lean inventive systems thinking work book

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Lean Inventive Systems ThinkingPractitioner’s Work Book

Crafitti ConsultingCrafting Innovation Together

Crafitti Innovation Ignition Workshop SeriesSep 26-27, 2008, Bangalore, India

Delegate Name:

Organization:

Email-Id:

© Crafitti Consulting Private Ltd.

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Defining the Problem

(EC3 Framework)Expand,

Collect, ConnectConverge

2© Crafitti Consulting Private Ltd.

Inventive Thinking

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Expand


SUPER-

SYSTEM

SYSTEM

SUB-SYSTEM

PAST PRESENT FUTURE

Nine Windows (or the System Operator Tool) helps you sketch or place your problem in a broader space time context. Solutions to problems are often found in the areas adjoining the system in question.

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User Needs


The Six Senses

Sight

Sound

Smell

Taste

Touch

Linguistic

Musical

Logical

Spatial

Kinesthetic

Inter-personal

Intra-personal

Time Purchase Delivery Use Supplements Maintenance Disposal

Space Home Work Fun On-the moveAt high

altitudesOutside

India

Quality Usability AestheticsProductivity

Reliability Efficiency Adaptability

Needs are perceptional in nature, governed by the five senses (and the sixth sense – intelligence).

The needs map gives a quick overview of the how the six senses are gratified by the product at the product-user interfaces – space, time and quality

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System Dependency Matrix

Element 1 Element 2 Element 3 Element 4

Element 1 ×

Element 2

Element 3 ×

Element 4 ×


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The System Function Map


Sore Point

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Contradictions


Improving factors

Worsening factors

Weight of moving object Stress or pressure Power Object-generated harmful factors

Weight of stationary object Shape Loss of Energy Ease of manufacture

Length of moving object Stability of the object's composition Loss of substance Ease of operation

Length of stationary object Strength Loss of Information Ease of repair

Area of moving object Duration of action of moving object Loss of Time Adaptability or versatility

Area of stationary object Duration of action by stationary object Quantity of substance/the matter Device complexity

Volume of moving object Temperature Reliability Difficulty of detecting and measuring

Volume of stationary object Illumination intensity Measurement accuracy Extent of automation

Speed Use of energy by moving object Manufacturing precision Productivity

Force (Intensity) Use of energy by stationary object Object-affected harmful factors

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Laws of Evolution


0

1

2

3

4

Increasing Ideality

Increasing Dynamism

Increasing Multiplication

Transition from Macro to Micro

Increasing SynchronizationTransition to Higher Level System

Non-uniform evolution of sub-systems

Decreasing human element

Shortening of Energy Flow Path

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Ideal Final Result

Now

Point of End of Feasibility

What would be the ideal final result?


Ideality Quotient = Benefits(Cost + Harmful Effects)

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Collect


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Connect

TP 1 TP 2 TP 3 TP 4 TP 5 BP 1 BP 2 BP 3 BP 4 BP 5

TP 1 1

TP 2 1

TP 3 1

TP 4 1

TP 5 1

BP 1 1

BP 2 1

BP 3 1

BP 4 1

BP 5 1


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Converge

Problems Contradictions

Technical

1.

2.

3.

1.

2.

3.

Business

1.

2.

3.

1.

2.

3.


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Searching for novel solutions


Inventive Thinking

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Inventive Principles - TRIZ

1. Segmentation

2. Taking Out

3. Local Quality

4. Asymmetry

5. Merging

6. Universality

7. Nested Doll

8. Anti-weight

9. Preliminary anti-action

10. Beforehand Cushioning

11. Equipotentiality

12. The other way round

13. Spheroidality

14. Dynamics

15. Partial or Excessive Actions

16. Another dimension

17. Mechanical Vibration

18. Periodic Action

19. Continuity of useful action


20. Skipping21. Blessing in disguise22. Feedback23. Intermediary24. Self-service25. Copying26. Cheap short-living

objects27. Mechanics

substitution28. Pneumatics and

hydraulics29. Flexible shells and

thin films30. Porous materials31. Colour changes32. Homogeneity33. Discarding and

recovering34. Parameter changes35. Phase transitions36. Thermal Expansion37. Strong Oxidants38. Inert atmosphere39. Composite Materials

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Ideal Final Result

Now

Ideas beyond the point of feasibility

The ideal final result?


