and society
that can be purposefully used for
systems development without
numerous blind trials
 Patterns of Evolution

1. Stages of Evolution
2. Evolution toward Increased Ideality
3. Non-Uniform Development of System Elements
4. Evolution toward Increased Dynamism and
Controllability
5. Increased Complexity Then Simplification
6. Evolution with Matching and Mismatching Elements
7. Evolution toward Micro-level and Increased Use of
Fields
8. Evolution toward Decreased Human Involvement
 Lines of Evolution
 Lines of Evolution - more detailed
descriptions showing typical sequences
of stages that a system follows in the
process of its evolution

 Today, about 600 lines of Technological

Evolution and 40 lines related to
market and business evolution have
been identified
 A Lifecycle in System Evolution
3

System Characteristic
4
5
2

1
0 Time

Stage 0 - A system does not yet exist but important conditions for its
emergence are developing.

Stage 1 - A new system appears because of a high-level invention

and begins to develop slowly.

Stage 2 - Begins when society recognizes the value of the new system.

Stage 3 - Begins when the resources on which the original system is

based are mostly exhausted.

Stage 4 - Begins when a new system (or the next generation of the
current system) emerges to replace the existing one.

Stage 5 - Begins if the new system does not completely replace the
existing system, which still has limited application.
 Technological Evolution

Technical
Performance

Only small incremental changes

Little opportunity for improvement
in this technology Strategy for new
technology emerges here

Initial invention ,
Many new ideas emerge,
performance is
performance improves at a rapid pace
very crude

Time
Designing A New Wind
Tunnel
 The Added Value of TRIZ

Define Measure Develop

Improve Control
Problem Analyze Concepts
 TRIZ
”The process of solving
technical problems is
accessible to anyone,
important to learn, and
very exciting to work
through. We can teach
everybody to invent.”

- G. S. Altshuller
Boris Alla
Zlotin Zusman
• Define the problem using a
system approach
• Form an ideal vision
 System Approach

Supersystems

System
Past Function Future
Problem

Subsystems
 Supersystem – System – Subsystem

What is the “system”?

Supersystems

What primary function

does the system
perform?
System
Past Function Future
What problem are we
Problem trying to solve?

What changes in the

system (etc.) might
Subsystems improve the situation?
 Past – Present – Future

Supersystems What critical events

occurred in the past?

What will the next

generation of the
System system look like?
Past Function Future
Problem Can we "go back" and
change a critical event?

Can we implement a
"future" solution today?
Subsystems
 Input – Output

What enters the system

Supersystems
(substances, energy,
information, etc.)?

What exits the system?

System
Past Function Future How does the input
Problem become output?

What changes in the

input and/or output
would improve the
Subsystems situation?
 Cause – Effect

What causes the problem?

Supersystems
What is the harmful result?

How is the cause trans-

System formed into the effect?
Past Function Future
Problem What changes would
eliminate the cause?

What changes would

eliminate the effect?
Subsystems
Exercise:

Problem: How can the length of a caged, poisonous snake be measured?

Using the Ideation Brainstorming software, obtain ideas for this problem by
answering the following questions:

From each point of view below, formulate the mini-problem (minimal changes to
the system) and imagine the ideal solution (“magical” changes to the system that
address the mini-problem):

a. Supersystem – System – Subsystems

b. Input – Process – Output
c. Cause – Problem – Effect
d. Past – Present – Future
• The ideal, perfect system will
perform all required functions
without actually existing!
• Imagine a system where all
functions are performed with
existing resources.
• Nothing changes, everything
remains the same, and all issues
are resolved!
 Ideality Approach
A different set of opportunities

The objective of
Inventive Problem Solving is to
strive for: Ideality

Problem/system

Zone of incremental Zone of

or continuous high-level
improvement innovation
• Technical Contradiction(s)
• Physical Contradiction(s)
• Improvement Approaches
• Systems of Operators
 Physical Contradictions

• A characteristic must exist in two opposite states

– An airplane wing must have a large area for easy takeoff, and a small
area for higher speed
– A pen tip must be sharp to draw fine lines, and blunt to avoid
tearing the paper

• A characteristic must be both present and absent

– Aircraft landing gear should be present for landing and absent
during flight
– Sandblasting abrasive must be present to abrade, and absent from
the product
Example: Silverado 99MY IP and Cup
Holders
 Separation Principles

To eliminate physical contradictions, the two contradictory

requirements are separated . . .

• in space
• in time
• between the parts and the whole
• based on different conditions
 Separation in Space

• A characteristic is made larger in one place and smaller in

another
– One end of a funnel is wide so that material
can be easily poured into it; the other end is
narrow so that it can fit inside a small opening.

• A characteristic is present in one place and absent in

another
– The lower part of bifocal glasses serve as reading glasses; the upper
part provides correction for long-distance vision.
Example: F-150 99MY IP and Cup-
Holders
Example: Dodge Ram 99MY IP and
Cup-Holders
 Sweden – Denmark Bridge

Combination of the two

types
of transportation tunnel idea

systems:
regular bridge idea and
tunnel idea …
separated regular bridge
in space idea
 Separation in Time

• A characteristic is made larger during one time and smaller

during another
– The airplane wings of some military aircraft can
extend to provide large area for takeoff and
landing, and retract for high-speed flight.

