Cebu Institute of Technology – University

College of Engineering and Architecture

Department of Industrial Engineering

COURSEWARE
SSP031
CREATIVE THINKING TOOLS, TRENDS & TECHNIQUES

Prepared by:

Engr. Cheradee Ann M. Cabanlit

Engr. Chum Keji A. Ocan
Instructor – SSP031
 003

About the Course

Course Number SSP031
Descriptive Title CREATIVE THINKING TOOLS, TRENDS & TECHNIQUES
Number of Units 3 units lecture
Number of Hours 54 lecture hours
Pre-requisites None
Co-requisite None
Course Description This course introduces tools, trends and techniques in creative
thinking towards critically analyzing independently sourced
complex information and ideas, and generating solutions taking
into account a range of perspectives. The students are expected
to reflect on their thought process and present their findings
considering reasons to support and rationally oppose their own
viewpoints using logical and abstract thinking to evaluate the
effectiveness of ideas, products and performances to achieve
desired outcomes.

Course Learning Outcomes:

CLO 1. Discuss the creative thinking tools, its methodology, & application areas
CLO 2. Discuss the different trends and techniques, its application and process
CLO 3. Formulate and solve different quantitative creative thinking tools
CLO 4. Apply appropriate these creative thinking tools/ techniques in design

TOPICS FOR WEEK 5

Topic 4: Design on Quality Function Deployment
LO1: Define the process in Quality Function Deployment Tool
LO2: Prioritize spoken and unspoken customer wants and
explain these needs into technical characteristics and
specifications.
LO3: Build and deliver a quality product or service by focusing
everybody toward customer satisfaction
Topic 5: Design on Kano Analysis
LO1: Describe the three requirements of Kano Analysis that
helps understand customer preferences.
LO2: Identify how customers view the different features of a
product or service against each other.
Topic 6: Design on TRIZ
LO1: Define the different TRIZ principles.
LO2: Apply the TRIZ Principles in their daily lives.
LO3: Practice creating inventive solutions using the TRIZ
principles.
 Contents
About the Course ........................................................................................................................................... 2
Contents ......................................................................................................................................................... 3
Topic 4: Design on Quality Function Deployment ......................................................................................... 5
4.1. Introduction to Quality Function Deployment ..................................................................................... 5
4.2. What is Quality Function Deployment (QFD) ..................................................................................... 6
4.3. Why Implement Quality Function Deployment (QFD) ........................................................................ 6
4.4. How to Implement Quality Function Deployment (QFD) .................................................................... 7
4.5. Levels of QFD ..................................................................................................................................... 7
4.5.1. Level 1 QFD ................................................................................................................................ 7
4.5.2. Level 2 QFD ................................................................................................................................ 8
4.5.3. Level 3 QFD ................................................................................................................................ 9
4.5.4. Level 4 QFD ................................................................................................................................ 9
4.6. Phases of Quality Function Deployment .......................................................................................... 10
4.7. Methodology of doing Quality Function Deployment ....................................................................... 10
4.8. Step-by-step process of doing Quality Function Deployment .......................................................... 12
Video on QFD by LEARN & APPLY: Lean and Six Sigma .......................................................................... 17
Video on QFD by Cheradee Series ............................................................................................................. 17
Sources for QFD: ..................................................................................................................................... 17
Topic 5: Design on Kano Analysis ............................................................................................................... 18
5.1. What is the Kano Model? ................................................................................................................. 18
5.2. What is the History of the Kano Model? ........................................................................................... 18
5.3. How Does the Kano Model Work? ................................................................................................... 18
5.4. What are the Kano Model Feature Categories?............................................................................... 19
Basic (threshold) features ................................................................................................................... 19
Performance features .......................................................................................................................... 19
Excitement features............................................................................................................................. 19
5.5. When Should You Use the Kano Model? ......................................................................................... 19
5.6. Example of a Kano Model ................................................................................................................ 20
5.7. How to Use the Kano Model ............................................................................................................. 21
Video on Kano Model by Cheradee Series ................................................................................................. 22
..................................................................................................................................................................... 22
Video on Kano Model” by Kevolve Product Management ........................................................................... 22
Sources for Kano Model: ......................................................................................................................... 22
Topic 6: DESIGN ON TRIZ .......................................................................................................................... 22
6.1. Introduction to TRIZ and its tools ..................................................................................................... 22
6.2. The father of TRIZ ............................................................................................................................ 22
6.3. TRIZ: 39 Parameters ........................................................................................................................ 23
6.4. TRIZ: 40 principles ........................................................................................................................... 23
6.5. Contradiction Matrix Grid .................................................................................................................. 24
6.6. Contradiction Matrix: Examples of Application ................................................................................. 26
Video on TRIZ by Cheradee Series ............................................................................................................. 26
Video on TRIZ the Solutions First way to Solve Problems .......................................................................... 26
..................................................................................................................................................................... 26
Sources for TRIZ: .................................................................................................................................... 26
Bruce Garrabrandt
 Topic 4: Design on Quality Function Deployment
4.1. Introduction to Quality Function Deployment
Quality Function Deployment (QFD) is a method for developing a design quality aiming
at satisfying the consumer and then translating the consumer's demand into design
targets and major quality assurance points to be used throughout the production phase. It
is a system to deploy the voices of the customers in understanding their requirements
into the appropriate technical requirements for each stage of product development and
production. A tool for bringing the voice of the customer into the product development
process from conceptual design through to manufacturing. This is an innovative approach
bringing quality as demanded by the customer upstream in the product development
process The QFD tool can certainly be used by an individual, but its real value is as a
structured approach for team prioritization and decision making. A team that uses QFD
for product planning will emerge with a common vision of the business drivers, priorities,
assumptions, issues, and questions that need to be addressed.

