Greetings,
For all those who have tried different formats for decision making and brainstorming, here's a paper on TRIZ . Its an interesting read for the managers and leaders who may require different approaches to business situation.
Overview
The systematic innovation approach of TRIZ has been quietly used by a wide number of leading corporations. The classical TRIZ approach focuses on inventive problem solving, but high-order systematic innovation methods are used to predict technology development trends, break competitor patents, and address social and business related problems. This session presented a
brief overview of classical TRIZ complete with a case study that demonstrated how it can all work together to gain competitive advantages.
Mr. Roberts began the discussion by defining TRIZ as a Russian acronym meaning “Theory of Inventive Problem Solving”. This theory was developed by Genrich Altshuller in 1946 and has been evolving ever since. A Black Belt in Six Sigma, Mr. Roberts began training in the TRIZ approach when he noticed that technology was aging out and there was not enough innovation using Six Sigma alone. TRIZ, in contrast to Six Sigma, aims to create an algorithmic approach to the invention of new systems and the refinement of old systems. Mr. Roberts’ overview explained this inventiveness by:
TRIZ 40 Principles
When using classical TRIZ, there are basically 40 principles that are investigated as a first step in problem solving to resolve a contradiction. A description and examples of each of the 40 Principles can be seen at <link no longer exists - removed> , this is the foundation to classical TRIZ. Altshuller started the list of principles, and he and his colleagues added to it as they identified key fundamental solutions. The 40-principle solution matrix formed by examining statistically the most common solutions applied to resolve technical contradictions. For instance, if something needs to be bigger to be stronger, but cannot weigh more, this represents a contradiction. The matrix was developed based on the statistical averages of identifying which of the 40 principles yield the best options for solving a contradiction.
The way TRIZ works is that you identify the problem (the contradiction) and then define what you believe would be the ideal final result. That ideal final result should be grandiose; a real stretch of the imagination. The ideal final result serves as your compass as you navigate through the TRIZ methodology. In contrast, brainstorming is a problem solving methodology, which is based on a psychological approach, to identify solutions. During brainstorming, people usually come in to the exercise with a pre-existing idea and look for a way to make it better based on past personal experience or free associations. TRIZ, on the other hand, focuses on a contradiction and which parameters of the contradiction are improving or worsening (some parameter improves while some other parameter is negatively impacted). The classical TRIZ approach then works on the process of identifying a solution following a statistically proven approach.
The classic word in TRIZ is “contradiction”. In other words, something is getting better and something is getting worse. Mr. Roberts gave the example of inventing an aluminum can that could keep your drink cold once the can was opened. The “better” side of the equation is that the can gets cold. The “worse” side is that you are trying to avoid making the can bigger in order to keep it cool. The 40 principles will statistically help you find that balance by giving you 4 or 5 different options to solve the problem.
Source : TRIZ
From India, Mumbai
1859For all those who have tried different formats for decision making and brainstorming, here's a paper on TRIZ . Its an interesting read for the managers and leaders who may require different approaches to business situation.
Overview
The systematic innovation approach of TRIZ has been quietly used by a wide number of leading corporations. The classical TRIZ approach focuses on inventive problem solving, but high-order systematic innovation methods are used to predict technology development trends, break competitor patents, and address social and business related problems. This session presented a
brief overview of classical TRIZ complete with a case study that demonstrated how it can all work together to gain competitive advantages.
Mr. Roberts began the discussion by defining TRIZ as a Russian acronym meaning “Theory of Inventive Problem Solving”. This theory was developed by Genrich Altshuller in 1946 and has been evolving ever since. A Black Belt in Six Sigma, Mr. Roberts began training in the TRIZ approach when he noticed that technology was aging out and there was not enough innovation using Six Sigma alone. TRIZ, in contrast to Six Sigma, aims to create an algorithmic approach to the invention of new systems and the refinement of old systems. Mr. Roberts’ overview explained this inventiveness by:
- Defining levels of inventiveness in internal and competitor's products and services
- Classifying methods for identifying and strategically using technical trends
- Resolving technical and physical contradictions in products and services
- Identifying non-technical applications of problem solving using systematic innovation
TRIZ 40 Principles
When using classical TRIZ, there are basically 40 principles that are investigated as a first step in problem solving to resolve a contradiction. A description and examples of each of the 40 Principles can be seen at <link no longer exists - removed> , this is the foundation to classical TRIZ. Altshuller started the list of principles, and he and his colleagues added to it as they identified key fundamental solutions. The 40-principle solution matrix formed by examining statistically the most common solutions applied to resolve technical contradictions. For instance, if something needs to be bigger to be stronger, but cannot weigh more, this represents a contradiction. The matrix was developed based on the statistical averages of identifying which of the 40 principles yield the best options for solving a contradiction.
The way TRIZ works is that you identify the problem (the contradiction) and then define what you believe would be the ideal final result. That ideal final result should be grandiose; a real stretch of the imagination. The ideal final result serves as your compass as you navigate through the TRIZ methodology. In contrast, brainstorming is a problem solving methodology, which is based on a psychological approach, to identify solutions. During brainstorming, people usually come in to the exercise with a pre-existing idea and look for a way to make it better based on past personal experience or free associations. TRIZ, on the other hand, focuses on a contradiction and which parameters of the contradiction are improving or worsening (some parameter improves while some other parameter is negatively impacted). The classical TRIZ approach then works on the process of identifying a solution following a statistically proven approach.
The classic word in TRIZ is “contradiction”. In other words, something is getting better and something is getting worse. Mr. Roberts gave the example of inventing an aluminum can that could keep your drink cold once the can was opened. The “better” side of the equation is that the can gets cold. The “worse” side is that you are trying to avoid making the can bigger in order to keep it cool. The 40 principles will statistically help you find that balance by giving you 4 or 5 different options to solve the problem.
Source : TRIZ
From India, Mumbai
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Problem-solving -powerpoint1658 _168.ppt