ISSN: 2374-2275
ISBN: 978-0-692-52418-3

Organized by the International TRIZ Association – MATRIZ

THE 13TH INTERNATIONAL CONFERENCE

TRIZfest - 2017
September 14-16, 2017, Kraków, Poland

CONFERENCE PROCEEDINGS
Editor: Valeri Souchkov

Local Organizer:

Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

Proceedings of the 13th MATRIZ TRIZfest-2017 International Conference
September 14-16, 2017, Kraków, Poland
Organized by the International TRIZ Association – MATRIZ
Local organizer: Novismo Sp. z o.o.
Kraków, Poland, 2017. – 600 pages.
ISSN: 2374-2275
ISBN: 978-0-692-95158-3
Editor: Valeri Souchkov, TRIZ Master, The Netherlands
Technical editing: Joseph Patrick Roxas, Philippines
The collection of papers «Proceedings of the 13th MATRIZ TRIZfest 2017 International Conference» is intended for TRIZ specialists and users: academics, engineers, inventors, innovation
professionals, and teachers.
The present book of Proceedings includes papers related to the research and development of
TRIZ, best practices with TRIZ, cases of practical application of TRIZ, and issues of TRIZ
training and education.
All presented papers are double blind peer-reviewed.

Series “Proceedings of the TRIZfest International Conference”. ISSN: 2374-2275© Copyright: 2017, International TRIZ Association – MATRIZ.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,or transmitted, in any form or by any means, electronic, mechanical, photocopying, recordingor otherwise, without the prior permission of the publishers.
Prepared and Published by the International TRIZ Association – MATRIZ, 8946 Wesley Place,
Knoxville, TN 37922 USA
www.matriz.org
2

Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

TRIZfest 2017 ORGANIZING COMMITTEE
Dr. Mark Barkan, TRIZ Master, MATRIZ Executive Director: The Organizing Committee
Chair;
Mr. Valeri Souchkov, TRIZ Master: Chair of the Papers Review Committee;
Dr. Simon Litvin, TRIZ Master: Chairman of the TRIZ Master Certification Council (TMCC);
Dr. Yury Fedosov, TRIZ Master: Treasurer;
Mr. Przemysław Przytuła, NOVISMO: Polish representative;
Dr. Sergey Yatsunenko, Novismo: Polish representative.
TRIZfest 2017 PAPERS REVIEW COMMITTEE
Dr. Robert Adunka, TRIZ Master, Germany
Mr. Dmitry Bakhturin, Russia
Dr. Mark Barkan, TRIZ Master, USA
Dr. Tiziana Bertoncelli, Germany
Mr. Isak Bukhman, TRIZ Master, USA
Dr. Bohuslav Busov, Czech Republic
Mr. Christoph Dobrusskin, The Netherlands
Dr. Ellen Domb, USA
Mr. Lorenzo Duroux, France
Dr. Victor Fey, TRIZ Master, USA
Mr. Naum Feygenson, TRIZ Master, Russia
Dr. Oleg Feygenson, TRIZ Master, South Korea
Ms. Barbara Gronauer, Germany
Mr. Jürgen Hess, Germany
Dr. Kai Hiltmann, Germany
Dr. Sergei Ikovenko, TRIZ Master, USA
Mr. Len Kaplan, TRIZ Master, South Korea
Dr. Tuomo Kässi, Finland
Dr. Karl Koltze, Germany
Mr. Andrey Kuryan, Belarus
Dr. Sergei Logvinov, TRIZ Master, Russia
Dr. Pavel Livotov, Germany
Mr. Alex Lyubomirskiy, TRIZ Master, USA
Dr. Oliver Mayer, Germany
Mr. Horst Naehler, Germany3Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

Dr. Toru Nakagawa, Japan
Mr. Alexey Pinyaev, TRIZ Master, USA
Mr. Tanasak Pheunghua, Thailand
Mr. Valeriy Prushinskiy, TRIZ Master, USA
Dr. Caterina Rizzi, Italy
Mr. Pascal Sire, France
Mr. Valeri Souchkov, TRIZ Master, The Netherlands
Dr. Yongwei Sun, People Republic of China
Dr. Christian M. Thurnes, Germany
Dr. Tom Vaneker, The Netherlands
Mr. Hongyul Yoon, TRIZ Master, South Korea

4Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

Dear colleagues and friends!
It is an honor and a privilege to greet you at TRIZfest - 2017. Every TRIZ conference is uniqueand TRIZfest in Kraków is also one of its kind.
Only a year has passed since our last event in Beijing, but strengthening of the TRIZ movement
and its deploying all over the globe would impress many.
TRIZ growth in China and India, Singapore and South America, continuation of TRIZ proliferation in South Korea, Europe and other places is a convincing proof that the methodology istaking over its place in the world engineering culture.
Never has a MATRIZ conference had such a multinational participation - we never had representatives from so many countries before.
It is quite indicative that TRIZfest is hosted by Poland this year. TRIZ movement here is gaining
strength, more people and companies successfully learn and use TRIZ and in general, innovation is a focal point for Polish industry.
I also would like to notice how many TRIZ conferences have sprung in different parts of theworld - several conferences in Europe - Germany, Austria, Slovenia, Asia - China, India, South
Korea, Japan and a number of others. It is definitely a very good sign. MATRIZ was, is andwill be supporting those as a sponsor or sharing resources and experience.
TRIZfest has a very rich and diverse program this year - TRIZ practitioners from many countries will share their findings in the development of TRIZ methodology, successes of industrial
TRIZ applications, using TRIZ in education, in schools, etc.
I would like to wish everyone interesting, constructive and fruitful discussions, efficient networking and to enjoy the wonderful city of Kraków.
Sergei Ikovenko, Dr-Eng, PhD, TRIZ Master
President of the International TRIZ Association (MATRIZ)

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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

Dear TRIZfest 2017 Participants,
For the first time such a huge-scale event as an international TRIZ conference is held in Poland.
It is a great honor.
If one considers the variety of modern TRIZ applications, where the methodology is successfully used or the growing number of certified MA TRIZ specialist, it is clearly visible how
greatly TRIZ developed during last 15 years.
The TRIZ methodology is widely implemented in large, medium and small enterprises as apragmatic innovation tool that allows creating systematic competitive advantage.
It is worth to mention that the Republic of Poland was among the very first countries that translated Gienrich Altschuller’s books. Although it happened in the 70s, it did not bring rapid development and common usage of TRIZ in the country. However, 5 years ago, group of TRIZ
enthusiasts decided to change the situation. The main idea was to popularize, develop and implement the TRIZ methodology in Poland. Due to intensive work, cooperation with a numberof ministries, government agendas, entrepreneurship programs and universities the interest to
TRIZ methodology in Poland started to grow. Some companies basing on South Korean experiences decided to include the methodology into their corporate culture. It is especially worth
to highlight the commitment and support of the Polish Patent Office and its President Mrs.
Alicja Adamczak. Her commitment and devotion had enormous influence on TRIZ development in Poland. Due to public seminars, the number of certified MA TRIZ specialists is rapidly
growing. Only 5 years ago, there were no more than 10 officially certified people. Nowadays
there are 150. Those facts allow us to forecast a bright future for TRIZ development in Poland.
This year the TRIZfest is held in Krakow. We hope that the Conference will be an enjoyable
event with interesting lectures and astonishing discussions with a great opportunity to expand
contacts, make new friendships and have a great time.
Yours faithfully,
Sergey Yatsunenko
Chief Scientific Officer
NOVISMO Company

6Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

Dear TRIZfest 2017 Participants and Readers of the Proceedings,
Welcome to Kraków! It is a pleasure to announce the 13th International Conference “TRIZfest
2017” which will be held on September 14-16, 2017, Kraków, Poland.
Just like in the past years, it took some efforts to prepare this conference since this year The
Organizing Committee received over 100 paper abstracts from all over the world. The Paper
Review Committee and Board worked hard to select best papers to be presented at the event in
Kraków.
This year the conference includes papers and presentations focused on the following topics:• TRIZ research, methodology, development.
• Development of competence with TRIZ.
• Integration of TRIZ with other methods and tools to enhance systematic innovation.
• Sharing experiences with best practices of using and implementing TRIZ.
• Case studies with the use of TRIZ
For the first time, the TRIZfest conference will feature a special session “TRIZ-Pedagogy” dedicated to discussing various issues how TRIZ can help to improve modern education.
We would like to thank all the authors and co-authors who contributed their works to include
to these Proceedings and therefore provided considerable impact on further development of
TRIZ and its dissemination around the world.
We would like to express our sincere gratitude to all the members of the TRIZfest 2017 Organizing Committee who provided their help and support as well as to the members of the Papers
Review Committee who invested their precious time to select the best papers and provide authors with comments how to improve their papers.
And at last but not least, we would like to express thanks to Novismo Sp. z o.o. and all
enthustastic partners of MATRIZ in Poland who invested considerable efforts to make theconference possible.
Valeri Souchkov, TRIZ Master
Chair of the TRIZfest 2017 Papers Committee
Vice President, The International TRIZ Association
ICG Training & Consulting
Enschede, The Netherlands

7Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

TABLE OF CONTENTS
Welcome Addresses

5

MAIN CONFERENCE PAPERS

13

A Praxiological Chain Model Applied to the Algorithm of Inventive Problem
Solving14

Maksymilian Smolnik (AGH University of Science and Technology, Poland)
A Simple Way to Perform CECA and Generate Ideas in Practice23

Arthur Lok (China Institute for Innovation, PR of China)
AHP-based Multi-Criteria Function Analysis as a TRIZ Tool for Complex Technical Systems

31

Leszek Chybowski, Katarzyna Gawdzińska, Wojciech Przetakiewicz (Maritime University of Szczecin, Poland)
An Improvement for Existing Function Approach46

Michael Yongmou Liu (GET Group, PR of China)
Application of TRIZ in Business Systems

52

Siarhei Boika, Andrei Kuryan, Dmitry Ogievich (EPAM Systems, Belarus)
Application of TRIZ in Ultrasonic Brazing Quality

65

Li Lui, Xiaolei Song, Yan Lui, Kunqiang Lui (Gree Electric Appliances Inc. of
Zhuhai, PR of China)
Application of TRIZ to Research Communication Skill Development

73

Kiyohisa Nishiyama, Emanuel Leleito (Nagoya University, Japan
Applying TRIZ to improve Lean Product Lifecycle Management Processes

81

Jens Hammer (School of Business and Economics, Friedrich-Alexander-Universität Erlangen-Nürnberg, Germany), Martin Kiesel (Siemens AG, Germany)
Become User of TRIZ Tools Instead of to Play Hide and Seek

93

František Palčák (Civic Association TRIZ SK, Slovak Republic)
Closing the Knowledge Gaps

104

Marek Zaleski, Piotr Jazwiecki (Sonion Polska, Poland)
Combining the Morphological Analysis with TRIZ: The Industrial Use Case.

117

Tomasz Nowak, Robert Płatek (ABB, Poland), Egil Stryken (ABB, Norway) Paweł
Kłys (ABB, Poland)
Construction of Innovative Ecological Environment of College Students basedon TRIZ Theory
Zhang Ying, Shi Dong-yan,Tang Hou-cheng (Harbin Engineering University, Heilongjiang Bayi Agricultural University, PR of China)

8124Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

DFMA and Trimming. Comparison of Two Systematic Approaches for
Simplification of Design. Floating Squiring Toy - Case Study.

134

Jerzy Obojski (ABB Poland, Poland)
Enhancing Statistical Design of Experiments with TRIZ and Vice – Versa

146

Shree Phadnis (TRIZ Association of Asia, India)
Evolution Map based in Advance Invention, Process and Case Studies

155

Mijeong Song, Dongsup Jang, Siho Jang, Chang-Ryong Heo, Dong-Il Son, ChiHyun Cho, Bokyung Kim, Jiho Seo (Samsung Electronics, South Korea)
From Problem to Objective – Complementing TRIZ with NLP

168

Jerzy Chrząszcz (Warsaw University of Technology, Poland)
Generative Inventions

178

Valery M.Tsourikov (Predizo LLC, Belarus)“How to administer TRIZ?” – Experiences in introducing TRIZ

185

Suresh Rajan, P.V.Narayan (TRIZ Association of Asia, India)
How Theory of Inventive Problem Solving(TRIZ) Can Implemented toAutomotive Industry in the Example of Jaguar Land Rover?

191

Kayhan Sirdar (University of Warwick, UK)
Hybridization of DFSS- and TRIZ-modeling Methods within an Innovation
Oriented DFSS-framework

201

Schmidt A.(Continental Automotive GmbH, Germany), Thurnes C.M.(Kaiserslautern University of Applied Sciences, Germany), Näther S. (Continental Automotive
GmbH, Germany)
Increased Addressing of Human Senses as a Trend

210

Oliver Mayer (Muenchen, Germany)
Initial Disadvantages Identification

217

Yongwei Sun (NICE - National Institute of low-Carbon and clean Energy, PR of
China)
Integral S-curve Analysis

222

Alex Lyubomirskiy (GEN TRIZ LLC, USA)Is TRIZ easy, or not?

228

Michal Halas (GRUPA ODITK, Poland)
Mapping TRIZ principles to Electromechanical Conversion Applications
Tiziana Bertoncelli, Oliver Mayer, Francesco Papini (GE Global Research, Germany)

9235Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

Modern TRIZ and the Concept of Antifragility. Friends, Enemies orFrenemies?

250

Oleg Feygenson (Samsung Electronics, South Korea), Naum Feygenson (Healbe
Corporation, Russia)
MPV-based Engineering System Evolution

259

Arthur Lok (China Institute for Innovation, PR of China)
Nature as a Source of Function-Leading Areas for FOS-derived Solutions

273

Stéphane Savelli (MP Solving, Belgium), Oleg Y. Abramov (Algorithm Ltd., Russia)
Online TRIZ Training: Experience with Development and Delivery

287

Valeri Souchkov (ICG Training & Consulting, The Netherlands)
Open Innovation: TRIZ Approach vs. Crowd Sourcing

296

Simon S. Litvin (GEN TRIZ, USA)
Open TRIZ Second Wave. TRIZ & TOC Tool

306

José Roberto Espinoza Villarroe (Open TRIZ Second Wave Chile SpA, Chile)
Opportunities from Integrating TRIZ and IT project management foralignment IT – Business

319

Monika Woźniak (University of Gdansk, Poland)
Optical Contradictions in TRIZ: a Review

329

Pavel Fimin (Algorithm Ltd, Russia)
Quantitative Approach to Cause-Effect Chains Analysis

341

Jerzy Chrząszcz (Warsaw University of Technology, Poland)
Report on the 2nd European Remote TRIZ Workshop

353

Christoph Dobrusskin (Philips Innovation Services, The Netherlands)
Research on TRIZ Integrated FBS-A Representation

360

Zhang Ying, Shi Dongyan, Tang Hou-cheng (Harbin Engineering University, Heilongjiang Bayi Agricultural University, PR of China)
Standard VDI 4521 Part 3: Inventive Problem Solving with TRIZ: Problem
Solution

368

Kai Hiltmann (Coburg University of Applied Sciences, Germany), ChristianThurnes (Kaiserslautern University of Applied Sciences, Germany), Robert Adunka(TRIZ Consulting Group, Germany), Norbert Huber (dWeihenstephan-Triesdorf
University of Applied Sciences, Germany)
Suggestion of Method of Discovering Innovative Ideas Through Convergenceof TRIZ and Big Data Solution
Ji-Young Kim, Hyung-Seok Yeo, Jun-Young Lee (Samsung Electronics, South Korea)

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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

Teaching Creative Problem Solving and Decision Making. University vs
Workplace

385

Mark Barkan (Education for a New Era, USA)The Hero’s Journey as a Framework for Learning and Using TRIZ

391

Barbara Gronauer (StrategieInnovation, Germany), Horst Th. Naehler (c4pi –Center for Product-Innovation, Germany)
The Law of Supersystem Development

399

Valeri Souchkov (ICG Training and Consulting, The Netherlands)
The Identification of Contradictions in Cliff: an Automatized Zipper
Prototype Using the TRIZ Method with Root Conflict Analysis (RCA+)

407

Mohamad Zairi Baharom, Frank Delbressine (Einhoven University of Technology,
The Netherlands), Marina Toeters (by-wire.net, The Netherlands), Loe Feijs (Einhoven University of Technology, The Netherlands)“To Beat the Market”, or the Economic Rationale for Using TRIZ-based
Inventions

419

Dmitriy Bakhturin (Central Institute for Continuing Education & Trainings of State
Atomic Corporation “Rosatom”, Russia)
The Study of Innovation and Improvements of the GD-K77 Riken Singlepoint Type Gas Detector by Applying TRIZ

426

Youn-Jan Lin, Tung-Yueh Pai (Ming-Hsin University of Science and Technology,
Taiwan), Chan-Tang Fu (Vanguard International Semiconductor Corporation, Taiwan )TRIZ and Scientific Method of Cognition. Coordination of approaches.

440

Nikolay Shpakovsky (Minsk, Belarus)
TRIZ for New Products: Solving “Never Solvable” Problems

452

Krzysztof Kochanowskia, Tomasz Michalik (SMP Poland Sp. Z o.o., Poland)
TRIZ Implementation Experience in Basel

461

Sergey A. Yakovenko (RUSAL Corporation, Russia), Alexander V. Kudryavtsev(Non-Profit Assocation "Centre of Practical Innovation", Moscow, Russia), Sergey
A. Faer (Academy of Troubleshooting, Moscow, Russia)
TRIZ in India and its applications in Technical Innovation

467

Tito Kishan Vemuri (Association for TRIZ and Technical Innovation (ATTI), India)
TRIZ in the Context of Digitalisation and Digital Transformation

474

Horst Nähler (c4pi – Center for Product-Innovation, Germany), Barbara Gronauer(StrategieInnovation, Germany)
TRIZ Principles in Radiotherapy

483

Maciej Lasota (Novismo, Poland)
TRIZ Problem Solving: Consulting vs. Facilitation
Len Kaplan (OutCompete LLC, USA), Jerzy Obojski (ABB, Poland)11496

Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

TRIZ Reccomendations for Development of Concepts of “Learning” Products

508

Valeriy Prushinskiy (Samsung Electronics, South Korea)
TRIZ-Navigator for Business Models

514

Andrei Kuryan (EPAM Systems, Belarus), Mikhail Rubin (Healbe, Russia)
Using TRIZ-derived ‘Voice Of the Product’ to Identify Promising Market
Niches526

Oleg Y. Abramov, Vladimir Y. Rychagov (Algorithm Ltd., Russia)
TRIZfest 2017 SPECIAL SECTION: TRIZ-Pedagogy

538

Keynote Talk: Smart Education

539

Evgenia Guin, Anatoly Guin (Association «Education for a New Era», Russia)
Developing Creative Thinking Skills – Grade School Level Propaedeutic
Course “Engineering” (May also be used for the liberal arts students andgraduates)

543

Anatoly Guin, Elena Guin, Evgenia Guin (Association «Education for a New Era»,
Russia)Open Tasks by Making Use of Wooden and LEGO play blocks

550

Irena Stańczak (Old Polish University, Poland)
The Evolution of Attitudes to Entrepreneurship in People (14-16 years old)

557

Anna Boratyńska-Sala (Cracow University of Technology, Poland)
TRIZ for Schools

563

Christoph Dobrusskin (Philips Innovation Services, The Netherlands), Hans Baaijens (Philips Lighting, The Netherlnds), Mandy Stoop (Fontys, The Netherlands)
TRIZ in the Teaching of the Polish Language

571

Jan Boratyński (TRIZ – Poland Foundation, Poland)
TRIZ Invention School for the Children and the Youth576

Mi Jeong Song (Samsung Electronics, South Korea), Jung-Bae Kim (Alchera Inc.,South Korea), Jung-Hyeon Kim (Samsung Electronics, South Korea)
TRIZ Pedagogy as the Basis of the Educational Process

587

Gredynarova Olena (Zaporozhye, Ukraine)
Author's Index

597

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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

TRIZfest 2017 Main Sessions

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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

TRIZfest 2017
September 14-16, 2017. Kraków, Poland

A PRAXIOLOGICAL CHAIN MODEL APPLIED TO
THE ALGORITHM OF INVENTIVE PROBLEM SOLVING
Maksymilian Smolnikaa

AGH University of Science and Technology, Kraków, Poland

Abstract
The paper presents the application of the praxiological chain model to the selected part of the Algorithmof Inventive Problem Solving (ARIZ) considered as a system of actions being performed in order toachieve the desired result while conducting an organised action realisation process. The main aims ofthis paper include:- general presentation of the possibilities of using praxiological chains while modelling actions- verification of the possibility of applying the praxiological models to the actions organised by the
Algorithm of Inventive Problems Solving- identification of the relations of support in the modelled system which are essential for its proper
functioning.
According to the structure and system of the algorithm, selected actions were modelled as praxiologicalchains and linked with each other in order to represent the existing relations of support. The obtainedmodel is another formal representation of the system of actions included in the algorithm offering thepossibilities of its analysis. The developed model and the obtained results may be useful during the
introduction of the algorithm in real circumstances in order to solve practical problems and/or during
developing similar tools in the future.
Keywords: praxiology, praxiological chain model, ARIZ.

1. Actions modelling
Any action may be described as a process of conscious and intentional functioning (of a humanbeing) with incorporated ability to make decisions [1]. Therefore, it could be assumed that a setof three elements is evitable to perform the action. These elements are: a subject (of the action),a tool (which is used) and an object (of the action). What is more, the action is performed inorder to achieve a desired goal (that is, in fact, a desired state of the object of the action) and it
occurs in some circumstances [2].
Taking into consideration the above-mentioned assumptions, an action may be formally described using a model called the praxiological chain. Such a chain consists of all of the three
mentioned elements and may be presented with the use of formula (1) as well as in a graphicalform shown in Fig. 1 [2].
Ci = <xi,yi,zi>, (1)where:Ci is the symbol used in order to refer to the praxiological chain i
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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

xi is the representation of the subject of the action i
yi is the representation of the tool (the intermediary) within the action i
zi is the representation of the object of the action i.

Fig. 1. A graphical representation of the praxiological chain Ci [2]Combining a number of praxiological chains (or at least two of them) allows one to present therelations of support which occur in the analysed circumstances. The system of chains obtained
as a result of the performed analysis of an existing process or during a synthesis of a new one
becomes a model which should be used in order to identify the elements inevitable to conduct
the process and/or to evaluate the effectiveness of the process. What is more, such a modelallows one to focus on the elements which should be better supported or even are still missingin the whole analysed/synthesised system [3].
The relation of support between two chains C1 and C2 may be presented with the use of a proper
formula (cf. formula (2)) or in a graphical form shown in Fig. 2 [2].
𝐶2 ⊢ 𝐶1 (2)Formula 2 is appropriate to describe any situation when the C2 chain supports the C1 chain (inany way). A possible, exemplary relation of support which may occur in such a situation is
described more precisely using the scheme presented in the Fig. 2 where the element x2 of thechain C2 supports the element y1 of the chain C1 relative to its object z1 [2].

Fig. 2. An exemplary relation of support between chains C1 and C2 [2]A more sophisticated, formal way of denoting precisely the relations of support between two
praxiological chains without using the graphical representation (like in the Fig. 2) is presented
in [2].

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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

2. Praxiological chain models applied to ARIZ
The whole process of modelling was performed considering the most important assumption
presented below.
It was assumed that the problem which is to be solved (or the task which is to be done) occupies
the position of a tool in the analysed chain, and the solution which is to be obtained is presented
as an object. Generally, this way of modelling may be used at any stage of problem solving if
only the previous state of the problem is considered as the tool (in the sense of the chain element), and the succeeding state of the problem (the result) is considered as the object (cf. [4]).
Obviously, the tools used for solving the problem (e. g. inventive principles, inventive standards
or ARIZ [5, 6, 7]) take the positions of other tools in the praxiological sense, so the obtained
praxiological chain was presented in a more complex graphical form (Fig. 3). The abovementioned relations are shown in the Fig. 3.

Fig. 3. A praxiological chain representing the action related to problem solving; I – inventor, P - problem (previous state of the problem), T – tools used for problem solving, S – solution (succeeding stateof the problem)

The model presented in the Fig. 3 is described using the set of formulas (3 – 7):
C1 = <x1,{y11,y21},z1>, (3)x1 = I, (4)z1 = S, (5)y11 = P, (6)y21 = T. (7)The described model may be used as a simple, single part of an algorithm in order to present an
action when an item is inputted, processed and finally outputted.
The Algorithm of Inventive Problem Solving (ARIZ) is organised as a set of actions. Therefore,
the whole set could be modelled with the use of praxiological chains, in the way presented
above. The algorithm chosen for the conducted analysis is ARIZ-77, and exactly the steps from
1.1 to 1.3 covered by its part 1 [8].
Part 1 of ARIZ-77 refers to the selection of the task to be solved [8], and includes nine steps.
The first three of them are listed below:
1.1 – formulate the final aim of the solution of the task
1.2 – verify if the goal could be achieved in another way
1.3 – choose the more purposeful task to be solved (using additional criteria of choice referringto the system development limitations and the type of task to be solved).
Praxiological models constructed respectively for the actions included in these steps are presented in the Fig. 4, 5 and 6.
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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

The step 1.1 consists of five parts (a – e). Each part was considered as a separate action andmodelled as a praxiological chain. The indexes a – e of the elements of the chains shown in theFig. 4 refer to the mentioned parts of the step.

Fig. 4. Praxiological models of the actions included in the step 1.1 of ARIZ-77(chains C1.1a, C1.1b, C1.1c, C1.1d and C1.1e)

The elements labelled using the symbols presented in the Fig. 4 are as follows:- x1.1a, x1.1b, ..., x1.1e – the person solving the task (e. g. an inventor or a designer)- y11.1a, y11.1b, ..., y11.1e – the task to be solved- y21.1a, y21.1b, ..., y21.1e – the guidelines present in the corresponding part (a – e) of the step 1.1of ARIZ- y31.1a, y31.1b, ..., y31.1e – the knowledge and skills of the person solving the task (cf. [3])- z1.1a – the characteristics of the object to be changed- z1.1b – the characteristics of the object which mustn’t be changed- z1.1c – the costs which decrease once the task is solved- z1.1d – the accepted outlays- z1.1e – the basis technical and economic index to be improved.
Though some of the elements of the separate chains shown in the Fig. 4 occur in different
actions, they are in fact the same elements. Therefore, the equations 8 – 11 may be written:
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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

y11.1a = y11.1b = y11.1c = y11.1d = y11.1e = y11.1, (8)when the task is being solved individually:
x1.1a = x1.1b = x1.1c = x1.1d = x1.1e = x1.1, (9)y31.1a = y31.1b = y31.1c = y31.1d = y31.1e = y31.1, (10)and obviously always
y21.1a ≠ y21.1b ≠ y21.1c ≠ y21.1d ≠ y21.1e. (11)A similar analysis may be conducted for the steps 1.2 and 1.3. The constructed models arepresented in the Fig. 5 and 6 and described below.

Fig. 5. Praxiological models of the actions included in the step 1.2 of ARIZ-77(chains C1.2a, C1.2b and C1.2c)

The meanings of the symbols in the Fig. 5 are as follows:- x1.2a, x1.2b, x1.2c – the person solving the task (e. g. an inventor or a designer)- y11.2a, y11.2b, y11.2c – the task to be solved- y21.2a, y21.2b, y21.2c – the guidelines present in the corresponding part (a – c) of the step 1.2 ofARIZ- y31.2a, y31.2b, y31.2c – the knowledge and skills of the person solving the task
- z1.2a – the task reformulated for the circumstances of the supersystem- z1.2b – the task reformulated for the circumstances of the subsystems- z11.2c – the task reformulated for the opposite action and the circumstances of the supersystem- z21.2c – the task reformulated for the opposite action and the circumstances of the system- z31.2c – the task reformulated for the opposite action and the circumstances of the subsystem.
Consequently, the equations 12 – 15 may be written:
y11.2a = y11.2b = y11.2c = y11.2 = y11.1, (12)18

Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

when the task is being solved individually:
x1.2a = x1.2b = x1.2c = x1.2 = x1.1, (13)y31.2a = y31.2b = y31.2c = y31.2 = y31.1, (14)and always
y21.2a ≠ y21.2b ≠ y21.2c. (15)Fig. 6. Praxiological models of the action included in the step 1.3 of ARIZ-77 (chain C1.3)

The meanings of the symbols used in the Fig. 6 are as follows:- x1.3 – the person solving the task (e. g. an inventor or a designer)- y11.3 – the task to be solved- y21.3 – the guidelines present in the step 1.3 of ARIZ
- y31.3 – the knowledge and skills of the person solving the task
- y41.3, y51.3, y61.3, y71.3, y81.3 – the reformulated task (cf. step 1.2 and equations 19 – 23)- y91.3 – the additional criteria of choice- z1.3 – the task finally selected to be solved.
Considering the structures of ARIZ-77 and models built the equations 16 – 23 should be presented. Some of them (19 – 23) give grounds for writing the relations of support (33 – 35).
y11.1 = y11.2 = y11.3, (16)for the task being solved individually:x1.1 = x1.2 = x1.3, (17)19

Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

y31.1 = y31.2 = y31.3, (18)and generally:z1.2a = y41.3, (19)z1.2b = y51.3, (20)z11.2c = y61.3, (21)z21.2c = y71.3, (22)z31.2c = y81.3. (23)But there are some other interactions between the chains which were not described yet. All of
the objects z included in the chains built for the step 1.1 are later used by the person solving thetask. The results of the actions performed for the step 1.1 support the inventor or the designer
while organising his or her work for the steps 1.2 and 1.3. This fact may be presented using thechains C1.2’ and C1.3’. The chain C1.2’ is shown in the Fig. 7.

Fig. 7. The chain C1.2’

Both of the chains were described using the formulas 24 and 25:
C1.2’ = <x1.2,{z1.1a, z1.1b, z1.1c, z1.1d, z1.1e},x1.2>, (24)C1.3’ = <x1.3,{z1.1a, z1.1b, z1.1c, z1.1d, z1.1e},x1.3>. (25)
Finally, the relations of support which occur between the praxiological chains modelling thesteps 1.1, 1.2 and 1.3 of ARIZ-77 are as follows (26 – 35):
𝐶1.1𝑎 ⊢ 𝐶1.2′ ∧ 𝐶1.1𝑎 ⊢ 𝐶1.3′ , (26)𝐶1.1𝑏 ⊢ 𝐶1.2′ ∧ 𝐶1.1𝑏 ⊢ 𝐶1.3′, (27)𝐶1.1𝑐 ⊢ 𝐶1.2′ ∧ 𝐶1.1𝑐 ⊢ 𝐶1.3′ , (28)𝐶1.1𝑑 ⊢ 𝐶1.2′ ∧ 𝐶1.1𝑑 ⊢ 𝐶1.3′ , (29)𝐶1.1𝑒 ⊢ 𝐶1.2′ ∧ 𝐶1.1𝑒 ⊢ 𝐶1.3′ , (30)𝐶1.2′ ⊢ 𝐶1.2𝑎 ∧ 𝐶1.2′ ⊢ 𝐶1.2𝑏 ∧ 𝐶1.2′ ⊢ 𝐶1.2𝑐 , (31)20

Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

𝐶1.3′ ⊢ 𝐶1.3 , (32)𝐶1.2𝑎 ⊢ 𝐶1.3, (33)𝐶1.2𝑏 ⊢ 𝐶1.3 , (34)𝐶1.2𝑐 ⊢ 𝐶1.3. (35)The above-mentioned formulas represent the structure of the analysed algorithm in a formal
way considering the indicated relations of support.

3. Conclusions
An exemplary application of praxiological chains to the part of the Algorithm of Inventive
Problem Solving was successfully performed and presented in the paper. Such an analysis may
be conducted for different methods and/or algorithms, and especially more modern tools usedin design methodology and inventive engineering (e. g. ARIZ-85C [5, 7]).
Considering the formal way of modelling actions, the formulas 26 – 35 clearly show that theanalysed part of the algorithm is logically constructed. All of the indicated actions support theelements of the last chain C1.3 which means that all of them aim at achieving the final result thatis, in this case, the formulation of the task eventually selected to be solved. However, some
improvements could still be introduced within the analysed part of the algorithm relative to thewording of the step 1.1 in order to strengthen the relation between the steps 1.1 and 1.2 as well
as 1.1 and 1.3. The final aim of the solution of the task mentioned in the step 1.1 should be
defined more precisely in order to better support the inventor moving from the step 1.1 to thefollowing steps. Such an improvement should allow one to avoid potential misapprehensions.
The conducted analysis was focused on the formal relations which occur between the actions
performed due to the guidelines of ARIZ but the psychological impact of the wording of thesteps of the algorithm on the person solving the task was not considered. It could become a partof a more complex analysis in the future.

References
1. Bojarski W.W. “Podstawy analizy i inżynierii systemów”. Warszawa, Państwowe Wydawnictwo
Naukowe, 1984.
2. Konieczny J. “Praxiological Models. Praxiological Modelling of Systems of Action” [in] Gasparski W., Pszczołowski T. [ed.] “Praxiological Studies”. Warszawa, PWN – Polish Scientific Publishers, 1983.
3. Smolnik M. “A Praxeological Model of Creative Actions in the Field of Mechanical Engineerging” [reviewed paper presented during TRIZ Future Conference 2016].
4. Orloff M.A. “ABC-TRIZ: Introduction to Creative Design Thinking with Modern TRIZ Modeling”. Springer International Publishing Switzerland, 2017.
5. Альтшуллер Г.С. “Найти идею. Введение в ТРИЗ – теорию решения изобретательских
задач”. Москва, Альпина Паблишер, 2012.
6. Arciszewski T. “Inventive Engineering: Knowledge and Skills for Creative Engineers”. Boca
Raton, CRC Press Tylor and Francis Group, 2016.
7. Koltze K., Souchkov V. “Systematische Innovation. TRIZ-Anwendung in der Produkt- undProzessentwicklung”. München, Wien, Carl Hanser Verlag, 2011.
8. Altszuller G.S. „Elementy teorii twórczości inżynierskiej”. Warszawa, Wydawnictwa NaukowoTechniczne, 1983.

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Corresponding Author:
Maksymilian Smolnik: smolnik@agh.edu.pl

22Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

TRIZfest 2017
September 14-16, 2017. Krakow, Poland

A SIMPLE WAY TO PERFORM CECA AND GENERATEIDEAS IN PRACTICE
Arthur Lok
China Institute for Innovation, Shanghai, 200082, P.R.of China

Abstract
Cause-Effect Chain Analysis (CECA) is an improved method of RCA (Root-Cause Analysis) createdby GEN3 partners. In practice, when a team of engineers performs Cause-Effect Chain Analysis to atechnical problem, different people usually have very different opinions and they tend to spend a lot oftime arguing. It wastes a lot of energy when people argues about CECA, and it is important to help
participants discuss in a constructive way so that they could continuously expand their thinking insteadof arguing on some unnecessary topics.
This article suggest that there is 'Model Answer' for CECA of each technical problem and suggest threeprinciples when applying CECA: 1. We analyze the cause rather than purpose when answering the question of 'Why'; 2. When analyzing the cause, always find out the scientific phenomenon and describe
causes according to scientific laws; 3. MECE (Mutually Exclusive Collectively Exhaustive) principle.
If we apply these principles, we could easily achieve consensus when we discuss about CECA. Also,
the author suggests that we could combine CECA and 'Why-What If-How' question to generate ideas
and contradictions after CECA analysis.
Keywords: CECA; MECE; Idea Generation.

1. Introduction
Root Cause Analysis (RCA) [1] is a frequently used tool in quality management and problem
solving. It is a structured methodology that identifies root cause(s) so that we could solve theproblem sustainably. Based on RCA, GEN3 partners created a tool Cause-Effect Chain Analysis[2]. Now it has become a very frequently used and quite effective tool in TRIZ practice.
The steps of CECA that GEN3 partners suggested include: 1. List the starting disadvantage; 2.
Analyze the conditions that causes the starting disadvantage and generate the intermediate disadvantages; 3. Link the intermediate disadvantages with 'And', 'Or'; 4. Pick the key disadvantages.
Abramov[3] compared CECA with traditional RCA tools and suggested that CECA is superior
because it identifies an exhaustive set(s) of key disadvantages to be solved, while RCA does
not guarantee that all root causes will be identified.
However, it is not easy for practitioners to perform a CECA process. The problem is that thereis lack of standards for judging whether an CECA is 'correct' or 'wrong'. Different people havedifferent understanding.
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2. Common challenges for CECA in practice
When using CECA, engineers usually have different understanding and different opinions, sowhen they perform an analysis to a technical problem, different people have very different layout of the cause-effect chain. For example, in rainy days, when we drive a car, there is mist on
the windshield, and it's inconvenient for driver to see through the windshield. When people
analyze this problem, they could have totally different versions. See below different versions.

Fig. 1. Two different cause-effect chain analysis performed by two different people

The reason why different people have different CECA analysis include: 1. Different thinking
patterns of the practitioners; 2. Different opinions about how to lay out differnt factors on a
CECA tree format; 3. There is no standard criteria about how we should lay out the logic behinda problem.
It is easy to attribute this problem to the practitioner themselves, but we could also ask a further
question: Is it possible that whoever goes through the CECA process will get the same results?
To put it in another way, when we analyze a problem, is there a model answer for cause-effectchain analysis? If there is a model answer, then it means that different people should have thesame version of analysis. After all, the engineering system does not change in respect to theobserver, there must be a standard version of CECA for any technical problem. However, thisis seldom seen in practice. So the question is: how do we manage the process so that every one
will reach the same answer if they follow the process?

3. Cause-Effect Logic.
When we perform CECA, is there a model answer? The answer is yes.
When we analyze a problem with CECA, how do we make sure we are doing it correctly? The
argument here is that if there is an exclusive and correct answer for each step of the analysis,
then there is an exclusive and correct answer for the whole analysis. In practice, we found thatpeople have different versions of CECA only because there is no standard for cause-effect logic
in every small step. So how to make sure every one follow the right logic in every step? The
author suggests three key princples.

3.1 Principle 1: “Cause” rather than “Purpose”
When we analyze the cause-effect, we simply ask “why”. However, there are two possible scenarios when you answer the question of “why”. The first one is clarifying purpose or intention.
For example, when we ask a person 'Why do you ride a bicycle to go to work?', the answer
might be 'To keep fit'. In this case, the person is clarifying the purpose. And the second scenario
is clarifying causes. For example, when we ask a person 'Why do you ride a bicycle to go towork?' The answer might be 'Because my car had a flat tire.' In this case, the person is clarifying
the cause. Souchkov [4] suggests that when we analyze a problem, we should clarify cause
24Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

instead of purpose. In practice, the author found that if we analyze from the cause rather thanpurpose perspective, then we could better describe the essential logic behind a problem.

3.2 Principle 2: Refer to physical, chemical or other scientific law
Traditionally, the analysis part of a problem is a subjective process that rely much on the practitioner's knowledge and skills. How could we make it a more objective rather than subjective
process? The author suggests if we describe the problem from scientific perspective, then everyone could have the same understanding.
For example, if we analyse the problem of water leakage in a pipe. If we list the key disadvantages in a subjective way, then some people will claim corrosion is the key problem, whileothers argue the quality of the pipe is not good enough. However, if we define the problem fromthe physical phenomenon perspective, water leakage is flow of water in essence. And the scientific law for water flow is movement of water driven by gravity. So the factors related withthis phenomenon include: 1) passage for water; 2) gravity is greater than drag force. Then we
could further describe the physical phenomenon of the causes and analyse in a deeper way.
Here are the steps for following scientific law:
Step 1 Describe the physical, chemical or other scientific phenomenon.
Step 2 Describe the scientific law of this phenomenon.
Step 3 Refer to the formula or equation and check all the factors related with the scientific law.

3.3 Principle 3:MECE(mutually exclusive and collectively exhaustive).
MECE stands for “mutually exclusive and collectively exhaustive” and is one of the hallmarksof problem solving at McKinsey. Mutually exclusive suggests that information should begrouped into categories so that each category is separate and distinct without any overlap; andCollectively exhaustive suggests that all categories taken together should deal with all possible
options without leaving any gaps [5]. Following the scientific laws makes it easier to achieve
MECE requirement.

4. An Example.
If we are able to make sure every step for CECA is correct, then we could start to make surethe whole analysis is correct. Because for each step it is mutually exclusive and collectively
exhaustive, the whole map will be collectively reflecting the essence of the engineering problem, and people could easily follow the logic. For example, below is the analysis of the aforementioned windshield mist problem.

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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

Fig. 2. The “Model Answer” for the windshield mist problem.

Still, this might not be the only correct answer for the analysis, but it almost is. When people
look at the analysis, they may find out something the practitioner misses, but normally people
stop debating, because the whole analysis is performed in a logic way following the three principles the author suggested.

5. The golden creative questions
5.1 The golden creative questions and when we should use themBerger [6] suggested that by asking Why, What if, and How, people’s thinking will advancethrough three critical stages of problem-solving. “Why” questions help us understand why the
problem exists, why it hasn’t been solved already, and why it might be worth tackling. “Whatif” questions can be used to explore fresh ideas for possible improvements or solutions to the
problem, from a hypothetical standpoint. And “How” question focuses on practical, actionoriented ideas, e.g. how to give form to ideas, how to test and refine them with the goal oftransforming possibility into reality.

5.2 An example
In the example of “Mist on windshield”, one of the causes is “watch through the windshield”,
and we could ask the three questions to the fact that the driver sees through the windshield. See
below table.

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Table 1
Example: The Golden Creative Questions

Question
Answer
Question
Answer
Question
AnswerWhy should we watch through windshield?
Because the windshield is in the direct line
between the objects and eyes
What If we donot need to watch throughwindshield?
We should find out other ways to see all theobjects in front.
How could we see all the things in front but
not through windshield?
Streaming video; infrared dedection
technology;

5.3 Challenge with application of the golden creative questions
When we use the golden questions, one of the top challenges is about where should we startfrom. For example, when we ask these questions for a coffee mug, we could start fromdifferent aspects, such as:Why is the coffee mug round? What if it is square? How could we make an excellent
square mug?



Why is the coffee mug made of ceramic? What if it is made of edible stuff? How could
we make an edible mug?



Why is the surface of coffe mug smooth? What if the surface is rough? How could we
make an interesting mug with rough surface.

In different directions, there will be many different ideas. So which direction should we pursue? How
do we make sure that we are targeting the right direction? The “Why-What If-How” question does nottouch these questions. Because CECA is a tool that provide clear direction for problem solving, so we
believe it will help tackle this challenge.

6. A promising possibility: generating all the possibilities related to a technical problem.
If we could predict all the possibilities related to a technical problem, or to an engineering system, andthen the advantage is that we will have very good chance to solve the problem from the root-cause level,at least we will out-compete other players from thinking level.
Is it possible to generate all the possibilities? From the engineering system perspective, it is very difficult; However, from the technical problem perspective, it is plausible.
Because CECA lays out the underlying logic of a specific problem, and the “Why-What If-How” question provide divergent thinking, so if we combine these two tools together, theoretically we could generate all the possible ideas.

In the Cause-Effect Chain Analysis, we have articulated all the current situation, and we alreadyasked “Why”, then it’s easy for us to ask “What If” and “How” to generate new ideas based on
CECA. Here are the key steps the author suggests:
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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

Step 1. Screen all the lines in CECA and identify key starting points. We work through all the
sub-branches of the CECA, and define every possible point where we could start to ask the“Why-What If-How” question.

Fig. 2. CECA of “Mist on Windshield” problem with key starting points highlighted.

Step 2. Ask “What If” and “How” for each point. With the key points defined from CECA, westarted to ask the three questions for each point. Actually we have already answered the questionof “Why” in CECA, but to keep the logic, we still put the “Why” answer in the below table:28

Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

Table 2The Creative Questions based on CECA
Why
Question

What If
What If we donot need to watch throughwindshield?
We should find out other ways to see all theobjects in front.
What if the air is always very dry?

How
How could we see all the things in front but
not through windshield?
Streaming video; infrared dedection
technology;
How could we dry the air in the car?

What if the ventilation is very good?

Dehumidifier;
How could we stop rain but keep very good
ventilation?

AnswerWhy should we watch through windshield?
Because the windshield is in the direct line
between the objects and eyes
Why is there high vapor in the car?
Because the air is humid and the ventilation ispoor
We should find out how to dry the air.

Question

Why is the ventilation poor in the car?

Answer
Question

Answer
Question

Answer
Question
Answer
Question
Answer
Question
Answer
Question
Answer
Question
Answer

Because it's a confined space to stop rain
We should find out how to stop rain andand heat loss
heat loss
Why is the temperature of inside air higher
What if the temperature of inside air is equal
than the glass?
or lower than the glass?
Because the car and human body are
releasing heat. And the glass is cooled down We should cool down the inside air or heatby outside air and rain
the glass
What if the air is not directly in touch with
Why is air directly in touch with glass?
glass?
Because the air is everywhere
We should keep the air away from glass
Why is there dust on windshield?
Because there is dust in the air and the dust
is adhered to the glass

Waterproof and breathable structure ormaterial.
How could we make the temperature of
inside air equal or lower than glass?

Cooling down the air; heating the glass
How could we make the air not directly intouch with glass?
No idea.
How could we make sure there is no dust on
windshield?

What if there is no dust on windshield?
We should either clean the dust or make suredust is not adhered to the glass
Blowing air; anti-adhesion coating;
What if the mist is not adhered to
How could we make sure the mist is not
Why is mist adhered to windshield?
windshiled?
adhered to windshield?
Natural property of glass
We should find out how.
Ultra-hydrophobic coating.
What if the evaporation is very fast on
Why is evaporation very slow on windshield? windshield?
How could we make the air flowing fast?
Because the air is not flowing
We should make sure air is flowing fast
Blowing air;Why isn't mist removed?
What if the mist is always removed?
How could we remove mist all the time?
No convenient solution available
We should have the removal solution
Inside wiper; Cleaning rag;

Step 3. Generate ideas and contradictions. Based on the three questions, we generated the below
ideas and contradictions:
Table 3
Ideas and Contradictions generated
Idea
1
2
3
4
5
6
7
8

Streaming video;
Infrared dedection technology;
Dehumidifier;Blowing air;Anti-adhesion coating;Ultra-hydrophobic coating;
Inside wiper;
Cleaning rag;

7. Conclusion.
In this article, the author tried to solve the common challenge of having very different versionsof CECA when different people work on the same technical problem. There should be a “Model
Answer” for CECA, as the technical problem does not change when different people analyse
the problem. To solve this problem, we need to guarantee that when different people work ona small step, they get the same answer. So the author suggested three principles that help people
to discover all the causes and describe it in a logical way.

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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

According to the author’s experience, when engineers follow the three principles, they usually
get much better versions of CECA, and different people tend to achieve the same version.
Also, the author suggested that CECA should be followed by the application of “Why-What IfHow” question, because this will help generate all the possibilities related with the technicalproblem. The steps have been explained in the example of “mist on windshield” problem.
So the author suggested a simple way to perform CECA more effectively and to generate all
the possible ideas related to a technical problem. The future research might focus on whether
the three principles for CECA are the best principles, and whether combining CECA and “WhyWhat If-How” question improves the effectiveness and efficiency of solving technical problems.

References
1. Andersen B., Fagerhaug T. Root Cause Analysis: Simplified Tools and Techniques, 2nd Edition,
Milwaukee, Wisconsin, USA, ASQ Quality Press, 2006.
2. MATRIZ Level 3 Certification Course Material, 2014, Sergei Ikovenko
3. Abramov, O.Y. “TRIZ-Based Cause and Effect Chains Analysis vs Root Cause Analysis”. Proceedings of TRIZFest-2015 Conference, Seoul, South Korea, September 10-12, 2015, pp. 283-291.
4. Souchkov, V.V. “A Guide to Root Conflict Analysis. ” Http://www.xtriz.com/publications/RCA_Plus_July2011.pdf, 2011.
5. Minto, B. The Pyramid Principle: Present Your Thinking So Clearly That the Ideas Jump Off the
Page and Into the Reader’s Mind. Financial Times/ Prentice Hall, ISBN-13: 978-1405822145,2005.
6. Berger, W. A More Beautiful Question: The Power of Inquiry to Spark Breakthrough Ideas. Bloomsbury USA, ISBN-13: 978-1632861054, 2016.

Corresponding Author:
Arthur Lok: Arthur.lok@innoenterprise.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

AHP BASED MULTI-CRITERIA FUNCTION ANALYSISAS A TRIZ TOOL FOR COMPLEX TECHNICAL SYSTEMSLeszek Chybowski a, Katarzyna Gawdzińska a, Wojciech Przetakiewicz aaFaculty of Marine Engineering, Maritime University of Szczecin,70-500 Szczecin, Poland

Abstract
This paper presents a modified component importance analysis as a TRIZ tool for complex technicalsystems modelling and evaluation. A marine diesel fuel injector is used as an example of a complex
technical system. The necessity for further development of the function analysis as an effective TRIZ
tool is highlighted. Some of the problems encountered in modelling complex technical systems is
pointed out. A multi-criteria function analysis with weighted criteria of component importance based on
the Analytical Hierarchy Process (AHP) is introduced and the basic criteria for a system component
performance and quality evaluation are presented. Results of analyses are presented using weighted
criteria and classic function analysis is presented with equal weights.
Keywords: function analysis, importance analysis, complex system, system modelling, weighted criteria, Analytical Hierarchy Process, AHP, multi-criteria analysis.