HIN SHITSU KI NO TEN KAI

Quality Function Deployment
Attributes Development
Features Evolution
“Customer Driven Product/Process Development”
“The House of Quality”
“The Voice of the Customer”
4.2. What is Quality Function Deployment (QFD)
Quality Function Deployment (QFD) is a process and set of tools used to effectively define
customer requirements and convert them into detailed engineering specifications and
plans to produce the products that fulfill those requirements. QFD is used to translate
customer requirements (or VOC) into measurable design targets and drive them from the
assembly level down through the sub-assembly, component and production process
levels. QFD methodology provides a defined set of matrices utilized to facilitate this
progression.

QFD was first developed in Japan by Yoji Akao in the late 1960s while working for
Mitsubishi’s shipyard. It was later adopted by other companies including Toyota and its
supply chain. In the early 1980s, QFD was introduced in the United States mainly by the
big three automotive companies and a few electronics manufacturers. Acceptance and
growth of the use of QFD in the US was initially rather slow but has since gained popularity
and is currently being used in manufacturing, healthcare and service organizations.
4.3. Why Implement Quality Function Deployment (QFD)
Effective communication is one of the most important and impactful aspects of any
organization’s success. QFD methodology effectively communicates customer needs to
multiple business operations throughout the organization including design, quality,
manufacturing, production, marketing and sales. This effective communication of the
Voice of the Customer allows the entire organization to work together and produce
products with high levels of customer perceived value. There are several additional
benefits to using Quality Function Deployment:

• Customer Focused: QFD methodology places the emphasis on the wants and
needs of the customer, not on what the company may believe the customer wants.
The Voice of the Customer is translated into technical design specifications. During
the QFD process, design specifications are driven down from machine level to
system, sub-system and component level requirements. Finally, the design
specifications are controlled throughout the production and assembly processes
to assure the customer needs are met.
• VOC Competitor Analysis: The QFD “House of Quality” tool allows for direct
comparison of how your design or product stacks up to the competition in meeting
the VOC. This quick analysis can be beneficial in making design decisions that
could place you ahead of the pack.
• Shorter Development Time and Lower Cost: QFD reduces the likelihood of late
design changes by focusing on product features and improvements based on
customer requirements. Effective QFD methodology prevents valuable project
time and resources from being wasted on development of non-value added
features or functions.
• Structure and Documentation: QFD provides a structured method and tools for
recording decisions made and lessons learned during the product development
process. This knowledge base can serve as a historical record that can be utilized
to aid future projects.

