Innovation Using TRIZ:
The Next Frontier for Lean Six Sigma
TRIZ
(Teoriya Resheniya Izobreatatelskikh Zadatch)
(Pronounced ‘trees’ with a roll on the ‘r’)
The Theory of Inventive Problem Solving
LSS and TRIZ
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Innovation is “HOT”
Rise of the Corporate Innovation Officer; other new
career opportunities
Clearly, improvement and innovation methodologies
are becoming a significant source of competitive
advantage!
Patents and continuous improvements are becoming
blurred. What is “obvious” or “ordinary” or
“incremental” or a “simple combination of preexisting inventions?
TRIZ and LSS - a perfect complement - the next
evolutionary step, incorporating proven innovation
methodologies and tools with continuous
improvement methods and tools.
Group exercise – Please react whenever you see
something in this presentation that you can begin to
use today with LSS
House of Quality: A Popular Six Sigma Tool
The “Roof” Describes Contradictions!
Correlation
Positive
X = major competitor
3
4
XA
A
A
XA A
4.5 4.4 1.1 4.9 20.7
XA
3.8 4.0 1.6 6.1 24.8
X A
A
2.5 4.2 1.0 2.5 10.2
A
Clarity
Briefness
5
4
3
2
1
Target Values
A
X
X
A
X
A
3.2
Difficulty (qualitative 1-5) 5
A
A
A
A
A
A
A
A
XA
X
X
4.0
3.5
4.8
4.5
4.9
4
4
3
2
3
Absolute Weight
15.9 92.5 66.9 46.2 18.2 32.6
Relative Weight how’s
9.2 101.3 84.9 67
55.4 34.9
X A
Relationships
Strong
=9
Moderate
=3
Weak
=1
5
8
3.2 3.4 1.0 3.2 13.1
5.0 4.6 1.5 7.5 31.2
% Importance Abs Weight
Easy of use
Accuracy
Technical
evaluation
(5 is best)
5
Abs Weight = Ratio*Importance
2
Ratio = Target Value/ Company Now
1
Relevance
4
2
A = Us
Target Value (qualitative)
Table of
Contents
Choice of
Language
Amount of
Coverage
Use of
Graphics
Timing of
Renewals
Competitive
evaluation
Importance to Customer
1
Customer
Requirements
Strong Positive
Negative
Formatting
Style
3
Technical
Requirements
6
7
TRIZ History
• Began as the work of Genrich Altshuller, a
patent officer in the Russian Navy in 1946
• Based on a review of 2.5 million patents to date
(200,000 by Altshuller!)
• Aim is to provide a systematic and rigorous way to
be more inventive in our problem solving
• Focus is on resolution of inherent design
contradictions by removing them at their source,
rather than compromise
• Allows people to study the ideas and the ways that
contradictions were solved (“creates the ability to
almost automate the inventive process!”)
TRIZ History (continued)
• Now a well-developed collection of principles,
tools and techniques, including the “40 Inventive
Principles (IPs)” and the “Contradiction Matrix”
• Initially about technical and physical problems,
TRIZ ideas and tools are now being applied to
business/services!
• Now being combined with Lean Six Sigma - a
natural, especially with DMADV/DFSS to create Six
Sigma capable processes to start
• Has its own methodology (ARIZ), but can also be
adapted to DMAIC/DMADV
“What Six Sigma lacks in the area of systematic innovation
TRIZ encapsulates in almost every tool and technique.”
(Geoff Tennant)
Genrich Altshuller: The Father of TRIZ
“In his first book, How to Learn to Invent, [Altshuller]
laughs at the popular opinion that one must be born to
be an inventor. He criticizes the trial and error
method used to make discoveries.” (Lev Shulyak)
“You can wait a hundred years for enlightenment, or
you can solve the problem in 15 minutes with relative
ease.” (Genrich Altshuller)
So you want to innovate. Would you rather start with
a blank sheet of paper, use trial and error, do benchmarking, or have a searchable database of millions of
patents, and how their solutions led to innovations?
The TRIZ Methodology
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Study patterns and stages of innovation. Identify current
position to determine future direction and potential.
Approach innovation at the systems level to consider all aspects
of the environment; consider functionality and hidden resources
Use an algorithm for problem-solving (ARIZ, DMAIC, DMADV)
Solve contradictions; do not compromise
Create the ideal system – maximum benefit at zero cost and
zero harm
Use idle resources (air, knowledge, skills); add (at zero cost) to
increase functionality
Use the 40 Inventive Principles (IPs) and Contradiction Matrix
(grid of most popular IPs for specific parameter conflicts)
Separate the contradictions
Add a third factor
Use science and knowledge for answers
Remove the unnecessary/Ask Why?
