motorola\'s directed innovation process: leveraging multiple creativity best practices to...

$: Motorola\'s Directed Innovation Process: Leveraging Multiple Creativity Best Practices To Increase The Generation Of High-Quality Novel Solutions And Re-Establish Your Competitive$
Process & Service Excellence Conference, Sep. 22, 2009, Directed InnovationMOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2005

Maria ThompsonDirector, Intellectual Asset Management Process, Tools & QualityMotorola Law Department

Motorola’s Directed InnovationDirected Innovation Methods & Tools

5th Annual Process Excellence Week for the Service & Transactional World September 21st - 24th, 2009 The Wyndham Chicago


Motivation

Process & Service Excellence Conference, Sept 22, 2009, page #3MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2005

Why increase your “Innovation IQ?”

Your “IQ” can be thought of as a predictable measure of intelligence and performance…

We will cover ways to enhance you and your team’s performance in

creative problem solving to support Invention: novel idea generation

Innovation: successful implementation of novel ideas

Creative problem solving skills are critical success factors in today’s competitive environment!


Patents & Intellectual Property Rights

Innovate Like Edison: The Success System of

America’s Greatest Inventor

by Michael Gelb, Sarah Miller Caldicott

“Next came the patent laws. These began in England in 1624, and in this country with the adoption of our Constitution. Before then, any man might instantly use what another man had invented, so that the inventor had no special advantage from his invention. The patent system changed this; it secured to the inventor for a limited time the exclusive use of his invention, and thereby added the fuel of interest to the fire of genius in discovery and production of new and useful things."

- Abraham Lincoln


What is so great about patents?

Novel solution to problem

Teach others to advance science

"The patent system is nothing more than a way to encourage people toinnovate... to take risks... to make the world a better place.”

-- Dean Kamen, Spotlight On: The U.S. Patent System

Prevent others from using, copying or selling your solution (invention)


Why you and your employer might need patentsIntellectual Property Rights include: Patents, Copyrights, Trademarks, Service Marks, Trade Secrets, Domain Names

ConsiderationsCosts – 1 patent filing (US) ~ $15,000;

3 additional maintenance payments to keep for ~20 yrs.

What is your market differentiator, core competencies or “crown jewels?”What (novel aspects of your work) do you want or need to exclude others

from replicating?Who is in a position to easily practice your art or copy your idea?Who are your competitors? Do they already have patents, trademarks,

copyrights?Check out http://www.micropat.com/cgi-bin/easyloginhttp://compass.mot.com/go/patenttraining

Freedom of Action In what countries do you plan to ship product or provide services?

http://www.micropat.com/cgi-bin/easylogin

http://compass.mot.com/go/patenttraining

http://compass.mot.com/go/patenttraining


The power of patents - continued

Cost Avoidance / Loss of Market Share

RIM paid NTP $612M in litigation settlement

RIM had to stop selling Blackberry’s in US for period of time until settled

Detectability & Enforceability

Will you be able to identify whether someone is copying (“infringing”) your product or service?

If not, better to pursue trade secrets, copyrights, etc.

BOTTOM LINE: NEED TO USE CREATIVE PROBLEM SOLVING SKILLS EVERY BUSINESS DAY!

Process & Service Excellence Conference, Slide 8MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2005

Paths to Motorola Value

Innovation creates value through...

Engaging team members in forward-looking activities.Networking and knowledge sharing. (Engineering Effectiveness)Employee satisfaction. (Engineering Effectiveness; Retention)

Product Feature.Customer-funded feature. Help “making the sell”. (Decision to buy depends not only on most-useful features

but also feature bundles, cool features, brand, etc.)Cost improvements/synergies implementing other features.Enabling a service revenue stream/ new business model.

Patent/ Intellectual Property (IPR).Improved IPR licensing costs/ opportunities for Joint Ventures.Litigation cost avoidance.Brand equity/ thought leadership. Courtesy Tom Tirpak, Motorola


Paths to Motorola Value

Product Feature + Patent.Exclusive feature/ market differentiator. (Higher Margins)

Product Feature + Standard.Implementation cost advantage.Easy interoperability with other standards-based solutions.

Product Feature + Partnership.Market differentiator, with fast access to market. (Even Higher Margins)

Patent + Standard.Licensing royalties.

Product Feature + Patent + Partnership.Exclusive market differentiator, with fast access to market. (Highest Margins)

“Monetizing innovation in multiple ways creates opportunities for even greater value.”Courtesy Tom Tirpak, Motorola


Example Activities

Conceive Validate/Implement(Refine and Resource)

Monetize

• Identify “white space” (Benchmark, VOC, etc.)• Question-storm.• Envision solution.• Filter and combine envisioned solutions.• Document envisioned solution.

• Document architecture/interfaces.• Document design/ operation/ use cases.• Estimate business opportunity.• Estimate business value of a patent.• Determine fit with product roadmap.• Prototype/ Evaluate Critical Parameters.• Document Business Case.• Conduct customer demo.• Implement feature in product.• Submit patent application.• Submit standards proposal.• Pay patent issuance fee (granted claims).

• Gain customer acceptance of feature.• Licensing deal.• Gain standards acceptance.

Courtesy Tom Tirpak, Motorola


Strategic Technology Analysis MetricsIdentify Motorola Recipe for Success

Component areas of focusIdentification of what do we haveHow good is it (quality & value) ?

Competitor ScanInventoryTrend analysis based on published applications

Gap analysisWhat do we need for desired end state?PrioritizationAllocation


Security IP- Last 5 Years (1999-2004)

Motorola

Ericsson

Nokia

Samsung

Siemens

Sony

Encryption Authentication Authorization

Content Protection

Financial eCommerce

Network Security

Secure Hardware

Key Management

Public Key Math

Secure Software Boot

Tamper Resistance Theft Deterrence

Example – Competitive Analysis-Patents

Co

mp

anies

# Patents in Strategic Categories within Technology Domain


History

Advanced Inventing

Ad hoc brainstorming by project teams

Infrequent Patent attorney participation

Direct to patent filings


Many Techniques to Think Creatively


HistoryStrategic Portfolio Development– Focused on generating solutions & patents from new promising technology– TRiZ used rarely to identify conflicts & tradeoffs in new technology– Attorney = scribe– SME = facilitator (sometimes)– Project &/or technology team

participation– Participants vote on ideas to patent


Directed Innovation (DI):Directed Innovation (DI):Treat Your Inventing session like a PROJECT and MANAGE it!

1.0PLAN

4.0 ACT

3.0CHECK

2.0DO


HistoryDirected Innovation

– Agnostic facilitator– Provocation/Question Banking– Diverse & cross-functional team– Innovators = scribes– Balanced left brain vs. right brain activities– Idea Sheets & Competition– Post-its –> Problem Storming– Chocolate, Cinnamon, Peppermint– Concept Evaluation by SMEs & Patent Attorney– Inventor Mentors– Prior Art searching/ Patcomm review


1.0

PLAN


Directed Innovation: 1.0 PLANning phase

1.4

BUILD (3-5 yrs.)