Companies must bring new and improved products to market that meet the customer’s
actual wants and needs while reducing development time. QFD methodology is for
organizations committed to listening to the Voice of the Customer and meeting their
needs.
4.4. How to Implement Quality Function Deployment (QFD)
The Quality Function Deployment methodology is a 4-phase process that encompasses
activities throughout the product development cycle. A series of matrices are utilized at
each phase to translate the Voice of the Customer to design requirements for each
system, sub-system and component. The four phases of QFD are:
1. Product Definition: The Product Definition Phase begins with collection of VOC
and translating the customer wants and needs into product specifications. It may
also involve a competitive analysis to evaluate how effectively the competitor’s
product fulfills the customer wants and needs. The initial design concept is based
on the particular product performance requirements and specifications.
2. Product Development: During the Product Development Phase, the critical parts
and assemblies are identified. The critical product characteristics are cascaded
down and translated to critical or key part and assembly characteristics or
specifications. The functional requirements or specifications are then defined for
each functional level.
3. Process Development: During the Process Development Phase, the
manufacturing and assembly processes are designed based on product and
component specifications. The process flow is developed and the critical process
characteristics are identified.
4. Process Quality Control: Prior to production launch, the QFD process identifies
critical part and process characteristics. Process parameters are determined and
appropriate process controls are developed and implemented. In addition, any
inspection and test specifications are developed. Full production begins upon
completion of process capability studies during the pilot build.

Effective use of QFD requires team participation and discipline inherent in the practice of
QFD, which has proven to be an excellent team-building experience.
4.5. Levels of QFD
4.5.1. Level 1 QFD
The House of Quality is an effective tool used to translate the customer wants and
needs into product or service design characteristics utilizing a relationship matrix. It is
usually the first matrix used in the QFD process. The House of Quality demonstrates the
relationship between the customer wants or “Whats” and the design parameters or
“Hows”. The matrix is data intensive and allows the team to capture a large amount of
information in one place. The matrix earned the name “House of Quality” due to its
structure resembling that of a house. A cross-functional team possessing thorough
knowledge of the product, the Voice of the Customer and the company’s capabilities,
should complete the matrix. The different sections of the matrix and a brief description of
each are listed below:

• “Whats”: This is usually the first section to be completed. This column is where
the VOC, or the wants and needs, of the customer are listed.
• Importance Factor: The team should rate each of the functions based on their
level of importance to the customer. In many cases, a scale of 1 to 5 is used with
5 representing the highest level of importance.
• “Hows” or Ceiling: Contains the design features and technical requirements the
product will need to align with the VOC.
• Body or Main Room: Within the main body or room of the house of quality the
“Hows” are ranked according to their correlation or effectiveness of fulfilling each
of the “Whats”. The ranking system used is a set of symbols indicating either a
strong, moderate or a weak correlation. A blank box would represent no correlation
or influence on meeting the “What”, or customer requirement. Each of the symbols
represents a numerical value of 0, 1, 3 or 9.
 • Roof: This matrix is used to indicate how the design requirements interact with
each other. The interrelationships are ratings that range from a strong positive
interaction (++) to a strong negative interaction (–) with a blank box indicating no
interrelationship.
• Competitor Comparison: This section visualizes a comparison of the
competitor’s product in regards to fulfilling the “Whats”. In many cases, a scale of
1 to 5 is used for the ranking, with 5 representing the highest level of customer
satisfaction. This section should be completed using direct feedback from
customer surveys or other means of data collection.
• Relative Importance: This section contains the results of calculating the total of
the sums of each column when multiplied by the importance factor. The numerical
values are represented as discrete numbers or percentages of the total. The data
is useful for ranking each of the “Hows” and determining where to allocate the most
resources.
• Lower Level / Foundation: This section lists more specific target values for
technical specifications relating to the “Hows” used to satisfy VOC.

Upon completion of the House of Quality, the technical requirements derived from the
VOC can then be deployed to the appropriate teams within the organization and
populated into the Level 2 QFDs for more detailed analysis. This is the first step in driving
the VOC throughout the product or process design process.

4.5.2. Level 2 QFD

The Level 2 QFD matrix is a used during the Design Development Phase.
Using the Level 2 QFD, the team can discover which of the assemblies, systems,
sub-systems and components have the most impact on meeting the product
design requirements and identify key design characteristics. The information
produced from performing a Level 2 QFD is often used as a direct input to
the Design Failure Mode and Effects Analysis (DFMEA) process. Level 2 QFDs
may be developed at the following levels:

