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Eco-Innovative Examples for 40 TRIZ

Inventive Principles

Hsiang-Tang Chang and Jahau Lewis Chen, [email protected] Department of Mechanical Engineering, National Cheng Kung University

Tainan, TAIWAN

Abstract Eco-innovation always needs inspiration. This paper presents eco-innovative examples for 40 TRIZ inventive

principles. These examples cover a wide range of products and processes. They are novelty, creative and

eco-friendly.

Keywords: Eco-Innovation, TRIZ Inventive Principle

Introduction Discarding redundancies, the development of technology plays a crucial role in modern economic growth,

but it is also the key factor of environmental crisis. Manufacturers usually emphasize the novelty and economic

usefulness of their innovative products but neglect its environmental impact [1]. Therefore, researchers always

attempt to obtain the balance between technical innovation and environmental protection. The ideas of

implementing TRIZ for eco-innovative design tasks have been proposed [2-10]. Further, the WBCSD

(abbreviated from World Business Council for Sustainable Development) has identified seven major

eco-efficiency elements for companies that develop eco-friendly products or processes in order to reduce

environmental impacts [11]. Liu and Chen [6-10] had successfully established the link between each

eco-efficiency element and 39 engineering parameters.

Many researchers have successfully analogized the TRIZ inventive principles with the examples of their

own fields [12-18]. For extending the TRIZ application to eco-innovation, the authors of this article tried to

study the relationship between eco-innovation and the TRIZ inventive principles. This paper presents an effort

in matching eco-innovative products or processes with 40 TRIZ inventive principles.

40 Eco-Innovative Examples The examples shown thereinafter are matched with 40 TRIZ inventive principles as far as possible.

Moreover, they are categorized according to the seven eco-efficiency elements [11]. The seven elements are:

A. Reduce the material intensity of its goods and services. (Material Reduction)

B. Reduce the energy intensity of its goods and services. (Energy Reduction)

C. Reduce the dispersion of any toxic materials. (Toxicity Reduction)

D. Enhance the recyclability of its materials. (Material Retrieval)

E. Maximize the sustainable use of renewable resources. (Resource Sustainable)

F. Extend the durability of its products. (Product Durability)

G. Increase the service intensity of its goods and services. (Product Service)

As each element improves or more elements improve simultaneously, it produces high eco-efficiency products or

services.

#01 Segmentation

Sectional Sofa Distinguished by Simple and Sinuous Modularity: Gisuseppe Vigano, the designer of

Frighetto Industrie, created a set of sofas that can easily fit into various locations,

due to special pieces such as the daybed corner and the simple corner. For

customers, furnishing their house will be easier because it is very convenient to

move and assembly this set of sofas. Moreover, upholstered with removable

fabric, it is also easy to clean the sofa. (http://www.frighetto.it)

Satisfied Eco-Efficiency Elements: Product Durability and Product Service.

#02 Extraction

Central Vacuum Cleaning System without Noise: The Duo Vac central vacuum systems are equipped with

very advanced filtration systems which enable them to capture the very finest of dust particles, from as small as

0.1 microns, with 97.5% effectiveness. Air is separated from particles by a

cyclonic action. The largest particles fall to the bottom of the dust collector while

smaller ones are caught by the filter. The remaining air is virtually clean, making

outside exhausting unnecessary. This system is famous for how quietly it runs,

which is a pleasure both to the system operator and to the other occupants of a

home. Because the motor is extracted and moved outside, while the system is in

use, others in the residence can pursue other activities or sleep without being disturbed.

(http://www.duovac.com/index.html)

Satisfied Eco-Efficiency Element: Product Service.

#03 Local Quality

Dual-Layer Tread Tires with Long Life and Low Noise: The Bridgestone’s (or Firestone’s) “Dual-Layer

Tread” structure exposes high-grip rubber as wear progresses. The research team uses a hybrid tread structure

with two kinds of rubber in the tread. The two kinds of rubber used in “Dual-Layer Tread” design both contain

EPC compounds. The engineers employ a higher-grip

rubber for the base layer under the cap, and they shape

the base layer to mound up under each of the tread

blocks. So as the tread wears down, the higher grip

rubber underneath is exposed. The higher-grip rubber

helps minimize the effects of wear. It also helps

maintain more consistent wet braking and handling throughout the life of the tire, and it prevents the increase in

noise levels that tends to occur as tire tread wears away. (http://www.bridgestonetire.com)

Satisfied Eco-Efficiency Elements: Material Reduction and Product Durability.

#04 Asymmetry

Mini Digital Camera with Stylish and Convenient Design: The Nikon’s square-shaped COOLPIX SQ is a

3-megapixel-class digital camera that combines a visually compelling, stylish

design with outstanding performance. Its mini squared-shape is convenient to carry.

It incorporates a swivel lens that is integral to its overall design statement and

optical precision. The COOLPIX SQ’s swivel lens design offers the flexibility

and creative opportunities of free-angle picture taking, including the ability to take

self-portraits; it also contributes to the camera’s compactness and

near-professional-grade image quality. (http://www.nikon-image.com)


#05 Combining (Integrating)

A High Efficiency Cooling Device of Notebook Computer: Designing a notebook computer cooling device is

often a hard task. The type V505, SONY’s A4-sized notebook computer, has a new cooling device with high

performance. As shown as the left one of the right picture, the new

type device is composed of (1) CPU radiator, (2) auxiliary CPU

radiator, (3) Intel 845 chip radiator and (4) ATI display chip radiator.

All the radiators are combined by the heat conduction pipe, and then

the heat which comes from all radiators is extracted by the fan. The

Pentium 4-M CPU generates a lot of heat, but the heat does not

deposit in the body, due to the new cooling device. Furthermore,

the battery life can be extended and the body size can be compacted.

(http://pc.watch.impress.co.jp)

Satisfied Eco-Efficiency Elements: Material Reduction, Energy Reduction and Product Service.

#06 Universality

Solar-Energy Tempered Glass Road Marker: From 1991, one kind of reflected roadmarks, called “Reflection

Roadmark”, had been manufactured by the technology of using high strength compression-resistant glass. Due

to the simple construction, the good reflective effect and the durability,

reflective roadmarks had been more and more popular and presented at

most of the roads. Si-Strong Company had developed new reflected

roadmarks by applying solar-powered battery and high strength glasses.

The new reflecting roadmarks have some features: 1. They are composed

of a tempered-glass cover, solar cell, 3-6 LEDs, controlling circuit and

chargeable battery; 2. Store energy at daytime and brighten at night; 3.

They could endure high compression, impact and corrosion. (http://www.roadmark.com.tw)

Satisfied Eco-Efficiency Elements: Energy Reduction and Product Service.

1

2

#07 Nesting

Stacked CSP Packages: Amkor’s Stacked CSP (abbreviated from Chip Scale Package) packages leverage

existing CABGA (abbreviated from Chip Array Ball Grid Array) manufacturing capabilities and proven package

infrastructure while adding the enhancement of

placing one die on top of another. Stacked CSP

packages combine the use of thin core substrate

material, wafer backgrinding know-how (to 7 mils),

and conventional BGA (abbreviated from Ball Grid

Array) surface mount techniques to offer double

the memory capacity for increased device functionality while allowing manufacturers to maintain size reduction

roadmaps. This technology allows for very efficient use of mother-board real estate, reducing size and weight

and supporting the customer’s system level cost reduction needs. Stacked CSPs also offer the user the

flexibility of combining custom memory with off-the-shelf devices to further reduce total systems cost.

(http://www.amkor.com)

Satisfied Eco-Efficiency Elements: Material Reduction and Toxicity Reduction.

#08 Counterweight

Run-Flat Tire System: The Continental AG’s CSR (ContiSafetyRing) is an innovative way of handling tire

failures on cars, thereby avoiding losing mobility. The CSR principle is simple: a lightweight metal ring (1)

with a flexible support (2) is fitted to a standard rim together with a

standard tire. In case of air loss, the CSR carries the load and fixes the

tire bead on the rim. The features of CSR are: 1. Compatible with

current tires and rims; 2. No influence on performance of inflated tire; 3.

Up to 200 km run flat distance; 4. CSR weight < 25% of standard

wheel; 5. Reasonable stability and comfort in run-flat mode; 6. Easy

mounting and demounting. (http://www.conti-online.com)


#09 Prior Counteraction

Wire Receiving Device for PCs, Telephones, Household Appliances: Tangled wires always make people

annoyed. Tajen Company has developed a variety of wire receiving

devices for computers, cell phones, telephones, and home electric

appliances. The device generally consists of an elastic mechanism and a

container. When a person wants to use the wire, he could draw the wire

and then, when finished, the wire can be automatically rolled up and stored

in the container due to the elasticity of the spring.

(http://www.tajen.com.tw)


#10 Prior Action

Flashlight without Batteries and Bulbs: The Forever Flashlight Company used the “Faraday Principle of

Electromagnetic Energy” (as shown as the picture) to develop a new type of flashlight that with no batteries and

no bulbs. Just 15-30 seconds of shaking provides up to 5 minutes of continuous bright light. Electromagnetic

energy can be generated by shaking and then stored in the flashlight.

Moreover, the bulb is replaced by the super bright blue LED, the

LED can make the flashlight more robust and enduring.

(http://www.foreverflashlight.com)

Satisfied Eco-Efficiency Elements: Energy Reduction, Toxicity Reduction, Product Durability and Product

Service.

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#11 Cushion in Advance

“Self Cleaning” Kitchen Exhaust Hood: Traditional kitchen exhaust fans are directly exposed to the oily

exhaust before delivering it outside the house, get clogged with air-born oil and dust particles. “Vapor-wash”

fractionalizes the amount of exhaust coming into contact the interior of the

hood, including the fan and motor assembly, by employing a special

“vaporizing board” (the device in the red circle) at the hood's exhaust inlet.

The principle is not based on the insertion of traditional filters, but rather

employs the natural air-cleansing method of rain by actively deploying water

vapor to “intercept” the oil and dust in the exhaust before it reaches the

interior of the hood. The same principle is excellent not only for using in kitchen exhaust hoods, but also

cleaning the air in other closed circulation systems. That means no regular cleaning required.

(http://www.typ.net/invent/pat2/a02-e.htm)

Satisfied Eco-Efficiency Elements: Toxicity Reduction, Product Durability and Product Service.

#12 Equipotentiality

Lamp Holder for Easily Replacing Reflecting Board and Starter: Reflecting boards and starters of

fluorescent lamp sets are often not easily replaced. The replacement

process needs time and patience. China Electric MFG Corporation

developed a new lamp holder. The new holder consumes less material and

has simplified joints for the reflecting boards and the starters. The spring

hinges enable safe disassembly of the lampshade. Further, due to the

channels (where the red arrow indicates), the wires can be hidden for good

looks. (http://www.toa.com.tw)

Satisfied Eco-Efficiency Elements: Material Reduction and Product Service.

#13 Inversion

Reverse Osmosis Filter System: Reverse osmosis, also known as hyper-filtration, is the finest filtration known.

This process allows the removal of particles as small as ions from a solution. Reverse osmosis is used to purify

water and remove salts and other impurities in order to improve the color, taste or properties of the fluid.

Reverse osmosis uses a membrane that is semi-permeable, allowing the fluid that is being purified to pass

through it, while rejecting the contaminants that remain. Most reverse osmosis technology uses a process

known as cross-flow to allow the membrane to continually clean itself. As

some of the fluid passes through the membrane the rest continues downstream,

sweeping the rejected species away from the membrane. The process of

reverse osmosis requires a driving force to push the fluid through the

membrane, and the most common force is pressure from a pump. The higher

the pressure, the larger the driving force. As the concentration of the fluid

being rejected increases, the driving force required to continue concentrating

the fluid increases. Reverse osmosis can save more energy than boiling water. PurePro’s reverse osmosis

filter system still possesses the UV (abbreviated from Ultra-Violet) light will disinfect filtered water at normal

flow rate, providing one of the safest filtering systems available. Bacteria, viruses and other micro-organisms

are destroyed by interfering with the DNA (abbreviated from DeoxyriboNucleic Acid) and RNA (abbreviated

from RiboNucleic Acid) in the organisms’ reproductive cycles. It causes immediate death for organisms and

wipe out their ability to survive and reproduce. (http://www.purepro.net/)

Satisfied Eco-Efficiency Element: Energy Reduction.

#14 Spheroidality

Washing Machine Using Centrifugal Force and Rotating Waterfalls: This is a washing machine with the

lowest noise and high reliability, presented by LG. During the wash cycle, the motor spins the drum at high

speeds, creating a powerful water whirl. Next, the centrifugal

force pushes the clothing against the stainless steel tub. Water

is driven through the clothing fibers, penetrating and forcing

stains and dirt out of the clothing fibers. Finally, six rotating

waterfalls circulate water back into the tub; completely rinse

away detergent and completing the wash action. (http://www.lge.com)

Satisfied Eco-Efficiency Elements: Energy Reduction, Toxicity Reduction and Product Service.

#15 Dynamicity

Temperature-Controlled Containers in Low-Temperature Logistics: Traditional low-temperature cargo

trucks just can only deliver shipments at a fixed temperature. If there are different cargos with different cold

storage temperatures, service providers must process many cold storage

trucks whose containers have different temperature-setting respectively.

Now a new way, which is developed by Industrial Technology

Research Institute of Taiwan, can solve the problem: A larger container

can hold some smaller ones, and eutetic materials can be applied to fill

the space between two layers of the case of the smaller containers.

This way can make various shipments, as milk and ice cream, conveyed on the same truck. It makes lower

energy consumption and more efficiency in logistics. (http://www.ctcietsc.org.tw)


#16 Partial, Overdone, or Excessive Action

New Engine without Throttle Butterfly: Traditional fuel injection systems monitor the volume of air passing

through the throttle butterfly and determine the corresponding amount of fuel required by the engine. The

larger the throttle butterfly opening, the more air enters the combustion

chamber. BMW’s valvetronic system has a conventional intake cam, but it

also uses a secondary eccentric shaft with a series of levers and roller

followers, activated by a stepper motor. Valvetronic minimizes pumping loss

by reducing valve lift and the amount of air entering the combustion chambers.