• A characteristic is present during one time and absent during

another
– A staple is pointed as it pierces through paper, and flat when holding
papers together.
Separation Between Parts & Whole

• A characteristic has one value at the system level and the

opposite value at the component level
– A bicycle chain is made up of multiple
rigid components, yet is flexible overall.

• A characteristic exists at the system level and does not exist

at the component level (or vice versa)
– Epoxy resin and epoxy hardener are liquids, yet become solid when
mixed.
 Separation Between Parts & Whole
Physical Contradiction:
A ship’s hull should be wide to be stable
and should be narrow to be speedy – to reduce water drag

One parameter -> width of the ship’s hull, but with different values

WIDE NARROW
 Available solution

Have Both Wide And Narrow!

- on a Parts or system level, the object has a parameter value A
- on a Whole or super-system level, the object has a parameter value not-A

Trimaran Frigate
 Separation Based on Condition

• A characteristic is high under one condition and low under

another
– A sieve is porous for liquids but solid
for sand or other solid material.

• A characteristic is present under one condition and absent

under another
– A light-sensitive circuit is open in the presence of light and closed in
the dark.
 Exercise – Plating Metal Parts

• To plate metal parts with nickel, they are placed in a bath

of nickel salt.

• The bath is heated to increase productivity, but the

solution becomes unstable.

Apply the
Formulate
separation
technical &
principles to
physical
solve this
contradictions
problem
Converting Technical Contradictions
to Physical Contradictions

• Technical Contradiction
– Heating increases productivity (A), but wastes material (B)
– Control parameter: temperature

• Physical Contradiction
– Temperature (C) should be high to increase productivity and low to
avoid waste

A B

Control Parameter – C
 Exercise – Plating Metal Parts

• Apply the principle of separation in space: Where is the

high temperature necessary?
• High temperature is necessary only near the parts ...
• Therefore, the parts can be heated rather than the
solution.
Formulate Problem Statements
Useful
Function

Physical System Conflict

Contradiction (functional
contradiction)

Harmful
Function

• Resolve Contradictions and Conflicts

• Make Useful Functions More Useful
• Make Harmful Functions Less Harmful
 Extract the impeding part (2a)
Remove the required part (2b)
Separate in Space Shift to another dimension (17)
Nesting (7a)
Passing through (7b)

Preliminary action (10)

Hide (24b)
Separate in Time Use pauses (19c)
Dynamicity (15)
Rushing through (21)
Resolve the Use post-process time (5b, 19c)
Contradiction
Integration (5a)
Between subsystems (1a)
Asymmetry (4a)
Separate in Structure Mediator (24)
Use the culprit (22b)
Use a model or copy (26b)

Environmental conditions (22a)

Separate on Condition Transform condition (12)
Create condition (3c)
 Restorable Isolation (Introduce an isolating layer by transforming
the harmful function)

Mismatch (9a) Selective Isolation (Create an isolation permeable for a useful

Apply a structure or organization
that counteracts the harmful function
function and impermeable for a harmful function)
Destroyed Interlayer (Introduce an intermediate layer that
facilitates counteraction)
Mask Defects (Multiply a local defect so that a pattern masks it,
makes it look like part of the pattern)
Use Pauses (Allow time for a system to stabilize)

Counteract a Harm into Benefit (22a)

Find Useful Application (25b)
Harmful Amplify a Harmful Action (22c)
Invert (13)
Function “Think the Opposite” Opposite Action (13a)
Search for a variant that will produce Inside Out (13c)
(Part A) useful results
Vaccination (9b)

Partitioning (Divide a harmful function into parts counteracting each other)

Separate (1)
Divide and then recombine in a way
that eliminates the harmful effect
Exclude the Cause (Eliminate at least one of the causes of the harmful effect)
Take out the Source Causing the Harmful Function
Extract from the System the Carrier of the Harmful Function
Replace the System with a Model
Stretch Out the Harmful Function to Reduce Intensity

Integrate (5)
Integrate a structure or organization
to counteract a harmful function
Merge Subsystems that Perform Similar Functions
Build a Bi- or Poly-System
Combine Harmful Functions so they Counteract
Repeat a Counteraction Several Times (19)
Nesting (7)

Introduce flexible, dynamic elements into the system

Counteract a Dynamic Poly-System of flexibly connected discreet elements
Dynamism (15) Parallel Restoration by repairing damage during system
Harmful Make the system more dynamic to operation
Function avoid a harmful function Introduce an element to absorb a harmful function
(Part B) Redirect the harmful function to another element
Confine the harmful function to a specific location or time