• System Level: The technical specifications and functional requirements or “Hows”

identified and prioritized within The House of Quality become the “Whats” for the
system level QFD. They are then evaluated according to which of the systems or
assemblies they impact. Any systems deemed critical would then progress to a
sub-system QFD.
• Sub-system Level: The requirements cascaded down from the system level are
re-defined to align with how the sub-system contributes to the system meeting its
functional requirements. This information then becomes the “Whats” for the QFD
and the components and other possible “Hows” are listed and ranked to determine
the critical components. The components deemed critical would then require
progression to a component level QFD.
• Component Level: The component level QFD is extremely helpful in identifying
the key and critical characteristics or features that can be detailed on the drawings.
The key or critical characteristics then flow down into the Level 3 QFD activities for
use in designing the process. For purchased components, this information is
valuable for communicating key and critical characteristics to suppliers during
sourcing negotiations and as an input to the Production Part Approval Process
(PPAP) submission.
4.5.3. Level 3 QFD
The Level 3 QFD is used during the Process Development Phase where we
examine which of the processes or process steps have any correlation to meeting
the component or part specifications. In the Level 3 QFD matrix, the “Whats” are
the component part technical specifications and the “Hows” are the manufacturing
processes or process steps involved in producing the part. The matrix highlights
which of the processes or process steps have the most impact on meeting the part
specifications. This information allows the production and quality teams to focus
on the Critical to Quality (CTQ) processes, which flow down into the Level 4 QFD
for further examination.
4.5.4. Level 4 QFD
The Level 4 QFD is not utilized as often as the previous three. Within the
Level 4 QFD matrix, the team should list all the critical processes or process
characteristics in the “Whats” column on the left and then determine the “Hows”
for assuring quality parts are produced and list them across the top of the matrix.
Through ranking of the interactions of the “Whats” and the “Hows”, the team can
determine which controls could be most useful and develop quality targets for
each. This information may also be used for creating Work Instructions, Inspection
Sheets or as an input to Control Plans.
The purpose of Quality Function Deployment is not to replace an
organization’s existing design process but rather support and improve an
organization’s design process. QFD methodology is a systemic, proven means of
embedding the Voice of the Customer into both the design and production process.
QFD is a method of ensuring customer requirements are accurately translated into
relevant technical specifications from product definition to product design, process
development and implementation. The fact is that every business, organization
and industry has customers. Meeting the customer’s needs is critical to
success. Implementing QFD methodology can enable you to drive the voice of
your customers throughout your processes to increase your ability to satisfy or
even excite your customers. [5]
4.6. Phases of Quality Function Deployment

4.7. Methodology of doing Quality Function Deployment

In QFD, quality is a measure of customer satisfaction with a product or a service. QFD is
a structured method that uses the seven management and planning tools to identify and
prioritize customers’ expectations quickly and effectively.

Beginning with the initial matrix, commonly termed the House of Quality (Figure 1), the
QFD methodology focuses on the most important product or service attributes or qualities.
These are composed of customer wows, wants, and musts. (See the Kano model of
customer perception versus customer reality.)

Once you have prioritized the attributes and qualities, QFD deploys them to the
appropriate organizational function for action, as shown in Figure 2. Thus, QFD is the
deployment of customer-driven qualities to the responsible functions of an organization.
4.8. Step-by-step process of doing Quality Function Deployment

Step 1: Identifying the Customer(s) - List Customer Requirements

(WHATs)

Determining Customer Requirements - The goal is to develop a list of all the customer
requirements (made up in the customer’s own words) that will affect the design. This
should be accomplished with the whole design team, based on the results of customer
surveys.
Step 1.2: Prioritizing the Requirements
A weighting factor is generated for each requirement. The weighting factor will give the
designer an idea of how much effort, time and money to invest in achieving each
requirement.
Two questions should be addressed in developing a prioritization
(1) To whom is the requirement important?
(2) How is a measure of importance developed for this diverse group of requirements?

Step 2: List Technical Descriptors (HOWs)

Translating the Customer Requirements into Measurable Engineering
Requirements.
The goal here is to develop a set of engineering requirements (design specifications) that
are measurable for use in evaluating the proposed designs.
1. transform the customer requirements into engineering requirements and
2. make sure that the engineering requirements are measurable.
STEP 3—Develop a Relationship Matrix between WHATs and HOWs

STEP 4—Develop a Relationship between the Technical Descriptors

Step 5--Competitive Assessments

Step 6.1--Setting Engineering Targets for Design Compute the Relative Weight
Step 6.2--Setting Engineering Targets for Design
The last step is to determine the target values for engineering measurement.
1. ascertain how the competition meets the engineering targets,
2. establish a target value for the new product.

Measurements of the competition’s targets provide a basis for the development of targets
for the new product. The best targets are those set for a specific value. Less precise, but
still usable, are those targets set within a range. A third type of target is a value made to
be as large or small as possible.