1.2CompCompetitive itive

AnalysisAnalysis

1.3IP LandscapeIP Landscape

ReviewReview

1.1Conduct MarketMarket ResearchResearch

1.4Build vs.Buy/JV?

BUY/JV

CSOCSO

1.6Select

“Inventing”TEAM

1.7Problem

STORMING

1.5Garner budget

VP- sponsor?Key Tech

Area?

Who catches the ball?


PLAN

Select Inventing team (1.6)Subject Matter Experts (SMEs) in Technology Domain

Identify/select team members

critical thinkers (problem-oriented)

divergent thinkers (creatives)

Facilitator (see IAF Handbook of Group Facilitation)

process observer

objectivity

no emotional connectivity to outcome


Albert Einstein

"The mere formulation of a problem is far more often essential than its solution, which may be merely a matter of mathematical or experimental skill. To raise new questions, new possibilities, to regard old problems from a new angle requires creative imagination and marks real advances in science."


Problem Storming w/ critical thinkers (1.7)

Describe and list all attributes of Ideal Solution(s)see TRiZ @ http://www.triz-journal.com

Identify known solutions X and current patents YDescribe characteristics and parameters of X and Y and why they are

insufficient: CRITICAL CHALLENGES

39 Parameters Matrix (http://triz40.com/) & 40 Inventive Principles

Once have Critical Challenges, transform these problem statements to thought-provoking questions to inspire radical thinking

Generate an open-ended question in the form of "How might we achieve the IDEAL attribute by applying X or Y technology or solution without introducing a limiting characteristic (parameter) of X or Y technologies or solutions?”

*The format of the problem statements and related open-ended thought-provoking questions is key to successful results

PLAN

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

http://triz40.com/


“Millions saw the apple fall, but Newton was the one who asked why.”

Bernard Baruch


The Older People Get The Fewer Questions They Ask

How often do people ask questions?

Why does the typical 5-year-old ask 65 questions a day?

Why does the typical 44-year-old ask only 6 questions a day?

Why is it that the older we get, the fewer questions we ask?

PLAN


How Questions Help Creative Problem Solving = DI

Clarifies problemsEngages mindsIncreases brain flowCultivates curiosityImproves ListeningPromotes analogous thinkingEnhances quality thinkingAccelerates innovationImproves idea management

PLAN


SolutionPeople’s Client ROI for Questions

More Questions = More Ideas

Facilitations using Question Banks generated 34-65% more ideas

More Ideas = Better Solutions

10,000 Questions = 3,000,000 Ideas

Over $1 Billion Value


Questions Accelerate the M-Curve and Help Produce Breakthrough Ideas Faster

VALUEVALUE

OldOldIdeasIdeas

NewNewSolutionsSolutions

TIMETIME

????????????????? STIMULANTS ???????????????

PLAN


Question Banks are organized topical collections of questionsthat inspire diverse, creative and innovative thinking to achieve

goals, overcome challenges, or solve problems

What are Question Banks?

Creative problem solving is the goal of Directed Creative problem solving is the goal of Directed Innovation SessionsInnovation Sessions

Courtesy Gerald Haman, SolutionPeople

PLAN


What is the Question Banking Methodology?

IDENTIFY Sources of Questions

COLLECT Questions

ORGANIZE Questions

IMPROVE Questions

APPLY Questions (Questionate to Ideate)

PLAN


WHO are the question sources?

ASK a DIVERSE group of peopleSubject Matter Experts (SMEs)Competitors Industry ExpertsPatent Portfolio ManagersIntellectual Asset Managers (IAMs)Patent Portfolio Managers Market ResearchCompetitive IntelligenceSponsorsIdeation ParticipantsProblem-oriented, critical thinkers (Skeptics)Champions or supportersOutsiders (Open Innovation!)Speakers/PresentersEnd users, Customers, Clients, ConsumersHistoriansField engineersYourself, Family, ChildrenSpiritual GuidesLegal

PeoplePeople


What tools are the sources of questions?

KnowBrainer “analog” tool & PodBrainer “mobile” toolThought-provoking questions, words & pics organized by Problem Solving Steps that include: Investigate, Create, Evaluate, Activate

•Pack of 40 Principles (Triz card deck)•Triz 99-Question Bank

99 Questions based on 40 TRIZ Principles - v1

1. Segmentation (Principle #1)

1. How might it be segmented? 2. How might it be segmented into independent parts? 3. How might it be easy to disassemble? 4. How might we increase the degree of fragmentation or segmentation?

2. Separation (Principle #2)

5. How might the interfering parts or properties be singled out? 6. How might only the necessary part be single out?

3. Local Quality (Principle #3)

7. How might the structure be changed from uniform to non-uniform? 8. How might the external environment or influence be changed from uniform to non uniform? 9. How might each part function in conditions most suitable for its operation? 10. How might each part fulfill different and useful functions?

4. Symmetry Change (Principle #4)

11. How might the shape be changed from symmetrical to asymmetrical? 12. If it is asymmetrical, how might the degree of asymmetry be increased?

5. Merging (Principle #5)

13. How might identical or similar objects be brought closer together or merged? 14. How might identical or similar parts be assembled to perform parallel operations? 15. How might operations be contiguous or parallel? 16. How might operations be brought together in time?

6. Multifunctionality (Principle #6)

17. How might parts or objects perform multiple functions? 18. How might parts or objects eliminate the need for other parts?

7. Nested Doll (Principle #7)

19. How might one object be placed inside another? 20. How might one object be placed inside another, and then inside another? 21. How might one part pass through a cavity into another?

8. Weight Compensation (Principle #8)

22. How might the weight of an object be compensated by merging with other objects to provide lift? 23. How might the weight of an object be compensated by interacting with the environment? 24. How might the weight of an object be compensated by interacting with the aerodynamic forces? 25. How might the weight of an object be compensated by interacting with the hydrodynamic forces? 26. How might the weight of an object be compensated by interacting with the aerodynamic buoyant forces?


Questions to Ask When Collecting Questions

What are ALL the questions that people might answer in order to address the goal(s), challenge(s) or problem(s)?

What are all the obstacles or challenges that might relate to the goal(s)?

What are the 3-5 MOST IMPORTANT questions that should be asked to address the goal(s)?

PLAN


I keep six honest serving-men. I keep six honest serving-men.

They taught me all I knew; They taught me all I knew;

Their names are Their names are WhatWhat and and WhyWhy and and WhenWhen and and HowHow and and WhereWhere and and WhoWho.. Rudyard Kipling Rudyard Kipling Indian-born British writer and poetIndian-born British writer and poet

Six Key Questions


Activate to Innovate Questions(Inspired by Rudyard Kipling’s Quote)

Who should know what you learned?

What ideas were valuable?

When will you apply the ideas?

Where will you apply the ideas?

Why are the ideas valuable or important?

How will you share or apply the ideas?


PLAN

• ““Problem Storm” on #3…AND ideate potential thought-provokingProblem Storm” on #3…AND ideate potential thought-provokingQuestions for the DI session (Steps #2-4+)Questions for the DI session (Steps #2-4+)

• Which of those conceptual directions in #3 is the Boldest Provocation?Which of those conceptual directions in #3 is the Boldest Provocation?