Introduce feedback into the system

Control
Make the system more controllable
to avoid a harmful function
Enable the system to self-adjust to changing operating
conditions
Replace an uncontrollable system element with an element
that is controllable
Use a controllable opposing process to adjust the system
 Replace a universal system with a set of specialized
systems
Match (3c) Enable a system to perform more useful functions
Match a particular structure of Sort elements into groups and treat each group
the system to optimize the overall
performance of the system separately
Equi-potentiality: Create a process or super-system
that removes barriers
Synchronize simultaneous processes
To perform two incompatible functions, perform one
function in pauses of the other
Improve a
Useful Replace an action in the system with an opposite action
Invert (13)
Function “Think the Opposite”
Make mobile parts immobile or vice versa
Search for a variant that will produce Turn an object or system inside-out or upside-down
(Part A) useful results Substitute an internal action for an external one or vice
versa

Replace a one-piece system with a partitioned one

Exclude an element by transferring its function to the
Separate (1) remaining elements
Divide and then recombine in a Exclude an auxiliary function by transferring it to the
more efficient way remaining ones
Use a temporary or disposable object instead of an
expensive permanent system
Perform a function partially rather than completely
(80/20 rule)
Take out from the system the part that performs the
useful function
 Merge Subsystems that Perform Similar Functions
Build a Bi- or Poly-System by integrating two or
more systems into a new synergistic system
Combine a function with an opposite one for
Integrate (5) improved control
Create synergy by consolidating Repeat a function several times (19)
functions
Conduct sequential functions concurrently,
simultaneously
Process multiple objects together
Use a mediator to transfer action or energy

Improve a Transform static relationships between elements into

flexible, and changeable relationships
Useful Dynamism (15) Introduce a dynamic, modifiable element into the system
Make the system more dynamic,
Function more flexible and adjustable Dynamic Poly-System: Replace a rigid unchangeable
(Part B) system with a set of flexibly connected discreet elements
Transform a statically stable system into a dynamically
stable system

Introduce feedback into the system

Enable the system to self-adjust to changing operating
Control conditions
Make the system more controllable
Replace an uncontrollable system element with an element
that is controllable
Use information obtained from changes in substance
properties to increase system ideality
Use flows from a system as an informational resource
Use flows passing through the system as an informational
resource
• There is a shared belief that ASQ
could create a much more responsive
system to provide the quality
community with education and
training.
• A centerpiece of that system could be
sections as training and education
deliverers and divisions as forums
and knowledge generators.
• Start with a clean slate and develop a vision and long
view for our training and education efforts.
• Develop something modern, something responsive to
the needs of customers and members, and something
that makes the best use of ASQ’s tremendous talents
and capabilities.
• This planning will merge nicely into our business
planning cycle to assure we allocate the right
resources for our plan and implementation in the
next fiscal year.
 D E V E LO P A N D MA R K E T
A S Q D E V E LO P S A N D
IN TE G R A TE D
LI C E N S E S M A TE R I A L S ,
S Y S TE MS / S O L U TI O N S
O TH E R S D E L I V E R
F O R C O R P O R A TI O N S

ASQ as an W e n e e d t o d e v e lo p B y p a s s t h e c o n s ta n t
D o n 't de a l wi th a p ro c e s s f o r re - de v e l o p m e n t o f
or g a n iza ti o n wil l
in d iv i du a l s , d ea l wi th sh a r in g m a te r ia l s m a te r ia l s
f r a n c hi s e o u t it s
th e o r g a n iza ti on s th a t
le a rn i ng m a t e ri a ls
em p lo y th e m
W e p r ov id e t ra i n in g C r e a te "m a st e r d o c u m e n ts "
A S Q c o u ld pr o v id e o ne m a te r ia l s b u t we d o n 't (a s i n I S O ) - o n e se t o f
L e v e ra g e h ig h e r le v e l se t o f tr a in in g pr o v id e th e tr a in in g m a te r ia l is th e s ta n d a rd a n d
m e m b e r s a s sa l e s m a te r ia l s o f a ll t o u s e th o s e m a te r ia ls c an b e
f o r c e ( d ire c t o r le v e l & cu s t o m i ze d
Y o u c an b u y
VP)
an d / o r li ce n s e
ASQ does not need t o
th e m a te r ia l
be th e p ro v i d er of Te a m s m ig h t d e v e lo p
L o o k f o r c u s to m er s i n tr a in in g - pr o v id e th e m a p m a te r ia l s, y o u m i g h t p ay
no n - q u a lit y r o le s an d of th e B o K F a r m ou t t h e so m e o n e t o d e v e lo p t h e
pr o f e ss i o n al s wi th in th e ta r g e t de v e l o p m e n t (a m a te r ia l s
m a rk e t s ( m a t ri x c u s to m e r la H o lm e s )
se g m e n ta t io n ).
E li m i n at e t h e d u p li c a tio n
D o n 't ho l d c la s s e s
by c r ea t in g "b a s e "
O n l y h a v e H Q d ev e l o p t h e t ra in i n g du r in g n or m a l
m o d u le co u r s e m at e ri a ls
O r g a n iza tio n s re c o g n izin g A S Q wit h in p u t f ro m d i v is io n s , a n d h a v e bu s i n es s h o u rs
B O K as a r e s o u rc e f o r p e rs o n n e l se c t io n s d e l iv e r t he tr a in i ng .
de v e l o p m e n t P e rf o r m a n c e D iv i s io n s p a id f or t h e ir i n pu t . HQ
Th e re a re h ug e im pl ic a t io n s f o r Th e c o n t en t n e e d s t o b e
de v e l o p m e n t. Ma r k et di re c t ly to pa i d f o r d e v e lo p m e n t . S e c t io n s p a i d
A S Q ex i ti n g t he d e liv e r y of de v e l o p ed b y t h e b e s t S ME ,
or g a n iza ti o ns . f o r d e li v e ry .
tr a in in g - S a le s , Ma r ke t in g an d th e n th e co u r s e s a re
et c .. . de v e l o p ed b y t h e p r o f e s s io n a l
de v e l o p er s
P r o v id in g b us i n e ss le a d e rs a
wa y o f u n d e r st a n d in g h o w to
in te g r a te p er f o rm an c e
ex c e l le n c e m et h o d o lo g y I E
Le a n , S i x S i g m a