Step 6.3--Competition Benchmarking

The goal here is to determine how the customer perceives the competition’s ability to
meet each of the requirements. This forces awareness of what already exists and points
out opportunities for improving upon that which already exists.

Each competing product is compared with customer requirements. Some comparisons

are objective and others are subjective.

Possible scale to rate the competition’s product based on customer requirements.

1 = the design does not meet the requirement at all
2 = the design meets the requirement slightly
3 = the design meets the requirement somewhat
4 = the design meets the requirement mostly
5 = the design meets the requirement completely
Sources for QFD:
Stuart Burge, A Functional Approach to Quality Function Deployment, 2007:
https://www.burgehugheswalsh.co.uk/uploaded/1/documents/a-functional-
approach-to-quality-function-deployement-v3.pdf
Richard Denney, An Introduction to Use Cases and Quality Function
Deployment, 2005:
http://www.informit.com/articles/article.aspx?p=384463&seqNum=2
JViaenea , Quality function deployment in the chocolate industry, 1998:
https://doi.org/10.1016/S0950-3293(99)00007-5
http://www.npd-solutions.com/featuredworkshops/qfdws
https://vardeman.public.iastate.edu/IE361/s00mini/chen.htm

-go to the next lesson-

 Topic 5: Design on Kano Analysis
5.1. What is the Kano Model?
The Kano Model (pronounced “kah-no”) is an approach to prioritizing features on a
product roadmap based on the degree to which they are likely to satisfy customers.
Product teams can weigh a high-satisfaction feature against its costs to implement, to
determine whether or not adding it to the roadmap is a strategically sound decision.

The Kano Model is one of many prioritization frameworks designed to help product teams
prioritize initiatives. Kano can help teams determine which features will satisfy and even
delight customers. Product managers often use the Kano Model to prioritize potential new
features by grouping them into categories. These feature categories can range from those
that could disappoint customers, to those likely to satisfy or even delight customers.

This strict focus on how customers will react to each feature distinguishes the Kano Model
from other prioritization frameworks. The Benefits vs. Cost Model, for example, might use
customer satisfaction among its scoring criteria but might also use other criteria, such as
increased revenue. With the Kano Model, the key consideration for any new feature is
how much it will satisfy users.
5.2. What is the History of the Kano Model?
Dr. Noriaki Kano, a professor of quality management at the
Tokyo University of Science, created the Kano Model in 1984.
As author Dave Verduyn explains on, Dr. Noriaki developed
this framework while researching the factors that contributed to
customer satisfaction and loyalty.
The model identifies five categories of potential customer
reactions to a new feature, ranging from dissatisfaction, to
indifference, all the way up to what many call customer
delight or excitement features.
5.3. How Does the Kano Model Work?
Using the Kano Model, product teams pull together a list of potential new features vying
for development resources and space on the roadmap. The team will then weigh these
features according to two competing criteria:
1. Their potential to satisfy customers.
2. The investment needed to implement them.
In fact, you can also think of the Kano Model as the “Customer Delight vs. Implementation
Investment” approach.
5.4. What are the Kano Model Feature Categories?
The Kano Model identifies three types of initiatives product teams will want to develop.
We will discuss those below. It’s also worth pointing out, however, that the model also
identifies two types of features you will want to keep off of your roadmap:

• “indifferent” features, which customers won’t care about.

• “dissatisfaction” features, which will upset customers.
Under the Kano Model, the three categories of initiatives that could earn a slot on your
roadmap include:
Basic (threshold) features
These are features your product needs to be competitive. Customers expect
these features (such as a car’s turn signal) and take them for granted. This means
they must be included. And, it they don’t work as expected they may lead to
dissatisfaction.
Performance features
These are features that give you a proportionate increase in customer
satisfaction as you invest in them. One example would be increasing file storage
capacity in an online app. Dr. Noriaki described this type of feature as “one-
dimensional” because of the direct, linear correlation between how much you
invest in it and the amount of customer satisfaction it delivers. These are also
features customers know they want and weigh heavily when deciding whether to
choose your product or your competitor’s.
Excitement features
Excitement features yield a disproportionate increase in customer delight
as you invest in them. If you don’t have these features, customers might not even
miss them; but if you include them, and continue to invest in them, you will create
dramatic customer delight. You can also think of these features as the unique
innovations and surprises you include in your product. Dr. Noriaki called these
“attractive” features and “delighters” because they had that effect on users, and
that delight can create an outsized positive response to your product.
After the internal product team has made its own determinations about
which of the potential new features fall into which categories (including the two
negative ones—indifference and dissatisfaction), the team will then take the issue
directly to users or prospective users with customer surveys, questionnaires, and
other feedback methods.
5.5. When Should You Use the Kano Model?
The Kano Model can be a helpful framework for product teams with limited time and
resources who want to make sure they are prioritizing the appropriate mix of features to
work on next.