1. Introduction
Function analysis is a TRIZ tool derived from the theory of systems used at the stage of mapping
and assessing a problem [1]. This analysis is also utilized for identifying a key problem in theprocess of solving inventive problems [2, 3, 4]. Function analysis primarily aims at:understanding problems by identifying the relationships between components of thesystem and of the supersystem and modelling these;• Finding the existing and potential problems related to system functionality;• Identifying problems that can be resolved with other TRIZ tools;• Optimization of the system operation by reducing the number of components while preserving system functionality;• Modification of existing patents to find patentable solutions having the same functionality
The steps of the function analysis process are as follows [2]:•1. Deconstructing a system and supersystem, namely the isolation of components of thesystem and components of the supersystem, with which the analysed system interacts.
2. Identifying interactions and indicating them in a relationship matrix.
3. Defining the individual functions for each component, subject to interactions.
4. Determining the direction of each identified function of the components of a system orsupersystem.
5. Determining of the type of interaction for each identified function of a system’s or supersystem's components.
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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

6. Create a ranking of identified problems based on each component's negative impact on
the obtained total value of the system (functionality, efficiency, quality).
This paper is focused on the last step of the function analysis process. The ranking of identified
problems is normally created by mutual comparison of individual problems associated the operation of each component of the system [5, 6]. An example of such a variant-based assessment
has been presented in section 3.1 of this paper. It is possible for several criteria to be considered,
which can then be aggregated; however, this approach does not take into account the ranks ofindividual criteria and hence the importance of the use of individual rankings for the establishedcriteria. To illustrate the solution to this problem we may determine the final ranking as aweighted average of assessments from individual rankings [7]. However, there remains a matterof indicating weights for particular criteria.
According to the authors, the application of AHP method is a valuable tool for determining theweights of individual criteria, individual rankings and, the aggregated ranking. This method isadvantageous as it is possible to quickly determine the importance of criteria and of individual
problems in the analysed system. In addition, not only the mutual relation such as “more important” and “less important” is assessed, but also the degree of mutual ratio of importance isexpressed on the scale of the intensity. With the above in mind, the authors have attempted toadapt the AHP methodology for the implementation of the latter stage of the function analysis,
as shown in the example of the fuel injector in this paper.

2. AHP as a tool for multi-criteria decision-making
The AHP method, developed in 1970 by Thomas L. Saaty, is one of the multi-criteria methodsof hierarchical decision problem analysis. It allows the deconstruction of a complex decision
problem and result in a ranking for the finite set of alternatives, wi, according to selected importance criteria, ki [8]. Figure 1 shows an example hierarchical structure of a decision making
process (according to the AHP) for a problem of ordering five analysed alternatives in terms ofsix different criteria.

Fig. 1. Example hierarchical structure of a decision making process according to the AHP

After creating a hierarchical problem model by means of the AHP method and pairwise comparison [7], criteria relevance is determined as a level of their dominance relation (Table 1).
The range of the allowed dominance levels is between 1 and 9. The relative alternative relevance index - criterion ki superiority to criterion kj – is expressed by aij according to the formula:
aij 

ei
, i, j  1,2...nej

where: ei – absolute criterion rank ki,
ej – absolute criterion rank kj,
while aij  {1,2...9} .
32(1)

Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

Table 1
The fundamental scale used in AHP [9]Importance onan absolute scale

Definition

Explanation

1

Equal importance3

Moderate importance on
one over another

Experience and judgment moderately favour one activity overanother

5

Essential or strong
importanceExperience and judgment strongly favour one activity overanother

7

Very strong importanceAn activity is strongly favoured and its dominance demonstrated in practice9

Extreme importance

The evidence favouring one activity over another is of thehighest possible order of affirmation

2,4,6,8Intermediate values

When compromise is needed

Two activities equally contribute to the objective

Coefficients, aij, of the relation between criteria, ei, are grouped in square matrix A, whilea ij 

1a ji for i,j=1,2…n. Table 2 presents an example of comparison matrix A with a weight

coefficients vector.
Table 2
Example comparison matrix A with a weight coefficients vector [8]Criterion

k1

k2

k3

k4

wi

k1

1

3

1/5

3

w1

k2

1/3

1

1/9

1

w2

k3

5

9

1

1/7

w3

k4

1/3

1

7

1

w4

With regard to the fact that the i-th verse of the comparison matrix is the i-th column reciprocity(i=1, 2…, n), a relation is established:Aw  nw(2)where: w – is a column vector with elements w1, w2… wn.
The elements of the eigenvector w represent weight coefficients and the priorities of particularhierarchical structure components. The elements describe the estimated share in the superior
aim achievement; therefore, they express the preferences associated with the elements by thedecision-maker. Using comparison matrix A and unit matrix I, we can calculate an unknown
vector w by means of the system of equations:( A  nI)w  0(3)

To solve the system of equations, we can use Horner’s scheme or an iterative method [8]. The
system has a non-zero solution only if n is the principal eigenvalue of matrix A. With regard to33

Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Polanda specific construction of matrix A it is the only non-zero principal eigenvalue. The task can be
expressed as the following system of equations:Aw  l max w (4)where: lmax – is the maximum principal eigenvalue for the comparison matrix the order n.
Table 3 shows an example of the vector of the alternatives ranks. The elements of the eigenvector in matrix A represent weight coefficients – priorities according to subsequent elements
at each level of the hierarchy. Data on global preferences, taken from evaluators, are normalized
to estimate weight coefficients for the criteria as their relative share in achieving the main aim
which is a synthetic criterion. In Saaty’s method, the required evaluation consistency is a prerequisite, expressed by the consistency index CI of a comparison matrix whose value should
not exceed 0,1. The consistency index describes the preservation of the transitive relation of thecomponents dominance and evaluation credibility; obtained from experts or decision-makers.
Table 3
Example vector of alternatives ranks [8]AlternativeW

Choice A

0,123

Choice B

0,323

Choice C

0,143

Choice D

0,232

Choice E

0,279

∑

1,00

Coefficient CI is given by:lnC I  max
(5)n 1

In the case of full evaluation of the consistency of dominance lmax = n and CI = 0. Coefficient
CI is calculated with reference to random index RI, which is a mean value of CI for a large
number of randomly generated comparison matrices (Table 4).
Table 4
Values of random index RI [9]
n

2

3

4

5

6

7

8

9

10

RI

0

0,52

0,89

1,11

1,25

1,35

1,4

1,45

1,49

As a result of dividing index CI by random index values ratio CR (consistency ratio) is obtained.
CR 

CI
RI

(6)

The value of the consistency ratio not exceeding 0,1 means that the mutual parameter comparisons satisfy the consistency condition [9]. In the case when CR > 0,1 the process of mutual
relation evaluation between alternatives and/or criteria must be repeated.
34

Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

The grades aggregation in the AHP method is executed by means of an additive usability function which synthesizes the criteria shares (weights) and values of the fulfilled objective fractional function by means of each criterion. The pairwise comparison of alternative results in therelative valuation of alternative shares in terms of the main aim achievement.

3. TRIZ-based function analysis
3.1. Analysed system
The subject of analysis is the marine diesel engine fuel injector. It is an object that is designed
to feed the fuel at the correct pressure to the combustion chamber and to spray it properly [10,11]. The cross-section of the analysed object and the critical components are shown in Figure
2. The main components of the system are: 1 – retaining nut, 2 – nozzle body, 3 – needle valve,
4 – nozzle cap nut, 5 – intermediate spindle, 6 – spring, 7 – O-ring, 8 – dowel pin, 9 – adjustingnut and washer, 10 – injector body.

Fig. 2. Object of analysis and their components [13]For the purposes of this analysis, the most important components of the supersystem were identified: engine block, high-pressure pipe / inlet connector, drain pipe / leak off connector, combustion chamber, fuel oil and the operator / maintenance engineer.

3.2. System modelling
The system has been modelled according to TRIZ rules. A matrix of interactions has been built
as shown in table 5, this was used to develop a component-function diagram shown in figure 3.
This diagram shows the components of the system and of the supersystem, as well as indicating
and describing their inter-relationships (direct contact). For each relationship, the direction of
impact and the type were indicated. We have considered following the types of impact: positive,
harmful (red arrows) and potentially insufficient (an arrow with a dotted line).

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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

Table 5Matrix of interactionsxx

Needle valvexx

Nozzle cap nut

xIntermediate
spindle

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

Drain pipe / leakoff connectorxx

Fuel oil
Operator
maintenanceengineerx/x/Operator
maintenanceengineer

Fuel oilx

xHigh pressure pipe
/ inlet connector

Combustion
chamberHighpressure pipe
inlet/
Drain pipe /
connector
off
leakconnector
Combustion
chamber

x
x

x

nut

x

x

x

Engine block

x

x

x

x

x
x

O-ringxxxx

SpringInjector bodyxxx

Dowel pin

Engine block

Adjusting nut
and washer

Dowel pin

O-ringSpringIntermediate
spindlecap
Nozzlenut

Needle valvex

Nozzle body

Adjusting
and washer

Supersystem

Injector body

Retaining nut

Nozzle body

Component nameRetaining nut

Components of the system

x
x

x

x

x
x

x

x

x

x

x

36

x

x

x

x
x

x

x

x
x

Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

Fig. 3. Function model of the analysed system

37Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

4. Problem ranking
4.1. Single criterion analysis
For the analysed system, we have listed problems related to improper operation of particularcomponents, then they have been compared mutually and summed their importance. The mutual relations have been classified as +1 when the given identified problem is more critical orcorrect (reliable and safe) achieving the objective function, and classified as -1, when it is lessimportant, and 0, when problems are equally important. A summary of problems is presented
in table 6. Generic analysis was carried out on the basis of expert opinions to present the methodology in this article [11, 12]. The first column also indicates denotations of individual problems, which will be used below in the paper.
Table 6

Identified problem

Atomization holes are damaged byfuel erosion

Atomization holes are contaminatedby carbon deposits from combustion
chamber
Needle valve stacked in nozzle due

to fuel contamination

Excessive wear of precision pair(needle valve + nozzle body) due tofuelcontamination
Contaminationof the nozzle cap nut

Damage of the O-ringExcessive injector body wear due tofriction

Broken spring

Total score

Rank

Comparative matrix of problems

Rh - Atomization holes are damaged by fuelerosion

0

+1

-1

+1

+1

+1

+1

-1

3

3

Rd - Atomization holes are contaminatedby carbon deposits from combustion chamber

-1

0

-1

-1

+1

-1

+1

-1

-3

6

Ri - Needle valve stacked in nozzle due tofuel contamination

+1

+1

0

+1

+1

+1

+1

0

+6

1,2

Rf - Excessive wear of precision pair (needle valve + nozzle body) due to fuel contamination

-1

+1

-1

0

+1

-1

+1

-1

-1

5

C - Contamination of the nozzle cap nut

-1

-1

-1

-1

0

-1

0

-1

-6

7,8

O - Damage of the O-ring

-1

+1

-1

+1

+1

0

+1

-1

+1

4

B - Excessive injector body wear due tofriction

-1

-1

-1

-1

0

-1

0

-1

-6

7,8

S - Broken spring

+1

+1

0

+1

+1

+1

+1

0

+6

1,2

The analysis showed that the potentially most important problems are: spring breakage andneedle valve stacking in the nozzle due to fuel contamination, subsequently: atomization holes
damaged by fuel erosion, O-ring damage and excessive wearing of precision pair.

4.2. AHP-based problem ranking
For the object analysis of the fuel oil injector, three importance criteria have been taken into
account: safety, costs effectiveness and reliability. The criteria have been selected in a way that38

Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

allow for the unification of their mutual evaluation. These characteristics were matched for theevaluation process with a goal of maximise:
1. Safety – understood as an inverse proportion of negative consequences for the system operation, connected with component failure – greater safety means lesser hazard for the staff,
environment and the system itself.
2. Cost effectiveness – understood as a characteristic inversely proportional to system repair
costs (spare parts, work force and system operation interruption costs) connected with the
failure of a given component. Greater cost effectiveness means smaller restoration costs.
3. Reliability – certainty that the system will operate despite failure of a given component –greater reliability is connected with longer periods in between the planned maintenancework.
The mutual verbal evaluation of relations between criteria are created on the basis of the opinions given by specialists of the operation of technical systems. A mutual relevance matrix withgeneric data for the analysed criteria that has been created is presented in Table 7. The comparisons were prepared with the use of the fundamental scale applied for the AHP method described in section 2.
Table 7

Mutual relevance matrix for the analysed criteria
SafetyCosteffectiveness

Reliability

Safety1

3

6

Cost effectiveness

1/3

1

3

Reliability

1/6

1/3

1

Parameters

CI=0,0091

CR= 0,0174

lmax=3,0181

After normalizing the matrix presented in Table 7, criteria relevance coefficients were obtained.
These are shown in Table 8.
Table 8
Importance criteria relevanceParameters

Sum

WeightA

Safety1,49990,65480,9821

Cost effectiveness

4,33330,24991,0828Reliability

10,0000

0,0953

0,9530It can be seen that in this case the parameter for safety equals over 65% of relevance, cost effec-

tiveness 24%, while reliability is less than 10%.

The consistency ratio CR for the matrix equals 0,0174 and this allows the assumption that thematrix is consistent (value CR < 0,1 is required). The analysis can be continued.
The obtained results correlate with a common sense interpretation where safety is the mostsignificant and reliability can be considered less important if the repair or component exchange
costs are not high.
In the next step of the analysis, the relevance of the system components has been evaluated withregard to their influence on safe, low cost and reliable system operation. The relative mutual
relations matrix of particular components according to the safety criterion is shown in Table 9.
The comparisons were prepared with the use of the fundamental scale applied for the AHP
method described in section 2. The following notations have been assumed (Table 6): Rh atomization holes are damaged by fuel erosion, Rd - atomization holes are contaminated by39

Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

carbon deposits from combustion chamber; Ri - needle valve stacked in nozzle due to fuel contamination; Rf - excessive wear of precision pair (needle valve + nozzle body) due to fuel contamination; C - contamination of the nozzle cap nut; O - damage of the O-ring; B - excessive
injector body wear due to friction; S - broken spring. Consistency ratio CR for the input data
equals 0,0180 and it allows for the assumption that the matrix is consistent.

Table 9Relative mutual relations matrix according to the criterion safety
Safety Rh Rd Ri Rf C O B
Rh
1 1/4 2 1/3 1/5 1/2 1/5
4

1

5

2

1/2

5

Ri

1/2 1/51

1/4 1/6 1/3 1/6

1

Rf

3

1/2

4

1

1/3

2

1/3

4

C

5

2

6

3

1

4

1

6

O

2

1/3

3

1/2 1/4

1

1/4

3

B

5

2

6

3

4

1

6

S

1/2 1/51

1/4 1/6 1/3 1/6

1

1

3

2

Rd

CI=0,0252

1/2

S

CR=0,0180 lmax=8,1765

Table 10 presents the relative mutual relations matrix of particular components according to thecost effectiveness criterion. The comparisons were prepared with the use of the fundamental
scale applied for the AHP method described in section 2. Consistency ratio CR for the input
data equals 0,0068 and it allows for the assumption that the matrix is consistent.

Table 10

Relative mutual relations matrix according to the criterion cost effectivenessCosts Rh Rd Ri Rf
Rh
1 1 1 1

C

O

B

S

3

4

1/2

2

Rd

1

1

1

1

3

4

1/2

2

Ri

1

1

1

1

3

4

1/2

2

Rf

1

1

1

1

3

4

1/2

2

C

1/3 1/3 1/3 1/3

1

2

1/4 1/2

O

1/4 1/4 1/4 1/4 1/2

1

1/5 1/3

B

2

2

4

5

1

3

S

1/2 1/2 1/2 1/2

2

3

1/3

1

2

CI=0,0095

2

CR=0,0068

lmax=8,0665

Table 11 presents a relative mutual relations matrix of particular components according to thecriterion reliability. The comparisons were prepared with the use of the fundamental scale applied for the AHP method described in section 2. Consistency ratio CR for the input data equals
0,0122 and it allows for the assumption that the matrix is consistent.
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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

Table 11
Relative mutual relations matrix of components according to the criterion reliability
Reliability Rh Rd Ri Rf C
Rh
1 1 1 1 6

O

B

S

3

9

3

Rd

1

1

1

1

6

3

9

3

Ri

1

1

1

1

6

3

9

3

Rf

1

1

1

1

6

3

9

3

C

1/6 1/6 1/6 1/6 1 1/3 3 1/3O

1/3 1/3 1/3 1/3 3

B

1/9 1/9 1/9 1/9 1/3 1/6 1 1/6

S

1/3 1/3 1/3 1/3 3

CI: 0,0171

CR: 0,0122

1
1

6
6

1
1

lmax=8,1194

After normalizing matrices 4-6, relevance parameters, of given components, were obtained according to the selected criteria as shown in Table 12. The following notations have been assumed: Rh - atomization holes are damaged by fuel erosion, Rd - atomization holes are contaminated by carbon deposits from combustion chamber; Ri - needle valve stacked in nozzle
due to fuel contamination; Rf - excessive wear of precision pair (needle valve + nozzle body)due to fuel contamination; C - contamination of the nozzle cap nut; O - damage of the O-ring;B - excessive injector body wear due to friction; S - broken spring.
Table 12Components relevance according to the selected criteria
Criteria
preferences
Rh

SafetyCosts

Reliability

0,04920,1444

0,1989Rd

0,17220,1444

0,1989Ri

0,03240,1444

0,1989Rf

0,11390,1444

0,1989C

0,2624

0,05200,0332

O

0,07500,0351

0,0769B

0,2624

0,2527

0,0176

S

0,03240,0824

0,0769It should be noticed that according to the criterion ‘safety’, B and C (with over 26% relevance)
are the most significant system components/problems as well as Rd and Rf (over 17% and 11%
relevance relatively). The influence of other components on the system operational safety isrelatively little – below 7%. According to the criterion ‘cost effectiveness’, B (with over 25%
relevance) is the most significant system component. According to the criterion ‘reliability’nozzle body and needle: Rh, Rd, Ri and Rf (with over 19% relevance) are the most significant
system components/problems.
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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

The last part of the analysis is to indicate an aggregated measure describing the system components relevance, considering all the criteria simultaneously. Table 13 shows the multi-criteria
ranking of the components importance.
Table 13Multicriteria ranking of components importance considering all the criteria
Alternatives
rankings withstructureRh

SafetyCosts

Reliability

ResultRank

0,03220,03610,01900,0873

5

Rd

0,11280,03610,01900,16783

Ri

0,02120,03610,01900,0763

6

Rf

0,0746

0,03610,01900,12962

C0,17180,01300,00320,18802

O

0,0491

0,00880,0073

0,06527B0,17180,06310,0017

0,2366

1

S

0,02120,0206

0,00730,0491

8

The aggregated relevance evaluation shows that B and C, with a relevance over 23% and 18%
respectively, are the most significant system components, considering all the criteria.

5. Discussion
Summary of the results obtained, for each criterion, indicates convergence of the safety criterion
grades (assessments). In the presented single-criterion analysis the assessment was based on theconsequences of problems during the proper use of the object. The following notations havebeen assumed (Table 6): Rh - atomization holes are damaged by fuel erosion, Rd - atomization
holes are contaminated by carbon deposits from combustion chamber; Ri - needle valve stacked
in nozzle due to fuel contamination; Rf - excessive wear of precision pair (needle valve + nozzlebody) due to fuel contamination; C - contamination of the nozzle cap nut; O - damage of the Oring; B - excessive injector body wear due to friction; S - broken spring. Figure 4 shows the
ranking of individual problems for the particular criteria in the AHP method and in the single
criterion analysis. In order to compare the used methods, the values for the single-criterion
analysis shown in figure 4 were determined after normalization and re-scaling to the total score
range of <0.0; 2.5> from table 6.

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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

0,3

0,25

Importance

0,2Comparative matrix analysis
AHP Safety

0,15

AHP Costs
AHP Reliability

0,1

0,05

0
C

B

Rd

Rf

O

Rh

Ri

S

ProblemFig. 4. The importance of individual problems in terms of single criterion

In view of varying weights of the individual criteria and varying partial rankings, the final ranking obtained in the analysis based on the comparison matrix and final ranking from the AHP
method differ significantly (Figure 5).

0,3

0,25

Importance

0,2Comparative matrix analysis

0,15

AHP Aggregated

0,1

0,05

0
C

B

Rd

Rf

O

Rh

Ri

S

ProblemFig. 5. The final importance of individual problems as determined with different methods

6. Final conclusions
Utilization of AHP as a tool for evaluating problems in the TRIZ function analysis is advantageous owing to simultaneous determination of criteria ranking and problem ranking. Moreover,the method allows one to change the severity of interrelationships of each problem, which increases the suitability of such an approach for analysis of complex systems with varying theseverity of effects of hazards associated with the operation of the given system.
The article presents an analysis for safety, reliability and cost effectiveness criteria. The numberof criteria can be arbitrarily increased depending on the purpose and scope of the performed
function analysis [14]. For the example given the following issues could also have been analysed: availability of spare parts, system repair time, and ergonomics of operation or even aesthetic values for the user of the system.
Using the AHP method requires the calculation of the consistency ratio CR every time whichmakes it possible to simultaneously evaluate the mutual relations matrix obtained on the basisof expert opinions. In addition, for calculating the consistency ratio CR, average expert opinions
43

Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

are considered [7]. When CR is too high, obviously there are some conflicts in the analysed
data which can be corrected at the start.
AHP analysis can be used to associate the quality parameters of the system performance (defined by experts) with quantitative parameters based on statistics or measurements. With theresults obtained, it is possible to use additional TRIZ tools to solve problems having the highest
rank, including through [2, 15, 16]:
application of inventive principles and 76 inventive standards;
conducting an in-depth analysis of the causes of the problem using root conflict analysis(RCA+) or cause and effect chain analysis (CECA) and then application of ARIZ algorithm to solve the problem;• the use of the directory of physical, chemical and geometric phenomena to achieve thedesired function of the system if the problem cannot be solved with common scientificprinciples;• analysis of resources and system trimming (removing selected components and sharing
the functions of other components without lowering of overall functionality, quality
and efficiency of the system).
As the proposed analysis might be perceived as more difficult than the comparative matrix, tomake the whole analysis easier the AHP analysis can be supported by a computer software.
There are many computer programmes and on-line tools available, some of them are free ofcharge, e.g. Super Decisions (https://www.superdecisions.com/) or 123AHP(http://www.123ahp.com).
••

Acknowledgements
Publication costs were covered by the Vice-Rector for Science of the Maritime Universityof Szczecin (budget line 2.04).

References
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University of Szczecin, Zeszyty Naukowe Akademii Morskiej w Szczecinie, Vol. 49(121), 2017,
pp. 9-16.
2. Souchkov V.V. “TRIZ & Systematic Innovation. Training Course Techniques: Advanced Part”.
ICG Training & Consulting, Enschede, 2016, pp. 5-9.
3. Hernandez E. at al. (Ed.) “TRIZ Power Tools. Simplifying”. Collaborative Authors, 2015.
4. Makino K., Sawaguchi M., Miyata N. “Research on Functional Analysis Useful for Utilizing
TRIZ”. Procedia Engineering, Vol. 131, 2015, pp. 1021-1030.
5. Chybowski L., Gawdzińska K. “On the Present State-of-the-Art of a Component ImportanceAnalysis for Complex Technical Systems”. Advances in Intelligent Systems and Computing, Vol.
445, 2016, pp. 691-700.
6. Chybowski L., Gawdzińska K. “On the Possibilities of Applying the AHP Method to a Multicriteria Component Importance Analysis of Complex Technical Objects”. Advances in Intelligent
Systems and Computing, Vol. 445, 2016, pp. 701-710.
7. Chybowski L., Twardochleb M., Wiśnicki B. “Multi-criteria Decision making in Components
Importance Analysis applied to a Complex Marine System”. Naše more, Vol. 63 (4), 2016, pp. 264270.
8. Saaty T.L. “How to Make a Decision: The Analytic Hierarchy Process”. European Journal ofOperational Research, Vol. 48, 1990, pp. 9-26.

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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

9. Saaty T.L. “Fundamentals of Decision Making and Priority Theory with the Analytic Hierarchy
Process”. Pittsburgh, RWS Publications, 1994.
10. Bejger A. “Analysis of acoustic emission signal frequency bands dependent on phenomena in
an injector”. Scientific Journals of the Maritime University of Szczecin, Zeszyty Naukowe Akademii
Morskiej w Szczecinie, Vol. 14(86), 2008, pp. 5-8.
11. Walkowski M., Smolarz J. “The model of steady fuel flow in the injector channels in the Common Rail systems”. Scientific Journals of the Maritime University of Szczecin, Zeszyty Naukowe
Akademii Morskiej w Szczecinie, Vol. 17(89), 2009, pp. 80-86.
12. Raunmiagi Z. “Verification of diesel engine injection valves prior to fuel injector repair”. Scientific Journals of the Maritime University of Szczecin, Zeszyty Naukowe Akademii Morskiej w
Szczecinie, Vol. 14(86), 2008, 38-42.
13. Fuel injector of diesel engines. Marine study. Web page: http://marinestudy.net/fuel-injector-ofdiesel-engines/, access: 14.06.2017.
14. Chybowski L. “A New Approach To Reliability Importance Analysis of Complex Technical
Systems”. Journal of Polish CIMAC, Vol. 6, No. 2, pp. 65-72.
15. Derlukiewicz D., Ptak M., Kosiołek S. “Proactive Failure Prevention by Human-Machine Interface in Remote-Controlled Demolition Robots”. Advances in Intelligent Systems and Computing,
Volume 445, 2016, pp.711-720.
16. Chybowski L., Idziaszczyk D., “O antropocentrycznym i technocentrycznym podejściu w procesie tworzenia innowacji” (Anthropocentric and Technocentric Approach in Creating Innovation).
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pp. 51-63.

Corresponding Author:
Leszek Chybowski: l.chybowski@am.szczecin.pl

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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

TRIZfest 2017
September 14-16, 2017. Krakow, Poland

AN IMPROVEMENT FOR EXISTING FUNCTION
APPROACH
Michael Yongmou Liu
GET Group, Chengdu, 610041, P.R.China

Abstract
After studied and researched on the existing function model methods, this paper has figure out a disadvantage in existing function model as well as the adverse effects in real invention practice.
After then, the author introduced a new symbol to improve the intuition of the function model. Eventually, a new function model has been proposed in the article, following by a real example to show thedetails of improved function model.
Keywords: Function Modelling Approach, Function Model, Hourglass, Improved Function Model

1. Introduction
As a problem description tool, function analysis and approach takes a very important role inmodern TRIZ system. See Fig.1. An accurate, correct and intuitive system function model could
be used in the subsequent stages of the analysis: Flow Analysis, Cause-Effect Chain Analysis(CECA) or Root-Cause Analysis (RCA), Trimming, Feature Transfer. Super Effect Analysis[2], Etc.

Fig. 1. Modern TRIZ Architecture [1]According to “TRIZ the Golden Key to Open the Gate of Innovation” [3], three steps are needed
to do for function analysis and modelling. They are Step 1, the components analysis, step 2, the46

Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Polandinteractive analysis and step 3, drawing the function model. Fig. 2 is a function model made bythese steps.

Fig. 2. The Function Model of a Cup with Hot Water [3]2. The Disadvantages of Current Function ApproachOn the basis of Simon Litvin, Naum Feygenson, and Oleg Feygenson’s “Advanced Function
Approach” (AFA) [2]. The spatio-temporal parameters have been suggested into the old function approach and a table with spatio-temporal parameters was introduced. A table based on
the approach has been generated for the cup with hot water. Show in Table 1.
Table 1
AFA Table for a Cup with Hot Water function approach

The table 1 is very helpful to identify the cup system’s disadvantages, excessive cost of components and, the wrong place and time of performing functions, and the absence of the required
functions, but it is not enough for it is not intuitive and convenient sometimes. It is necessary
to improving the existing function approach and an intuitive and convenient function model isuseful to TRIZ practice.
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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

3. An Improvement of Current Function Model
In order to improve the intuitionism and convenient of the current function model, a symbol ofhourglass shape has been taken which is as the new sample to replace the existing symbol of acomponent in function model. Show in Fig. 3. With this new symbol, the position of the end ofan arrow line has defined the occurring time of a function. The upper point of the hourglass,arrow 1, represent the function will be effective at the beginning time, the middle one , arrow
2, represent the function will be effective at the middle time, and the bottom one , arrow 3,
represent the function will be effective at the post time. People could make their own choose
during the function approach. The Type and level of performance of a function is kept in thesame as the existing function approach.

Fig.3. New Symbol for Component in Function Model

With above improving, a new function model of a cup with hot water is shown in Fig.4.

Fig. 4. New Function Model of a Cup with Hot Water

In Fig.4, people could easily and intuitive figure out the problems which need to be solved.
They are: 1. Hot water heat the bottom at the beginning (When the water is very hot), 2. The
bottom heats the table at the beginning, 3. Hot water heats the body at the beginning. 4. The
body will generate the heat at the beginning and heat the hand when people touch the bodywhich means the action is driven by event. Here the select problems need to solved are of objective for they are just picked up from the graph of a function model directly.
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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

4. A Real Example with Improving Function Model

Fig.5. Painting Unit [1]Fig. 5. shown a painting unit in an automotive manufacture line, the normal production process
is: The parts which need to be painting are moved by hanging rail and then go down to the paintpool to paint. When the paint oil is not enough, the buoy will move the connecting bar to control
the switch to turn on the motor, and the motor will drive the pump to push the paint. Here theproblem is that the paint surround the buoy will adhered the surface of the buoy for the air’s
dry effect, which will lead the buoy always keep in the lower position and the switch will always
turn on, finally, the paint will full of the paint pool and go out into workshop’s floor everywhere.
According the above problem situation, a traditional function model could be built as shown in
Fig. 6.

Fig. 6. The System function Model of a Painting Unit [1]Based on Fig.6., the select problems need to be solved could be as following [3]:1. Buoy could not move the connect bar effetively;
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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

2. Buoy adhere the paint;
3. The connect bar can not control the switch effetively;
4.

The switch can not control the motor effetively;

5. The motor could not drive the pump effetively;
6. The pump could not push the paint effetively;
7. The paint could not move the buoy effetively;
8. Air adhere the buoy.

It is clearly that the most of the problems in above will not happened in the beginning. But
within existing function model, people did not have effective and intuitive way to describethem.
An improved function model is shown in Fig.7. In this new function model people could easily
figure out the core problem “How to prevent the buoy from drying by air in the working period”
for the model is intuitive with function occurrence time in the graph.

Fig. 7. An improved function model

5. Conclusions“If I had one hour to save the world, I would spend the 45 minutes to analyze the problem, 10
minutes to review it and 5 minutes to solve it!” ----Albert Einstein.
Describing the problems situation in objective and express intuitive is the key starting point in
TRIZ practice. This paper has revealed the disadvantage of the existing function model andfurthermore, proposed a new function model with new symbol, the author hope the new function model will be helpful to figure out the latent core problems in the engineering situation
with more objective and more intuitive.

Acknowledgements
Thanks to Simon Litvin from GEN3 Partner, Dr. Yongwei Sun and Dr.Sergei Ikovenko, All of
the examples in this paper are chosen from their training materials and book.
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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

Thanks to Simon Litvin, Naum Feygenson and Oleg Feygenson, their great job on Advanced
Function Approach is the foundation of this paper.
Special thanks to Yuanbo Liu who helped to make this paper looks more affluent in English.

References
1. GEN3 training materials.
2. Simon Litvin, Naum Feygenson, Oleg Feygenson (2010) Advanced Approach. 10th ETRIAWorld TRIZ Future Conference. Bergamo-Italy, November 2010. Vol 9. Elsevier, 2011, p92102.
3. Dr. Yongwei Sun, Sergei Ikovenko, “TRIZ The Golden Key to open the gate of innovation”,
Beijing, Science Publishers, 2015.

Corresponding Author:
Michael Yongmou Liu: Michael.liu@get-technologys.com

51Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

TRIZfest 2017
September 14-16, 2017. Krakow, Poland

APPLICATIONS OF TRIZ IN BUSINESS SYSTEMS
Siarhei Boikaa, Andrei Kuryana, Dmitry Ogievichaa

EPAM Systems, Minsk, 220000, Republic of Belarus

Abstract
This article describes application of TRIZ to solving inventive problems that we face while
implementing projects for customers at EPAM Systems – a company that provides services for
global product development and digital platform engineering.
Basing on our practical experience, we consider the nature of inventive problems typical forbusiness systems and discuss the most efficient TRIZ tools and other adjacent tools to use for
identification and solving such problems.
Keywords: business system, inventive problem, opportunity map, RCA, contradiction, ARIZ.

1. Introduction
Technology evolution drives development of our civilization. More and more new engineeringsystems are entering our life to solve our problems creating a completely new experience. This
new experience, in turn, results in new needs and related problems, which requires next systems
to be developed.
To improve our life with a new engineering system is not enough just to build it. Many people
should get access to the system and use it in their everyday life. This is the business, who solves
the task of scaling the invented solution and delivers it to people as products (goods and services).
At the dawn of the civilization development, the task of scaling was solved by goods manufacturers, and merchants who delivered goods to remote regions of the Earth. Today, the task of
scaling is solved by companies and organizations: from individual entrepreneurs and small
companies that conduct their business in a small area (on the street or in the city), to transnational corporations such as Amazon, Google, Tesla Motors, which operate globally and constantly are in contact with their Consumers all over the world.
In this article, we consider business systems as systems consisting of companies and organizations manufacturing and marketing products (goods and services), buyers who purchase anduse these products and market relations between companies and buyers, built on a free exchangeof values [1]. The creation of new and the improvement of existing business systems often
requires solving of inventive tasks, where the use of standard solutions is impossible or insufficiently effective.

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We are presenting EPAM Systems. Since 1993, EPAM Systems, Inc. (NYSE: EPAM), hasleveraged its core engineering expertise to become a leading global product development anddigital platform engineering services company.
Our customers often come to us with requests that require not only the development of somesolution, but also the solution of complex tasks related with the development of their business.
In this case, the problems can be formulated generally; the solution of such problems involves
the analysis of the client's business system, the identification of a large number of requirementsfrom different stakeholders. Usually such an analysis leads to contradictions, which converts
such problems into the category of inventive problems [2].
In this article, we will share our experience of identifying and solving inventive problems,
which we faced within the projects at EPAM Systems. In addition, we will present examples of
the use of TRIZ tools, which we apply in our practice.

2. Transition from Engineering System to ProductEngineers and inventors during the Engineering System (ES) development traditionally deal
with already defined requirements for the system. Research activities users' behavior, experience of using ES in specific (often, very different) conditions goes beyond the scope of theengineer; this is the work of marketers, UX researchers, industrial designers and interface designers, business analysts, and product managers who coordinate this activity and make decisions about System requirements.
Usually product is oriented to be used in different solutions by different customers. Figure 1
shows diagram of ES, which performs some useful function – F on objects 1 and 2 (O1 andO2). This system is used by different customers - Customer 1 and Customer 2 in scope of different solutions - Solution 1 and Solution 2 for achieving customer goals, defined as Value 1
and Value 2. In Solution 1- Customer 1 performs actions - A1 and A2, in Solution 2 - Customer
2 performs actions A3, A4 and A5, but at the same time, Customer 2 is using additional ES.

Fig. 1. Usage of engineering system in different solutions by different customers.

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Because of using the product, User reaches the goal expecting to receive certain benefit. In fact,
these expectations are the source for the requirements to the engineering system which underlies
the product. In this case, the user is the main source of uncertainty of the requirements. Unlike
functions within the engineering system, which parameters can be definitely described, the parameters of human interaction with engineering systems are much more difficult to describe.
This is the reason for rising uncertainties in the description of the business system.
A big number of different users of the product is a kind of multiplier of this uncertainty. The
product must meet the requirements of a big number of users with different wishes, needs andunderstanding of the value that they want to receive from using the product.

3. Transition to Business System
Business system is a system consisting of companies and organizations that produce and sell
products (goods and services), consumers who purchase and use these products and market
relations between companies and consumers, built on a free exchange of values [3].

Fig. 2. Business-system

Business system produces value for stakeholders, including ultimate customers. In the most
simplified version business system structure can be presented as illustrated on Figure 2. Business system includes various engineering systems that implement functions necessary for usefulwork of the business system.
The main components of the business system [4] are as follows:
Market which consists of lots of consumers and users of the product represented by thebusiness system as well as competitors and their products;• Product itself, which is created and produced in the business system and delivered tothe consumers, including additional services;• Business ecosystem, which includes one or more companies which interact with eachother within a single value chain, creating, producing and delivering the product toconsumers.
An essential feature of business system is a big number of stakeholders. Except product users,
business system includes customers (who are not always users of the product), business stakeholders (business owners, managers and employees), as well as society, the state, etc. Different
stakeholders have different interests, which also need to be investigated and accounted within
the business system.
•

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One of the key functions of the business system is scaling of the value for a big number of usersof products which are produced within the business system, as well as other stakeholders. In
this case, scale plays a role of multiplier not only for the value, but also for any undesirable
effects that occur in the business system.

4. Invention Problems in Business System
Per research [6], conducted for 150+ business models, an inventive problem containing a contradiction may arise in different components of the business system: consumer markets, product, companies entering the business ecosystem, and interactions between components of thebusiness system.
Usually Client comes with a complicated problem especially in the cases when he has alreadymade attempts to solve it and received unsatisfactory results. Information that the Client comes
with, may contain results from early attempts to solve it, or may not contain such information.
Solution for the problem is still actual for the Client, as this solution can have significant impact
on his business.
At the first stage, we are performing research of the Client's business system in general andclarifying components of the business system that relates to the Client's problem. For this stage,
we use several analytical tools from service design [5] approach and business analysis like:•••

Investigation of the value proposition [6]Research of the business ecosystem [7]Business Process Analysis AS IS [8]4.1 Value Proposition Analysis
One of the EPAM Clients – US online Car Information Aggregator. Aggregator Portal with aset of accompanying mobile apps includes prices for new and used vehicles, dealer and inventory listings, a database of national and regional incentives and rebates, vehicle test drive reviews, and tips and advice on all aspects of car purchases and ownership. Company looked forstrategy forming for the next years and asked EPAM for recommendations in this field.
Analyzing the value proposition, we use the Osterwalder's Value Proposition template, which
is presented on Fig.3 (Customer Profile with gains and pains) and Fig. 4 (Product value mapwith gain creators and pain relievers) for the Client Portal.

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Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

Fig.3. Value Proposition Model: Customer Profile

Fig. 4. Product Value Map

The Value Proposition template allows to understand Consumers and the value they expectfrom our product, on one hand, and to understand how our product allows the Consumer toreceive the value, on the other hand.
Purpose of analyzing the Value Proposition is identifying gaps between Gain Creators andGains, on the one hand, Pains and Pain Relievers, on the other hand.
As a result, we get a list of Gaps for the product which need to be fixed. Gaps are potentiallysources of inventive tasks. Thus, because of the further analysis we identify number of inventive
problems. They are presented in the table on Fig. 5 in the form of contradictions:56Proceedings of the MATRIZ TRIZfest 2017 International Conference. September 14-16, 2017, Krakow, Poland

Fig.5 Table with List of Contradictions

4.2 Business - Ecosystem
Our client was a company that produces coffee machines and drink packs. These machines are
installed in offices. Our client needed to collect detailed drinks consumption data to better plan
production and development of new products. Distributors of our client's drinks either did nothave detailed data or did not want to share it with drink producer. Then our client came up with
an idea to connect the coffee machine and directly collect consumption data. However, the they
faced the following issue: the office owner did not allow to connect the machines to the company network, while installing a separate GSM modem into the machines was too expensive.
We analyzed the value chain (see Fig. 6) and identified the following contradiction. Our client
produces tons of different flavors of drinks. The merchandizer, that is placed next to the coffee
machine can store limited number of different flavors. As it is too much effort for the machine
owner to collect individual preference of the office employees it orders predetermined sets offlavors. Employees would like to have specific flavors at their machines, but only can ask themachine owner to switch for another predetermined set, which would not fit the all employees’
preferences either.
We proposed to create a new additional value for the consumers and let them select drinks, thatare supplied to their machine. Moreover, we proposed to exchange this additional value forcommunicating consumption data through the consumer`s personal devices. The proposed solution is based on using an application, which is loaded to consumer’s phone and allows theconsumers to order their favorite drinks to be available at the machine they are using. The machine identifies the consumer when he or she approaches it by communicating with the application through Bluetooth connection. The consumer data accumulated in the machine is passes
through the application directly to our client.
This win-win solution gives value both to the consumers as they are now able to select exactly
what they want to have in their machine and to drink producer as it gets a direct communication
channel with its clients (see Fig. 6). Also, the machine owner does not have to care about selection of supplied drinks any more.

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Fig. 6. Simplified value chain for the current of coffee machine business.

Analyzing the relations between participants of the business ecosystem makes it possible toidentify the various flows that exist in the business system, including the flows of raw materials
and products, information and financial flows.
The purpose of analyzing flows in the business ecosystem is to identify "bottlenecks" and negative effects, which in their turn are the sources of inventive tasks.

4.3 Opportunity Map
Another EPAM Client – World famous garment brand came with request to fix problem withlogistics and number of returns. It turns out that sizes of the same clothing item may differ
depending on the fabric where it was manufactured. And again, before diving into the solvingof this problem, we analyzed business system in general, but from another point of view.
During business system (BS) analysis we detected challenges, problems, gaps, undesirable effects and etc… As the next step, we execute impact analysis and prioritization and define what
problems have the biggest influence on company`s business. As an outcome of the process, so
called “opportunity map” (you can see example of such Map on Fig. 7) was created.

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1. 360 degree show
2. Virtual store
3. Style adviser
4. Holo-fitting
5. Body tracking
6. Size detection
7. Friend’s approval
8. Chatbot
9. Virtual try-on
10. Self-360 degree view
11. 3D models for tailoring
12. Adjusted clothes
13. Actual clothes size
detection
14. Style adviser
15. Integrated fashion
trends
16. Time-adjusted cleaning service
17. Customized cleaning
service adjusted toclothes design andconditions
18. IoT to set cleaning
conditions
19. Planned appearance
20. Size variation detection
21. Event tracking
22. Virtual closet
23. Weather tracking
24. Profile storage
25. Priority storage
26. Customized fit
27. Customized printing

28. Limited editions/series
29. Designed by customer

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Fig. 7. Opportunity Map

5. Using TRIZ tools to identify and solve inventive tasks.
The statistics based on our projects shows that in about 80% of cases it is enough to formulate
the right problem and use known solutions. In the remaining 20% - we encounter a problem
that contains contradictions, that is, an inventive task. Often to eliminate contradictions, it isenough to use simple tools of TRIZ: methods of eliminating contradictions, inventive standards.
But in some cases, there are contradictions that are not solved quickly. For such tasks, we use
more complicated tools, including ARIZ.
Below there are examples of using of various TRIZ tools for solving inventive problems inbusiness systems.

5.1. Analyzing the process of using drinks
The same client we described in section 4.2 had another challenge of scaling their solution. To
collect consumption data from their coffee machines they needed to install an additional module
in to it. This module detected the type of the drink, which was loaded into the machine andconsumed. The client already has many machines around the world and these machines had
different design. Retrofitting of all these machines represented a great challenge for the client.
To address this challenge, we considered even more complicated problem, which would give
us an ideal solution – how can we identify drink without changing the machine design at all?
To solve this problem, we reviewed the lifecycle of a drink pack in terms of identification of
consumption event (see Fig. 8). Our client was focused on this event as the moment of loading
the pack into the machine. Therefore, they thought that they needed to do something with themachine to make it able to detect the loaded pack. However, if we look at the pack lifecycle,
we would see that the consumer makes decision about which drink to consume when he or she
picks it from the merchandiser – a container, that stores drinks near the machine. If we change
the merchandizer design in a way that the consumers should “tell” the merchandizer which
drink they want, then we would not need to detect anything and would automatically get the
information about consumed drink. The advantage of this solution is that modified merchandizer would fit any model of already installed.
Another potential solution is to work with consumed packs when they are removed from themachine and deposited.

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Fig. 8. Life cycle of the drink

5.2. Identifying and solving the contradictions in business process of evaluation
the credit rating.
In this case study, we used the following TRIZ methods:
 Root-Conflict Analysis Plus (RCA+) Inventive problem solving by ARIZThe source problem was defined as follows:
Sales department of logistical company working with providing cargo shipping service attracts
new customers. Given the fact that shipping services are provided with deferred payment, customer engagement procedure involves a preliminary assessment of the creditworthiness of theclient and makes approval of client credibility by Credit Council. Conversion ratio of sales leads
to real orders is only 30%, which means that 70% of Credit Councils effort is a waste of time.
What to do in such situation?

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Fig. 9. Credit rating business process

Next figure presents result of RCA+ Analysis of the initial problem and contradiction in requirements.

Fig. 10. RCA+ diagram for credit rating problem analysis

Contradiction in requirements. If we save the existing solution as “Assess Credit Rating before
1st order for Cargo” then (+) credit risks are decreased but (-) clients refuse to make the orderfor Cargo Service. From the other hand if we change existing solution to “Forward request of
new customer to cargo dept.” then (+) Clients confirm buying Cargo Service but (-) Credit Risk
are increased.

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Contradiction in property was defined for Credit Rating process time: this time has to be longin order to decrease Credit Risks, and this time has to be minimal (= 0) in order to Clients
confirms buying Cargo Service.
Operational time analysis. Credit rating process duration must be long and minimal in the sametime. Operational zone analysis. Credit rating process duration must be long in Credit Council
and minimal In Sales Dept.
Ideal final result: Duration of the credit rating process itself changes from 0 in Sales Dept. to
the required time in Credit Council.
Solution idea. After receiving request from new client, the sales person makes shortened creditworthiness evaluation procedure and sets initial credit rating sufficient for 1-2 orders. Afterthe start of the 1st Cargo sales person sends a request to the Credit Council to execute full credit
rating assessment procedure.

5.3. Solving the problem about dialogue with the visitor (by ARIZ)
The last example which we plan to stop-by is about solving one of the contradictions detected
for car information aggregator (see Fig. 5 in section 4.1) using ARIZ tool.
Source contradiction: when visitor searches for the car, dialog with the visitor allows to get info
about his needs and wishes and find most appropriate cars for him, but visitor must spend a lotof time answering the questions.
Solution idea: After Resources analysis and going with this contradiction through ARIZ the
Solution called “Virtual Assistant” has been found. Car information aggregator portal uses
almost all famous social networks like FB, Twitter, Google Services and others. From the social
network profile with a help of data analytics we can form virtual representation of the end-user
lifestyle. The last but not the least is that visiting set of web portals and sites Users fill a lot ofregistration forms answering similar questions.
Solution of the idea. Let the user have own virtual avatar which knows about life style (wishes,needs, fears, etc.) and information about the owner. With this solution car information aggregator portal knows almost instantly what car models to offer to the end-user:

Fig. 11. “Virtual Assistant” Architecture63Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

Speaking on the completely engineering language assistant becomes ChatBot on the user side
(User associate) which communicates to the different online services (“Counteraction” TRIZ
Principle).

Conclusions
Classical TRIZ oriented on contradiction analysis in engineering systems, finding and solving
invention problems in these systems. At EPAM we are constantly facing Client requests which
relates not only to engineering system but also to business system of the Client and they expect
solutions that make significant impact on the business.
Usage of existing Service Design and Business Analysis tools allows us to analyze the Client's
business system and discover existing problems, including inventive problems containing contradictions.
To solve inventive problems in the business system, we use TRIZ tools, such as: functional andlifecycle analysis, techniques for eliminating contradictions, inventive standards and ARIZ.
Application of these tools allows to obtain solutions that have significant positive impact on the
Clients' business systems and often creates essential competitive advantage.

Acknowledgements
We are enormously grateful to all the members of the EPAM TRIZ team as full co-authors ofideas and solutions presented in this paper.

References
1. Business Dictionary. «Business» term definition. http://www.businessdictionary.com/definition/business.html.
2. Genrich Altshuller. The Innovation Algorithm:TRIZ, systematic innovation and technical creativity.
Technical Innovation Center. Worcester, MA, 2000.
3. Andrei Kuryan, Valeri Souchkov. Value-Conflict Mapping Plus (VCM+): Adding Business Dimensions. TRIZfest-2014 conference proceedings. pp. 312-319.
4. Andrei Kuryan, Mikhail Rubin. TRIZ-based Navigator for Business Models. Proceedings of
TRIZFest-2017.
5. Ben Reason, Lavrans Lovlie, Melvin Brand Flu. Service Design for Business. A Practical Guide to
Optimizing Customer Experience. Wiley, 2015.
6. Alexander Osterwalder, Yves Pigneur. Value Proposition Design: How to Create Products and Services Customers Want. Wiley, 2014.
7. Investopedia. "Business ecosystem" term definition. http://www.investopedia.com/terms/b/business-ecosystem.asp.
8. Business Analysis Body of Knowledge. Guide v. 3. IIBA, 2015.

Corresponding Author:
Siarhei Boika: Siarhei_Boika@epam.com

64Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

TRIZfest 2017
September 14-16, 2017. Krakow, Poland

APPLICATION OF TRIZ IN ULTRASONIC BRAZINGQUALITY
Li Lyua, Xiaolei Songa, Yan Lyuc, Kunqiang LiaaGree Electric Appliances Inc. of Zhuhai, Zhuhai, 519070, China

Abstract
Ultrasonic brazing technology is adopted during the production in order to avoid brazing leakage. We
are committed to finding a solution to prevent leakage to minimize cost. In this paper, innovation principles of TRIZ have been adopted, such as the principle of advance, pressure, etc. Brazening leakage
and processing method have been studied, and thus optimizing craft tubes brazing solution and control
solution were found. It is concluded that TRIZ innovation principles have been efficiently interpreted tocure the leakage of ultrasonic brazing process, provided high quality brazing solution and parameters.
In daily production process, the product quality has been improved to achieve zero leakage.
Keywords: ultrasonic braze, fire brazing, craft tube braze

1. Preface
Sometimes room-air-conditioning products are made with craft tube for refrigerant perfusion.
After filling refrigerant, craft tube must be airproofed by braze which quality is very muchrelying on the operator’s skillfulness. According to our business statistical data, operators
worked on airproof brazing between 1 to 3 years can better control leak rate than those who
worked less than 1 year or longer than 3 years.
New refrigerants such as R290, R32 have been tested in recent years for environment protection
purpose. Because new refrigerants are combustible, we have adopted ultrasonic brazing technology which is flame-free on airproofing craft tube. However, leak rate from ultrasonic brazing
technology was much higher than traditional brazing technology at early period. The exact
causes of leak were found with the help of TRIZ’s methods. Solutions were found with TRIZ
invention principles. With ultrasonic brazing technology, product leak rate is lower than traditional brazing technology, thus the skillfulness of workers is now less important to production
as ever.

