Our Model For Innovation: Mowing The Lawn

1. Our Model For Innovation:Mowing The Lawn Innovation by normal, random process

2. Our Model For Innovation:Mowing The Lawn Give it a “kick” to get “out of the box” innovation

3. Our Model For Innovation:Mowing The Lawn TRIZ is innovation by rapid, systematic process

4. PDMA MN Agenda • What is TRIZ? • Tools of TRIZ • Practice applying TRIZ • Applications of TRIZ in Product and Services development

5. TRIZ IS….. • The Russian acronym for the “Solving Problems Inventively” (pronounced “trees” ) • Based on observable patterns found in patents and literature of how people solve problems • A system of: • patterns of how people solve problems • tools to define problems in ways that allow us to utilize the patterns for solving new problems.

6. 1945: Patent for processing peppers. Force air inside of the peppers. Suddenly reduce the pressure. Seeds and stems separate from pepper body.

7. 1950: Patent for removing the shell of cedar nuts. Under high pressure, water is forced inside of the shells. When the pressure is suddenly reduced, the shells break away.

8. 1950: Patent for removing shells from sunflower seeds. Air is forced inside the shells. When the pressure is suddenly reduced, the shells break away.

9. AND 27 YEARS LATER….. 1972: Patent for breaking artificial diamonds. Diamonds are placed into a pressure chamber. High pressure forces air into micro fractures. Releasing the pressure suddenly breaks the diamonds into crystals.

10. Pattern: Raise Pressue Slowly Then Suddenly Release It • Removing stems from bell peppers • Removing shells from sunflower seeds • Cleaning filters • Unpacking parts wrapped in protective paper • Splitting diamonds along micro-cracks • (+27 years after pepper patent) • Producing sugar powder from sugar crystals • And 200 more!!!

11. Pattern: Raise Pressue Slowly Then Suddenly Release It Or more generally: Store up energy and suddenly release it Or more generally yet: Store up a resource for later use

12. Tools for TRIZ

13. Useful Function Useful Function • Has useful output (although it may also have harmful output as well) • Is a useful result

14. Harmful Function Harmful Function • Leads to a harmful result. No useful results are produced. • A harmful result because it hinders some useful function.

15. Links Links describe the relationship between functions. Link Function A Function B Produce Makes good happen Makes bad happen Stops good from happening Stops bad from happening Produce Counteract Counteract

16. Fear of damage to furniture System to protect furniture Link ExamplesCarpet Cleaning Service Steam extraction Clean carpet Enjoy home

17. Basic DirectionsImproving a Useful System Useful Function A Useful Function B • Make it better • Make it differently • Make B without A

18. Basic Directions Improving a Harmful System Harmful Function A Harmful Function B • Stop the source • Stop the action • Reduce the consequences

19. Directions - Harmful Functions Stop the source Stop the action Reduce the consequences Stop the collision Pad the components Make replacement easy

20. Refined Directions - Operators • After selecting a basic direction to explore, we get more detailed suggestions for solutions. We call these suggestions operators.

21. Basic DirectionsImproving a Useful System Useful Function A Useful Function B • Make it better • Make it differently • Make B without A

22. All Useful Functions All HarmfulFunctions Ideality = Ideality • All systems evolve toward increasing Ideality • Ideal System: Function is done without existing • Near Ideal solutions often utilize existing resources

23. RESOURCES • Financial • Human • Business assets • Technical

24. RESOURCES • Investment • Cash reserve • Loans • Barter • Other • Financial • Human • Business assets • Technical

25. RESOURCES • People you know - your network • Allies • Experts (inside and outside your company) • Test and implementation helpers • Financial • Human • Business assets • Technical

26. RESOURCES • Financial • Human • Business assets • Technical • Equipment • Facilities • Inventory • Information - Intellectual property

27. Financial Human Business assets Technical RESOURCES • Substances • Fields • Space • Time • Information • Functions

28. PILL INSPECTION WORKSTATION Vibratory feed move pills around an internal spiral to top of vibratory bowl where the pills are discharged 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

29. GOOD PILLS/BAD PILLS • What is IDEALITY? • What are the RESOURCES we have?

30. PILL INSPECTION WORKSTATION Vibratory feed move pills around an internal spiral to top of vibratory bowl where the pills are discharged 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

31. AN ELEGANT SOLUTION-- THE PILL INSPECT 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

32. Small Group Excercise Select an aspect of airline food: Improve an existing feature Reduce a negative feature Identify an Ideal System and find resources to achieve it

33. Contradictions Resolution without compromise

34. Contradiction Useful Function A Useful Function B Harmful Function

35. Contradictions Defined • Improving one system parameter results in the deterioration of another system parameter. • Examples: • Strength vs. Light Weight • Product Features vs. Simplicity and Ease of Use

36. Compromise Piling Problem Easy to drive Stays in place

37. Contradictions B A A and B are desireable features of the system.

38. A B Contradictions Improving one feature harms the other feature.

39. Contradictions B Improving one feature harms the other feature. A

40. Contradictions There exists a control feature of the system that ties the two desireable features together. A B C

41. Contradictions A When the control feature is small or absent, one of the features increases while the other decreases. B C

42. Contradictions When the control feature is large or present, the second features increases while the first decreases. B A C

43. Contradictions A B What we want is c small to give large A and c large to give large B. C C

44. ContradictionsResolve by Separation A B • Space • Time • Parts From the Whole • Upon Condition C C

45. Separation PrinciplesSpace Example: Strength vs Weight of a plastic panel The control parameter is thickness. Reinforcing ribs are placed only where additional strength is needed.

46. Contradictions - Jet Engine Boeing wanted to install larger engines on a redesigned 737. A larger air intake would reduce ground clearance to unacceptable levels. Contradiction: Increasing air intake reduces ground clearance Control parameter: Intake radius

47. Contradictions - Jet Engine Resolve the contradiction by Separation Make the radius large laterally for high air flow. Make the radius smaller downward for high ground clearance.

48. A B C B A C Separation PrinciplesTime At time 1, C is small At time 2, C is large

49. Separation PrinciplesTime Example: Strength vs Lightweight of a automobile frame The control parameter is thickness. Reinforcing brackets are needed for shipping the vehicles but not for normal operation. The weight degrades fuel economy. The brackets are bolted on at the factory and then removed at the dealership.

50. Separation PrinciplesParts From the Whole Large company composed of small semi-autonomous divisions to keep small company responsiveness.