This approach is most effective for teams in need of guidance to figure out which
minimum-threshold features they absolutely must build, which performance features to
start investing in now, and which customer-delight features will deliver the biggest
customer “Wow!” for the buck.

As product management consultant Daniel Zacarias explains, “There are many different
reasons why you might need to include a given feature, but what do you do in order to
know which ones will make your (future) customers happy and prefer it over others?”
The Kano Model can help product teams answer that all-important question.
Conclusion
The Kano Model is a useful framework for product teams looking for a systematic
approach to feature prioritization. It helps teams that are interested in prioritizing
functionalities they believe will delight customers. [6]
5.6. Example of a Kano Model
Figure on the right illustrates how the
presence (or absence) of each of the
three attributes in a product or service
can affect customer satisfaction.

You can see that, if a product's features

don't meet a customer's Threshold
Attributes, his or her satisfaction levels
will be very low. However, even if you
fully deliver on these, you won't impress
customers that much. Most products
compete on Performance Attributes,
where a customer weighs up one
product against another and judges
satisfaction by the availability of various
features. But she may discover an
Excitement Attribute that really appeals
to her, and gives her high satisfaction, even if it isn't perfectly implemented.
Figure on the left, shows how customers' reactions to certain features (or the lack of them)
can also have a negative or zero effect on satisfaction levels.

In the bottom right quadrant, you can see

that a product with just Threshold
Attributes, even if it has a number of
them, may not even lead to an indifferent
level of customer satisfaction.
Customers begin to find your product
attractive when you offer Performance
Attributes, and it's along this line, in the
top right quadrant, that most
organizations position their products in
the market.

Excitement Attributes are the "wow

factor" features that can give you
a competitive advantage . These
features can represent a good return on
investment , because you don't need
many of them to generate high levels of
customer satisfaction.

Note: It's important to consider the nature of your business, and the pace of change in
your industry: today's Excitement Attribute can very quickly become tomorrow's
Threshold Attribute!
For example, touch-screen technology in smartphones and tablets was an Excitement
Attribute when it was introduced by Apple in 2007, but it soon became a Threshold
Attribute common to many electronic devices.
5.7. How to Use the Kano Model
Before you apply Kano Model Analysis, be sure to find out what your customers really
value. Never assume that you know! Ask them what they like, what they love, and what
they dislike.
Our article on market research can help you with this process. Approaching your
customers directly, using surveys or focus groups , for example, is also useful for
keeping track of their changing expectations.

Tip:
Make sure that, when you choose customers to give you feedback, you pick those who
are typical of the market that you want to sell in.

Then, follow these five steps:

1. Research and brainstorm all of the possible features and attributes of your
product or service, and everything you can do to please your customers.
2. Classify these as Threshold, Performance or Excitement Attributes and add a
fourth type, Not Relevant. These are the things that don't add value because
customers don't care about them.
3. Make sure that your product or service has all of the essential Threshold Attributes.
If necessary, eliminate some Performance Attributes so that you can include these
features.
4. Assess the Excitement Attributes, and think about how you can incorporate some
of them into your product or service. Again, if necessary, cut some Performance
Attributes, so that you can afford to invest in your Excitement Attribute.
5. Choose the Performance Attributes that you can deliver at a competitive price,
while still maintaining an acceptable profit margin.

Tip:
Involve your customers in each of the five steps, above. That way, you get their insights
all the way through the process.

Key Points
The Kano Model of product development and customer satisfaction was published in
Japan in 1984 by Noriaki Kano, Tokyo University of Science's professor of quality
management.

The model assigns three attributes to products and services:

1. Threshold Attributes. These are the basics that customers expect.
2. Performance Attributes. These increase a customer's enjoyment but aren't
essential. Some of these may need to be scaled back, so that you can deliver
Threshold and Excitement Attributes.
3. Excitement Attributes. These are the surprise elements of a product or service that
delight customers.