Valvetronic reduces maintenance costs, improves cold start behavior, lowers

exhaust emissions, and provides a smoother running engine. Valvetronic

does not need specific fuel grades or fuel qualities because of its fine atomization of fuel.

(http://www.bmwworld.com)

Satisfied Eco-Efficiency Elements: Energy Reduction and Toxicity Reduction.

#17 Moving to a New Dimension

Mechanical Parking Equipment: Searching for a parking space in a crowded city is often annoying.

ShinMaywa’s mechanical parking equipment can reduce the use of plan

parking space in cities. The vertical parking mode is adopted instead of

the traditional plan parking. The size and the noise of equipment are

minimized; therefore the equipment can be easily installed in buildings.

Due to the smaller size of the equipment, the construction time can be

shortened. Further, the parking equipment is flexible for different vehicle

heights. (http://www.smec.co.jp)


#18 Mechanical Vibration

Ultrasonic Washing Machine for Single Person: This is a creative prizewinning design in 1993 LG Electronics

Design Competition. Current washing machine performs its function with movement energy of water and

dissolving power of detergent. In the operation of this machine, however,

ultrasonic wave replaces the movement energy to take off dirt on fabrics without

any detergent. Due to this new way of removing dirt, it needs only the least

amount of water necessary to soak the laundry. The purified water which

comes out after washing can be used for rinsing or for other purposes. These

functions with no use of detergent could be useful in keeping our environment

safe from water pollution. The flexible material used for folding tub was adapted to save the room for storing

washing machine. (http://www.lge.com)

Satisfied Eco-Efficiency Elements: Material Reduction, Toxicity Reduction and Product Service.

#19 Periodic Action

Lightweight Inverter Welder: There are many types of spot welders on the market. Every producer of

welders makes an effort to develop new economical and handy types. Dayok

Electrical Company applied the variable frequency technique to the new

products, the inverter welders which have the following features: 1. Power

consumption only half compared with traditional types; 2. More stable arc and

strong penetration; 3. They are 1/3 weight compared with traditional types.

(http://www.dayok.com.tw)


#20 Continuity of Useful Action

Correction Tape Device: Correction tape devices are a kind of convenient stationery. They are used to cover

erratum on papers with adhesive correction material. Unlike liquid correction pens, this device requires no

waiting time for solidification, and words can be directly written down

on the tape. Pentel’s correction tape devices are manufactured with

lower environmental impact materials. Due to use of non-toxic

materials, users are safe when they correct errors. Furthermore, the

shell can be refilled when the tape is used. (http://www.pentel.co.jp)

Satisfied Eco-Efficiency Elements: Toxicity Reduction and Product Service.

#21 Rushing Through

Gasoline Direct Injection Engine: The Mitsubishi’s GDI (abbreviated from Gasoline Direct Injection) engine

has upright straight intake ports rather than horizontal intake ports used in conventional engines. The upright

straight intake ports efficiently direct the airflow down at the

curved-top piston, which redirects the airflow into a strong reverse

tumble for optimal fuel injection. Newly developed high-pressure

swirl injectors provide the ideal spray pattern to match each engine

operational modes. And at the same time by applying highly swirling

motion to the entire fuel spray, they enable sufficient fuel atomization

that is mandatory for the GDI even with a relatively low fuel pressure

of 50 kg/cm2. The extremely low fuel consumption is achieved because ideal stratification enables fuel injected

late in the compression stroke to maintain an ultra-lean air-fuel mixture. (http://www.mitsubishi-motors.co.jp)


#22 Convert Harm into Benefit

Refuse Derived Fuel: Through sorting, crumbling and drying, refuse can be made baton-shape or pellet-shape

Engine Noise Source

Control Area

Reference Residual

solid fuel (as shown as the picture). This is called refuse derived fuel (RDF).

By manufacturing RDF from municipal solid waste or industrial waste,

Mitsubishi Heavy Industries Ltd. (MHI) can use waste energy more variously

and efficiently. MHI’s throughput is more than 10t/day-400t/day, RDF

production amount is more than 5t/day-200t/day, RDF heat output is

approximately 16700KJ/Kg. Due to volume and water content reduction,

RDF is fit for storage and transportation. (http://www.mhi.co.jp)

Satisfied Eco-Efficiency Elements: Energy Reduction and Resource Sustainable.

#23 Feedback

Active Noise Control: Active noise control (ANC) exploits the long wavelengths associated with low frequency

sound. It works on the principle of destructive interference between the sound fields generated by the original

primary sound source (reference) and that due to

other secondary sources (control output,

commonly loudspeaker), whose acoustic outputs

can be controlled. There are two distinct

strategies for active noise control: Feedforward

and Feedback. For feedforward control,

“reference signals” that are assumed to cause

noise in the zone of interest are measured and are

linearly combined to give appropriate output to

the secondary speaker. KAIST’s (abbreviated

from Korea Advanced Institute of Science and

Technology) research lab had applied ANC system to noise suppression on vehicle. It can reduce use of sound

insulation material. (http://ultrapark.kaist.ac.kr)


#24 Mediator

Small-Scale, High-Performance Fuel Cells for Portable Devices: Casio’s fuel cell technology has been

officially presented at a chemical engineering conference to be held on March 27, 2002. More than 100

inventions have been made concerning Casio’s fuel cell and the

patent applications thereof have been already filed in Japanese

Patent Office and other countries. In this compact reformative

fuel cell of a super high efficiency, a reformer produces hydrogen

from fuel or alcohol such as methanol, and electric energy is

generated from the hydrogen through a generating cell. The

reformer, so-called a unique micro-reactor formed on a silicon wafer causes chemical reaction to reform

methanol to hydrogen gas in the presence of catalyst at a reforming rate of more than 98%. More hydrogen gas

indicates more electric energy of the fuel cell. This is the first success in the world in minimizing fuel cell of

such high reforming rate. (http://www.casio.co.jp)

Satisfied Eco-Efficiency Elements: Toxicity Reduction, Material Retrieval and Resource Sustainability.

#25 Self-Service

Auto Faucet with Self-Powered: TOTO’s aqua auto faucet features a non-contact design that switches on the

water flow when the hands are brought near it, and switches off the water when

the hands are removed. The absence of handles keeps the area around the

basin clean, and the faucet cannot be left running, making it both hygienic and

economical. TOTO upgraded the original battery-powered type to a

water-powered type. This eliminates the need for installing a power supply or

changing batteries, and saves on electricity costs. A flow rate of at least

3L/min is required. Use with in the battery recharging range reduces demand on the special backup battery, and

eliminates the need for battery replacement. (http://www.toto.co.jp)


#26 Copying

Virtual Keyboard: VKB has developed a highly efficient method for projecting an optical image of a keyboard

onto a surface. Using laser technology, a bright red image of a keyboard

is projected from a device such as a handheld. In addition, VKB has

developed a detection method through several proprietary developments

for the accurate and reliable detection of user interaction, such as typing

or cursor control functions (e.g. mouse or touch-pad controls). VKB has

resolved all the technological hurdles required to make a practical virtual

interface including minimizing the power consumption, minimal

component size, simple processing, high accuracy and ease of use. All that is necessary to use the keyboard is a

flat surface. (http://www.vkb.co.il)


#27 An Inexpensive Short-life Object Instead of An Expensive Durable One

Disposable and Recyclable Cell Phone: Perhaps the most innovative of all the phone's features is that it's

disposable and recyclable. The price of the phone reflects a competitive calling rate, so

there is virtually no investment in the phone itself. When the minutes are used up, you can

add more minutes, discard the phone, or return it to Hop-on for an US$5 rebate certificate.

Hop-on will melt down the case and recast it, recharge the phone with calling minutes, and

send it back out to the marketplace. The process is easy, inexpensive, and environmentally

friendly. (http://www.hop-on.com)

Satisfied Eco-Efficiency Elements: Material Reduction, Energy Reduction, Toxicity Reduction and Material

Retrieval.

#28 Replacement of a Mechanical System

Vehicle Hybrid System: For reducing environmental impact, Toyota developed new vehicle hybrid system,

THSII, to replace traditional petrol engines. The system is low noise, low exhaust pollution and low energy

consumption. The system consists two kinds of motive power

sources, a high-efficiency gasoline engine that utilizes the

Atkinson Cycle, which is a high-expansion ratio cycle, as well as

a permanent magnet AC synchronous motor with 1.5 times more

output, together with a generator, a hybrid specific

high-performance nickel-metal hydride (Ni-MH) battery and a

power control unit. This power control unit contains a

high-voltage power circuit for raising the voltage of the power

supply system for the motor and the generator to a high voltage of 500V, in addition to an AC-DC inverter for

converting between the AC current from the motor and the generator and the DC current from the hybrid battery.

(http://www.toyota.co.jp)


#29 Use a Pneumatic or Hydraulic Construction

4-Bag Air Suspension System for Cargo Trucks: Isuzu’s 4-bag air suspension has more longevity and

recyclability. As shown as the right picture, the suspension system is composed of (1) V-shaped rod, (2) shock

absorber, (3) air spring and (4) stabilizer bar. Now by adopting

air-suspension on all axles, rear body vibration is significantly

reduced in comparison to vehicles with air-suspension only on rear

axles. Low-deck, 4-axle cargo trucks show particular improvement

in reducing rear body vibration with full air-suspension. Moreover,

both front and rear height adjustment makes loading easier and

shortens the loading time. As added benefits, full air-suspension

prevents cargo damages and decreases tire wear, thereby reducing insurance costs and saving money.

(http://www.isuzu.co.jp)


#30 Flexible Film or Thin Membranes

New Conceptual Engine with High Power Output and Low Fuel Consumption: The Saab Variable

Compression (SVC) engine is comprised of a cylinder head with integrated

cylinders, which is known as the monohead, and a lower portion consisting of

the engine block, crankshaft and pistons. The monohead is sealed at the

crankcase by a rubber bellows. The compression ratio is varied by adjusting

the slope of the upper part of the engine in relation to the lower part by up to

four degrees. This alters the volume of the combustion chamber and changes

the compression ratio. The SVC engine can be run at the optimum compression ratio of 14:1 at low load and

lowered to 8:1 at high load with supercharging (225hp, 224 lb.-ft./1.6L). This concept reduces fuel

consumption by up to 30% when compared to a larger conventional NA engine of similar power output.

(http://www.saabnet.com)


#31 Use of Porous Material

Watch with Eco-Drive Recharging Function: Citizen Eco-Drive is the best selling light-powered timepiece

collection in the world featuring unsurpassed quality and attention to detail. Eco-Drive technology means you

never have to replace a battery. Sunlight and any artificial light are

absorbed through the crystal and dial. Citizen uses special filters which

allow a wide range of dial colors and styles. In fact, the dial is the filter

which is a micro-porous structure. The dial plays a critical rule that can

make any light passes through it. A solar cell beneath the dial converts

any form of light into electrical energy to power the watch. With regular

exposure to light, Eco-Drive continuously recharges itself for a lifetime of

use. Eco-Drive’s revolutionary lithium-ion rechargeable battery stores enough energy to power the watch for

up to an astonishing 5 years, (even in the dark). (http://watch.citizen.co.jp)

Satisfied Eco-Efficiency Elements: Energy Reduction, Toxicity Reduction and Resource Sustainability.

#32 Changing the Color

Recyclable Ornamental Glass: The FUH SHAN Company of Taiwan had developed the technique to recycle

waste glass. The waste glass can be first gathered and crushed, and then

melted and added or changed the color. Finally the colored glass is

obtained. The colored glass can be applied to building decoration

including floors, walls, mirrors, Chinese screens, etc. Due to varied colors,

many beautiful patterns can be made by the colored glass. Furthermore,

because the surface of glass has no capillary hole, dust cannot cover the

glass, and the color does not fade easily. (http://www.fuh3.com.tw)

Satisfied Eco-Efficiency Elements: Material Retrieval and Resource Sustainability.

#33 Homogeneity

Biodegradable Container: The Gabby Technology had developed eco-friendly containers which are made from

various natural plant fibers, residues and starch. These containers have the

following environmental features: 1. Biodegradable; decomposed

completely after 120 hours; will be naturally hydrolyzed as fodder in water;

2. More affordable price than wood-pulping disposable tableware; 3. Heat

resistant, water/oil proof, non-toxic, and microwavable; 4. Non-harmful

additives used in the manufacturing process. (http://www.gabbytech.com)

Satisfied Eco-Efficiency Elements: Material Retrieval and Resource Sustainability.

#34 Rejecting and Regenerating Parts

Correction Ball Pen with Replaceable Ink: Pentel’s new correction ball pen has a new type replaceable ink.

Users just push the upper button and the correction ink would stir

automatically. The output of correction ink also adjusts a suitable

amount by the correction ball pen itself. Moreover, the diameter of

the ball is only 1.00 mm. These functions are convenient and friendly

for users. (http://www.pentel.co.jp)

Satisfied Eco-Efficiency Elements: Material Reduction, Product Durability and Product Service.

#35 Transformation of Physical or Chemical States of An Object

Electric Rice Cooker with Variable Pressure Boiling: Sanyo’s new age IH type electric rice cooker with

variable pressure boiling can make rice three times sweeter than the early

IH type. The rice can expand itself under 1.2 atm and 105 degrees

centigrade; simultaneously, the rice in all parts of the container can be

cooked thoroughly. Saccharification caused by higher boiling temperature

makes the rice has more glucose, therefore the rice tastes sweeter. By the

hermetically sealing of the metal layer and mixture layers, the heat energy

can be reflected, and therefore it makes the boiling temperature rise to 105

degree centigrade in 1.2 atm. Moreover, this function also can make the cooker reduce electric energy

consumption. (http://www.sanyo.co.jp)


#36 Phase Transition

Magical Ice Bag Instant Cooling: The Tonghai Home Care Company’s magical ice bag is portable and instant

cooling. The magic ice bag contains granular cryogen and an internal

bag which holds water. When a user presses the internal bag and the

water drains out, then the water and the cryogen cause a chemical

reaction. The cryogen can be dissolved and rapidly cool. If the user

finishes the use of the magic ice bag, he can place it in the freezer for

recyclable use, or makes the cryogen liquid be fertilizer through diluting

it with water. (http://www.tonghai.com.tw)

Satisfied Eco-Efficiency Elements: Material Retrieval, Product Durability and Product Service.

