Stop learning to innovate through trial and error

Learn TRIZ, a methodology developed by Genrick Altshuller for solving problems more efficiently and intuitively.

TEAM PROBLEM SOLVING GIVEN THE NEW CORPORATE REALITIES

Dr. Paul A. Johnson

The “ideal team” evolves, over time, into “one brain.” Today most effective leaders are increasingly discovering the need to assume a facilitative, rather than a supervisory mentality and style with their team(s). To create effective teams, members must realize their deep interdependence on one-another to enable collective learning and collective innovation/creativity to happen. Businesses today need to learn and internalize TRIZ methodology but the “customer” is impatient and demanding of immediate gratification. Seems that TRIZ facilitators must become experts on leveraging “team process,” along with knowing how to get an audience and then manage the politics of complex corporations. Keep in mind, however, that team-based organizations are vastly different than the traditional (power-based) organizations that many of us grew-up with.

Jack Hipple
Innovation-TRIZ
Tampa, FL
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www.innovation-triz.com

Stan Caplan
Usability Associates
Rochester, NY
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www.usabilityassociates.com

Michael Tischart
Visteon Corp.
Van Buren, Township, MI
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Human factors and ergonomics is the area of science relating to the relationship between workers, their work place environment, and the equipment used to perform their jobs. This can be as simple as how a person interacts with a PC or as complex as how an automobile assembly worker inserts seats into a car on an assembly line. There are some inherent contradictions involved in the design of such equipment such as displaying of needed information and the mental overload created by the display of too much information. There is the concern about making a pill bottle easily accessible to elderly arthritics and totally inaccessible to young children. These types of contradictions will increase as our population increases and the needs of an elderly population differ from that of a more agile younger population.

TRIZ uses the resolution of contradictions as a key problem solving principle. The various tools and principles used in TRIZ to resolve contradictions can be grouped in many different ways. Two of the most common are separation principles and more specific inventive principles, frequently referred to as “40 Principles”. There have been a number of 40 Principles lists developed over the years, demonstrating the robustness of the original basics of TRIZ: the resolution of design and engineering contradictions. These have included "40 Principles for Architecture", 40 Principles for Food Processing, “40 Principles for Chemical Engineering”, and others. All of these have grouped examples of the application of the TRIZ 40 Principles to a different area of business or technology and continue to demonstrate the robustness of these basic principles as a starting point for simple problem solving. It is possible to group the 40 Principles of TRIZ underneath the broader “separation principles” related to time, space, condition, and parts/whole or system/super-system1. The TRIZ 40 Principles are normally considered when a system is considered to have two different parameters in conflict with each other while the separation principles are normally considered when the contradiction can be condensed into one parameter in conflict with itself. Either approach can yield new thoughts about how to redesign products to improve the human interface.

Isak Bukhman (TRIZ Solutions LLC, USA)
Yoshihisa Konishi (Japan TRIZ Society, Japan)

A New Specialty – The Technology for Innovation

The focus of this project is the preparation of specialists in the Technology for Innovation at the academic level. Leading TRIZ companies and consultants deliver TRIZ as a complete and harmonic system in combination with other proven system development methods such as Value Analysis, Value Engineering, Root-Cause Analysis (RCA), Failure Mode and Effects Analysis (FMEA), Hybrid (Alternative) System Design, Lean Manufacturing, Design for Six Sigma (DFSS), Quality Function Deployment QFD and so on. We call this system of integrated methodologies a Technology for Innovation for System Development and Evolution.

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Seeing the Invisible: A Systematic Approach to Uncovering Hidden Resources
by Tony McCaffrey
Ph.D., Cognitive Psychology
University of Massachusetts Amherst

An important aspect of TRIZ problem solving is noticing the resources needed to resolve ontradictions. “Resources are things, information, energy, or properties of the materials hat are already in or near the environment of the problem” (Rantanen & Domb, 2008). Because of the way we humans process information, however, we tend to overlook many possible resources. The normal processing of our perceptual and semantic systems leads us to notice the typical resources for the problem at hand. The typical is the enemy of innovation; whereas, the atypical, or the obscure, is innovation’s friend. But what techniques can help counteract our propensity for the typical and help us uncover the obscure? After devising an extensive taxonomy of possible types of resources, we have created and tested a set of techniques, the Aha! Toolkit, that helps uncover the obscure resources. Even though our set of techniques is only a year old, it has already been used to solve several difficult engineering problems. Further, it can assist TRIZ with problems that involve contradictions but will also work with problems involving no contradictions. We present our new cognitive theory of innovation as well as the techniques that help humans see the often-invisible obscure resources.
 

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