Professional Documents
Culture Documents
IIR
DECEMBER 3, 2003
Jack Hipple
Innovation-TRIZ
www.innovation-triz.com
jwhinnovator@earthlink.net
813-994-9999
INNOVATION-TRIZ,INC.
®Innovation-TRIZ, 2003
CONTINUED…….. INNOVATION-TRIZ,INC.
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BACKGROUNDS AND
EXPERIENCE
OBJECTIVES
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BEFORE WE START….. INNOVATION-TRIZ,INC.
LET’S BENCHMARK
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INNOVATION-TRIZ,INC.
WHAT IS “TRIZ” ?
A Russian acronym:
Theoria Resheneyva Isobretatelskehuh
Zadach
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INNOVATION-TRIZ,INC.
WHAT IS “TRIZ” ?
A way of thinking
A family of tools, tool kits, and software
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BASIC CONCEPTS IN
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SPACE
IMPOSSIBLE
POSSIBLE
TIME
EVENTS AND EXPERIENCES SHAPE OUR BELIEF SYSTEM!!!
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HOW DOES A CENTRIFUGE
WORK?
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PARALLEL UNIVERSES
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AN OPERATOR
Operator Example
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INNOVATION-TRIZ,INC.
AN OPERATOR
Operator Example
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AN OPERATOR--THE BASIC
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PRINCIPLE OF TRIZ
Operator Example
Abstract problem Abstract solution
ax2+bx+c = 0 x=(-b+/-b2-4ac)/2a
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THINKING ANALOGICALLY
(WITHOUT AN EGO)
MY PROBLEM MY SOLUTION
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YOU ARE IN THE DIAMOND
BUSINESS AND THE FIRST USE FOR
INDUSTRIAL DIAMOND GRINDING
DUST HAS BEEN DISCOVERED
(circa. 1970)
PATTERNS OF INVENTION
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WHAT IS THE MOST
GENERIC WAY YOU CAN
STATE THE PROBLEM
SOLVING PRINCIPLE
THAT WAS USED?
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®Innovation-TRIZ, 2003
INNOVATION-TRIZ,INC.
PATTERNS OF INVENTION
09/05/2001 The Wall Street Journal (Copyright (c) 2001, Dow Jones & Company, Inc.)
RENTON, Wash. -- Not far from the steady blatt-blatt of the rivet guns on its 757 assembly line just outside Seattle
sits what Boeing Co. calls its moonshine shop: The people here distill work-saving ideas into contraptions that
make it easier to build jets.
Consider the hay loader next to an almost-completed 757. Normally, this cross between a ladder and a metal-
spiked conveyor belt would be dumping bales of hay onto waiting trucks. But to veteran mechanic Robert Harms,
the hay loader is the perfect way to get bulky passenger seats from the factory floor up 13 feet to the door of a
plane without having to use an overhead crane. "It might look funny, but when you see it work, you wonder
why we didn't do it this way all along," he says.
Moonshine shops -- so named because they work outside traditional channels and use whatever materials are
available -- are the essence of Boeing Chairman Phil Condit's campaign to boost profits by driving out costly
manufacturing techniques and the decades-old thinking behind them. From using materials developed for military
aircraft to putting its big planes onto moving assembly lines for the first time, Boeing is retooling itself to confront
tougher times.
Boeing's struggle to streamline the making of one of the biggest and most complicated industrial products mirrors
what's happening on factory floors across the country, as manufacturers confront the economic slowdown. The
difference for Boeing is that it's trying to accomplish this while still cranking out planes, not in the downtime
between models.
Boeing executives are counting on this revamp to enable the company's commercial-airplane division to continue
posting double-digit profit margins despite the slowing world economy and sharp decline in aircraft orders from
the major airlines. At the same time, Europe's Airbus is increasingly becoming a formidable competitor. At the end
of July, Airbus had a backlog of 1,602 orders, compared with 1,451 for Boeing, according to the companies.
®Innovation-TRIZ, 2003
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Mr. Harms, the 52-year-old mechanic who led the effort to modify the hay loader to
move seats, recalls the day when he arrived for work and found a note attached to
his contraption. It read: "Idiots running amok."
"That sign kind of serves as our inspiration because once it started running, that
loader has made believers out of people," he says.