• Provocations – what would be possible if each of our constraints Provocations – what would be possible if each of our constraints were removed? Address each limitation individually in #2; try to gen 2-3 were removed? Address each limitation individually in #2; try to gen 2-3 per item in #2.per item in #2.

• List & # perceived limitations, boundaries, constraints.List & # perceived limitations, boundaries, constraints.

• Technical Conflict/Problem Area:Technical Conflict/Problem Area:


You can use steps 1-4 of the PROVOCATION process to get yourself in the right mindset for generating problem statements = “PROBLEM STORMING.”

Checklist to generate your problem statements and questions:1. Identify and list as many of the attributes & characteristics of the

ideal solution/system in your technical domain as possible.2. Identify the current technologies in play that address achieving

each of these attributes.3. Characterize and list all the attributes, constraints and

limitations of the current technologies that prevent achievement of the ideal attributes.

4. Generate an open-ended question in the form of "How might we achieve THE IDEAL ATTRIBUTE by applying x technology without compromising on the CHARACTERIZATION OF A LIMITATION DUE TO CURRENT TECHNOLOGIES IN PLAY?"

Advice for Writing Good Directed Innovation Questions


Favorite Action Words to Improve Questions

Verbs that are best to use (reframe initial domain-specific verb choice as one of):

1. Obtain : evolve, extract, obtain, produce, synthesize

2. eliminate: absorb, break down, decompose, remove, treat

3. Move: agitate, orient, rotate, stir, transmit

4. Retain: apply, deposit, embed, hold, join, retain

5. Protect: preserve, protect

6. Separate: comminute, crush, extract, separate, spray

7. Change substance’s Properties: change, produce

8. Measure properties: change, define, detect, determine, measure, visualize

9. Generate: create, evolve, generate, initiate, produce

10. Absorb

11. Redistribute energy: concentrate, disperse, orient, reflect, transmit

12. Accumulate (energy)

13. Change field’s properties

14. Measure field’s characteristics: detect, measure, visualizeTFM Problem Analysis Step 3


What are the most important questions you should ask and answer to improve innovation performance?


1. Focus/Goal/Objective/Problem:

2. li

mita

tions

2. li

mita

tions

3. O

ppor

tuni

ties

w/o

lim

itatio

n3.

Opp

ortu

nitie

sw

/o li

mita

tion

QuestionGeneration-Recipe: How might we use Opportunity #3 to overcome Limitation #2 and achieve/remove #1?

OR How might we achieve/remove #1 by using #3 without #2?


Conflict ZoneIdentification

CONFLICT: 1. Time or Speed vs. Quality QUESTION: How might we design a solution with both high-speed and high-quality attributes?

Solutions:

Test: How might this solution apply to each of the business model frameworks? d. We sell a platform (HW+SW) solution? e. We provide customized/tailored applications & services to enterprise customer? f. We collect the data and sell it.

What new tradeoffs, conflicts, and constraints have you identified as you applied or modified your solution within the context of the business models?

a. b. c.

Apply TRIZ to identify tradeoffs in TechnologyDesign Parameters&Use to create IdeationQuestions


How can you collect questions?

Plain paperPlain paper

PLAN


HOW do you organize questions?

Develop an outline (MS Word) or database (MS Excel) to manage and share collection

Identify specific domain problems, goals or challenges

Clarify logical categories, subjects, topics and subtopics

Arrange questions into categories, subjects and topics

Remove duplicates

Prioritize important questions

PLAN


Question Banking TIPS & ChecklistArchive Word outline or Excel database Distribute to diverse community for feedbackReview & reuse problem statementsSearch the internet for existing solutions and reframe as questionsReview other Question BanksWordsmith and polish questions

Use www.thesaurus.comIncrease “open-ended” questionsEliminate “closed” questions that can be answered “yes” or “no”Replace “can” and “could/should” with “might” and “may”Genericise so non-domain experts can engage and invent from different domainsTease out conflicts, contradictions and tradeoffs

√ Quality Review CHECKLISTBrief and conciseProvocative, inviting and inspiringClear and focusedUnderstandable by variety of peopleGrammatically correctFunctional, action-oriented verbs that describe the desired result or outcome

PLAN


“Don’t Ever Stop Asking Questions” - Albert Einstein


TRIZ

Teoriya Resheniya Izobretatel’skikh Zadach

The Theory of Inventive Problem Solving

Dan HeckDan Heck

847.570.0449847.420.1744 c847.400.0880 faxhttp://www.bluefuseinc.com

PLAN


TRIZ-An amazing set of tools

Theory of Inventive Problem Solving

Techniques for creative problem solving validated by over 50 years of research and 19 years of real world application

Invented by Genrich Altshuller in 1946

Premise: Creative Problem Solving isn’t

just brainstorming!!!


Objects and Functions

Psychological Inertia

Lines of engineering system evolution Ideal Model

Some Aspects of TRIZ


Problems can be constructed asSubstances and Fields of Interactions

S1 S2

Psychological inertia

Key Insight #1:Strip descriptions of

domain language


Action Words to Reframe Interactions or FunctionsVerbs that are best to use (in place of domain-specific verbs):

1. Obtain : evolve, extract, obtain, produce, synthesize

2. eliminate: absorb, break down, decompose, remove, treat

3. Move: agitate, orient, rotate, stir, transmit

4. Retain: apply, deposit, embed, hold, join, retain

5. Protect: preserve, protect

6. Separate: comminute, crush, extract, separate, spray

7. Change substance’s Properties: change, produce

8. Measure properties: change, define, detect, determine, measure, visualize

9. Generate: create, evolve, generate, initiate, produce

10. Absorb

11. Redistribute energy: concentrate, disperse, orient, reflect, transmit

12. Accumulate (energy)

13. Change field’s properties

14. Measure field’s characteristics: detect, measure, visualizeTFM Problem Analysis Step 3


Our mind tends to automatically organize new information with our current knowledge.


“Even though one was correct at each stage, the situation may still have to be restructured to proceed.” Edward de Bono [http://www.edwdebono.com/]

contradictions

Key Insight #2:Be willing to rearrange

what you know

(overcome psychological inertia!)


Technical Contradiction

A situation when an improvement of one characteristic (parameter) leads to the deterioration of another characteristic (parameter).

How to improve

both A and B

Parameter B

ENGINEERING SYSTEM

Used with permission: Invention Machine Corporation

Parameter A


How do engineering techniques handle contradictions?


What did Altshuller observe?

Inventors Don’t Optimize First…


Inventors start with a different question!

How can I build a SMALL cellphone that’s lightweight, AND with BIGbuttons my elderly parents can

see and select without misdialing?


Clever inventions achieve the desired function without harming or deteriorating other parameters of the product, software, or service.

Burn bright without burning up! View exactly what the

film will see without obstructing the light

Heavier than air AND weigh nothing.

Guttenberg printing press, oil-based ink - print a page as clear as a custom woodblock print

single lens reflex camera

ELIMINATE COMPROMISE!