2. TRIZ application on improvement of the brazing quality
2.1. Solution about braze fault that caused by craft tube’s oxidation
According to the corporate’s quality requirement, a destructive test must be conducted to prove
the quality of brazing procedures. After brazing of samples, the destructive test of the specimens
is performed. Mass production would be suspended should the destructive test fail, investigation must be conducted to track the root of problem. In the prenatal destructive experiment, due
to the fire brazing, the brazing point between the craft tube and fork type filter was very much
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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Polandoxidized which resulted in ultrasonic brazing pressure tolerance failure. The pressure tolerance
was only 50% compared to traditional technology. Contradictorily, the fork type filter must be
welded with brazing.
The project team built up a cause effect chain analysis (CECA) as follows, see Fig. 1.:

Fig. 1. CECA of craft tube’s oxidation

Since the craft tube has no direct contact with the flame, "flame heating relations" was targeted
to seek the cause. The problem was converted into technical contradictions, which are describedas follows:
Craft tube made by copper and fork type filter were brazed together by flame welding. However, the craft tube ultrasonic brazing point would be heated and darkened, resulting in the braze
destructive test failure.
To translate the problem into technical contradiction, see Table 1:
Table 1
Technical contradiction about flame welding and ultrasonic brazing destructive test failure
Technical contradiction about flame welding and ultrasonic brazing destructive test
failureif

A: the flame is near the tube,then

B: the craft tube and fork type filter can be welded together
as a component.

but

C：the craft tube ultrasonic brazing point was heated anddarkened resulting in braze destructive test failure.

Improving and deteriorating parameters were changed into current Altshuller’s Matrix engineering parameters. See Table 2:66

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Table 2
Altshuller’s Matrix engineering parameters

Improvingrameters

pa-

Deteriorating
parameters

Detailed parameters

Generalengineeringparameters.

Braze together by flame welding.

12. Shape

Darken due to oxidation

23. Materials loss

Selected cells in Contradiction Matrix are described as follows, see Table 3:
Table 3Contradiction matrix

Deteriorated parameters
Improved parameters
Shape

Damage of Materials
23

12

35,29,3,5

Taking into account invention principles of 35,29,3,5 "3 - local quality" was found to be adopted
for problem solving. Local quality is understood as:1) Changing homogeneous material structure, by external environment forces to heterogeneous material structure;2) Enabling different parts to be functioning independently
3) Enabling each part to operate in its optimal mode
According to above point 2, when the craft tube and fork type filter were brazed with flame, thewelding point would be heated and darkened, the other end of the craft tube could be treated byultrasonic brazing. Therefore, the project team invented a new device for brazing process, seeFig. 2.:

Fig. 2.

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With nitrogen protection, the oxidation caused by brazing with flame has been dramatically
dropped. Introducing the new device for brazing, no darken points were found inner of thesample craft tube（see Fig. 3 while sample craft tube remains darkened without introducing the
new device（see Fig. 4)

Fig. 3. Sample without new device introduced

Fig. 4. Sample after introducing new device"Destructive test" results with/without introducing new device are shown in Table 4:
Table 4Contradiction matrix"Water pressure test" results
No.

Group A without new Group B with new dedevice
vice

1

NG

OK

2

NG

OK

3

NG

OK

4

NG

OK

5

NG

OK

6

NG

OK

7

NG

OK
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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

8

NG

OK

By applying the ‘3-local quality’ invention principle, the problem of destructive test failure was
effectively solved.

2.2. Solution about reset and re-seal
When ultrasonic brazing technology was adopted in early period, leak rate was high and leakalarm triggered frequently. Reset and re-seal after braze fault is critical for leaking with ultrasonic brazing technology.
Equipment must be reset once braze fault is observed and alarm was triggered. The air leakedbraze products must be resealed. However, during production, resealing of air leak tubes was
frequently forgotten after resetting of equipment. The air leaked tubes therefore return to the
production process to the next processing step. In order to solve the problem, it was converted
into technical contradictions and solutions were searched.
When the technical problem was converted, the problem is described as: if the fault alarm keeps
on shining as braze leaking. The production line pauses unless the Reset signal got switched
off, hence reseal won’t be forgotten.
Converted problem into technical contradiction is presented in Table 5:
Table 5
Technical contradiction about braze fault

Technical contradiction about braze fault
if

A: Reset button was not pressedthen

B：Fault alarm will keep on shining as braze leaking.
The production line pauses.

but

C：Resealing won’t be forgotten.

Improving and deteriorating parameters were changed into current Altshuller’s Matrix
Altshuller engineering parameters. See Table 6:
Table 6
Technical contradiction about braze fault

General engineeringparameters

Detailed parameters
Improved
rameters

pa- The production line pauses and the
39. Productivity
efficiency is low.

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Deteriorative
parameters

Resealing is not forgotten, hence to
32. Manufacturability
ensure product quality

Invention principles are confirmed by locating in Altshuller’s contradiction matrix.
35: Transformation of physical or chemical data
28: Mechanics substitution
2: Extraction
24: Assist with mediator
After discussion, ‘35 Transformation of physical and chemical data change’ invention principle
does not solve the problem; “28 mechanics substitution” is helping, however investment ofadditional equipment is needed, and it takes too long time to get problem fixed Under 2 Extraction, the reset button can be controlled by operators from other departments combining “24Assist with mediator”. Thus “2 Extraction” and “24 Assist with mediator” were chosen to solve
the problem.
The reset process is done by QC (Quality Control) who is working with production line. QC
will ensure the resealing of the air leak product and confirm the reset of equipment. To ensure
the reset process being done by OQ rather than anyone else, permission will be applied to the
Reset device. Since this process applied, resealing has been 100% implemented to products inneed.
Yet there are 30% faults occurred during production and thus resealing is needed. Not to mention, QC’s were in frequent needs to control the reset and supervising resealing which increases
its workload heavily. A solution was then proposed, the passing rate of one-off brazing must be
100%, supervising resealing is nevertheless a must.

2.3. Solution about cutting-edge on craft tube
To reach 100% passing rate of one-off brazing, craft tube must be straight cut. To process craft
cube brazing, operators had to move with the same speed where the production line conducted.
Some of the air leaking tubes were found with inclined cutting edge (see Fig. 5), while a passed
brazing is with rectangle cutting edge. The increasing production line speed requested operators
to move faster and thus more inclined cutting edges were made which resulted in higher air
leaking rate. Physical contradiction theory was then adopted during problem analysis.

Fig. 5. Parallel

Unparalleled70Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

Craft tube should be close to brazing blade to get cutting accurate. Contradictorily, the craft
tube shouldn’t be close to brazing blade so as sealing speed would be increased.
The “Extraction” physical contradiction resolving principle is based on connection-separation.
From theories of invention principles, ‘Extraction” based on connection 3/17/19/31/32/40’,
principle “17/ Multi Dimensions” was applied to this case.
Metal detecting sensor is installed at both sides of the blade, in order to ensure craft tube is in
touch with both sides of the blade. Equipment will then be switched on by operator. Neitherside of the metal sensor is got touched nor none of the sides are got touched, the equipment
won’t be switched on. (See Fig.6.)

Fig. 6. Equipment condition when tube is not probably touched with blade (left picture) and when tube
is well in touch with metal detecting sensor (right picture)

It must be noted that during the production, equipment might be moved by operators for adjusting process. Once the position of equipment exceeds the reach of brazing blade, it is very likely
the craft tube would get inclined cut. According to the invention principle of Multi dimensions,movement of equipment should be restricted within certain degree, to ensure that both sides ofthe blade would be in touch with the craft tube. In the end it may eliminate the chances ofinclined cutting on craft tubes and ensure brazing quality.
After adopting the above solutions, inspection of products from 3 different shifts found one-off
braze pass rate is 100%.

3. Conclusions
By adopting the cause effect chain analysis and the TRIZ analysis method for resolving contradictions, we have found solutions for ultrasonic production problems: our engineers came up
with fast solutions with minimum cost. Thus, it provides a way to analyze and solve problems
from production line. It improves the product quality significantly, reduces the production costand enhances product competitiveness positively. The benefits are as follows:
In search of process innovation and on site problem solving innovation, TRIZ principles havebeen applied, and the findings are: solution based on causal effort chain analysis, solution oftechnical contradiction of mechanical products, and solution of physical contradiction. Basedon the site requirements, a TRIZ based on-site problem solving scheme and solution framework
is proposed, which proves TRIZ is greatly useful for corporate process innovation.
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Copper tube being treated by ultrasonic brazing was with oxidation due the heat caused by,solution has been found under guideline of TRIZ. Solutions of ensuring resealing has significantly improved production efficiency. According to Corporate statistics, the number of ultrasonic brazing failures dropped to zero. Product quality has been improved, production is now
less relying on operator’s skillfulness, as well as the flame operation is avoided therefore.

Acknowledgements
This paper is a testament to the family and friends who selflessly gave me the time, love, andmoral support I asked for. First of all, I would like to thank my colleague Yu Na for introducing
me to TRIZ, teaching me to master TRIZ, and providing assistance in the TRIZ theoreticalguidance of this paper.
On the occasion of this paper, I would like to express my heartfelt thanks to my superiors,
Minister Zhong Mingsheng and Minister Wang Wenbin. There is a lot of resistance pressureduring the TRIZ method is applied to the process quality problems of the specific production
process. It was unknown whether the method could solve the urgent problems of production.
The Managers withstood the pressure at the critical moment so the problem solving team could
easily follow TRIZ steps, completed problem analysis, found causes and solved problems.
Thanks to GREE ELECTRIC APPLIANCES, Inc of Zhuhai which state approved laboratories
and technical resources were greatly giving support during the process. In the course of writing
the paper, it has also received strong support from other members of the department for providing guidance of testing program.
Thanks to my family, thank you very much my old friend, MS. Angela Liang, they gave me
encouragement and support when I was in trouble.

References
1. Neiman D., Morgenstern O. “Theory of Games and Economic Behavior”. Moscow, Nauka Publishers, 1970.
2. Germeier Yu.B. “On the problem of finding a maxi-min with constraints”. Journal of Computational Mathematics and Mathematical Physics, 1970, vol. 10, # 1, pp. 39-54.
3. Ivanov A.A. “The task of controlling a fast-flying cigar-shaped object”. Proceedings of the International scientific conference “Controlling fast-flying systems”, Moscow, IPU RAN, 2007.
pp. 35-38.
4. Jackson J.K. “Medical data management”. Archives of Computer Science, Vol. 28, 2010. # 5.
pp. 123-134.

Corresponding Author:
Liu De-mao: patent19@cn.gree.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

APPLICATION OF TRIZ TO RESEARCH COMMUNICATIONSKILL DEVELOPMENT
Kiyohisa Nishiyamaa, Emanuel LeleitoaaNagoya University, Nagoya, 464-8603, Japan

Abstract
The trend towards interdisciplinary research in higher education has exposed a need for research communication strategies that support better communication across disciplinary boundaries. This paper introduces a practical framework developed for enhancing the research communication skills of engineering students. The framework uses TRIZ tools such as the 40 inventive principles, su-field model analysis
and 76 standard solutions. Initial use of the framework with a number of students has shown it to beeffective in making research easy to understand across disciplines.
Keywords: Research Communication, Interdisciplinary Research, Engineering, TRIZ

1. Introduction
In its long history, university education has focused on transferring specialized knowledge accompanied by research experience under professional supervision of experts in the field ofstudy. However, recent advances in information technology giving access to most informationneeded decrease the value of memorized information. University faculty members may haveplayed a central role as specialized information experts in the fields, but now a large part of thisfunction can be played by the internet.
Moreover, with recent intense changes in the business environment, many students find that alarge part of field specific knowledge including research work completed in university education, may not be required after their graduation. While research activities in a closed laboratoryenvironment tends to improve field specific knowledge in the supervisor’s specialty and provide experience in the problem-solving process, it offers minimal opportunity for not only fostering other useful skills, but also limits the search for alternative solutions through communication with researchers in different fields.
One visible trend in higher education and research is the emphasis being placed on interdisciplinary research with researchers being encouraged to communicate across disciplinary boundaries. Many universities have started interdisciplinary research centres and adopted approaches
such as joint degree programs, double supervision systems and interdisciplinary workshops forexchange of research achievements between researchers from different fields with the aim ofpromoting greater collaboration. Rather than focusing on highly specialized knowledge in specific subject, there is a growing emphasis on fostering of skills that contribute to developmentof solutions for the many pressing issues that cut across different fields. As such, the authors73

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see a growing need for researchers in engineering to develop effective research communication
skills that can help advance collaborative research efforts.

2. Research Communication Skills and TRIZ
To communicate research effectively, a researcher should be able to clearly (1) define the research problem, (2) share the research outlines across different fields, (3) share the core problems faced in the research work across different fields, (4) propose ideas and solutions thatconsider input from different fields, and, (5) apply knowledge gained in one field to anotherfield. This skill should be emphasized as one of the essential skills to be obtained through theuniversity research experience.
The authors have been engaged in activities supporting the Academic English writing skill development of engineering students. Through these activities, the authors have found that in addition to the language skills, there is a strong need for research communication skills that can
support collaborative work across different fields. The authors use the term “Research Communication Skills” to refer to the skills needed to effectively communicate research ideas between different fields.
The authors have previously used the term “Research Communication Skills” [1] which focusedon supporting students’ academic English writing which is an essential part of laboratory work.
Especially in non-English speaking countries like Japan, the article writing process often requires checking from external support divisions or translation companies whose staff is usually
not specialized in the field that the client needs support. They struggle with how to share andproperly reflect the research contents in the article. Therefore, the authors see academic English
writing as a good example of an activity that can greatly benefit from better research communication.
In the previous research paper, we use TRIZ for clarifying research objectives and the conclusion [1]. In that paper, the TRIZ concepts of solving contradiction based on the 39 parameters
were used in workshops to organize the multitude of information that students need to sortduring their research activities. Function analysis was also used to clarify the key technicalpoint of their research. These workshops provided students with a new method of rethinking
research objectives and refining communication of their research findings. The authors received
positive responses from participants of these preliminary workshops.
This paper further expands on our initial “Research Communication Skills” development
method by using the following TRIZ tools: (1) if then but statement”, (2) 40 inventive principles, (3) function analysis that may further be connected to the application of su-field model
analysis and the 76 standard solutions.
TRIZ offers clear problem definition and problem-solving strategies that are common acrossall engineering fields. While the tools featured in TRIZ are normally used in problem solving,
they clearly can be applied to developing a methodology for supporting development of better
research communication in interdisciplinary settings. The authors see a big potential for TRIZ
in the organization of the chaotic information generated through the trial and error processes
inherent in many research activities so as to make research more understandable across fields.

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3. Development of a Research Communication Framework
This section introduces Research Communication Framework for supporting interdisciplinary
research communication. The framework has been developed through discussion with students
and faculty members who have authored or were in the process of writing academic papers.
Fig.1 shows the situation in a conventional research environment which is closed and boundaries exits between study fields hampering cross communication. The figure depicts researchers
on their complicated research quest through trial and error going from a research problem to its
solution. From experience in past workshops, this complicated maze like process often leadresearchers to loss clarity on the research purpose. In addition, the wall between different engineering fields hinders the interaction and sharing of potential solutions across the fields.

Fig. 1. Problem in research communication across field boundaries

Fig.2 illustrates the introduction of a research communication framework to not only create achannel for communication across disciplines, but also to guide researchers in research activities, by ensuring that the extraction of the research essence which is minimum information forclear and fruitful interdisciplinary communication. The authors have narrowed the research essence into the following three components: (1) Research Outline Description, (2) New Engineering System Description and (3) Core Research Problem Description. With information
gained from the three components, a researcher can obtain the essential information requiredfor communicating their research problem with researchers in other different field leading to ahigher possibility of collaboration and innovation.

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Fig. 2. Strategic research communication with Research Communication Framework

The example we will be using in this section to demonstrate research communication utilizing
the components mentioned above ((1) Research Outline Description, (2) New Engineering System Description and (3) Core Research Problem Description) is of a research focusing on thedevelopment of an automated vehicle stop system for cardiac emergencies case example.

3.1. Research outline Description
Research Outline Description is the simplified form of research motivation so that researchcontent can be shared across different engineering fields. Researchers sometimes fail to clearly
explain their research when they give too many details to others especially those in different
fields. Fig. 3 shows the achievement components in Research Outline Description. The origin
of Research Outline Description is the “If then but statement” and “Ideal Final Result” in TRIZ[2], but it has been modified for use by students without TRIZ knowledge. The research goal isdefined by four components: “Conventional Engineering System”, “Positive Effect”, “Negative
Effect” and “New Engineering System”. The Conventional Engineering System has been designed to generate a Positive Effect but it inevitably also generates Negative Effect. A New
Engineering System is then required to eliminate the Negative Effect. Developing this New
Engineering System is the focus of the researcher.

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Fig. 3. Illustration of research outline components

This figure is completed by asking the following four questions;
1) What is “Conventional Engineering System” in your research?
2) What is “New Engineering System” in your research?
3) What is the “Positive Effect” generated from “Engineering System” of your interest?
4) What is “Negative Effect” in your research?
These questions can be stressed as important clues for interdisciplinary research communications.
As described by “If then but statement”, a problem in any engineering field is defined as aconflict of positive effect and negative effect. This is common across all engineering fields. The
Research Outline Description can be used as a starting point understanding and sharing research
problem in unfamiliar fields. The answers for the four components in the Research Outline
Description must not be technical terminology but general terminology.

Study Example:
Fig. 4 shows Research Outline Description of our case study example,. “Conventional Engineering System” is “Normal Automobiles”. This system aims to obtain the “Positive effect” of“Move persons at fast speed” but also generate “Negative Effect” of “Traffic Accidents”. The“New Engineering System” that is to be developed through research is “Automobiles with anautomated vehicle stop system for cardiac emergencies”. This system will eliminate “Traffic
accidents caused by cardiovascular disease (CVD).

Fig. 4. Study example of Research Outline Description

3.2. New Engineering System Description
After defining the research motivation by using Research Outline Description, the details of theresearch also need to be communicated. The 40 inventive principles [3], which are shared acrossall engineering fields, can be utilized in listing descriptions of the difference between the Conventional Engineering System and the New Engineering System. The researchers should be77Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

able to clearly share their research contents with respect to 40 inventive principles. This process
enables us to envision the goal of the research through clear descriptions of the New Engineering System. Of course, it is possible to arbitrarily explain the details of New Engineering System, but the authors see the 40 inventive principles as the best option for systematically andadequately describing the features of the New Engineering System.

Study Example:
The table below shows some of the features of the New Engineering System (from our example
of “Automobiles with an automated vehicle stop system for cardiac emergencies”) describedusing 40 inventive principles. This process exposes the key points in the system under development.
Table1 New Engineering System Description
1, Segmentation

This research segmentalizes drivers into normal drivers
and drivers with CVD

2, Taking out

The system developed in this research aims to take out
accidents caused by drivers with CVD

3, Local Quality

The system developed in this research focuses on drivers
with CVD. The system is activated when driver is underemergency situation caused by CVD.

5, Merging

The situation of drivers with CVD is tried to be detectedby merging multiple technologies such as image analysis
and bio-sensors.

9, Preliminary Counteraction

The system are programmed to automatically park the automobile in emergency situation of drivers

11, Beforehand Cushioning

The system is cushioning for drivers under the risk ofemergency situation caused by CVD

15, Dynamics

The system increases functionality dynamics of automobile adjusting to the drivers with CVD

23, Feedback

The drivers’ situation is monitored through image analysis
and bio-sensors and feedbacked for the operation in emergency.

26, Copying

The drivers’ situation is copied by using bio-sensor andcamera.

28, Mechanics Substitution

The automobile is programmed to automatically controlled under the emergency of drivers with CVD

3.3. Core Research Problem Description
The Research Outline Description and the New Engineering System Description process above
guides researchers to get an overview of their research with clear information about what is new
in their “New Engineering System”. But researchers often are actually dealing with a78

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more detailed problem in developing the New Engineering System. The “Core Research Problem Description” offers a clue to the detailed problem that need to be solved to realize the “NewEngineering System”. If a researcher fails to extract the “Core Research Problem”, they might
not be able to not only communicate their research effectively, but they may also fail to obtainmeaningful research output.
Researchers in engineering fields are trying to solve at least one of the following problems
which is inspired by function analysis description [4].
(1) Something (Tool) insufficiently acts (Function) on Something (Object).
(2) Something (Tool) harmfully acts (Function) on Something (Object).
(3) Something cannot be measured sufficiently.
The “Core Research Problem Description” can be extracted by asking the researcher to state
which of the above 3 their research targets.
For those who choose (1) or (2) as their Core Research Problem, identification of Tool, Function
and Object will clearly define their research problem. Those who choose (3) deal with a problem of detection and measurement. It is recommended that they reorganize their research problem into the following sentence: (3)’ Something (Tool) insufficiently acts (Function) on Something (Object: e.g. Sensor) insufficiently. Therefore, the core research problem can also be
clearly described by identifying Tool, Function and Object (e.g. Sensor).

Study Example:
Following the communication process introduced above, “Something cannot be measured sufficiently” was identified as the core research problem. This was transformed into, “Something(Tool) insufficiently acts (Function) on Something (Object: e.g. Sensor) insufficiently”. The
Core Research Problem was defined as “Attributes of CVD patient insufficiently informs Sensors.”. Further consultation with the student identified the following two problems which areeven more concrete, “The posture of CVD patients insufficiently informs camera.” and “Theheart beat insufficiently informs Bio-sensor”. Therefore, while the stated goal for the research
was “the development of Automobiles with an automated vehicle stop system for cardiac emergencies”, the research problem of focus might be something that is not specific to vehicles, forexample, the “development of a better heart beat monitoring Bio-sensor”.

4. Response of Students
The methodology introduced above was applied to activities in an interdisciplinary workshop,
which is a part of the second seminar of “JSPS Core-to-Core Program: Establishment of Research Hub for Compact Mobility Model in the ASEAN Region” at Chulalongkorn University,
Bangkok, Thailand, on Aug. 2, 2017. The feedback has shown 11 in 13 students, where thenumber of total participants were 14, had positive feeling on the concept of Research Communication Skill.

5. Concluding Remarks
With the increasing trend towards interdisciplinary research in higher education, better researchcommunication strategies are needed for researchers to productively work together across disciplinary boundaries. In this paper, the authors have adapted TRIZ methodologies to come up
with three-step framework for enhancing communication between disciplines. The “Research
79Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

Outline Description” and “New Engineering System Description” steps are useful in understanding the goal of the research, while the “Core Research Problem Description” step clarifies
the actual problem being dealt with by a researcher. This framework is still in development; theauthors plan to further gauge its effectiveness in supporting interdisciplinary communication
through practical use in research communication skill development workshops.

Acknowledgements
The authors would like to thank all the students who participated in the interactive discussions
for the development of Research Communication Framework and show sincere gratitude to Mr.
Tung T. Nguyen who allowed us to introduce his research as the study example. The workshop
mentioned in this article was supported by JSPS Core-to-Core Program, B. Asia-Africa Science
Platforms.

References
1. Kiyohisa Nishiyama, Leleito Emanuel, Application of TRIZ Concepts in Teaching Effective Research Communication Skills, Proceedings of the MATRIZ TRIZfest 2017 International Conference, 2016
2. Gordon Cameron, TRIZICS, Createspace, 2010
3. Michael A. Orloff, “Modern TRIZ”, Springer, 2012
4. Victor Fey, E.I. Rivin, Innovation on Demand, Cambridge University Press, 2005

Corresponding Author:
Kiyohisa Nishiyama: nishiyama.kiyohisa@e.mbox.nagoya-u.ac.jp80Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

TRIZfest 2017
September 14-16, 2017. Krakow, Poland

APPLYING TRIZ TO IMPROVE LEAN PRODUCT LIFECYCLE MANAGEMENT PROCESSES
Jens Hammera, Martin KieselbaSchool of Business and Economics, Friedrich-Alexander-Universität Erlangen-Nürnberg,
Germanyb

Siemens AG, Erlangen, 91056, Germany

Abstract
In industry, the migration to an Agile and Lean product development culture has become a major movement for companies (e.g. Siemens) to face the constantly increasing speed of innovation. The successful
and sustainable implementation of an Agile/Lean approach seems to be mission critical for the future
success of companies.
The paper illustrates examples of how TRIZ can enrich the Agile and Lean development approaches bybringing in the TRIZ thinking, mindset and toolbox into specific Lean tools like Hoshin Kanri, A3reports, PDCA and Set-based Design. We analyzed 12 projects which cover different types of focus
topics e.g. process improvement, innovation or portfolio development. The research points out what
aspect of the TRIZ methods introduce additional knowledge in the Lean Product Life Cycle management. Most of the examples are already verified in real projects in industry and have proven to be helpful.
Keywords:
Theory of inventive problem solving (TRIZ), Agile, Lean, A3-report, Hoshin Kanri,Set-based Design

1. Introduction
Based on evolving technologies and shorter product life cycles, the speed of innovation is constantly increasing. In industry, the migration to an Agile and Lean product development culture
has become a major movement for companies (e.g. Siemens). The successful and sustainable
implementation is mission critical for the future success.
Lean and Agile development provides a lot of values, principles and methods for successfully
directing the organization on customer value and a lot of guidance how this should be implemented with cross-functional, autonomous teams. Related to waste reduction in development
processes, innovation targets (areas) and the goals for a sustainable development of the portfolio, Lean provides no methodology how existing knowledge about technical evolution patterns
could be effectively integrated into the process. This is the area where TRIZ has the potential
to bring in a significant value add.
The paper illustrates examples of how TRIZ can enrich the Lean development approaches bybringing in the TRIZ thinking, mindset and toolbox into specific Lean tools like Hoshin Kanri,
A3-reports, PDCA and Set-based Design. We analyzed 12 internal projects which cover different kinds of focus topics e.g. process improvement, innovation and portfolio development. The
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research points out what aspect of the TRIZ methods introduce additional knowledge in the
Lean Product Life Cycle management. Most of the examples are already verified in literatureor real projects in industry and have proven to be helpful. The main question of this research is
how to combine the Lean and TRIZ approach in a structured way in order to significantly improve the Lean approach in the area of product development. Moreover, the paper illustrates
the correlation between Lean and Agile. We use the following approach to answer the questions:1.

Visualize the key methods/ideas/working models of Lean in product development

2.

Categorize different kind of projects in the field of product development

3.

Discuss the experiences applying TRIZ methods in this different project types

4.

Attach TRIZ methods into the Lean working models

2. Literature Review
2.1. Agile and Lean product development culture
Due to new technologies, requirements and user-demands, development methodologies (especially for software) are constantly evolving [1]. The dynamic market conditions motivatesorganizations to continuously adapt and reinvent their structures, strategies, and policies todeal with it [2]. These organizations need information management systems that continuously react and develop to meet their changing demands [2]. However, the traditional development methodologies (e.g. roadmaps, requirement specifications) do not have the flexibility to dynamically adjust the development process [2].
Especially large organizations have followed the goal of continuously optimize, improveand create repeatable processes [3, 4]. The stability they created represents one of the biggest problems in adopting an Agile development approach. The differences between traditional and Agile methodologies suggest that organizations must rethink their goals and reconfigure their organizational, human, managerial, process and technology components tosuccessfully adopt Agile methodologies [2] and create a dynamic organization.

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Fig. 1. Main topics in adopting Agile methodologies [1]
In 2001, seventeen independent-minded software practitioners signed the Manifesto for Agile Software Development with the current values [4, 5]:•individuals and interactions over processes and tools,•

working software over comprehensive documentation,•customer collaboration over contract negotiation,•

responding to change over following a plan.

Supporting processes, tools, documentation and contracts are essential elements and usually
integrated into workflows and internal processes [3]. However, there is a strong need for interactions between individuals besides the regular processes and workflows to increase speed [4,5]. It facilitates sharing information and changing the process quickly when it is needed.
Traditional development approaches supposed to anticipate the complete set of relevant requirements early and reduce cost by avoiding changes [5]. Traditional process management (by continuous measurement, error identiﬁcation, failure analysis and process reﬁnements) lead todrive dissimilarities out of business. It assumes that variations are the result of mistakes andwaste that should be eliminated. Nowadays, while process problems might cause some errors,
environmental changes cause mission critical problems. Driving down the cost of responding
to changes is the only feasible strategy, because we are not able to eliminate them [5]. The newstrategy of companies is to reduce its related cost, rather than eliminate the rework. However,expectations have grown over the years and the market expects innovative, high-quality software that meets its needs [5].
The concept of Lean and Kaizen has a strong impact on the way Agile is being used [3] andimplemented in companies, filling the gap related to continuous improvement processes.
“Leagile” software development describes the application of Lean approaches in Agile softwaredevelopment. [6] Preliminary, the evolution of Agile is focused on evolving the product toward
a better fit with requirements [2]. Within the Agile approach both, the product and the requirements are refined through experience. Kaizen, is a continuous improvement method used in83Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

Lean and focuses on the development process itself. When Kaizen is used in an Agile project,
the participants suggest ways to improve the fit between the product and the requirements andfurthermore offer ways to improve the process in use [2].
Lean in the product life cycle management and Agile environment provides a lot of methods
for goal setting and implementation of improvement measures with Hoshin Kanri including the
PDCA (Plan, Do, Check, Act) improvement cycle [8], Problem analysis (e.g. A3-report [8],Root Cause Analysis with Ishikawa-Diagram [8], 5-Whys [8], Value Stream Mapping [9] forcurrent state / target state modeling) and generating solution alternatives with Set-based-Design
and a stepwise approach to derive a final solution. No attempt will be made to explain them indetail in this article. However, we want to highlight Hoshin Kanri and the A3-report for thefurther work. Figure 2 shows the goal setting of Hoshin Kanri which defines target states fordifferent time scales. The implementation of measures is done with small PDCA improvement
cycles.

Fig. 2. Hoshin Kanri [8]Within Siemens, one PDCA cycle is typically planned with an A3-report (see figure 3), whichcontains the main content background, current state analysis, root cause analysis, target state
definition, definition of measures to reach the target state and verification of the effectivenessof the measures.

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Fig. 3. A3-report [8]2.2. TRIZ for product development
The Theory of Inventive Problem Solving (TRIZ, TIPS) is known as one of the most powerfulinventive methodologies derived from the analysis of the world patent collection [11]. It provides methods for problem-solving and innovating systems in a methodological way.
TRIZ includes different methods to model the problem, abstract the problem, derive an abstract
and a specific solution using specific problem solution patterns including empirical knowledge
about typical technical evolutions (figure 4). No attempt will be made to explain them in detailin this article. Frequently used TRIZ tools & techniques are described in various articles andpapers. The authors recommend the following collections from Ilevbare et al. and Münzberg etal. [10, 11] to get an overview.

Fig. 4. General TRIZ working model85

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In recent years TRIZ is increasingly connected with the product and portfolio development
process. Ikovenko [14] provides approaches how TRIZ can be applied to develop an existingproduct portfolio using the MPV thinking of TRIZ and shows how these MPVs can be categorized and used to derive product and portfolio decisions and to find out which productvalues improvements have the biggest economical potential. Kiesel and Hammer [12] combined TRIZ and Lean methods to improve development processes. In their case study, they
demonstrated the impact on the testing time by improving the testing process. To improvethe “User Experience” of products, Mayer [13] introduces TRIZ by addressing the nearfield
human sensors and proposes to develop them in a structured way.

3. Methodology
The main question of this research is how to combine the Lean and TRIZ approach in a structured way to significantly improve the Lean approach in the field of product development. This
paper uses the following approach to answer this question:
1. Categorize different kind of projects in the area of product development
2. Visualize the key methods/ideas/working models of Lean in product development
3. Discuss the experiences applying TRIZ methods in this different project types
4. Attach TRIZ methods into the Lean working models

The concepts of combining Lean and TRIZ tools were applied in 12 different projects in the
motion control area and covered following topics:
•
•
•
•
•

innovation of a drive-based motion controller
improving the Testing Process for SW and HW-related products [12]developing and improving a Test Architecture for Test Automation auf motion control
products
improving the usability / user experience of an digital drive by optimizing the Object
Model
Root Cause Analysis and definition of improvement measures for a critical project

To evaluate and specify the combination of TRIZ and Lean related to literature the explored
projects are categorized in the following way:•process improvement projects (e.g. improvements within the development, improvements of technical processes)•

innovation projects (e.g. for improving specific features/MPVs of a product, for leveraging a new upcoming technology in products)•

portfolio development processes (e.g. for structured portfolio development)

The combination of TRIZ and Lean methods has been applied for the different project types.
TRIZ tools were used context and situation specific where appropriate Lean tools were missing.
To limit the scope, we focused on the most frequently used Lean and TRIZ tools (see table 1).
Table 186

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Most frequently used Lean and TRIZ tools
Lean Tools

TRIZ Tools

Hoshin Kanri

RCA (Root Cause Analysis)

A3-report

Ideality

Value Stream Mapping

9 Window / Multi-Screening

Stakeholder Map

Technical and Physical Contradictions
TESE
Innovation Situation Questionnaire

4. Results, Implications and Discussion
4.1 TRIZ methods in this different project types and the usage of the TRIZ methods
Table 2 summarizes the impact of using the TRIZ methods in the different project types. For
improvement projects, there is a high impact for RCA/RCA+ and Ideality, followed by problem
solution tools. Ideality and TESE works best for innovation projects. All others have a medium
impact. Within portfolio development projects, Ideality, 9 Window/Multi-Screening and TESE
works best. RCA/RCA+ and Innovation Situation Questionnaire have a medium impact. problem solution tools have only a low impact.

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Table 2TRIZ methods applied in a Lean product development context for different project types (0: small impact, +++: high impact).
Improvement
projects

Innovation Projects

Portfolio development
projects

RCA / RCA+

+++

++

++

Problem Solution Tools

++

++

+

Ideality

+++

+++

+++

+

++

+++

+

+++

+++

+

++

++

9 Window
Screening/

Multi-TESE
Innovation
Questionnaire

Situation

Implementation of TRIZ methods
The RCA tool is very similar to the Ishikawa and the 5-Why method used in the A3-report ofLean. RCA+ can bring in added value because it models the value parts in the problem chain.
Moreover, RCA is helpful for all kind of projects, especially important for improvement projects.
Problem solution tools (e.g. Physical Contradiction, Technical Contradiction) (see figure 1)
provide an added value by providing methods for a structured solution finding process. Thesemethods can be used to elaborate possible target states and measures in a guided process. The
combination with the 40 innovative principles brings in a good coverage concerning possible
solutions. The TRIZ tools bring in a structured solution finding process providing different
approaches for problem modeling and problem solving (see figure 4) and provide empirical
technical evolution knowledge derived from analyzing thousands of patents. In addition, a
Stakeholder Map (method from system architecture) was used. This has proven to be helpful
for solving Physical Contradictions. Every stakeholder represents a specific relation. This fits
perfectly to the resolution of Physical Contradictions using “separation in relation”.
Ideality is helpful for all kind of projects and is similar to the target state thinking of Lean. It
can be used as an opposite perspective to the problem oriented perspective of a Root Cause
Analysis. The problem vs. ideality perspective is helpful for thinking in different directions(pain-/gain-driven thinking). In Innovation projects evaluating Ideality “what new useful functions are introduced vs. harmful functions” helps to get a better understanding whether the intended innovation level is big enough related to the effort introduced88Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

TESE (Trends of Engineering System Evolution) are especially helpful for Innovation andPortfolio Development Processes. The method can be applied to visualize the current state concerning the technical evolution state. The current state can be used to derive improvement hypothesis which can be tested as experiments in short PDCA cycles. Innovation ideas can beverified whether they are compliant to the expected next step concerning development of the
product or service.
9-Window / Multi-screening can be applied for all project types but it is especially helpful for
defining target states for longer (>= 3 years) time periods. It is an easy to apply method andprovides a structured approach for finding a good target state for the product / component /process under consideration. It has proven to be very helpful to model the supersystem and thesubsystem because this leads to a more holistic thinking. Related to our experience this is agood approach to extend the solution space.
Modeling the current state and the past provides insights in typical evolution patterns taking
place and can be used in combination with the TESE method to forecast / derive a hypothesis
for the next typical evolution step of the product (“voice of the product”). Modeling the competitor in the supersystem has proven to be interesting to have a specific perspective comparing
your forecast to the offering of the competitor.
Innovation Situation Questionnaire is especially helpful for the Innovation and Portfolio Development Processes. It provides a guided and systematic view on the problem. Especially thefollowing aspects have proven to be helpful:•available resources: Which resources are available? How can they be used?

•

What changes are allowed?

4.2 The Lean working model enriched with TRIZ methods
Figure 5 shows the experienced usage of TRIZ tools for different target states and for the PDCA
cycle in the Hoshin Kanri process. RCA+, Ideality and Physical Contradictions support theStarting Point and the PDCA cycles best. For a target state, the blue sky and to generate a
Northstar, we recommend the TRIZ tools Ideality, 9-Window, TESE and Innovation Situation
Questionnaire.

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Fig. 5. Applying TRIZ and Lean tools in the Hoshin Kanri process

Looking at the specific areas of the A3-report TRIZ methods can be used to clarify the content(see figure 6):
Lean and TRIZ provide similar methods for problem analysis. TRIZ provides with RCA+ [15]a more sophisticated view on the problem analysis because it visualizes not only the problem
chains but also attached value. Lean provides no methods to derive the goals (which are notrelated to the problem analysis) for the different time scopes of Hoshin Kanri in a structured
and methodological way. This is the area where TRIZ methods and TRIZ Thinking can bringin an additional value. Moreover, TRIZ supports the process of transforming problems into
solutions with Physical and Technical Contradictions and provides methods for deriving new
ideas with the TESE approach (identifying the current state of the system and deriving typicalnext evolution step). Figure 6 visualizes the usage of TRIZ/Lean tools in the context of an A3report.

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Fig. 6. TRIZ and Lean Tools used in A3-report

5 Conclusion
Related to literature, the impact of using TRIZ (Lean) in different types of projects increases
the process success. Moreover, Lean and Agile thinking belong together and both, the productand the requirements are refined through experience. The usage of TRIZ Tools in the Hoshin
Kanri process and the underlying PDCA cycle has proven to be very helpful and generates value
add in different fields. It enables a more holistic view on the future development. The additionof a broader environment in space (supersystem, subsystem) and time provides insides inchanges and clarifies the picture of promising development directions. Looking at changes inresources provides opportunities to lift functionality to a supersystem level. The TESE helps toderive hypothesis in a promising system development direction. TRIZ Tools applied in the context of an A3-report are helpful to generate a broader solution scope by including to the environment and the next evolution step (TESE). Finally, problem solution tools like Physical andTechnical Contradictions help to derive measures for the next improvement step. A combination of Lean and TRIZ approaches in a structured way significantly improves the Lean approachin the area of product development. However, it depends on different project types and tasks,
which method leads to a success and which not.

References
1. Avison, D. E., and Fitzgerald, G.. "Where now for development methodologies?" Communications of the ACM 46.1 (2003): 78-82.
2. Sridhar, N., Radha Kanta Mahapatra, and George Mangalaraj. "Challenges of migrating to agile
methodologies." Communications of the ACM 48.5 (2005): 72-78.
3. Cockburn, A. and Highsmith, J. “Agile software development: The business of innovation”.
IEEE Computer (Sept. 2001), 120–122.

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4. Highsmith, J. “Agile Software Development Ecosystems”. Addison-Wesley, Boston, MA,
2002.
5. Highsmith, J. Cutter Consortium Reports. “Agile Project Management: Principles and Tools 4,2” (Feb. 2003), Cutter Consortium, Arlington, MA.
6. Wang, X., Kieran Conboy, and Oisin Cawley. "“Leagile” software development: An experience report analysis of the application of lean approaches in agile software development."
Journal of Systems and Software 85.6 (2012): 1287-1299.
7. Paulk, M. C. “Agile Methodologies and Process Discipline”; The Journal of Defense Software Development, (Oct. 2012), Vol. 15, No. 10
8. Kudernatsch, D. „Hoshin Kanri Unternehmensweite Strategieumsetzung mit Lean-ManagementTools“. Stuttgart: Schaeffer-Poeschel 2013.
9. Poppendieck, M. „Lean Software Development An Agile Toolkit“. Crawfordsville: RR
Donnelley; 2013. p. 9-13
10. Ilevbare, I. M., Probert, D., & Phaal, R. (2013). “A review of TRIZ, and its benefits and challenges in practice”. Technovation, 33, 30-37.
11. Münzberg, C., Hammer, J., Brem, A., & Lindemann, U. (2016). “Crisis situations in engineering
product development: A TRIZ based approach”. Procedia CIRP, 39, 144-149.
12. Kiesel, M.; Hammer, J.: “Applying TRIZ and Lean for Improving Development Processes”.
TRIZ Etria Conference in Wroclaw 2016.
13. Mayer, O. “Trend of Increased Addressing of Human Senses – Focus on Near Senses”. TRIZ
Etria Conference in Wroclaw 2016.
14. Ikovenko, S. Gen3 Partners, Inc. 2016 “Innovation Portfolio Analysis”, 201515. Busov, B., Dostal, V., Bartlova, M. “TRIZ and innovation of pressing process”. TRIZ Etria
Conference in Wroclaw 2016.

Corresponding Author:
Jens Hammer: jens-hammer@gmx.de92Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

TRIZfest 2017
September 14-16, 2017. Krakow, Poland

BECOME USER OF TRIZ TOOLS INSTEAD TO PLAY HIDEAND SEEK
František Palčák
Civic Association TRIZ SK, 811 04 Bratislava, Slovak republic

Abstract
The only possible solution for improving the dynamic properties of a car has long been considered to be
optimization. Unfortunately, this results in compromise: either an optimal family car, or an optimal
sports car. Now, however, developers are making an increased effort to move away from the previous
approach of looking for compromises towards the advanced application of their knowledge and use ofinnovations which can be considered as the unwitting use of trends and patterns of technology development. The challenge for breakthrough perfection of the dynamic properties of a car is to overcome thecontradiction between ride comfort and driving safety and to achieve the best possible ride comfort anddriving safety simultaneously. An expert on cars, who works without knowledge of the TRIZ approach,draws upon only his area of knowledge, therefore he tries to remove a local conflict (physical contradiction) through new resources (additional equipment to produce force) which results in high value but
also unwanted complexity and high costs. This paper presents a case study which showed that improvement of the dynamic properties of the car achieved through the use of TRIZ tools is more effective thanthe current deployment of expensive raw power. An expert on the TRIZ approach has the mission of
guiding the car expert on how to intentionally search for initiatives in successful patents from all areasof knowledge and warns that the removal of local conflict must to take advantage of local resources(drive and braking torque) which makes it possible to achieve high value at low cost. This article aims
to convince innovators that, when they will intentionally use TRIZ tools, they enhance the effectivenessof own expertise and diligence.
Keywords: ride comfort, driving safety, TRIZ tools.

1. Causes, needs and tools for perfection
1.1. Epochal discovery
From time immemorial, people have tried unwittingly (without knowledge of laws) improvecreations (products and processes) and among random successful cases which originated by
way of trial and error, they were searching for "miraculous" common procedure.
Altshuller's epochal discovery of invention patterns under the laws of technology improvement(1946) was essential for understanding how to detect and creatively exploit previously hidden
interdisciplinary context (TRIZ: the inventive problem solving theory), [1].
According to a contemporary vision, the driving force behind all the actions (framing, development and demise) in nature is the ubiquitous attraction of perfection-ideality expressed in theform of the Law of perfection: Value = Function / Cost, (Maupertuis, 1746: The Law of leastaction), [2]. The Law of perfection was scientifically confirmed when Carnot in 1824 described93Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

the cycle of a perfect-ideal heat machine, which has the greatest possible (maximum) theoretical
efficiency, and according to the second law of thermodynamics pronounced in 1850 by Clausius, it has zero disorder (entropy).
Thus, everything in nature (a great example is the brain) has an innate desire to get as close as
possible to the unreachable goal, which is perfect efficiency as a result of perfect usefulness
and perfect economy (zero effort and outcomes).

Fig. 1. The value of creations is a measure of their cost effectiveness in fulfilling of their function

The right innovations with the correct properties are popular and successful because they are
economical, efficient and effective. They provide a lot for little and make good use of resources,
so they are cost-effective for the purchaser (right needs) and are effective for the manufacturer(right goals).

Fig. 2. The full value product is excellent (economical, efficient and effective)

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1.2. Surprising results from brain research for the TRIZ approach
The mystery of the miracle of the emergence of something from nothing (the emergence of theuniverse) by the influence of the ubiquitous attraction of perfection in the form of the Law ofperfection of the creators and creations contains in itself the emergence of the sub-consciousness from matter (the emergence of the life-body aspect), the emergence of consciousness-feelings from the stimuli (the emergence of self-consciousness-thinking aspect) and the emergenceof the super-consciousness-conscience from the desire for perfection (the creation of love-thespiritual aspect), while love is a manifestation of humility.
The TRIZ approach today is both science and art, which is in line with the laws of developmentperfection of advanced logical thinking (dialectics), (Petrov 2002), [3]:- the law of the unity (interpenetration) of opposites (contradictions);- the law of transformation of quantity into quality (S-curve); and- the law of the negation of the negation (spiral development, fractal vortex).
The worldwide initiatives (USA, EU, Japan, China) to advance brain research have these goals:- the discovery of ways to improve the diagnosis, prevention, and treatment of brain disorders;- the theoretical modeling of the brain and the development of brain-based artificial intelligence to improve computers;- the integration of neuroscience with social and behavioral sciences to improve education,
life management of a society and creative inventive thinking.
The Nobel prize for the discovery of the collaboration of sentient thinking in the right part ofthe brain with considering thinking in the left part of the brain obtained Sperry in 1981, [4].
Kahneman was awarded the Nobel prize in 2002 for discovery of slow and painful thinking in
the upper part of the brain: neocortex (cerebral), and quick and easy thinking in the lower partof brain: limbic system (basal), [5]. There is lot of scientific evidences (superior pattern processing among others) in the article [6] that development of the brain follows the law of perfection.
Based on results from brain research Fig. 3 depicts a generic pattern of the consecutive steps todeliberately improve conscious thinking about creations taking suggestions from the sub-consciousness and inspiration from the transcendental super-consciousness (meta-cognition).

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Fig. 3 A generic pattern of consecutive steps for the perfection of conscious thinking

One of the most important result from brain research is that the level of maturity of thought andcommunication (IQ-intelligence quotient) is inherit and remains almost the same throughout
life, with an influence of only 25% on the ability to solve tasks.
So, the European Commission for Education recommended replace the inefficient ways ofteaching in the schools via creative thinking [7]:- 25% of the time should be given to development the expertise and perception of speech:(IQ-intelligence quotient),- 25% of the time should be given to the development of mature toughness and will:(AQ-adversity quotient),- 50% of the time should be given to the development of the perception of images and theability for collaborative relationships:(EQ-emotional quotient), due to critical capability for successful solution of tasks, while it
can be significantly increased using suitable exercise (developing the creativity using the
TRIZ approach).

1.3. Perfection of knowledge
Thanks to the extraordinary increase in access to knowledge through the Internet, it is importantto have a wider knowledge of the context of each instruction (everything is related to everything, the interdisciplinary approach). Not only does the value of knowing for the present (whatis needed today) become important, but also the ability to predict the development of knowledge(what will be needed) and to be prepared for it in time.
When we consider acquiring knowledge from successful patents, the abstraction of company
expert knowledge is a process involving knowledge transformation in which the real or quantitative attributes are replaced by abstract or qualitative attributes. As a result of this transfor96

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mation, the transformed knowledge together with knowledge from outside of the company becomes applicable to a much larger class of systems than the original systems that provided theinitial knowledge, [8]. The TRIZ approach enables identification and structuring of theknowledge in order to facilitate innovation. A generic pattern of the knowledge life cycle withconsecutive steps to purposefully perfecting knowledge according to the TRIZ approach is in
Fig.4.

Fig. 4 A generic pattern of consecutive steps for the perfection of knowledge

The generic pattern of knowledge sharing is a cycle starting with the transfer of personal
knowledge to the internal knowledge of a team, which we denote as socialization. The creators
can practically share their unique experience of creating, when they put tacit experience into
clear terms, rules and techniques based on the objective laws of the TRIZ approach.
The second step is externalization: the transfer of personal internal knowledge to the external
knowledge of the team which can be recorded as the intellectual property of a company.
In the third step, a combination takes place: the transfer of external interdisciplinary knowledge
to the company′s external knowledge by means of collaboration with an expert from outside of
the company under the supervision of TRIZ expert.
The fourth and final step (internalization) concerns increasing the usability and the level (quality) of personal knowledge by customizing-adapting the company knowledge.

2. TRIZ approach for perfecting the dynamic of the car
2.1. Conflict-contradiction between ride comfort and driving safety
Vehicle suspension system performance is typically rated by its ability to provide improved
road handling (driving safety) and improved passenger perception of oscillation (ride comfort),[9]. The fixed setting of passive suspension properties is always a compromise between ride
comfort and driving safety for any given road conditions on the one hand, and payload suspension parameters on the other. When engineers attempt to improve the car′s driving comfort (A)so that no sudden changes in the position of the car body (under minimum acceleration), this97Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

deteriorates driving safety (B) in the form of undesirable jumps of the wheels. The traditional
approach to improving engineering systems through optimization within their design concept
without knowledge of the TRIZ approach allows only small and vulnerable improvements
which are valid only for a narrow variation of the initial properties and results in unwanted
compromises. Hence we have the concept of the family car that has good ride comfort (A D) in
Fig.5a, but poor driving safety (BZ) and the sports car that has good driving safety (BD), because
it maintains the wheels in constant contact with the road (without jumps), but it has poor ride
comfort (AZ).

Fig.5 Target conflict-contradiction between ride comfort (A) and driving safety (B) for a) passive suspension, and for b) active suspension

The main objective of suspension systems is to reduce the movement of the car body (sprungmass). Therefore, the challenge to achieve a breakthrough perfecting the driving performanceof a car is to overcome the contradiction (opposing ride comfort and driving safety), and toachieve the best possible ride comfort and driving safety (AP ≡ BP) in Fig.5b simultaneously.

2.2. Improvement of car without knowledge of the TRIZ approach
An expert on cars who works without knowledge of the TRIZ approach uses only his area ofknowledge, therefore he tries to remove a local conflict through new resources (additional
equipment to produce force). The result is a luxury car of high value but high costs (Fig.1). A
Magic Body Control system [10] with a camera which scans irregularities in the road ahead.
Then the Active Body Control system [10] uses a hydraulic piston to act on each steel coilspring to quickly and independently adjust the suspension on each wheel and provide the best
possible ride comfort and driving safety (AP ≡ BP) on Fig.5b simultaneously.

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Fig.6 a) Magic Body Control system and b) Active Body Control system

2.3. Perfecting of car using the TRIZ approach
Each problem is unique and needs an expert of TRIZ approach to interpret the knowledge fromother areas (out of the box) to understand the language of the company expert and to adapt his
knowledge to a new individual application. Knowledge management moves from the purely
technological into the area of mature relationships and cooperative culture (Fig.7). So, the solution to knowledge management is more cultural than technological.