LEVER A GE
I MP R O V E C E R TI F IC A TIO N
C O MM U N I C A TI O N S P R O G R A MS
A R O U N D LE A R N I N G
E V E N TS
P r o v id e C ME s f o r Ma k e th e r e c e rt if ic a t io n
C r e a te a f re s h m an , s o p h o m o r e , ju n io r ,
in d iv i du a l s in re q u ir e m e n ts m o r e
se n i o r s et s o f tr a in in g th a t le a d s to
he a l th c a re rig o r o u s ( in v o lv i n g A S Q
D e s ig n th e p ro c e s s ( le a n t h e ce r ti f ic a ti o n, wit h le v e l s o f c e r ti f i c at io n
tr a in in g or ed u c a t io n ).
pr o c e s s ) s o t ha t (r e se a r c h e r, t e a ch e r , k n o wle d g e

co m m u n ic a t io n oc c u r s , a n d a ll co n t ri b u to r - a u t ho r ). E n co u r a g e t h e Ta rg e t c o m m u n ic a t io n s
th e r ig h t p e o p le a re in v o lv e d . de v e l o p m e n t o f c o m p e t e n ci e s wh i le to wa r ds th o s e wh o
W h at is t h e p u r p os e o f t he
pr o v id i n g r ec o g n it io n a lo n g t h e wa y . ne e d to re c e r tif y .
so c i e ty ? D o we e v e n n e e d t o
pr o v id e tr a in in g ? A S Q p r o v id e s 2
U s e a c e n tr a li ze d lis t o f Th e t ra d i tio n a l in t e re s t i n A S Q th in g s - c e rt if ic a ti o n a n d
F in d a wa y to m a k e
sc h e d u le d a n d pl a n n ed tr a in in g wa s t o p re p a r e f o r pr o m o t e s i ts m e m b e r s
ce r ti f ic a ti o n a s a
ev en t s f r o m al l s e ct io n s re q u ir e m e n t ce r t, ba s i c q u a li ty to o ls , a n d
di v is i on s a n d H Q . st a n d a rd s

L e v e ls o f c e rt if ic a t io n f o r
W o rk ou t a s y s te m wh e r e y e ar s o f re c e rt if ic a t io n Tie to

sp e a k e r s le t u s k n ow wh e r e t he y (d is t in g u is h b eg i n n er s f r o m re c e rt if ic a t io n

ar e g o i n g t o b e , s o t h a t s e ct io n s m o re m a t u re p ro f e s s io n a ls ). un i ts

ha v e th e o p p or t un i ty to in v i te
th e m to th e i r s e ss i o n s.
L ic e n s in g Q u a lit y C r e a te d if f e r e n t le v e ls o f

P ro f e s s io n a ls ( li k e ce r ti f ic a ti o n. 1. P a ss te s t .

P E ). 2. P a ss te s t a n d c er t if ie d
D e v e l op a m a s te r s c h e d u le o f s pe a k e r s , tr a in e rs , to tr a in c o u r s es .
co u r s e s , c on f e r en c e s s o t ha t o f f e ri n gs d o n o t
co m p e te wit h o n e a n o t h er . C r e a te a c u lt u re th a t
Ma k e th e c a s e to in d iv i d ua l s wh y b e in g
he l p s t o s e p a ra t e i n t im e a n d s p a c e f ro m
ce r ti f ie d wi ll b e b e n e f ic ia l . E X: p a y
"c o m p e t in g " g ro u p s - s e ct io n , d i v is io n s , H Q . E X:
in c re a s e a f t e r c er t if ic a ti o n , c ar e e r p a th
H Q c ou r s e s a r e a lwa y s ta u g h t i n t he f ir st we ek ,
op p o r tu n it ie s p o st ce r ti f ic a ti o ns .
se c t io n co u r s e s o c
C e rt if ic a t io n i s a d is c ri m in a t o r b e twe e n
two c an d i d at e s .
• Affinity Diagram
• Combine and Prioritize Ideas
• Identify and Utilize Resources