#37 Thermal Expansion

Heat-Sinking Rooftop without Energy Consumption: In summer, the inside air temperature of a factory is

always higher than the outside air temperature. This condition does not make the employees comfortable.

The Tech-Way Company, which comes from Taiwan,

had developed the heat-sinking rooftop to resolve the

problem. Due to heat convection and thermal

expansion of air, the hot air first enters into the gaps,

and then climbs and passes through the channel

between the upper rooftop and the lower rooftop,

finally exits from the heat-sinking gaps. All the

actions do not need energy consumption, and can

make the interior of the factory nice and cool. This

technique had been introduced into many factories in Taiwan. (http://www.tech-way.com.tw)


#38 Use Strong Oxidizers

Electrolyzed Water Cleaning Powered Washing Machine: Sanyo achieved the world’s first electrolyzed water

powered “non-detergent course” washing machine. Perfect for cleaning everyday cloths washed just because

they have been worn. The “Washing with Ultrasonic Waves and

Electrolysis” washing machine uses electrolyzed water power produced

using electrodes placed on the side of the wash basin that produce active

oxygen and hypochlorous acid that work to dissolve organic dirt such as

sweat on items like bath towels, undershirts, pajamas, and T-shirts etc.

Electrolyzed water combined with the ultrasonic waves provides all the

cleansing power with no detergent. (http://www.sanyo.co.jp)

Satisfied Eco-Efficiency Elements: Toxicity Reduction and Resource Sustainability.

#39 Inert Environment

Heat Insulation Paint: Shin Diing Painting Company has developed a new paint which can insulate heat

transfer. The heat insulation paint contains many vacuum capsules.

After painting on the roof of a building, it may be likened to constructing

a heat insulation layer on the roof. Through proof, the room temperature

can be reduced 5 to 7 degrees centigrade, and the internal surface

temperature can be decreased 20 degrees centigrade or more. The heat

insulation results in reduction of air conditioner energy consumption.

(http://5168.t886.com)


#40 Composite Materials

Long-Life Building Material: Misawa had developed a novel long-life building materials 'M-Wood' for

environmental consciousness. M-Wood can almost replace all traditional wood building materials. M-Wood

is made as the flowchart as the right picture: The waste of conifer from works is gathered and crushed to powder;

next added resin to synthesize the “M-Wood Raw Powder”; then the

“M-Wood Raw Powder” can be made all styles of building materials.

M-Wood is very like real wood including color and grain; furthermore, its

strength and durability are much higher. Misawa had constructed many

“Green Buildings” with M-Wood in Japan. Now the new product

“M-Wood2” has been presented, which has higher performance in practice

and recycling. (http://www.misawa.co.jp)

Satisfied Eco-Efficiency Elements: Material Retrieval, Resource Sustainability, Product Durability and Product

Service.

Conclusions The above-mentioned examples are successfully matched with 40 TRIZ inventive principles. These

product examples demonstrated the applicability of the 40 TRIZ inventive principles for eco-innovative design

tasks. All these examples are collected in our computer aided design software “Eco-Design Tool”. This

software that integrates the eco-innovative ideas with TRIZ can assist design engineers to develop new products

more efficiently. “Eco-Design Tool” still keeps modifying and updating. More examples will be stored up in

this software.

Due to troublesome design tasks or insufficient experience, design engineers may not easily solve the

conflict problem. These proposed practical examples are conducive to inspire design engineers for developing

eco-innovative products. If readers have any comment or question about this paper, please contact with the

corresponding author.

Acknowledgements This work is supported by the National Science Council, Taiwan; under grant numbers, NSC89-2212-E006-169

and NSC90-2212-E006-102.

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pp 485-494

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creativity explored Proceedings of International Symposium on Electronics and the Environment, IEEE, San

Francisco, California, May 8-10, (2000) pp 209-214

3. Jones E and Harrison D Investigating the use of TRIZ in eco-innovation The TRIZ Journal (2000)

September http://www.triz-journal.com

4. Mann D and Jones E Sustainable services & systems through systematic innovation methods towards

sustainable product design, 6th International Conference, October, 29-30, Amsterdam, Netherlands, (2001)

5. Jones E, Harrison D, and Stanton N A The application of TRIZ tools in an eco-innovation process

Proceedings of World Conference on TRIZ Future 2001, November 7-9, Bath, UK, (2001) pp 57-78

6. Liu C -C and Chen J L Development of product green innovation design method Proceedings of

EcoDesign 2001: Second International Symposium on Environmentally Conscious Design and Inverse

Manufacturing, December 11-15, Tokyo, Japan, (2001) pp 168-173

7. Liu C -C and Chen J L A TRIZ inventive product design method without contradiction information The

TRIZ Journal (2001) September http://www.triz-journal.com

8. Chen J L and Liu C -C An eco-innovative design approach incorporating the TRIZ method without

contradiction analysis, to appear in The Journal of Sustainable Product Design (2003)

9. Chen J L and Liu C -C Green innovation design of products by TRIZ inventive principles and green

evolution rules, 2002 International CIRP Design Seminar, May 16-18, Hong Kong (2002)

10. Chen J L Green evolution rules and ideality laws for green innovative design of products, CARE

INNOVATION 2002, November 25-28, Vienna, (2002)

11. Desimone L D and Popoff F Eco-efficiency: The Business Link to Sustainable Development Massachusetts

Institute of Technology (1997)

12. Mann D and Domb E 40 inventive (business) principles with examples The TRIZ Journal (1999)

September http://www.triz-journal.com

13. Terninko J 40 inventive principles with social examples The TRIZ Journal (2001) June

http://www.triz-journal.com

14. Mann D and Catháin C Ó 40 inventive (architecture) principles with examples The TRIZ Journal (2001)

July http://www.triz-journal.com

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16. Rea K C TRIZ and software - 40 principle analogies, part 2 The TRIZ Journal (2001) November


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18. Retseptor G 40 inventive principles in microelectronics The TRIZ Journal (2002) August


The Enigmas from GENERATOR

N. Shpakovsky & E. Novitskaya,

[email protected], http://gnrtr.com

Why is solving various enigmas a good way to study TRIZ? The thing is that TRIZ generalizes the massive experience gained by the previous generations of inventors and ordinary people who solved their everyday problems. Sometimes they did that in a very talented way, sometimes their solutions were strokes of genius. Our ancestors used to solve problems without giving a great deal of thought to methods and process of producing new ideas. They were primarily interested in the results. Solutions to those problems have been preserved in the form of ordinary things around us but almost each of them embodies the idea that allowed an ancient master to solve the problem he faced in a light, graceful and elegant way. This work undoubtedly does not stop today, producing more and more examples of inventive thinking. The folk wisdom as the source of deriving efficient ideas is inexhaustible. (See the TRIZ Journal, May and June, 2001, for Phan Dung’s articles on using Vietnamese folk stories to teach TRIZ.) We offer a number of enigmas based on real or fabulous situations. These situations were once successfully solved by heroes who faced them. Try to solve these enigmas and send your answers to [email protected]. Answers and explanations will be published in the September 2003 issue of the TRIZ Journal.

About Dobrynya's feat (from a Russian folk tale) A great Russian folk tale hero Dobrynya went to bathe in the Puchai River. The place where he was going to bathe seemed absolutely safe to him and the river looked soothing. Dobrynya took off his clothes, left his arms on his war-horse and began to bathe. And suddenly!… the sky darkened, a whirlwind started and a three-headed firedrake appeared. The horse started pawing and neighing, then it rose on its hind legs, snapped the bridle and dashed off. And only Dobrynya’s Grecian hat remained lying on the sand. What did Dobrynya do?

About key and baby A young Englishwoman was about to go somewhere in a car: her child was in place, the cosmetics bag was in her handbag, and the car was waiting in the yard. Wait a minute, but where is the car electronic key? She saw it disappearing in the mouth of her one-year-old son! She could call the ambulance or just wait till the key returned naturally. But the mother got scared and decided to take the child to hospital herself. She made attempts to open the door, to break the lock and even to break the door but she lost her time.

What was to be done? How did she open the car and take the baby to hospital?

About a space pen The main purpose of the first space flights was to prove that they were possible in principle. Each flight was a great event. But as space flights became more and more routine, astronauts started thinking about minor problems. One of them was how to make notes in space. A piston-type fountain pen that was popular at that time wrote well on the earth, because in a fountain pen, ink is supplied to its point by the gravity force. It is not easy to write on a wall with such a pen, and quite impossible to do this on a ceiling. The same problem occurs under zero gravity. American scientists began research. Considerable means were spent to find the idea of a space pen. A miniature pump was switched on as soon as the pen pressed on the paper. Now the fountain pen could write anywhere - in space or on a ceiling, but the cost of one pen, taking into account the means spent on the research, was fantastic. Several such pens were in space, one of them was given as a souvenir to the then US President. And finally, the designers asked the intelligence service to find out what Russian cosmonauts wrote with in space? What was the answer like? (Editor’s note: When I heard this story, it was a ball point pen. The expensive solution was a pressurized capsule to push the ink to the ball. The “psychological inertia” that made the ball point pen necessary was the rule in many universities and industrial laboratories that all scientific data must be recorded in ink on carbon paper duplicate forms. This rule would be unnecessary in space, but was deeply ingrained in all the scientists.)

About Palanquin bearers (Korean folk tale).

There was once an old man. He hired two bearers to carry him in a palanquin wherever he would like and promised to pay a salary. It so happened that the old man lost his dog. He called the palanquin bearers and said: "My dog is missing. Go and look for it!" The bearers answered: "We have bargained to carry you in a palanquin and not to look for dogs!" What did the old man answer that made the palanquin bearers run very quickly to look for the dog?

About closed eyes (Indian folktales) Once the Emperor's fool Tenali Raman entered the throne room of the palace. At that moment, the Emperor and his advisors were enjoying the amazing handiness of a visiting magician. "Nobody can compete with me in my profession," said the magician arrogantly after the performance. "I can bet you a thousand gold coins that I have no equal here."

"If you wish I can do with my eye closed what you will never do with open eyes," proposed Tenali Raman loudly. "If you win the competition, you will get a thousand gold coins. If you lose, the money will be mine." "You, shorty!" cried the infuriated magician. "All right, show us what you can do with your eyes closed that I cannot do with open eyes." And he curled his moustache with a haughty smile. What did Tenali Raman do?

About letter (Iranian funny story)

Once Dakho was in Teheran and wanted to send a message to his fellow-countrymen to Kazvin. He went to the post office, found a scribe and began dictating a letter. At the end of the letter Dakho named everyone to whom he was sending his best greetings. Having reached the name of Kalbe Husain, he cried loudly: 'Present best regards to Kalbe Husain too!' The scribe gave a start of surprise and dropped the pen, 'Why crying! I an not deaf… What was Dakho’s answer? Conclusion: Working on these problems will help you master TRIZ. The solutions and explanations will be published next month.

The Integration Of TRIZ Problem Solving Techniques With Other Problem Solving And Assessment Tools

Jack Hipple Principal

Innovation-TRIZ Tampa, FL 33647 USA

813-994-9999 [email protected]

TRIZ, as a problem-solving process, is seldom used or brought into an organization in a vacuum. There is almost always an existing structure of tools and processes in use into which TRIZ enters. TRIZ can be brought into an organization as a replacement, or in collaboration with the most commonly used innovation and creativity tools in use such as Creative Problem Solving/ brainstorming, Lateral Thinking™, Six Hats™, or social style instruments such as Myers Briggs or 16 Types™. These Jungian instruments are not problem solving tools; their use in characterizing an individual’s social style is widespread and the information that they provides can frequently be used in a positive way. Some organizations also use thinking style assessment tools such as Michael Kirton’s KAI™ or the BCPI™. This presentation will summarize the best ways to integrate TRIZ problem-solving techniques and software with these tools, using case studies and examples. It will be shown how to use combinations of these tools can be used to supplement each other in productive ways to improve the output of both the TRIZ process and that of the other tools.

INTRODUCTION As the use of TRIZ expands beyond its original base in industrial and engineering problem solving into new areas such as organizational development, intellectual property management, ergonomics, and health care, we find that it frequently must be combined, in some fashion, with existing problem definition and problem-solving tools. In addition, many items in the TRIZ toolkit (Su-Field Modeling, TRIZ software, analogies from other industries) require, or are greatly assisted by, the use of analogic thinking to relate a solution from one area of science or technology to another. This is a skill not uniformly used or possessed by all individuals and one that is rarely taught in either academic or industrial settings. Yet it can be critical to an effective TRIZ problem solving effort.