Fig.7 A generic pattern of consecutive steps for systematic cooperation

In the TRIZ approach the essence of the generic pattern of consecutive steps in Fig.8 (need,benefits, procedure, and use) for systematic perfection of vehicle dynamic properties: ride comfort (A) and driving safety (B) is to recognize and solve (overcome, remove) contradictions,
[11].

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Fig.8 A generic pattern of consecutive steps for the perfection of creations

Step 1 - Why? analysis of challenges (need)
When the need arises to overcome market opponents or resolve a customer's requirement, theleader-manager fist defines the managerial-administrative contradiction on the level of intention for a change. This is the contradiction between the requirements to improve the car and theabsence of the conditions to do so (need to identify the targets, acquire knowledge of the process
and ensure proper resources). The principle for overcoming the managerial-administrative contradiction is to seek out and remove the global-technical contradiction.
Step 2 - What? do the right things (benefits)
The global-technical contradiction at the system level of creation is the conflicting relationshipbetween the features of the parts of the whole creation when improving one part: ride comfort(A) at the level of car body it worsens the second part: driving safety (B) at the level of thewheel.
The overall principle for overcoming this global-technical contradiction is to search for andremove the local-physical contradiction.
Step 3 - How? do things right (process),
The local-physical contradiction at the single part (suspension) level: the suspension of the car
body must ensure zero change in the force transmitted to the car body for its desirable zeroheave, and at the same time to ensure non-zero change in the force which pushes the wheel onto
the road. Then the car can provide the best possible ride comfort and driving safety (AP ≡ BP)
on Fig.5b simultaneously.
The physical contradiction can be solved (overcome, remove):- by separation of conflicting requirements: in space, in time, on conditions, and substitution,- by use of resources: interdisciplinary information, energy, substance, space, effects and time,100Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland- by transition from solid state to the field.
Step 4 - Who? collaborate with right people (use)The expert of the TRIZ approach has the mission to guide the car expert on how to intentionallysearch for initiatives in successful patents from all areas of knowledge and to warn that theremoval of local contradiction must take advantage of local resources (drive and braking torque)which make it possible to achieve the desired high value at low cost car.

Fig. 9 The trend of suspension development to the control of driving and braking torqueFig.9 shows the transition from the preset (passive) features of a mechanical suspension (1), (2)to a hydraulic suspension with self-adaptable change of magneto rheological fluid properties,(3) to a hydro-pneumatic suspension (4), to the adaptable (active) suspension with electronic
management of features (5), toward the recent removal of unwanted movements of the car body(vertical heave, yaw, roll and pitch) for desirable ride comfort (A) by quick control of the driveand braking torque acting on the wheel motors using a LEAF system: (Leading Environmental
Affordable Family car), [12] and ensuring the necessary wheel load for driving safety (B) simultaneously (6), (Fig.10). This is the evolution of the suspension system to the innovative
breakthrough perfecting.

Fig.10 a) torque increase causes raising up the front of the vehicle, b) by torque decrease the front of
the vehicle will be lower

3. Conclusions
The exceptional ability of the brain for conscious thinking (in collaboration of consciousness
with the sub-conscious and super-consciousness) is associated with its connection to the ubiquitous effect of attraction of perfection.
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The current understanding of the ability of the mass to act work (energy and its transformationin the field of mass) makes it possible to imagine the ability of brain to act in the massless fieldin the form of thoughts, ideas, and information, which is also a manifestation of the ability to
act work (energy and its transformation) because the results of its application are advanced
properties of creators and their creations.
The TRIZ approach was the result of exploring effective creations (products and processes) tofind out which creativity principles were necessary to create these successful creations. Therefore, using TRIZ policy rules, concepts, and procedures allows us to improve the ability tocreate. The successful creator has the ability to think effectively, act ethically, communicate
clearly, and manage efficiently. The efforts made so far to achieve success in the marketplace
have mainly been aimed at breakthrough maturity of the products, but they will only be createdby a mature creator who has advanced feelings, thoughts and actions, and the breakthroughproducts will be accepted only by consumers with advanced needs in an environment with anadvanced infrastructure.
Our collective understanding of the world is becoming more comprehensive, complex and complete. This means that to carry out their work successfully, engineers have to take into consideration that an efficient way how to stay informed of new and emerging technologies, is cooperation. Digital Embodiment of Function [13] enables to more exhaustively use all new resources of engineering development.
Each successful innovation arises with respect for laws of perfecting, even if innovators working without the knowledge of TRIZ approach are unaware of it. When using the TRIZ approach,the advantage is that the creator achieves his goal more efficiently, with less effort, in less timeand making the most efficient use of the resources available under the given conditions. The
formula for breakthrough creations = Crazy ideas + Enthusiasm + Laws of perfecting + Collaborative relationships based on the high EQ-emotional quotient (Fig.11).

Fig.11 A generic pattern of consecutive steps for the perfection of collaborative relationships

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The feedback between innovators, innovations and infrastructure is the mechanism responsible
for the evolution of our civilization in the desired direction satisfying our higher needs towardcorrect relations-values for humble and satisfied coexistence.

Acknowledgements
This work was written within the objectives of the Civic Association TRIZ SK (www.triz.sk)
thanks to the support of the company SOVA Digital, Inc., Bratislava.

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two separate brains, providing new research possibilities. Science. 133 (3466): 1749–1757. PMID
17829720. doi:10.1126/science.133.3466.1749, 1961.
5. Kahneman, D.: Thinking, Fast and Slow, ISBN: 978-0374275631, 2011.
6. Mattson, M. P.: Superior pattern processing is the essence of the evolved human brain. Frontiersin Neuroscience, doi: 10.3389/fnins.2014.00265, PMCID: PMC4141622, published online Aug 22,
2014.
7. European Commission: A new impetus for higher education in the EU. http://eur-lex.europa.eu/legalcontent/EN/TXT/?uri=COM%3A2017%3A247%3AFIN, Brussels, 30. 5. 2017.
8. Arciszewski, T.: Knowledge and Skills for Creative Engineers. George Mason University, Middlebrook Virginia, ISBN 1498711251, 2016.
9. Mechanical vibration and shock - Evaluation of human exposure to whole-body vibration - Part
1: General requirements, ISO 2631, 1997, Directive EU 2002/44/EC – vibration, 2002.
10. http://www.cartrade.com/blog/2015/car-automobile-technology/mercedes-active-body-control1462.html. 2015.
11. Shpakovsky, N., Novitskaya, E.: Аlgorithm of work on production inventive projects.
http://www.gnrtr.com/Generator.html?pi=216&cp=3, 2008.
12. http://www.nissan-global.com/en/technology/overview/ new_chassis_control.html, 2013,
http://www.nissan-global.com/en/news/2016/_story/160302-01-e.html, 2012.
13. Danilovsky, Y., Ikovenko, S., Menon, R.: Trend of transition of engineering systems to microlevel today and tomorrow, TRIZ Fest 2015.

Corresponding Author:
František Palčák: frantisek.palcak@stuba.sk

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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

TRIZfest 2017
September 14-16, 2017. Krakow, Poland

CLOSING THE KNOWLEDGE GAPS
Marek Zaleski a, Piotr Jazwiecki aaSonion Polska, Szczecin, Poland

Abstract
This paper proposes to combine TRIZ with Rapid Learning Cycles (RLC) to create an innovative andsuitable tool to help solving problems by inventing ideas and improving them prior to the realization.
RLC helps to improve management of problem definition by segmenting the problem and discovering
Knowledge Gaps to improve decision making. The approach proposed is illustrated by the case study of
testing a new type of electro acoustic transducer.
Keywords: Rapid Learning Cycles; TRIZ

1. Preface
1.1 Introduction
The history of science and engineering is full of “lone wolves" working alone on their inventions. The moment they were ready with their discoveries was the moment of introducing themto the market. Currently the freedom of inventing was replaced with the hard work of development. There is no more space for unrestricted by time process of thinking. Sales organizations
are driving the product cadence which forces the product introduction to the market at certain
date e.g. to catch the Christmas sales. Also, the market life of the product is shorter.

Figure 1. Market Life of Industrial products (Andreasen& Hein 1987)

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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

1.2. The Problem
TRIZ works best when the problem can be well defined, and the contradictory factors/processparameters can be identified. It means that improvement of existing systems is a perfect subject
for TRIZ approach- we can always imagine the “smart little people” modelling the solution, or
brainstorming guided by the TRIZ matrix. But the use of TRIZ for problems where the solution
has to be created from scratch is limited. In the article authors describe the process of creationof the measurement station for the specific type of electro acoustic transducer. This type oftransducer was not produced before so the previous experience was not relevant and could evenbe a constraint when looking for the right solution.

2. Practical use of the combination of Rapid Learning Cycles and TRIZ todevelop the measurement system for electro acoustic transducer.
2.1. Rapid learning cycles
RLC was developed by Katerine Radeka and described in a book “The shortest distance between you and the new product”. [1] The method is an answer to the “scientific model” ofdevelopment. The scientific method is based on stating the thesis and working on confirmingor denying the thesis. Unfortunately, proving that the initial thesis is false, may be a scientificsuccess, but usually it is a commercial or engineering failure. In the industry, the feasibility
must be concluded or denied as early as it is possible, while decisions should be taken as lateas possible. It implies slightly different approach to defining what knowledge we need to gain
in order to be able to take the right decisions. The keys to Rapid Learning Cycles are Knowledge
Gaps and Key Decisions. The whole process starts with the Core Hypothesis which is similar
to the “scientific method”. Key Decisions are decisions crucial for the product shape andparameters. Knowledge Gaps is the knowledge we do not know yet, but is needed to take theright decisions.

2.2 Practical case
The described example of developing the measurement system is a classical engineering problem for each new transducer. The new type usually needs a new approach, but thinking of engineers is affected with the old experience. Quality standards in a hearing aid industry are extremely high, so 100% of transducers must be properly tested before shipping. Quality of parts
must be assured by production process, and confirmed by final measurement. This is called
FCQ1. The standard of consumer electronic is a sample control and statistical data processing.
In our case this is not allowed. The mentioned transducer was measured in a traditional way
like other transducers used for hearing aids, which resulted in an extremely long cycle time andvery complicated handling. The measurement setup consists of the sound source, reference microphone and measurement card (as drawn in the figure below). All the measurement devices

1

FCQ Final Control of Quality105Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

are placed in a sound isolating enclosure. This is a standard setup for measuring electro acoustic
transducers. The challenge is the measurement accuracy, which depends on multiple factors
like background noise, position, contact, etc. All of these complicate handling of DUT 2. In alarge scale production, this is simply not acceptable.

Figure 2. Measurement setup

2.3 Core Hypothesis
The Core Hypothesis is a starting point. It is a vision of the product or the idea defined in shortcomprehensive words. It may be defined by the project team, given by inventor or management
team. In this case the core hypothesis is formulated internally. The “product” presented in thearticle will not go directly to the market, but is an “enabling technology”, allowing staying on
the demanding market. The hypothesis was created at the project team meeting during which it
was also decided to go with RLC scheme. The decision was taken after couple of unsuccessful
brainstorming/TRIZ sessions, which produced several potential solutions, However, the teamwas not unanimous whether the solutions were optimal. With knowledge on RLC, the teamrealized that there is unexplored knowledge which may lead to different ways of solving our
problem. RLC seemed to be an answer, because both brainstorming and TRIZ are based onsynthetic approach to the current level of knowledge of the problem, while RLC addresses
knowledge we don’t know yet.
The Core hypothesis should define the problem under 3 aspects: value which customer likes (=want to pay for); the technology which may be enhancing or limiting factor; and businessmodel.

2

DUT – Device Under Test

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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

Customervalue

Technology

Business
model

CORE
HYPOTHESIS

Figure 3. The Core Hypothesis

The core hypothesis was defined by the team: “The method of final control of transducers isneeded when the labor content is reduced to 30sec per piece, by eliminating then non value
adding operations and improving cycle time of other operations.”
In simple words, let us approach the 30 sec. measurement time by eliminating waste. But someone may ask what is waste? Which operations are adding the value and which are not? The
Core hypothesis implies the first set of Key Decisions which needs to be taken to meet requirements from the Core Hypothesis.
Table 1
Core Hypothesis evaluation

Customer Value (internalcustomer- production facility)

Business Value

Technology

Increase of the operator
friendliness and productivity
Reduction of CT. of all necessary operations like:
UnpackingMarking
Visual check (at least 1)
FCQ
Packing

To decrease product cost price.
To improve (decrease cycletime) of the longest operations
To eliminate the longest andhardest Operations from process flow.

New technology
Use technology that allows toeliminate all non-value added
operations.
Technology must ensurescalability. Preferably without (or with minimum) needof increasing footprint in facility.

107Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

2.4 Knowledge gaps and key decisions.
The next action after defining the Core hypothesis is performing an event Kick-Off to define
the initial set of “Key Decisions” and related “Knowledge Gaps”. Figure 4 shows the result. It
is remarkable that one Key Decision requires several Knowledge Gaps to be solved. Solving
the problem in the intuitive way, people tend to link a problem with a pre-assumed solution,
where all the effort is spent to further develop the solution which came out of e.g. a brainstorming session.
KG1 – Whichoperations can be
improved ?

KG4 – Pool oftechnology

40 rules of TRIZ

KG 2 – Whichoperations can bemarged ?
TRIZ TRIMMING

KG 3 – Whichoperations can beeliminated ?
TRIZ TRIMMING

KD 01 . What is the
final flow ?

KD 2 – Successfactors

KG 3 Which changes
need to beannounced tocustomer

FCQ for New
transducer

Use external expert
knowladge

KD – do we haveoperation taht canbe optimized ?

KG 6 Whichopertations are nonvalue addring
operation ?
Watch the movie

KG 7 What is a costof each operation ?
Watch the movie

Figure 4. Mind map illustrating key decisions and Knowledge gaps

Figure 4 illustrates the Knowledge Gaps and related Key Decisions that are needed to solve
to find a solution to the problem.
In order to systematize the actions, the Knowledge Gaps have been compiled into a table tofollow them one by one and assign actions. The necessary data must be filled in in order tosolve the knowledge gaps and make Key Decisions.

108Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

Table 2

Knowledge
gap number

Description
knowledge gap

KG1

Which operations can TRIZ trimming
be improved?

KG 2

Which Operations can TRIZ trimming
be merged?

KG 3

Which operations can TRIZ Trimming
be eliminated?

KG4

What are available 40 rules of TRIZ
technologies which aresuitable for our needs?

KG5

KG6

KG 7

of Action to be taken in order to obtain necessary data and fill the knowledge gap out

Which changes in a
production flow must
be announced to a customer?

This KG can’t be solved by means of TRIZ
tools, but requires aligning with customers on
their requirements on their qualification procedures.

Which operations are Analysis of movies from production. This is an
non-value adding?
exercise to see which operations are adding
value to the product (are absolutely necessary),
like performing the process, inspection etc.
While material handling, buffering etc. is considered the non-value adding.
How much each opera- GEMBA walk – collecting information on thetion cost?
shop floor: labor consumption, reject, downtime
Knowledge gaps and ways to close them

2.5 Solving the Knowledge Gaps.
As it has been described in Chapter 2.1, Knowledge Gap is the knowledge we don’t know yet,but which is needed to take the right decisions. Table 2 shows the result of Knowledge gap
definition event. Knowledge Gaps KG5, KG6 and KG7 do not require much thought (“just doit”), so they will not be described in this article, however they have to be solved to obtain acomplete set of data for the project.

2.5.1 Solving the Knowledge Gaps KG1, KG2 and KG3 by TRIZ Trimming
These three Knowledge Gaps have a lot in common. The actions of eliminating, merging or
improving can be done at the same level. On the other hand, these procedures are also known
from Design for Assembly analysis. Some of them may also be improved in the first step. Thenthey can be merged, however in the end, it may happen that improved and merged operation
could be eliminated too. For such an approach, Trimming seems to be a natural tool of TRIZ
to use.
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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

The first step was to define all tools (Function Carriers) that are included in the current measurement setup, as shown in Table 3.
Table 3.

X

x

x

x

x

x

x

X

x

x

Jig cable

x

x

x

x

x

Reference microphone
Reference
cable

Reference microphone cablex

Reference microphonex

Jig cable

Signal measurement box(UTU)
Production floorx

Speaker in sound box (WBT)

JigSound box (WBT)x

Silent box with loudspeaker

Operator

Jig

DUT

Operator

DUT

Interaction matrix of measurement setup

x

x

x

X

microphone

Silentbox
loudspeaker

x

x

with
x

x

x

x

Sound box (WBT)

x

x

x

x

Speaker in sound box
(WBT)

x

Signal measurement box
(UTU)

x

Production floor

x

x
x
x

x

x

x
x

x

X
x

The next step was to identify an Object and functions between Function Carriers and Object.
Function diagram specifies the interactions.

110Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

Figure 5. The function diagram

Trimming procedure was conducted in six steps, consisting of improving, merging and finallyeliminating some tools (Function Carriers), like Sound box, Sound box speaker and Jig. Using
A, B and C rules of Trimming the team achieved 33% of improvement.
Table 4.
Table of ranks of components

Possible
Trimming
trimming Factor
order
F*F/(P+C)

Component

Function

Problem

Rank,

Rank,

F, %

P+C, %

Speaker in WBT

1

1.04

5.97

15.00

Ref mic cable

2

1.56

2.98

2.50

Jig cable

3

1.63

7.47

15.00

WBT

4

4.17

11.94

15.00

5

4.17

11.94

15.00

Ref Mic

6

6.25

5.97

2.50

Operator

7

9.44

19.41

17.50

Jig

8

16.67

23.87

15.00

UTU

9

19.18

10.46

2.50

Silentbox
speaker

with111

Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

LegendF-function rankP-

problem rankC-

cost evaluation

Figure 6. “Cons and Pros” graphIn the final step the following trimmed function diagram was obtained (Fig. 7).

Figure 7. Trimmed function diagram

Figure 7 shows the result of trimming and suggestions that silent box with loudspeaker takes
over the functionality of jig and sound box with speaker. Further steps were taken to define
requirements for new integrated box (=silent box with loudspeaker):•

Provide an electrical connection of DUT, reference microphone and speaker with
Signal measurement box (UTU).

•

Provide acoustic shielding from the production floor.
112

Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland•

Provide an appropriate acoustic canal.

•

Provide an appropriate positioning of DUT, reference microphone and speaker in
the acoustic canal.

•

Provide easy loading of DUT into the acoustic canal.

2.5.2 Solving KG4 by TRIZ 40 principles matrix
Knowledge Gap 4 (KG4) led us to look at what technologies are available which are suitablefor our needs. This gap was defined in the previous map of actions (figure 3, table 2), so we
expect it will guide us to the particular Parameters to improve our measurement system.
TRIZ 40 Principles Contradiction Matrix suggests to cross two parameters. However, it is
not easy to find such pair and match a problem. Surely, there are several potential assumptions of possible contradictions, but we had to choose the one we were thinking would be
the most appropriate to our application. So we did the following:
Accuracy of measurement – undertaken in order to prevent any setback.
Exploitation, Versatility, Complexity and Level of automation – applied for the improvementof the process.
Table 5.
Contradictions table.

To prevent setback
Accuracymeasurement
To improve28

33 Facilitation of application

25, 13, 2, 34

35 Versatility

35, 5, 1, 10

36 Complexity

2, 26, 10, 34

38 Level of automation

28, 26, 10, 34

ofWe have analyzed all matching principles and decided to go with three of them:➢ Exploitation vs Accuracy of measurement•

Principle 25: can we automatize the process?
Yes. The automatization of the process is common in high scale electronic
component production where pick’n’place machines are in use.
113

Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland➢ Versatility vs Accuracy of measurement•

Principle 1: can we divide the process?
Yes. The action of measuring requires Silent Box to separate DUT from theexternal noise. It is applicable only when the Measurement System measuresinternal noise of DUT which is lower than noise generated by the external
environment (production floor). Other parameters such as sensitivity, impedance, etc. do not require separation form external noise. We used to keep
DUT in the Silent Box throughout whole measurement process. Due to a factthat the procedure was performed in the manual mode it was natural to carry
the whole measurement by one handling. If an automated machine handled
the operations, the processes might be separate. All parameters, excluding
noise, are measured in the automated equipment. After measuring a wholebatch of DUT’s, we will move it to the next station, where there will be a“cheap” silent box which will measure internal noise of DUT.

➢ Versatility/Complexity/Level of automation vs Accuracy of measurement•

Principle 10: what can we do ahead of measurement operation?
One of the most time consuming operations is placing DUT in a holder
equipped with a nest providing an appropriate electrical connection. The
cheap plastic holders, which are used as carriers, were designed. Operator
places DUTs in the carriers in the operation prior to the measurement. In thenext step, the carriers containing DUTs are loaded into the measurement machine. The machine is equipped with a measurement head with a speaker,
reference microphone, and the electrical pins providing connection.

The final flow of the measurement process will contain three major operations:
Loading DUTs
into carriers

Carriers with DUT’s are loaded to the machine,where they are transported to the measurement head
and the measurement takes place sequentially
DUT’s internal noise measured in low cost Silent box
Figure 8. Proposal of measurement flow

The next step was to make a concept of technical solution and illustrate it:114Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

Figure 9. The concept of measurement flow in automated machine, the illustration of process flow

2.5.3 Approaching the final solution – taking Key Decisions
We successfully finished the process of closing the Knowledge Gaps, so we could move onto the Key Decisions to attempt to answer What is the final flow? and to build a prototype
machine which later became a part of production equipment and significantly improved aprocess of measuring the electro-acoustic transducer. This is how the final production machine looks like (there is no noise measurement implemented with separate silent box, still
under construction):

Figure 10. Measurement machine designed and build by Sonion

3. Discussion
The case study described in the article addresses a common problem solved in production
environment. A new product requires a new approach for measurement, quality control etc.
The old method usually can be applied but it is not optimal for the new product. The difficulty lies in defining the boundary conditions. Usually, the “old” method constrains people
from finding a new, optimal solution and preventing major breakthroughs. A resistance must
be overcome by various creative methods. The one, which is used the most commonly, is“brainstorming”. However, it is very rare to obtain positive results. In the case described in
the article, the brainstorming session brought a set of ideas. It was, however, extremely
difficult to assess which ideas were worth undertaking and which were not. The brainstorming is a shortcut between the non-fully recognized problem and the solutions that are readyto implement. The result is a product of luck, mood of participants, and their experience.
There is no stimulus for creativity. In the mentioned above case, the generated ideas were115

Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Polandvery much an evolution of the previously used methods. Actually it was difficult to judge if
all the options were explored, while the feeling of the team was that it was not.
The process of creative thinking is complicated and human dependent. Same people may produce different results while being in a different environment. Methods such as TRIZ add guidelines to the process of thinking so that the most optimal results can be discovered. Alternatively,
to the combination of RLC and TRIZ, a “direct TRIZ” could have been used, without all thehassle of defining knowledge gaps and key decisions. The interesting outcome of RLC process
is the multi-level knowledge gaps. Closing of the initial set of gaps created the next ones also
closed by TRIZ. Of course, the iterative process could happen without the RLC, but there wasno guarantee.
While comparing the approach with a “direct TRIZ “, the most obvious contradiction seems tobe the improvement of the processing speed without compromising the automation level. It
leads to Principles 6 and 10: multi functionality and prepared action. It directs to the conclusion
on merging some operations, or preparing a microphone in a measuring jig “offline” in orderto minimize the idle time.

4. Conclusions
Comparing the direct TRIZ with RLC/TRIZ approach is like swallowing a big chunk of problem vs. dividing the problem into smaller pieces. RLC allows to digest the problem and generate
couple of smaller tasks. TRIZ can be run several times instead of once, which seems to give
better results.
Another conclusion is that knowledge gaps are well formulated questions, which can be answered by experts from other industries, particularly if one can isolate them from the industry
specific “distractors”.
This article proves that TRIZ with combination of Rapid Learning Cycles method might be an
innovative and suitable tool to help solving problems by inventing ideas and improving themprior to the realization. In the first phase, the idea comes from RLC method, but it may not be
optimized. TRIZ, on the other hand, helps us to make it simpler and easier to realize, whichallows to cut corners and costs of the equipment or the process when it’s still on a “paper”.

Acknowledgements
ODiTK TRIZ Trimming, ODiTK TRIZ 40 Principles Matrix

References
1. Radeka K. “The Shortest Distance Between You and Your New Product”. Chesapeake
Research press, 2015.
2. Rampeersad H.K. “Integrated and Simultaneous Design for Robotic Assembly”. John
Wiley & Sons 1994

Corresponding Author:
Marek Zaleski: mza@sonion.com

116Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

TRIZfest 2017
September 14-16, 2017. Krakow, Poland

COMBINING THE MORPHOLOGICAL ANALYSIS WITH
TRIZ: THE INDUSTRIAL USE CASE
Tomasz Nowak1, Robert Płatek1, Egil Stryken2, Paweł Kłys3.
1

ABB – Corporate Research, Krakow, Poland;
ABB – Product Invitation Team, Drammen, Norway;
3
ABB – Small and Medium Distribution Transformer factory, Łódź, Poland.
2

Abstract
For more than one century distribution transformers have played a major role in the electric system.
They provide the final voltage transformation, reducing the voltage used in the distribution lines to thelevel used by the customer. This simple purpose defines also the basic design of the product, which
remains unchanged for decades already. The stable design allows for optimization of the manufacturing
processes and high quality production, but on the other hand – the constant tendency for energy, materialand cost savings facilities application of new design methodologies, such as TRIZ, for example.
In the presented paper, authors combined the TRIZ with a morphological analysis (a method proposedby Fritz Zwicky for exploring all the possible solutions to a complex problem). Since the first method
provided the general design recommendations (“The other way around”, for example), the later technique allowed to systematically explore all possible design concepts for the object being investigated.
The paper describes the industrial use case – the study on the design of a distribution transformer. Thanks
to the applied methodology it was possible to define a “Zwicky box” – the morphological matrix offering
a number of new design variants (16, in this particular case). Some of the new proposals were next
manufactured and tested, what finally allowed to create a number of new patent applications.
Keywords: TRIZ, morphological analysis, Zwicky box, transformer design, industrial use case

1. Introduction.
Since 1882, when an electric system using distribution transformers was demonstrated for the
first time, these components have played a vital role in the electric power distribution organism.
They provide the voltage transformation, reducing the voltage used in the distribution lines(normally up to 60 kV) to the level used by the customers (normally below 400 V). This simple
purpose defines also the basic design of the product, which remains unchanged for decades. In
addition, the traditional and stable design allows for optimization of the manufacturing process
and reliable, high quality production. However, the permanent tendency for energy, materialand cost reduction inquiries the review of existing design by applying TRIZ, for example. This
paper describes the analysis of the distribution transformer design, and provides the structured
approach allowing to find out new, original arrangement of transformer’s components. The
presented method utilizes TRIZ to generate innovative principles, and general morphologicalanalysis to systematically explore potential solutions. The article is structured as follows. The
theoretical background of the study, focused mainly on transformer design and the principles
117Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Polandof the morphological analysis, is given in chapter 2. The details of the industrial use case are
given in next section, while the chapter 4 provides short summary.
2. Theoretical background of the analysis.

2.1. Transformer design
A basic design of 1-phase transformer consists of two coils that are electrically separated andinductive, but magnetically linked through a path of reluctance. The main operation principle
is the mutual inductance between coils, which is realized by the magnetic flux flowing within
the laminated steel core. In this way a simple, static device can transform electric power fromone circuit to electric power of the same frequency in another circuit. In the case of 3-phasesystem, the typical transformer features three cylindrical coils and respective planar magnetic
core, Fig. 1. Naturally, the device also needs some suitable container for the assembled core
and windings, and the isolation medium (not shown in Fig. 1).

Fig. 1. Schematic representation of active components in 3-phase electric transformer: planar magnetic
core made of laminated steel, and cylindrical coils made of copper (or aluminum) wires.

In the classical solution the coils are wound around three vertical columns (known also as“legs”), which are joined together by two horizontal yokes. Both columns and yokes are madeof thin sheets of magnetic steel, and they form a laminated core. The coils consist of high voltage (HV) and low voltage (LV) windings made of copper or aluminum wires. The magnetic
core and coils form so-called “active parts” of the transformer (they transform electro-magnetic
energy) - in contrast to the remaining components, which are used only for isolation (cellulose,oil) and mechanical support (external tank, clamping beams).
Because the basic arrangement of the typical transformer is known for decades the respective
manufacturing process could be heavily optimized. Naturally, this positively influences the118Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

quality and reliability of the final product, but - on the other - it prevents more innovative design. In order to find out new innovative principles for transformer design, the TRIZ and morphological analysis were involved. Since the first method is quite well recognized within theindustry, the next paragraph will shortly cover the morphological analysis only.

2.2. Morphological analysis by Fritz Zwicky
Despite its delightful name Morphological Analysis works through very simple processes, using two common principles of creativity: (I) decomposition and (II) forced association. The
problem is first broken down into component variables and possible values identified for eachvariable. The association principle is then brought into play by generating multiple combinations of these values. The combinations are organized in a morphological matrix, therefore all
potential solutions are visualized, and all design concepts could be systematically analyzed.
The method was invented by Fritz Zwicky, the Bulgaria-born, Swiss astrophysicist and aerospace scientist, during his work at the California Institute of Technology (Caltech) in 1966.
Zwicky aimed to structure and investigate the total set of relationships contained in multidimensional, non-quantifiable problems, which can be met in diverse fields of science. He applied
the method into the classification of astrophysical objects, the development of jet and rocket
propulsion systems, and the analysis of legal aspects of space travel and colonization. But not
only. When researchers talk about neutron stars, dark matter, and gravitational lenses, they all
agree that Zwicky noticed these problems in the 1930s. He had discovered more supernovae
than everyone over else in the human history combined, [1].
Essentially, Fritz Zwicky proposed a generalized form of morphological research. The term
“morphology” comes from Greek (morphe) and means shape or form. The general definitionof morphology is “the study of form of pattern”, for example the shape and arrangement ofparts within an object. The method identifies and investigates the total set of possible “configurations” contained in a given problem complex. The matrix presenting all possible combinations – known as a “Zwicky box” – is contracted by setting the parameters (dimensions) of the
problem against each other. One can imagine for example, the research on a vehicle design.
The problem could be described by three design parameters (dimensions): the number of wheels{1, 2, 3, 4}; the position of passengers {sitting, standing}, and the use of the engine {engine
applied, no engine}. Combining these 3 design parameters and their 4x2x2 “values” one could
theoretically generate 16 different design concepts. For example: {one wheel, standing position,no engine}; {two wheels, standing position, with engine}, {three wheels, sitting position, withengine}, … . Naturally, the combination of parameters, letting to uncover the multiplicity of
the relationships, is nothing spectacular and was used far before Zwicky. However, thanks to
his highly systematic approach to multidimensional problem structuring, Zwicky turned generalmorphology into a discipline in itself, [2].

3. The industrial use case.
When applying TRIZ technique into the systematic analysis of transformer Weight reduction
problem, one can specify three contradicting parameters: (I) the Intensity - understood here asa magnetic flux density, or (II) the Area - which contributes to the flux density, or (III) theStress – understood here as an electrical stress within the components. But basically, all three
scenarios (Weight vs. Intensity, Weight vs. Area, and Weight vs. Stress) return the same inventive principles: “Parameter Change”, or “The other way around”, or “Flexible”, [3]. The
suggestion provided by TRIZ specifies clearly that design parameters, understood also as an119Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Polandarrangement of the components with a transformer, should be investigated. And this design
domain is a natural arena of the morphological analysis, as proposed by Zwicky.
To start with the morphological analysis one has to define the design parameters (known also
as variables, or dimensions). In case of the typical transformer it is very useful to note that:
1) the magnetic core is planar, and the core components (columns and yokes) are arranged in
one plane;2) the magnetic core is made of flat laminations;
3) yokes and columns are straight;4) columns are parallel to each other, and the footprint is rectangular.
Having these remarks in mind, and remembering the inventive principles provided by TRIZ(“The other way around”, “Flexible”) one can formulate the following design parameters andtheir “values”:
1) Geometry of the transformer: {Planar, Spatial}– it describes the geometrical arrangement of the transformer components, if they are organized in one plane (flat), or spatially (as suggested by “The other way around” principle);2) Laminations: {Stacked, Folded}- it refers to the arrangement of the laminations within the core, which could be either
stacked (flat, as today), or folded, bended (as suggested by “Flexible” principle);3) Yoke angle: {Straight, Rounded}- it characterizes the design of yokes, which could be straight (as today), or rounded (according to the “Flexible” principle);4) Footprint: {Star, Delta}- it describes the way how yokes are connected. Three yokes can either be connected in
the central point forming “Star” arrangement, or they can directly link two neighboringcolumns (Delta footprint).
Having 4 design parameters, and 2 values for each variable, one can theoretically generate 16(2^4) different design concepts. The graphical representation of the “Zwicky box” created forthe analyzed transformer is shown schematically in Fig. 2.

Fig. 2. The morphological matrix for the analyzed distribution transformer.

For example, the design concept marked as “V” represents transformer with spatially distributed columns, build in stacked technology and having rounded yokes which form Delta arrangement. Similarly, the design concept marked as “VI” features spatially distributed columns
connected by straight yokes, Fig. 3.
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Fig. 3. Some of the possible design concepts for analyzed transformer featuring Delta footprint: version “V” - rounded yoke (left), and “VI” - straight yokes (right). Magnetic core shown only (coils not
visualized).

Analogically, the transformer design concepts offering “Star” connection are shown in Fig. 4.

Fig. 4. Some of the design concepts for analyzed transformer featuring Star footprint: version “IV” –folded technology (left), and “VIII” – stacked laminations (right).

Quite interesting design concepts can be generated if one utilizes “The other way around” and“Flexible” principles, as suggested by TRIZ. If the columns are not arranged as parallel anymore, and additionally, some of the elements are treated as flexible (e.g. bent or deformed), thetransformer versions as shown in Fig. 5 could be easily provided.

Straight

Rounded

Delta
XIII

XIV

XV

XVI

Star
Fig. 5. Possible variants of analyzed transformer featuring “Ring core” design: versions “XIII” –“XVI”.

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It has to be pointed out, that the systematic analysis of the transfer design, which was enhancedby TRIZ methodology and morphological matrix allowed to discover many nontrivial design
configurations. Some of the concepts (as schematically named in Fig. 2) were then verified,manufactured, and tested, Fig. 6. It basically allowed to evaluate all the production aspects ofthe proposed solutions.

a)

c)

b)

d)

Fig. 6. The exemplary verification process for the design variant “IX”: a) graphical representation of
the idea, b) FEM analysis of the electro-magnetic behavior, c) a single metal sheet after folding, d) thewhole magnetic core assembled.

Since most of the design concepts were positively verified (the manufacturing process was feasible and the design concept basically worked), the respective patent applications could be submitted, [4-5].

4. Conclusions.
When introducing the TRIZ method into the Weight reduction problem of real products, one
can face the difficulty in the application of “The other way around” principle. Especially forstandard, very typical and well established designs, the novel geometrical arrangement of thecomponents may be not trivial. In this context the systematic study of the problem offered by
the morphological analysis and the “Zwicky box” may be treated as a good support for the
TRIZ. The practical introduction of both tools (TRIZ and morphological matrix) into the real,industrial case of distribution transformer allowed to reveal a number of new design variants
and unobvious configurations. It created the basis for very methodological study of this particular design problem, and provided the method for patents generation.

Literature:
1. Stephen M. Maurer; Idea Man; [in] Beam Line; vol. 31, no. 1; 2001.
2. Tom Ritchey; General Morphological Analysis: A general method for non-quantified modelling;
Swedish Morphological Society; 2013.
3. http://novismo.com/wiedza/narzedzia/
4. Patent WO2014124742 A1; Method for manufacturing a stacked triangular core transformer; T.
Nowak, R. Płatek, W. Wysocki, P. Kłys, W. Fabijanowski, E. Stryken, J. Wallumrod, A. Shoory;
2014.
5. Patent WO2014032930 A1 (2014); Compact triangular core transformer; E. Stryken, P. Kłys, J.
Wallumrod, R. Płatek, T. Nowak, A. Shoory; 2014.

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Corresponding Author:
Tomasz Nowak: tomasz.nowak@pl.abb.com

123Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

TRIZfest 2017
September 14-16, 2017. Krakow, Poland
CONSTRUCTION OF INNOVATIVE ECOLOGICALENVIRONMENT OF COLLEGE STUDENTS BASED ON TRIZ
THEORYShi Dong-yana, Zhang Yingab, Tang Hou-cheng a.
abHarbin Engineering University, Harbin , China
Heilongjiang Bayi Agricultural University, Daqing, China

Abstract:
Aimed at exploring how to use TRIZ theory as a guide，construct campus collaborative innovation
environment to effectively promote the application and innovation abilities of college students .Using
TRIZ theory in college students' innovative training model, is the application of TRIZ in management
problems. Analyzed the problems of the current college students' innovation activities running with thecausal chain tool. Captured key reasons that Innovation activities in college running effect is not ideal.
Applied Sub-field Model method in the management mode of innovative training, and established Subfield Models of key problems for Innovation activities. Then according to the General solution, put
forward the countermeasures. The article suggests that the smooth innovation activities should be aprocess of continuous cycle，form closed cycle chained mode as Selection of goals-Creative designHarvest fruit-Transformation of achievements- Selection of goals.
Then combined the innovation process chain with the Sub-field models, we can get an Innovation cycle
system, in which TRIZ theory is the core. It means that the study and application of TRIZ theory plays
an important role in the whole innovation cycle. Formed a collaborative innovation system composedwith teacher and student stratification, college and university stratification, and social stratification.
Combined Industry-University-Research for Innovation and described it as Ecological environment ofinnovation which provided a model for the sustainable development of university innovation activities.
Keywords: TRIZ; Collaborative innovation; Innovative ecological environment

1.Introduction
Innovative ability is very important to a nation, and cultivating college students' innovation
ability is an important task for higher education.Although Various types of College Students'
scientific and technological innovation training have made certain achievements，but it should
also be noted there are problems that float on the surface or hidden behind. Such as training
efficiency of college students’ creativity ability is low, and translating innovation into practicalproductivity is hard.
The problem of university students' scientific and technological innovation activities runningbelongs to management problem. Researching on the innovative training mode of college students with TRIZ is its application in management. Not only helps to build a new management
model, but also to explore the theory of TRIZ.

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2. Analyse the problem of the low running efficient of innovation activities
with the Cause chain
Cause chain is a process to analyse the problem through the multi-level intermediate problems.
In this way, the surface problem is transformed into a series of deep-seated problems,to realize
and find the key reasons, which are helpful to find approach to solving .
In this paper, we analyse why innovation activities in college running effect is not ideal withthe causal chain, to find the key reasons, see Fig. 1.

Innovation activities
in college runningeffect is not ideal
The goal ofinnovation isblind.
Market fit is low

Lack ofresearchInnovation
impetus is weak
Efficiency ofinnovative
design is low

Technical
development
trend judgment
is poorDivorced fromproduction

Lack of knowledge on thelaw of technology evolution

Lack ofpractical
experience

Interdisciplinary
knowledge
application
ability is poor

There is very little

Lack ofknowledgeof problem
solving

Students’creative
achievements are
rarely transformed
into productTransformation
system is
incomplete

contact between
students and enterprises

The quality ofstudents’
innovation is low

Fig1. Causal chain analysis

Through the causal chain analysis, we can see the key reason why innovation activities in college running effect is not ideal.

2.1 Out of touch with the actual production, the direction of innovation is fuzzy
In college,students neither be in touch with the actual industrial production, nor be familiar withthe process of industrial production. So their technical development trend judgment is poor andthe direction of innovation is fuzzy. They often determine by subjective judgment leads to thegoal of innovation is blind.

2.2 With blind process, College Students' efficiency of innovative design is low.
The process of College Students' scientific and technological innovation is blind, mainly comesfrom imitation .They can not focus on technical system contradictions, make use of resources
insufficiently , so that College Students' efficiency of innovative design is low.

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2.3 With deficient science and technology innovation mechanism, the innovationachievements of college students are rarely translated into products
There are several factors and bottlenecks, incomplete students innovation system , lacking investment of technology and education , less the direct contact between students and enterprises.
As a result, driving force of innovation is weak.

3. Build Sub-field models of key reasons, seek countermeasures with generalsolution for reference
In TRIZ theory, the object field model is a very important tool to solve the problem. The coreidea is to solve the problem of sub- field model with the general form. We tried to apply Subfield model method in the field of management, the concept of substance and field can bebroadly defined. In this paper, some factors of innovation activities are abstracted as "tool substance"-S2, such as students, TRIZ courses, enterprises, student communities, university,etc.
some factors of innovation activities are abstracted as " Object substance"- S1，such as innovation objectives, innovative design, innovation result, etc. The management measures is defined as "field". Thus, established sub-field models of the innovation activities of College students.
guarantee

selectact

motivatepractice
regulateenterpriseinnovation
objective

innovation
designstudents

objectsubject

university

student
community

innovation
resultCorresponding to core problems analysed with causal chain analysis, we established Sub-fieldmodels.

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selectF1

F2

practice

F3

completeconvert

F4

S1

S2

S3

S4

S5

S6

innovation
objective

students

innovation
designstudents

innovation
resultstudents

S7

Innovative
product

S8

innovation
resultGeneral solution is an effective tool to generate Countermeasures.
Table 1
General solutions
Insufficient Sub-field model

General solution
Replace F1 with another field F2
Use another substance S3 instead of S2 or S1
Adding a field F2
Adding a substance S3 and adding a field F2 to form achain structure

Aimed at the problem that the students select innovation objective, and innovation direction isfuzzy,we put forward corresponding countermeasures.
Table 2
Countermeasures of students -innovative objective

S1

innovation
objective

General solution

Countermeasures

S2

Use another substance S3 insteadof S2 or S1

Let students learn TRIZ then master thelaw of technical development, so thatthey will be good at looking for innovative objective. Instead S2with S21.

students

Adding a field F2

Pay attention to market research F11,
Help students find innovative needs.

Adding a substance S3 and addinga field F2 to form a chain structure

Invite experts guidance to help students
find innovative goals.the S22&F12 joined
to model .

The countermeasure Sub-field model is formed as follows：127Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

F1

selectS1

S21

innovation
objective

students

F1

S1

selectF12

S2
students
investigate

innovation
objective

guide

S22
enterprise

F1

selectS1

S2

innovation
objective

students

F11

Aimed at the problems in the process of creative design, we put forward corresponding countermeasures.

Table 3
Countermeasures of innovative design process

S3

innovation
designGeneral solution

Countermeasures

S4

Use another substance S3 insteadof S2 or S1

Let students learn TRIZ, and use innovative tools solve problems.Instead
S4with S41.

students

Adding a substance S3 and addinga field F2 to form a chain structure

Invite experts guidance to help students
normalize innovative process. S42&F21
joined to model .
Ask experienced teachers and students to
impart experience , promote innovation
efficiency.S43&F22 joined to model .

The countermeasure Sub-field model is as following：128

Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

practice

F2

F2

practice

S3

S41

S3

S4

innovation
designstudents

innovation
designstudents

F21

S42

practice

F2

experts

F22

S3

S4

innovation
designstudents

guideCommunicate

S43

Experienced
person（Teachers or
students）

Aimed at the problem that quality of students’ innovation is low, put forward corresponding
countermeasures as following.

students

Table 4
Countermeasures of the problem that quality of students’ innovation is low
General solution

Countermeasures

S5

S6

Use another substance S3
instead of S2 or S1

Let students learn TRIZ, to stimulate their innovation power. Instead S6 with S61

innovation result

students

Adding a substance S3 andadding a field F2 to form achain structure

Establish a student innovation league S51,
through developing league’s activity,boost innovative interest
Apply National Undergraduate Innovation
Project S62, grant funding to support F31. Ensure the continuity of innovation activities

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Establish evaluation mechanism S63, drive toimprove the quality of F32 innovation

The countermeasure Sub-field model is formed as following：

complete

F3

S5

F3

S5

S6

F31

boost

S6
S61

students

innovation
resultF3completecomplete

S5

S6

innovation
resultstudents

F32

supportinnovation
resultstudents
motivate
F3

S63
S62
Innovation Evaluation
mechanismproject

F33

student
innovationsocietycompleteS5
innovation
resultS6
students

Aimed at the problem of low conversion rate of College Students' innovative achievements.
Table 4
Countermeasures of the problem of conversion rate of students' innovative achievements is low

S7

Innovative
product

S8

General solution

Countermeasures

Adding a field F2Make patent layout strategies with
TRIZ, and improve the efficiency oftransformation.（F41）

Use another substance S3 instead of S2 or S1

Encourage students to enter innovation contests （S81）, publicity anddisplay innovation results （F42）
Encourage patent application（S82）,
strengthen the protection of intellectual property rights（F43）.

The countermeasure Sub-field model is formed as follows：130Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

F4

convertF4

S7

S8
innovation
resultInnovative
product

convert

S7

S8

Innovative

innovation
resultproduct
F41

F4protect

F42

publicityand display

S81

innovation
contestF43

layoutLayoutS82

patentS7

S8Innovative

innovation result

product

We see Sub-field model is beneficial for management generating strategy .

4. Construction of collaborative innovation mechanism, formed innovative
ecological environment
Efficient innovative activities for College Students is a closed cycle. From innovative object,innovative design, innovative result, to the product and then back to innovative object, see Fig.
2.
innovation
objectinnovation
designinnovation
resultInnovative
product

Fig 2. Innovation process chain

Combined the innovation process chain with the strategic model, we form a closed loop system.
We call it “innovation ecosystem”, see Fig. 3.

131Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

experts

Experienced
teachers&students
Product

innovation
designmarketinnovation
objective

enterpriseinnovation
resultTRIZ
TheoryenterpriseInnovative
product

student
innovation league

innovation
ContestFig 3. Innovation ecosystem

The system is divided into three levels: inner, middle and outer. The innermost layer is TRIZ
theory，what provide an important role in the whole innovation chain. TRIZ theory is the starting point of College Students' innovation ability cultivation. Colleges is the main body of the
middle, they should establish security mechanism, the key is in "Research". The main role ofthe outer is the enterprise and society, they need to cooperate with the college project. cooperate
students, colleges and enterprises cooperate closely to build a collaborative innovation ecosystem".

5. Conclusions
In “Industry-University-Research” collaborative innovation mechanism, government is thelead, students are the main body, and schools play an important role. Collaborative innovation
mechanism needs social enterprises actively participate, and make a concerted effort, to realize
a positive interaction.

References
1. Jing Hui, Xun Zhijian. Research on Complex Management Problem Solving Model Based on TRIZ.
2005 Science of Science and Management of S.& T, vol.11, pp.155-159.

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2. Darrell Mann. An Introduction to TRIZ:The Thoery of Inventive Problem Solving.Crrativity and Innovation Management, 2001,Vol.10, No.2.
3. Hu Jianwei.Research on Management Innovation Based on TRIZ Sub-field Analysis Method. Northeast Forestry University,2012
4. Wen Zhu,Wen Zongchuan, Zhang Yongzheng.Management innovation method based on TRIZ Subfield Analysis Method. Journal of Dalian University of Technology | J Dalian Univ Technol,2012,Vol.33,No.4
5. Zhao Cunyou, Chen Guojing, Zhu Li. Energy-saving program design of shearer cutting drum basedon ARIZ. Journal of Engineering Design.2011,vol.18, #3, pp.159-166.

Corresponding Author:
Zhang Ying: zhangying2016@hrbeu.edu.cn

133Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

TRIZfest 2017
September 14-16, 2017. Krakow, Poland

DFMA AND TRIMMING. COMPARISON OF TWOSYSTEMATIC APPROACHES FOR SIMPLIFICATION OF
DESIGN. FLOATING SQUIRING TOY - CASE STUDY.
Jerzy Obojski
ABB Poland, Krakow, Poland

Abstract
The purpose of this document is the comparison of two powerful methods used for simplification of
product design: DFMA (Design for Manufacturing and Assembly), and Trimming (TRIZ tool). Similar
origins and identical targets of two methodologies raises the questions: Do they have any differences?
How do they work?
To show how they are working on the real objects, author selected as a case study a product with simple
design, Floating squiring toy. First, the design was simplified with DFMA approach. Then, the Trimming procedure was used for this purpose. The results and approaches were compared in the conclusionsof this document.
Keywords: DFMA, Trimming, TRIZ, Case study, Elimination Analysis, Minimum Part Count, Functional Analysis, Functional Model, Patent Circumvention.

1. DFA - introduction
DFMA (Design for Manufacturing and Assembly) provides a systematic procedure for analysis
of proposed design from the point of view of product assembly and manufacturing. This procedure results in simpler and more reliable products that are less expensive to assemble and manufacture. In addition, any reduction in the number of parts in an assembly produces a snowballeffect on cost reduction: the drawings and specifications that are no longer needed, the vendorsthat are no longer needed, and the inventory that is eliminated. All these factors have an important effect on overheads, which, in many cases, form the largest portion of the total cost of
the product [1].
DFMA tools also encourage dialogue between designers and manufacturing engineers, as wellas any other individuals who play a part in determining the final product cost during the earlystages of design. This means that teamwork is encouraged and the benefits of simultaneous or
concurrent engineering can be achieved.
Design for assembly (DFA) should be considered at all stages of the design process, but especially during the early stages. As the design team conceptualizes alternative solutions, it should
consider the ease of assembly of entire product or subassembly. The team should use a DFA
tool to analyze effectively the ease of assembly of the products or subassemblies it designs. The
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design tool should provide quick results. It should be simple and easy to use. It should ensure
consistency and completeness in evaluation of product assemblability. It should also eliminate
subjective judgment from design assessment, allow free association of ideas, enable easy comparison of alternative designs, ensure that solutions are evaluated logically, identify problematic
assembly areas, and suggest alternative approaches for simplifying the product structure –thereby reducing manufacturing and assembly cost.
The most important part of DFMA is stage called Elimination analysis. At that stage, the assembly sequence is analyzed according three basic factors: relative movement, ability to disassemble, and difference of materials. All interfaces should be examined. As a result, the components are classified as essential (needed) or not essential (theoretically not needed).
DFA basic considerations:
1. During the product operation, does the part move relative to all others already assembled
parts? Only substantial motion should be considered. Small motions that could be accommodated, for example, by integral elastic elements, are not sufficient for a positive
answer.
2. Should the part be separated from already assembled other parts in order to assembly or
disassembly of the other separate parts?
3. Should the part be made a different material or be isolated from all other already assembled parts? Only fundamental reasons concerned with material properties are
acceptable.