ASQ CERTIFIED INSTRUCTORS AND COURSES
• Establish standards for training and certify trainers by course
• Don’t put ASQ brand on courses that aren’t certifies by ASQ
ASQ DEVELOPS AND LICENSES MATERIALS,
OTHERS DELIVER
• ASQ as an organization will franchise out its learning materials
• ASQ could provide one set of training materials of all to use
BENCHMARK PEERS TO IMPROVE PROCESS
• APQC - Benchmark clearing house - diagnostic tool - share
branding
• Benchmark other organizations to evaluate their structures.
Learn from others.
OPTIMIZE MU - HQ COLLABORATION
• All registration comes through headquarters
• Encourage sections and division to collaborate with HQ
training
CREATE PARTNERSHIPS TO EXPAND BASE AND
EASE BURDEN OF LOGISTICS, MARKETING
• ASQ should think more like a university or establish
relationships with colleges/universities
• Write articles for other publications to build intrigue
DEVELOP AND MARKET INTEGRATED
SYSTEMS/SOLUTIONS FOR CORPORATIONS
• Don't deal with individuals, deal with the organizations that
employ them
• Look for customers in non-quality roles and professionals
within the target markets
DEVELOP MATERIALS THAT DON'T NEED SMES
• Develop the cadre of local facilitators that don't need to be a
SME
• Trained facilitators that can lead a discussion
WIN-WIN INCENTIVES FOR ALL PARTICIPANTS
• Create incentives for SMEs to give co-ownership for the IP
• Incentivise sections and divisions to put on certified training
VOC RESEARCH
• Create a mechanism to push good ideas, request for help.
• Get on the phone or go to Sections and ask what the customers
need and want.
LEARNING EVENT COMMUNICATIONS OPTIMIZE ELECTRONIC LEARNING
• Design the process so that communication occurs, and all the • Move to more virtual/electronic communication
right people are involved. • Broadcast training opportunities from larger areas to the less
• Develop a master schedule of speakers, trainers, courses, served areas
conferences • Package the e-learning to optimize learning.
IP POLICY DEVELOPMENT OPTIMIZE MODULAR MATERIAL DESIGN
• Determine and define ownership • Create re-useable modules
• How can ASQ acquire the IP and have at least co-ownership • Develop huge library of modules and examples developed for
rights? different target customers
• Materials online so we wouldn't have to print materials
LEVERAGE CERTIFICATION PROGRAMS
• Create a freshman, sophomore, junior, senior sets of training CREATE A FOR-PROFIT SUBSIDIARY
that leads to certification, Create a for-profit subsidiary for training and education.
• Make the recertification requirements more rigorous (involving
ASQ training or education).
OPTIMIZE PRODUCT DEVELOPMENT
• Develop a learning management system
LEVERAGE STORIES FROM CUSTOMER • Develop materials in a modular way
ORGANIZATIONS
• Develop corporate entities as the recipients and then
PAID REGIONAL FIELD SERVICE
disseminators of the training
• Involve, partner with companies and use their success stories in REPRESENTATIVES
conferences and courses Professional staff around the country to sustain consistency of
products and understand customer needs.
MEASUREMENT TOOL FOR INDIVIDUAL/
CORPORATE QUALITY MATURITY RESEARCH
• Develop a diagnostic tool that assesses quality growth • Corporate research collaboratives.
• Ask participants to Beta-test diagnostic tool. • Do more thorough research with identified target markets
MEGA-EVENTS, PIGGY BACK OFF SIMILAR
REVENUE
LOGISTICS COORDINATION • Don't have independent discrete revenue generators
Integrate the Division conferences into the World Conference • Revenue issues need to be dealt with - all of the parties need to
participate
SALES/ MARKETING STRATEGIES
• Enhance the perception of quality, quality ideas, and quality UNDERSTAND BUSINESS TRENDS AND GOALS
tools • Develop processes where materials are translated and updated
• More bundled courses for certificates • Inputs from the organizations that employ quality professionals
• Work with the organizational members to identify needs and
issues to understand how ASQ can help to achieve results
UTILIZE CONFERENCES/ METHODS FOR
MATERIAL AWARENESS/ MARKETING
• Instructors also act as agents to sell ASQ offerings. SOME OFFERINGS FOR FREE
• The conference becomes a forum where you could learn how to If program offerings for free it may offer value to the membership
use the materials - market training as a membership benefit
 Solution Effect on Key Vision and Inhibitor Elements
(weighted and not weighted)
WEIGHTED TOTALS 2451 3483 2709 2451 2451 2451 2709 1581 2709 3483 2709 1805 1581 1805 1839 548 774 903 1419 903 1161 0 1709 43634
TOTALS WEIGHT 2341 2349 2343 2341 2341 2341 2343 1465 2343 2349 2343 1431 1465 1431 1467 552 780 781 269 781 783 0 561 35200

Stakeholder Value 113 9 9 9 9 9 9 9 9 9 9 9 1 9 1 9 1 3 3 1 3 3 0 1 134

1017 1017 1017 1017 1017 1017 1017 1017 1017 1017 1017 113 1017 113 1017 113 339 339 113 339 339 0 113 15142