Gordy Laborde, a 48-year-old mechanic who has been installing interiors in Boeing
757s for 13 years, counts himself among the converted. "I looked at that hay loader
from every angle and I could not see how it was going to work. You do something for
so many years one way, and something like this really takes you out of your comfort
zone."
Today, Boeing believes that the machine is promising enough that it is seeking a patent
for possible uses throughout the aviation industry, where heavy planes are typically
moved with 20,000-pound tugs.
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CAVIAR EGGS AND BALL
BEARINGS
“DEFALCATION”
GENERICIZING OPERATORS
Defalcation
• Fraud
–Substitution of one thing for another
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IDEALITY AND
RESOURCES
Ideality
All Useful Functions
= All Harmful Functions
The ideal system performs a required function
without actually existing. The function is often
performed using existing resources. ALL
systems evolve in this direction over time by
resolving contradictions.
®Ideation
®Innovation-TRIZ, 2003 International
IDEALITY EXERCISE
You are a corrosion lab testing
manager who has been asked
to do some corrosion testing on
some highly corrosive
chemicals which are not only
corrosive to the sample, but to
the containers ordinarily
used….you can’t afford Pt
containers--what can you do?
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Container
Acid
Specimen
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DRAW A PICTURE OF
IDEALITY--DON’T
SOLVE THE PROBLEM
(YET)!
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Acid
Specimen
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Acid
Specimen/
Container
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STEP ONE
RESOURCES
Acid
Specimen/
Container
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A resource:
is any substance (including waste) available in
the system or its environment
has the functional and technological ability to
jointly perform additional functions
is an energy reserve, free time, unoccupied
space, information, etc.
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Copper Wire
Problem Zone
Voltage &
Current Air
®Ideation International
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IMMEDIATELY AVAILABLE
RESOURCES
Copper
Contaminates
Type
Amount
Diameter
Length
Shape of wire
Wire Amount
Form of excitation signal
Current (A/C)
Voltage Frequency
Amount
Air Form of excitation signal
(A/C)
Frequency
Hydrogen
Oxygen
Nitrogen
Carbon
Temperature, Pressure,
Velocity, Speed ®Ideation International
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DERIVATIVE RESOURCES
-- WIRE EXAMPLE
Copper
Contaminates
Type
Amount Resistance
Diameter
Length Magnetic Field
Shape of wire
Wire Amount
Form of excitation signal
Current (A/C)
Voltage Frequency Oxidation
Amount
Air Form of excitation signal Moisture
(A/C)
Frequency CO/CO2
Hydrogen
Oxygen
Nitrogen Cooling/Heat
Carbon Dissipation
Temperature
Pressure, Velocity, Speed
®Innovation-TRIZ, 2003 ®Ideation International
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RESOURCE CHECKLIST
Substances
Fields
Space
Time
Information
Functional
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SYSTEM RESOURCES
When a system’s resources are depleted, it will
probably be replaced
Tracking system resources is a good way to
predict when a system may be replaced,
challenged, or significantly modified
Sometimes it’s a matter of just seeing the
resource, other times it’s a matter of figuring
out how to use it (ex: field and information
generation, Navy example)
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SOLVING A CONTACT INNOVATION-TRIZ,INC.
LENSE PROBLEM
Space resources
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PRODUCT IDEAS
ILLUSTRATING THESE
CONCPETS
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STEP TWO
A SYSTEM EVOLVES….
PILL MANUFACTURING
Situation: A pill manufacturer is faced with a need for cost reduction. A labor reduction
is required to stay competitive. Engineering has evaluated the manufacturing process and
determined that by eliminating three inspectors at the end of the production line they can
justify an investment of $150,000 for a video inspection system. These inspectors are
checking for chip damage at on the circumference of the pills (see attached sketch). Efforts
to correct the damage to the pills during production has been going on for years. There
are 15 stages of manufacturing and each has been optimized to less than 1% of scrap
which exceeds industry standards. The video inspection system will provide a 33% return
on investment which meets management’s financial criteria. Unfortunately, money is tight
and management has hired your company to find a lower cost solution. (See attached
layout of inspection area)
Objective: Find a nearly ideal solution -- the function is performed without the system.
Strategy: Apply Ideation/TRIZ to solve the problem using the concept of ideality, existing
resources and physical, chemical and geometric effects.