400,000 Inventions Studied by Altshuller – The Most Clever Solved Contradictions

Key Insight #3:

If you find yourself trading off features, reframe your desire into, “I want BOTH [feature 1] AND [feature 2].”

Then stay in this creative space!


You Think…Identify a fix you want to make or an area under your control you want

to improve.

Write it down: “I want to __________.”

Now, what is one of the obstacles to doing that?

Write that down: “If I do what I want, then _______ becomes a problem.

Rewrite the contradiction with an inventor’s mindset: “How might I have BOTH ______ AND _______?” or “How might I have ______ without ____________?”

Now, don’t dismiss it…Park on it…Ponder it…Find a solution that “resolves the contradiction.”


“Do inventors use any common approaches to solve contradictions?”

Altshuller was a very curious fellow…


9. Preliminary

Across 400,000 patents, Altshulleridentified 40 approaches repeatedly used by inventorscalled the 40 Inventive Principles.9. Preliminary

9. Preliminary9. Preliminary



8. Anti-Weight

7. ‘Nested Doll’

6. Universality

5. Merging

4. Asymmetry

3. Local Quality

2. Taking Out

1. Segmentation






40. CompositeMaterials


TRIZ-Q Bank

99 Questions based on 40 TRIZ Principles - v1

1. Segmentation (Principle #1)

1. How might it be segmented? 2. How might it be segmented into independent parts? 3. How might it be easy to disassemble? 4. How might we increase the degree of fragmentation or segmentation?

2. Separation (Principle #2)

5. How might the interfering parts or properties be singled out? 6. How might only the necessary part be single out?

3. Local Quality (Principle #3)

7. How might the structure be changed from uniform to non-uniform? 8. How might the external environment or influence be changed from uniform to non uniform? 9. How might each part function in conditions most suitable for its operation? 10. How might each part fulfill different and useful functions?

4. Symmetry Change (Principle #4)

11. How might the shape be changed from symmetrical to asymmetrical? 12. If it is asymmetrical, how might the degree of asymmetry be increased?

5. Merging (Principle #5)

13. How might identical or similar objects be brought closer together or merged? 14. How might identical or similar parts be assembled to perform parallel operations? 15. How might operations be contiguous or parallel? 16. How might operations be brought together in time?

6. Multifunctionality (Principle #6)

17. How might parts or objects perform multiple functions? 18. How might parts or objects eliminate the need for other parts?

7. Nested Doll (Principle #7)

19. How might one object be placed inside another? 20. How might one object be placed inside another, and then inside another? 21. How might one part pass through a cavity into another?

8. Weight Compensation (Principle #8)

22. How might the weight of an object be compensated by merging with other objects to provide lift? 23. How might the weight of an object be compensated by interacting with the environment? 24. How might the weight of an object be compensated by interacting with the aerodynamic forces? 25. How might the weight of an object be compensated by interacting with the hydrodynamic forces?

40 Inventive Principles

99 Questions

got questions?


Summarize

Recognize the Contradiction


Summarize




Summarize


Select a few Likely Approaches



Summarize


Select a few Likely Approaches

Brainstorm Ideas Around Each One

1. #

2. #

3. #

4. #

1. #

2. #

3. #

4. #

1. #

2. #

3. #

4. #

1. #

2. #

3. #


Question


Do different engineering disciplines use the same Inventive Principles to solve analogous contradictions?

Lines of Evolution

Simplified TRiZ: New Problem-SolvingApplications for Engineers & ManufacturingProfessionalsby Kalevi Rantanen, Ellen Domb

www.triz-journal.com


2

3

I, main parameter

T, Eng Sys Life Span

1

S-curve of Evolution

Function Value = -------------- Cost


Key Insight #4:

Technology matures along repeated curves.

Look for solutions already implemented in any area you think might have trade-offs similar to yours.


Ideality-in the physical world…applies to software

An Ideal System occupies no space, has no weight, requires no service or maintenance, but still performs the Main Function with all the benefits and no harmful interactions.

What is the ideal software program?

What is ideal data?

no memory?

functions require

no cycle time?


Key Insight #5:

Clearly define the IDEAL outcome

… if anything were possible, what are all the parameters & characteristics that describe the ideal solution?


Think CreaTRIZivelyTM!

#1 Strip descriptions of domain language

#2 Be willing to rearrange what you know

#3 Describe contradictions and park on them!

#4 Is this problem or trade-off solved in other disciplines?

#5 What would this ideally look like?


DO:TeamIdeation


“Don’t worry about other people stealing your ideas. If your ideas are any good, you’ll have to ram them down people’s throats.”

– Howard Aiken, IBM Engineer


Concepts Concepts creationcreation

(ideation)(ideation)

Document Document concepts in concepts in

eIntelligenceeIntelligence

By 0#/30/090#/04/091 p.m.- 5 p.m.

Process TimelineProcess Timeline

ConceptsConceptsCombinationCombination& evaluation& evaluation

By 0#/04/09

DO


Ideation Agenda –best practice1-1:10 p.m. Introduction

1:10-2:10……….Problem Domain 1 Ideation2:10-2:15……….Break

2:15-3:15……….Problem Domain 2 Ideation3:20-3:25……….Break

3:25-4:25……….Problem Domain 3 Ideation4:25-4:30.………Break

3:50-4:20……….Problem Domain 4 Ideation4:20-5:30……….Concept Combination & Evaluation, Lead assgnmnt (core team)6:00-9:00……….Networking, cocktails, dinner

Day 1

Day 2

8:30-9:00 a.m…Assign co-inventor teams to disclosure writing9:00-10:00……..Disclosure Writing session #110:00-10:05……Break10:05-11:05……Disclosure Writing session #211:05-11:10……Break11:10:-12:10…..Disclosure Writing session #3

DO


Inventing Rules

DO’s DON’Ts BUILD on others’ ideas Criticize others’ ideas

Write down all problems you think of for later discussion (Opportunities For Invention)

Vocalize issues to thwart idea generation (e.g., prior art)

Ask exploratory open-ended questions

Use questions as way to criticize ideas

Record problems with your ideas on post-its to later enhance disclosable concepts

Work only at high-level (a potentially novel idea may be eliminated later during Evaluation)

Be Tenacious and take the Risk to support “wild” ideas

Be shy or a perfectionist

Permit Ambiguity and Be Optimistic

Project negative non-verbal or verbal behaviors

Be Speculative and Idealistic

Be too practical or pragmatic (until Evaluation)

DO


2.0 DO = CREATE

Schedule venue & gather materials

Laptop w/ projection system

Round table(s)

Easel boards w/ large Post-it3M sheets to hang on walls

Small lined Post-its3M – CAPTURE PROBLEMS TOO!

Provocation Templates, Idea Booklets, Idea Exchange Template

Pens & Pencils & Colored Markers

Toys & puzzles & Silly PuttyTM or Play-DohTM

Chocolate & cinnamon & popcornChocolate may boost brain power: http://health.yahoo.com/news/162487

Painting with Chocolate: http://painting.about.com/cs/inspiration/a/chocolatepaint.htm

DO


Idea Sheets

Idea Exchange

ToolsTools

Directed Innovation: 2.0 DO Phase (create)

Directed Innovation: 2.0 DO Phase (create)

DO

MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2004.Motorola Confidential Proprietary once Completed

Session Name: Gemini Innovation Workshop

What problem are you trying to solve?(If working from a list of questions, record the question number.)