Sustainable Financial Results 145 9 9 9 9 9 9 9 3 9 9 9 9 3 9 3 3 3 3 1 3 3 0 3 136

1305 1305 1305 1305 1305 1305 1305 435 1305 1305 1305 1305 435 1305 435 435 435 435 145 435 435 0 435 19720

Increase Customer Base 129 1 9 3 1 1 1 3 1 3 9 3 3 1 3 3 0 0 1 9 1 3 0 9 68

129 1161 387 129 129 129 387 129 387 1161 387 387 129 387 387 0 0 129 1161 129 387 0 1161 8772

instructors and courses

customer organizations
service representatives

around learning events

Create Partnerships to
Develop materials that

expand base and ease

Leverage Certification

Leverage stories from

Unit/HQ collaboration

Understand business
integrated system for

Measurement tool for

improve the process

Benchmark peers to
individual/corporate
Develop and market

Create a subsidiary
Optimize electronic

Win-win incentives

Some offerings for

do not need SMEs
Paid regional field

licenses materials

Develop IP Policy
Optimize Member
optimize Modular

Optimize Product

HQ develops and
Communications

trends and goals

logistics burden
Sales marketing

quality maturity
material design

VOC Research

ASQ Certifies
Development

corporations

Mega events
strategies

TOTALS
program
Improve
delivery

FREE
Lack of HQ/MU cooperation 60 9 3 3 3 1 9 3 9 3 0 0 3 3 3 0 1 3 3 3 1 3 9 1 76

540 180 180 180 60 540 180 540 180 0 0 180 180 180 0 60 180 180 180 60 180 540 60 4560

Limited Resources 66 9 9 9 9 9 1 3 9 1 1 1 9 3 3 3 9 3 3 9 3 1 3 1 111

594 594 594 594 594 66 198 594 66 66 66 594 198 198 198 594 198 198 594 198 66 198 66 7326

No Master Plan 83 1 1 3 1 1 1 1 1 1 1 1 1 1 3 1 1 3 1 1 1 1 3 1 31

83 83 249 83 83 83 83 83 83 83 83 83 83 249 83 83 249 83 83 83 83 249 83 2573

TOTALS 1153 787 789 787 665 617 385 1153 251 68 68 787 385 387 202 665 387 385 787 263 251 753 129 12104
weighted totals 1217 857 1023 857 737 689 461 1217 329 149 149 857 461 627 281 737 627 461 857 341 329 987 209 14459
OVERALL TOTAL 3494 3136 3132 3128 3006 2958 2728 2618 2594 2417 2411 2218 1850 1818 1669 1217 1167 1166 1056 1044 1034 753 690 47304
OVERALL TOTAL (WEIGHTED) 3668 4340 3732 3308 3188 3140 3170 2798 3038 3632 2858 2662 2042 2432 2120 1285 1401 1364 2276 1244 1490 987 1918 58093
OVERALL PERCENTAGE 7% 7% 7% 7% 6% 6% 6% 6% 5% 5% 5% 5% 4% 4% 4% 3% 2% 2% 2% 2% 2% 2% 1%

Importance 4 5 4 5 4 3 5 5 4 4 4 5 4 2 4 2 5 2 3 5 5 4 2 3.91304
Implementation 1 2 2 3 3 2 2 2 3 2 3 3 1 1 2 1 3 1 2 3 3 2 3 2.17391
Ease of Implementation
Resources Required

Greater than average Import X X X X X X X X X X X X X X X X X

Greater than average Implem X X X X X X X X X X X X X X
 0
500
1000
1500
2000
2500
3000
3500
4000
4500
5000

optimize Modular mater

ial desig n

VO C Rese arc h
Paid regio nal field servi
ce representatives

Optimize Product De ve
lopment
Optimize electronic de
livery
Improv e Commun icatio
ns around learning events

Win-win incen tiv es

Optimize Member Unit/H
Q collaboratio n
Leverage Certification
program
Develop and marke t int
eg rated sy stem for co
rporations
Leverage stories from
customer organizati on
s
Sales marketing strate
gies
AS Q Certi fies ins tructo
rs and cours es

Create a subs idi ary

Meas urement tool for
Solution Pareto

individu al/corp ora te qu

ality maturity
Develop m aterials tha
t do not ne ed SMEs
HQ develops and lic en
ses materials

Mega even ts
Create Pa rtnerships to
ex pand base and ease
logistics burden
Benchmark peers to im
prov e the proc ess
Unders tand busines s
trends and goals

Develop IP Polic y
Raw Total

Som e offering s for FR

EE
Weighted Total
 Effect on Vision Elements and
Importance versus Level of

Effect on Vision Elements/

Effect on Other Solutions

Inhibitors (not weighted)

Inhibitors (weighted)
Implementation
by:
• Importance vs. Leveraging Certification X
IP Policy X
Implementation Subsidiary X
Certify Instructors/Courses X X
• Effect on other Measurement Tools of maturity X