The 40 Inventive Principles (IPs)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
Segment*
Separate/Extract*
Localized Characteristics/ Quality
Asymmetry
Merge/Consolidate
Multi-Functionality/ Universality
Nesting Principle
Counterweight
Prior Counteraction
Prior Action*
Beforehand Compensation/ Preparation
Equi-Potentiality
Other Way Around/ Reverse
Curvature Increase/ Spheroidality
Dynamic Parts*
Partial or Excessive Action
Change or Move to a New Dimension
Mechanical Vibration
Periodic Action
Continuity of Useful Action
Hurrying/Rush Through or Skipping Over
Blessing in Disguise/ Convert Harm into
Benefit
Feedback
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
Intermediary/Mediator
Self Service
Copying
Inexpensive and Short-Term (Instead of
Expensive and Durable); Cheap
Disposables
Interaction Substitute; Replacement of a
Mechanical System*
Pneumatics and Hydraulics
Flexible Shells and Thin Membranes or
Film
Porous Material
Optical Property Change/Changing Color
Homogeneity
Discarding and Recovering/Rejected and
Regenerating Parts
Parameter Change/Transformation of the
Physical-Chemical Properties of the
System or Parts*
Phase Transition
Application of Heat Expansion (Thermal
Expansion)
Using Strong Oxidants
39. Inert Atmosphere/ Environment
Composite Materials
*Most commonly used principles (J. Zhang)
TRIZ: An Illustration of Inventive Principles
It’s Not Just for Manufacturing!
IP14: Curvature Increase (Spheroidality)
Curvature can be increased by moving from lines to
curves, from linear to circular motion, and in one, two, or
three dimensions. Use rotational motion and forces rather
than linear.
E.g., Ball bearings in toys, coil springs in mattresses,
circular tables, domed roofs, knuckle joints as hinges for
windows, corkscrew cucumber slicer, non-linear
organizational structures, 360 degree feedback, people
with “rounded personalities” performing customer service,
rolling forecasts of customer requirements, ergonomic
furniture, meals on wheels, quality circles, circular work
cells, using 3D virtual models, using educational globes
rather than maps for instruction, using smoothing
techniques for forecasting of data, encouraging out-of-thebox versus linear thinking
Can you think of other applications?
Example IP: Periodic Action (IP19)
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Replace a continuous action with a periodic one
(impulse)
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If the action is already periodic, change its frequency
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Use impulse sprinkler on lawn to reduce damage to soil
Periodic repetition of advertising messages
Periodic evaluation/auditing of processes
Batch manufacturing – small customized products
Mass customization – individual production
Institute monthly customer communications, in addition to annual
surveys
Use pauses between impulses to provide additional
action
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Preventative maintenance of equipment and facilities
Plan pauses in negotiations
Get work done between meetings
Capture lessons learned for knowledge management
Example IP: Continuity of Useful Action (IP20)
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Carry on work continuously; make all persons/systems
work at full capacity all the time
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Continuous compounding of interest
Provide 24 hour, 7 day service to customers
Use retired employees during peak work times, absences, and
vacations
Bring the services for special education students to the regular
classroom, rather that having students go elsewhere for services
Remove idle and intermediate motion
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Use mobile phones
Create life-long learning opportunities
Conduct training during pauses in work
Employ multi-skilled personnel at bottleneck functions to avoid
customer delays
Mini-Case: Techo Edge Canteen
Techno Edge is a university canteen open from
8:30am to 6:30pm on weekdays, and from 8:30am
to 2:00pm on Saturdays. Since it is not
convenient to purchase food elsewhere outside of
the operation hours of the canteen, students have
requested an extension of hours of operation.
The solution, however, may not be welcomed by
the food operators for reasons of cost
ineffectiveness.
Contradiction: Longer hours to meet student
demand vs. cost-effective staffing
Mini-Case: Techo Edge Canteen
A Solution Using TRIZ Inventive Principles
IP1: Separation in space: Use outside contractors to
provide phone ordering/direct delivery.
IP1: Separation within a whole and its parts: Separate
the dining needs of customers into types and patterns –
provide niche services, such as late delivery.
IP1: Separation in time: Divide the operation into two
parts. Use a different operator to provide night-time
services.
IP25: Self-Service and IP10: Preliminary Action: Provide
food vending machines and microwave ovens to relieve
peak hour demand and late night customers.