What is your idea/solution?

How might your idea/solution be implemented? (A sketch, flowchart, or list of features will help to explain this.)

Innovator(s) CoreID(s): Today’s Date:

4/27/2007

Potential Business Value:

High, Medium, Low, Unknown

What is a “working title” or keywords for your innovation?

Motorola Confidential when Completed

Suggested Lead:

Session Name: Gemini Innovation Workshop

What problem are you trying to solve?(If working from a list of questions, record the question number.)

What is your idea/solution?

How might your idea/solution be implemented? (A sketch, flowchart, or list of features will help to explain this.)

Innovator(s) CoreID(s): Today’s Date:

4/27/2007

Potential Business Value:

High, Medium, Low, Unknown

What is a “working title” or keywords for your innovation?

Motorola Confidential when Completed

Suggested Lead:

Idea Sheet

Idea Recorder


Idea ExchangeGerald Haman: http://www.solutionpeople.com/people.htm

Challenge: _____________________________________

1. One idea per light bulb

2. Generate high volume and wide variety

3. Build upon ideas passed to you

4. No evaluation yet!

InventorInitials

Directions:


Directed Innovation:2.0 DO Phase(create)

2.3 Core team will combine similar concepts, rank best Concepts - well-formed ideas that solve critical challenges, eliminate those without novelty, and notify assigned lead inventors

2.4 Reconvene co-inventors w/ attorney for mini-inventing sessions on combined high-value ideas + “Inventor Mentoring” – DAY 2 bestpractice

• Conduct prior art searching & differentiate idea from findings• Google scholar or www.freepatentsonline.com search

2.5 Document top disclosures and submit to Patent Committee for review

(disclosure management system)

DO


12 Steps to Higher Quality Patent disclosures

1. FOCUS the invention in strategic technology areas of value to Motorola. 2. Show how your idea is NOVEL! Differentiate it from prior art found by searching Google,

Yahoo!, Patentweb. 3. WHEN is your idea valuable? Describe a context / scenario in which your idea demonstrates

usefulness. 4. A picture is worth 1000 words! Draw pictures to show how your invention differs from the

cited art. 5. WHAT are ALL the problems your idea addresses or solves? 6. WHO are ALL the potential USERs or Beneficiaries of your idea? 7. HOW did/will you implement your idea? Describe ALL the alternatives! (see TRiZ!) 8. What are potential OTHER PROBLEMS that may be identified by implementing your idea?

Anticipate new problems to be solved in order for your idea to be successful. We can expand the patent application or generate several patent applications to help put your idea into action!

9. WHERE is your idea useful or valuable? Environments, Ecosystems, other related innovations to pair with it to allow it to be leveraged?

10. Ask yourself 5 times WHY the problem exists and WHY your solution effectively solves the problems. Are you solving a valid problem of value to Motorola's businesses?

11. How might someone WORK AROUND your invention (all the possible ways), and why are none of these alternatives desirable? Bounce off someone else/witness.

12. Patent prosecution & maintenance can easily reach investment levels of US$100,000. How might “your company” make money from your idea? Are you selling a product, service, license? How much development work (resources and dollars) is needed to realize your product? What is the revenue opportunity over the next 5-7 years? List all your assumptions.


Good News!"The truly great advances of this generation will be made by those who can make

outrageous connections, and only a mind which knows how to play can do that."

- Nagle Jackson, Playwright

Science of Play

http://abcnews.go.com/Video/playerIndex?id=7001867

National Institute for Play

http://www.nifplay.org/

Play: Introductory Video

http://www.nifplay.org/index2.html


CHECK:Evaluate


Directed Innovation: 3.0 CHECK Phase (evaluate)


3.1 Ideation Post-Process Evaluation• For each concept or idea generated, assign a VALUE score

Which Problem was it intended to solve?

How well does the concept “solve” the original Problem?

Is the solution novel vs. patent & internet search?

Engage additional Subject Matter Experts to assess, evaluate, broaden initial high-value concepts – Inventor Mentors!

• Identify unsolved problems for further ideation

CHECK


3.2 Patent Committee evaluation of disclosure portfolio

3.3 Analyze ideation results and pursual rate of disclosures generated

3.4 Stay abreast of industry/domain trends

3.5 Keep current with Business-IP Strategy alignment and changes

3.6 Review Acquisitions’ impact on strength of IP portfolio



CHECK


4.1 Stay vigilant and track trends:– Google industry-specific news = business or technology press

releases» http://www.googlescholar.com

– Monitor relevant blogs, RSS feeds, email alerts, twitter

– Review internal and external competitive intelligence and

trends reports

– Analyze portfolio pipeline (disclosures, filings, issuances):

Innovation, Delphion, Derwent (Thomson Reuters)– Read patents USPTO, EPO, JPO, wipo.org = patent trend analysis

http://www.google.com/patents or www.freepatentsonline.com

4.0 ACT4.0 ACTACT


4.2 Redirect non-patentable ideas to other suggestion systems or to business strategy teams

4.3 Provide inputs to business strategy on attractive IP Acquisitions

4.4 Determine other (cross-functional) teams to engage in follow-up ideation sessions

4.5 Identify new/emerging problems (trends) for solution invention OR assignees w/ existing solutions to partner with

4.6/1.0 “Plan” for follow-up inventing sessions (continuous process improvement)

Directed Innovation: 4.0 ACT PhaseDirected Innovation: 4.0 ACT Phase

ACT


Post mortem – DI lessons learned1. Two Day agenda

- infuse with networking and fun!

2. INVENTOR MENTORS

3. Follow-through!– Post the problem statements; share and reuse QUESTION BANKS

– Engage employees as creative problem solvers worldwide

– Involve more critical thinkers sooner in the Planning/problem storming

– PLAN new sessions on low yield problem areas

4. Continue to evolve and publicize Question Banks to feed ideation pipeline


To know and not to do is not to know.


"If I were to wish for anything, I should not wish

for wealth and power, but for the passionate

sense of the potential, for the eye which, ever

young and ardent, sees the possible. Pleasure

disappoints, possibility never. And what wine is

so sparkling, what so fragrant, what so

intoxicating, as possibility!"

- Soren Kierkegaard

For more information go to: http://www.linkedin.com/in/mariabthompson


Recommended Books for Skills BuildingInnovate Like Edison: The Success System of

America’s Greatest Inventor

by Michael Gelb, Sarah Miller Caldicott

Think Better: An Innovator's Guide to Productive Thinking by Tim Hurson

Simplified TRiZ: New Problem-SolvingApplications for Engineers & ManufacturingProfessionalsby Kalevi Rantanen, Ellen Domb, www.triz-journal.com

Making Questions Work: A Guide to What and How to Ask for Facilitators, Consultants, Managers, Coaches, and Educators by Dorothy Strachan


Back-UP Slides


Exercise Time!