Solutions Product Development X X X

HQ/MU Collaboration X

• Effect on Vision and Win/win incentives

Integrated systems
X
X X
Inhibitor Elements Modular Material Design X X X
Sales & Marketing – Business X X
(weighted and not Trends
Regional Service Reps X X X X
weighted) VOC Research X X X X
Benchmarking X
Mega Events X
• “Low Hanging Fruit” with SAC
• Voice of Customer Research
• Management Structure
• Modular Material Design
 Field Resources: All types of energy (mechanical, thermal, chemical,
electrical, magnetic, electromagnetic), action or force

Functional Resources: The opportunity for the system, super-system or sub-

system to perform additional functions, including super-effects (unexpected
benefits that occur as a result of innovation)

Information Resources: Knowledge about the process, system elements,

fields, system functions, and additional information about the system (which
can be obtained with the help of dissipation fields, or matter or fields passing
through the system)
Mobilize
Substance Resources: Parts, components, materials used to compose and to
Resources operate the system, super-system or sub-system (including by-products,
waste, etc.)

Space Resources: Free or unoccupied space, voids, or new space created by

rearrangement of system elements or through a change in form

Time Resources: Activity preparation time, duration of work operation,

breaks, idle time, time after process completion; time intervals before the
start, after the finish, and between the cycles of a technological process,
which are partially or completely unused

Derived Resources: Derive new resources from combinations of the above

• Secondary Problems
• Evolution of TRIZ
 Typical Invention Level Hierarchy

 Practically each invention creates new (subsequent)

5
problems
Level 4  These problems must be solved to implement the
invention
Level 3
 Typically, to implement one invention of a
Level 2 higher level, 2 to 5 inventions of the next
lower level are required
Level 1

Main reasons for long delay in implementing high-level ideas:

 Delayed and/or insufficient solving of subsequent problems
 High psychological barriers
 Lack of knowledge about evolutionary resources
 Evolution of TRIZ and I-TRIZ Directed
Evolution and
Re-Structuring of IP Control Era
Theoretical Base
Methodology Advancement

Advanced TRIZ Tools

Ideation/TRIZ Era
Non-Technological
Applications Advanced
Software Tools

AFD Kishinev Era

ARIZ-85 Directed
Evolution

40 Principles Classical TRIZ Era

Patterns of Evolution

1946 1982 1985 1992 1997 2000 2005

 I-TRIZ Applications
Directed Evolution
A systematic procedure for strategically evolving
future generations of technological systems
DE

Anticipatory Failure Determination

Failure Analysis
A systematic

Inventive Problem Solving

A systematic procedure for AFD IPS
identifying the root causes of procedure for
a failure or other undesired resolving tough
phenomenon in a system, CIP technological
and for making corrections in problems,
a timely manner. Control of Intellectual enhancing system
Property parameters,
Failure Prediction A systematic procedure improving quality,
A systematic procedure for for increasing IP value reducing cost, etc.
identifying beforehand, and and providing protection for current
then preventing, all from infringement and generations of
dangerous or harmful circumvention. products and
events that might be technologies.
associated with a system.
 TRIZ is not a Magic Wand

Innovation
Success = Pc x Pkn x Pm x Ms x (1+CITRIZ)
Success

Pc = Personal Capabilities;
Pkn = Personal Knowledge;
Pm = Personal Motivation;
Ms = Management support;
CITRIZ = factor depending on I-TRIZ training, tools and
personal experience in their utilization.
CITRIZ can be between 0 and hundreds.
Boris Alla
Zlotin Zusman
 System Approach

Supersystems

System
Past Function Future
Problem

Subsystems
 The Theory of Strong Thinking (OTSM)
Some Function
Improves

Physical Technical
Contradiction Contradiction

Some Function
Degrades

Is the Pattern of System Conflicts and the link

between technical and physical contradictions in
a system
 Extract the impeding part (2a)
Remove the required part (2b)
Separate in Space Shift to another dimension (17)
Nesting (7a)
Passing through (7b)

Preliminary action (10)

Hide (24b)
Separate in Time Use pauses (19c)
Dynamicity (15)
Rushing through (21)
Resolve the Use post-process time (5b, 19c)
Contradiction
Integration (5a)
Between subsystems (1a)
Asymmetry (4a)
Separate in Structure Mediator (24)
Use the culprit (22b)
Use a model or copy (26b)

Environmental conditions (22a)

Separate on Condition Transform condition (12)
Create condition (3c)
 Restorable Isolation (Introduce an isolating layer by transforming
the harmful function)

Mismatch (9a) Selective Isolation (Create an isolation permeable for a useful

Apply a structure or organization
that counteracts the harmful function
function and impermeable for a harmful function)
Destroyed Interlayer (Introduce an intermediate layer that
facilitates counteraction)
Mask Defects (Multiply a local defect so that a pattern masks it,
makes it look like part of the pattern)
Use Pauses (Allow time for a system to stabilize)

Counteract a Harm into Benefit (22a)