2. Trimming - introduction
Trimming is an analytical and problem-solving tool in TRIZ. It solves problem of design simplification by removing the components and reallocating their useful functions to the resources
existing in the System and Supersystem [2]. In other words, trimming ensures that the functionality of the System is preserved by "teaching" other components of the System or its Supersystem to perform the Useful Functions of the trimmed components. The trimming method has
two steps. The first step determines which components in the system should be trimmed; thesecond, which is also the key part, reveals the useful resources in the system and Supersystemcapable of performing the useful functions of the system.
Once a component is selected for elimination, trimming offers multiple options. These options
determine the problem statements and point at multiple possible solutions, from incremental toradical. The level of trimming determines the level of innovation: light trimming usually results
in incremental improvements, while radical trimming leads to fundamentally new products.
Trimming a component should remove the disadvantages associated with that component. For
example, removal of a high-cost component will reduce the total cost of the System. If thecomponent generates a harmful interaction, it should be selected as a first candidate for Trimming. If the patent circumvention is our goal, we should focus on the claims. Then the components (functions, processes) mentioned there should become the candidates for Trimming.
However, removal of components usually results in new problems: how to make other components perform the useful functions of the trimmed component. These problems are called the
Trimming Problems. Fortunately, the other TRIZ tools can help to address them.

3. Object of analysis
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Author selected as a case study the patented product presented on the Figure 1. Floating squiring toy. US Patent No. 8,123,077 describes the water gun for kids usable during the heat ofsummer months. The water shooter is designed as a foam noodle. Usage is simple: Pull backthe handle to load gun with water, take aim, and push the handle forward to shoot the water.
The most important feature of this toy is ability to float on the water surface [3].

Fig. 1. Floating squiring toy - patent and appearance.

Fig. 2. Floating squiring toy components.

DFAM analysis of object
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All components should be exanimated in the following way.

Fig. 3. DFA elimination analysis algorithm, based on three basic questions [1].

Table 1Elimination analysis table.

No.

Name

PictureDescription

1.

PA shaft x1

Essential, because it is thefirst component. We needsomething to start assembly.

2.

PA piston x1

Not essential.

3.

O-ring x1

Essential from material
point of view. Question 3.

4.

PA end plug x1

Not essential.

5.

PA long tube x1

Essential from material
point of view. Question 3.

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6.

PA bushing x2

Essential from assembly
point of view. Question 2.

7.

PE long foam

Not essential.

8.

PA short tube x1

Not essential.

9.

PE short foam

Not essential.

10.

PA front plug x1

Not essential.

After elimination analysis we get the minimum number of parts: 4 instead 11 in the initial design. To achieve the desired number of components, the following ideas were developed incourse of brainstorming:-

Combine front top with long tube.

Fig. 4. Idea of combining components.

-

Combine PE foam with PA long tube.

Fig. 5. Idea of combining the components.

-

To satisfy floating requirements and guiding function, as a new material was selected:
wood.
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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland- Combine shaft with piston.

Fig. 6. Idea of combining the components.

- Create a handle with a shaft.

Fig. 7. Idea of combining the components.

The final design with reduction of number of parts from 11 to 4.

Fig. 8. Final design of Floating squiring toy after DFMA

1. Trimming of the object
First step is the analytical work: Interaction Matrix and Functional model.

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Table 2
Interaction Matrix

PA Oshaf rin
t
g

PA
PA
end
pis
plu
ton
g

PA
shaft

●

O-ring●PA pis●ton

PAfron PAtbush
plu ing1
g

PA
bush
ing2

●

●

●

●

●

PA
bushing2

●

●

●

●

●

●

PA
short
tube

●
●

●

●
●

●

●

●

●

●

PA
short
foam

●

PA long
foam
Water

Ai
r

●

●

●

●

PA
long Wa
foa ter
m

●

PA
front
plug
PA
bushing1

PA
shor
t
foa
m

●

PA end●plug

PA long
tube

PA
PA
lon
shor
g
t
tub
tube
e

●
●

●

●

●

Air

140

●

●

●

●

●
●

●

●

●

Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

Fig. 9. Functional model of Floating squiring toy.

As a first component for Triming, Foams were selected. They are responsible for floating. Patent claims described this components as a key for floating of whole assembly. If this part willbe trimmed, the patent could be circumvented.
Follow the Trimming rules (A, B and C) [2] resulted in the System described in Fig. 10. All
functions were reallocated to other components that took the new responsibilities. New model
describes the Scenario 1.

Fig. 10. Functional model of Floating squiring toy – Scenario 1.

Next, this functional model was converted into the specs for design. Several problems wereresolved in order to preserve the needed functionality.
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Fig. 11. Final design of Floating squiring toy after Trimming – Scenario 1.

The plastic Shaft has a hollow structure, and contains air inside. This air (Supersystem component) performs the floating function. O-ring is responsible for sealing, and Tube serves as housing for all components and reservoir for water.
For better comparison of DFA and Trimming, the second attempt was taken. This time, Shaft
was selected as a first component for removing (from the initial Functional diagram, Fig. 9).
During the Elimination analisys, this part was marked as essential. If we manage to remove it,that will be a significunt demonstration of Trimming as a more powerful tool. How to trim thepart responsible for several functions? All these functions should be relocated to othercomponents capable of taking the new responsibles. After a few a loops of trimming, we got
the diagram below. New model – Scenario 2.

Fig. 12. Functional model of Floating squiring toy – Scenario 2.

This functional model was translated into 3D model concept. Several problems were resolved
by brainstorming.

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Fig. 13. Final design of Floating squiring toy after Trimming – Scenario 2.

The plastic End cup has a bellows structure, the air inside takes care of floating. Also, by compressing and decompressing the air inside it, user moves a piston. O-ring was removed, and its
function was transferred to a Piston. Tube became a housing for all components and reservoir
for water.
In third attempt, Piston was selected as a first component for Triming. This component is
responsible for moving the water, and exists in the previous design. It is challenging to removeit, but let’s try. After trimming of this component, all its functions should be relocated to othercomponents capable of taking the new responsibilities. After a few a loops of trimming, we got
the diagram shown below. New model – Scenario 3.

Fig. 14. Functional model of Floating squiring toy – Scenario 3.

This model was used as an input to create an alternative solution. As usually, the secondary
problems appeared. For example, How the long tube itself could moves water?

Fig. 15. Final design of Floating squiring toy after Trimming – Scenario 3143

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The plastic Long tube was redesigned into bellows shape. Its volume changes by compressing
and decompressing. Long foam and Short foam were redesigned into wooden rigid elements
able to compress the bellow. They also deliver the floating function.
In TRIZ terms, as systems evolve towards their Ideal Final Result, the number of parts per
useful function delivered tends to reduce. Any DFMA or Trimming activity that begins to run
out of steam at ratios significantly higher than this value are suggesting the need for a shift to a
new paradigm. Various TRIZ tools help identifying such paradigm shift.
In terms of benefits to Trimming, DFMA offers two main opportunities. The first relates to theuse of information that enables engineers (and probably more importantly, their managers) toquantify the benefits of applying DFMA techniques. The second, technically more important,reason relates to the potential benefits of incorporating the knowledge of DFMA best practices
into the TRIZ framework [4].

Conclusions
All tools have advantages and disadvantages. DFMA is good for analyzing the complex Systems (50 pieces and more) in relatively short time. Trimming can work with max. 20 pieces.
From the other side, DFMA, after elimination analysis, creates a psychological barrier. What
does it mean “essential component”? – Component that is needed, so the designer shouldn’t
even think of removing it, and skips to the next item. In case when designer uses Trimming, thelimit of trimming depth is in his mind.
Both DFMA and Trimming tools are very valuable for cost cutting, simplification, optimizationof design and patent circumvention. The output from DFMA gives us understanding how manypieces we need to deliver exactly this same function as the system-at-hand. In a short time, wewere able to deliver a new design with 64% less of components, preserving the same common
look and feel. It would be advisable to use this tool at the early stages of new product development and design improvement stage.
From Trimming, we got three different solutions consisting of only 3 pieces each. In thesecases, we reduced number of components by 73%. To preserve the main function, all of themdiffer from each other. Trimming looks as a perfect tool for patent circumvention and new
product development. From that point of view, this tool looks better than DFA.
The main advantage of Trimming which directly impacts the number of parts is use of resources, both from inside and from outside of technical system. The more resources we use, themore chances we have to use them for free. Usually, air, gravity, atmospheric pressure, waterin swimming pool are for free. Another benefit is not blocking the thinking: any component canbe trimmed. Of course, any project has some boundaries, limits, sometimes hidden needs ofcostumer, and they should be localized to satisfy the customers’ expectations, but even in thiscase new design ideas can be discovered during analysis by using other TRIZ tools.
Both tools can give a valuable savings, when design team are properly using them. Reductionof number of components provides for savings from manufacturing and assembly time, increasing reliability or reducing the risk. From this point of view, DFMA and Trimming are two sidesof the same coin.
Author could suggest for a future research development of a new approach for sequential useof two tools: first DFMA, then Trimming. The benefit from such analysis can be considered ina few aspects. First, if the System is big, it is easier to perform DFA than Trimming. Second,
the new design can be tested from point of view of its resistance to patent circumvention. If we
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cannot simplify it by Trimming, it means that our solution is strong from that perspective. If we
can do, that will be the next iteration of simplification. That approach can move us far beyond
the System. Another potential benefit can be refining of new design. DFMA has additional steps
to consider small features related to handling, inserting and manufacturing issues. All thosefindings can bring a new product that is cheaper, better and faster manufactured.
Use of these tools depend on human thinking. After using one tool, we believe that the achieved
result represents the limit. When we use another tool, the perspective changes, new resources
appear, new physical effects can be used, and the new limits can be achieved.

References
1. Boothroyd. G, Dewhurst P, Knight W., “Product Design for Manufacture and Assembly”, Marcel
Dekker, Inc., 1994.

2. Ena T. Arel, Mikhail Verbitsky, Igor Devoino, and Sergei Ikovenko: “TechOptimizer Fundamentals”
Boston, Invention Machine Corporation, p. 76 – 98, 2002.
3. Orlowski B. “Floating squirting toy”, United States of America, Patent No.: US812307, 2008.
4. Mann, Darrel L. “Integration and Application of TRIZ and DFMA”. Clevedon: Systemic Innovation. 2002.

Corresponding Author:
Jerzy Obojski: jerzy.obojski@pl.abb.com

145Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

TRIZfest 2017
September 14-16, 2017. Krakow, Poland
ENHANCING STATISTICAL DESIGN OF EXPERIMENTS WI
TH TRIZ AND VICE - VERSA
Shree Phadnis
TRIZ Association of Asia, Mumbai, 42, India
ADGAS, Abu Dhabi, 3500, Unated Arab Emirates

Abstract
The generic new product development cycle, follows the path of identifying a need-developing concepts-designingdesigning- testing- refining- implementation. Modern TRIZ has developed many tools
for identifying needs and later converting them into concepts by usage of various tools. Once the conceptual development is completed we begin the phase of designing the prototype. Often in the journeyof design, one of the tools that are used is statistical design of experiments.
The most important aspect of the statistical design of experiments is the initial planning phase wherein
teams brainstorm numerous factors and their levels that they wish to test in the design so that they canarrive at an optimal design. However, this approach can often lead to identifying, many factors forcing
designers to choose highly saturated fractional factorial designs which can identify impacts of only themain factors thus losing out on vital piece of information associated with interactions or increase thenumber of experiments to be conducted due to more factors being tested
By utilizing the law of system completeness of TRIZ, designers can identify the main factors easily
reducing the experiment effort. During analysis of the experiment, designers often have a key task of
optimizing more than two output variables, and many times designers try to achieve an optimal. Thisapproach can be drastically modified where based on the outputs and the critical factor we can identify
contradictions and resolve them to achieve win-win solutions. Similarly, many times during projects
wherein cause-and-effect chain is built to identify key problems one of the main considerations is thefact that only validated causes are used for the formation of the key disadvantages. Statistical design ofexperiments can be a very effective tool in helping understand causative factors to have a more Robust
cause-and-effect chain. This paper will discuss both the applications with case studies.
Keywords: Statistical Design of Experiments, Law of System completeness, Cause and effect chains

1. Overview of Statistical Design of experiments
1.1. Brief overviewi
Design of Experiments is the branch of applied statistics deals with planning, conducting, analysing and interpreting controlled tests to evaluate the factors that control the value of a parameter or group of parameters.
A strategically planned and executed experiment may provide a great deal of information about
the effect on a response variable due to one or more factors. Many experiments involve holding
certain factors constant and altering the levelsof another variable. This One-Factor-at-a146

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Time (or OFAT) approach to process knowledge is, however, inefficient when compared withchanging factor levels simultaneously.
Many of the current statistical approaches to designed experiments originate from the work of
R.A. Fisher in the early part of the 20th century. Fisher demonstrated how taking the time toseriously consider the design and execution of an experiment before trying it helped avoid frequently encountered problems in analysis. Key concepts in creating a designed experiment include blocking, randomization and replication.
A well-performed experiment may provide answers to questions such as:••••

What are the key factors in a process?
At what settings would the process deliver acceptable performance?
What are the key, main and interaction effects in the process?
What settings would bring about less variation in the output?

A repetitive approach to gaining knowledge is encouraged, typically involving these consecutive steps:
1. A screening design which narrows the field of variables under assessment.
2. A “full factorial” of design which studies the response of every combination of factors
and factor levels, and an attempt to zone in on a region of values where the process is
close to optimization.
3. A response surface design to model the response.”
In summary, Statistical Design of Experiments enables a researcher to convert a process or
product design to a statistical model that is based on cause and effects

1.2. General process followed
1. The general steps followed in conducting the statistical design of experiment are as
follows
2. Before you begin the experimental setup, it is important to understand the objectiveof the experiment and identify what are the important outputs that we intend tomeasure.
3. Thorough process understanding/product understanding is important as the experimenter then decides all the possible variables that he intends to use as variables tostudy the impact on the output. To achieve better consistency in identification ofvariables, process flowchart, inputs or outputs of processes, and brainstorming isutilised in identification of the experimental variables
4. Based on the number of variables identified in step two the experimenter chooses
an appropriate experimental plan. If the number of variables identified are far too
many than the allocated cost or time for the experiment, the experimenter rationalises the variables and chooses an appropriate experimental plan. experimenter plans
can be broadly classified as screening experiments and experiments conducted for
optimisation
5. Experiments are conducted as planned and all the identified outputs are measured
6. Statistical analysis of the experiment is conducted to determine the transfer equationthat governs the system
7. Confirmation analysis is conducted to confirm the replication ability of the transfer
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1.3. Key challenges in the steps
1. Before you begin the experimental setup is important to understand the objective of the experiment and identify what are the important outputs that we intend to measure.
(Challenge: Identification of what to measure, as choice of wrong output can result in not meeting the identified objectives)
2. Thorough process understanding/product understanding is important as the experimenter
then decides all the possible variables that he intends to use as variables to study the impact on
the output. To achieve better consistency in identification of variables, process flowchart, inputs
or outputs of processes, and brainstorming is utilised in identification of the experimental variables.
(Challenge: This approach identifies far too many variables being identified thus leading tochoose an experimental design that is screening nature instead of optimisation, that is often
resolved by sequential nature of experimentation however this approach can be very time consuming and expensive.)
3. statistical analysis of the experiment is conducted to determine the transfer equation thatgoverns the system.
(Challenge: Statistical analysis identifies various interactions however does not try to eliminate
them. Also, when dealing with multiple outputs being modelled it forces us to choose an optimal
setting for a variable that will meet both the outputs)
All the above challenges in statistical Design of experiments can be easily overcome by using
multiple TRIZ tools and concepts, namely, TRIZ law of system completeness, law of Energy
conductivity, contradiction resolving, cause and effect chains, operating zone and time & resources

2. TRIZ Background:
TRIZ (Theory of Inventive problem solving) is a science that is derived from study of patents
with a primary objective to eliminate random trial and error in the journey of developing inventive solutions. TRIZ research lead to a primary conclusion that evolution of technologicalsystems is not random but it is governed by a set of objective laws. Knowledge of TRIZ enables
a researcher or inventor to systematically overcome contradictions by use of available resources
thus resulting in breakthrough solutions.

3. How TRIZ tools can overcome the identified weaknesses
3.1. Law of system completeness
The Law of System Completeness: Every technical system consists of four components: engine,transmission, control unit and working unit. Synthesis of technical system requires all thesecomponents and their minimal capability to perform system functions. If any component ismissing, the technical system does not exist, if any component fails, the system does not “surviveiithis law is depicted in Diagram 1 with the dotted lines identifying the four essential components

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Fig 1. Law of System completenessCorollary to the Law of System Completeness: to make a technical system controllable, at least
one of its components should be controllable. Such system is capable of changing properties in
the way required by the operator.iii
This law can be effectively utilised for the identification of the key components and the variables of control that can have a direct impact on the end functionality. As this law describes theminimum set of components necessary to deliver the functionality it helps us in identifying
scientifically, variables that can have a direct impact on the functionality effectively. To understand the application of this law lets consider the standard experiment that is used often in the
education of design of experiments using a catapult. The diagram2. Below is a standard catapultthat is utilised for learning design of experiments.

Fig. 2 catapult design149Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

The objectives of the experiment are defined as meeting the target shot of an X distance withincertain limits.
On application of the method for identification of parts based on the Law of System completenessFig 3. Application method of law of system completeness

Answers
1.
2.
3.
4.
5.
6.

The main function of the system is to hit the target specified
The target object is the target specified
The ballKinetic energy
The Kinetic energy as imparted at the release of the Catapult
The air, wind, gravity

On reviewing the above identified key parts, we control the weight of the ball, the angle ofrelease of ball, the Kinetic energy imparted to the ball the air, wind is non-controllable, gravity
is a constant.
Immediately on rationalising the same we can see that if the weights of the balls to be used are
not very different, we can choose to omit them from the experiment, to maximise the distancethe angle of the projectile must be 45 degrees, thus the main variables that need to be consideredin the experiment are the ones associated with imparting the Kinetic energy to the ball. Moreover, kinetic energy is a function of the square of the velocity thus indicating that the system will
be more sensitive to factors associated with velocity and not weight of the ball.
Once the control factor is identified as the Kinetic energy imparted to the ball the law of systemcompleteness can be again reapplied with the main function being to move the ball. Answering
the questions as detailed in Fig. 3 lead to150

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1.
2.
3.
4.
5.
6.

The main function is to move the ball
The object is the ball
The working unit is the cup
Kinetic energy
The kinetic energy of the arm on which the cup is mounted
The arm stop position is the transmission.

On reviewing the above, it is easy to now see the key variable as drawback angle, front arm
tension point, and the arm stop position as they will primarily govern the Kinetic energy imparted to the cup. Once these variables have been identified we can plan an experiment accordingly as described earlier with the main advantage being that we have been successful in identifying key variables for the experiment efficiently.

3.2 Law of Energy conductivity
The law of energy conductivity: prerequisite to viability of a system is the free flow ofenergy through all system parts.
Corollary to the law: to make a part of the system controllable it is necessary to provide
power conductivity between given part and the control unit.iv
Every technical system is a conductor and converter of energy. If energy does not pass freely
through the entire system, a certain part of it will stay without energy and will not operate.
The energy originating from outside or generated by the engine is spent on maintaining theperformance of the technical system (all its parts. Thus, it is desirable that technical systemshould not only be a suitable energy conductor but should also operate with minimal energy
losses (such as losses incurred by transformation, production of useless wastes, etc.).
This law can be extrapolated also to the energy transfer that occurs between the working
unit and the product, as if this energy transfer is perfect, in other words 100 percent efficient
the achievement of the function to be obtained will be 100% else there will be harmful
effects that will be visible in the form of defects, or other energy outputs like noise, heat etc.
This law can be very effective in overcoming the challenges associated with what to measure as an output. Rather than measuring conventional outputs if the focus of the experimentis diverted to measuring this function of energy transfer and if this function of energy transfer is improved we will obtain far better results of control in the products or processes that
we are improving.
To understand this, author will cite a case study where this law was utilized effectively to
improve processes.
In the process of groove grinding of a bearing steel job, the problem under consideration
was size variations that occurred in the job during grinding resulting in defects as scrap.
Traditionally the factors would be brainstormed and the primary measurement that was undertaken was the obtained size of the job. Post experimental confirmation while the size
variations would improve many times there were variations with surface finish obtained andwe were not able to achieve both size and surface finish simultaneously. Also, the obtained
results would not last for a long time resulting in frequent attempts to optimize. When thislaw was applied to the problem, the primary function identified was material removal. This151

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material removal is achieved by the kinetic energy of the grinding wheel and the job at theinterface created by feeds and rotation. Kinetic energy is primarily a function of angular andlinear velocity in this case which is then a function of time see diagram 4,

Fig. 4

And thus, it was decided to conduct an experiment wherein the outcome decided to be measured was the function between theoretical time of the grinding as per the cycle and the actual
time taken to achieve the size. Ideally Theoretical cycle time= Actual cycle time. The results
obtained using this procedure surprised all as not only did we achieve the size but also thesurface finish was obtained. Studies were later conducted to compare the energy consumption of the machine and it was proven that the optimization achieved by utilizing the law ofenergy conductivity as resulted in power savings and reduced maintenance of the machines
because of better energy utilization achieved.

3.3 Contradiction resolving
Often during the process of experimentation, the designer is attempting to optimize morethan one Main parameter of output and lands in a situation wherein control parameters need
to be at an identified value to achieve the result for one output and the control parametermust take an opposite value to achieve the results for the second output parameter. See diagram below

Fig. 5 Scheme of optimization

This diagram clearly represents a physical contradiction that exists in the system and TRIZ
tools for resolving physical contradiction can be easily used to find an elegant solution to
the problem.
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To illustrate the above in a project associated with development of a product for separationof liquid droplets from gas, one of the conditions in the experiment were that the inlet andoutlet diameter must have a small size of X value to achieve high separation of the liquid
droplets and must have a large size to not create back pressure in the system that could lead
to leaks in the separation system design. The traditional approach often taken is that of optimizing the value however by using the physical contradiction resolving method we could
achieve both the objectives very easily.

3.4 Cause and effect chains operating zone time & resources
Often during analysis of experiments one encounters interactions. Interactions in analysis
of design of experiments occur when the effect of one factor depends on the level of anotherfactor. You can use an interaction plot to visualize possible interactions.
Parallel lines in an interaction plot indicate no interaction. The greater the difference in slope
between the lines, the higher the degree of interaction. Once interactions are found to bestatistically significant the experimenter uses the interaction graph to set the variable at thevalues as recommended by the graphs to obtain the desired results. For example, in thecatapult experiment an interaction can be found in the drawback angle and the arm stop
position as depicted in the diagram below

Fig. 6 interaction graphThis graph clearly indicates that the average distance you achieve while being a function of
the draw angle is also co-dependent on the value of the stop pin.
Rather than just setting the values to achieve the results, it is important to understand thatexperiments are the best way to understand and validate the cause and effect chains thatexist in systems and quantify these relations mathematically. Once it is established that the
kinetic energy imparted to the ball is the end outcome, using TRIZ concepts of operatingzone and operating time, it is evident that this energy imparted to the ball is primarily at theinterface of the arm and the ball. The potential
energy imparted to the cup location
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through the arm is converted to the Kinetic energy imparted to the ball at the release point.
The resource that negatively impacts the transfer of potential energy of cup to Kinetic energy of ball is gravity. This now helps us understand that when the drawback angle is low
and the arm stop position is at 2 we have a longer travel and we get shorter distance, indicating that there are higher losses associated with gravity, thus implying that there is a
threshold value that potential energy must be greater than to overcome the losses due togravity during the energy transfer. Such understanding during development is extremely
critical in experimental analysis
TRIZ advocates that during the preparation of the cause and effect chains it is necessary tohave only validated causes in the chain, in case there are any assumptive causes TRIZ recommends identification of these in the chain however, in many practical situations such
understanding is often not clear and even experts do not have clear answers. In all suchsituations, a statistical experiment that is conducted and analysed using methods discussed
above will help in building robust cause and effect chains and thus identifying the key problems to solve more efficiently.

4. Conclusions
The author has described all the gaps associated with designing statistical experiments and proposed TRIZ methods to overcome these gaps and how statistical design of experiments canstrengthen cause and effect chains in TRIZ

Acknowledgements
All my teachers of TRIZ, Dr Yuri Salamatov, Boris Zlotin, Alla Zusman, Dr Sergei Ikovenko,
Valeri Souchkov, Nikolai Khomenko and fraternity of TRIZ and Six Sigma along with all theteam members who have worked tirelessly over years in projects with the author.

References
1.http://asq.org/learn-about-quality/data-collection-analysis-tools/overview/design-of-experiments.html (last accessed on 08/08/2017)
2. “TRIZ the right solution at the right time” by Dr Yuri Salamatov page 81
3. “TRIZ the right solution at the right time” by Dr Yuri Salamatov page 83
4. “TRIZ the right solution at the right time” by Dr Yuri Salamatov page 92
5. http://hyperphysics.phy-astr.gsu.edu/hbase/rke.html(Last accessed on 08/08/2017)

Corresponding Author:
Shree Phadnis: shreephadnis@gmail.com

154Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

TRIZfest 2017
September 14-16, 2017. Krakow, Poland

EVOLUTION MAP BASED ON ADVANCE INVENTION,PROCESS AND CASE STUDIES
Mijeong Songa, Dongsup Janga, Siho Janga, Chang-Ryong Heob, Dong-Il Sonb, Chi-Hyun
Chob, Bokyung Kimc, Jiho Seoca

Global Technology Center, Samsung Electronics, Suwon, South Koreab Telecommunication Business Division, Samsung Electronics, Suwon, South Korea
c Digital Appliance Business Division, Samsung Electronics, Suwon, South Korea

Abstract
While the boundary between industries has become blurred and changed faster, the patent has become
more significant day by day. It is crucial for a company to proactively explore the industry's future inadvance before the existing and potential competitors recognize and dominate it. Unfortunately, theengineers are able to compose patents within their knowledge boundary because of insufficientknowledge of other industry as well as lack of understanding customers' desire of other field. The usualengineers are lack of both of innovation knowledge. Even if the engineers have enough knowledge ofthe needs of the customers, such needs reflects just current point of view. Customer survey shows basically passive/reactive opinion of existing technology or product, which is far from pro-active long-term
evolution. If a company launches a new business of unchallenged direction, it is urgently required to
identify the past and present of the industry and to predict future image and generate patents for 3-5
years after.
Based on the TRIZ evolution theory and the evolution map, Samsung Electronics TRIZ team has designed a practical application of evolution theory and tried to create patents for them. This article introduces the evolution map based in advance invention of Samsung TRIZ team and the field application
cases of home robot invention. The whole process is as following. Firstly, patents were collected as
many as possible from the major players in a specific industrial field and classified based on similarityof them. Secondly, the participants who classified the patents have extracted the evolution theme andevolution drivers through internal workshop. Evolution theme is the hypothesis of the ultimate goal of
the evolution, and evolution driver is the hypothesis of the direction and path of the actual system change
toward the evolution theme. If a couple of patents' are discovered during classification process to support
the hypothesis, the hypothesis is accepted and visualized as a map so called evolution map. An evolution
map is composed of an evolutionary theme and an evolution driver with support patents information ina tree or matrix form. Along the evolution driver axis, the current location can be pin-pointed and thenext stage of the evolution driver becomes a next patent theme of the future. Combining evolution theme
and context, new patents could be drafted in advance. The patents derived from this process are pendingin Korean, US, World patent office. The result of this technique proved to Samsung Electronics that
TRIZ is able to predict future image and compose future patents systematically as well as to solve existing problem of current industry.

155Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

Keywords: technology evolution; in advance invention; patent evolution map; EMS (evolution map system); TEOM (technology evolution opportunity mining)

1. Introduction
1.1. Motivation
As IT industry development has been accelerated since 2000 year by year, predicting future
divided literally life and death of a company. The boundaries between industries have been
blurred, which makes future prediction harder and more complex. It is inevitable to change its
business DNA to survive, which means future prediction tools should 'read' as well as 'lead''inter-species' evolution across the traditional business boundary. One more requirement for
future predicting tool is seamless link to technical solution as well as intellectual propertyaligned with customer's desire and needs. The authors hypothesized that TRIZ's evolution theory could provide a working frame reading evolution path, estimating future trajectory, creating
new intellectual properties.

1.2.Scope and Objective
Many people want to figure out the future technology. If we investigate the systems with intrinsically same feature in the past, we might estimate how our systems would be likely tochange in the future. “Evolution trends of technology” [1] could accelerate this process. After
studying 8 trends defined by Altshuller [1], and more detailed versions by other TRIZ researchers [2], Samsung Electronics has also standardized 30 evolution patterns inside I-Spark(Samsung Electronics’ own TRIZ software, Figure 1, and applied them for prediction as well as
problem solving since 2008 [3].

Fig. 1. Samsung's 30 evolution patterns in I-Spark

Applying the evolution patterns to the technical information such as patents, it is possible todraw a figure that looks like a phylogeny tree of biological evolution, so called evolution tree
[4] or TEOM (technology evolution opportunity mining) matrix [5].
156Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

2. Results and Discussion
2.1. Approach
The focus of this research is divided into two fields, firstly, how to interpret patent information
effectively and efficiently, and secondly, how to ensure creating future patent concepts whichreflects ‘real needs’ of future customers. In order to deliver evolution map from massive numberof patents, the authors developed a working infra so called EMS (evolution map system, Figure2), a human-computer interface to analyze patents and draw an evolution map in 2014.

Fig. 2. Multi-touch patent analysis and layout interface EMS (Evolution Map System)

The input of EMS is a large number of patents in excel format and the outcome is a patent
database set with a classification structure and an evolution map in which an evolution hypothesis and steps of evolution are visualized. EMS is composed of 2 sub-modules: the first forclassifying patent information and the second for lay outing an evolution map based on classified information. The first module, patent clustering module, can take up to 10,000 pieces ofpatent information and visualize data on the screen (titles, applicants, filing dates, representative
drawings, abstract, independent claims) as A4 size virtual card format denoted in the following
Figure3.2. The physical dimension of EMS is 60 inch display with usual working table height.
On the top of the table display, multi touch interface up to 30 touches has been installed whichenables 4 people to handle the virtual patents cards at the same time on the same display.
After reading the information written on the “patent card”, the analyst collected similar patents
together using multi touch interface into a same "binder". At this time, in relation to the similarity of patents, proper name of the binder was defined by the analyst team. To ensure thereliability of the patent classification system, analysts make in depth communication during
clustering the cards. Up to now EMS can provide two levels of bottom-up clustering. In deriving
the hypothesis of evolution, the authors referred Samsung’s 30 evolution patterns [3] as well as
Altshuller's classical evolution trends [1] as a highest priority. It is impossible to discover the157Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

similar trend which can explain real patents collection; the authors defined our own evolution
hypothesis based on the ideality axiom of the classical evolution trend.
Evolution hypothesis could be induced by the discussion of multiple analysts at the same place,which would be used to visualize the evolution map. After clustering the cards and summarizing
evolution storytelling, the analysts move to mapping module, where they connect the classified
information to storyline to complete the hypothesis map of the evolution. Evolution hypothesis
maps can be shaped as tree type or matrix type map so called TEOM [5]. Current EMS v.1.0
supports tree type layout (1.x dimension) only. In 2017, matrix type evolution map (over 2
dimensions) i.e. TEOM also has been systemized as independent software which can be usedaligned with EMS.

Fig. 3. Working Process with EMS

In order to discover tangible patent items in the near future, the buyers utility map technique[6] from blue ocean strategy, persona, customer journey map [7] from service design were employed to compensated the weak part of TRIZ evolution theory. Buyer's utility map and customer journey map helped the authors to discover unmet needs of the customers. The authors
could create new system schema to meet the discovered needs of the customers. When the newconcept derived, the ideas was converted to the search keyword for the prior art search to verify
the real new-ness of the concept in real time. After such preliminary prior art search, discloser
of invention was drafted based on the literally ‘new’ concept. Table 1 summarizes whole procedure of evolution map based in advance invention.
Table 1
Evolution Map Based in Advance Invention Full Processprocess

description

input

1. Define

Define scope and purpose, ac- Search Keyword
quire raw data

outcomeRaw patent/journal
information

2. Investi- Classify raw data, extracting Raw patent/journal Classified
inforgate
multi-layer evolution hypothe- information
mation, evolution hysis
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3. Visual- Layout evolution hypothesis Classified
infor- Evolution Map(treeizewith evidence patents
mation, evolution hy- type or matrix type),
pothesis
Future evolution direction
4. Evolve

Suggest new ideas aligned on Evolution Map, Cus- Promising ideas
the future evolution direction tomer context, Seed
Patents

5. Realize

Verify new-ness by real-time Promising ideas
prior art search, verify feasibly

Prototype, simulation, DOI, Plan forrealization

2.2. Case 1. Smart HomeIn 2014, in order to set up the smart home strategy, the authors were asked to analyse more than
6,600 patents (US patent only) to see the smart home’s evolution direction as well as to suggest
new concepts of the novel patent direction. The collected 6,600 pieces of patents information
were loaded up to EMS. 7 analysts (one of them was TRIZ evolution specialist, others weredomain experts - mechanics, acoustics, firmware, sensor, UX design, and visual design) classified the big mass of the information into 701 binders under 23 upper groups by bottom-up
grouping in 10 working days. The analysts team could induce evolution hypotheses with intensive verbal communication during the binding work. Not only had a simple data clusteringfunction, but also EMS provided a verbal communication environment to unveil the technology
evolution and new perspectives of the future shown in the Figure 4.

Fig. 4. Smart Home patent evolution map – classification and hypothesis making

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Figure 5 presents a map based on the evolution hypothesis "Home completes my life" with 7
evolution steps. The first step starts from a home appliance with basic function only, the second
step provides a convenient function, such as remote control, timer, the third step provides functions that makes me free from some risks that might occur. Current home appliances are locatedon somewhere between the 2nd or 3rd step. The 4th step is accompanied by the connectivity
provided by some smart home start-ups, for example Nest Lab. 5th step provides a chance tocreate and share something through connectivity in the previous step. At the 6th step, smart
home system might touch and organize human's emotion beyond just understanding humanbeing. The final 7th step might create absolutely new experience without any system, whichcorresponds to the definition of ideal system of TRIZ theory [1].

Fig. 5. Smart Home Evolution Map- Home completes my life

When the authors investigated carefully this evolution map, current status of Samsung was estimated around step 2 and step 3. The goal for near future was the 4th or 5th step where connecting things could deliver uncovered experiences. The authors asked ourselves what else devices
could be connected to the conventional home appliances in the near future. The candidates of
new connectivity were as following: family members out of home, family members who are
not housewife, infants or handicapped or aged persons, companion animals and plant, homerobot and so on. The authors have chosen the issue, 'what' would connect to the smart homearound step 4-5 of the evolution map in Figure 5. One of answer that Samsung had never covered was home robot.
There was some evidence a couple of competing company such as Google had great interest in
home robot. Google's 2 patents, USP 8380349[8] and USP 8307061[9] were well matched the
4~5 th steps (the next stage of the current evolution step) of the hypothetical evolution map.
USP 8380349 makes it easy for Google to dominate robot cloud and search engine as a technology to provide its contents to robot to find a way to manipulate objects using the information
stored in the robot cloud. The other patent, USP 8307061 claims the way how the home robot
ask query to the robot cloud, where the robot captures an image of the 'identifier' of the object
and sends it to the cloud.
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The authors analyzed the inevitable problem of query method of the home robot in the usual
home environment in USP 8307061 and USP 8380349. One of critical anticipated problems ofthese home robot patents is so simple. Google's home robot would pick up the identifiers of theobject indiscriminately without any prohibition. User context study showed there could be a
private object that user don’t want that the robot ‘searches’ it as well as ‘sees’ it. Unfortunately,according to Google's current (published till in 2014) patent set; there was no extrinsic consideration about this privacy problem.
During the enfant stage of the technology in the S-curve, it is likely to miss something criticalof the technical system. Acquiring and using the knowledge of the object might be the one of
the crucial function of how the home robot works at home. But the anti-function, i.e. blocking/keeping the knowledge of the object should be considered as the other main function of thehome robot. Focusing on the anti-function of current state of art, the authors suggested a special
adviser to keep privacy of the users from home robot’s indiscriminate query making by taking
a picture of the identifier.

Fig. 6. Core concept of patent (a) US8380349 (b) US8307061

The authors designed a new scheme to allow the robot to recognize the objects and things andperform the query operation, only when the 'things adviser' agreed and/or allowed. After verifying the novelty through the real-time prior art search, the authors drafted the DOI(disclosureof invention) and revised the DOI through a peer review to file up the Korean patent application[10], of which US patents are under processing. There is another patents filed up directly basedon the evolution map activity, infant care system of the smart home [11].
The smart home evolution map was delivered to the president of digital appliance businessdivision. Evolution map influenced on the leadership to engage smart home strategic movement
as well as to deliver Family Hub where connecting function is installed in the display on the
refrigerator door in 2016.

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2.3. Case 2. Home Robot
In early 2015, the authors started analysing more than 2,600 patents about home robot to predict
evolution hypothesis and design corresponding patent concept design. The main direction was
to discover 'new and useful function' of the home robot which was little bit far from masscommercialization yet.
The authors could induce 14 different evolution driver hypotheses, where 3 evolution drivers
were selected to figure out evolution maps as following: 1) Home robot learns me more andmore, 2) Home robot has more engagement with me, 3) The value provided by the robot increases. Hypothesis “Home Robot learns me” was likely to evolve following steps denoted in
Figure 7. In the 1st step, robot is insensitive to learn me. Step 2 corresponds to the present stage"robot starts recognizing me". A robot might understand air around me in the next evolution
step 3. Efforts to create new concepts were focused on the step 3 because it was most likely tobe the next stage of the ‘present’.
The authors simulated various occasion with the aid of buyer's utility map presented in Figure
8 as well as user context studies presented in Figure 9. Buyer's utility map enlarged the vision
just focusing on 'use' case only toward whole customer experience from purchasing to disuse
as well as inherits. Otherwise, use context study helped breaking the limit of monotonic background, such as male, around age 30, spending very small time at home and so on.

Fig. 7. Home Robot Evolution Map - Robot learns me more and more

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Fig. 8. Buyer's Utility Map for Home Robot

Fig. 9. User Context Study

To ignite 'new S-curve' on the next evolution stage, it is mandatory to imagine 'new function'
which might attract the customers' purchasing desire the next stage. Since traditional TRIZ
technique has intrinsic limitation to pick up users' unmet needs, persona, role playing, and customer journey map [7] in service design, buyers’ utility map of blue ocean strategy [6] wereapplied to understand real situation of the user. The team investigated the profile of related
persona, organized 1,101 conscious, unconscious daily home life event, which were used forinvestigate opportunity of new function at the ‘air around me’ steps.

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Fig. 10. New concept investigation frame based on TEOM

Figure 10 shows the journey to create the new idea to identify 'me' by the several energy sources
where it comes from. Based on the big picture of evolution denoted in Figure 7, system function
principle model could be drafted presented in Figure 10 composed of 'bot' as a tool, 'me' as an
object, 'F' as an interaction field between the object and the 'bot'. Each element of the principles
model follows its own evolution direction, for example, 'F' can follow 'substituting field types'
such as MAThChEMEm scale. The authors combine the field evolution hypothesis with thehigh level evolution driver of 'bot learns me' to make an evolutionable-space so called TEOM[5]. After constructing TEOM matrix frame, the authors could evaluated each patents based on
the new developed field evolution lines to 'recognize me'. Visualizing the evaluation results in
Figure 10 shows not only the space where the competitors have already occupied (gray cell),but also the space where little/no competitors have occupied (white cell). The authors focusedon suggesting new ideas for 'white space', where was 'free' from other intellectual properties.
Sould direction idea came from the white coordinate, (3. air around me, 2. acoustic), of Figure
10, which filed up as a new patent after quick prior art search.
Based on combined approaches – evolution hypothesis and customer study, finally TEOM
based focused ideation– the team were able to create 72 technically meaningful ideas whichmeet the next stage customer needs. Following 3 US/Korea/World patents are pending since2015.
1. Using the sound direction home robot [12] - In providing speech notification, in the actual
space, if there is an object related to the notification, the ring will come out in the direction ofthat object Provide voice notification as if it comes.
2. How to provide optional notifications [13] - Recognize and track feature points of multiple
users through sensors, alarm function (indirect alarm / direct), per user (without disturbing others) Alarm) is executed.
3. Action Call [14] - Provide an action call that senses and expresses facial expressions andmovements of opponents and users. It has the effect of further increasing the depth, familiarityof social interaction with the conversation partner.
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There was one more important outcome of the home robot case study. The team members madetheir own evolution framework based on TEOM [5] and used it to make patent evolution portfolio map of patent developing engineering division, which means TRIZ evolution theory contributed strategic field of patent development, as well as creation of individual patents.

2.4. Analysing journey of case studies
Bottom-up vs. Top-down
There are 2 different ways to make a classification for massive patent data sets. Traditional way
is top-down taxonomy; there is pre-defined technology tree structure and the individual patents
are attached to the fixed structure. The other way is bottom-up classification; collect similar
information and make a common name for the collected information step by step upward. Basedon more than 20 experiences of patent evolution mapping of 50,000 patents collection, even if
it is clear and fast to classify the big number of information, top-down classification has shown
its limitation to re-organize and re-structuralize current function-tree structure to absolutely newways, which is the essence of ‘inter-species’ technology evolution. On the other hand, bottomup classification was very tedious and slow but it could deliver very flexible superimposing
cluster structure, which enabled the participants to think more flexible. As the main purpose of
the evolution map activity is not only analysing current technology but also foreseeing novel
direction of future 'inter-species' evolution, bottom-up clustering is more recommendable than
top-down analysis. At this point, the author recognized a need for a systematic tool supporting
bottom-up analysis for evolution map, of which detail is described as following.
Human interaction vs. Information analysis itself
EMS (Evolution map system), the novel patent information clustering system was developed
to facilitate bottom-up classification process. The philosophy of EMS is not just analysing information itself but also igniting human beings (the analyst team) to make more verbal communication which might enlighten novel evolution direction surpassing conventional paradigm.
Patent information could be intuitively grouped through finger movements and active verbal
communication between participants, which might induce new classification categories. In bottom-up classification, it is important to analyse the purpose and value of technology rather thantechnological feature itself. Since the purpose or value of technology is hardly described in thepatent documents, it is inevitable to make a common name to describe various technologies
under same clustering frame. The naming task naturally requires consensus among the teammembers. The 30 touches interface with 60 inch visual display of EMS allows 4 people tocommunicate very freely with their tongues as well as their fingers. EMS won a Samsung worksmart award at the end of 2014 for its ability to effectively communicate among participants
and classify a large amount of patent information. The information classification user interface
was also filed as a patent [15].
Empathy vs. Technology
Even if the authors could find the direction of future evolution with the help of EMS, which
was not enough to create specific intellectual property. It is possible to think the solution thatis effective in the future only when participants understand the customer needs in the future. In
the beginning of new S-curve, it is the core innovation to make all the 'necessary components'
to meet 'new function [1]. Current main function might prolong its identity in the near future,but it is in evitable to introduce 'attractive function' to enchant the heart of the customers, which165

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means the authors should solve two kinds of meta-problems. The one is to find out 'new functionality, the other is to complete the system without missing part according to system completeness trends [1].
In addition to the direction of the evolution of the big picture, it is crucial to understand where,
when, why, for whom the product is to be used, i.e. the actual needs or hidden desire of users.
Even if there are lots of variety of users, diversity level of usual Korean society is very narrow.
To compensate the lack of diversity in Korean society, the authors implemented special tools
such as customer journey map in service design[7] and BUM(buyers utility map) in blue ocean
strategy[6] to promote understanding customer problems. Customer journey map promoted theteam members to recognize 'un-known' lifestyle and 'unsaid' pain points of our customers following everyday life shadowing or role-playing. BUM helps the team members to think theother part of product before and after 'usual using'.
Analyzing patents is a rational activity. On the other hand, looking for pain points that customers could hardly tell is emotional activity. In the beginning stage of the S-curve, it is most critical activity to complete 'necessary elements' to deliver 'new function'. The first activity is torecognize what function should be delivered. The second activity is to rationalize what elements
should be included. The first question could be solved by trying empathic activity, in the other
hand; the second question could be solved by patent surveying with assisting with TRIZ evolution theory. The approach of this study, which harmonized emotional activities after rational
activity, helped researchers obtain clearer scenario of future.
Impact on the Leadership and the Strategy
The smart home evolution map was delivered to the highest leadership of digital appliancebusiness division, and it could turn the leader's vision toward more innovative way. New development team had been engaged after reporting smart home evolution map. The first outcome, "Family Hub Refrigerator" could be delivered to the market with the full support of thehighest leadership of the appliance division. The keynote speech of Mr. Yoon, BK, and Samsung CEO in CES 2015[16] reflected the core part of smart home evolution map delivered tohim around October, 2014 by the authors.
The process of home robot study based on TEOM [5] influenced their own framework to makepatent portfolio map, which means TRIZ evolution theory contributes patent strategy, as wellas creation of individual patents. For a long time, TRIZ has been well-known methodology ofproblem solving to Samsung people. The core value of this study is to prove the strategic valueof TRIZ evolution theory to the highest leadership of Samsung electronics.

3. Conclusions
To discover promising patents in the near future in advance invention process based on evolution map was designed. In the beginning, large numbers of patent information were classified
and corresponding evolution hypothesis map was visualized based on TRIZ evolution theory.
Multi touch information-user interface EMS was developed to assist classifying lots of patents
and visualizing evolution trend. After visualizing evolution map, the authors could deliver challenging evolution direction as well as tangible disclosure of invention with minimal trial anderror. 2 case studies prove how evolution theory have contributed to the big strategic jump of
smart home and home robot business of Samsung electronics. The authors expect that evolution
map based in advance invention would guide anyone who wants big strategic jump and tangible
intellectual properties. The core value of this study is to prove the strategic value of evolution
theory on the big picture of R&D beyond just solving mini- problems of the current field work.
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References
1. Altshuller, G.S. (written), Williams A. (Trans). Creativity as an exact science, Gordon and Breach
Science Publishers, Amsterdam, Netherlands, 1984.
2. Zlotin B., Zusman A., Directed Evolution: Philosophy, Theory and Practice, Ideation International
Inc, 2001.
3. Song M.J. "TRIZ evolution theory based R&D knowledge research, analysis and application",
Conference Proc. of Korea Creativity Application Society, Seoul National University of Science andTechnology, Seoul, Korea, Nov. 18, 2016.
4. Chuksin, P., Shpakovsky, N., “Information analysis and presentation in forecasting”, TRIZ-journal archive, March. 2006.
5. Song, M. , Lee, J.-G., Park, J.-M., Lee, S., “Triggering navigators for innovative system design:
The case of lab-on-a-chip technology”, Expert Systems with Applications, Volume 39, Issue 16, 15
November, 2012, pp. 12451–12459.
6. Kim W.C., Mauborgne R., Kang H.G.(trans), Blue Ocean Strategy(kor.), Kyobo publishing, Korea, 2005.
7. Stickdorn M., Schneider, J.(written), Lee B.W., Jeong M.J.(trans), This is service design thinking(kor), Anngraphic pub., Korea, 2012.
8. US Patent No 8380349, Methods and systems for providing instructions to a robotic device
9. US Patent No 8307061, System and method for determining manufacturer instructions executable
by a robotic device
10. Korea Patent No 20160153535, Mobile robot system, mobile robot and method of controlling
mobile robot system
11. Korea Patent No 20150147864, Home network system
12. Korea Patent No 20150172599, Method and apparatus for providing audio
13. Korea Patent No 20150172555, Method for outputting alarm and electronic device supporting
the same
14. Korea Patent No 20150155160, Electronic device for performing motion and method for controlling thereof
15. Korea Patent No 20150078727, System, apparatus and method for classifying document, method
for visualizing classified document and computer readable recording medium
16. CES 2015 Opening Keynote by Yoon B. K., https://www.youtube.com/watch?v=Fl0r9Xpjg8k

Corresponding Author:
Mijeong Song: mijeong.song@samsung.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

FROM PROBLEM TO OBJECTIVE –COMPLEMENTING TRIZ WITH NLP
Jerzy Chrząszcza,baInstitute of Computer Science, Warsaw University of Technology, Warsaw, 00-665, PolandbPentacomp Systemy Informatyczne S.A., Warsaw, 02-222, Poland

Abstract
Neuro-Linguistic Programming (NLP) has been found to be similar to TRIZ in many aspects, as described by Mann, Kozyreva and others. NLP is often presented as a methodology of recognizing patternsof effective behaviour (or even patterns of mastery), which relates closely to Altshuller’s research on
innovation principles and trends of evolution - the foundations of classical TRIZ. Several ideas comingfrom NLP area have been successfully merged with TRIZ tools – for instance sensual descriptors (visual,auditory, etc.) may be applied jointly with the system operator.
This paper presents problem formulation approaches starting with cause-effect analysis and addressing
works of Litvin, Souchkov and others (including IST/SOLL approach). The discussion refers to SMART
criteria, commonly used for evaluating business goals, and outcome well-formedness criteria indicatedin NLP literature, highlighting positive goal formulation and ecology aspects.
Positive goal formulation is of primary importance, because stating what we don’t want – which is atypical output from cause-effect analysis of disadvantages – pushes us away from the problem, but notnecessarily moves us closer to the solution. On the other hand, stating what we do want is like pulling towards a solution, which aligns with the concept of Ideal Final Result as a convergence point in
the solution space.
Ecology as a science analyses interactions between organisms and the environment. NLP uses this namefor describing a frame of reference for consequences resulting from any decision and it recommends
several questions to be asked within a personal context to identify and evaluate such consequences inadvance, e.g.: am I ready to accept and sustain this result? or would I accept this result if I could
have it now? Such holistic approach might be adapted for evaluating planned changes within a technicalsystem, which corresponds to moving along time axis of system operator and anticipating secondary
problems.
Keywords: Neuro-Linguistic Programming; goal formulation criteria; secondary problems.