Ideality Quotient = Benefits(Cost + Harmful Effects)

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Vedic Inventive Principles


1. Observation

– Pure observation

– Flag

2. Comparison

– Suitability

– Proportion

3. Addition

– One more than before

– Sum of properties

– Sum of qualities

– Qualities of the sum

– Encapsulation

4. Subtraction

– One less than before

5. Variation

– What’s less?

– What’s more?

– Cause Movement

6. Rotation

– Reverse or exchange

– Multiple angles

– Destroy and rebuild

7. Division

– Complete and incomplete

– Part and Whole

– Individual and collective

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Laws of Evolution


0

1

2

3

4

Increasing Ideality

Increasing Dynamism

Increasing Multiplication

Transition from Macro to Micro

Increasing SynchronizationTransition to Higher Level System

Non-uniform evolution of sub-systems

Decreasing human element

Shortening of Energy Flow Path

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The System Function Map


Sore Point

1. Trimming– Eliminate harmful interaction

– Eliminate incomplete interaction

– Eliminate a field

– Eliminate a substance

2. Add – New substance

– New Field

3. Modify

– Substance

– Field

– Incomplete interaction

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The Solutions Mind-Map


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Putting it all together


Systems Thinking

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Connect

I1 I2 I3 I4 I5 I6 I7 I8 I9 I10

I1 1

I2 1

I3 1

I4 1

I5 1

I6 1

I7 1

I8 1

I9 1

I10 1


I: Idea

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Converge - Impact


S1 S2 S3 S4 S5 S6

TP 1

TP 2

TP 3

BP 1

BP 2

BP 3

Clusters of ideas form solutions (S) for Technical Problems (TP) and Business Problems (BP)

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Converge

Problems Solutions

Criteria

Technical

1.

2.

3.

1.

2.

3.

Business

1.

2.

3.

1.

2.

3.


Identify criteria against which solutions can be evaluated and prioritized

objectively

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Converge - Relative Prioritization


Criteria Solutions

Criteria1

Solutions

Criteria2

Solutions

Criteria 3

Solution Priority

The Analytic Hierarchy Process is suitable to be used in multi-criteria decision making scenarios where relative prioritization based on expert judgment is required (due to lack of suitable or relevant absolute measures)

Holistic Goal

Rank Order

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Into Production


LeanThinking

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The Value Stream Map


What is the “value” that is being delivered to the customer?

What are the activities that are being done to generate this value?

For each activity note down theCycle Time:Value-added Time:How many resources are consumed?

What is the error rate?

What is the overall “rate of demand”?

What is the average service rate?

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Making it Flow


Identify in the VSM:1. Wait times/ delays2. Idle Time3. Changeover time4. Overload5. Variable workload/

work rate6. Excess travel7. Excess transport8. Rework9. Variation from

expectation (better or worse)

10. Over-processing (unnecessary work)

11. Resource crunch12. Clutter13. Communication

delay14. Cacophony

•Make changes to the VSM to eliminate the identified problems•Create small change experiments to validate

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Enabling Pull Mode


Identify in the VSM:1. The Takt time (rate

of demand)2. The service rate

(rate of supply)3. Minimum batch size

Make changes to the VSM:1. Synchronize with

Takt time2. Work with smallest

possible batch size3. Mechanisms for

demand changes to quickly register across the system

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Building quality in

• What are the overall quality goals?

• How do they map to specific goals for sub-activities?

• How to ensure that these goals are met without spending extra time on review?

Incorporate identified measures into the activities


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How much did we improve?

Flow

Pull

Built-in quality

Improved Process

Initial Process

Value Stream


•Service Rate•Cycle Time•Resources used•Error rate

•Service Rate•Cycle Time•Resources used•Error rate

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Takeaways for product innovation life cycle

Inventive Thinking


Systems Thinking

Lean Thinking

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Lean Inventive Systems Thinking

Crafitti ConsultingCrafting innovation together . . .

www.crafitti.com

Navneet Bhushan ([email protected])

Karthikeyan Iyer ([email protected])


Crafitti Innovation Ignition Workshop SeriesSep 26-27, 2008, Bangalore, India

http://www.crafitti.com/