Key TRIZ Concept: Ideality/Ideal Design
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Provides all required functions without the
physical existence of any system
Uses “free” resources (such as gravity, air,
knowledge, the effects of shape memory, etc.)
The measure is the sum of the benefits divided
by the sum of the “costs” and “harms”
Benefits are any useful functions or desired
outcomes
Costs should include direct costs and costs to
society (Taguchi)
Harms should include failure modes, harmful
effects, and any other undesired outcome
Understanding the Problem:
Define the Ideal Outcome
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TRIZ tool is called “The Ideal Final Result”
Use Brainstorming, including “Solution Park”
Do NOT think about “HOW” we get what we want!
Concentrate on BENEFITS!
Imagine we have a “MAGIC WAND”
Ask everyone in the room to define their ideal outcome
and create consensus
Define who we are and at what systems level we are
operating
Decide what we want – the benefits/future state
Visualize the solution (future state map, 9 Windows,etc.)
Search for resources to deliver the benefits
Identify contradictions for further improvement
TRIZ Tool: Nine Windows (or Screens)
Past
Present
Future
Macro
System
System
Micro
System
Used to identify the ideal state, resources that can be used, and
understand where the “real” problem/opportunity lies.
TRIZ Tool: Nine Windows
Bradford University Example
Past
Present
Future
Macro
System
System
Micro
System
Low status and
salaries of
engineers in UK;
Mfg base in decline
Loyal, qualified
staff; good
facilities; demand
for graduates by
local companies
What will the
government want?
What will the
University want?
Engineering is less
understood and not
a popular choice;
Qualifications are
harder; Business
more popular; Male
dominated
Problem:
How to attract
many capable
engineering
students to
Bradford?
What We Want:
Full quota of good
students
graduating in
engineering form
Bradford
More girls at
university;
Engineering seek
as “geeky”
How to insure a
good pool of able
students? How to
inspire enthusiasm
for engineering?
Students gain
employment from
local companies
Triz Tool: Nine Windows
• Combined with SWOT Analysis
Past
Macro
System
Present
Future
S
W
S
W
S
W
O
T
O
T
O
T
S
W
S
W
S
W
O
T
O
T
O
T
S
W
S
W
S
W
O
T
O
T
O
T
System
Micro
System
Triz Tool: The Contradiction Matrix
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The contradiction (in design features) is at the heart of TRIZ.
The CM Matrix is a starting point for solution generation, once
two features have been found that are currently in a trade-off
situation.
Two types of contradictions are considered:
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Technical (i.e., as one gets better, the other must get worse, such as strong
and light weight), and
Physical (i.e., when one parameter must be in two opposing states at the
same time, such as big vs. small, short vs. long, etc.).
Only 1250 typical system contradictions in 39 design
parameters have been found to date
The purpose of TRIZ is to eliminate the trade-off and allow both
features to exist without contradiction. Without innovation,
designers typically compromise by trading off the two
extremes. The method focuses on identifying a single
measure (of a feature), and exaggerating the two extremes.
The CM Matrix is now a 39 X 39 Matrix with 39 Design
Parameters on each side. Each entry contains from 1-4 of the
Inventive Principles (IPs) that should be considered.
Triz Tool: The Contradiction Matrix
(partial table)
Characteristics (39)
Worsening Feature →
Improving Feature ↓
1
1: Weight of a Mobile Object
2: Weight of a stationary Object
3: Length of a Mobile Object
4: Length of a Stationary Object
5: Area of a Mobile Object
6: Area of a Stationary Object
7: Volume of a Mobile Object
8: Volume of a Stationary Object
9: Speed
2
-
-
8,15,
29,34
-
-
35,28
40,29
3
4
5
6
8,15,
29,34
-
29,17,
38,34
-
-
10,1,
29,35
-
35,30,
13,2
-
15,17,
4
-
-
17,7,
10,40
-
2,17,
29,4
-
14,15
18,4
-
-
30,2,
14,18
-
26,7,
9,39
2,26,
29,40
-
1,7,
4,35
-
-
35,10
19,14
19,14
2,28,
13,38
-
13,
14,8
-
Inventive
Principles (40)
1: Segmentation
2: Extraction
3: Local Quality
4: Asymmetry
5: Consolidation
6: Universality
1,7,
4,17
-
35,8,
2,14
-
-
-
29,30,
34
-
7: Nesting
8: Counterweight
9: Prior Counteraction
Separation Principles
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The Principles:
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Separation of Parts and Whole: Can the actions/parts/
systems be broken up into smaller parts, or combined into
one whole?