1. Cause-effect analysis in TRIZ
Cause-Effects Chains Analysis (CECA) method was developed in GEN3 in 1990s and, beingtaught during certification workshops accredited by MATRIZ, it might be considered the “of168

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ficial” TRIZ approach to cause-effect analysis. The method, as described by Litvin and Akselrod in [1], starts with determining undesirable effects (target disadvantages) that should be
eliminated from the system. Then, in several repeated steps it aims to identify factors causing
particular effects, what results in building chains of intermediate disadvantages until reachinga cause reflecting a law of nature or a business constraint of particular project, which is considered a root cause and stops analysis of a given chain. Resulting diagram consists of such chains,
possibly including logical operators (AND, OR) to reflect relations of contributing causes orloops representing positive feedback among undesirable effects in the analysed system.
Although the root causes cannot be eliminated, as a rule, they indicate main factors influencing
the system and also define boundaries of the model. The expected outcome of the CECA process is identification of a set of causes, called key disadvantages, elimination of which would
result in removal of the target disadvantages specified for the project. Such key disadvantages
usually reflect deep causes of primary nature and they are supposed to inspire strong solutions,however transition from identified key disadvantages to problem formulation is not supported
by original CECA. Moreover, rigid perception of causes as disadvantages seems to be an inherent limitation of this concept, as the logical inversion of a condition defining a disadvantage
may describe an advantage, which cannot be properly represented in the CECA model. Thisparticular drawback was identified in [2], during proposed conversion of CECA diagram into
set of logical functions to support algorithmic selection of causes having the greatest impact ontarget disadvantages.
Among several improvements to the original CECA procedure, Yoon [3] proposed a retreat
from disadvantage-only perception of causes as well as systematization of the analysis process,yielding additional benefit of discovering hidden causes. This approach uses chains of causes
composed of interleaved descriptions of conditions and actions, so that adjacent causes of thesame category (condition – condition or action – action) indicate a missing element of the opposite type, which should appear in between. Another bonus of this method comes from therequirement to indicate specific parameters and values for conditions in the diagram, leading tounified and more comprehensive description of the problem.
A new opening to cause-effect analysis was made by Souchkov [4] with Root Conflict Analysis
method (RCA+). The main conceptual shift of this approach, with respect to CECA, relies on
explicit modelling of both negative and positive results of the causes identified during systemanalysis. Also, the usual why? question is rejected as being insufficiently precise. This changeof perspective provides a natural way for describing causes, which cannot be properly modelledwithin CECA realm. It also expands the contents of the model and enhances the perception of
the problem situation. Finally, the causes with both positive and negative effects represent conflicting requirements, which indicate opportunities for inventive solutions and directly support
transition from the analysis to problem formulation stage.
The methods for identifying contradictions in cause-effect models, including CECA and RCA+,
are analysed by Dobrusskin in [5]. One of the proposed procedures searches for conflicting
requirements (concerning the same parameter of the same component), located in different
branches of the causality graph, which are not explicitly handled by RCA+. Such requirements
should be merged with attention, because apparently opposite conditions coming from different
contexts do not have to be complementary in a logical sense [2]. Another procedure presented
in [5] demonstrates the use of IST/SOLL approach, which requires both the current state (IST)and the desired state (SOLL) to be described with specific values of a control parameter.
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The described methods vary from investigating what we don’t want (CECA), through indicating
what we do want for some reasons and don’t want for other reasons (RCA+), to specifying what
we particularly do want in the analysed system (IST/SOLL). And the latter attitude clearly
directs attention towards specific objectives, increasing chances for proper problem formulation.

2. Selecting problems for solving
Development of tools for analysis of engineering systems for problem statement was the main
subject of the TRIZ Developers Summit 2007, which took place in Moscow. The presentations
covered diversified topics, including scientific beliefs, sustainable design, social-and-engineering systems, use of resources and so on. Following the subject, the majority of papers referred
to different aspects of problem statement and in the context of this research the works of Bystritsky, Gerasimov, Ivanov, Kozhevnickova, Litvin, Pinyayev and Rubin (alphabetical order)
appear to be the most interesting.
An overview of approaches to problem selection is given in [6], with references to literatureand various tools. Proposed classification distinguishes review of options and directed searchmethods, with further decomposition of the second group. One of the mentioned methods is the
Algorithm for the Selection of Engineering Problems (AVIZ), described in detail in [7]. Retrospective report on changing focus of TRIZ research as well as tools emerging from that evolution appears in [8], illustrating how the area of interest moved from solving technical problems
to forecasting future products. The subject of alternative technical systems as inspirations forformulating innovative problems is addressed in [9], using the example of fusion of a reflector
telescope with a refractor telescope achieved by Maksutov.
Practical discussion on selecting the right problem is provided in [10], with a conclusion thatin real-life situations one is unlikely to be able to select such problem in advance. Meth odical approach is then prescribed for selecting problems using the results of the cause-effectanalysis as the input. Proposed method employs working through cause-effect chains and identifying possible ways of preventing the results from manifesting themselves for each particularcause, which is based on the concept of negating undesirable action statement, devised by
Ponomarenko in [11].

3. NLP and TRIZ
Neuro-Linguistic Programming (NLP) is sometimes described as a methodology of recognizing
and using patterns of effective behaviour, which is clearly similar to recognizing and using
patterns of problems (contradictions), patterns of solutions (inventive principles, standard solutions) and patterns of development (trends of systems evolution), constituting main foundationsof the classical TRIZ. Comprehensive introduction to NLP is given by O'Connor and Seymourin [12], covering all major concepts and techniques. Online article by Hall [13] presents brief
history of the NLP and Neuro-Semantics, crediting the roots of both to Polish linguist andphilosopher Alfred Korzybski, who formulated the concept of General Semantics. Bodenhamer, in turn, gives compact resume of NLP goal formulation criteria in [14].
The key to NLP is realizing that people only interact with the world through senses and each ofus has our own internal model of the world, built upon sensual signals transported by the nervous system and transformed by perception filters formed by preferences and beliefs comingfrom unique personal life experience. This duality was pointed to by Korzybski in his famous
quote: “The map is not the territory”, as each of us uses private representation of the world and170Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

we only respond to our own perception of reality. This implies important rule regarding communication: meaning of a message is actually defined by the receiving person, regardless oforiginal intent of the message sender.
Specific personal perception of the world comes from differences in sensitivity and preferences
to stimuli from particular senses (visual, auditory, kinaesthetic, olfactory, gustatory), jointly
referred to as VAKOG. Productive cooperation among people with strong preferences for different input channels could be a challenge if the visual person cannot see the merit and the
kinaesthetic person doesn’t feel comfortable with the idea, which actually speaks for itself tothe auditory person. Simply put, people are different and interpersonal communication should
respect that diversity. Or using words of Anaïs Nin: “We don’t see things as they are – we seethem as we are”.
Moreover, several repeatable sets of strategies have been identified for various aspects of interaction with the world, called meta-programs, which influence our behaviour in typical situations. They are usually described in pairs, such as: perception (general / detailed), relations(similarities / differences), attitude (consensus / objection), approach (procedures / options),
motivation (towards the goal / away from problem), authority (internal / external), etc. Metaprograms strongly relate to professional predispositions – for instance Quality Assurance department would probably prefer to hire a person being inherently oriented towards details, differences and objections rather than general impressions, similarities and consensus.
Similarities and possible interactions between NLP and TRIZ are described by Becker andDomb in [15]. NLP is also addressed in reports on creative methods by Zusman and Zlotin [16]and, with much more details, by Mann and Dewulf [17]. Later works of Mann and Bridoux[18, 19] have been integrated and shown in wider perspective in the book [20]. Examples ofmerging NLP techniques with TRIZ cover the 3D extensions to system operator with sensualdescription (VAKOG), situation perception perspective (association vs. dissociation) and Dilts’
logical levels (environment, behaviour, capabilities, beliefs, identity). The map-territory duality
is also explored by analysing separate problem models as perceived by various participants ofa problem situation. Finally, an extensive review of matches and possible applications of NLP
techniques in TRIZ, with the focus on overcoming psychological inertia, is given by Kozyreva
in [21].

4. NLP and problems
NLP offers systematic approach to problems, described with specific perspective and language.
Problem is perceived as a gap between the current state and the desired state [14]. Hence, achange of state is required to bridge the gap. Planning for that change is aimed at achieving
particular goal (outcome) and so it focuses on obtaining the solution, rather than exploring indepth the problem. Main guidelines for this approach, dubbed in literature as outcome wellformedness criteria, are briefly described below with some additional remarks.
Positive goal description is of crucial importance for two reasons. Firstly, human brain is
known to be deficient in processing negative denotations, because lack of something inadvertently draws attention to that something. This confuses unconscious mind and thus reduces processing potential of the brain [12]. Secondly, stating what we don’t want is convenient for describing problems, but it does not indicate what we do want and therefore is simply impracticalfor describing goals (picture yourself ordering a drink with the use of this strategy, for example).
Specific goal description is required to build and verify proper understanding of the goal within
particular context (what) and timeframe (when). It is also necessary for formulating quality
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criteria for evaluating the outcome. To provide usability in technical or business situations, thegeneric NLP question how will you know, that your goal is achieved? should be answered byindicating some control parameters of the system together with their required values. Simply
put, it is easier to reach and to confirm reaching a goal, if it is clearly defined and scheduled intime.
Size of the goal is an important concern, because NLP cares about sensations (also unconscious), as they may heavily influence people’s performance. If the objective is too big, it might
be seen (or heard, or felt) as overwhelming and being unreachable. Such objective should be
decomposed into smaller parts using identified blockers or constraints (what is known as chunkdown). If the goal is too small, however, it might be perceived insufficiently important and thus
not appealing. Such goal should be considered as a fragment of a bigger, more valuable goal(chunk up). These mental operations are similar to those used in TRIZ for adjusting granularity
of component model and they share common objective to work with objects of sizes adjusted
for particular purpose.
Scope of control also needs verification, as it would be pointless to pay attention and efforts tomatters remaining beyond control. Therefore it should be investigated to what extent one is able
to initiate and control the change from current state to desired state. Diagnosis of insufficient
control may indicate that the problem has been improperly selected, formulated or scaled, orthe approach to the problem should be changed to find a new perspective. Such diagnosis may
also relate to identification of necessary resources. And classic NLP question for situations
when something seems impossible (unavailable, forbidden, etc.) is: what would have to happen
to make it possible? This is a great game-changer, as it immediately switches perception form
inability and limitations towards activity and solutions. It also instils an optimistic and powerful idea, that presuming anything to be possible is much more useful strategy than the opposite one.
Ecology of the goal is also described as the frame of consequences. This stage of verification
is aimed at anticipating and analysing in advance consequences of the intended change in various aspects and the main criterion to validate is ecology or appropriateness of the future situation. Mental projection used in this technique should be tuned to detect conscious objections,typically articulated with yes, but… prefix and for early warnings coming from unconscious
mind, such as hunches or even kinaesthetic manifestations, recognized as feelings in the guts.
This looks very personal and very non-technical, but it is actually similar to analysing future
views of the system, super-system and sub-systems using TRIZ system operator. To explore
this analogy we will use Dilts logical levels, mentioned before. Technical descriptions address
system structure (components) and operation (functions), which fit into environment and behaviour levels, related to facts. Within the frame of ecology, NLP also addresses higher levelsof capabilities and beliefs, which relate to strategies and values. This broader perspective allows
for anticipating not only if the system will survive considered change, but also how this change
will contribute to higher-level goals to develop the ecosystem.
One of the questions used to verify ecology of a goal is: would I accept it if I could have it now?
It throws a direct challenge to the super-computer of unconscious mind, which queries personal
knowledge base and the answers may signal expected difficulties (i.e. secondary problems) or,
even better, particular precautions or adjustments required at sub-system or super-system level(i.e. candidate solutions of secondary problems). Moreover, multitude of questions suggested
in NLP literature for verification of considered change within the frame of consequences may
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be nicely generalized with four Cartesian Questions, supporting systematic analysis of pros andcons:what will happen if I do that?

what won’t happen if I do that?

what will happen if I don’t do that?

what won’t happen if I don’t do that?

5. NLP and SMART criteria
SMART (sometimes written as S.M.A.R.T.) is a mnemonic acronym indicating important criteria for defining goals and objectives, developed in the management area. It is usually expanded as: Specific – Measurable – Achievable – Relevant – Time-related (with several otherversions in use). Let us check, how these criteria compare with NLP guidelines presented in theprevious section.
Specific – requires to aim at defined result
or area of improvement

directly fits with NLP postulateof specific goal description

Measurable – requires some measures or indicatorsof the progress (sometimes decoded as Motivating)fits with NLP criteria for verifying if the goalhas been achieved and chunk up / down technique

Achievable (also Attainable, Agreed) – calls forsetting objectives within the feasible reachfits with evaluating size of goal, scope of control
and NLP perception of the goal / problem duality

Relevant (also Realistic, Resourced, Reasonable,
Responsible) – has several divergent variants

fits with NLP care for required resources
and appropriate size of the goal

Time-related (also Trackable, Time/cost limited) fits with NLP specific goal description,– requires to specify a timeframe for the objective which also covers scheduling

As it could be seen, NLP guidelines for goal formulation cover all the SMART criteria andneither positive goal description, nor ecology frame appeared in the resultant mapping. Indeed,
these two address psychological aspects of positive and holistic approach, which belong tohigher level of perception of the problem solving process than managerial aspects jointly described as SMART. And because NLP is built upon the concept of levels, these criteria should
be called meta-SMART.
Also, the SMART criteria appear insufficiently precise for technical applications, because if
a goal is actually measurable, it is also specific, and if a goal is reasonably considered to beachievable, then it should be considered realistic as well.

6. Example
To illustrate benefits of using blended TRIZ+NLP approach we will use real-life example.
Provider A leases offices to company B, which uses this space for own purposes and subleases
some segments to its subsidiary company C and other tenants. In addition to bare infrastructure(space and installations), A provides basic services (e.g. security). On top of that, B provides
own services to tenants (e.g. cleaning). Tenants are billed for dedicated space segments as well
as for using shared space (kitchens, toilets, etc.) and services. After some time C moved part of173

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its team to another location and wants to decrease the leasing fee, while B insists on sustaining
payments at the agreed level.
Analysis of the situation led to identification of the system comprising infrastructure, operator
and services (including space) and super-system, as it is depicted in Fig. 1. Main useful functionof the system has been indicated as: system supports tenants (i.e. system provides services
maintaining operational capabilities of the tenants) and physical contradiction related to function pays reads as:••

leasing fee of tenant C should be decreased to enhance profitability of tenant C, butleasing fee of tenant C should not be decreased to maintain profitability of operator B.

Fig. 1. Functional model of example problem situation

This situation may be approached with separation principles or other TRIZ tools, but we willtake NLP-style holistic perspective instead. Since operator is not interested in changing theagreement, it is a perfect occasion to ask: what would have to happen to make it possible? Ormore precisely: on what conditions B would accept decreased leasing fees from C? Or using
chunk up technique: what is a higher-level objective, which both contradicting demands jointly
contribute to?
This approach extends problem perception: tenant C is a subsidiary company of the operator B,
so that decreased profitability of C would negatively influence B as well. This relation between
the companies was not explored during function analysis and, consequently, it does not appear
in the diagram. Now, instead of solving the problem of decreasing / not decreasing the payments, we may aim higher: at increasing profitability of B+C ecosystem.
Such reframing of the problem moves focus onto possible ways of using dedicated services
freed by C to gain benefits outperforming those coming from regular leasing fees. Candidate
solutions generated with this approach addressed boosting people’s performance by converting
the unused rooms into shared space and adapting it for more comfortable work (e.g. by installing phone-booth cubicles), for rest (e.g. creating nap zone) or for leisure (darts, table tennisetc.).

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7. Summary
TRIZ approach comprises system modelling (e.g. with Function Analysis or Flow Analysis
tools), identifying target disadvantages and tracking causality (e.g. using Cause-Effect Chains
Analysis), selecting disadvantages to be eliminated, formulating problems for solving, evaluating candidate solutions against project constraints, implementing selected solutions and dealing
with secondary problems, which usually appear in the implementation stage. This process requires use of many tools and if secondary problems are to be analysed in advance, then additional tools should be used, such as system operator or Size-Time-Cost operator.
NLP perceives problem to be improperly defined objective and it aims at achieving the objective(intended outcome), instead of focusing on the problem, while the ecology (appropriateness) of
the desired target situation is among the key criteria evaluated in the very beginning. This approach tightly reflects the idea of attraction towards Ideal Final Result, being fundamental to
the whole TRIZ methodology. Although NLP doesn’t offer any technical tools supporting problem solving process, it provides powerful psychological tools instead, supporting people in thatprocess. And as long as people are involved, psychological aspects will influence effectivenessand efficiency of their behaviour.
As it was shown, classical CECA ends with indication of key disadvantages and does not support transition to problem formulation stage. This transition may be facilitated using NLP techniques. It seems therefore advisable to include selected NLP concepts into TRIZ training programmes in order to familiarize future innovators with:
•
•
•
•
•

opportunities and threats coming from sensual preferences and meta-programs,
power of unconscious mind and its deficiency in processing negative notions,formulating goals positively and using the frame of ecology,
scaling objectives to perceive them appealing yet achievable,using eye-opening and game-changing questions from NLP toolbox.

8. Conclusions and further work
In conclusion:
TRIZ is about recognizing and using patterns and NLP is about recognizing and using patterns.
But, first of all, they are both about people, who are causing, analysing and solving problems.
TRIZ started from technology problems and it developed its own psychological tools.
NLP started from psychology problems and it proved its usability in business and technology.
Many concepts of TRIZ and NLP have been used together so far, as compatible or complementary.
Problem perception and teamwork support seem the most prospective areas for fusion with
NLP.
Benefits expected from better formulation of problems as well as better selection and communication of team members justify further research on blending NLP techniques into the TRIZ
world.

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Acknowledgments
Author gratefully acknowledges Ms. Dorota Bielińska for her teaching and support as NLP
trainer, and Mr. Piotr Salata for his valuable remarks on drafts of this paper.

References[ all internet contents last seen on August 15, 2017 ]1. Litvin S.S., Akselrod B.M. “Cause-Effect Chains of Undesired Effects, methodical theses”,
CPB, 1996. In Russian.
2. Chrząszcz J., Salata P. “Cause-Effect Chains Analysis using Boolean algebra”. ETRIA TRIZ Future 2016 Conference. Wroclaw, Poland, 2016 (to be printed together with TFC2017 proceedings).
3. Yoon H. “Occasion Axis and Parameter-Function Pair Nexus for Effective Building of Cause Effect
Chains”. Proc. 10th International Conference TRIZfest-2014. Prague, Czech Republic, 2014.
pp. 184-194.
4. Souchkov V. “Root Conflict Analysis (RCA+): Structured Problems and Contradictions Mapping”. 2010. http://www.xtriz.com/RootConflictAnalysisIntroduction.pdf.
5. Dobrusskin C. “On the identification of contradictions using Cause Effect Chain Analysis”.
Proc. ETRIA TRIZ Future 2015 Conference. Berlin, Germany, 2015, pp. 221-224.
6. Rubin M.S., Gerasimov O.M. “Methods for the Analysis of Problem Situations and Selection of
Problems. Attempt of Review”. TRIZ Developers Summit 2007. Moscow, Russia, 2007. In Russian.
7. Ivanov G.I., Bystritsky A.A. “Algorithm for the Selection of Engineering Problems – AVIZ”.
TRIZ Developers Summit 2007. Moscow, Russia, 2007.
8. Litvin S.S. “Tools for Identification of "Correct Problems" in the G3:ID methodology”.
TRIZ Developers Summit 2007. Moscow, Russia, 2007. In Russian.
9. Gerasimov V.M., Kozhevnickova L.A. “Alternative Approach to Problem Statement”.
TRIZ Developers Summit 2007. Moscow, Russia, 2007.
10. Pinyayev A.M. “Functional Why-Why Analysis”. TRIZ Developers Summit 2007.
Moscow, Russia, 2007.
11. Ponomarenko A.I. “Selecting a Problem by Using the Undesirable Action Negation Statement”.
Journal of TRIZ, 1995, No. 1. pp. 51-53. In Russian.
12. O'Connor J., Seymour J. „Introducing NLP (Neuro-Linguistic Programming): Psychological
Skills for Understanding and Influencing People”. Conari Press 2011. ISBN 1573244988.
13. Hall M. “Introducing Neuro-Semantics”.
http://www.neurosemantics.com/introducing-neuro-semantics-2/.
14. Bodenhamer B. “The NLP Goal-Setting Model”.
http://www.neurosemantics.com/the-nlp-goal-setting-model/.
15. Becker K., Domb E. “NLP + TRIZ = Accelerated Creativity for Product Designers”.
TRIZ Journal, August 1998.
16. Zusman A., Zlotin B. “Overview of Creative Methods”. TRIZ Journal, July 1999.
17. Mann D., Dewulf S. “Evolving The World’s Systematic Creativity Methods”.
7th European Association of Creativity and Innovation Conference. Twente, Netherlands, 2001.
18. Bridoux D., Mann D. “Evolving TRIZ Using TRIZ and NLP/Neurosemantics”.
TRIZ Journal. December 2002.

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19. Mann D. “The Next Common Sense: Philosophy-Level Integration of TRIZ Into an Integrated
Business And Management Innovation Process”. TRIZ Journal. February 2005.
20. Mann D. “Hands-On Systematic Innovation for Business & Management”. 2nd ed. 2014,
ISBN 1898546738.
21. Kozyreva N. “TRIZ for People: Psychological Aspects”. TRIZ Journal, February 2004.

Corresponding Author:
Jerzy Chrząszcz: jch@ii.pw.edu.pl

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

GENERATIVE INVENTIONS
Valery M. Tsourikov
Predizo LLC, Minsk, 220034, Belarus

Abstract
Architecture of Artificial Intelligence system for fully automatic generation of new inventions is discussed. The goal is to automatically create potentially possible inventions and socio-technical systems
by running generative A.I. algorithms on multidiscipline knowledge bases.
Keywords: generative inventions, computational creativity, artificial intelligence, TRIZ, novelty propagation

1. Automatic generation of inventions
Unlike traditional engineering workflow: “there is a problem – let’s find a solution”, new approach suggests use of creative A.I. software for automatic generation of structures of technicalproducts, automatic formulation of potential problems and their solutions in advance. Many ofgenerated solutions will have enough novelty to be considered original inventions. Before focusing on actual design of creative A.I. software, let’s answer three questions, which are often
asked by human inventors: first, can computer invent; second, do we need creative A.I.; third,
will A.I. replace inventors, engineers?
We answer first question with solid Yes. In ingenious theoretical work [1], published before
first electronic computer was build, Alan Turing proved, that hypothetical computing machine
can run any algorithm, no matter how complicated it is. Simply put, if we can write a code tosimulate inventive logic, computer will be able to invent. Of course, in addition to logic simulation, we need to describe a universe of physical, technical and biological objects and all typesof relations between them. We need to make computer understand, that, for example, function
to cool chip set of smart phone is directly related to following functions: move atoms and molecules, reduce voltage, insulate from environment. Complexity of knowledge description used
to be really prohibitive, but with recent advances in semantics the issue of representing physical,
chemical, biological and technical worlds in computer memory is not a big deal anymore [2].
It’s simply a matter of proper funding and normal project management.
Increase in productivity of creative workers is the answer of second question. We need creative
A.I., because even the best research engineers and designers have limits in their performance.
In generative inventions operation to invent/design, which is time and resource consuming, isreplaced with much more simple operation to find. Instead of designing new product from thescratch engineer types find products with function F, and the system brings on the screen all
artificially created inventions with function F and constraints C. Because needs and related178

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inventions had been generated before design project was assigned to the engineer, he/she canquickly compare different options in order to choose the most suited invention for further refinement.
Third question has following answer: creative A.I. won’t replace inventors and research engineers; instead, introduction of generative inventions will increase demand for knowledge engineers and domain experts. Although computers perform mathematical operations much fasterthan humans, professional mathematicians didn’t disappear; on the contrary, demand for themcontinues to grow. Human creativity is still needed to write code for creative machines andadopt ideas, generated by A.I., for real world. Human intelligence and A.I. will co-exist, at least,
for a period of time, when creative machines are programmed by human mathematicians.

2. A.I. power is rapidly increasing
Sudden increase in demand for A.I. technologies can be explained not only by the fact, thatmachine learning and predictive analytics boost profitability of large corporations, but also by
more important effect – A.I. opens new opportunities for technological and social innovations.
This is why venture capitalists rushed into A.I. en masse, making this area red hot. In the report“Predictions 2017: Artificial Intelligence Will Drive the Insights Revolution” Forrester Research expects 300% increase in industry investment in A.I. in 2017 compared with 2016 [3].
Modern A.I. truly understands meanings of words, phrases and texts, it also can learn newthings by using semantic and neural networks. Customized microprocessors that mimic the
structure of human neurons are hitting the market, further accelerating evolution of true artificial brain. A.I. technology is available, venture capital is moving in, all together making thisproject practical. Generative inventions concept is in the air. It’s inevitable as a next logicalstep in A.I. evolution.

Fig. 1. Exponential evolution of A.I.
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3. A.I. as creative partner
The concept of generative inventions is quite different from methodologies and software toolsthat support innovative thinking. Mind mapping, TRIZ-based software systems teach users how
to think out-of-box or provide engineers with refined knowledge, which may help solve inventive problems. At the end, there is a human user, who formulates the novel solution.
Generative invention means, that A.I. system not only finds important facts, effects, analogies,
it also generates creative solutions on its own. In this case A.I. is not a tool, it is a creative
partner. It plays active role as a co-creator of novel technologies. Human inventor and creative
A.I. have different strengths and weaknesses, making this partnership pretty logical (Table 1).
Table 1
Humans vs. A.I.: strengths and weaknesses

A.I. as generative inventions: can produce much more conceptual designs for different constraints; has no psychological inertia problem. Humans: can judge generated concepts with cultural/corporate/personal filters; may apply intuition; are able to adopt concepts to needs of hierarchical dynamic world.
Despite much larger knowledge base and much faster generation of novel designs the main
purpose of creative A.I. system in form of generative inventions is to empower human engineers, designers, inventors and help them discover new technological opportunities.
Generative inventions has roots in Invention MachineTM project, initiated by research company
IMLab in Minsk and later funded by IMCorp in Boston, but there is a principal difference: themain idea of Invention Machine project was to develop intelligent software to support inventive
process. In this case software works as an intelligent assistant, helping engineers apply scientificeffects, TRIZ-tools and Value Engineering Analysis [ 4, 5].
Generative inventions project makes next logical step by focusing on automatic creation of newtechnical ideas, concepts, solutions, acting as a creative partner of human inventors.

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4. Architecture of A.I. system for generative inventions
In today’s totally computerized world everything is connected and everything tends to be intelligent. Modern technical systems are networked, interact with each other and human users [6].
To reflect this thesis, we suggest to use the term intelligent socio-technical system (Fig. 2)
instead of engineering/technical system [7].

Fig 2. Intelligent Socio-Technical System
The architecture of A.I. system for generative inventions (Fig. 3) includes three mainknowledge bases: first k-base consists of existing and predicted technical, social needs andtrends; second contains abstract technology shells representing different types of intelligent socio-technical systems; scientific effects and their technical implementations are presented inthird k-base.
Technology shell: new ideas, generated by inventors or TRIZ-experts at conceptual phase ofdesign, have a very high level of uncertainty. This is why many promising ideas are rejected at
this phase, because they are based on unfamiliar effects, exotic materials or have weak parameters.
TRIZ helps find ideas, which often have high potential value, because they resolve contradictions and are close to ideal solutions, but still a wide gap exists between such ideas and acceptance of them for further development.
To narrow the gap between novel idea and its acceptance we introduce technology shell as astructure, which includes main casual relation in semantic form of Subject-Action-Object, values of absolute and relative parameters, abstract solutions for desired and current parameters
matching, idea validation info (research and practical levels), related problems.
When A.I. system finds a novel idea in a form of scientific effect or technical solution, it fills
as many parts of technology shell as possible. In ideal case by filling all parts of the shell A.I.
system will not only find novel idea, it will be able to describe technical solution ready forexperiments and possible practical implementation. It is much easier to accept unusual idea by
an engineer if the idea is described in terms familiar to the engineer, together with all criticalinformation about parameters, experiments and prototypes.
Let’s fill the technology shell for concept: carbon nanotubes - cool - microchip of a computeror a smart phone.
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S-A-O: Subject X - cools - microchip
Conceptual idea 1: carbon nanotubes – cool – microchips
Parameters: thermal conductivity of carbon nanotube is several times better than cooper.
Parameters matching: n/a
Problem: weak interaction between carbon and metal of chip is a barrier for heat flow
Solution: add organic molecules to create strong covalent bonds between carbon nanotubes
and metal of microchips
Parameters of problem solution: six-fold improvement in the heat flow between metal andcarbon nanotubes
Validation, research: group of physicist with the Lawrence Berkeley National Laboratory’s
Materials Sciences Division and two former Intel researchers [8]Validation, practical use: not foundSuppliers of technology: not found
Amplifiers of main parameter: heat flow between carbon and nanotubes. Fields, structure,adaptive heat management. Transition from carbon nanotubes to graphene.
Validation of the idea is based on results of experiments: six-fold improvement in the heat
flow, which is very good, and high reputation of Lawrence Berkeley Lab.
There can be many shells with different levels of idea validation for function cool microchip.
For example: water in microfluid channels cools chips 60% more efficient than air, validation– research and experiments by industry [9], phase transition effect cools smart phones, validation – by Fujitsu [9], self-cooling graphene transistors may reach 100GHZ without externalcooling, validation – minimal, this concept is at discovery phase, but looks very promising [10].
Knowledge base in form of technology shells provides a unified model for new ideas generation
by direct analogy and also increases chance for acceptance of new ideas by including validation
data.
Generative Inventions Algorithms module performs following high level operations:
•
•

•
•

•

Needs and technology shells matching: existing needs are matched with technology
shells and/or scientific effects. By filling abstract shells with scientific and technicalknowledge, the module produces initial inventions.
Performance increase: parameters of main function of generated initial invention are
increased by using knowledge base of abstract amplifiers. This is a very important operation, because many innovative ideas are rejected due to low performance of novel
concept. Amplifiers help to refine original idea and make it more practical and acceptable.
Variations generation: different versions of the invention are generated: portable solution, modification for mass use, special design to reach record performance, for example, in sport.
Prediction of future needs and problems: by using hierarchical social and technicalneeds, robust technological trends together with newly published results of scientificresearch the module repeats generative inventions process, creating novel conceptualideas for predicted needs.
Novelty propagation: when researchers discover new scientific effect, it usually takes
many years before it is used to solve engineering problems. Same happens when engineers find great technical idea, which potentially can be used in many different areas,
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to spread the idea.
Novelty propagation is an A.I. algorithm, which takes novel technical solution, new effect or
recently discovered material, then finds areas where this new knowledge can be used in principle and by filling technology shells generates all possible inventive concepts, based on novel
solution or new effect/material.
Full operational version of novelty propagation algorithm will dramatically speed up implementation of new discoveries to solve technical problems.

Fig 3. Architecture of A.I. System for Generative Inventions
At the end of inventive process A.I. system creates an easy in use very large depository of
predicted needs, potential inventions and technical solutions. End users communicate with A.I.
system by using natural language interface. Human users make contribution to joint creativity
process by performing analysis of generated ideas and by planning future experiments.
Communication between creative partners has one serious problem to be addressed. The
knowledge base of A.I. system is several orders of magnitude larger than any individual canlearn during entire life span. It means, that many inventions, generated by A.I., will be basedon knowledge not familiar to human user.
We discovered this problem back in 1997 when Invention Machine Corp. tested special versionof software system TechOptimizer (now part of IHS GoldFire), which was able to combine
different scientific effects in order to design technical system to perform function stated byhuman user. We asked very knowledgeable research engineers to run the software, while watching their reaction to inventive concepts, generated by A.I. system. Typical reactions: if newconcepts were based on effects, known to engineers, they analyzed and discussed them; if there
was one unknown effect, they still tried to understand the concept; but with two or more unfamiliar effects engineers usually ignored them without even trying to go into details. This problem is quite serious.
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To increase chances of novel ideas acceptance we suggest to use technology shells as a format
for description of future inventions.

5. Hybrid creativity as foundation of new civilization
Human civilization was born, when Sumerians invented external memory, i.e. writing. Five
thousand years later we witness a very exiting phenomenon, what we believe is the birth of new
civilization, in which creative artificial intelligence will co-exists with human intellectuals [11].
We think, that rapid increase of creative A.I. performance may reflect fundamental principle ofthe universe – unlimited expansion of intelligence and creativity.
The most interesting and at the same disturbing trend which will lead to drastic change in human
life, is an exponential evolution of computer hardware, which opens great opportunities in writing creative software, capable of solving engineering and similar problems in non-stop mode,
i.e. inventing future technological world.

References
1. Turing A. M., "On Computable Numbers, with an Application to the Entscheidungsproblem." Proceedings of the London Mathematical Society, Ser. 2, Vol. 42, 1936, pp. 230-265.
2. Tsourikov V., et al. “Document semantic analysis/selection with knowledge creativity capability utilizing subject-action-object (SAO) structures”. United States Patent # 6,167,370 issued December 26,
2000.
3. Press G. “Forrester Predicts Investment In Artificial Intelligence Will Grow 300% in 2017”. Forbes,
Nov. 1, 2016.
4. Souchkov V. “Analysis of the Evolution of Intelligent Systems Based on TRIZ”. Journal of TRIZ,
2.1, 1991, 35-41 (In Russian)
5. Devoino I., Litvin S., at al, “Computer based system for imaging and analyzing an engineering object
system and indicating values of specific design changes “. United States Patent # 6,056,428 issued May
2, 2000.
6. “Design Methodology for Intelligent Technical Systems”. Edited by J.Gausemeier, F.Rammig,
W.Schäfer. Springer-Verlag, 2014, 276 p.
7. Altshuller G.S. “Creativity as an Exact Science”. Gordon and Breach, 1984. 320 p.
8. Hsu J. “Carbon Nanotubes Could Solve Overheating Problem for Next-Generation Computer
Chips”, 2014. http://spectrum.ieee.org/tech-talk/computing/hardware/carbon-nanotubes-could-solveoverheating-problem-for-nextgen-computer-chips
9. Patel P., “Four New Ways to Chill Computer Chips, Pocket refrigerators, Heat sinks”, 2015.
http://spectrum.ieee.org/computing/hardware/four-new-ways-to-chill-computer-chips
10. Alimov G, et al. “Abrupt current switching in graphene bilayer tunnel transistors enabled by van
Hove singularities” Scientific Reports 6, Article number: 24654, 2016. https://www.nature.com/articles/srep24654
11. Tsourikov V. “Computational Creativity: a Path to Future Civilization”. Invited talk, TRIZfest 2014,
Prague, September 5, 2014.

Corresponding Author:
Valeri Tsourikov: valerymt@gmail.com
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TRIZfest 2017
September 14-16, 2017. Krakow, Poland“HOW TO ADMINISTER TRIZ?” – EXPERIENCES IN
INTRODUCING TRIZ
Suresh Rajana, P.V.Narayanaa

TRIZ Association of Asia, Mumbai, India

Abstract
TRIZ is established in many large organisations as a key process to maintain the innovation engine.
However, this hides the fact that to achieve this status it has taken time and special efforts. As in many
initiatives there are the usual top-down and bottom-up approach, with most proponents agreeing on clear
need of a top down approach.
The authors have had mixed experiences in introducing TRIZ in organisations. This paper is an attempt
to identify key factors and correlate with leading indicators of an effective implementation of TRIZ.
This is hoped to strengthen the theory for what could be an appropriate method to introduce and sustain
TRIZ in organisations.
.
Keywords: TRIZ introduction, implementation, Experiences

1. TRIZ implementation challenge.
1.1.

BackgroundThe success of pioneers in utilisation of TRIZ as an innovative tool is well publicised. TRIZ
has helped these organisations to find a way to consistently deliver on innovation metrics. These
organisations have institutionalised innovation by embedding the ‘TRIZ way’ of doing in theirroutine practices. They have also developed internal organisational structures to sustain the innovation engine.
How have these organisations reached this level? What were the challenges faced in the beginning, how have they overcome it? It is evident from their experiences that this has been achieved
over many years of effort1-3,6. How did they sustain this interest in TRIZ?
We have in this paper tried to study the challenges faced by practitioners and have comparedwith our own experiences in approaching Indian firms planning to incorporate TRIZ in theirinnovation armoury.

1.2 What have others said about Challenges in implementation:
Literature on implementation of TRIZ in organisations 1-4 deal with the success achieved anddescription of the process followed. The narratives refer to in retrospect mainly describing the185

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achievements made and existing status of the organisations with scanty,5,6 publications on descriptions during the initial period when challenges would have been innumerable.
GE1 has historically introduced TRIZ as a part of their Quality effort more specifically their
DFSS team (Design for Six Sigma methodology). TRIZ was found beneficial in building alternate concepts and later the scope of application has widened. In retrospect GE has followed theprocess dictated by the change management process, starting with identification of the needfollowed by mobilizing commitment and lastly making the change last.
Adunka2 have reported the implementation of TRIZ in Siemens automation. The introduction
has been done with an eye on the outcome in a methodical manner with multiple training workshops concepts based on outcomes targeted. They have found great amount of initial success inthe solutions obtained and a drastic increase in the innovations reported. The innovation has
been institutionalised by setting up of academy with various training levels.
Jun et. al.3 have explained the method followed in Samsung. The major difference in their implementation seems to be the focus provided by Samsung leadership to use TRIZ to become aleader from a traditional fast follower company. Large number of external experts inductedalong with a clear direction for internal employees to independently handle TRIZ projects are
the highlights of Samsung TRIZ story.
A study by Moehrle5 indicates there is a method in how the various tools of TRIZ are utilised.
to understand the usage of TRIZ. The authors have identified subsets in the TRIZ tools whichusers accept. This acceptance is based on user appetite and need for using TRIZ. These subsets
require different level of understanding and pose different levels of difficulty to users.
Jirasek and Kulhavy6 have studied the introduction of TRIZ in a mechanical engineering industry. The authors had a mixed response. TRIZ was found to be useful for assisting innovators
find new ideas. Their study also showed that short trainings are found to be ineffective as it led
to a mismatch of expectations with deliverables. They found there was a case for selecting only
a handful of tools for training to meet expectations.
Victor Fey7 in his keynote address has mentioned the challenges TRIZ has to overcome to“soar” rather than just “fly”. Here Fey has bought out the special ability of TRIZ to solve difficult problems in the most effective way. However, to achieve this one needs to be speciallydisciplined in following the process laid out by TRIZ with no real short cuts. ‘Complex’, ‘inessential’ and ‘undemocratic’ are the three contrarian terms used by Fey to describe TRIZ to bringout the special nature of TRIZ implementation. In essence, Fey believes TRIZ cannot be a tool
for mass implementation and will be a niche tool especially for the more challenging problems.

1.2 What Challenges do successful training program in general face:
Success of TRIZ training broadly would also face issues faced by any training program. The
dynamics of a successful training program requires many elements in place. Calhoun et. al8
have identified a model which captures 6 elements required for successful training. Coined as
6D the elements are:
D1 Define Business Outcomes, Any training program should cater to business objective to be
identified by all.
D2 Design the Complete Experience. The training should also design the actions subsequent to
the training so the participants are clear of the expectations and actions.
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D3 Deliver for Application. True learning requires the participants to apply the learnings intheir situation which needs to be monitored
D4 Drive Learning Transfer. The learnings have to be brought to the workplace situation for it
to be the new normal.
D5 Deploy Performance Support. The organization should facilitate the deployment of the technique by supporting the participant and identifying accountabilities of key change agents andhave timebound reviews.
D6 Document Results. Documenting the experiences of the learning helps the learning process
to be identified.

2. Analysis:
We can summarise the main challenges for an appropriate TRIZ implementation as below.
The organisations are at different levels of their TRIZ journey. For organisations in the beginning the stage is identified as “Buy-In” where the organisation is in the process of identifying
TRIZ as an engine for innovation. For organisations where the Leadership have identified with
TRIZ the stage is called as “Institutionalisation”. In both the stages the challenges faced are
identified by 5 Main factors listed below.
Table1
Factors for implementing TRIZ implementation
Stage

Sr.
No.

Main Factors

Sub factors

Buy in1Management buy in

Setting Business Objectives, Jun3, Calhoun8, JiInternal champion
rasek6,2

Proof Of Concept ex- Success stories, Team exper- Moehrle-5
perience
tise.

3

Management Support

Directions, Reviews.

4

Process orientation

Performance support, Learn- Gardner1.
Cal8
ing transfer
houn , Adunka2

5Complexity

Subject matter knowledge, Moehrle5, Jirasek6
learning curve.

Instituitionalisation

AuthorAdunka2, Jun3

The main stages could be associated with any new initiative. In TRIZ implementation the factors contributing to the success of the stage have elements which need special attention.

3. Our study:
The authors have been involved in the implementation of TRIZ in numerous organisations.
These organisations belong to sectors like Engineering , Consumer goods, Auto and auto ancillaries, Electrical goods and services. For the sake of this study the authors identified 12 organisations in which TRIZ is being applied as a tool to enhance their innovation potential. These
12 were selected on the basis of the seriousness of the organisations in implementation.
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These companies are in the process of implementation of TRIZ process and have invested anywhere between 6 months to 30 months in this method. Companies in the ‘Buy-In’ stage haveinvested 6 months to 2 years and companies in the ‘Institutionalisation’ stage have invested 3
to 5 years.
The 5 main Factors for TRIZ implementation identified from the above analysis are as below.
1. Management ‘Buy-in' is essential to set a clear objective for the intervention and also
help develop focus for the participants beyond the initial classroom training. Identification and effectiveness of an internal champion to keep the agenda alive is crucial.
2. POC Experience: POC is the step wherein the organisation and participants gain confidence in the ‘suitability’ of TRIZ. This is a tough call which is the first step where theorganization gets a taste of what TRIZ is capable of. In most cases based on the outcome
the buy-in takes place.
3. Management Support. Once having taken the step of deciding to use TRIZ, senior management sets the priority for the organization. Reviews and setting the process for theapplication of the learnings by senior management becomes important. The role of theinternal champion is crucial.
4. Process orientation: For learning to be transferred and to get best results sticking to theprocess and building a process view of TRIZ is important.
5. Complexity : For more intransigent problems and better solutions there is a need to takeup the more abstract parts of TRIZ which demand different expertise to be utilized.
Complexity is mostly relevant in organizations which have reached a maturity in usageof TRIZ.
The organisations studied are in various stages of implementation hence what it is appropriate
to identify and study the leading factors. We rated the organisations on these factors. For eachof these organisations we also identified key leading indicators of success in implementation as
below:
1. Quality of success stories.
2. No of projects implementing TRIZ.
3. Number of employees trained.
The factors and response were collected based on a survey with the clients. The responses werenumerically converted as per Table2 given below:
Table 2
Explanation of Survey Factors and Response

Factors

Factors and Response

Rating significance (0 -lowest and 10 highest)
0

10

Management ‘Buy inno buy incomplete Management buy
in

POC Experience.

No ideas

Breakthrough Ideas

Management Support

No reviews

Regular reviews

Process orientation

No adherance

strictly TRIZ method

Complexity“Simple’ TRIZ tools

Use of level 3 professionals

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Response

Quality of success story

No new ideas

TRIZ implementation in No new projects
projects
Employees trained

Novel unthought of ideas
All projects using the TRIZ
filterNo new employees All employees trained
trainedThe values of both the factors and response was represented as a single number by taking the
average of all the factors and responses. Thus, evaluation of each client was represented by one
factor and one response. Fig1 represents the factors and response of each of the clients as ascatter plot .

Fig 1: Correlation of the Factors and responses from TRIZ users

There is a strong correlation of the main factors identified with TRIZ implementation. The highvalue of the regression coefficient indicating significant amount of the variation in response isanswered by the factors identified.

4. Conclusion
Successful TRIZ implementation can be decomposed into two components namely buying-in
and effective institutionalization.
Senior Management buy in & support, Proof of Concept (POC) experience and process orientation are factors which play an important role in enhancing effectiveness of implementation.
Addressing complexity could play an important role in extracting maximum value from TRIZ.
However, this requires a higher level of commitment from the stakeholders in the TRIZ process

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References1.

Gardner M. “Implementing TRIZ”, GE internal presentation, TRIZ conference 2014.

2.

Adunka R. “Lessons learned in the implementation of TRIZ at Siemens Automation andDrives” TRIZ Conference 2007

3.

Jun Q, Shin D-L.” TRIZ Propagation Strategies in SAMSUNG Electronics Co.”,
www.triz.co.kr; Mar 27th 2015.

4.

Domb. E, Kowalick. J, “How to bring TRIZ into your organisation”, The TRIZ journal,
Oct 1997.

5.

Moehrle, M. G.. How combinations of TRIZ tools are used in companies - results ofa cluster analysis. R&D Management, 2005, vol 35 #3, pp 285-296.

6.

JIRÁSEK, Michal a Viktor KULHAVÝ. “Implementation of the TRIZ innovation
methodology: experience from a mechanical engineering company” . Trendy v
podnikání, , 2015, vol. 5, #. 3, pp 3-8.

7.

Victor Fey “Why Does Triz Fly but Not Soar?” ETRIA World Conference TRIZ Future 2004

8.

Calhoun Wick, Roy Pollock, and Andrew Jefferson, “The Six Disciplines of Breakthrough Learning”, 2010 John Wiley & Sons, Inc.