Understanding your customers' experiences and expectations, and effectively generating

innovative ideas for improving your product or service, are key to carrying out Kano Model
Analysis successfully.
Sources for Kano Model:
https://www.kanomodel.com/.

https://www.mindtools.com/pages/article/newCT_97.htm

-go to the next lesson-

Topic 6: DESIGN ON TRIZ

6.1. Introduction to TRIZ and its tools

TRIZ which is a technology-based, systematic methodology that aims to

overcome "psychological inertia" and generate a large range of solution concepts. With
the use of a contradiction matrix, it provides a framework and toolbox for systematic,
inventive problem solving.

*TRIZ (Altshuller, 1984) is a Russian acronym for Teoria Resheneya Isobretatelskih

Zadach, which can be translated to the Theory of Inventive Problem Solving.

6.2. The father of TRIZ

As we know him A short biography of Genrich Altshuller

Summary: The life of Genrich Altshuller, the father of TRIZ as

we know him, is an inspiration to all TRIZ lovers. His startup of
career as a patent clerk, extreme struggles in the prisons of
Vorkuta and Gulag, and great inventions on TRIZ are
interesting to anybody who likes to know about the great soul.
This article is a collection of various facts and events in his life
from different sources. I am thankful to all websites hosting
Altshuller’s biography, which have made me know him better.

TRIZ was produced through years of development and therefore represents a short-cut
to experience because it is a method of transforming a specific problem into a general
problem. By abstracting the problem, you can identify solutions that have previously been
successful in solving the general problem, and then apply these principles to your specific
problem.

The TRIZ process is clearly illustrated in the figure below.

(See Chapter 3 in Childs, P.R.N. Mechanical Design Engineering Handbook, 2 nd edition,

Butterworth Heinemann, 2018)

6.3. TRIZ: 39 Parameters

From the initial research, Altshuller found that there were only 39 generic parameters
(sometimes referred to as properties or features) which either improve or degrade. These
are also referred to as the 39 improving or worsening parameters.

Take 10 minutes to read through The 39 Parameters of TRIZ and familiarize yourself
with their meanings.

For example:
• Objects which can easily change position in space, either on their own or as a
result of external forces, are classed as moving objects (number 5 in the table).
• Objects which do not change position in space, either on their own or as a result
of external forces, are classed as stationary objects (number 6 in the table).

6.4. TRIZ: 40 principles

Resolving Contradictions with 40 Inventive Principles

If the concept of contradiction in problem solving is accepted - namely that proposed

solutions can improve certain features while worsening others - then every problem can
be described as a conflict between a pair of parameters.

Altshuller and his collaborators observed that many patents had, in the past, resolved
these individual conflicts in several different fields.

Altshuller found that the principles used to resolve 'problem solving contradictions' could
be described in a list of just 40 principles.

TRIZ has been further developed over several decades and the specific names and
numbering for the principles vary according to author and translation. Read through The
40 Principles of TRIZ. Along with the names for the principles used in this text, a list of
other commonly used names is given in the table.

6.5. Contradiction Matrix Grid

Spend a few minutes familiarizing yourself with the TRIZ Contradiction Matrix Grid
used.

As you can see, on Page 1 the TRIZ Contradiction Matrix.

• Look at each row. Each row represents the improving parameter.
• Look at each column. Each column represents the worsening parameter.
• Select the contradictory pair of improving and worsening parameters.
• Use the respective row and column to find the intersection where the
resolution principles are given, in order or priority, for you to use to resolve the
contradiction.
• Use Page 2 to reference the given principles. You will also find more detailed
explanations of the 39 parameters on this page.