Actions: Define the function and the system. Define the problem in terms of ideality, i.e.,
what should happen? What are the resources and physical, chemical and geometric effects
that are readily available? Find a solution to the problem. ® Ideation International
®Innovation-TRIZ, 2003
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PILL INSPECTION WORKSTATION
Vibratory feed move pills around an internal spiral to top of vibratory bowl where
the pills are discharge and slide down an incline plane onto a conveyor. As the
pills go by, the inspectors identify and remove the damaged pills.
Damaged Pills
Conveyor
Trash Can
® Ideation International
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What is IDEALITY?
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PILL INSPECTION WORKSTATION
Vibratory feed move pills around an internal spiral to top of vibratory bowl where
the pills are discharge and slide down an incline plane onto a conveyor. As the
pills go by, the inspectors identify and remove the damaged pills.
Damaged Pills
Conveyor
Trash Can
® Ideation International
®Innovation-TRIZ, 2003
An Elegant Solution: The Pill INNOVATION-TRIZ,INC.
Inspects Itself
Change the escapement for the vibratory bowl so that the pills are ejected
standing on their edge. Move the conveyor 3 inches. Pills that are round will roll
at a velocity that allows them to jump to the conveyor. The pills that are chipped
will slide or will roll at a lower velocity and fall into the trash.
Resource:
Velocity of the sliding or rolling pills
Function (inspection of pills) is
performed without the system
(human inspectors or video
inspection system).
Trash Can
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Let’s revisit the “new
machine” problem
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Contradictions/Separation
Principles-
One of the Most Powerful Parts
of the
TRIZ Methodology
It’s what keeps us from getting to
ideality, so we compromise
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SECONDARY PROBLEMS--ONE OF THE
KEYS TO BREAKTHROUGH
INVENTIONS AND ACHIEVING
IDEALITY
CONTRADICTIONS
Parameter A
TRIZ Moves Performance
Barrier Curve toward the
Origin
Good
Parameter B
Good Bad
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CONTRADICTION TABLE
• Possible contradictions
Undesired 1 2 14 38 39 represented in 39 x 39 table
Nonmoving Object
Result Moving Object
(Degraded
• Intersections of contradicting
Productivity
Automation
Weight of
Weight of
Strength
Level of
Feature)
rows and columns are
Feature references to 40 inventive
to Improve principles for contradiction
Weight of 28, 27, elimination
1 Moving Object 18, 40
Weight of
2 Nonmoving Object
Level of
28
28 Replace
Replaceaamechanical
mechanicalsystem
systemwith
with
38 aanon
Automation nonmechanical
mechanicalsystem
system
27
27 An inexpensive short-lifeobject
An inexpensive short-life objectinstead
instead
39 Productivity
ofofananexpensive durable one
expensive durable one
18
18 Mechanicalvibration
Mechanical vibration
40 Composite materials
40 Composite materials
CONTRADICTIONS
Zipper
Lock-nut
Adaptability
velcro braid wire
paper-clip rope
Self-tapping
screw
Post-it
Lock-nut
MIG/TIG Friction
epoxy
Paper glue staple braze bond
One-time nail weld
IDEALITY
Zipper
Adaptability
Lock-nut
CLASS
velcro braid wire
EXAMPLES?
paper-clip rope
Self- tapping
screw
Post-it
Lock-nut
MIG/TIG Friction
epoxy
Paper glue staple braze bond
One-time nail weld
Contradiction:
Increasing air intake
reduces ground
clearance
Control parameter:
Intake radius
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#5 VS. #3 in table
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PHYSICAL CONTRADICTION
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PLATING METAL PARTS
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CONTRADICTIONS
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A B Technical
Contradiction
Control Parameter, C
So:
C should be high, and Physical
C should be low Contradiction
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CONVERTING TECHNICAL INNOVATION-TRIZ,INC.
CONTRADICTIONS TO
PHYSICAL CONTRADICTIONS
• Technical Contradiction
• Heating increases productivity (A), but wastes
material (B)
• Control parameter is temperature
• Physical Contradiction
• Temperature (C) should be high to increase
productivity and low to avoid waste
A B
Control Parameter, C
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PRINCIPLES OF SEPARATION
SEPARATION IN TIME
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SEPARATION IN SPACE
• A characteristic is made larger in one
place and smaller in another
• A characteristic is present in one
place and absent in another
• Example: Submarines which pull sonar
detectors drag the detectors at the end
of several thousand feet of cable to
separate the detector from the noise of
the submarine
• Example: Bifocal glasses
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SEPARATION IN SPACE
• In the nickel plating of parts,
increased temperature is necessary
only in proximity to the parts. To
accomplish this, the parts themselves
may be heated, rather than the
solution.