Wireless Technology in the Classroom

1. > Information Quantity and Accessibility

How might we apply mobile devices and WiFi to...

Make research/information resources more readily available to students while preventing access to test answers?

Inform parents of student's progress while maintaining privacy of information?

Connect teachers to each other while preventing student access to teachers’ exchanges?



2. Communication DevicesHow might existing devices be utilized...

2.1 In the classroom to facilitate learning?

2.2 Assist faculty and staff?

2.3 Streamline public safety/drills?

2.4 Connect students?

2.5 Connect parents and faculty?


3. Services/Other Potential Applications…

3.1 Security (fire drills to kid-tracking)

3.2 Lessons (information tied to lecture and lesson

plans)

3.3 Completing homework

3.4 Deter plagiarism

3.5 Seamless grading and report cards

3.6 Enable home-schooling

3.7 Kids with disabilities/classroom inclusion

3.8 Connecting schools (accessing a global

network)

3.9 Integrate technology into lesson plans (lectures

are now blended solutions)



Problem Storming Exercise

1. List Ideal System/Solution Attributes

2. List Problematic Attributes (obstacles) with Current Known Solutions

3. Map Ideal Solution’s attributes to Y axis and “issues” with Current Solutions to X axis of 39 parameters matrix…


Engineering Contradiction

A situation when an improvement of one component

(parameter - Y) of a system leads to the deterioration

Of another component (parameter - X)

How to get both

X and Y ENGINEERING SYSTEM

Parameter Y Parameter X


1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19Horizontal Axis - "Undesired Result or Conflict" Vertical Axis "Feature to Change"

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1 Weight of moving object 15, 8, 29, 34