There is a tendency in the TRIZ community, as well as in the other communities of practice using other tools, to have a “winner take all” attitude vs. other tools. This is unfortunate, as all tools that enhance and/or assist in improving an individual’s or organization’s innovation and problem solving capabilities need to be valued. There are many instances where the defender of an existing tool within an organization tries to sabotage the introduction of a “competitive” new tool such as TRIZ, while at the same time, the TRIZ “outsider” criticizes the existing tools and processes, frequently without having had any actual experience with them. Everyone loses in this kind of confrontation. This paper and presentation will review the major existing creativity and innovation tools and how they can be used and integrated with TRIZ both in an organizational and problem solving session sense. 1. OVERVIEW—WORKING WITH EXISTING TOOLS AND PROCESSES It is well known that TRIZ is usable in combination with such enterprise problem definition tools such as Six Sigma and QFD. These tools do an outstanding job of defining core problems that need to be addressed. Though TRIZ and the various software products can also be used as problem definition tool, their greatest strengths are in resolving contradictions and solving problems defined by other techniques. Several major corporations including Motorola and Dow Chemical have joined these processes at the hip. What has not been so successful is the integration of TRIZ with other problem solving techniques, with which, in some sense, it competes. Usually, these other tools and processes have been used for a longer time within organizations and there can be legitimate challenge to a new tool that is not understood. Many of these tools have “champions” within organizations who feel threatened by a new process and go into a defensive posture. On the other hand, an organization can also use psychological assessment tools to assist individuals in career development. Though these types of tools are seldom direct competitosr to TRIZ, their use and knowledge is seldom used pro-actively in TRIZ problem solving sessions or in organizational implementation. Let’s review these other tools and discuss how they can be leveraged with TRIZ. 2. LINKING WITH PSYCHOLOGICALLY BASED CREATIVITY TOOLS AND PROCESSES 2.1 Creative Problem Solving(CPS)/”Brainstorming” This is probably the oldest known idea generation tool, having been developed by Osbourne and Parnes, advertising executives, in the 1950’s. At its core, it attempts to separate the inventive process into an idea generation phase and an idea evaluation phase. This allows idea generation in large quantity without the hindrance of criticism. Various techniques are used within each of these phases to improve the quality of ideas generated. First, there is simple brainstorming wherein a group is simply asked to generate ideas

without regard to any constraint. Additionally, more structured ideation techniques such as “SCAMPER” (Substitute, Combine, Adapt, Modify, Perform Other Functions, Eliminate, and Rearrange) are used. The 5 W’s (who, what, why, when, where) and H (how) are also used to better define the problem. Lastly, the ladder of abstraction asks the group to focus or broaden their view of the problem to enhance looking “outside the box”. These are all good idea generation and problem definition techniques, but as those in the TRIZ community know, these stimulation processes are somewhat random and do not necessarily have a particular link with the problem at hand. In addition, the knowledge and experience of those in the room limit the scope of the ideas generated. If the problem is relatively simple or requires only an incremental solution, these techniques may suffice. When attempting to bring TRIZ into a CPS culture, several techniques can be used to combine the two processes. First, the use of stimulating words and examples is a known concept to practitioners of CPS, so the use of Altshuller’s 40 inventive principles, even in random order as stimuli, can be tried. The explanation of where these principles came from will certainly cause an interesting discussion and enhance the interest in the rest of the TRIZ tools. Second, bringing in the concepts of the ideal final result and resources can be introduced within this phase to ask if the objective of the project is bold enough and whether all the available resources that could be used to solve it have been considered. Second, in any CPS session that moves into the evaluation phase, there will invariably surface many statements such as “that’s a good idea, but..”, which is another way of saying that the group has identified a contradiction. Time to bring out the whole contradiction table (not just the 40 principles), as well as the separation principles! In addition, if the problem is complex enough, the use of Su-Field modeling and diagramming tools from the various TRIZ software products can also be introduced to improve the group’s problem definition skills. Eventually, the group will discover the power of some of the TRIZ techniques and decide what types of problems could use the more powerful TRIZ techniques. For many simple problems, it may be very cost effective to simply add the basic TRIZ tools to the existing problem solving structure. 2.2 Six Hats™ and Lateral Thinking™ Edward DeBono, a world-renowned creativity expert, has developed several effective problem-solving tools based on separating the domains of thinking, as well as techniques to deliberately get people to think “outside the box”. The most widely used tool derived from DeBono’s work is the Six Hats™ Thinking Process wherein the creative problem solving process is deliberately segregated to maximize focus on any particular aspect and minimize contention between the various types of thinking. These six hats are color coded (blue, green, red, black, white, and yellow) and used to segregate the ideation and evaluation process. Four of these hats have overlaps with primary TRIZ tools. The point of this methodology is that everyone in the problem-solving group wears the same hat at the same time, maximizing output around one concept and process and not wasting energy on criticism and negativity.

First, the blue hat is used prior and during breaks to discuss the meeting processes itself. The red hat is used to allow participants to express emotional reaction to ideas or concepts, without necessarily requiring any logic or facts, i.e., “gut feel” reactions. These two hats do not have any serious counterparts in the TRIZ tool kit. However, the other four hats certainly do. The green hat is put on to require everyone to aggressively ideate without criticism. In DeBono’s techniques, additional techniques such as “po” (provocative operation) and “suppose…..” are used rather than just open up the floor to ideas. Under this hat, the 40 principles could be used at random applied against the problem. The separation principles could also be used as an idea stimulator. Lastly, the TRIZ concept of ideality or ideal final result could be used to trigger “out of the box” ideas. There’s no need to start a war about how the ideas are generated. Use some of the simple TRIZ tools to illustrate and then explain the entire process later when the curiosity rises. Also at this stage, the TRIZ concept of resources cannot be brought out as a way of achieving the ideal result without spending a lot of extra money on complicated additions to the process or product. The yellow hat is used to have everyone think about what is good or optimistic about this idea. Again, the ideality concepts can be brought out and used to make a good idea even better. The black hat is put on to have everyone think about what is potentially wrong with an idea. This is the time for individual and group criticism. Under this hat, the “reverse” TRIZ thinking process can be used as well as the TRIZ separation principles and the contradiction table. In the first case, the black hat thinking is accentuated and exaggerated to make sure that the group has thought about all the potential problems with an idea. In the second case, the black hat thinking may be coming from concerns about contradictions in performance or design of a product or process. TRIZ software diagrams can make sure that all issues relating to a system or product’s successful functioning can also be used. In white hat thinking, the question is asked, “what information is needed to evaluate the idea?” Under this hat, the TRIZ type questions relating to what other industries or technologies deal with the same type of problem, as well as technical data on a system’s performance or design, can be brought into the discussion. In addition, getting the group to think about resources available to achieve their desired result can be brought into play here. As we can see from the above discussion, the use of these tools does not have to be an either/or situation and appropriate items from the TRIZ tool kit can be brought in as needed to improve an already accepted process, opening the way for additional interest in TRIZ. The integration of TRIZ thinking tools and processes into other ideation processes will generate interest in exploring TRIZ in more depth.

3. LINKING WITH PSYCHOLOGICALLY BASED ASSESSMENT INSTRUMENTS It is a very unusual organization that hasn’t done at least some psychological assessment analysis with its employees. Usually this is done purely for career guidance reasons, but occasionally it is done to assist in team functioning and problem resolution. We will discuss two basic families of these types of tools. 3.1 Social Style Instruments The most widely used tools in this family have their roots in the pioneering work of Myers and Briggs, who recognized that there were significant differences in how people related to their social and problem solving environments. There are now several different offshoots of this basic methodology (16 Types™, etc.), but all use the same basic parameters of analysis. Many people are aware of their Myers Briggs profile as a four-letter acronym, i.e., ENTJ. Extroverted/Introverted (E/I) This first parameter assesses an individual’s preference for extroversion vs. introversion. Knowledge of this parameter can assist a TRIZ session leader in making sure that all people in the session are being heard, allowing him/her to know in advance who may be the “quiet ones” and need to be proactively drawn into the discussion. Intuitive/Sensing (iN/S) This second parameter evaluates how an individual assimilates information and data. Some people are very attuned to hard data, facts, and information—they tend to take in information through the five hard senses (Sensors), while others are more subjective in how they take in information (iNtuitives). They will tend to see the softer, indirect, relationship aspects of data. One of the simple classic tests to distinguish this difference is to ask someone to give words that describe a leaf. Sensors will say “green, veiny, or other words describing a hard physical aspect of the leaf. Intuitives will say words like “fluffy, light, shiny, reflective” or other words that are more descriptive of an indirect aspect of the leaf’s properties. This difference in data analysis can be used within a TRIZ session to separate analysis of ideas generated into direct and indirect effects. Thinking/Feeling (T/F) This parameter assesses how an individual treats the effects of action and implementation. The Thinker will care more about the bottom line impact, dollars and cents, and the practical side of new ideas. The Feeler will be far more concerned about the impact on the people side of the organization and how changes will affect morale, personnel practices, etc. These two differences in styles can be used to analyze the impact of ideas generated on the organization in different areas. The two groups could be separated and asked to analyze various ideas generated and then presented to each other to show the difference in analysis.

Perceiving/Judging (J/P) “Judgers” will want to come to decisions immediately after a problem solving session, while “perceivers” will want to gather more data, analyze additional options. There will be tension between these two camps on driving toward action plans and implementation. Again, knowing these differences in group participants would allow separation of short term and long term judgments and analysis of ideas and concepts generated. An example of a profile, determined by such, would be INTP. There are 16 possible combinations and thus a wide diversity in any group’s participants. These types are not evenly distributed in the population (for example, 75% of the population are “S”) and so it not good for TRIZ facilitators to assume some “normal” distribution for their group. Long standing hiring practices and cultural cloning will tend to warp even a normal distribution over time. We have seldom encountered a problem-solving group that is not aware of its Myers Briggs profiles. However, it has not always been possible to use the information proactively in the session. 3.2 Problem-Solving Style Differences A second very powerful tool is the Kirton KAI™ assessment tool, which measures an individual’s problem solving style. One can think of this instrument as assessing one’s relationship to the problem-solving environment and the problem itself. The KAI™ instrument contains 32 questions, answerable in 15-20 minutes and is globally validated. Examples of the types of questions would include:

• How easy or difficult is it for you to present yourself, long term and consistently,

as someone who: - Conforms? - Enjoys detailed work? - Is stimulating? - Is predictable? -

The output is a score ranging from 32-160 with the “norm” around 90 and a two-sigma deviation from 70-120. Sub-scores, which can vary significantly, highlight particular areas such as originality, rule/group conformity, and efficiency. The structure of typical TRIZ problem solving helps both sides of the KAI™ problem-solving spectrum in that it provides stimulus, via its basic concepts and software operators/examples, and structure, in the form of diagrams and models. This is a unique aspect of TRIZ inventive problem solving compared to other tools and processes. Prior to a TRIZ session, the KAI instrument can be completed by participants and then feedback provided as part of the TRIZ session. It is sometimes productive and educational to

segregate the group, via scores known only to the instructor, to illustrate how different people approach problem definition and solution ideas. In one case study, the KAI™ and TRIZ were combined to provide this feedback within a problem-solving group of 12 individuals from a multibillion-dollar specialty chemical company. The KAI™ scores were not only equally divided, but also segregated very strongly into adaptive (scores 80-85) and innovative (110-130) problem-solving styles. Each group was asked to diagram the problem they were addressing using the Innovation Workbench™ Problem Formulator™. Though the exact nature of the diagram and problem cannot be shared, the types of diagrams developed can be. Figure 1 shows the Problem Formulator™ diagram created by the more adaptive segment of the group. One can see the structure and organization apparent in the diagram and problem definition.

Figure 1: Problem Formulator™ Diagram Drawn by Low KAI™ (Adaptive) Profile

Individuals

Figure 2 shows the same basic problem diagrammed by the more innovative segment of the group, demonstrating the lack of need for structure and organization needed by this group.

Figure 2: Problem Formulator™ Diagram Drawn by High KAI™ Profile Individuals

There were also differences in the number of contradictions identified, but this cannot be tied directly to the KAI™ scores as this is seen frequently in TRIZ sessions. The discussion which occurred after the diagrams and their associated idea output were presented consisted of the following types of questions:

- Why do you see the problem that way? - How can you possibly make any sense of your diagram? - Why did you choose those particular ideas to pursue?

Links between exact problem definition and the KAI™ needs further research and study.

Summary and Conclusions The awareness and use of existing problem-solving methodologies in collaboration with TRIZ techniques is something that all TRIZ problem solvers should consider. We have suggested ways of using these tools together rather than getting into an endless debate about which tool is “better”. TRIZ is seldom introduced into an organizational or problem-solving vacuum and we must recognize that all tools have value to varying degrees and under different circumstances. An either/or approach to the use of TRIZ vs. other tools can be counter-productive. It is sometimes productive, both from an acceptance and functional efficiency viewpoint, to combine the strengths of multiple processes. The concepts of TRIZ can be a valuable addition to virtually any existing problem-solving tool. References Hipple, Jack “The Integration and Use of Myers Briggs Profiles within a TRIZ Problem Solving Session”, TRIZ Journal, January 2002 Hipple, Jack “The Use of the Kirton KAI™ Assessment Tool to Enhance TRIZ Sessions”, TRIZ Journal, March 2001 Hipple, Jack. “Getting TRIZ Accepted in a Very Busy World”, TRIZ Journal, October 2000 Hipple, Jack. “The Use of TRIZ Separation Principles to Resolve Contradictions of Innovation Practices in Organizations”, TRIZ Journal, August 1999 Hipple, Jack “The Use of TRIZ Separation Principles to Resolve the Contradictions of Innovation Practices in Organizations”, Altshuller Institute presentation, 1999 Resources www.kaicentre.com for the Kirton KAI www.aptt.com for DeBono’s Six Hats and Lateral Thinking www.cef-cpsi.org for Creative Problem Solving (CPS) and brainstorming ™ Innovation Workbench, Problem Formulator, and are registered trademarks of Ideation International ™ Six Hats and Lateral Thinking are registered trademarks of Edward DeBono and APTT ™Kirton KAI is a registered trademark of M.J. Kirton

04 How People Interact with Objects TRIZ ASIT ed-20030708[1].doc - 1 -

“How People Interact with Objects using TRIZ and ASIT”

TAKAHARA Toshio [email protected]

0. Preface I discussed “technology” and “institution” in human life in a previous article, then on this basis I made clear the position of “object” especially “process object” in problem solving and gave the grounds to the application area to which problem solving tools could apply. [1] In this article I consider how and when human being relates with “technology/institution”, which means how and when human being behaves in his/her life of operating on the outside world. Then I discuss the role of “process object” and “system object” which are the key concepts connecting life with problem solving tools. These will help each problem to be solved appropriately. ASIT (the acronym for “Advanced Systematic Inventive Thinking”) [3,4,5,7] is a thinking method derived from TRIZ (the Russian acronym for “Theory of Inventive Problem Solving”) to form the subset of TRIZ (“ASIT should be viewed more as complementing TRIZ than a replacement” [3]). I examine ASIT from the consideration mentioned above. Afterwards related examination on “the 40 principles” [9] of TRIZ and their relations with ASIT were also given. 1. “Technology” and “institution” in human being Among other creatures, the human being is characterized as having the indirect way of recognition and operation via medium. Mankind is the existence that has been accumulating these media between human being and the outside world. We call these increasing indirectness “culture”. What mediate between human being and the outside world are “common notion” or “entity”. Without these media human being recognize from or operate on the outside world only by personal notion and his/her body. Via this indirectness born by “entity” or “common notion” outside of his/her personal notion and body, human being could have been recognizing and operating much better than without these and also much better than other creatures. “Culture” born by “entity” and “common notion” is the essence of the human being. [1,2] As to “culture” in the area of human’s operation on the outside world we have three axes to consider. The first axis is by what they are born. What mediate between the human being and the outside world in the area of operation on the outside world? What is the “entity” by which the human being operates on the outside world and expands his/her ability of operation? It is the “technical means” or “technical system” as a set of “technical means”.