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Intersecting Highways
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Intersecting Highways
Separation in
space:
Over/under pass
Separation in time:
Stoplight or rush
hour directional
control
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Intersecting Highways
Separation by Parts:
Rotary or highways
merge and
crossover
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Intersecting Highways
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OTHER EXAMPLES
I want my children to be
able to color, but I don’t
want them to color on the
walls…….
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Note:
These same principles can
be applied to non-technical
and organizational
problems as well
APPLICATION OF
SEPARATION PRINCIPLES
TO AN ORGANIZATIONAL
PROBLEM
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INNOVATION PARADOXES INNOVATION-TRIZ,INC.
HIGHLIGHTED BY GROUP
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Separation
Time
rotate responsibilities, % time allocation, some full time staff
Space
innovation space/room/lab, kindergarten room
Condition
simulate customer/business emergencies
idea generation vs. separation
Parts and whole
target innovation/focus group, subgroups
innovate within elements of whole project
identify where innovation is useful in process
break company into separate businesses
Select special parts of projects for focus, use special
parts of project teams to focus on innovation
Review new product development process itself
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“INSIDE” BUSINESS VS.
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“OUTSIDE” BUSINESS
Separation
Time
life cycle time frame, initial innovation outside to inside
Space
mix it up
Condition
stimulus of business cycle changes, some outside innovation only, select people
to team with central business, swing to/fro with changing business conditions
Parts and whole
internal ventures
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CHAOS VS. DISCIPLINE
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Separation
Time
drive from chaos to discipline as innovation develops, recognize times
separate project management meetings from brainstorming meetings
Space
safety zones for chaos--war room vs. meeting area
Condition
vs status of project, nature of customer, business environment, types of suppliers and
customers
Parts and whole
select department/process to reflect chaos and discipline separately
external participants
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Separation
Time
identify passion cycle and negotiate time to be objective, bring in new
blood
Space
separate peace from war, leader from decision maker
objective from outside, passion from within
Condition
identify where we are to fit behavior, cycle between regularly to check
idea generation vs. evaluation
Parts and whole
temper passion with objective, hold two types of reviews--passion and
objectivity
perspective of different divisions
Separate types of reviews on parts of projects
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RISK VS. JOB SECURITY
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Separation
Time
select seasoned/safe driver, identify gates and break points well
phased transition/gradual commitment
Space
a place where frank comments can be made without fear of reprisal
new company, isolated product development team
Condition
push rewards into product development/process teams
incremental commitment
gate reviews/decision points
Parts and whole
360 degree feedback
competitive partnering, new investors and/or markets
®Innovation-TRIZ, 2003
STEP THREE
Aggressively confront
contradictions
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REVERSE TRIZ
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IN CONCLUSION…...
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CHALLENGES IN USING
A disciplined process
The effort is up front in defining the problem
An exhaustive solution set--are you prepared to
handle and analyze?
Makes everyone an innovator, not just a few
Potentially seen as a threat by a few
Analogic thinking training?
®Innovation-TRIZ, 2003
INNOVATION-TRIZ,INC.