29, 17, 38, 34

29, 2, 40, 28

2, 8, 15, 38

8, 10, 18, 37

10, 36, 37, 40

10, 14, 35, 40

1, 35, 19, 39

28, 27, 18, 40

5, 34, 31, 35

6, 20, 4, 38

19, 1, 32

35, 12, 34, 31

2 Weight of stationary object 10, 1, 29, 35

35, 30, 13, 2

5, 35, 14, 2

8, 10, 19, 35

13, 29, 10, 18

13, 10, 29, 14

26, 39, 1, 40

28, 2, 10, 27

2, 27, 19, 6

28, 19, 32,22

19, 32, 35

3 Length of moving object 8, 15, 29,34

15, 17, 4

7, 17, 4, 35 13, 4, 8

17, 10, 4 1, 8, 35

1, 8, 10, 29

1, 8, 15, 34

8, 35, 29, 34 19

10, 15, 19 32

8, 35, 24

4 Length of stationary object 35, 28, 40, 29

17, 7, 10, 40

35, 8, 2, 14 28, 10

1, 14, 35

13, 14, 15, 7

39, 37, 35

15, 14, 28, 26

1, 40, 35

3, 35, 38, 18 3, 25

5 Area of moving object 2, 17, 29, 4

14, 15, 18, 4

7, 14, 17, 4

29, 30, 4, 34

19, 30, 35, 2

10, 15, 36, 28

5, 34, 29, 4

11, 2, 13, 39

3, 15, 40, 14 6, 3

2, 15, 16

15, 32, 19, 13 19, 32

6 Area of stationary object 30, 2, 14, 18

26, 7, 9, 39

1, 18, 35, 36

10, 15, 36, 37 2, 38 40

2, 10, 19, 30

35, 39, 38

7 Volume of moving object 2, 26, 29, 40

1, 7, 4, 35

1, 7, 4, 17

29, 4, 38, 34

15, 35, 36, 37

6, 35, 36, 37

1, 15, 29, 4

28, 10, 1, 39

9, 14, 15, 7 6, 35, 4

34, 39, 10, 18

2, 13, 10 35

8 Volume of stationary object 35, 10, 19, 14 19, 14

35, 8, 2, 14

2, 18, 37 24, 35 7, 2, 35

34, 28, 35, 40

9, 14, 17, 15

35, 34, 38 35, 6, 4

9 Speed 2, 28, 13, 38

13, 14, 8

29, 30, 34

7, 29, 34

13, 28, 15, 19

6, 18, 38, 40

35, 15, 18, 34

28, 33, 1, 18

8, 3, 26, 14

3, 19, 35, 5

28, 30, 36, 2

10, 13, 19

8, 15, 35, 38

10 Force or intensity 8, 1, 37, 18

18, 13, 1, 28

17, 19, 9, 36 28, 10

19, 10, 15

1, 18, 36, 37

15, 9, 12, 37

2, 36, 18, 37

13, 28, 15, 12

18, 21, 11

10, 35, 40, 34

35, 10, 21

35, 10, 14, 27 19, 2

35, 10, 21

19, 17, 10

11 Stress or pressure 10, 36, 37, 40

13, 29, 10, 18

35, 10, 36

35, 1, 14, 16

10, 15, 36, 25

10, 15, 35, 37

6, 35, 10 35, 24

6, 35, 36

36, 35, 21

35, 4, 15, 10

35, 33, 2, 40

9, 18, 3, 40

19, 3, 27

35, 39, 19, 2

14, 24, 10, 37

12 Shape 8, 10, 29, 40

15, 10, 26, 3

29, 34, 5, 4

13, 14, 10, 7

5, 34, 4, 10

14, 4, 15, 22 7, 2, 35

35, 15, 34, 18

35, 10, 37, 40

34, 15, 10, 14

33, 1, 18, 4

30, 14, 10, 40

14, 26, 9, 25

22, 14, 19, 32

13, 15, 32

2, 6, 34, 14

13 Stability of object's composition 21, 35, 2, 39

26, 39, 1, 40

13, 15, 1, 28 37

2, 11, 13 39

28, 10, 19, 39

34, 28, 35, 40

33, 15, 28, 18

10, 35, 21, 16

2, 35, 40

22, 1, 18, 4

17, 9, 15

13, 27, 10, 35

39, 3, 35, 23

35, 1, 32

32, 3, 27, 15 13, 19

14 Strength 1, 8, 40, 15

40, 26, 27, 1

1, 15, 8, 35

15, 14, 28, 26

3, 34, 40, 29

9, 40, 28

10, 15, 14, 7

9, 14, 17, 15

8, 13, 26, 14

10, 18, 3, 14

10, 3, 18, 40

10, 30, 35, 40

13, 17, 35

27, 3, 26

30, 10, 40 35, 19

19, 35, 10

15 Duration of action of moving object19, 5, 34, 31 2, 19, 9

3, 17, 19

10, 2, 19, 30 3, 35, 5

19, 2, 16

19, 3, 27

14, 26, 28, 25

13, 3, 35

27, 3, 10

19, 35, 39

2, 19, 4, 35

28, 6, 35, 18

16 Duration of action of stationary object 6, 27, 19, 16

1, 10, 35

35, 34, 38

39, 3, 35, 23

19, 18, 36, 40

17 Temperature 36, 22, 6, 38

22, 35, 32

15, 19, 9

15, 19, 9

3, 35, 39, 18 35, 38

34, 39, 40, 18 35, 6, 4

2, 28, 36, 30

35, 10, 3, 21

35, 39, 19, 2

14, 22, 19, 32

1, 35, 32

10, 30, 22, 40

19, 13, 39

19, 18, 36, 40

32, 30, 21, 16

19, 15, 3, 17

18 Illumination intensity 19, 1, 32

2, 35, 32

19, 32, 16

19, 32, 26

2, 13, 10

10, 13, 19

26, 19, 6 32, 30

32, 3, 27 35, 19 2, 19, 6

32, 35, 19

32, 1, 19

19 Use of energy by moving object 12, 18, 28, 31 12, 28

15, 19, 25

35, 13, 18

8, 15, 35

16, 26, 21, 2

23, 14, 25

12, 2, 29

19, 13, 17, 24

5, 19, 9, 35

28, 35, 6, 18

19, 24, 3, 14

2, 15, 19

20 Use of energy by stationary object 19, 9, 6, 27 36, 37

27, 4, 29, 18 35

19, 2, 35, 32

21 Power 8, 36, 38, 31

19, 26, 17, 27

1, 10, 35, 37 19, 38

17, 32, 13, 38

35, 6, 38

30, 6, 25

15, 35, 2

26, 2, 36, 35

22, 10, 35

29, 14, 2, 40

35, 32, 15, 31

26, 10, 28

19, 35, 10, 38 16

2, 14, 17, 25

16, 6, 19

16, 6, 19, 37

22 Loss of energy 15, 6, 19, 28

19, 6, 18, 9

7, 2, 6, 13 6, 38, 7

15, 26, 17, 30

17, 7, 30, 18

7, 18, 23 7

16, 35, 38 36, 38

14, 2, 39, 6 26

19, 38, 7

1, 13, 32, 15

23 Loss of substance 35, 6, 23, 40

35, 6, 22, 32

14, 29, 10, 39

10, 28, 24

35, 2, 10, 31

10, 18, 39, 31

1, 29, 30, 36

3, 39, 18, 31

10, 13, 28, 38

14, 15, 18, 40

3, 36, 37, 10

29, 35, 3, 5

2, 14, 30, 40

35, 28, 31, 40

28, 27, 3, 18

27, 16, 18, 38

21, 36, 39, 31 1, 6, 13

35, 18, 24, 5

Problem Storming Exercise:39 Parameters Matrix


1. Segmentationdivide an object into independent parts, make an object easy to disassemble, increase the degree of fragmentation (or segmentation) of an object.

Examples: escalator, clarinet (modern musical instruments)

2. Taking outseparate an ‘interfering’ part (or property) from an object, or single out the only necessary part (or property) of an object.

Examples: any filter/filtration system, coffee or air filter, aquarium or pool filter

3. Local qualitychange an object’s structure from uniform to non-uniform, change an external environment (or external influence) from uniform to non-uniform, make each part of an object function in conditions most suitable for its operation, make each part of an object fulfill a different and useful function.

Examples: heat exchanger, swiss army knife, multi-function can-opener (both ends of handle serve as handle and an additional function)

Problem Storming Exercise40 Inventive Principles


4. Asymmetrychange the shape of an object from symmetrical to asymmetrical, if an object is asymmetrical, increase its degree of asymmetry.

Examples: wankel engine, pop-up tent

5. Mergingbring closer together (or merge) identical or similar objects, assemble identical or similar parts to perform parallel operations,make operations contiguous or parallel, bring them together in time.

Examples: multi-head tape deck, Big Mac, bottle capper

Problem Storming Exercise40 Inventive PrinciplesProblem Storming Exercise40 Inventive Principles


Problem Storming Exercise40 Inventive Principles

6. Universalitymake a part or object perform multiple functions, eliminate the need for other parts.

Examples: pen as a back scratcher or a pointer, razor blade as a knife or scraper, knife as a screwdriver in addition to cutting tool, chair as a stepstool, bed as a trampoline, condom as head ware, swim cap, or water carrier; sheets as table cloths or drapes, glasses as hearing aid or drug tester, cellophane as telephone or hammer, teeth as bottle opener, two way radio as a baton for crowd control, women’s slip (worn as a dress), pager also functions as a clock and messaging device

7. ‘Nested doll’place one object inside another, place each object, in turn, inside the other, make one part pass through a cavity in the other

Examples: lunch box with inserts, power antenna on automobile, extendable pointer, backscratcher

8. Anti-weightto compensate for the weight of an object, merge it with other objects that provide lift,to compensate for the weight of an object, make it interact with the environment (e.g., use aerodynamic, hydrodynamic, buoyancy and other forces).

Examples: children’s floaties for arms, hydro-foil boat, MagLev (magnetically levitated) train


9. Preliminary Anti-actionif it will be necessary to do an action with both harmful and useful effects, this action should be replaced later with anti-actions to control harmful effects, create beforehand stresses in an object that will oppose known undesirable working stresses later on.

Examples: shock treatment for swimming pools

10. Preliminary actionperform, before it is needed, the required change of an object (either fully or partially),pre-arrange objects such that they can come into action from the most convenient place and without losing time for their delivery.

Examples: vending machines

11. Beforehand Cushioningprepare emergency means beforehand to compensate for the relatively low reliability of an object.

Examples: auto insurance



12. Equipotentialityin a potential field, limit position changes (e.g., change operating conditions to eliminate the need to raise or lower objects in a gravity field).Examples: airport jetway

13. ‘The Other Way Around’invert the action(s) used to solve the problem (e.g., instead of cooling an object, heat it),make movable parts (or the external environment) fixed, and fixed parts movable,turn the object (or process) ‘upside down’.Examples: trackball vs. mouse, windtunnel (for a plane), shoot birds at planes, haunted mansion ride At Disneyland vs. Disneyworld (one goes up, other takes you down and under), man down switch on radio that automatically calls for help when radio re-oriented on its side (also of Mechanics Substitution and Another dimension), man machine interface of car vs. motorcycle, new medicine bottle caps (lift up instead of pushing down)

14. Spheroidalityinstead of using rectilinear parts, surfaces, or forms, use curvilinear ones, move from flat surfaces to spherical ones, from parts shaped as a cube (parallelepiped) to ball-shaped structures,use rollers, balls, spirals, domes, go from linear to rotary motion, use centrifugal forces.Examples: domed stadium, ball point of a pen, trackball, Mazda rotary engine, rack and pinion steering, poppels on Microtac (underneath rubber buttons), Nike gel spheres in tennis shoes, hamster exercise ball that also works as enclosure



15. Dynamicsallow (or design) the characteristics of an object, external environment, or process to change to be optimal or to find an optimal operating condition, divide an object into parts capable of movement relative to each other, if an object (or process) is rigid or inflexible, make it movable or adaptive.

Examples: moving shelves in refrigerator/freezer; folding trays in tools, fishing tackle, or cosmetics box

16. Partial or excessive actionsif 100 percent of an effect is hard to achieve using a given solution method then, by using ‘slightly less’ or slightly more’ of the same method, the problem may be considerable easier to solve.