Corresponding Author:
Suresh Rajan: go.vasu@gmail.com

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TRIZfest 2017
September 16-18, 2017. Krakow, Poland

HOW THEORY OF INVENTIVE PROBLEM SOLVING (TRIZ)CAN BE IMPLEMENTED TO AUTOMOTIVE INDUSTRY IN
THE EXAMPLE OF JAGUAR LAND ROVER?
Kayhan Sirdaraa

Bursa, Turkey

Abstract
The aim of this article is to constitute methodology for the potential applications of TRIZ to automotive
industry in the example of Jaguar Land Rover. This paper tries to identify and analyse requirements ofapplication specific to company, potential financial and non-financial benefits could be achieved via
implementation. That work also aims to provide alternative approaches for stakeholder integration &engagement and management strategy for required changes to ensure appropriation of methodology for
future applications. With conducting interviews, analysing existing methodologies used by company
and potential application of TRIZ intended to be evaluated in terms of, effectiveness and areas can be
improved. Additionally, the article presents how TRIZ could improve level of innovation, design anddevelopment and how technological evolvement prediction could influence company strategy.
Keywords: TRIZ, Automotive, Implementation Strategy, Change Management

1. Introduction
Theory of Inventive Problem Solving (hereafter TRIZ) presents systematic problem-solving
methodology with innovative outcomes [1]. The methodology constructed upon discerning systematically prospering and simple solutions or answers which lessens input required to comeup with elegant, simple but vigorous solutions. By providing systematic approach which influence its users to think outside of box, TRIZ enable individuals to build their unique toolkit toproblems to solve problems in their styles and accelerates problem solving for individuals andteams. However, TRIZ interpreted as a methodology which can only provide technical solutions
to faced problems and its applications couldn’t be expanded further areas. Some authors define
reasons for that as TRIZ doesn’t meet the expectations of users and doesn’t have rich parents
like kaizen or six-sigma [2]. The aim of the paper is mediating an implementation strategy for
TRIZ in automotive applications and evaluating its effects on company strategy.
Jaguar Land Rover (hereafter JLR) is built around two iconic British automotive brands merged
after Tata Motors acquisition from Ford. Land Rover is world’s leading manufacturer of allwheel drive vehicles in premium and Jaguar is one of the best brand for luxury sports saloon
vehicles. JLR also is major investor in research, development and engineering for automotive
industry in UK. JLR has two research and engineering design centres and four manufacturing
plants in UK where company operates more than 100 countries worldwide. The company took
number of awards recognizing and respecting diversity and inclusion journey. JLR’s culture
drives business excellence to achieve better efficiency, productivity and cost management. In
order to achieve these aims, JLR gives great importance to innovation [3].
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1.1. Research Methodology
Retro perspective approach preferred for obtaining information within literature and industry
where that approach based on both colleting of past data for unit analysis and evaluating theimpact of engagement. Phenomenon of interest selected as TRIZ and its industrial applications
and stakeholders who will be most affected in the case of implementation identified as productdevelopment, human resources and strategy departments. Potential areas of concerns also prescribed as change implementation, effects of improvement effectiveness, project planning andcompany strategy. Total number of seven interviews completed with JLR employee working invarious departments. In addition, an interview is conducted with a TRIZ expert who gives trainings in various continuous improvement methodologies and TRIZ to evaluate the validity andconsistency of ideas where also valuable thoughts of expert tried to be taken. Interviews andcompany documents taken as primary source of information. Potential impact of study tried tobe identified by evaluating various sources to find relevant information about phenomenon.
Appraisal of impacts continued until impacts of study resulted gratifying predictions which
would lead recommendations for future.
Inductive approach selected as methodological strategy in which theories proposed towards theend of research result of observations. Patterns of phenomenon tried to be utilised by using
observations and explanation developments. By taking data sets as basis, patterns and relationships employed to reach conclusions in order to explain phenomena [4,5]. Explored patterns
employed to address the research objective of paper which is “Promoting implementation strategy for potential application of TRIZ in automotive industry”. Inductive reasoning preferred toanalyse process oriented questions. Academic articles, interview findings and analyse of internal documents compared to identify patterns. To settle baseline and gain understanding for potential application and its effects on company, literature review focused on TRIZ, change management, continuous improvement, project planning, problem solving, technological evolvement and its effects on company strategy

1.2. Literature Review“Teorija Rezhenija Izobretatelskih Zadach” (TRIZ) developed by Genrich Altshuller and his
team who studied 400,000 patents where they discovered regularities and basic patterns whichgoverns creating new ideas and problem-solving process. That methodology regarded as beneficial for developing new systems and providing set of principles to system or technology evolution trends [6]. Objectives of TRIZ defined as cost reduction of manufacturing, product/process improvement, cost reduction by avoiding competitor patents, developing new core technologies and new concepts for existing product design. Parallel to these objectives, six directions of TRIZ identified as existing product improvement, new product development, manufacturing technology development, patent overcoming and new patent development, short/longterm forecasting and scientific and research engineering [7].
Unlike various problem solving and continuous improvement methodologies, TRIZ helps to
identify problems and propose direct solutions to problem by classifying and analysing root
causes of problem. In shallowly, TRIZ methodology also could be expressed as, problem similar to mine could be already solved. Proposed direct solutions based on inventive principles,
trends of technical evolution and standard solutions. In order to identify required improvements,
TRIZ suggests problem need to be reduced to its essentials and need to be indicated in conceptual format. Later, problem could be matched with conceptual solutions. Finally, conceptual
solutions could be transformed to factual and specific solution which address the original problem [8].
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Although TRIZ tools doesn’t present strict sequence for application, these tools could be categorised within five fields which are current state, resources, goals, intended state and transformation. Current state tools try to identify how current situation looks like, resource tools help
to distinguish available resources in terms of both currently using ones and additionally available ones. Goals selection tools enable user to satisfy and ensure goals of the system. Intended
state tools provide out view how future solution need to be look like. Transformation tools helps
to identify required steps to transform current state to intended one [9].
Continuous improvement process aims to lead gradually developments to present capabilities.
Some conjunct aims observed among different continuous improvement tools such as; satisfying customer needs, improved organisational performance and the absence of errors where quality improvement is also main concern [10]. Different to gradual developments, TRIZ can provide faster and effective solutions with its powerful tools such as engineering parameters, inventive principles and contradictions matrix [11]. In addition to solving existing problems,
TRIZ could enable companies to develop new products and predict new markets with using
forty inventive principles and eight trends of technical evolution. Furthermore, TRIZ could provide access to database of cause/effect built based on experiences from other companies andindustries [12]. Predicting the direction of technological evolution and anticipating market
trends enables company to form strong strategy. As stated in JLR’s annual report, “Future success will be based on continuous process of anticipating new market trends”. These trends are;tighter fuel economy relations and increased safety standards, increased demand for digitalisation of car, automobiles as all-purpose vehicles which requires flexibility of choice, increased
cross- based comparison[13].
TRIZ often considered as set of tools which help designers to reduce trial and errors and indesign and develop areas [14]. In addition, Spreafico and Russo implies that, TRIZ can be usedin quality improvement and product or process innovation [15]. However, TRIZ methodology
and applications being condemned in numerous dimensions. Inadequate specificity of TRIZ
literature, lack of predominant modalities to present idea [16], word-centric structure which
considered as hard to adapt for initiative and visual thinking styles, some tools considered as
being too artificial [17], difficult fundamental principles and dissemination of theory [18]. Unfamiliarity, shortcoming of standards and lack of corporate sponsors can also be consideredbarriers against implementation [19]. The unfamiliarity of TRIZ could be eliminated by actualisation of theoretical phenomenon. Jirásek and Kulhavý states that, practically oriented trainings to create real life innovations could increase popularity by providing tangible outcomes[20].
Samsung Group is one of the early implementers of TRIZ. Between 1998-2004, company obtained 150 patents and made financial contribution around 250 million US dollar with TRIZ
application. TRIZ activities were used for technology and product prediction. Company integrated TRIZ to improve process and products, reduce costs of manufacturing, design and develop future technologies. Unfamiliarity obstacle were tackled with getting successful results
in real project with application of TRIZ methodology. Essential requirements of application
specified as management support, public recognition, innovation network and including people
with innovation experience. At beginning stage, management support considered as most important requirement where TRIZ was introduced company from top level including CEO. Including people with innovation experience and encouraging TRIZ activities by linking withpromotion also contributed for easier and faster implementation. Employee motivated with successful outcomes of real project where TRIZ methodology is used. Samsung also holds TRIZ
festival to create public recognition where successful projects were exhibited and awarded
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prizes. In addition, Samsung hired full-time TRIZ specialists in corporate technology operations
division to get help employee with TRIZ in the areas of consulting, training, solving problems
in projects and promoting in-company experts [21].
Firm’s innovation capabilities can provide flexibility to adapt demanding and constantly changing requirements of industry by providing range of alternatives. Technological diversification
enables companies to sustain business renovation and evolution of firm where patent portfolio
could help company to achieve these. Technology could help prioritisation among various alternatives by providing alternatives to evaluate [22,23]. By providing range of possibilities,
technology supports integral relation to company’s strategical thinking where technologicalstrategy need to be elaborated with planning and production to turn designed capability into
saleable goods and services [24].
For smoother and effective implementation, related stakeholders need to feel themselves as partof process where asking employee opinion creates a feeling where these people consider themselves as a part of change. Requirements, outcomes and purposes of the change need to be well
explained to convince stakeholders. Personal needs at different levels and initial plan need tobe modified appropriately for better change management [25]. Tools and practices which aregoing to be applied during process need to be selected in complementary manner and thesetools and practices need to be integrated with current practices. Also, the plan of implementation and how all steps fit together need to be constructed [26].
Management have great role at implementation of change where they could influence culture
by controlling things to pay attention, measure and control. Furthermore, management also deliberate role modelling and coaching others to internalise desired values [27]. Management roleneed to be coaching their juniors to solve problem by themselves rather than delivering solutions to problem [28]. Top management behaviour ought to be translating implementation process and goals to way stakeholders can understand where that language should be refrained
from complex or theoretical perspective [29]. On that way, company culture can assist managers to overcome prejudges if it emphasizes being open to different opinions and sharing values[30].

2. Analysis and Results
Following chapter compares primary data obtained from interviews and existing validities ofliterature. These separate information sources are utilised to identify financial and non-financial
benefits of application, constructing change management strategy, evaluate potential effects oncompany and develop implementation strategy for potential TRIZ application specific to company.

2.1. Analysis
Continuous improvement tools are used in production and service industries in the areas ofprocess monitoring, production control, preventative maintenance for production and optimisation & simulation for service industries. However, continuous improvement tools being criticised generating rigidity and over focusing on solving problems without innovation. Interviewees contribute these shortages by stating these tools are not sufficient to contribute innovation,
being ineffective for complex problems and over focusing on production. One interviewee contributes, strict tools unable to contribute innovation where flexibility is necessary. Most of interviewee agrees on problems commonly repeat itself and they develop similar solutions tosolve these problems.
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JLR practices Tata Business Excellence Model (hereafter TBEM) to execute excellence activities in company. TBEM provides opportunity to align all range of stakeholders and bits ofsupply chain to practice organisation capabilities improvement and effectiveness. In order tostrengthen excellence in manufacturing JLR use wide range of problem solving and continuous
improvement tools used in company such as Kaizen, Lean, Six-Sigma, FMEA etc. Furthermore,
JLR also formed unique tools specific to company such as Concern & Countermeasure tools toclassify required actions or containments for analysed concerns and countermeasures and Practical Problem Solving tool which incorporate different features within one tool. Although thesetools provide beneficial outcomes process improvements and daily problems they could be criticised not being innovative. TRIZ could help company to develop inventive solutions and predict evolution of technology which can help company to developing future products. Solutions
or lessons learned databases enable users to learn from previous problems which could minimise required time for solution of repeating problems. Only two interviewees use these databases to find solutions for repeating problems. TRIZ could be beneficial to tackle these deficiencies where continuous improvement methodologies couldn’t lead innovation.
Uncovered areas identified as:••••

Current application of methodologies won’t provide analysis of technological trends
Used tools enable to identify root causes of problem but they couldn’t offer direct
solutions
These tools solve problems exclusive of leading innovation
Similar problems database couldn’t efficiently use

JLR identifies core values of company as excellence, integrity, pioneering, unity and responsibility. Specifically, unity and excellence are directly related with continuous improvement
where unity described as investing people by providing continuous training and excellence defined as aiming to achieve highest standards of quality. Innovation enables company to achieve
pioneering to develop customer insight and innovative solutions. Trends influencing automotive industry described by JLR as; increased demand for digitalisation of products, tighter fueleconomy and safety standards, flexibility of chooses in products, increased cross-band pricecomparison, increased usage of digital resources on purchasing decisions and threat of new
entrants to industry especially technology giants. JLR considers innovation as essential to conform the requirements of these trends. Almost all interviewee considers innovation is essential
for JLR. Their opinions converge on innovation improves efficiency, current abilities, reduces
necessary requirements and sustain their competitive advantages.
Most important aim of continuous improvement activities is reducing cost of manufacturing.
TRIZ is differentiated with continuous improvement methodologies providing innovation in
addition to leading cost reduction. Continuous improvement tools mostly focused on process
improvements where it couldn’t contribute product improvement. Parallelly, one interviewee
contributes, application of continuous improvement can only provide solutions for daily problems. Another interviewee builds on that, strict roadmaps of these methodologies causes inability to contribute innovation. Existing product dimensions and manufacturing technology directions of TRIZ enables to achieve the aims of continuous improvement tools. In addition,
development of future technologies, forecasting of new concepts, avoiding competitor and discovering new patent objectives of TRIZ are related with innovation. Furthermore, scientific andresearch engineering, patent overcoming and development and short or long-term forecasting
directions enable TRIZ to contribute innovation where it is considered as essential for JLR.
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Also, trends for technological evolution and trends enable designers to explore areas for value
generation and evolutionary limits for design.
By providing relatively flexible structure compared with other methodologies, TRIZ can help
to improve existing innovation capabilities where different users can develop unique toolset
specified for different problems with combination of different tools. TRIZ instructor interviewee contributes as, JLR could benefit 40 IP’s and contradiction matrix detailed design andevolutionary trends in product strategy. However, there doesn’t exist formal TRIZ training in
JLR as interviewee indicates.
TRIZ also can provide first mover advantages and lead business strategy to blue oceans where
lower competition exists with prediction of technological evolution and trends. Through these,
JLR could strengthen their pioneer reputation which parallel strategical aims of company. First
mover advantages can be enlarged as gaining access to unique customer and sale channels anddefining standards for technology where late movers need to conform. Furthermore, company
could analyse substitute products which could regarded as threat for existing products. In theexample of evolvement of photographic film to digital photography could be predicted beforehand where hybrid or electric car technologies could be regarded in same manner.

2.2. Results and Implementation Strategy
Continuous improvement activities used in JLR mainly focuses on process improvement toimprove efficiency of manufacturing operations. However, JLR regards innovation is essential
for their products. Advertising innovation capacities of TRIZ contribute to took employee interest and raise popularity of TRIZ within firm. Most of the interviewee express their main
motivation for continuous improvement methodologies as self-improvement opportunities.
Therefore, employee motivation could be achieved self-improvement opportunities of methodology are well advertised. In addition, one interviewee working on quality department explained as, continuous improvement methodologies help in daily work they done. Process innovation opportunities took interest of employee working on manufacturing operations where
employee working in design and development departments could be uninterested with continuous improvement methodologies if they consider these methodologies wouldn’t help in their
daily work. However, product improvement focus of TRIZ could take interest of employee
working in design and development departments. By providing future trends of technology,
evolutionary trends tools can help designers and developers to develop their work a step further.
Also, evolutionary trends enable these people to identify evolutionary limits of design and areasfor value generation. By providing future state of product, evolutionary limits could be beneficial to make selection between alternatives. Continuous improvement activities criticised fortightly structured methodology where it could limit innovation where flexible of TRIZ structurewith wide range of tools can encourage employee to use that methodology.
Improved innovation abilities provided by TRIZ can reduce requirement of externally sourced
technologies and improve the patent portfolio. As one interviewee contributes, evolutionary
trends would be beneficial to guide product strategy and road mapping. There exist fixed costs
on research and development activities where these costs would be harm the profitability ofdevelopment activities if managed inadequately. Therefore, technological development activities need to be aligned with planning and production aims to ensure these capabilities transformed into saleable goods and service. In other words, technology development activities don’t
guide profitability where not all technological change is strategically beneficial.
TRIZ could be presented to JLR with collaboration of other tools to reach employee. These
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unique tools. DFMA can help to evaluate and analyse existing design where TRIZ assists tocreate innovative design solutions. Likewise, QFD can transform customer requirements to engineering parameters and expose negative relations in the form of contradictions where TRIZ
can easily eliminate. QFD and VoC can also help to understand customer needs where TRIZ
can provide innovative solutions to identified areas. In the same manner, Lean and Six-Sigma
can be used to identify trade off solutions where TRIZ can eliminate these contradictions. That
strategy would be considered as limiting TRIZ application but it can beneficial in the initialisation of application and raises awareness.
Foundation of innovation network is also essential for implementation where that network
would be beneficial in designing and managing necessary activities for training, assistance andguidance for projects. Furthermore, full time specialist would be beneficial at initiation stage
by helping employee in consulting, training and solving problems in application where theirexperience and skills enable smoother and more effective implementation. For guiding the projects in departments, TRIZ teams could be formed in each department. These teams can besupported by TRIZ specialists in the areas of training, consulting and solving problems in application of projects. TRIZ teams can take the workload of TRIZ specialists where employee
can ask the guidance and help TRIZ teams first where simpler problems wouldn’t take time of
specialists. Forming these teams with members who previously had innovation experience can
improve the efficiency of implementation where these people already understood innovation
activities and they can provide more realistic analysis on what can be achieved or not. TRIZ
specialists and TRIZ teams can provide mutual benefits for each other where TRIZ teams decrease workload of specialists and TRIZ team members provide insights and realistic feedback
to specialist for successful implementation. Members of TRIZ teams can be considered as
champions who provide guidance and assistance and TRIZ specialists could be evaluated astechnical experts about methodology.
Intensity and content of training also crucial for effective implementation. There could be twolevels of training which are basic and advanced levels. Content of basic training is developing
basic awareness and education of elementary tools. That program enables participants to apply
simple techniques to solve their problems. On the other hand, aim of advanced training is raising
employee for internal TRIZ organisation levels such as TRIZ teams or specialists in order toeliminate the level of external support. Participants would be educated for more capable tools
and complete their projects which based form their daily problems can be completed in theguidance of TRIZ specialists or TRIZ teams. In the example of JLR, basic training can be provided optionally and successful participants could be offered for advanced trainings to raise
participants for TRIZ teams. In addition, content of the training need to be focused on actualtechnical problems employee faced which could improve employee motivation and raise interest against methodology. TRIZ is stereotyped as complex methodology where solving daily
problems as examples and simplifying the training content can help to overcome these problems.
Incentivisation of training or successful projects wouldn’t preferred in JLR to build motivation.
Employee motivated to improvement methodologies by emphasizing self-improvement opportunities or providing promotion opportunities. Same preference can be used for TRIZ by underlining self-development opportunities and linking promotion or getting higher positions inhierarchy could be used to motivate employee for TRIZ activities. Also, creating opportunities
for blue collar to promote in hierarchy can be used for employee motivation where their specifichands on knowledge could be merged with TRIZ to create innovative solutions.
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3. Conclusions
By conducting interviews with JLR employee and analysing existing methodologies used incompany, implementation strategy tried to be constructed for potential TRIZ application to
JLR.
Interviews had been conducted with JLR employee from Human Resources, Quality, Strategy,
Product Design, Research and Development departments and one training expert who gives
various improvement methodologies training for companies including JLR. The content of theinterviews focused on the areas of current awareness of TRIZ and other improvement methodologies within company, advantages and disadvantages of these methodologies, how far individuals are motivated for these methodologies, what is the importance of corporate sponsors
with recognition of methodology, what are the reactions of individual against beneficial featuresof TRIZ. Literature review focused in the areas of change management, innovation andknowledge management, employee motivation, company strategy and TRIZ. Suggested implementation strategy enable company to utilize innovation focus and prediction of technologicalevolution of TRIZ which comprises uncovered areas of application of current tools used in JLR.
Findings of the work could be generalised to automotive industry by evaluating employee profile, company structure and culture, innovation and knowledge management strategy, technology strategy, current improvement methodologies and their potential effects of implementation
specific to company.

Acknowledgements
I would like to express my graduate to interviewees, Luiza, Pelin, Adrian, Fatih, Mike, Nurkan,
Robert and Roger for their contributions.

References
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Wiley. https://doi.org/10.1002/9780470684320
2. Cavallucci, D. (2009). World Wide status of TRIZ perceptions and uses a survey of results. A
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3. Jaguar Land Rover. (2016). The Jaguar Land Rover Way. Retrieved March 14, 2017, fromhttp://www.jaguarlandrovercareers.com/about-jlr/

4. Goddard, W., & Melville, S. (2001). Research methodology: an introduction. Juta. Retrieved
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dq=++Research+Methodology:+An+Introduction&ots=XsvdScAM6o&sig=bxAiEenM26rlSS12Z2cNDdoXbkU#v=onepage&q=Research Methodology%3A An Introduction&f=false

5. Saunders, M. N. K., Lewis, P., & Thornhill, A. (2016). Research methods for business students (Seventh ed). Harlow, Essex. Retrieved from http://encore.lib.warwick.ac.uk/iii/en-

core/record/C__Rb2860917__SResearch methods for business students__Orightresult__U__X6?lang=eng&suite=cobalt

6. Ilevbare, I. M., Probert, D., & Phaal, R. (2013). A review of TRIZ, and its benefits and challenges in practice. Technovation, 33(2), 30–37. https://doi.org/10.1016/j.technova-

tion.2012.11.003

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7. Krasnoslobodtsev, V., & Langevin, R. (2006). Applied TRIZ in high-tech industry. Proceedings of TRIZCON2006, …, (April), 1–8. Retrieved from www.triz.org
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tion.2012.11.003

9. Moehrle, M. G. (2005). How combinations of TRIZ tools are used in companies - Results of acluster analysis. R and D Management, 35(3), 285–296. https://doi.org/10.1111/j.1467-

9310.2005.00390.x

10. Hietschold, N., Reinhardt, R., & Gurtner, S. (2014). Measuring critical success factors of
TQM implementation successfully – a systematic literature review. International Journal of
Production Research, 7543(July), 1–19. https://doi.org/10.1080/00207543.2014.918288
11. Moehrle, M. G. (2005). How combinations of TRIZ tools are used in companies - Results of acluster analysis. R and D Management, 35(3), 285–296. https://doi.org/10.1111/j.1467-

9310.2005.00390.x

12. Maia, L. C., Alves, A. C., & Leão, C. P. (2015). How could the TRIZ tool help continuous improvement efforts of the companies? In Procedia Engineering (Vol. 131, pp. 343–351).
Elsevier. https://doi.org/10.1016/j.proeng.2015.12.412
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14. Arcidiacono, G., & Bucciarelli, L. (2016). TRIZ: Engineering Methodologies to Improve theProcess Reliability. Quality and Reliability Engineering International, 32(7), 2537–2547.

https://doi.org/10.1002/qre.1955

15. Spreafico, C., & Russo, D. (2016). TRIZ Industrial Case Studies: A Critical Survey. In
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tion.2012.11.003

18. Chechurin, L., & Borgianni, Y. (2016). Understanding TRIZ through the review of top cited
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20. Jirásek, M., & Kulhavý, V. (2015). Implementation of the TRIZ innovation methodology: experience from a mechanical engineering company.
21. Krasnoslobodtsev, V., & Langevin, R. (2006). Applied TRIZ in high-tech industry. Proceedings of TRIZCON2006, …, (April), 1–8. Retrieved from www.triz.org
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66(10), 1970–1975. https://doi.org/10.1016/j.jbusres.2013.02.020
23. Kabakova, O., Plaksenkov, E., & Korovkin, V. (2016). Strategizing for Financial Technology
Platforms: Findings from Four Russian Case Studies. Psychology & Marketing, 33(12), 1106–
1111. https://doi.org/10.1002/mar.20945

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24. Kantrow, & A.M. (1980). Strategy-technology connection. [Use in decision making]. Harvard
Bus. Rev.; (United States), 58:4. Retrieved from https://www.osti.gov/scitech/bib-lio/5036766

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87(4), 99–103. Retrieved from http://0-eds.b.ebscohost.com.pugwash.lib.war-

wick.ac.uk/eds/detail/detail?sid=69f3dd18-cf8d-44fc-9f49-964de7e75ff7%40sessionmgr103&vid=0&hid=108&bdata=JnNpdGU9ZWRzLWxpdmU%3D#AN=37021
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26. McLean, R., & Antony, J. (2014). Why continuous improvement initiatives fail in manufacturing environments? A systematic review of the evidence. International Journal of Productivity
and Performance Management, 63(3), 370–376. https://doi.org/10.1108/IJPPM-07-2013-

0124

27. Knapp, S., Albliwi, S., Antony, J., Abdul, S., & Lim, H. (2015). Lean Six Sigma implementation and organizational culture. International Journal of Health Care Quality Assurance International Journal of Productivity and Performance Management, 28(2), 855–863.

https://doi.org/10.1108/IJHCQA-06-2015-0079

28. Clark, D. (2016, January 26). Quality improvement in basic histotechnology: the lean approach. Virchows Archiv. https://doi.org/10.1007/s00428-015-1838-0
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TQM implementation successfully – a systematic literature review. International Journal of
Production Research, 7543(July), 1–19. https://doi.org/10.1080/00207543.2014.918288
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https://doi.org/10.1080/14697017.2014.969755

Corresponding Author:
Kayhan Sirdar: K.Sirdar@warwick.ac.uk

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TRIZfest 2017
September 14-16, Krakow, Poland

HYBRIDIZATION OF DFSS- AND TRIZ-MODELINGMETHODS WITHIN AN INNOVATION ORIENTED DFSSFRAMEWORK
Schmidt A.a, Thurnes C.M.b, Näther S.cabContinental Automotive GmbH, 93055 Regensburg, Germany

HS Kaiserslautern – OPINNOMETH, 66482 Zweibrücken, GermanycContinental Automotive GmbH, 01778 Geising, Germany

Abstract
DFSS – Design for Six Sigma is one of the most popular methodology for designing robust products.
Robust products are characterized by small variations of output attributes of parts and systems in production and use, even if input parameters and confounding factors may vary. DFSS usually is a framework of different methods, structured in distinct project phases – there are several existing frameworks
with specific, e.g. abbreviated DMADV, DCOV, DICOV, DIDOV etc. TRIZ tools and methods havebeen included in DFSS phase frameworks by many users, because they enhance traditional DFSS toolsets through their innovative power.
In this article further development of advantageous addition of TRIZ to DFSS methods is described.
The works focus the Define- and Identify-phase, which are the first two phases in a DFSS DIDOVframework. In these phases several modeling methods usually are part of the toolset. After first simple
additions of TRIZ methods to the toolset in further development similarities between the used DFSSand TRIZ modelling methods have been identified. The hybridiziation of the modeling methods leads
to integrated modeling notations and rules that incorporate both, the characteristics of the original DFSS
modelling methods as well as the characteristics of the appropriate TRIZ modeling methods. The article
describes the methodological fitting of the corresponding methods (e.g. of the so called boundary diagram with the TRIZ function analysis), the hybridization approach used so far (e.g. crossover of notation
and rules) with examples as well as a critical empirical evaluation of the outlined hybrid methods.
Keywords: TRIZ, DFSS, Design for Six Sigma, modeling, robust design, robust products, hybridization,function analysis, boundary diagram, problem formulation

1. TRIZ and DFSS – together towards robust innovation
DFSS – Design for Six Sigma is “a disciplined process that provides the user with a structured
methodology for the efficient commercialization of new products, processes and services” [1].
Actually it is one of the most common methodological roadmaps to develop efficient and robust
products and processes in a short time [2].
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TRIZ – the theory of inventive problem solving – comprises many methods and tools for creating inventive problem solutions, based on the research and the insights of Genrich Altshuller(see e.g. [3], [4]) and many other practitioners and scientists, that used, enlarged or specified
the methodological base of TRIZ. Because of the similarities of the goals of both methodologies, today many DFSS-trainings encompass also TRIZ-tools, because the original toolset focusses more on the fact of robustness than on innovation. So TRIZ-methods and –tools tend to
be a good fitting enrichment for the DFSS-process. This observation is widespread and many
authors already described their approaches to implement TRIZ-tools or –methods into DFSSprocesses (see e.g. [5]-[10], [22-23]).
In contrast to the DMAIC-cycle usually used in SixSigma-projects, in DFSS there is not justone phase-cycle model. One can find different – but similar – DFSS phase-models all, e.g.
DMADV (Define, Measure, Analyze, Design, Verify), DCOV (Design, Characterize, Optimize, Verify), ICOV (Identify, Characterize, Optimize, Validate), DIDOV (Define, Identify,
Design, Optimize, Validate) (see e.g. [1], [2], [11], [12]). Even if all this phase models havedifferent names and/or number of phases, they all share the same approach and the toolsets
spread over the various phases are very similar. So it’s very natural, to insert TRIZ-tools andmethods in DFSS, where the system of interest is designed in concrete terms i.e. where thesystem parameters are specified.
This article describes the integration of TRIZ to DFSS-processes in very early stages. So theimpact of using it at this stages is bigger and leads to more extensive structural or functionalchanges than usually results from using TRIZ in later stages. So the following explanation of
integrating TRIZ modeling methods to the DFSS-process doesn’t show new TRIZ tools – but
it offers a dramatic increase of the innovation performance of the DFSS-process. Because of
the used similarities of modeling methods, this happens in a way, which is not strange for experienced DFSS-users.

2. TRIZ-function analysis enriches the DFSS-boundary diagram
In early stages of a DFSS-project, a boundary diagram is used to set the boundaries for the
project and to illustrate different system components, interfaces to components outside the system and different connections between components, e.g. physical connections, transmission ofelectrical energy, transmission of mechanical energy, transmission of material, transmission of
information and others (see e.g. [11], [12]).
Besides requirements engineering tools the boundary diagram is one of most common and important tools in DFSS projects, because it sets up the base for the system architecture. Whiledeveloping the boundary diagram many decisions regarding the system design are made – but
the diagram is just a descriptive tool, documenting the structure and dependencies of systems
components.
The boundary diagram usually is used in very early stages of the DFSS-process – e.g. in the
Define-phase of a DIDOV-cycle or in the Measure-phase of a DMADV-cycle [11]. It is used
to identify the components, interfaces and interconnections – but at the same time, all theseinformation is fixed right away: e.g. it’s not very likely, that the number of components fixedin the boundary diagram maybe changed later. TRIZ-function analysis is a very powerful tool,
to improve the system (e.g. using trimming and value-analysis). But in many DFSS-processes
it’s not easy to insert a completely separate new tool – and besides that, working steps creating
a boundary diagram are very synergetic with working steps to create a TRIZ-function analysis.
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Considering psychological inertia, the boundary diagram prevents more radical and maybe innovative ideas. On the one hand this keeps the DFSS-process straight on the other hand it prevents radical innovation that might be found in the project. This contradiction can be solved byseparation in structure: instead of the boundary diagram as is, it is used in a second step as basefor a TRIZ-function analysis. This may lead (e.g. because of trimming, working with insufficient or excessive functions) to a new model, that can be easily transformed back to an improved
and maybe much more innovative DFSS-boundary diagram, see fig.1. This illustration follows
the principle of abstraction–solution–specialisation, which is used to explain the working withmany TRIZ-tools since many years (see e.g. [13]).

Fig. 1. Creating a better boundary diagram

Since the creation of the boundary diagram (see e.g. [11], [14]) and the improvement of a TRIZ
function model are widely known and described in depth (see e.g. [15]), the transformation andre-transformation are the only missing elements to realize this approach.
Fig. 2 shows roughly a DFSS boundary diagram of a fuel cell drive unit concept for a vehicle.
To transform it to a TRIZ-function model, a set of transformation rules was developed.

Fig. 2. DFSS-boundary diagram (example: drive unit)

Set of transformation rules:
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Identify the target component and set the system boundary according to the boundary
diagram•

Transform each connection into a function – use active verbs and remember, that a function changes or sustains a parameter value of the object of the function•

Check the direction of the function – it may be equal or opposite to the arrow in theboundary diagram•

Evaluate the function designating it as normal, insufficient or excessive•

If there are more connections between two components, maintain each single connection as one function – don’t merge various connections to one function

This leads to the TRIZ-function model shown in fig. 3.

Fig. 3. TRIZ-function model after transformation (example: drive unit)

For the re-transformation the rules mentioned above are just used in the opposite direction. For
this reason we will not show an explicit description of the re-transformation.

3. TRIZ-problem formulation enriches the DFSS-function decomposition
In the same way, the TRIZ-based problem formulation can be used to add innovative power tothe DFSS modeling of functions. This modeling, also known as functional decomposition, is
implemented mostly in early DFSS stages - e.g. in the Identify-stage of the DIDOV cycle andthe Analzye-stage of the DMADV cycle (see e.g. [11], [16], [17]).
The DFSS-function decomposition illustrates the functional cause-effect-chain of the system.
It provides the base for the mathematical modelling of the system in later DFSS project stages.
The DFSS approach for developing the model bears the risks of missing improvement andoverseeing potential malfunctions. Very often the found solutions are very robust, but also very
complex and not very innovative. The DFSS-function decomposition is an irreplaceable component of the DFSS approach. The hybridizing with the TRIZ-problem formulation offers greatsynergies and allows further opportunities for the innovative functional improvement of the
product.
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The functional analysis in DFSS leads to a detailed framework about the useful functions of thesystem and can be found in DFSS-toolsets in different kinds – e.g. in hierarchical structures orcause-and-effect-chains (see e.g. [11], [12], [16]). Especially in the latter case, there is anotheropportunity, to add creative thinking with TRIZ modeling tools to the DFSS approach. Like
shown above, now the TRIZ-based problem formulation can be used to improve the DFSSbased functional analysis dramatically.
Adding the step, to transfer the DFSS-model to a cause-and-effect-chain modeled according to
the problem formulation rules, the resulting model offers the usage of many TRIZ-tools very
easily and may lead to incremental or even radical improvements. Without this step, in ordinary
DFSS-processes, the function decomposition very often has not a very creative character but ismore or less just exploring and describing existing thoughts. So without the TRIZ-based indirect route, psychological inertia prevents innovative ideas at this point, see fig. 3.

Fig. 4. Creating a better DFSS-function decomposition

Since the creation of the DFSS function decomposition (see e.g. [11], [16]) and the TRIZ-based
problem formulation (see e.g. [18], [19], [20]) are widely known and described in depth, thetransformation and re-transformation are the only missing elements to realize this approach.
Fig. 5 roughly shows an extract of the DFSS-function decomposition of a fuel cell drive unit
concept for a vehicle. To transform it to a model according to the TRIZ problem formulation,a set of transformation rules was developed.

Fig. 5. Extract of an DFSS-function decomposition (example: drive unit)

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Set of transformation rules:•

The DFSS-model contains only useful functions – now add the harmful functions•

The DFSS-model contains only “leads to”-connections – now add also “eliminate/prevents”-connections•

Identify the contradictions in the model•

Formulate the “directions for innovation”, according to the problem formulation approach for contradictions, useful functions and harmful functions

This leads to the cause-and-effect-chain-model for the problem formulation shown in fig. 6 anda list of “directions for innovation”, that can be treated as a to-do-list for innovative improvement of the system.

Fig. 6. Extract of the TRIZ-based problem formulation (example: drive unit)

After implementing the improvement ideas into the model, the new model is ready to be transformed back to the DFSS-model for function decomposition. The rules mentioned above arejust used in the opposite direction and the list of directions for invention is stored for maybe
later re-usage, if applicable. For this reason we will not show an explicit description of the retransformation.

4. Initial experiences applying the hybrid modeling in practiceMany companies developed their own repertoires of DFSS methods and integrated DFSS approaches in their development processes. In between also much customers (e.g in the automotive sector) call their suppliers for using DFSS to create robust components and products. Because the methods are set so far, there is a reluctance to add new methods to the defined DFSS
approaches. The practical work of the authors shows, that the hybridization is a very comforta-

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ble and efficient way to enclose important TRIZ knowledge in an already set methodical environment. Furthermore essential TRIZ elements can be brought to a wide range of designers anddevelopers without separate TRIZ education.
Continental Automotive conducted a pilot project in its “advanced development” in the field ofturbochargers. At the locations Grünstadt and Regensburg in Germany, the usage of the internal
defined DFSS-process is obligatory. So boundary diagrams and DFSS-functional decompositions are mandatory elements of the development processes. The synergies described in thispaper have been verified on an empirical basis in the pilot project. The project team used the
hybrid modelling and on this way the developers learned and applied TRIZ-based value-analysis, trimming and working with contradictions. For reason of confidentiality further details of
the project will not be mentioned here.
The authors also use these approaches in their DFSS-classes and –trainings. It might be adaptedin some ways, e.g. other TRIZ-based modeling procedures may also be used, if the users prefer
it (e.g. RCA+, see [21]) – in such cases, the transformation and re-transformation rules have tobe adapted. In practice, not in every DFSS-process one or both of the creative circumventions
may have to be taken. It’s up to the responsibility of the company or the project leader to decide,
if the approaches described are embedded to the DFSS-process for every project or if there aredecision structures to decide if they are used or not in a specific case.

5. Conclusion
DFSS-processes are todays standard in many R&D-departments. There are many approaches,to enrich the DFSS-process with more creative and innovation-fostering elements. The shown
approaches do not create new TRIZ-tools for that reason but implement very well known modeling tools to DFSS-process in a way, that has three big benefits: First, this kind of implementation allows to circumvent psychological inertia that might be found in the many times repeatedroutine of processing of DFSS-modeling tools. Second, the way of implementation needs notmuch new methodological knowledge and experience – besides the well known procedures in
DFSS and TRIZ, just a few transformation and re-transformation rules are necessary. Third,
even if experienced DFSS-users don’t have to change a lot in their routine processes, this kindof implementing TRIZ enables them to realize incremental and radical improvements. The unityof the DFSS- and the TRIZ-modeling method incl. the transformation and re-transformation
can find their place as a hybrid-method in DFSS-processes.
This approach of hybridize the modeling methods of TRIZ and DFSS doesn’t develop new
TRIZ tools, but it helps finding ways for existing TRIZ knowledge being easily applied by alarger audience.

Acknowledgements
The authors are grateful that various users, experts and TRIZ-masters taught and still teach them
about the usage of the TRIZ modeling methods - especially Sergei Ikovenko, Robert Adunka,
Boris Zlotin and Alla Zusman must be mentioned here.
Depictions for figures 5 and 6 have been made using the IWB®-software.

References
1. Perry R.C., Bacon, D. “Commercializing great products with design for six sigma”. Pearson Education, 2006. ISBN 978-0132385992

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2. Cudney E.A., Agustiady T.K. “Design for Six Sigma: A Practical Approach through Innovation”.
CRC Press, 2016. ISBN 9781498742559
3. Altshuller G.S. “Creativity as an exact science”. Moscow, Sovietskoe ratio, Translated by Williams A. 1984, Crc Pr Inc, 1979, ISBN 978-0677212302
4. Altshuller G.S. “And suddenly the Inventor appeared“. Technical Innovation Center Inc., Translated by Shulyak L., 1996, ISBN 0-9640740-2-8
5. Tennant, G. “Pocket TRIZ for Six Sigma: Systematic innovation and problem solving“. G Tennant, 2003
6. Kim H.J. “How to apply TRIZ at SAMSUNG." Samsung Advanced Institute of Technology(SAIT), 2003
7. Kim, J.H. et al. “A Study on the Role of TRIZ in DFSS“. In: SAE International Journal of Passenger Cars-Mechanical Systems 5.2012-01-0068, 2012, pp. 22-29
8. Domb, E. “Using TRIZ in a Six Sigma Environment“. TRIZCON2001, Woodland Hills, CA,
2001
9. Bertoncelli T., Hemmelmann, J., Fiseni, A., Mayer, O. “In Situ Magentizer with TRIZ from6sigma project to patent“. In: Proceedings ot the TRIZfest-2015, pp. 100-108. ISBN 978-0-69252417-6
10. Mayer O., Bertoncelli T., Gardner M., Adunka R. “Appliying TRIZ across companies“. In: Proceedings ot the TRIZfest-2015, pp. 55-62. ISBN 978-0-692-52417-6
11. Konert T. Schmidt, A. “Design for Six Sigma umsetzen“. Hanser: München, 2010. ISBN 9783-446-41230-9
12. El-Haik B., Roy D.M. “Service design for six sigma: a roadmap for excellence“. John Wiley &Sons, 2005. ISBN 100-471-68291-8
13. Kaplan S. “An Introduction to TRIZ – The Russian Theory of Inventive Problem Solving“.
Southfiled, 1996. ISBN 1-928747-0-00
14. Li Z.S., Mobin M.S. “System reliability assessment incorporating interface and function failure“.
Reliability and Maintainability Symposium (RAMS), 2015 Annual. IEEE, 2015.
15. VDI (ed.) “VDI-Richtlinie ‘Erfinderisches Problemlösen mit TRIZ’. VDI 4521 Blatt 2 –Entwurf: Zielbeschreibung, Problemdefinition und Lösungspriorisierung“. Berlin: Beuth Verlag,
2016
16. Suh S.C., Tanki U.J., Carbone J.N., Eroglu A. “Applied cyber-physical systems”. Springer Vol.
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18. US Patent 5581663: “Automated problem formulator and solver“. 1996
19. Terninko J., Zusman A., Zlotin B. “Systematic innovation: an introduction to TRIZ (theory of
inventive problem solving) “. CRC press, 1998. ISBN 1-57444-111-6
20. Roza V. (ed.), Zlotin B., Zusman A., Kaplan L. “Containment Ring Problem“. In: TRIZ-Journal,
No. 9, 2000. Download: www.triz-journal.com/containment-ring-problem/
21. Souchkov V. “A Guide to Root Conflict Analysis“.
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22. Won Suk Hur et. al. “How to Efficiently Use the TRIZ in Implementing the DFSS Projects”:
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Corresponding Author:
Sylvio Näther : sylvio.naether@continental-corporation.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

INCREASED ADDRESSING OF HUMAN SENSES AS A
TREND
Oliver Mayer
Muenchen, 81373, Germany

Abstract
TRIZ has become in the recent years a leading methodology for inventive problem solving for engineering systems. Samsung for example claims that TRIZ helped them to speed up development of their
Smart Phone Galaxy so that they could compete the Apple technology. One of the key results of TRIZ
founder, Gendrich Altshuller’s research, is the definition of the “Laws of Engineering Systems Evolution”. These Trends have proven their correctness over decades in the technical and non-technical environment.
This paper suggests adding another viewpoint to the trends by not only considering the development oftechnical systems themselves in a technical environment, but by focusing on the interaction of a technical system with users and the resulting requirements and development directions. The novelty is to
propose an algorithm to fast identify gaps of a product addressing the human senses and therefore being
able to foresee product evolution. By defining a systematic approach, the development directions for
products interacting with humans gets predictable.
Keywords: TRIZ, trend analysis, TESE, 5 human senses, dynamization, trend of coordination, productdevelopment prediction. MPV, extension of human senses

1. General characteristic of research
The development of the “Laws of Engineering System Evolution” is one of the fundamentalsof Altshuller’s TRIZ Methodology. Engineering Systems (ES) usually do not exist for theirown purpose. They in fact address human beings and serve them (one way or the other). Of
course, the level of interacting with a human being is different. For example, fishing lures areprimarily designed to address the senses of a fish, but still a person will touch it, mount it on
the fishing rod, see it, etc. Many other systems will have a limited interaction with humans, butduring mounting, operation and dismantling, at some point most ES will get in touch with ahuman being (unless it is a pure Machine to machine systems M2M). This paper deals with ES
that are designed to have an interaction with persons.
Following this view, the human being is the super system and even the target of the technicalsystem. The interaction between both is done by the senses of the human being. Interpreting
this with the trend of “increased coordination”, engineering systems evolve by increased addressing of human senses.
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2. Relevance of the topic of research
Trends are the foundation of TRIZ. Today’s technology is more and more customer-focused
and related to their needs. Alexander Lyubomirskiy has shown in his research that there is atrend of “coordination of images”. This trend focusses on the visual sense of a human being.
My study suggests expanding this approach to all human senses like auditory, kinesthetic, gustatory and olfactory. With this the complete human interface with technology and the world isaddressed.

3. Goals and tasks of research
During the research, it became evident that considering the interaction between a product andits user - a human being - can lead to a forecasting and prediction of an engineering systemevolution that is designed to interact with humans. A simplified algorithm has been developed
which makes it possible to identify gaps of a system related to the addressing of the humansenses, thereby pointing out opportunities for further development and evolution. This paper
describes the development of this simplified algorithm and discusses the systematic approachto this evolution.

4. Scientific novelty of research
The trends identified in TRIZ up to now mainly focus on the development of the technicalsystem itself. Gen3Partners has shown how the value of a system must be taken into consideration much more in today’s world. The trend of image coordination was a first step towards not
only considering the value of a system to the user but to define the way that they are interacting.
The proposed trend expands this idea to the full set of available senses of a human being. However, one can even think of other senses, e.g. of animal, if the system is designed to interact
with the latter.

5. Practical significance of research
The trend suggested is the “Trend of increased addressing of human senses”. It states that engineering systems that are designed to have an interface with a human being evolve to address
more and more senses over time, starting form one sense, dynamizing it and / or adding othersenses. The following figure shows the relation between the addressing of senses. The major
ones are the visual and the auditory sense. They are also related to a far distance approach. The
source / object of consideration can be at a distance that is greater than the human action range.
The three other senses are kinesthetic, olfactory and gustatory. They are also near distancesenses, where olfactory can as well act over a longer distance (Fig.1).

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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

Which sense(s) is(are) addressed?

More conscious senses

Multi senseMore unconscious senses

Which kind of sense isit (far distance / near
distance)?

Start with 1 sense

Near distanceFar distanceD

Add far distancesense

Add a 2nd sensefrom the other area

Add more senses

+

+

+

+

+

+

+

+

+

+

Add near distance
sense

Shall the sense be reinforced /decreased / changed /overruled(Fig. 30)?

Fig. 1: Development of addressing human senses

A system addressing one sense (near or far) will strive to add a sense from the other cluster (faror near). This leads to higher general awareness and influence. Of course, the sense itself canbe dynamized as well. The next step is to add another sense to deepen the effect and so on. A
flow chart on how this can be written in form of a generic algorithm is developed (Fig. 2)
Problem statement
for the ES

Does the ES havean interface with ahuman being?

Classify the existing
interfaceyesno
Use other /supplementary
TRIZ tools

Does the ES needto inform humanbeing?

noyes

Use visual / acoustic sense-> add appropriate
gustatory / olfactory /kinesthetic sense ->dynamize all

yes
Does the ES need toraise consiousness or
intensify information?

Is the ES near by or far
away?
Far

Proceed with flow AND startto act on existing sense

Near

Use olfactory / gustatory /kinesthetic sense -> add
appropriate visual /acoustic sense ->dynamize all

Raise
consciousness

Use visual / acoustic sense-> dynamize -> add
appropriate gustatory /olfactory / kinesthetic
sense -> dynamize

Fig. 2: Flow chart for addressing human senses

212

Intensify
information

Use olfactory / gustatory /kinesthetic sense ->dynamize -> add
appropriate visual /acoustic sense-> dynamize

Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

When working on an innovation one of the first questions that could be asked is, whether the
problem has to do with addressing human senses. If one or several senses are addressed theymust be identified. In the following process, they must be addressed first. Even if no sense isaddressed, the need to do so must be identified. If there is no need proceed with other / supplementary TRIZ tools (not part of this thesis).
If one / multi senses need(s) to be addressed, two questions must be asked in parallel: to which
category does / do the sense(s) belong: near / far and what shall be achieved: intensifying theinformation or raise consciousness? Intensifying the information means that the transfer is insufficient, but has already reached consciousness. Here the first action to take is dynamizing
the existing sense and adding appropriate other ones, especially from the adjacent category, toget extended access to the brain. For raising consciousness, the near senses are generally better
suited. So start with them and complete this sense by one out of the far sense category first.
Then start to dynamize.
The suggested algorithm has been applied on several engineering systems from which 3 arepresented in this paper: Elevator controls (buttons), candles and birthday cards.

Combined
Past

ButtonForm

Gustatory

Long distance senses

Olfactory

Auditory

Announcement

BuzzerVisualVideo
display

Light

~1880

~1955

~1987

~2001

~2011

futureFig. 3: Application of the algorithm to the engineering system “elevator”

Figure 3 shows the analysis for the elevator controls (push buttons). On the y-axis, the different
senses are displayed. In the lower part the far distance senses are mentioned, on the upper bar
the short distance senses are displayed. The x-axis represents the time line (not linear). On theintersections between the time and senses the supplementary addressing of a sense is shown.
213

Direction of dynamization

Near distance senses

Kinesthetic

PredictionProceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

One can see, how over time more and more senses are addressed. On the very right edge, after
the bold vertical line a predication is given, how, according to the algorithm, the engineeringsystem might evolve. On the top, pictures give an impression of the engineering system withthe mentioned addressed sense.
For the elevator one can see how it started just with the kinesthetic sense (near field) – a button.
Then light (visual) was added (far field). The sound was added (buzzer). The next step was tobetter coordinate the shape of the button (kinesthetic). Next the better coordination of the visual
sense came up (video). The prediction are announcements or even that if the elevator is out ofservice or it is dangerous in case of fire, a bad smell (olfactory) might occur.
Figure 4 shows the same analysis for candles. Here again it started with one sense and others
were added accordingly. Today candles address the visual, the olfactory, audio and kinesthetic
part.

Combined
Past

Near distance senses

Gustatory

Reduction of
smell due toparaffin’s

Olfactory

Add
perfumeSound
activatedLED
candles

Auditory

VisualFirst
candles~ 5000 BC

Dynamizeshape,
color

~1700

~1850

~2005

~2010

Fig. 4: Application of the algorithm to the engineering system “candle”

6. Implementation of the main provisions of research
As a result of the research two algorithms have been developed. The idea is to include thealgorithms in the catalogue of trends under the main trend “Trend of Coordination”.
The suggested algorithm has been applied in several technical projects. This has shown that thealgorithm is easily applicable and ideas for solutions are produced. The greater challenge is tofind technology to realize the ideas. In the following described projects the algorithm has been
applied and led to realization.
214

Direction of dynamization

Add realparts

Kinesthetic

Long distance senses

PredictionProceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

As kids have problems with standard MRs (Magnetic Resonance device, Fig. 5) in hospitals(loud, frightening, cold appearance) the machine could be turned into an adventure device withthe odor of a jungle (visual, kinesthetic, olfactory).

Fig. 5: Engineering system MRI

With a soap manufacturing company, we developed the idea of integrating toys (kinesthetic) or
sweets (tasting) into their soap (under development).
For the controls of a cable tie bonding machine we included vibration (kinesthetic) as a control
signal for the strength of the tie procedure.
Lego is well known for their Product: one of the most structured toys and even industrial means that allows to build built
any part with a basic set of highly shape coordinated bricks.
Legos address the kinesthetic sense (feeling the bricks), thevisual sense (colors) and partly the acoustic sense (there is a
reproducible “click” sound when attaching the bricks to eachother). With the slogan building anything Lego and Kellogg’s
offered a combination to address the taste sense as well(Fig. 6). The flacks are pressed into Lego brick forms with different taste. You can use them to build physical models and215

Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

you can eat them. As the bricks have with different colors aswell different taste you can compose your taste as well.

Fig. 6: Lego Fun Snack

FIMO (trademark name of a product) is modeling clay that young kids use for playing but also
tend to eat. It is not poisonous, but still parents do not like their kids eating that material. Afterusing the algorithm, the idea was to add highly concentrated spice to FIMO. The kids playedwith the modeling clay as usual, but as soon as they took it into their mouth, they rejected FIMO
due to the bad taste.

7. Conclusions
Technology trends have shown their applicability for a long time. As today products are moreinteracting with humans, an addition to the trend evolution of engineering systems has beenpresented. It is the increased addressing of the human senses. An algorithm for translating thetrend into technology has been developed and the effectiveness has been demonstrated on different systems.
This paper is a brief summary of a more in-depth analysis of “Increased Addressing of Human
Senses as a Trend”. The detailed study is available through the TMCC as it serves for a TRIZ
L5 certification.

References
1. Trend of Increased Addressing of Human Senses - Focus on Sound -, TRIZfest 2016
2. Trend of Increased Addressing of Human Senses - Focus on Near Field Senses -, ETRIA 2016

Corresponding Author:
Oliver Mayer: oliver.mayer@research.ge.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

INITIAL DISADVANTAGES IDENTIFICATION
Yongwei Sun
NICE (National Institute of low-Carbon and clean Energy), Shenhua Group
NICE, Future Technology City, Beiqijia, Changping District, Beijing, China (102209)

Abstract
Initial disadvantage is opposite of the project goal. However, in many cases, people may set the very
obvious disadvantage as the initial disadvantage. But those obvious disadvantages are not the initial
ones and therefore, the project goals are not correctly set and the project scope is very narrow. A new
way of how to identify the initial disadvantages is proposed. By keep asking what the consequences it
may causes, we can very easily determine which one is the most suitable initial disadvantage and thenthe project goal can be correctly determined.
Keywords: initial disadvantage, obvious disadvantage, project goal, cause effect chain analysis

1. What is initial disadvantage?
The initial disadvantage is the invert of the project goal. For example, if our goal is to reducethe cost, then our initial disadvantage is “the cost is too high.” Disadvantages are the facts thatprevent us achieving the goal. For example, the insufficient functions, excessive functions or
harmful functions identified in function analysis are disadvantages. Cause Effect Chain analysis
can find even more disadvantages. We may remove initial disadvantages by removing the disadvantages below the initial one to achieve the goal of the project.

2. The importance of determining the initial disadvantages
Cause Effect Chain Analysis is critical when solving practical problems. It can help to identify
implicit disadvantages. Removing different key disadvantages can bring different opportunities
to achieve the project goal. The more disadvantages we can find, the more opportunities wemay have and the more chances we will achieve the goal of the project. A typical Cause Effect
Chain Analysis is shown in Figure 1 (Ref: "TRIZ: The Golden Key to Open the Door of Innovation", Sun Yongwei & Sergei Ikovenko, Science Press, p57, 2015).
The disadvantage at the top is always set to be the initial disadvantage. And it is the starting
point of Cause Effect Chain Analysis. It is like the target of the shooting game. Properly setting
the right initial is critical when solving the practical problems.