RESOURCES
Annual Altshuller conference, Seattle, 4/25-7, 2003
Introductory workshops, TRIZ in non-technical areas, how to
implement, Altshuller Institute, www.aitriz.org
www.innovation-triz.com web site, newsletter
TRIZ Journal, on line at www.triz-journal.com (free)
Books ($40-80)
“And Suddenly the Inventor Appeared”, Altshuller
“TRIZ: The Right Solution at the Right Time”, Salamatov
“The Engineering of Creativity”, Savransky
“Simplified TRIZ”, Rantanen and Domb
“Hands on Systematic Innovation”, Mann
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Patterns of Evolution
Lines of Evolution
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PATTERNS OF EVOLUTION --
A PRIMARY TRIZ POSTULATE
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PATTERNS OF EVOLUTION OF
TECHNICAL SYSTEMS
1. Stages of Evolution
2. Evolution Toward Increased Ideality
3. Non-Uniform Development of Systems Elements
4. Evolution Toward Increased Dynamism and Controllability
5. Increased Complexity then Simplification (Reduction)
6. Evolution with Matching and Mismatching Components
7. Evolution Toward Micro-level and Increased Use of Fields
8. Evolution Toward Decreased Human Involvement
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1. TECHNOLOGICAL SYSTEMS
EVOLVE AND ARE REPLACED
Winning System -- this system cannot be
used to predict the next generation
Competing
Systems
A ‘ Possible
Competing or
Time
Towing System
Influences
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1. TECHNOLOGICAL SYSTEMS
EVOLVE AND ARE REPLACED
Winning System -- this system cannot be
used to predict the next generation
Competing
Systems
A ‘ Possible
Competing or
Time
Towing System
Influences
1 3
Level of Inventions
Time Time
Number of Inventions 4 Profitability of Inventions
2
Time Time
INCREASED IDEALITY
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3. NON-UNIFORM INNOVATION-TRIZ,INC.
DEVELOPMENT OF SYSTEM
ELEMENTS
TECHNOLOGIES DEVELOPED?
Field
Vacuum
Plasma
Gas, aerosol
Liquid, foam
Paste, gel
Loose Body
Set of Plates
Monolith
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EXAMPLE
Examples of Segmentation
Rigid, flexible, wave
Exercise equipment
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4 1/2 years!!!!
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HOW WOULD YOU MAKE INNOVATION-TRIZ,INC.
Car insurance
Soda/pop machines
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You Are Sure to Get What You Paid For In Airline Food
---
The Best Vittles Get Served On High-Revenue Flights; Frequent Flier's Surprise
By Melanie Trottman
Airline passengers all know whether they're sitting in first-class or coach. But now there's a new hidden
class structure in the air. Some airlines have begun to parcel out their food offerings far more carefully,
changing the menu in coach based on how much you paid for your seat.
The recipe goes like this: The higher the revenue generated on a flight, the better the food is, or the more of
it you get. Routes carrying the highest concentration of high-fare business travelers get souped-up meals,
while planeloads of vacationers, or even business travelers in low-fare markets, get less.
Last year, America West developed a five-tier meal system for its coach cabin. The carrier's food planners
consult with the yield-management department and the marketing department to identify routes with the
highest concentration of high-fare business travelers.
Flights between Phoenix and Newark, Boston and Philadelphia are "top tier" food routes for America West,
garnering the best meals the airline buys. Those flights get a choice of a hot or cold entree at dinnertime,
with offerings such as chicken enchilada, Salisbury steak, chicken fettuccine, oriental chicken salad or
walnut chicken pasta salad.
America West's flights between Phoenix and lower-revenue business centers such as Atlanta, Indianapolis
and Detroit get "second tier" meals. Salad entrees aren't offered, and portions are smaller. The entree might
be a hot sandwich, perhaps a chicken wrap, or a barbecue chicken pizza.
"It continues to scale down from there," says Anthony Mule, America West's vice president of inflight
services, all the way to a cold sandwich in a bag for mealtime flights in low-fare leisure markets. "We
really try to target the meal type for the kind of traveler that's on the aircraft," he says.
Like America West, Continental Airlines considers the market, the length of the trip and the revenue
generated to determine whether a meal is served on certain flights. "If it's a beach market where we know
there are leisure travelers and one-time travelers, we may serve just a snack," says Linda Zane, senior
director of dining services for Continental.
Travelers can't find out about all this when they make reservations. And by creating different classes of
coach food, depending on where the airplane is headed, airlines run the risk of angering business travelers
bound for cities that happen to be vacation spots, like Orlando or Las Vegas. Once business travelers
become accustomed to a certain sort of meal, they can be very annoyed when they are on vacation and the
food stinks.
Even nonleisure markets get the dreaded snack sack if fare competition has driven flight profitability down.
"They just gave us a starvation thing," complains Tony Olson, a retiree from Scottsdale, Ariz., who flew
home to Phoenix from St. Louis, a route where America West competes with low-fare Southwest Airlines.