Examples of “technical system”: A hammer, an arrow, a folk and a spoon, clothes, a house, a motor car, a computer And the phase of “culture” born by “technical means” or “technical system” is called “technology”. Second question is what the “common notion” by which the human being operates on the outside world and expands his/her ability of operation is. The human being made up “common notion” arbitrarily to get along with others concerning his/her behavior. The phase of “culture” born by “common notion” or “institutional system” as a set of “common notions” made up arbitrarily is called “institution”. [2] Examples of “Institutional system”: Law, language, moral, government, company, home, group In the area of operation on the outside world “technology” born by the “technical means” or “technical system” and “institution” born by “common notion” or “institutional system” are made and made use of. [1,2] The second axis is the affecting direction between “technology/institution” and the human being. This axis is for how “technology/institution” works. We have five phases as to direction. 1) “make” phase 2) “manage” phase 3) “use” phase In these three phases the human being has intentional relation with “technology/institution”. 4) “affect” phase 5) “be affected” phase In these two phases the human being has unintentional relation with “technology/institution”. In “make” phase we actively construct or change technical systems or institutional systems. In “manage” phase we manage to work out well using current technical systems or institutional systems. In “use” phase we simply make use of existing technical systems or institutional systems. In “affect” phase, we affect “technology”, “institution” and the outside world without intentional use of technical systems or institutional systems. “Technical system” or “Institutional system” can be changed or destroyed not intentionally in “affect” phase. In “be affected” phase, we are passively and affected by “technology”, “institution” and the outside world not intentionally. The third axis is time. This axis is for when “technology/institution” works. In “use” phase, “affect” phase and “be affected” phase we perform simply in real-time domain. In “manage” phase, we manage to go well according to the situation, in other word we collect information about the situation and decide the images of “object” by which we should act in advance then immediately realize that image in the real world. In this sense we perform in semi-real-time domain in “manage” phase. On the other hand “make” phase is to select and decide the image of “object” as to “technology” and “institution” before their realization in the real world in advance. This making action is done in semi-real-time domain or in batch environment.


Ordinarily making “technical system” consists of designing the image of “object” logically and afterwards manufacturing it physically in batch environment. These making actions are followed by their realization in the real world in real-time domain as a “use” phase. On the other hand usually making “institutional system” is in the semi-real-time domain soon followed by “manage” phase also in the semi-real-time domain. These are shown in Table 1. Table 1 “Technology/institution” in time domain

Time domain Culture Phase Batch Semi-real-time Real-time

Make X(usually) Manage X

Technology

Use X Make X(usually)

Manage X

Institution Use X

2. System object and process object Here an “object” is everything to be selected and decided to solve a problem or to design something. Thus we can grasp that “object” is not only “system object” in space domain consisting of the element of technological system or institutional system to make but also “process object” in time domain consisting of the element of process of system action or human action. [1] This classification is from the viewpoint of time domain and space domain. As “process” is a series of action of system or human being, and large process itself may have several processes in it in some cases, therefore “process object” is process itself or action as element of process. [1] “System design” is simply to decide the contents of “system object” or to solve a “system problem”. “Process design” is simply to decide the contents of “process object” or to solve a “process problem”. The relations between applied area and “object” are shown in table 2. Technical area has component of technical system as system object and process or action of technical system as process object. Institutional area has component of institutional system as system object and process or action of institutional system as process object. Personal area has process or action of human being as process object only. [1] Table 2 Applied area and “object”

System Object Process Object Object Area

Component of

Technical System

Component of

Institutional System

Process of

Technical system

Process of

Institutional System

Process of

Human being

Technical X X Institutional X X Personal X


3. The role of system object and process object The relations between five phases and “object” are shown in table 3. In “make” phase we actively construct or change “system object” and “process object” by using existing “system object” and “process object”. In “manage” phase we manage to go well by using existing “system object” and “process object” and changing “process object” according to the situation. In “use” phase we make use of current systems by using existing “system object” and “process object” but do not change any object except “state”(“state” in process object can be changed in “use” phase). In “affect” phase, table 3 shows that we affect “technology”, “institution” and the outside world without intentional dealing with technical systems or institutional systems. “Technical system” or “Institutional system” can be changed or destroyed not intentionally in “affect” phase. Table 3 Five phases of “technology and institution” and “object”

Time Domain Used Object Changed Object Phase Batch Semi-real-

time Real

-Time System Object

Process Object

System Object

Process Object

“Make” X X X X X X “Manage” X X X X “Use” X X X (X) “Affect” X (X) (X) “Be Affected” X

From table 2and table 3 we obtain table 4 in “make/manage/use” phase. Table 4 Applied area, Five phases of “technology and institution” and “object”

Time Domain Used Object Changed Object Area Phase Batch Semi-rea

l-time Real

-Time System Object

Process Object

System Object

Process Object

“Make” X (usually)

X X X X

“Manage” X X X X

Technical

“Use” X X X (X) “Make” X

(usually) X X X X

“Manage” X X X X

Institutional

“Use” X X X (X) “Make” X

(usually) X X

“Manage” X X X

Personal

“Use” X X (X) Table 3 and 4 tell us importance of real-time or semi-real-time domain and “process object” in problem solving tools. Especially in institutional area and personal area, practically “manage” phase has an important role in problem solving tools, as compared with technical area that has usually great importance in “make” phase.


Some examples are as follows. Example 1 Technical system: a motor car System object: technical means consisting of hardware and software (in case of design) Process object: running process Process object: ---(in case of driving operation) Example 2 Technical system: operating system System object: technical means consisting of software (in case of design) Process object: running process Process object: ---(in case of operation of PC) Example 3 Technical system: medical care system System object: technical means consisting of medical instruments and knowledge base Process object: service processes of examination, diagnosis and treatment Example 4 Institutional system: an organization of company System object: “common notion” with regard to an organization of company born by members of company and the other concerned people. Process object: business processes of management Example 5 Institutional system: the law in the nation System object: “common notion” with regard to the law in the nation born by the members of the nation Process object: processes of prosecution, defense and trial. 4. ASIT In ‘‘Introduction to ASIT’’ Roni Horowitz said simply and wonderfully about the transformation from the problem world into the solution world as follows. ‘‘How are problems solved? Changes are made to the problem world. Objects are added, removed and changed until we reach the new world in which the problem disappears or is dramatically reduced. This is the solution world.’’ [5] To adapt ASIT to “process object” explicitly under “the Closed World Condition” (“The inventive solution world does not introduce new kinds of objects that do not appear in the problem world.” [5 p.33]), the framework is as follows. For both “process object” and “system object”, we can #1 add “system object” or “process object” using multiplication tool *1,


Example 1: The kid does not tell the story to the parent. To tell a new story about the day at kindergarten will make the kid tell his/her own story. [4] Note 1 Area: institutional--home Phase: manage Object: process object Note 1: In this example of “ASIT’s Five Thinking Tools with Examples” [4] Roni Horowitz set a list of problem objects as follows {Kid, Story about his/her day, TV, parent}. But according to the intention of this article to deal with the “process object” explicitly the list ought to be {Kid, action to tell story about his/her day, action to watch TV, parent}. #2 add function of existing “system object” or “process object” using unification tool *2, Example 2: Wheel game (part 1 tight bolt): I have a flat tire. I loosened three bolts of this tire. But one bolt is too tight to loosen. I must loosen this bolt by wrench and jack. (Solution: The system to put the wrench on the problematic bolt and to place the jack under the handle of the wrench using the power of the jack to unscrew the bolt. [8]) Note 2 Area: technical Phase: make Object: system object Note 2: Among the twelve simulation games in “Creative Thinking” CD-ROM [8], ten games including above example are for “process design” problems. Only in “Prison game” and “Wheel game (part 1 tight bolt)”, we design lighting system and system to loosen bolt respectively. #3 remove “system object” or “process object” using object removal tool *3, Example 3: “Currently, helicopter pilots are unable to escape the helicopter in case of technical problems. A good solution would be to eject the pilot upward before he parachutes down. But this is impossible because of the danger of being hit by the rotor. (Solution: The rotor will be removed just before the pilot is ejected)” [4] Area: technical Phase: make Object: system object #4 change “system object” or “process object” using division tool(including the case of changing object using “breaking symmetry” tool) *4, Example 4: The Boomerang, a light twin-engine airplane having asymmetrical shape designed by Burt Rutan [6] Area: technical Phase: make Object: system object


Example 5: Three men decided to have a barbecue. Their grill was only big enough for two steaks, and of course they wanted to barbecue three. Grilling each side of the steak takes 10 minutes. How is it possible to grill three steaks in 30 minutes? [5] Area: technical Phase: manage Object: process object and/or #5 change attribute of “system object” or “process object” using breaking symmetry tool *5. (We need to check symmetry in space, in time or group symmetry. [5]). [3,4] Example 6: The Millennium Bridge having curved shape [6] Area: technical Phase: make Object: system object Example 7: Coin game: There are six bags with gold coins. One of them contains the real gold coins. All the other contains the fake coins. Real gold coin weighs eleven grams. Fake coin weighs ten grams. There is a scale to measure them. You have only one chance to measure coins. Identify the bag with the real coins. [8] Area: technical Phase: manage Object: process object Example 8: Change the strength or speed of action according to the circumstance. Area: any Phase: manage Object: process object Here five thinking tools are as follows. *1: Multiplication: Solve a problem by introducing a slightly modified copy of an existing “system object” or “process object” into the current system or process [3-7] (I slightly changed that of [3,4]). *2: Unification: Solve a problem by assigning a new use to an existing “system object” or “process object” [3-7] (I slightly changed that of [3,4]). *3: Object Removal: Solve a problem by removing an object from the system or process [3-7] (I slightly changed that of [3,4]). *4: Division : Solve a problem by dividing an object and reorganizing its parts (including the case of changing object using “breaking symmetry” tool) [3-7]. *5: Breaking Symmetry: Solve a problem by changing a symmetrical situation into an asymmetrical one [3-7]. We obtain table5 in summary.


Table 5 Operations of ASIT Tools and Objects Object Operation

System Object

Process Object

Object Using Multiplication Tool *1 X X Add Add

Function of Existing Object Using Unification Tool *2

X X

Remove Object Using Object Removal Tool *3 X X Object Using Division Tool(including the case of Changing object using “breaking symmetry” tool) *4

X X

(Symmetry in Space) X (Symmetry in Time) X

Change

Change Object Using Breaking Symmetry Tool *5 (Group Symmetry) X

x: available Table 5 and some examples show ASIT has the great ability to deal explicitly with both “system object” and “process object” by its own logic without using analogy. 5. The 40 principles” in TRIZ and ASIT Here I examine “the 40 principles” [9-14] of TRIZ from the viewpoint of the axis “function/structure” and the axis “abstract/concrete”. Needless to say generally “principles” are always “abstract”. On the other hand the difference between “abstract” and “concrete” is relative according to the situation, so here “abstract” level is set very high. And as many of TRIZ practioners know, “the 40 principles” of TRIZ include apparently “physically specific” principles in them. But here I leave them as they are, although some of the versions of the 40 principles in TRIZ journal (such as [11,12]) deal with them in very abstract and sophisticated way. These are shown in table 6. Among “the 40 principles” in TRIZ, next ones are literally named “action” which is “process object” as “action as element of process”. Principle 09: Preliminary anti-action Principle 10: Preliminary action Principle 16: Partial or excessive actions Principle 19: Periodic action Principle 20: Continuity of useful action The other principles (such as: Principle 13/15/18/21/22/23/24/25) also have many “process” factors to be treated as “process objects”. But considering the relation between “the 40 principles” of TRIZ and ASIT, I leave the difference between “system object” and “process object” both in “the 40 principles” and in ASIT out of consideration here. Under this limitation the relation between “the 40 principles” of TRIZ and ASIT is as follows and also


shown in table 6. Multiplication: (introduce a slightly modified copy of an existing object into the current system or process) refers to the next principles of TRIZ. Principle 03: Local quality Principle 05: Merging Principle 08: Anti-weight Principle 09: Preliminary anti-action Principle 10: Preliminary action Principle 11: Beforehand cushioning Principle 12: Equipotentility Principle 15: Dynamics Principle 17: another dimension Principle 18: Mechanical vibration Principle 20: Continuity of useful action Principle 22: “Blessing in disguise” or “Turn Lemons into Lemonade” Principle 23: Feedback Principle 24: “Intermediary” Principle 25: Self-service Principle 33: Homogeneity Principle 36: Phase transitions Principle 37: Thermal expansion Unification: (assign a new use to an existing object) refers to the next principles of TRIZ. Principle 06: Universality Principle 20: Continuity of useful action Principle 22: “Blessing in disguise” or “Turn Lemons into Lemonade” Principle 25: Self-service Principle 34: Discarding and recovering Object Removal: (remove an object from the system or process) refers to the next principles of TRIZ. Principle 02: Taking out Principle 34: Discarding and recovering Division: (divide an object and reorganizing its parts) refers to the next principles of TRIZ. Principle 01: Segmentation Principle 07: “Nested doll” Principle 13: “The other way round” Principle 15: Dynamics Principle 17: another dimension Principle 23: Feedback Breaking Symmetry: (change a symmetrical situation into an asymmetrical one) refers to the next principles of TRIZ. Principle 03: Local quality Principle 04: Asymmetry