Separation in Time: Can actions/parts/system be
separated in time, or happen before or after the other?
Separation in Space: Can the conflict be resolved by
physically moving the actions/parts/systems? Can removing
a separation in space combine actions/parts/systems to
remove the conflict?
Separation on Condition: Can the actions/parts/systems be
treated/handled differently based on internal or external
conditions?
Use when one attribute is in contradiction with itself
(diagonal of contradiction matrix).
Triz Tool: The Contradiction Matrix
(*Use Separation Principles)
Characteristics (39)
1
2
3
4
5
6
7
8
29,2,40
,28
-
Worsening Factor →
Improving Factor ↓
1: Weight of a
Mobile Object
2: Weight of a
stationary Object
3: Length of a
Mobile Object
4: Length of a
Stationary Object
5: Area of a Mobile
Object
6: Area of a
Stationary Object
7: Volume of a
Mobile Object
8: Volume of a
Stationary Object
*
-
-
*
8,15,
29,34
-
-
35,28
40,29
8,15,
29,34
-
29,17,
38,34
-
-
10,1,
29,35
-
35,30,
13,2
-
5,35,
14,2
-
15,17,
4
-
7,17,
4,35
-
-
17,7,
10,40
-
35,8,
2,14
*
-
*
2,17,
29,4
-
14,15
18,4
-
-
30,2,
14,18
-
26,7,
9,39
2,26,
29,40
-
1,7,
4,35
-
-
35,10
19,14
19,14
35,8,
2,14
*
-
-
*
1,7,
4,17
-
-
-
7,14,
17,4
-
-
-
*
-
-
Inventive
Principles (40)
1: Segmentation
2: Extraction
3: Local Quality
4: Asymmetry
5: Consolidation
6: Universality
7: Nesting
8: Counterweight
*
Common Service Contradictions
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Diversity versus Focus
Customization versus Standardization
Functionality versus Ease of Use
General Information versus Detailed
Information
Security/Privacy versus Transparency
Industrialization versus Personalization
Class Exercise: Icebreaker
It is necessary to move cargo in the winter through
waterways that can be covered by as much as 10 feet of
ice. Traditionally, ice breakers have been used to open a
channel through the ice for a convoy of ships to follow.
The ice breaker can only advance at a speed of 2 km/hr.
We need to increase this rate to at least 6 km/hr, although
faster would be even more desirable.
Alternative means of transportation are not acceptable.
Our investigation shows that the icebreaker has the most
efficient engine available in the industry at this time.
What is the contradiction? Can you think of more than
one? (Refer to contradiction matrix list of factors.)
Reverse TRIZ
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Similar in concept to failure analysis in Six Sigma
But can also identify contradictions in the system
related to potential failures that are not obvious
Asks the question, “If I were going to sabotage the
system, how would I do it?
The idea is to find the weak spots in the system
Once the contradictions are identified, the 40
principles can be used to resolve the failure
TRIZ Tool: Smart Little People (SLP)
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Using “Smart Little People” helps to
overcome the psychological inertia in our
thinking.
Imagine an army of smart but very small
people that can do anything, think for
themselves, and work down to the atomic
level.
Then imagine how they could do a job
differently.
Summary - LSS and TRIZ





Innovation is “HOT”
New career opportunities
Clearly, improvement and innovation
methodologies are becoming a significant source of
competitive advantage!
Patents and continuous improvements are
becoming blurred. What is “obvious” or “ordinary”
or “incremental” or a “simple combination of preexisting inventions?
TRIZ and LSS - a perfect complement - the next
evolutionary step, incorporating proven innovation
methodologies and tools with continuous
improvement methods and tools.
The Power of TRIZ
According to Michael Orloff:
“The methods of TRIZ allow you to find
valuable solutions more quickly and with
less effort. TRIZ is simply irreplaceable
for solutions to very difficult problems.”*
Inventive Thinking through TRIZ, 2011
LSS and TRIZ – A Natural!!
TRIZ can be used with Lean Six Sigma to:
 Extend the House of Quality – resolve
contradictions
 “Bust” process bottlenecks - reduce cycle
time
 Capture knowledge - using TRIZ IPs and
characteristics
 Expand the toolbox - add TRIZ tools to LSS
 Many other possibilities!
Group Exercise: Nine Windows
Past
Present
Macro
System
System
Micro
System
Chewable plant
fibres; bamboo
handle added;
bristles replace
fibres
Current use of a
plastic manual/
electric toothbrush
to remove deposits
from teeth.
Future