Examples: nuclear reaction, controlled nuclear decay for energy production

17. Another dimensionto move an object in two- or three-dimensional space, use a multi-story arrangement of objects instead of a single-story arrangement, tilt or re-orient the object, lay it on it’s side, use ‘another side’ of a given area.

Examples: pull down stairs for attic, man down switch activation once radio on its side, Com1 Reticule Stocker, WIP Stocker



18. Mechanical vibrationcause an object to oscillate or vibrate,increase its frequency (even up to the ultrasonic),use an object’s resonance frequency,use piezoelectric vibrations instead of mechanical ones,use combined ultrasonic and electromagnetic field oscillations.

Examples: pager vibration feature, megasonic cleaning, coin sorter, atomic force microscope, magnetic resonance Imaging

19. Periodic actioninstead of continuous action, use periodic or pulsating actions,if an action is already periodic, change the periodic magnitude or frequency,use pauses between impulses to perform a different action.

Examples: anti-skid or anti-lock brakes, rotating beam celometer (to measure cloud height)

20. Continuity of useful actioncarry on work continuously; make all parts of an object work at full load, all the time,eliminate all idle or intermittent actions or work.

Examples: wrist-watch centrifugal movement, MEC-Grabber (progressive shotgun shell loader)



21. Skippingconduct a process, or certain stages (e.g., destructive, harmful or hazardous operations) at high speed.

Examples: freeze dried food (process), spinning photo-resists onto wafers at high-speed

22. ‘Blessing in disguise’use harmful factors (particularly, harmful effects of the environment or surroundings) to achieve a positive effect, eliminate the primary harmful action by adding it to another harmful action to resolve the problem, amplify a harmful factor to such a degree that it is no longer harmful.

Examples: radiation of food to sterilize, composting for fertilization, building materials which rust for architectural/artistic effect

23. Feedbackintroduce feedback (referring back, cross-checking) to improve a process or action,if feedback is already used, change its magnitude or influence.

Examples: noise canceling microphone, phase-locked loop (reduces noise in signal and enhances “good” part of signal), signal generator, thermostat, oscillator



24. ‘Intermediary’use an intermediate carrier article or intermediary process,merge one object temporarily with another (which can be easily removed).

Examples: FM sub-carrier for stereo, chalk on blackboard, photoresist, radiotransmitter

25. Self-servicemake an object serve itself by performing auxiliary helpful functions, use waste resources, energy, or substances.

Examples: heat pump, compost heap, solar heating for windows & floors, popsicle sticks, biodegradable trash bags, break package to mix chemicals for ice/heating packs

26. Copyinginstead of an unavailable, expensive, fragile object; use simpler and inexpensive copies,replace an object, or process, with their optical copies,if visible optical copies are already used, move to infrared or ultraviolet copies.

Examples: disposable contact lenses, costume jewelry, rubber knife



27. Cheap Short-livingreplace an expensive object with a multitude of inexpensive objects, compromising certain qualities (such as service life, for instance).

Examples: disposable camera, styrofoam cups, recyclable containers

28. Mechanics Substitutionreplace a mechanical means with a sensory (optical, acoustic, taste or smell) means,use electric, magnetic and electromagnetic fields to interact with the object,change from static to movable fields, from unstructured fields to those having structure,use fields in conjunction with field-activated (e.g., ferromagnetic) particles.

Examples: photo electric light switch, smart cards - Indala - you hold up the card vs. swiping it, laser level for construction, capacitor sensors, magnetic refrigerator doors, “the clapper,” airport metal detector, magnetics-based Studfinder for hanging shelves/pictures, retail store exit sensors to catch shop lifters, sonic curing, ultrasonic camera lens focusing

29. Pneumatics and Hydraulicsuse gas and liquid parts of an object instead of solid parts (e.g., inflatable, filled with liquids, air cushion, hydrostatic, hydro-reactive).

Examples: car tires , hover craft, Ferro magnetic fluid allows for flexible viscosity, air shocks, seat suspension on earth mover equipment, automobile air bag



30. Flexible Shells and Thin Filmsuse flexible shells and thin films instead of three dimensional structures,isolate the object from the external environment using flexible shells and thin films.

Examples: Fish Scale Paint for Sailboats, Oil film on ponds to kill mosquitoes, Teflon on pots and pans, thermal coatings on wires or Printed Circuit Boards, sunscreen, mylar coating on windows, self cleaning oven films (that protect oven surfaces from corrosion, paper wrapping (instead of Styrofoam) on Big Mac

31. Porous Materialsmake an object porous or add porous elements (inserts, coatings, etc.), in an object is already porous, use the pores to introduce a useful substance of function.

Examples: thermarest mattress for camping, goretex for rain-gear (breathable, yet water-resistant material), polypropylene long underwear, paper towels, air/water filters, soft contact lens (“gas-permeable”), aquafoam soaker hose, de-ionized water reverse osmosis filters

32. Color Changeschange the color of an object or its external environment,change the transparency of an object or its external environment.

Examples: Photo chromatic lens on cameras, Bleachable dyes for lasers, self adjusting rear view mirrors (automatically adjust to night-viewing position based on amount of sunlight), battery testers in the battery package, propane bottle level sensors



33. Homogeneitymake objects interacting with a given object of the same material (or material with identical properties).Examples: old cellophane paper, multi-layer PCB34. Discarding and Recoveringmake portions of an object that have fulfilled their function go away (discard by dissolving, evaporating, etc.) or modify these directly during operation,conversely, restore consumable parts of an object directly during operation.Examples: rechargeable batteries, cold capsules, dri-marker ink, ozonation, pins placed in cups for placement 35. Parameter Changeschange an object’s physical state (e.g., to a gas, liquid, or solid),change the concentration or consistency,change the degree of flexibility,change the temperature.Examples: Oxy-acetalyne torch, Bondo, plastic wood, spackling compound, paint, fillings, jello, ice-cream, starch (ironing), mascara, lipstick that won’t rub off after applied, spray dry (for manufacturing processes, fingernail polish), spot remover



36. Phase Transitionsuse phenomena occurring during phase transitions (e.g., volume changes, loss or absorption of heat, etc.).

Examples: Expansive wax, memory metal, plastic molding, ice/heat packs, light sticks for scuba diving & halloween visibility

37. Thermal Expansionuse thermal expansion (or contraction) of materials,if thermal expansion is being used, use multiple materials with different coefficients of thermal expansion.

Example: thermostat, hot air balloon, mercury in thermometer

38. Strong Oxidantsreplace common air with oxygen-enriched air,replace enriched air with pure oxygen, expose air or oxygen to ionizing radiation, use ozonized oxygen, replace ozonized (ionized) oxygen with ozone.

Examples: coca cola, lemonade, CMOS gate oxidation



39. Inert Atmospherereplace a normal environment with an inert one,add neutral parts, or inert additives to an object.

Examples: goldplate connector, argon welder, argon laser, insulated windows

40. Composite Materialschange from uniform to composite (multiple) materials.

Examples: bullet proof vest, golf club shafts, Iridium satellites, gym shoe soles, lycra shorts w/gel, cotton-poly clothes, bullet-proof vest



Summary

Summary

Q & A