Find Useful Application (25b)
Harmful Amplify a Harmful Action (22c)
Invert (13)
Function “Think the Opposite” Opposite Action (13a)
Search for a variant that will produce Inside Out (13c)
(Part A) useful results
Vaccination (9b)

Partitioning (Divide a harmful function into parts counteracting each other)

Separate (1)
Divide and then recombine in a way
that eliminates the harmful effect
Exclude the Cause (Eliminate at least one of the causes of the harmful effect)
Take out the Source Causing the Harmful Function
Extract from the System the Carrier of the Harmful Function
Replace the System with a Model
Stretch Out the Harmful Function to Reduce Intensity

Integrate (5)
Integrate a structure or organization
to counteract a harmful function
Merge Subsystems that Perform Similar Functions
Build a Bi- or Poly-System
Combine Harmful Functions so they Counteract
Repeat a Counteraction Several Times (19)
Nesting (7)

Introduce flexible, dynamic elements into the system

Counteract a Dynamic Poly-System of flexibly connected discreet elements
Dynamism (15) Parallel Restoration by repairing damage during system
Harmful Make the system more dynamic to operation
Function avoid a harmful function Introduce an element to absorb a harmful function
(Part B) Redirect the harmful function to another element
Confine the harmful function to a specific location or time

Introduce feedback into the system

Control
Make the system more controllable
to avoid a harmful function
Enable the system to self-adjust to changing operating
conditions
Replace an uncontrollable system element with an element
that is controllable
Use a controllable opposing process to adjust the system
 Replace a universal system with a set of specialized
systems
Match (3c) Enable a system to perform more useful functions
Match a particular structure of Sort elements into groups and treat each group
the system to optimize the overall
performance of the system separately
Equi-potentiality: Create a process or super-system
that removes barriers
Synchronize simultaneous processes
To perform two incompatible functions, perform one
function in pauses of the other
Improve a
Useful Replace an action in the system with an opposite action
Invert (13)
Function “Think the Opposite”
Make mobile parts immobile or vice versa
Search for a variant that will produce Turn an object or system inside-out or upside-down
(Part A) useful results Substitute an internal action for an external one or vice
versa

Replace a one-piece system with a partitioned one

Exclude an element by transferring its function to the
Separate (1) remaining elements
Divide and then recombine in a Exclude an auxiliary function by transferring it to the
more efficient way remaining ones
Use a temporary or disposable object instead of an
expensive permanent system
Perform a function partially rather than completely
(80/20 rule)
Take out from the system the part that performs the
useful function
 Merge Subsystems that Perform Similar Functions
Build a Bi- or Poly-System by integrating two or
more systems into a new synergistic system
Combine a function with an opposite one for
Integrate (5) improved control
Create synergy by consolidating Repeat a function several times (19)
functions
Conduct sequential functions concurrently,
simultaneously
Process multiple objects together
Use a mediator to transfer action or energy

Improve a Transform static relationships between elements into

flexible, and changeable relationships
Useful Dynamism (15) Introduce a dynamic, modifiable element into the system
Make the system more dynamic,
Function more flexible and adjustable Dynamic Poly-System: Replace a rigid unchangeable
(Part B) system with a set of flexibly connected discreet elements
Transform a statically stable system into a dynamically
stable system

Introduce feedback into the system

Enable the system to self-adjust to changing operating
Control conditions
Make the system more controllable
Replace an uncontrollable system element with an element
that is controllable
Use information obtained from changes in substance
properties to increase system ideality
Use flows from a system as an informational resource
Use flows passing through the system as an informational
resource
• Affinity Diagram
• Combine and Prioritize Ideas
• Identify and Utilize Resources
 Field Resources: All types of energy (mechanical, thermal, chemical,
electrical, magnetic, electromagnetic), action or force

Functional Resources: The opportunity for the system, super-system or sub-

system to perform additional functions, including super-effects (unexpected
benefits that occur as a result of innovation)

Information Resources: Knowledge about the process, system elements,

fields, system functions, and additional information about the system (which
can be obtained with the help of dissipation fields, or matter or fields passing
through the system)
Mobilize
Substance Resources: Parts, components, materials used to compose and to
Resources operate the system, super-system or sub-system (including by-products,
waste, etc.)

Space Resources: Free or unoccupied space, voids, or new space created by

rearrangement of system elements or through a change in form

Time Resources: Activity preparation time, duration of work operation,

breaks, idle time, time after process completion; time intervals before the
start, after the finish, and between the cycles of a technological process,
which are partially or completely unused

Derived Resources: Derive new resources from combinations of the above

 Ideation Process (www.ideationtriz.com)

Step Purpose Process Result

Define the
1. Define the Problem using System Approach and form an Ideal Vision Ideal Vision
Problem

Formulate Formulate Tasks and Brainstorm Ideas: Typical

Tasks and • Resolve the contradiction: Tasks
2.
Brainstorm • Find a way to counteract Harmful Function
Ideas • Find a way to improve Useful Function Ideas

Develop Combine Ideas into Concepts

3. Concepts
Concept Consider Resources to increase Ideality

Evaluate
4. Address Subsequent Tasks and document the solution Solution
Results