For many, it wouldn't matter much: After all, it's still airline food. San Diego police officer Rick Miele had
the good fortune to be on a top-tier route from Newark to Phoenix recently, but it was more than he could
stomach. The chicken casserole dinner was "terrible," he says. So while making his connection, he stood in
line at a burrito place to get his dinner.
®Innovation-TRIZ, 2003
"We give them [caterers] very, very detailed recipes and instructions," including photos showing how a
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salad is to look, says Gary Franson, director of food services at Northwest Airlines.
The picture of airline food was a bit different a few years ago when airlines cut back on food service to
trim costs. Travelers complained loudly. The scrimping hit on-the-go business travelers the hardest, since
they often don't have time to eat at restaurants or airports.
Now, with profits healthy and business-traveler fares sky high, airlines have tried to make tactical
improvements in food service, restoring meals to some flights and working to improve menus in coach.
Food spending has increased modestly. American Airlines, for example, spent $8.31 per passenger in the
third quarter of 1999, about 5% more than the $7.88 per passenger of a year earlier.
Continental started baking its own bread. America West started serving hot barbecue and meatloaf
sandwiches. And business-traveler clout led Delta Air Lines to upgrade meals on hundreds of flights two
years ago, many of them trips between Atlanta and prime business centers such as New York, Chicago,
Dallas and Boston.
"We compete vigorously on those business markets, and they're very important," says Delta spokesman
John Kennedy.
Northwest Airlines earlier this year said it would spend an added $23.7 million annually, or about 10%
more, on food, says Mr. Franson. That included adding food service to 205 flights, many of them shorter
flights in business markets or flights after 8 at night in business markets.
The airline added a cold sandwich, chips and a cookie to an evening Minneapolis-Los Angeles flight after
business travelers complained that pretzels and peanuts on a four-hour flight didn't do the trick. And in the
business-dominated Minneapolis-Chicago market, Northwest offers a buffet at the gate. "All major snack
groups," Mr. Franson says. "People love that."
Indeed, many do. "I think it's a great idea -- we were really rushing this morning," says Tim Grover, a
woodworker in Chicago waiting to board his flight to Minneapolis.
But Ernest Fackler of Chicago was glummer as he recently surveyed the buffet at the gate of Northwest's
Chicago-to-Minneapolis flight. With only 12 minutes left before his 7 p.m. flight was set to take off, the
pickings were slim. "Look at it -- it's empty," said Mr. Fackler, pointing to a bin that was restocked with
cold ham-and-cheese sandwiches after he boarded the plane.
Airline food executives say coach passengers should keep their expectations in place. "Let's not pretend it's
a banquet, because it's not," says Rob Britton, American Airlines' former managing director of food and
beverage.
Copyright © 2000 Dow Jones & Company, Inc. All Rights Reserved.
®Innovation-TRIZ, 2003
Insurance by The Minute
By Ira Carnahan, 12.11.00
INNOVATION-TRIZ,INC.
Forbes
IF DRIVERS PAID FOR gasoline the way they pay for auto insurance, they would pay a flat fee to a gas
station every few months. After that they could pump all the gas they wanted. Sound silly? Of course.
Under such a system, low-mileage drivers would subsidize high-mileage drivers. Everyone would spend
more time on the road since the added cost of doing so would be zero.
All-you-can-pump gas isn't about to catch on. But all-you-can-drive auto insurance is here. It's the norm.
An experiment by Ohio-based Progressive Corp., however, could eventually change that. Progressive has
fitted the cars of some of its Texas drivers with videocassette-size Global Positioning Satellite (GPS)
devices. The devices, which sit behind the dashboard, track the number of minutes customers drive, as well
as where they drive and when. The insurer then uses this information to set each customer's premium. If
this doesn't prove too costly-and if regulators don't block it-it could reshape the auto insurance industry.
For Progressive, the nation's fourth-largest auto insurer, with revenue of $6 billion, the benefits are clear. If
it can assess the risks of different drivers more precisely than the next insurer, it will be in a position to
price coverage in a way to attract low-risk customers and chase away high-risk ones. The Progressive rating
system doesn't displace traditional criteria (like age, address, vehicle model and accident history) but rather
supplements them. You pay more in the Progressive GPS plan for driving a lot, driving at night or driving
in cities.
While other insurers typically ask their drivers about mileage, the answers don't have much effect on
premiums, says James Barrett of the Economic Policy Institute in Washington, D.C. "They assume that you
lie, because it is in your interest to do so," he says. "And so they give very little weight to those insurance
forms that you fill out."