When working on your own example ideas, we strongly encourage you to print the grid on
an A3 page to allow you to grasp all of the detail.
In the following video, we take a look at how we might use the Contradiction Matrix to
design effective and sustainable food packaging, ensuring functionality and recyclability.
Video: Example of Application: Contradiction Matrix
Transcript:
So we're going to tackle food packaging.
And in food packaging design, you want to use
as little material as possible,
ideally, recyclable materials.
And of course you want to protect the contents
of your packaging for
as long as possible.
We're going to tackle this using the TRIZ
Contradiction Matrix.
And when we're using the TRIZ Contradiction
Matrix, we're looking for
an improving parameter and the worsening
parameter.
In this case our improving parameter might be
the duration of action of the stationary object, the
packaging,
and our worsening parameter might be the
quantity of substance.
And you can actually see these in one of the left
hand columns on your charts.
And the left hand column signifies the improving
parameters.
But the numbers corresponds to the worsening
parameters along the top round.
So if you can find the intersection between our
improving parameter,
which is row 16, and our worsening parameter,
quantity of substance, column 26.
That will help us identify the principles of
invention,
the TRIZ Contradiction Matrix is just into us.
And I think in this case these are principles 335
and 31.
And the order is important, because the order
gives an indication
of the priority with which we ought to try and
tackle our challenge with.
And the order is suggested in the TRIZ chart, it
gives an indication
of the order of significance that previous
challenges have
been addressed using these principles in the
most effective manner.
So in this case principle three stands for local
quality.
Principle 35 is the transforming the physical or
chemical state of an object.
And principle 31 is the porous materials
principle.
So what we're going to do is we're going to
tackle this challenge
using these principles and see how we get on.
So over to you, grab a sheet of paper.
Let's write draw using these principles.
You can use the sheets as prompts.
And you just have a go with the recommended
principles.
We know the principle names, local quality,
transforming the physical or
chemical states, and porous materials.
Local quality, with this principle it may not be
assumed the current use or
location of parts in the system cannot be
changed.
Local quality involves identifying specific parts
and changing or
moving them so that they can operate at optimal
conditions.
This may involve changing an objects structure
from uniform to non-uniform,
or making each part of a system fulfill a different
or complimentary function.
Transforming the physical or chemical state of
an object principle, principle
35, this involves altering an object in some way
such as changing its temperature.
The concentration of compounds or
its density can sometimes provide overall
benefits.
Principal 31, the porous materials principal
allows some substances,
a porous material allows some substances to
pass through it while filtering out or
blocking others.
This principle can be useful for separating or
filtering out undesirable items or substances and
it involves making an object porous or adding
porous elements.
Or if an object is already porous, and
this is undesirable, filling the pores in advance
with some kinds of substance.
So these are the recommended principles from
TRIZ.
We're going to use these to see if they're useful
in some way for
our challenge of food packaging and
ensuring the function and recyclability of our
food packaging.
Now we could spend ages on this, and a lot
more time,
but I'm just going to interrupt us now and just
see what ideas are emerging.
So maybe just take a look at your sheets and
maybe pick one idea you might wish to share.
Okay, so we very quickly grab hold of the TRIZ
Contradiction Matrix
which has prompted us with some principles to
consider,
probably principles that we wouldn't have gone
to immediately.
Yeah, we could have gone down the whole list
and looked at them and
tried them one by one.
But what the TRIZ Contradiction Matrix does is it
guides you using previous
experience from equivalent challenges to really
horn in on some suggested
principles to try.
And that's what you've done.
And it seems like you've come up with some
quite interesting ideas already.
So thank you very much.
-end of video transcript-
6.6. Contradiction Matrix: Examples of Application
Here are some of the ideas for tackling food packaging waste that emerged from the
group session in the previous video:

As we saw in the video, the local quality principle can include changing or moving specific
parts so they can operate at optimal conditions. In this case, we could move the
production of the food itself to be much closer to its end destination. The shortening of
the distance food must travel reduces the need for excessive packaging to keep the food
fresh for a long time.

Principle 35 involves transforming the physical or chemical state of an object. In the case
of food packaging, if we genetically enhance our food to withstand more extreme
temperatures and conditions, it will require less protective packaging to preserve it.

As explained in the video, the porous material principle can be useful for separating or
filtering out undesirable items or substances. In this case, removing the water from food
(a process known as dehydration) reduces its size, and allows the food to be preserved
for much longer. This reduces the need for lots of packaging to prolong the life of the food.

Sources for TRIZ:

Rrl. (n.d.). Retrieved from https://www.aitriz.org/134-trizcon2012/abstract-12/592-
a-workshop-games-activities-and-practices-for-the-first-time-in-the-40-principles-
of-triz
Herbert Simon, The Sciences of the Artificial (3rd Edition), 1996: (n.d.). Innovation
and Problem-Solving with TRIZ Workshop. Retrieved from http://www.npd-
solutions.com/trizws.html
http://www.triz40.com/aff_Principles_TRIZ.php
https://www.mindtools.com/pages/article/newCT_92.htm
https://www.coursera.org/learn/creative-thinking-techniques-and-tools-for-
success/supplement/aNwHG/introduction