Principle 07: “Nested doll” Principle 11: Beforehand cushioning Principle 14: Spheroidality - Curvature Principle 15: Dynamics Principle 16: Partial or excessive actions Principle 18: Mechanical vibration Principle 19: Periodic action Principle 21: Skipping Principle 32: Color changes Principle 35: Parameter changes Principle 37: Thermal expansion Principle 40: Composite materials Table 6 shows the following fact. 1. ASIT covers 32 principles. Multiplication Tool: 18 Unification Tool: 5 Object Removal Tool: 2 Division Tool: 6 Breaking Symmetry Tool: 14 (Total 45: 13 principles are double counted) 2. The eight principles that ASIT does not cover are as follows. Principle 26: Copying Principle 27: Cheap short-living objects Principle 28: Mechanics substitution Principle 29: Pneumatics and hydraulics Principle 30: Flexible shells and thin films Principle 31: Porous materials Principle 38: Strong oxidants Principle 39: Inert atmosphere All these principles refer to replacing or substituting, and many of them are “physically specific”. (And Roni Horowitz said “ASIT does not allow substituting at all because of the Closed World principle”. [15])


The 40 Principles of TRIZ

abstract structure

abstract function

concrete structure

concrete function

physically specific

*1 Multiplication (adding object)

*2 Unification (adding function of existing object)

*3 Object Removal

*4 division

*5 Breaking Symmetry

Principle 01: Segm entation x x x Principle 02: Taking out x x x Principle 03: Local quality x x x x Principle 04: Asym m etry x x x Principle 05: M erging x x x Principle 06: Universality x x x Principle 07: “Nested doll” x x x x Principle 08: Anti-w eight x x x Principle 09: Prelim inary anti-action x x Principle 10: Prelim inary action x x Principle 11: Beforehand cushioning x x x Principle 12: Equipotentiality x x Principle 13: “The other w ay round” x x x Principle 14: Spheroidality - C urvature x x Principle 15: D ynam ics x x x x x Principle 16: Partial or excessive actions x x Principle 17: another dim ension x x x x Principle 18: M echanical vibration x x x Principle 19: Periodic action x x Principle 20: C ontinuity of useful action x x x Principle 21: Skipping x x Principle 22: “Blessing in disguise” x x x Principle 23: Feedback x x x Principle 24: “Interm ediary” x x x Principle 25: Self-service x x x Principle 26: C opying x x Principle 27: C heap short-living objects x Principle 28: M echanics substitution x Principle 29: Pneum atics and hydraulics x Principle 30: Flexible shells and thin film s x Principle 31: Porous m aterials x Principle 32: C olor changes x x Principle 33: Hom ogeneity x x x Principle 34: D iscarding and recovering x x x x Principle 35: Param eter changes x x x Principle 36: Phase transitions x x Principle 37: Therm al expansion x x x Principle 38: Strong oxidants x Principle 39: Inert atm osphere x Principle 40: C om posite m aterials x xN ote: "O bject" contains both "system object" and "process object".

type of principles ASIT tools

Table 6 The 40 Principles of TRIZ and ASIT


6. Conclusion I considered the way human being behaved in life relating with “technology/institution”. In this context I considered the role of “process object” and “system object”. I examined ASIT from the consideration mentioned above to find ASIT has the great ability to deal explicitly with “process object” without using analogy. Afterwards, related examinations of “the 40 principles” of TRIZ and their relations with ASIT were also given. These explanations and tables may help students of TRIZ and ASIT decide what tools and methods to use in a variety of situations. Lastly I express my most sincere gratitude to Dr. Roni Horowitz and Dr. Ellen Domb for their kind comments. References [1] Takahara Toshio, “Application Area of Thinking Tool or Problem Solving Tool”, The TRIZ journal, http://www.triz-journal.com/archives/2003/06/e/05.pdf, Jun.2003. [2] Takahara Toshio, “A Study on Ideal Technology and Information Network Systems”, The Journal of the Japan Society of Applied Science, Vol.4 No.1, Feb.1990 (in Japanese). [3] Roni Horowitz, “From TRIZ to ASIT in 4 Steps”, The TRIZ journal, http://www.triz-journal.com/archives/2001/08/c/index.htm, Aug.2001. [4] Roni Horowitz, “ASIT’s Five Thinking Tools with Examples”, The TRIZ journal, http://www.triz-journal.com/archives/2001/09/b/index.htm, Sept.2001. [5] Roni Horowitz, “Introduction to ASIT”, http://www.start2think.com/, Mar. 2003. [6] Roni Horowitz, “ASIT newsletter e-book 1”, http://www.start2think.com/, 2001. [7] “ASIT Premier online course” http://www.start2think.com/ [8] “Creative Thinking” CD-ROM Professional Edition, http://www.invention-highway.com/, Compedia&BCI software, 1999. [9] Genrich S. Altshuller, “40 Principles: TRIZ Keys to Technical Innovation”, Translated by Lev Shulyak, Technical Innovation Center, Worcester, MA. 1998. [10] Karen Tate and Ellen Domb, “40 Inventive Principles with Examples”, The TRIZ journal, http://www.triz-journal.com/archives/1997/07/b/index.html, Jul.1997. [11] Darrell Mann and Ellen Domb, “40 Inventive (Business) Principles with Examples”, The TRIZ journal, http://www.triz-journal.com/archives/1999/09/a/index.htm, Sept.1999. [12] John Terninko, “40 Inventive Principles with Social Examples”, The TRIZ journal, http://www.triz-journal.com/archives/2001/06/a/index.htm, Jun.2001. [13] Darrell Mann and Conall Ó Catháin, “40 Inventive (Architecture) Principles with Examples”, The TRIZ journal, http://www.triz-journal.com/archives/2001/07/b/index.htm, Jul.2001. [14] Darrell Mann and Barry Winkless, “40 Inventive (Food) Principles With Examples”, The TRIZ journal, http://www.triz-journal.com/archives/2001/10/b/index.htm, Nov.2001. [15] Richard Kaplan, “ASIT Compared to Scamper for Devising New Products”, The TRIZ journal, http://www.triz-journal.com/archives/2001/12/d/index.htm, Dec.2001. About the Author TAKAHARA Toshio graduated in electric-communication engineering from Waseda University in


Tokyo Japan. He joined FUJITSU Limited where he mainly engaged in river management as a designing engineer and a consultant. Before retiring an affiliated company of FUJITSU in 2002 he engaged in quality management concerning ISO9001 for a few years. In the study of quality management and design method at the affiliated company of FUJITSU, he met TRIZ in 2001. His today’s interest is in culture theory, pre-communication processes, documents, design method and problem solving tools. His e-mail address: [email protected] His homepage URL: http://www.geocities.co.jp/WallStreet/2744/ (almost in Japanese)

(photo: May 01, 2003)

Introducing Matrix 2003. New research and a new format for the popular TRIZ tool.

By Drs. Ellen Domb and Michael Slocum [email protected]

We are very pleased to announce the publication of Matrix 2003 by Darrell Mann and Simon Dewulf of CREAX and Boris Zlotin and Alla Zusman of Ideation International. The matrix is an important fundamental element of the TRIZ body of knowledge and as such should be utilized in order to foster a basic understanding of the empirical foundation for some of the TRIZ elements. The use of the matrix has limitations but when those limitations are understood and improved (we think Matrix 2003 does some of both) its functionality is increased. We will not write a traditional review—the editors of the TRIZ Journal have been at various times friends and collaborators with Simon and Darrell, and student/co-teacher (through the Altshuller Institute) with Alla, and Boris’ students, it would be hard to take the traditional position of the unbiased reviewers. Basic information: Matrix 2003. 140 Pages. Published 2003 by CREAX, Ieper Belgium. Price: $US30 or 29Euros. A portion of each sale will be donated to the Altshuller family. In Canada, US, and Mexico, order from www.ideationtriz.com. The rest of the world should use the order form at www.creax.com in the Books section. There will be volume discounts to encourage TRIZ teachers to use the books in classes. Contact the distributor for your region for details. The book, and the accompanying large format matrix, are the culmination of several years’ research and the analysis of over 150,000 patents issued between 1985 and 2003, undertaken to discover whether new patents follow or diverge from the patterns found in the earlier research by Altshuller and his colleagues. It follows the general format of Altshuller’s matrix (see the July 1997 issue of the TRIZ Journal for a basic tutorial and a downloadable copy) with 48 parameters instead of the original 39. The 40 principles familiar to all beginner TRIZ students (and readers of the TRIZ Journal, since we have published 10 sets of examples for a wide variety of fields) have been preserved, and have been supplemented with 37 combinations of principles that occur frequently. One difference is that there are no blank cells, other than the diagonal of the matrix. If there were not enough cases to populate a particular cell, the authors met with experts in that area and developed a consensus set of useful principles. The emphasis in the structure of the book is on understanding the parameters, and the principles that are frequently used to solve problems involving that parameter. For example, the page on Energy Used by a Moving Object has a very complete definition, a list of synonyms, three principles that should always be considered, ten more principles in decreasing order of frequency that should be considered, and 15 combinations of principles that are likely to be helpful. This lets the user access the principles without defining a contradiction. Then, for cases where the contradiction is well defined, there is

a table listing each of the parameters in the matrix as it relates to improving the energy, and the most frequently used principles for each parameter. Both CREAX and Ideation International are software developers and suppliers, and users of their products are no-doubt interested in how the new matrix will be introduced into the software. A variety of options are in work—if you are a user of either company’s software, check their website frequently in the next few months. CREAX has developed several combinations of software and the book, and upgrades to existing products. The TRIZ Journal editors commend CREAX and Ideation International for making the information available in a relatively inexpensive book first, before developing the software and combined packages. We will have an extensive article on the new matrix in the December 2003 issue of the TRIZ Journal. We encourage our readers to get this book, and to use it in real problem solving. We will collect your comments, and publish them along with the authors’ report on the research. Send your comments to [email protected] Congratulations to the authors and to their unique collaboration. It is easy to see that a major piece of research has gone into this, and how useful it will be to major constituencies

1. TRIZ teachers, who will be able to spend much more time teaching people to use this powerful, beginner-friendly tool, and much less time explaining the deficiencies, work-arounds, etc., of the original matrix.

2. TRIZ practioners, especially beginners, with the definitions of each of the parameters and the inclusion of the synonyms, and the resolution of apparent conflicts (energy vs. loss of energy, amount of information vs. loss of information) in the parameters.

3. TRIZ practioners at all levels, who can use the “Averaged lists of principles” in combination with the definition of the parameters, rather than the matrix, in situations where the need to achieve a function is the paramount issue, rather than a conflict between the desired parameter and an opposing one. Perhaps this is a “soft” entry into the use of what is called Functions or Scientific Effects or Benchmarking. It is a very good way of showing that TRIZ is not a collection of separate tools, but multiple different ways of viewing the human history of solving problems.

We think that this book will start the TRIZ community on a very healthy series of discussions and debates on all the TRIZ tools, and on programs of research, using modern methods of search and semantic analysis, to develop new tools and enhance the usefulness of older tools. We ask all our readers to study the new matrix, use it on real problems, and let us know what you think!

Case Study Applying the TRIZ Methodology to

Machine Maintenance

John Cooney Academic Researcher

School of Business and Government National University of Ireland, Cork

[email protected]

Darrell Mann Director

CREAX nv, Ieper, Belgium [email protected]

Barry Winkless Creax, Ireland

[email protected]

Abstract There is an overriding need to develop systems which prevent system failures and reduce the effects of system breakdowns. To achieve this the maintenance system needs to be constructed around process control and monitoring systems which are supported by both enabling technologies and methodologies. This paper adopts the TRIZ methodology to derive solutions based on the 40 inventive principles for a problem relating to a yoghurt bottle filling process.

Keywords; Maintenance; TRIZ; Function Analysis; New Contradiction Matrix; Case Study 1 Introduction For the majority of companies, maintenance represents a very significant function within the production system. The increase in automation and the complexity of the control systems involved have made the reliability of equipment even more important (Cooney et al., 1999). Maintenance is performed to eliminate system failure traps and hazards in order to ensure that equipment continues to work within design tolerances and specifications (Cooney, 2001). This ensures that the defined functions and standards of operations of the plant and equipment are capable of being performed for the required period (Ashayeri et al, 1996; Lauer and Strauβ,1993).

Maintenance systems are dynamic because they are influenced by other factors within the system, for example, intuition, judgements and budgets. The dynamics of both the plant, equipment and the inherent characteristics of the materials used in production and maintenance. All of these factors have a direct impact on the behaviour of the maintenance system over time and on its underlying structure, strategies, processes and decision rules.

Hoffman (1991), suggests that maintenance is, first and foremost, the “difficult error localisation at numerous interfaces among products, systems and technical processes”. The task of error localisation must be now performed in a world of ever increasing technological sophistication. This has resulted in the maintenance function and its management becoming more complex. Consequently, there is a greater dependence on enabling technologies and methodologies to monitor and diagnose the causes of system failures traps and hazards and rectify the root cause (Cooney, 2001). A maintenance failure can be seen as the inability to produce work in the appropriate manner. Thus, equipment that deteriorates and consequently produces work of inferior quality or at a high cost is said to fail. Therefore, when a system fails, maintenance must be centred, firstly, on

eliminating the source of the fault and, secondly, on a return to the normal operative mode as rapidly as possible (Ayerbe, 1995).