Progressive's experiment avoids this problem. And it's not just the insurer, which can charge drivers more
accurately, that sees benefits. So, too, do drivers and possibly society at large. According to Progressive,
customers in Houston, where tests of the program began in 1998, have saved an average of 25%, with some
saving 50% or more. Just how much of that savings is due to people altering their driving habits is .unclear.
But transportation experts say that making premiums fully variable-Progressive makes them mostly
variable-would lower the number of miles people drive by 10% or more.
®Innovation-TRIZ, 2003
INNOVATION-TRIZ,INC.
5. INCREASED COMPLEXITY
AND THEN SIMPLIFICATION
EXAMPLE
Breakfast cereal
Mono system flakes
Bi system coated flakes
Poly system “Honey Nut” coated clusters of multi grain
flakes with raisins and dried fruit
General Mills “My Cereal” web site to make your own
mix
WHAT TO MATCH AND INNOVATION-TRIZ,INC.
MISMATCH
System structure Rhythms of
Materials functioning
Strength Dimensions
Reliability Weights
Physical state (gas, Colors
solid, liquid) Chemical, electrical, or
Temperature magnetic properties
Personal styles
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INNOVATION-TRIZ,INC.
EXAMPLE
EXAMPLE
®Innovation-TRIZ, 2003
INNOVATION-TRIZ,INC.
OTHER EXAMPLES
®Innovation-TRIZ, 2003
7. EVOLUTION TOWARD THE INNOVATION-TRIZ,INC.
THE TRANSITION
MeThChEM
(Mechanical, Thermal, Chemical, Electronic, Magnetic,
Electromagnetic)
EXAMPLES
Toothbrushes Tools
Pointing devices Flow of electricity
Adhesives Control systems (on/off,
Pointers regulates, regulates vs. needs)
House construction Hydraulic pressure,
Telephone synchronicity, matched
frequency, away from
Automobile steering, other resonant frequencies
systems Sunglasses, compensating bi-
Functional connections systems
Writing instruments A/C systems
Software development Computer interfaces
Polymer processing
®Innovation-TRIZ, 2003
WHAT WOULD THE “NEXT”
FIELD BE IN YOUR
SYSTEM? COULD YOU USE
IT? DO YOU UNDERSTAND
IT?
8. EVOLUTION TOWARD INNOVATION-TRIZ,INC.
DECREASED HUMAN
INVOLVEMENT
LINES OF EVOLUTION
®Innovation-TRIZ, 2003
MULTIPLE LINE
ANALYSIS
‘Evolutionary Limit’
of component relative
to predicted evolution
trends
Current evolutionary
position of component
for a given trend
®Innovation-TRIZ, 2003
INNOVATION-TRIZ,INC.
SYSTEM
SUB-SYSTEM
®Innovation-TRIZ, 2003
INNOVATION-TRIZ,INC.
APPLICATIONS IN INNOVATION
®Innovation-TRIZ, 2003
INNOVATION-TRIZ,INC.
®Innovation-TRIZ, 2003
LINKING WITH CPS, INNOVATION-TRIZ,INC.
BRAINSTORMING, LATERAL
THINKING
CPS/Brainstorming/Lateral Thinking™
Use of “uninhibited” thinking, or selected random
words
Use resource and ideality thinking
Use 40 principles in random order
Use separation principles in reverse to stimulate
new concepts
Use reverse TRIZ and Lines of Evolution
concepts as stimulus
®Innovation-TRIZ, 2003
INNOVATION-TRIZ,INC.
®Innovation-TRIZ, 2003
INNOVATION-TRIZ,INC.
®Innovation-TRIZ, 2003
DEFICIENCY IN THE INNOVATION-TRIZ,INC.
PROCESS
White/information hat:
Have we identified all the contradictions?
A problem definition diagram, such as the Problem
Formulator™
Green/ideation hat:
Use of contradiction table, software examples
Black/problem hat:
Use reverse TRIZ technique
Yellow/Good hat:
Use ideality thinking and lines of evolution to improve ideas
Blue hat:
Use Problem Formulator™ to diagram the meeting and ideation
process
THE PROCESS
®Innovation-TRIZ, 2003