This maintenance case study applies the TRIZ methodology to assist solve a maintenance problem for a yoghurt drinks production system. The focus is placed on identifying the cause for bottles being damaged at the bottle un-scrambling machine. This is important since any damaged bottles that are allowed to enter the production system are highly likely to cause further system failures later in the process. Function analysis models are developed for three “time scenarios” concerning the un-scrambler machine. The original problem definition which was defined as “uncapped bottles” has being more clearly identified and redefined as “defective bottles”. The redefined problem definition is mapped on to the new contradiction matrix (Mann et al, 2003) and suggested solution are developed based on the 40 inventive principles. 2 Yoghurt Drinks Production System The yoghurt drinks production system (Figure 1.1) consists of the following equipment: Beckum-bottle blowing moulding machine; Kamann-bottle unscrambler machine; Combina-labeler; Preston-dater; Serac-filling machine; Zalkin-bottle capping machine; Shrink wrapper and a conveyor system.

Figure 1.1 Yoghurt Drinks Production System 3 Production System Processes The flow diagram (Figure 1.2) illustrates the yoghurt drinks production system processes. The production of the final product involves two primary manufacturing processes and nine assembly process. 3.1 Manufacturing Processes The manufacturing processes involves: 1. Blow moulding 200ml, 400ml and 750ml bottles. 2. The “yoghurt drink” manufacturing processes. 3.2 Assembly Processes The assembly processes involves: 1. The moulded bottles are transferred by vacuum suction to a bottle storage tank (silo). The silo

has the capacity to store one hundred and eighty thousand, 200ml bottles. 2. The bottles are released by a pusher from the base of the silo on to a link-conveyor that feeds the

buffer storage tank. 3. The step conveyor feeds the bottles into the bottle-unscrambler machine which supplies the

bottles in the correct orientation on to the link-conveyor system. 4. A link-conveyor feeds the bottles at an average rate of one hundred and twenty bottles per minute

to the labelling machine where the appropriate product label is secured to the bottles. 5. The labels are then stamped with the “sell by” date. 6. The labelled and date stamped bottles are transferred by the conveyor to the Serac filling machine

where the product is filled into the bottles through eight filling heads.

7. The filled bottles are transferred to the Zelkin capping machine to secure the product in their bottles. The bottle caps are fed from the caps silo to the capping heads through a gravity chute.

8. The conveyor transfers the secured bottled product to the packing area where it is either shrink-wrapped or manually packed into outer boxes for stacking on pallets.

9. The stacked pallets are transferred by fork-lift-truck to the cold store for distribution.

Figure 1.2 Process Flow Diagram:- Yoghurt Drinks Production System

4 Data and Information Analysis The maintenance log sheets for a nine month period were examined and analysed to establish both the level of maintenance performed and maintenance times for the system. A sample of Operator Downtime Reports (ODR’s) were chosen for examination and analysis to establish the downtime for the yoghurt drink production system. 4.1 Analysis -Maintenance Log Sheets Figure 1.3 shows the system’s mechanical and electrical repairs and repair times for the nine month period. The production system required a greater number of mechanical repairs than electrical repairs. There were 368 mechanical repairs and 261 electrical repairs. The total repair times for the period were 704 hrs. for mechanical and 423 hrs. for electrical maintenance.

Mechanical maintenance of the system accounts for 58% of total system repairs and 62% of the total system repair times.

Figure 1.4 presents a breakdown analysis for the repairs and repair times corresponding to the Figure 1.3 data, but now broken down into the different stages of the process. From Figure 1.4 the following can be observed:- 1. The number of mechanical maintenance requests varied from a low of 13 for the Preston-dater to

a high of 129 for the Shrink-wrapper. Electrical maintenance requests ranged from a low of 5 for the conveyor system to a high of 70 requests for the Serac filling machine.

2. The total mechanical maintenance repair times for individual machines varied from a low of 22 hrs. for the Serac and Preston machines to a high of 245 hrs for the Shrink-wrapper machine. In the case of electrical maintenance the repair times varied from a low of 1.5 hrs. for the Kamann-bottle un-scrambler to a high of 127 hrs. for the Blow-moulding machine.

No. Mech.Repairs

No. Elec.Repairs

Mech.Repair

Time(hrs)

Elec.Repair

Time(hrs)

0

100

200

300

400

500

600

700

800

No. Mech.Repairs

No. Elec.Repairs

Mech.Repair

Time(hrs)

Elec.Repair

Time(hrs)

No. Mech. RepairsNo. Elec. RepairsMech. Repair Time(hrs)Elec. Repair Time(hrs)

Unit

Figure 1.3 System Mechanical /Electrical Repairs and Repair Times

Figure 1.4 Pareto Diagram for Repairs and Repair Times

4.2 Analysis-Operator Downtime Reports

Additional to this data were overall downtime reports as logged by operators. Figure 1.5 shows the Pareto diagram for the causes of downtime. The figure shows that 80% of the production system downtime can be attributed to the Zelkin-capper, shrink-wrapper, Preston-dater and Serac-filling machine. The major cause for the downtime is the Zelkin-capper machine which accounts for 31% of the total system downtime.

Figure 1.5 Pareto Diagram for Equipment Downtime

Further analysis of the shrink-wrapper machine highlighted the fact that uncapped bottles was a significant contributor to its down-time. In other words, there was a downstream effect from failures in the capping machine. Taken all together, the data and Pareto analyses appeared to suggest that solving the ‘uncapped bottles’ problem was a good area to focus maintenance improvement activities. 4.3 Cause and Effect of Uncapped Bottles

Figure 1.6 illustrates the causes of uncapped bottles. The causes were identified through discussions with operators, maintenance personnel, production supervisors and observation of the equipment. Machine failures were due to mechanical, pneumatic, quality and maintenance causes with several potential causes in each category.

Figure 1.6 Cause and Effect Diagram for Uncapped Bottles 5 Function Analysis The cause and effect diagram served mainly to demonstrate a bewildering array of complexity and thus potential sources of improvement in the system. This kind of analysis, while useful, is not very helpful when it comes to identifying what things we should actually do to improve the system. It was at this point that it was decided to construct functional models of the overall process in order to try and manage the system complexity. 5.1 Problem Definition To help define the problem definition of “uncapped bottles” more clearly Function Analysis models were developed (Mann, 2002). The system factors that were taken into consideration when developing the Function Analysis models included: 1. Identification of the un-scrambler machine components. 2. Identification of the positive functional relationships. 3. Identification of the negative, insufficient and excessive relationships. Because such a large factor in the overall maintenance of the system was seen to relate to uncapped bottles, the function analysis models at each stage of the process (Figure 1.1) placed the bottles at the centre of the diagram and paid particular attention to relationships connected to the bottles. The first thing that became apparent during the construction of these models was that the only parts of the process in which ‘harmful’ or ‘insufficient/excessive’ relationships were present in relation to the bottles occurred in the Kamann Unscrambler Machine. 5.2 Function Analysis of Machine For The Unscrambler Figure 1.7 illustrates the resulting function analysis model for the un-scrambler machine.

5.2.1 Machine Components It can be observed that the components of the un-scrambler machine include Bottles, Conveyor, Pushers, Bottle Hanger, Bottle Chute and Wooden Sliders:

Figure 1.7 Partial Function Analysis For Unscrambler Machine With respect to the harmful relations, manifestations observed by operators included: (i) Crushed sides walls. (ii) Indents on bottle base. (iii) Indents on bottle neck and lip. What became clear during the overall function analysis process was that after the unscrambler process, although there were no other places where the system had negative effects on the bottle, there were several instances where the bottle could now have a negative effect on other components. The damaged bottles created in the unscrambler, in other words, are then fed to the labelling, dating, filling, capping and packaging stages of the production system and were seen to be causing problems in those parts of the system.

5.3 Problem Definition Redefined The function analysis models are not only of benefit for defining more clearly the “problem definition” for the un-scrambler machine. They can also be utilised to categorise the problem into “problem type” in order to select the appropriate TRIZ tool to help find a solution. The original “problem definition” was defined as “uncapped bottles”. However, when the function analysis diagrams for the unscrambler were drawn (Figure 1.7) it became apparent that the real problem is damaged bottles exiting the machine after the unscrambling stage. Therefore, it was concluded that the problem definition can be better defined as “defective bottles” entering the production system. Figure 1.8 illustrates some of the output produced by the analysis of the types of problem identified by the CREAX Innovation Suite software. We will typically use this kind of analysis to guide our approach to solving the problems present in the system. Thus, for example, it suggests the use of ‘knowledge’ and ‘trends’ tools to help explore alternative ways of designing the system. For the purposes of this article, however, we decided to focus on the contradictions tools.

Figure 1.8 Problem Analyser Output For Unscrambler Function Model

6 Contradiction Matrix 6.1 Mapping the Problem The redefined problem definition of “defective bottles” and the functional relationships defined during the Function Analysis demonstrated the presence of a number of contradictions in the unscrambler system. These contradictions were mapped on to the new Contradiction Matrix (Mann et al, 2003) in order to derive suggested solutions based on the 40 inventive principles (Mann 2002). From Figure 1.7 it was observed that the Pusher, Hanger and other bottles performed both positive and negative effects on the bottle. This indicates the presence of contradictions. These contradictions could be formulated as Physical Contradictions (for example; ‘I want the pusher and I don’t want the pusher’ or ‘I want the hanger and I don’t want the hanger’) or – as we chose to do – be reformulated as technical contradictions. In this case, we need to ask the question ‘why’; ‘why do we want the pusher?’ Answer – to improve productivity ‘why don’t we want the pusher?’ Answer – because the bottle is damaged . If we ask ‘why’ again – as suggested by Root Contradiction Analysis (Mann, 2002) – for the ‘bottle is damaged’ statement, we get something like ‘because the forces on the bottle are too high’. Examining the problem as a conflict based on these pairs, then, the New Matrix provides the following suggestions (Figure 1.9).

Figure 1.9 Contradiction Matrix Output For Pusher and Hanger Problem Definitions

6.2 Suggested Solutions The Matrix output suggests a number of possible solutions to (for example) the pusher problem. These include the following things subsequently incorporated into the system to effectively solve the bottle damage problems:- Principle 24 – Intermediary: place a protective intermediary layer on key contact points (also Principle 3, Local Quality) on the pusher. Principle 35 – Parameter Changes (‘increase the degree of flexibility’) – introduction of altered pusher materials such that it was more compliant and thus capable of deforming when coming into contact with the bottles. Principle 15 – Dynamics; jointing the pusher so that it was capable of deflecting significantly when forces on the bottle became too high. Principle 40 – Composite Material – re-design the pusher so that it incorporates both stiff and flexible portions (Local Quality again) so that parts that come into contact with the bottle are flexible, while the remainder of the pusher structure provides the desired strength and durablility.

In actual fact, the solutions may sound a little obvious in retrospect. This is a common phenomenon in maintenance type problems – where very often the emphasis is on simple, easy to implement problems. The Matrix, on the other hand, is also trying to direct the user towards more profound shifts in the design of the system. In this case, the presence of Principles 17 (Another Dimension), 28 (Mechanics Substitution) and 18 (Vibration) offered useful suggestions as to the longer term trajectory of the unscrambler evolution: Another Dimension, for example, provoked the concept of gradiented and curved conveyor systems that were better able to guide the bottles and thus eliminate the need for additional mechanical movement mechanisms. Perhaps the incorporation of Vibration (Principle 18) into this solution would offer several other advantages that would move the unscrambler to the more ideal system (the ideal unscrambler is no unscrambler (the bottles unscramble themselves); the ideal pusher is no pusher). Mechanics substitution points towards the use of non-mechanical pushers and hangers – suggesting the use of some kind of either fluid or (more likely) field-based system of performing the guide function. Essentially, it is the problem constraints that will determine which of these solutions can and cannot be deployed. 7. Conclusion Maintenance efforts can be improved through the use of TRIZ. Its application to the case provides both an insight as to how best define the “problem definition” for the system under investigation. Furthermore, it enables potential solutions to be developed that can be used to both solve the maintenance problem and prevent system failures. In a follow-on article we will discuss how other problems in this yoghurt bottling process maintenance environment were tackled and how the constraints present in a given maintenance situation can be incorporated into the TRIZ problem definition and solution generation process. Constraint management is important in enabling us to achieve the strongest solution possible under a given set of restrictions – both technically and from time, cost and risk perspectives.

8. References

Ashayeri, J., Teelen, A. and Selen, W., (1996), "A production and maintenance planning model for the process industry", International Journal of Production Research, Vol. 34, No. 12, pp 3311-3326.

Ayerbe, A., (1995), "A Methodology for a Maintenance System Integrated with the Control Modules of a Flexible Manufacturing System", Proc., 12th. Conf., IMC, Competitive Manufacturing, pp 113-120.

Cooney, J.M.M., Gaiser, M., O’Connor, J.F., (1999), Using Plant Simulation Condition-based-Maintenance of a Clean-in-Place Station, System Operational Effectiveness, 9th International Mirce Symposium, 1-3 Dec., Mirce Akademy of System Operational Sciences, Exeter, UK.

Cooney, J., (2001), Development and Application of Condition Based Maintenance and Management in Food Manufacturing, PhD Thesis, National University of Ireland , Cork. Ireland.

Hoffman, W., (1991), "Strategies for Rapid Maintenance, Engineering & Automation XIII", No. 3.

Lauer, J., Strauß, M., (1993), "Maintenance Information Management in Action", Engineering & Automation XV, No. 2.

Mann, D., (2002), Hands on Systematic Innovation, CREAX Press, Belgium.

Mann, D., Dewulf, S., Zlotin, B., Zusman, A., (2003), ‘Matrix 2003: Updating the TRIZ Contradiction Matrix’, CREAX Press, Belgium.

About the Authors John Cooney PhD Academic Researcher at the School of Business and Government, NUI, Cork. He has worked both in academia in Ireland and in the electronics and food industries in Ireland and the UK. He holds a Ph.D. in engineering, MSc. Systems Engineering and BSc. Manufacturing Management and Systems. He is a module tutor and author (MSc in Technology Management) for the Atlantic University Alliance (AUA, Ireland). He is a 1st place recipient of National Maintenance Project Awards, MEETA (1999), “Large Irish Company Category”. Darrell Mann Darrell is a mechanical engineer by background, having spent 15 years working at Rolls-Royce in various R&D related positions, and ultimately becoming responsible for the company’s long term future helicopter and VTOL engine strategies. He left the company in 1996 to help set up a high technology company before entering a programme of systematic innovation and creativity research at the University of Bath. He first started using TRIZ in 1992, and by the time he left Rolls-Royce had generated over a dozen patents and patent applications. He consults on all types of problem situation including an increasing number of ‘maintenance’ issues.

Proposal Of A Set Of Fundamental Principles For Knowledge-Based Creativity Techniques

Jaime Beleta [email protected]

Foreword TRIZ methodology and related techniques were classified as knowledge-based by Alla Zusman (1). The knowledge-based concept was also used by Seymon Savransky in his proposed definition of TRIZ (2). This classification is accurate and useful for grouping a series of creativity techniques that share a theoretical basis, as well as heuristics and procedures to solve technical problems. Common theoretical basis is usually described by means of principles. Known examples are the principle of abstraction and the principle of closed world. The aim of this paper is to reformulate and complete the principles in order to make them more general and more comprehensive of the specific techniques that can be included in the knowledge-based group. Six fundamental principles are proposed, as shown in Figure 1 and described in detail in the body of this paper.

Figure 1. Principles of knowledge-based creativity techniques The foundation of contemporary TRIZ was established by the Ideation Research Group (3) by means of eleven postulates, focused on systems evolution. This was an excellent procedure because the possibility of systems evolution forecasting is a unique feature of TRIZ. The principles proposed in this paper have a different meaning, as they intend to be the theoretical basis, emphasizing the problem-solving possibilities, for a group of creativity techniques that includes, but is not limited to TRIZ.

Definitions 1. System. Set of components and its interactions, intended to perform some required

functions in a given environment. 2. Component. Part of a system that can be studied in an isolated manner. Subsystems can be

considered as components. 3. Interaction. Relationship that exists between a pair of components in a system. 4. Feature. Characteristic that can be defined in a system, including intrinsic ones and side

effects. 5. Useful Features. Features of a system which are valuable. 6. Harmful Features. Features of a system which are not valuable. 7. Ideality. Sum of the useful features divided by the sum of the harmful features of a system. 8. Complexity. Sum of the components and the interactions of a system. 9. Physical system. System made consisting of physical components and its physical

interactions. 10. Abstraction. Procedure used to categorize a system and include it in a more general one,

from which said system is a particular case. Can be applied to physical systems and abstract systems as well.

11. Abstract system. Conceptual system obtained from a physical system or another

conceptual system through abstraction. An abstract system always contains, at least, a category of physical systems.

12. Level of abstraction. Number of times the procedure of abstraction was applied to a system

to obtain the one that is being considered. 13. Specification. Procedure used to individualize a system by extracting it from a more

general one. This procedure is the opposite of abstraction and can be applied only to abstract systems.

14. Operator. Abstract procedure that transforms an abstract system into another that has, at

least, one feature different from the original system. 15. Scale. Characteristic dimension used to describe and study a system. Comments on definitions Systems can also be named “Technical Systems”. The environment is included in the definition of system because the best solution for a given problem or “Ideal Final Result” must be related to a specific environment. The components of a system can be, depending of the scale that is being considered, major subsystems, small pieces or subatomic particles.

Interactions include all kind of relationships. For instance, a bolt attaching a metallic piece to a frame defines a mechanical interaction between the bolt and the frame and another one between the bolt and the piece. If the piece is heated, three additional heat transfer interactions arise: piece/frame, piece/bolt and bolt/frame. Cost considerations can be made when defining the features of a system. The cost of manufacturing and operating a system must be included in the calculation of ideality. The concept of complexity is very helpful one and plays a major role in the proposed principles. It is related to the “closed world” philosophy and can be useful when defining the “Ideal Final Result” for a given problem. For the purpose of calculating complexity, each single relationship between two components must be considered as an interaction, whether or not this relationship is relevant in terms of the performance of the system. Specification is sometimes referred to in the literature as “specialization”. The number of components considered for a system increases as the scale decreases. Fundamental Principles The proposed set of principles is the following: 1. Principle of abstraction of systems

Physical systems can be abstracted at least once. The abstract systems obtained can be transformed and then specified to obtain a transformation of the original physical systems.

2. Principle of unity of behavior

The behavior of physical systems follows the behavior of the abstract systems obtained from them.

3. Principle of increase of ideality

The ideality of abstract systems can be increased without increasing their complexity by means of, at least, one operator, with a finite number of exceptions.

4. Principle of decrease of complexity

The complexity of abstract systems can de decreased without decreasing their ideality by means of, at least, one operator, with a finite number of exceptions.

5. Principle of simplicity of operators

As the level of abstraction of a system increases, the operators that increase ideality or decrease complexity become simpler.

6. Principle of limited number of operators

The number of operators required to increase ideality or to decrease complexity in abstract systems is finite, and becomes smaller as the level of abstraction increases.

Discussion The essence of knowledge-based creativity techniques is the combination of principles 1 and 3, as shown in Figure 2. All physical systems can be abstracted a number of times in order to reach an abstract system of some level. The abstract system obtained can be transformed by means of an operator and this transformed system can be specified to obtain again a physical system with a higher ideality than the original one. The physical solution of a problem is obtained by analyzing the original and final physical systems to determine the physical transformation that leads from one to the other.

Figure 2. Sketch of a knowledge-based procedure for solving a problem The aim of the knowledge-based techniques is to perform the ideality-increasing procedure without increasing the complexity of the system. Principle 4 states that this can be done either in two steps or in one step, the latter through a combination of the operators used in the two-step procedure. Complexity can be considered as a lack of ideality because the infinite-ideality system would be a zero-complexity one. Under that point of view principle 4 would be redundant, but having two separate principles seems advisable for the sake of clarity. Complexity is related to ideality, but it is not defined as a direct function of ideality.

On the other hand, both principles 3 and 4 allow the possibility of having a finite number of exceptions to account for technological limitations. Principles 5 and 6 are the roots of the techniques. It is possible to define a finite set of operators to perform all required transformations. As the level of abstraction increases, the operators become simpler, and their number smaller. It seems probable that at infinite abstraction, only a single operator might be necessary. Finally, principle 2 states that the behavior of physical systems is related to the behavior of abstract systems in such a manner that the results, including evolution predictions, arising from the study of the behavior of abstract systems, are applicable to the original physical systems. Bibliography (1) Alla Zusman, “Overview of Creative Methods”, included in “TRIZ in Progress,

Transactions of the Ideation Research Group”, 1999. (2) Seymon Savransky, “Engineering of creativity”, CRC Press, 2000, Chapter 2. (3) “TRIZ in Progress, Transactions of the Ideation Research Group”, 1999. Appendix 13. About the author

Jaime Beleta has a Master’s degree from “Universidad Autónoma” of Barce-lona in Chemical Engineering and a Master’s degree from “Universidad Politécnica” of Catalonia in Industrial Engineering. He works as general manager for a Spanish engineering company. He was born in Barcelona, Spain some fifty-three years ago and has more than thirty years of experience in engineering and management. He has been studying, practicing and teaching creativity for last twenty-five years.

Design for Six Sigma (DFSS): A Roadmap for Product Development

A book review by Dr. Michael Slocum

[email protected] The TRIZ Journal is pleased to announce the publication of Design for Six Sigma: A Roadmap for Product Development. Drs. Kai Yang and Basem El-Haik have delivered a tremendous research effort that will support the successful implementation of DFSS for years to come. Basic information: Design for Six Sigma: A Roadmap for Product Development. 624 Pages. Published 2003 by McGraw Hill, New York, NY, USA. Price: $US 89.95 Purchase from your local book store or order from McGraw Hill. There will be volume discounts to encourage the use of this book for corporate training. The book is organized into eighteen chapters. A table indicating the chapter content is included for your use: Chapter Topic1 Interesting Feature(s)

1 Quality Concepts Product / Service Life Cycle Model 2 Six Sigma Fundamentals DMAIC and Capability Review 3 Design for Six Sigma DFSS Algorithm and Axiomatic Design

linkages 4 Design for Six Sigma

Deployment Interesting discussion of momentum in

SS deployment 5 Design for Six Sigma

Project Algorithm The DFSS Algorithm and the Design

Synthesis Matrix 6 DFSS Transfer Function and

Scorecards* Extended discussion of the Design

Synthesis Matrix 7 Quality Function

Deployment Discussion of the Hauser-Clausing Four

Phase Model 2 8 Axiomatic Design* Excellent discussion of entropy

complexity issues 9 Theory of Inventive

Problem Solving (TRIZ) Emphasis on basic functional analysis,

linkage with Axiomatic Design 10 Design for X DFX Citation Table 11 Failure Mode - Effect

Analysis Software FMEA Ratings

1 Those chapters relying on advanced mathematics are marked with an asterisk (*)—I don’t think you need to avoid these chapters if your mathematical knowledge is not advanced enough—just be aware. 2 This chapter is not a comprehensive review of QFD, for this the reader may want to review Quality Function Deployment (QFD): Integrating Customer Requirements into Product Design by Dr. Yoji Akao.

12 Fundamentals of Experimental Design

Basics of the factorial experiment

13 Taguchi’s Orthogonal Array Experiment

Basics of the orthogonal array

14 Design Optimization: Taguchi’s Robust Parameter

Design

Discussion of the Quality Loss Function

15 Design Optimization: Advanced Taguchi’s Robust

Parameter Design

Dynamic versus static design

16 Tolerance Design* Review of several TD techniques: worst-case (including tolerance allocation),

nonlinear worst-case, various statistical approaches, cost-based optimization, and

Taguchi tolerance design 17 Response Surface

Methodology* Discussion of response surface

experimental designs 18 Design Validation Interesting discussion of the purpose and

value of prototypes The book also has a section at the end that contains a list of acronyms and their extended forms. The usual collection of references may also be used to gather source materials for additional study. This work is an extensive collection of topics relevant to design and design optimization and forms an excellent referential basis for DFSS endeavors. The text is easy to read and understand and contains many examples for concept reinforcement. An understanding of calculus and matrix math will be very helpful for certain sections of the book (as noted in the table above). Congratulations to the authors for their excellent reference work on the science of design. This text is the culmination and integration of several important areas of research. The integration of Axiomatic Design into most of the topics is a highlight of the text. Yang and El-Haik have published concepts that are included in this book in the TRIZ Journal3. The editors encourage the authors to continue and provide excellent works for our readers. I recommend this book to anyone who is serious about design and the integration of various design methodologies.

3 http://www.triz-journal.com/archives/2000/10/e/index.htm, http://www.triz-journal.com/archives/2000/11/d/index.htm, http://www.triz-journal.com/archives/2000/08/d/index.htm, http://www.triz-journal.com/archives/2000/09/c/index.htm

1

Utilizing Axiomatic Design to

Render Objective Ideality Calculations

Dr. Michael S. Slocum Vice President of Innovation and Design

Breakthrough Management Group [email protected]

The concept of the ideal final result (IFR) is an important foundational element in the Theory of Inventive Problem Solving. As an abstraction, the IFR is used to envision the perfect system. The designer then designs his/her system by adding elements until a minimum set of customer requirements is satisfied. It is my understanding that the Ideality equation was developed by Altshuller in order to demonstrate the concept that the harmful effects and costs should approach zero.1 Additionally, this formula is being utilized in order to evaluate the state of “idealness” that a particular system is at in some discrete moment of time. Under this consideration, it would seem that the use of the formula has overreached inherent capabilities. I make this observation due to the difficulties presented when a given system and the corresponding Ideality (I) are considered. There is no current method within the TRIZ body of knowledge for capturing all of the useful and harmful functions—consequently, Ideality calculations will be incomplete. Axiomatic Design forces a structured approach to the identification and correlation of system elements.2 The complementary natures of Axiomatic Design and TRIZ has been written about in the TRIZ Journal and elsewhere; therefore, I will simply focus on the use of the design matrix and it’s impact on ideality calculations.3 The design equation below describes a system with three functional requirements (FR) and three corresponding design parameters (DP). The intervening matrix indicates the FR-DP interactions. The non-diagonal interactions may be used to characterize the data used in the denominator of the ideality equation.

1 Private conversation with Dr. Mark Barkan in Longmont, CO, on the 24th and 25th of July, 2003. 2 Suh N., The Principles of Design, Oxford Series on Advanced Manufacturing, Oxford University Press, New York, NY, 1990, ISBN 0-19-504345-6. 3 http://www.triz-journal.com/archives/2000/09/c/index.htm, http://www.triz-journal.com/archives/1999/06/a/index.htm, http://www.triz-journal.com/archives/2000/11/d/index.htm, http://www.triz-journal.com/archives/2003/06/a/01.pdf

2

( )( )

( ) ( )

11 12 131 1

2 21 22 23 2

3 331 32 33

11 22 33

12 13 21 23 31 32 1 2 3

cost cost DPu

h

A A AFR DP

FR A A A DP

FR DPA A A

F A A AIdeality

F A A A A A A DP DP

=

+ += =

+ + + + + + + + +∑

∑

( )( )

( )

11 22 33

1 2 312 13 21 23 31 32

cost 1 1 1 1 1 1cost DP

u

h

F A A AIdeality

FDP DP

R R R R R R

+ += =

+ + + + + + + + +

∑∑

Two approaches are identified for using the design equation to calculate ideality:

1. use the non-diagonal elements of the matrix 2. use the inverse of the reangularity of the non-diagonal elements of the matrix4

After selecting an above approach to capture a representation of the harmful effects5 then use the diagonal elements of the design equation to identify useful functions in the numerator and the costs of the associated DP’s in the denominator. This approach constrains the system so that all of the design elements are captured and considered as to whether their use impacts the numerator and/or the denominator of the ideality equation. It is important to note that the units associated with the design elements and the associated DP costs must be converted to a dimensionless format in order to be meaningfully used. This approach yields a structured and objective calculation of ideality.

4 see http://www.triz-journal.com/archives/2003/06/a/01.pdf 5 some Axiomatic Design / TRIZ users doubt the validity in using elements of interaction from the design equation as harmful effects

eco-innovative examples for 40 triz inventive principles€¦ · eco-innovative examples for 40...

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