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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

Initial Disadvantage
And

Disadvantage 3

Disadvantage 1

Disadvantage 2

And

Or

Disadvantage 4

Disadvantage 10

Disadvantage 11

And

Disadvantage 5

Disadvantage 6

Disadvantage 8

Disadvantage 9

Disadvantage 7

Fig. 1 Typical Cause Effect Chain

3. How to determine the initial disadvantages?
In many projects, it is not difficult to determine the initial disadvantages. We only need to invert
the goal of the project, and then we set it the initial disadvantage. After that, we can apply
routine Cause Effect Chain Analysis layer by layer to find the underlying disadvantages. Those
disadvantages (chain) are linked with “And” or “Or” to form a complete chain. For example, if
the goal of the project is to "reduce the cost", then “the cost is too high” can be treated as theinitial disadvantage. If the goal of the project is to improve efficiency, then "efficiency is verylow" can be used as the initial disadvantage.
But when we try to apply this approach to real problem solving, there may be challenges ofidentifying initial disadvantages. We found that different people may choose different initialproblems. In many cases, the initial disadvantages are not that clear as we supposed, some may
mistakenly set obvious disadvantage they meet at the beginning of the project as the initial
disadvantage. In that case, our Cause Effect Chain Analysis will be led to a wrong direction,and therefore cannot find as many as possible underlying disadvantages, so that we will miss a
lot of opportunities. For example, in Figure 1, if we take “Disadvantage 6” as the initial disadvantage, then what we can find out is “Disadvantage 9” only. We will lose the opportunity of218

Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

identifying more disadvantages, such as “Disadvantage 3”, “Disadvantage 5”, “Disadvantage
7” ….
For example, there is a very famous case study in TRIZ community developed by GENTRIZ.
In a paint process, the paint overflows because there is too much paint in the tank. (Ref: "TRIZ:
The Golden Key to Open the Door of Innovation", Sun Yongwei & Sergei Ikovenko, Science
Press, p57, 2015). The most suitable initial disadvantage may be “Paint overflows”. However,a lot of people may set “the paint sticks on the float” as the initial Disadvantage. That is because
the adhesion between the float and the paint is very obvious and almost everyone can see it. If“the paint sticks on the float” is set as an initial disadvantage, the project scope will be muchnarrower than the one “Paint overflows”, and many disadvantages or opportunities may be lost.
Another example is Triboelectrification problem, which is described in the same book ("TRIZ:
the golden key to open the door to innovation", Sun Yongwei &Sergei Ikovenko, Science Press,
p67, 2015).The initial disadvantage is “People feel pain (after he / she was hurt by static electricity when they contact the metal object in winter)”. However, most people may treat “Triboelectrification” as the initial disadvantage and therefore, much fewer disadvantages will be discovered and the project scope will be limited in a very small area. The number of potential
solutions will also be limited because there are some other disadvantages in the project but wecan’t be seen them.
How should identify the most reasonable initial disadvantages? We propose an iteration method
to find the right initial disadvantages. In this approach, one of the obvious disadvantages ispresumably set as the initial disadvantage. Normally it is not difficult to find one or two thatkind of obvious disadvantages. We name this obvious disadvantage as Disadvantage N. After
that, instead of finding the causes underlying the Disadvantage N, we will try to look up andfind the consequences the Disadvantage N may cause. If we can find the consequence, then wecan call it Disadvantage N-1. And then we will compare Disadvantage N and N-1 to see which
one is more reasonable to be the initial disadvantage. If we think Disadvantage N is still morereasonable, we will stop the iteration and maintain our original decision. The Disadvantage N
will be the most suitable initial disadvantage. On the contrary, if Disadvantage N-1 is better,
we will take Disadvantage N-1 as the initial disadvantage and abandon Disadvantage N.
Following the same approach, we will continue to explore the consequences Disadvantage N1 may cause. After repeating the same process, we will find the other ones, for example Disadvantage N-2, Disadvantage N-3, Disadvantage N-4… After the comparison, we will finallymake the decision which one is the most suitable initial disadvantage.

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Fig. 2 Determination of Initial Disadvantages

If we take the “paint overflow” problem as the example, even though many people may set the“the paint sticks on the float” as the initial disadvantage because it is very obvious. We canfollow the approach showed in Fig. 2 and determine the right initial disadvantage. What can“paint sticks to the float” cause? “The switch can’t turn off the motor in time” may be theconsequence. After the comparison, we may think “The switch can’t turn off the motor in time”
is better to be the initial disadvantage. And then we will continue to explore. More disadvantages such as “motor moves pump too much”, “pump moves paint excessively”, “paint overflows”, “paint is wasted” and “cost increase due to the paint overflow” will also be identified.
After the comparisons step by step, it is not difficult to decide that “paint overflows” should be
the best initial disadvantage.
Another example is the “Triboelectrification” problem. It is very easy to find a very obvious
disadvantage: Triboelectrification”. And then we can follow the same approach and find out
more disadvantages, such as “high voltage in the human body”, “there is current between people
and the metal object” and “people feel pain”. After the comparison, we will determine “People
feel pain (after he / she was hurt by static electricity)” to be the most suitable initial disadvantage.
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After the initial disadvantages are identified, we can step by step build the cause effect chain
based on routine Cause Effect Chain Analysis, and then we can continue to determine the key
disadvantages to apply TRIZ tools to remove them.
It should be noted that the initial disadvantage hierarchy level should not too high and it should
not be too low, either. If the selected initial disadvantages are too high, it will cause very serious
deviation between the problems we are trying to solve and real project objectives. On the contrary, if the selected initial disadvantage is too low, the project scope will be very small, and wewill lose a lot of opportunities which can help us to achieve the project goal. For example, inthe example of “paint overflows”, if we continue to use the iterative method, we will find moreconsequences, such as “paint is wasted too much”. If we take “paint is wasted too much” as theinitial disadvantage, we will deviate from the goal of the project (because the project is notintended to save paint). For example, in the Triboelectrification problem, if we continue to use
the step-by-step iteration method, we will find other disadvantages, such as “the mood is notgood”. If we take this as the initial disadvantages, there will be big deviation from the goal of
our project, because our project goal is not to please people).

4. Precautions for determining initial disadvantages
Application of the above iterative method can help us to effectively determine the initial disadvantages of the Cause Effect Chain, but still there are some items need to be paid attention to:
1. The determination of initial disadvantages and the Cause Effect Chain Analysis are team
activities, not a job of a single person. The team members need to do intensive discussion andthen make the final determination.
2. The initial disadvantage determined by iteration method above should get the agreement of
all team members. It should be neither too high level, nor too low level.
3. Initial disadvantages identification and the Cause Effect Chain Analysis are not completely
reversible. For example, we identified the disadvantages of N-1 as the initial disadvantages, but
the disadvantages of N may not necessarily the immediate cause of the disadvantages of N-1.
There may be some other disadvantages between Disadvantage N and Disadvantage N-1. Weshould follow rules and redo the Cause Effect Chain Analysis from the top to bottom.

5. Conclusion
This paper developed an iterative method which can help people to effectively determine theright initial disadvantages in the Cause Effect Chain Analysis, which is very critical for real
problem solving.

References:
1. GENTRIZ Level 1 training material
2. "TRIZ: The Golden Key to Open the Door of Innovation", Sun Yongwei & Sergei Ikovenko, Science
Press, 2015.

Corresponding Author:
Yongwei Sun: ywsun@yeah.net

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

INTEGRAL S-CURVE ANALYSISAlex Lyubomirskiy
GEN TRIZ LLC, Newton, MA 02465, USA

Abstract
The paper identifies drawbacks of the classical approach to S-curve analysis.
We propose to use practical value (Vp) as the integral parameter of the ordinate axis. The formula forthis parameteris (Formula 1):ns )(1) V p  (

j 1

j

1

n

1

 ( s1 s 2 ...sn ) n

Where Vp – practical value;
Sj – customer’s satisfaction with achieved value of each of the system’s parameters Рj;n – number of the parameters.
The factors in this equation, which represent the degree of customer satisfaction with the achieved valueof each parameter, can be calculated as follows (Formula 2):(2)
Where S – user satisfaction with achieved parameter value Р;K – weight coefficient, 0  K  1
L – market saturation coefficient, 0  L  1
If measurement units are such that improving the system involves decreasing parameter value (e.g. electric car's energy expenditure measured in kw/h per 100 km driven), the formula changes only slightly(Formula 3):(3)
Pmin, Pmax are minimum necessary and maximum allowable values of the parameter (i.e. the improvement
limit is Pmin and not Pmax).
The proposed approach:•makes possible localization the entire system one stage of the S-curve, which fully legitimizes theuse of a set of indicators and standard recommendations pertaining to each stage222

Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland•••

allows developing at quantitative level recommendations on the prompt withdrawal of the system
to the market and on the return of the system from the third stage to the second one
makes it possible to predict the moment of the transition of the ES to the third stage
reveals the fundamental mathematical causes of the slowdown in development at the first and third
stages and the rapid development at the second stage

Key words: S-curve, parameter, integral.

1. Introduction
Initial situation

S-curve analysis has a long history. It was developed by Genrikh Altshuller [1, 2, 3] for theforecasting of engineering systems development. At the same time, he developed the first methods of positioning an engineering system on the stages of an S-curve by the number and levelof patents, system effectiveness, and profitability. This approach assumed that the entire engineering system is on one stage: otherwise, all these indicators make no sense. In addition, themain parameters were indicated on the ordinate axis in plural, or not indicated at all.
Later, a different approach was suggested [4]: to build a separate S-curve for each parameter.
This may be feasible, but leads to a situation where the system is at different stages in different
parameters.
For example, a car may be in the third stage in the “speed” parameter, in the second stage of
the “safety” parameter (the opportunities for improvement are far from exhausted), but only inthe first stage in parameter of "autonomy of control” (Figure 2).

Figure 2. MPVs of a car

At the same time, the engineering system must still be placed at one stage as a whole, otherwise
all indicators and typical recommendations are inapplicable.
In [5] it was proposed to make “ideality” the ordinate axis. This approach solves the problem,but encounters the inefficiency of existing methods to calculate ideality.
In [6], these shortcomings have been analyzed in detail. Among them, the unaccounted influence of market saturation, ignoring the essentially nonlinear relationship between the actual
value of the parameter and the consumer's response to it, etc.
However, an important problem remains - predicting when the system will approach the third
stage. Simple extrapolation is unsuitable because the improvement of a parameter depends on
several unpredictable factors, such the appearance of new materials and technologies, making
it difficult to create informed forecasts.
There is one more question, rather academic but interesting. Why does the S-curve exactly havethis form? What inhibits the development of systems in the first and third stages? It is believed
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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Polandthat at the first stage, developers have insufficient resources, and on the third stage, the resources of the system itself are practically exhausted. However, what this specifically means isstill not very clear.

Disadvantages of the existing approach. Goal of the development
Therefore, existing approaches to S-curve construction are either impractical or inaccurate,
lacking utilization of advanced sets of S-curve stage indicators and their typical recommendations. In addition, the existing approaches are not suitable for quantifying the time required toreach the third stage. Finally, they do not give a complete answer to the question of the causesof the steady manifestation of S-curves in the development of various engineering systems.
Therefore, the goal of this paper is to eliminate these shortcomings (impracticality and inaccuracy), as well as to identify the "natural" unavoidable causes of slow development of an ES at
the first and third stages.

2. Hypothesis
In [6], an equation was proposed for calculating the ideality of a system (more accurately, its
practical value). The equation would connect the actual values of the main parameters of thesystem with the intervals of their evaluation, the relative importance, and degree of saturationof the market (Formula 1):(1)
Where Vp – practical value;Si
usersatisfactionn – number of parameters.

with

the

value

of

parameter

Рi;

The factors in this equation, which represent the degree of customer satisfaction with theachieved value of each parameter, can be calculated as follows (Formula 2):(2)
Where S – user satisfaction with achieved parameter value Р;K – weight coefficient, 0  K  1
L – market saturation coefficient, 0  L  1
If measurement units are such that improving the system involves decreasing parameter value(e.g. electric car's energy expenditure measured in kw/h per 100 km driven), the formulachanges only slightly (Formula 3):224

Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland(3)
Pmin, Pmax are minimum necessary and maximum allowable values of the parameter (i.e. theimprovement limit is Pmin and not Pmax).
With the ability to practically reduce any number of the main parameters of a system to one
integral criterion, one can construct its development curve (Figure 2):

Figure 3. Integral S-curve

The formula (1) uniquely determines the S-shaped curve form. Indeed, since the practical value(Vp) is the root of a product, the equality of at least one factor to zero automatically turns it tozero. The first stage of the curve lies on the abscissa. In practice, it means that the system will
not enter the market until at least one of its main parameters (affecting, by definition, the purchase decision) is outside the valuation interval. For example, an aircraft will not be bought if,
say, its altitude ceiling is below treetop height and the carrying capacity is less than the pilot's
weight. Yes, people may still build planes, test them, and demonstrate at exhibitions, but they
will not be practical or commercially successful.
Another example is the jet pack. It is an interesting invention and may have many applications,but the fuel capacity of current models provide only about one minute of flight – a drawbackthat completely cuts its way to the market. The Olympic torch with its help can be ignited, but
the enthusiasm of consumers - alas! (Figure 3):225

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Figure 4. Jetpack

From this formula, the mathematical justification of the well-known [6] recommendation follows: at the first stage, only the defects that directly impede entry into the market should be
identified and eliminated. Formula (1) points to them directly in quantitative form.
The second stage also finds its explanation in a natural way. When all factors overcome thezero mark, the increase in each of them immediately affects the results and the curve rushes up.
And, finally, the third stage - when all the factors have reached the values of 0.85 - 0.9, theirfurther increase has almost no mathematical effect on the overall result, hence the slow development. In addition, further improvement is very difficult to achieve when everything is alreadypolished and optimized.
Formula (1) suggests a way of further improvement for such systems - the addition of new main
parameters. Although this reduces Vp, returning the system to the second stage, the decrease
paradoxically does not affect competitiveness. Moreover, competitiveness only grows, because
this parameter is zero in competing systems, which provides a temporary monopoly on themarket. If, for example, someone makes a car capable of flying over traffic jams (albeit slowly,
awkwardly and with large fuel consumption), he will immediately get a decisive advantage:
buy this car or stand in traffic! (Figure 4):

Figure 5. “Jumping car”

However, the fourth stage disappears with this approach. Indeed, practical value and ideality
does not decrease under normal conditions (excluding all sorts of cataclysms such as the fall of
the Roman Empire, after which the recipe for cement were forgotten in Europe for centuries).
In reality, the phenomenon of the decline in main indicators is observable! The point is that at
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the fourth stage, the system goes to another market niche with other properties (relative importance of parameters, valuation intervals, etc.), and thus it is necessary to build a separate Scurve for it.
This approach allows us to predict, with a certain degree of accuracy, the moment the ES transitions to the third stage - simply by extrapolating the second stage to the intersection with the
integral development limit, which is always equal to 1 or 100%. In this case, a significant number of individual parameters levels the fact that the rate of their change is difficult to predict individual jumps and delays somewhat compensate each other.

Conclusions
Thus, a new method for constructing S-curves is proposed, based on the use of a single integral
parameter - the practical value (Vp). This solution has several advantages:
The proposed integral parameter Vp can be calculated quantitatively based on somewhat accessible data. In extreme cases, some of them can be determined by the method of expert evaluation
or even ignored - the accuracy will decrease, but the formula will remain applicable.
Vp is dimensionless, expressible in fractions or percentages. This makes it possible to plot
curves on a single graph relating to different systems.
It makes it possible to localize the entire system on the S-curve, legitimizing the use of a set ofindicators and standard recommendations pertaining to each stage.
It allows the development of quantitative recommendations for the prompt withdrawal of thesystem to the market and on the return of the system from the third stage to the second one
It makes it possible to predict, with some confidence, the moment of the transition of the ES to
the third stage
It reveals the fundamental mathematical causes of the slowdown in development at the first andthird stages and the rapid development at the second stage

References
1. G.S.Altshuller. Creativity as an applied science. Moscow, “Sovetskoe radio”, 1979
2. G.V.Borodastov, G.S.Altshuller. Theory and practice of inventive problem solving. Moscow, Central Research Institute of Information and Engineering-Economy Research in Nuclear Science andEngineering
3. G.S.Altshuller, B.L.Zlotin, A.V.Zusman, V.I.Filatov. Search for new ideas: from insight to a technology. Kishinev, Kartya Moldavenyaske, 1989
4. A.Lyubomirskiy, S.Litvin. Trends Guide. 2003 http://www.metodolog.ru/00822/00822.html
5. А.Т.Kynin, A.I.Priven. Modification of methods of ideality increasing of engineering systems in aprocess of development. 2011 http://www.metodolog.ru/node/987
6. A.Lyubomirskiy. Ideality Equation. TRIZFest 2013 proceedings

Corresponding Author:
Alex Lyubomirskiy: alyubomirskiy@gen-triz.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

IS TRIZ EASY, OR NOT?
Michal HalasGRUPA ODITK, Gdansk, 80-890, Poland

Abstract
Nobel Prize winner Daniel Kahneman in his book "Thinking, Fast and Slow" [1] explains two modes of
how our brains think.
Those findings are profound for learning, promoting and using TRIZ. Based on Kahneman’s work, thispaper answers such questions as:
Why is it that, as Valeri Souchkov says „TRIZ is easy to explain, but much harder to apply”? [2]Should TRIZ be promoted as being easy? What are side effects of selling TRIZ as an easy remedy forevery business? Are there any better ways to offer TRIZ? What about culture - should we change anything in presenting the image of TRIZ?
This article is written from the perspective of a training company “selling” TRIZ to business decision
makers, to share experience and opinions and to start a discussion. The focus is put on the question: howdecision makers perceive TRIZ to decide to invest in it or not?
Keywords: TRIZ application, Kahneman, perceiving TRIZ by business.

1. Kahneman’s findings for TRIZ
Daniel Kahneman is a psychologist who received a Nobel Prize in the field of economy in 2002
for his research explaining how people make decisions. In his book "Thinking, Fast and Slow"[1] Kahneman explains two modes of how our brains think.
Kahneman’s slow thinking is process of diligent, conscious thinking, as it is with a driver who
drives a car for a very first time. The driver is intensively thinking about mirrors, transmission,acceleration pedal, clutch, brakes, steering wheel, speedometer and other indicators plus all theobjects in the proximity of the car. After some practice the same driver is not thinking so intensively. All those processes are done by more automatic, fast thinking mode. So the driver’s
brain is capable to cope with a conversation during driving because these processes are done in
the autonomous mode. Conversing is very difficult during the first drive because the brain of
the driver is overloaded with processing all the needed information using the slow thinking
mode. The fast mode uses less neurobiological resources, so this may explain why we are cognitive misers by nature, saving on conscious, intensive thinking whenever we can.
If humans intuitively prefer to think less, than TRIZ is difficult when put into practice, becausewell established habits are difficult to change.
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Kahneman’s team found that our brains put all routine tasks into subconscious (fast) processes
when we master them. So we tend to take shortcuts when thinking: this explains the psychological inertia known in TRIZ. Psychological inertia starts when we mismatch thinking mode withproblem calibre, so we try to solve a difficult problem with these fast thinking mode. Fast thinking is quick, but so inaccurate that we lose sight of many possible solutions and often get into
dead end prototyping the first weak idea which comes to mind and experiencing failure, thus
wasting a lot of precious time. The time we paradoxically wanted to save. But turning to slow
mode of thinking is not intuitive. It is where TRIZ comes to help. TRIZ changes our thinking
to slow mode needed for solving difficult problems.
This observation helps to understand why TRIZ is not so easy to apply. It is reasonably easy to
explain [7], but its application by organizations sometimes gets into a quagmire. There is too
little data at hand of how often TRIZ implementation is not a success, but the gut feeling is –quite a lot because of present relative low popularity of TRIZ as presented in [8] - but it should
be noted that this presentation raised much discussion and many disagree with the findings.
TRIZ is not intuitive. It takes too long time to convert thinking with TRIZ to fast mode, andbefore it happens, fast mode is unable to cope with difficult problems.
Example: if you change from classical Project Management (waterfall cascade) into Agile – itis change of culture and habits, you need a special coach (called Scrum Master in Agile Scrum)
to ensure that people are not coming back to old routines [3]. The hypothesis of the author isthat to achieve successful TRIZ application, big effort is needed to ensure that new habits arewell established.
In the Era of USSR’s TRIZ, it was found by practice, that 3 months of intense training is theminimum to change habits to make a TRIZ practitioner. This length might be an indicator why
TRIZ is far more difficult to apply than many other tools, for example, Lean. Strong habitsrooted by traditional education are very difficult to change.
We humans are cognitive misers [1]. Without long training, as Kahneman shows, we tend toautomatically switch the mode our brain works to the ineffective fast mode. So building on thisarticle I propose a change for the trend of „Reduction of human involvement” (Fig.1). I propose
to divide every stage involving human to two stages. First, it should be the “slow thinking”
mode, and then the saving brain energy “fast thinking” mode (Fig.2).

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Fig1. Trend of human involvement reduction [by the author]

Fig. 2 The same Trend of human involvement reduction including the switch of mode from “slow” to“fast” thinking mode according to Kahneman [proposal by the author].

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2. Applying TRIZ – what is the weakest link?
After many years of offering Project Management and a few years of offering TRIZ training
and consulting, the author has come to the conclusion that TRIZ is a very good solution forsome of the clients but not for all. It depends mainly not only on needs but also on the maturity
level of the client.
The factor for making decision to apply TRIZ or not should be the main restricting parameter(weakest link) in the client’s organisation. Is the client halted with well-defined problems,
which he cannot solve, or something else? Some clients do not have an innovation-friendly
culture, some need to reorganize their processes. In the author’s opinion TRIZ has more chances
for successful implementation if the client is well organized and has established frameworks,
such as Lean or Six Sigma, to benefit most from TRIZ.
The assumption is - it is not beneficial to go with TRIZ for clients who are in chaos and needorder. Similar to Maslovs’s pyramid of human needs, TRIZ for organizations seems to be somewhere at the top of the pyramid whereas order and good atmosphere are more basic and thus
reside at a lower level.
Some clients even don’t know what problems they have, their actions are very chaotic. Proposing them regular, systematic, rich implementation of TRIZ is like teaching them to run before
they know how to walk. TRIZ addresses a narrow part of the organisation processes. If problemsolving is the weakest link, than TRIZ should bring highest return on investment.
There exist genuine tools for organisation change for acomplishing higher innovation culture
level. After getting there, the organization shall prize TRIZ for its value. The only way to make
TRIZ beneficial before the company is well organized might be temporary “rent a TRIZ-gunfighter” for quickly shooting down a painful problem.
There are also different levels of scale – individuals may resist TRIZ, as well as whole organizations. A nice trick to try TRIZ with large organizations is to start with pilot projects on a teamscale. This way, TRIZ can be tested for results with low risk, when a temporary project is run
to validate the use of TRIZ within the specific conditions of the organization. So using anotherlevel of scale can change entry of TRIZ.
Lilly Haines-Gadd, manging director of Oxford Creativity, with long experience of implementing TRIZ to organisations, notes how the appetite for TRIZ changes according to maturity oforganisations: “Startups don’t often adopt TRIZ because they are trying to work out how to do
things – they are innovating in their field of work, and are not usually interested in innovating
their way of working. They also don’t need new concepts – they are usually trying to put theminto practice. They then go through a period of growth – all things that require innovative
thinking, but they are so focused on how to make things work they usually are not interested in
TRIZ.
Organisations once they have grown then try to gain efficiencies – using things like Lean and
Six Sigma. Again, TRIZ could help in this.
Once organisations have become lean and efficient they have usually lost all the “waste” processes, time, and maybe people which might have created innovation. This is the point at which
many companies realize they need TRIZ – because they have lost either the ordinary practiceof innovation or have focused so much on employing people who are good at maintaining thestatus quo, rather than coming up with disruptive new ideas” [4].
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The author was unable to find in scientific literature the perspective of how business decision
makers perceive TRIZ. Living in the business world for decades, the author is sure, that any
new thing like TRIZ (as for many TRIZ is still a novelty) is perceived as a black box with astrange name. Typical business leaders are not interested in the mechanism inside if the blackbox does not produce benefits: it should give high return with low risk to be welcomed. Manyclients are interested only with the monetized outcome, they are not much interested with theprocesses inside the box. It seems there are only few who loved the inside beauty of TRIZ tools,
others are confused with kaleidoscope of new names of tools being offered to them.
Specially Six Sigma sells itself to business leaders by promising cost savings, and has worked
out how to measure the impact of its tools. This makes it easy to say “yes” for business leaders.
TRIZ does not cover the whole innovation process (Fig 3), for example it does not provide tools
for prototyping and testing ideas. In comparison to Six Sigma it is more difficult to measure
impact of TRIZ and thus selling it to business.
In the opinion of the author, TRIZ is not a panacea for every business sickness. It should be
aplied with care. It is well known that are situations where involving TRIZ didn’t pay back.
Some positive examples (like Samsung) are overused. Not every company is at the place, where
Samsung was around the turning of the XXI century. TRIZ is certainly great to help with generating solutions but lacks strong ‘back end’ of the process (as explained by Toru Nakagawa
promoting six-box scheme Fig. 3, although ‘front end’ with newest TRIZ tools is no longer
weak this days).

Fig 3 Comparison of TRIZ, USIT and frameworks like Design Thinking and Lean by Toru Nakagawa[5].

So the TRIZ advocates should not propose TRIZ as a magical panacea for every business. It
implementation should be considered with caution. If not, the “TRIZ does not work” statement
will gain popularity. The author observed this when the Agile Project Management tools wereentering Poland at the first phase. (2001-2007).
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TRIZ is usually not the lowest hanging fruit for a business decision maker. Often it is enoughto change culture or the way a company is organized to get faster benefits. TRIZ, apart fromrare cases, provides return in longer time (in the sense of systematic change resulting in a streamof ongoing innovations).

3. Conclusions
The main difficulty is in going against natural habits. TRIZ is easy to explain, but application
is difficult because it requires the users to change their mode of thinking. As explained earlier,humans are inclined to do things with less thinking (fast mode). TRIZ requires to go against
this trend, back to the diligent, slow thinking mode. This is the hard part when applying TRIZ,
because it requires changing strong habits [6].
TRIZ shall not be proposed as panacea, because it is a great medicine only for a specific partof a business - generating solutions. So when we offer TRIZ to decision makers, after getting
to know the situation of the client, sometimes we shall postpone proposing TRIZ. Specifically,
when problem solving is not the restricting parameter for this organisation in this time.
Proposing TRIZ as easy panacea for all sicknesses may raise false expectations at the clientside and in effect put a bad name to TRIZ itself.
In this paper, the author shared his ideas from his own observations and perspective, lacking
support of data many times. However he strongly believes this issue should be a matter of discussion within the TRIZ community.

Acknowledgements
Lilly Haines-Gadd helped a lot in preparing this article. Author is also very thankful to Karen
Gadd for inspiration and Valeri Souchkov for his enormous help.

References
1. Daniel Kahneman "Thinking, Fast and Slow"
2. Private conversation with TRIZ Master Valeri Souchkov in 2017.
3. On the role of Scrum Master watch a humorous video with Jeff Sutherland
https://www.youtube.com/watch?v=oheekef7oJk
4. Lilly Haines-Gadd, e-mail conversation in May 2017, edited
5. Toru Nakagawa from http://www.osakagu.ac.jp/php/nakagawa/TRIZ/eTRIZ/eforum/e2017Forum/eNaka-TFC2016PersonalRep/eNaka-TFC2016-Report-B-Integral-170324.html#B3
6. For changing habits you may find interesting short essay by Stephen Light https://www.elephantjournal.com/2013/05/neuroscience-why-changing-our-habits-is-hard-stephen-light/ with
2 scientific books mentioned on the subject. Very inspiring for author was 8 minutes film by
DestinSandlin(SmarterEveryDay)
with“backward”
bicycleexperiment.
https://www.youtube.com/channel/UC6107grRI4m0o2-emgoDnAA
7. On teaching TRIZ please look at “Teaching TRIZ Is Not Learning TRIZ” by Ellen Domb athttps://triz-journal.com/teaching-triz-does-not-equal-learning-triz/
8. „Why TRIZ Popularity is Declining” by Sergey Sobolev & Oleg Abramov presented at ETIRA
TFC2016233

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Corresponding Author:
Michal Halas: michalas@oditk.pl

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

MAPPING TRIZ PRINCIPLES TO ELECTROMECHANICALCONVERSION APPLICATIONS
Tiziana Bertoncelli, Oliver Mayer, Francesco Papini
GE Global Research, Garching bei München, 85748, Germany

Abstract
TRIZ core theory and continuing ongoing research present multiple works showing specialized examples of Inventive Principles for the most diverse fields, both technical and non-technical, including for
instance microelectronics, informatics, chemical engineering, business and quality management, marketing, and even human factors and ergonomics. Such examples are of great help for teachers and practitioners, offering a chance of immediate understanding by analogy and inspiration for metaphoricalthinking during the creative application phase, when the translation from the chosen Inventive Principles
to real world solution is the most challenging part for the inventor. On the other hand, TRIZ offers many
tools adopted for knowledge systematization. On the side of power engineering and electric machine
world the classical approach is the distinction between static machines, rotating synchronous, rotating
asynchronous, DC machines and variations thereof, but the topology spectrum, the rated power andapplication ranges are so wide, that it results at times very difficult to capture. In this paper, a classification of electric machines according to TRIZ Inventive Principles applied stepwise to the simplest
electromagnetic coupled device will be shown, accounting for both the technological development andthe state of the art. Such a classification can serve as enabler for future deeper analysis procedures fortechnology landscaping; starting from a simplified generalized function model, examples for Principle
application will be given showing different developments of the baseline according to an evolutionary
approach, offering also a new viewpoint in a discipline where TRIZ full potential has still to bloom.
Keywords: TRIZ, Electric Machines, Forecasting, Function Model, Evolutionary Approach

1. Inventive Principle Example Collections
TRIZ application often relies on collections of examples of Inventive Principles’ application tofacilitate the creative process by analogy. Many tools that implement the Altshuller’s Matrix,
while prompting the suggested Inventive Principles, offer lists of problem solutions as examples
of application of the specific Principle. This practice represents a powerful help to think metaphorically, especially for beginners and during innovation workshops where the audience has
little or no TRIZ literacy and the facilitator is asked to lead the team and introduce the method
at the same time. In literature, various example lists classified by discipline have been reported;the list by E. Domb [1] is often referenced. In addition to that, many other application fields
have been documented [2], such as Architecture, Business, Chemistry, Customer Satisfaction,
Education, Food Technology, Marketing, Sales, Advertising, Quality Management, Service
Operation Management, Social. D. Mann [3] focused on Inventive Principles for Business,comparing by statistical analysis the frequency occurrence of the Principles in the original
Altshuller’s Matrix, for his updated version dating to 2010 and for Business applications. He
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states that example lists add value to the users who lack the time required to develop an entire
TRIZ process. Users can still profit from the method thanks to a ranked list of Inventive Principles, even if the full power of TRIZ is in this way somehow lost. His study shows that thefrequency of occurrence of Inventive Principles for the Altshuller’s matrix and the specificbusiness domain of application could be different; this suggests that it could also occur for otherfields. This also seems confirmed looking at the several collections of example for different
applications listed in [2], for which it has been calculated how many examples have been recorded for each Inventive Principle; Figure 1 shows the results for six selected application fields,
even if this kind of evaluation lacks the statistical rigor that underlies the Altshuller’s Matrix.

Fig. 1. Inventive Principle Occurrence for six application fields

Nevertheless, those collections of examples facilitate TRIZ teaching, learning and application,and their relevance is even more important and popular for non-technical areas, for which apatent database is not available [4]; a frequency based ranking could offer one more tool to the
TRIZ user. In Paragraph 2 the value of an organized collection of Inventive Principles for Electric Machines is discussed.

2. Relevance of Inventive Principles Examples for Electric Machines
A list of examples of Inventive Principles for the electric machine space can answer the difficulties to bridge TRIZ theory and regular adoption; in this field, especially among beginners,
often difficulties arise during TRIZ application; different reasons have been collected as feedback among workshop participants and listed below:236

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1. TRIZ is often perceived as more effective for mechanical applications,
2. Many Inventive Principle examples are non-electric-machine related,
3. TRIZ is sometimes perceived as far-fetched with respect to complex system problems,
4. For electric circuit applications graph-like solutions would be preferable.
TRIZ generality and abstractness, which constitute its power, present the drawback of being
felt sometimes fuzzy to more than one engineer, especially the ones who show the strongest
psychological inertia, to the detriment of methodology acceptance. Examples can be powerfuldoor openers and indeed smoothen the learning process: their absence for a specific domain
sometimes impair immediate application. A collection of dedicated examples can be greatly
beneficial among electric machine specialists. Compiling a meaningful list is not straightforward: in fact, observing the electric machine traditional list, it can be noticed that for most of
the machines that could serve as immediate examples the simultaneous application of more
Principles applies. Moreover, being the technology in the mature stage, many variants of thesame baseline devices can be found and it is extremely difficult to build a comprehensive picture of all the existing devices, usually ordered by incremental variations of topology, constructive considerations, drive, application and power range. This is reflected also in the education
system, where the traditional introductory courses offer an overview of the main four kinds,
ordered as transformers, synchronous, asynchronous and DC machines, mirroring the historicaltheory development, which starts from the discovery of the rotating magnetic field principle forelectromechanical conversion; subsequent specialization courses present a limited selection of
all possible variations, taught following a topological classification; the different machines arepresented as derived as step-wise specializations of the four primitives; this results in a monumental body of knowledge, difficult to organize and learn. One solution could be given by theTrees of Technology Evolution as presented by Shpakovsky [5]: trees are graphs that capture
all possible versions of a technology product in an organized classification structure, allowing
to present a huge amount of information to audiences like customers and students. Evolution
Trees are built following TRIZ criteria, so that the evolution of a product following the trend
can be shown; niches of still unrealized versions can be identified with a detailed description.
From an evolution tree the steps at which innovations were introduced can be visualized, identifying empirically the most useful Inventive Principles, listed and organized in a structure. The
added value of an evolutionary tree resides also in its huge potential in education field, where
the focus on creativity teaching and learning is steadily increasing [6]. The effectiveness of thisapproach has been researched by V. Berdonosov [7-9]; it has also been proven whilst training
students for creative imagination and knowledge systematization at the same time, based onprior TRIZ training. Evolution trees have also been applied to object-oriented programming; inaddition, a general TRIZ-based scheme to design education pathways has been proposed. Effective creativity teaching has also been addressed by Cascini et al. [10], using an indirect learning-TRIZ-by-doing approach through games (TETRIS project), while in [11] Oget describes a
TRIZ- based pedagogy for teaching English in Latvia, for which no prior TRIZ knowledge isrequested to learner. In this paper a first attempt to combine the two points of view, namely thecollections of examples for application by analogy and evolution trees, is illustrated, together
with a reverse- mixed approach. The starting point of this work is a traditional list of electricmachines, for which the recognizable Inventive Principles and applied Trends have been recorded. A tree of dependencies has also been built, as more deeply explained in Paragraph 3.
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3. Building an empirical database
3.1. Selected machines
A preliminary set of twenty-five most common machines [12] has been considered as initialsample for this investigation. The sample size, however small with respect to the entire spectrum of electric machine variants, is evaluated according to Formula 1:

XX

ts
n

. (1)

where the terms represent:
X : estimation of the population means: estimation of population standard deviation 
n: sample size
t: factor dependent from the sample size,
taking a 95% confidence interval a sample size of 20 means t-factor ~ 2.2, instead of bestcase 1.96 as show in Table 1; the sample size has been thus considered acceptable for thispilot study.
Table 1t-factor as a function of sample sizen (sample size)

t-factor (95% of confidence interval)

2

12.71

3

4.30

6

2.57

10

2.26

50

2.00



1.96

The first categorization of the listed machines distinguishes between stationary devices, like
inductors and transformers, and rotary machines. In [13] the function model for a generalizedmachine has been built, starting from the proposition that all rotary machines are a specialization of the generalized abstract electromagnetic joint [14] [15]; this allowed to derive the mosttypical Inventive Principles addressing common problems for all the devices, grouped by topology, materials, controls, and other aspects of power engineering. For this work the samegeneralization has been followed, and two primitives for all electromagnetic devices have been238

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considered, respectively the generalized electromagnet (consisting of a ferromagnetic core anda winding) for the stationary machines and the aforementioned electromagnetic joint (where
the rotating magnetic field is generated) for the rotary ones. Borrowing the object-oriented programming jargon, where generalized objects are distinguished as classes and subclasses according to a class inheritance tree, such two primitives can be seen as the parent classes of the two
preliminary trees. All other electric machines have been considered as derived from those two.
At each derivation step, the recognizable and most relevant Inventive Principles have been
listed. Table 2 shows the complete list of the considered devices on the first column; mutual
dependencies have been also recorded and later captured in the graphs; in other words, it has
been established from which device the selected machine can be considered a subclass by application of a set of Inventive Principles reported in the second column. The third column captures the Trends of technical System Evolution that can be recognized at each evolution step,
numbered consistently with the Table 3 reported in Paragraph 3.2.
For example, the Permanent Magnet Transverse Flux Motor (PMTFM) is a class derived fromthe Permanent Magnet Synchronous Motor (PMSM) applying the Inventive Principle 17- Use
Another Dimension, that captures the introduction of the transverse flux; the PMSM in turn isa subclass of the Synchronous Motor, to which the Inventive Principles 25- Self-Service and28-Mechanic Substitution have been applied; in fact the excitation winding has been replacedby permanent magnets, which provide the magnetic flux by their intrinsic material properties;
The Synchronous Motor is a subclass of the generalized electromagnetic joint, to which theInventive Principle 13-The Other Way Round and 20-Dynamization have been recognized. Asa default, for synchronous machines the operation as a generator has been chosen: the generalsynchronous motor is thus considered as derived from the synchronous generator applying theInventive Principle 13-The Other Way Round. For asynchronous machines the operation as
motor has been considered as default: asynchronous generators are as well considered as derived by motors applying the Inventive Principle 13-The Other Way Round. The traditional
electric machine classification has been developed primarily for internal rotor rotating machines; it follows as main criterion the operating principle (i.e. attraction of opposite poles,
minimization of reluctance paths and so on). The proposed classification starts also with theoperating principle as the only attribute of the parent class electromagnetic joint; whilst building
the evolutionary trees, other important attributes are added to the children classes, such as magnetic circuit layout (or topology), reciprocal position of active parts, recognized Inventive Principles and Trends. The described PMTFM is so defined by the attributes Synchronous Motor(Type), Surface Mounted (topology), Permanent Magnet (active excitation), Transverse Flux
(topology), Inventive Principles 17 and Trends 7 and 9; Inventive Principle and Trends describe
the evolutionary step with respect to the parent class Permanent Magnet Synchronous Motor
Surface Mounted, being the different flux arrangement the application of the aforementioned
Inventive Principle and Trends.

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Table 2
Electric Machine List, Inventive Principles and Trends

Description

Inventive Principles Trends

Electromagnet

19

1

Inductor Monophase

19,20,35

3

Inductor Multiphase

26,35

3

Monophase Transformer

19,35

3,6

MultiPhase Transformer

26,35

3,6

Monophase Transformer - more secondaries

26

3,6

Multiphase Transformer - more secondaries

26

3,6

Tokamak

2,15,17,35,36

8,11

Stellarator

5,28,35

7,9Electro Magnetic Joint

5,15,19,20, 24,26,28

2,3,8,11Synchronous Generator smooth rotor

20

8Synchronous Generator salient pole

4,14,35

6,9

Synchronous Motor

13,20

8

Superconducting generator

20,36

2,5,9,11PM magnet synchronous motors, surface mounted

25,28

2,5

PM magnet synchronous motors, buried

7,25,28

7,9

Brushless motors

2,25

6,10

Permanent Magnet Transverse Flux Motors

17

7,9

Permanent Magnet Disk Type Motors

17

7,9

Linear Electric generators

4,17

7,9

Inside Out Synchronous Generator

13

7

Asynchronous motor wound rotor

4,15,16,22

5,6,9

Asynchronous motor squirrel cage

5

5,7

Asynchronous monophase motor

2,22

3,6

Asynchronous generator

13

6

DC Generator (Dynamo)

20,33

5,6,9

DC Motor

13

5,6,9

3.2. Trends as Criteria
Trends of Technical System Evolution are the basis of the theory of Evolution Trees by Shpakovsky [5], where classical TRIZ Trends have been reorganized as a list of nine evolution pat240

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terns, along which the evolution of devices can be followed. For the present analysis the classical list of Trends according to G. Altshuller [16] and reviewed by GEN3Partners has been
considered, reported in Table 3. For each machine considered in Table 2, the applicable trends
have been later added as a feature, as explained in Paragraph 4.
Table 3
Trends of Engineering System Evolution used as Classification Criteria
1Trend of S Curve Evolution

2

Trend of Increasing System Ideality

3

Trend of Transition to the Super-system

4

Trend of Increasing Completeness of System Components

5

Trend of Decreased Human Interaction

6

Trend of Increasing Coordination

7

Trend of Increasing Controllability

8

Trend of Increasing Dynamism

9

Trend of Un-even Development of System Components

10

Trend of Increasing Degree of Trimming

11

Trend of Flow Enhancement

This allows to build a tree showing the step-wise evolution of electric machines based on topological variations.

4. Preliminary Evolution Trees for Electric Machines
A first simplified Evolution Tree for Electric Machines Primitives is shown in Figure 2: therelevant evolution patterns characterizing the branches (or evolution steps) have been identified. It must be noticed that at topological level, all moving devices deriving from the electromagnetic joint present three potential reciprocal positions between magnetic flux layout anddirection of motion, covering all possibilities in 3D suggested by the Inventive Principle 17Use Another Dimension: radial, linear (including tubular) and spheroidal. The three layouts areapplied to all possible categories of known devices; in fact, traditional rotating machines are
represented by the In-Plane option in a cylindrical coordinate system, while linear and planar
machines are better described within a Cartesian-plane representation. Toroidal and Sphericaldevices are also captured if the correct reference frame and flux layout are considered. In thisway for each device subclass three possible branches of the evolution tree can be derived. The
preliminary developed Tree has been split into two sub-trees for readability; they are depicted
separately in Figure 3 and 4 respectively; all potential topological layouts have been not explicitly drawn and only the existing variations captured; all the mentioned options should be anyway kept into consideration for innovation sessions and strategic studies, since each reference241Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

frame variation offers a possible new device class introduction. Information about the most
relevant Trends and Inventive Principles along the Tree branches have been added; further considerations about Inventive Principles will be discussed in Paragraph 5.

Fig. 2. Preliminary Evolution Tree for Electric Machines; in italic Trends of Engineering System Evolution

This is intended to serve as a template for future tree development; some observations can already be inferred: for static machines the most relevant trend is Mono-Bi-Poly, the main evolution feature being the number of windings as a characteristic of inductors and transformers.
For rotating machines, the importance of Mono-Bi-Poly still holds, applied not only to the number windings but also to other parameters, such as number of poles; other Trends acquire aforemost relevance, such as the Trends of Increasing Coordination, with all different aspects
captured by its sub-trends. For most of the topological variations the Trends of Increased controllability and Un-Even Development can be identified, since each variation addresses the needfor increased performance for a specific application. The Trend of Flow Enhancement is also
instrumental since it describes all the optimization effort aimed to increase efficiency, that is,
optimize energy flow by minimizing losses.

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Fig. 3. Evolution Tree for Electric Machines, focus on Stationary Devices. Trends initalicFig. 4. Evolution Tree for Electric Machines, Moving Devices. Trends in italic

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5. Inventive Principle Examples for Electric Machines
5.1. Inventive Principles adding material and topology considerations
A separate list of Inventive Principles has been identified while considering the adoption of
typical active materials and constructive arrangements for machine excitation, as shown in Table 4; the elements of the first column capture the typical solutions adopted in recommended
design practice [17]: for instance, in the case of electric conductors, the use of separate strands
or Litz wires abides to Inventive Principle 1- Segmentation.
Table 4Inventive Principles for Electric Machines – Active Materials

Active Material

Applied Inventive Principle

Electric Conductors

1,3,12High temperature Conductors

10,28Superconductors

35,36

Permanent Magnets: ferrites

3,28,35

Permanent Magnets: rare-earth based

3,28,35

Permanent Magnets: skewed

3,17,35

Permanent magnets: Hallbach arrangements

3,17,35

Magnetic Shape Memory Alloys

18, 25,28,35

5.2. Inventive Principles Examples from the Tree Structure
Table 5 reports the collection of examples of application of Inventive Principles derived
from the observation of the Evolution Trees built for the electric machines listed in Table 2.
Table 5Inventive Principles for Electric Machines – Example List
IP

Evolution Tree Machines

Materials

Other

IP1-Segmentation-

Electric condutors (Litz)

Switches in cascade
Multi-tap windings intransformers

IP2-Taking Out

Segmented PMs

Tokamak
Brushless motors
Asynchronous monophase motor

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Inside Out Synchronous Generator
IP3- Local quality

Synchronous Motor

El. conductors orientation wrt
flux
Hallbach PM
Skewed PM

IP4-Asymmetry

Synchronous Generator salient pole

Split pole to start small motors

Linear Electric Generators
Asynchrounous motor wound rotor
IP5-Merging

Electro Magnetic Joint
PM magnet synchronous motors,
surface mounted
PM magnet synchronous motors,
buriedAsynchrounous motor squirrel cage
Stellarator

IP6-Universality-

IP7-Nested Doll

Tokamak-

Universal Motor

PM magnet synchronous motors,
buriedIP10-Preliminary
Action-IP11-In
Cushioning

Advance-

IP12-Equipotentiality-

IP13-The Other Way
RoundSynchronous Motor

High
Conductors

Temperature

Split pole to start small motors
Shield insertion to avoid losses

Electric conductors

Inside Out Synchronous Generator
Asynchrounous generator
IP14-Spheroidality
Curvature–

IP15-Dynamics

Synchronous Generator salient pole

Skewed PM

TokamakElectro Magnetic Joint
Asynchrounous motor wound rotor

IP16-Partial or Excessive Action

Asynchrounous motor wound rotor

deflux in PM machines

IP17-Another
Dimension

Permanent Magnet Transverse Flux
MotorsHallbach PM

Permanent Magnet Disk Type Motors

Skewed PM

Linear Electric generators
IP18-MechanicalVibration
IP19-Periodic Action

Magnetic
AlloysElectromagnet

Shape

MemoryMultiharmonic

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Monophase Transformer
Electro Magnetic Joint
IP20-Continuity
Useful ActionofInductor Monophase
Electro Magnetic Joint
Synchronous
rotor

GeneratorsmoothSynchronous Motor
Superconducting generator
DC Generator (Dynamo)
IP21-Skipping
IP22-Blessing
Disguisein

Asynchrounous motor wound rotor

Eddy current brake, eddy current passive shielding

Asynchronous monophase motor
IP23- Feedback-

Self-regulatedtransfomer

current

Electrodynamically suspended
MAGLEV
IP25- Self-Service

PM magnet synchronous motors,
surface mounted

Magnetic
Alloys

ShapeMemoryPM magnet synchronous motors,
buriedBrushless motors
IP26- Copying

Inductor Multiphase
MultiPhase Transformer
Monophase Transformer w moresecondaries
ThreePhase Transformer w moresecondaries
Electro Magnetic Joint

IP27- Cheap ShortLiving Objects-

Fuses, sacrifical electrodes

IP28Mechanic
Substitution

Stellarator

High
Conductors

Electro Magnetic Joint

Magnetic
AlloysTemperature
Shape

Linear machines vs. Mechanical Gears

MemoryPM magnet synchronous motors,
surface mounted
PM magnet synchronous motors,
buriedIP31- Porous Materials-

Flux bridges in PM machines,
in situ magnetizaation

IP32- Colour Change-

Optical position encoders

IP33-Homogeneity

DC Generator (Dynamo)

Homopolar machines-

In situ magnetization

IP34-Discarding
Recovering

and

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IP35-Parameter
ChangeInductor Monophase

Hallbach PM

Inductor Multiphase

Magnetic
AlloysMultiPhase Transformer

Skewed PM

ShapeMemoryTokamakStellarator
Synchronous Generator salient pole
IP36-Phase Transition

Tokamak
Superconducting generator

IP40-Composite
Materials-

Dual-phase material

5.3. Comparison with conclusions from Generalized Function ModelIn [13] the generalized function model of the electric machine and the subsequent contradiction
resolution suggested a set of Inventive Principles considered valid for all classes of derived
machines, arranged in four groups: Addressing Machine Topology, Addressing Materials, Addressing Control and Others. The scope of the present work covers mostly the two areas Machine Topology and Materials. Comparing the Principles emerging from [13] with the highest
occurrences in Table 5, it can be seen how both approaches (generalized model and the Evolution Tree Analysis) consistently identify the most relevant common sub-sets of Inventive Principles: 4- Asymmetry, 13- The Other Way Round, 14- Curvature, 17- Another Dimension, 19Merging, 28- Mechanic Substitution, 35- Parameter Changes for the category Addressing Machine Topology. The category Materials in both cases shared the Inventive Principles: 31. Porous Materials, 36- Phase Transitions. The similar outcome resulting from the present analysis
and the one described in [13] gives the authors a stronger confidence in the validity of theapproach.

6. Conclusions and Further Developments
The presented analysis allowed deriving a first list of examples of Inventive Principle applications in the electric machine domain, for a preliminary sub-set of devices. The study analyzed
the step-wise development of electric machines, captured in an Evolution Tree. The most common Inventive Principles have also been identified; they have been compared with the outcomesof the analysis of a generalized function model by the same authors and the two approaches
showed similar results. The derived Evolution Tree and the collection of examples can be fruitfully applied both during TRIZ teaching sessions, innovation workshops and regular practice.
This study represents a preliminary analysis, by no means exhaustive, to be refined towards amore complete model; the necessary next steps have been identified and listed below:-

Database enlargement to all the relevant existing electric machines, with also special
machines based on other physical effects, e. g. piezoelectric devices-

Extension to new material developments that could represent potential game-changers for this technology, e. g. nanomaterials, composite and the new additive manufacturing solutions, intentionally not considered for the scope of this work247

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A more robust statistical analysis, ideally patent-based, aimed to identify the mostcommon Principles for this domain-

Identification of the most relevant Trends in electric machine development with thesame procedure used for the Inventive Principles-

Further development of the evolutionary approach, so that also the strategic value isretained-

Identification of the new development branches of the Evolution Tree that could represent promising novel solutions

Moreover, the evolutionary approach can be very useful at corporate level in order to create aliving database as a basis to formulate innovation strategies and trade-off studies during theeveryday design activity; it can be organized and completed adding constructive details such as
number of poles, phases, power range for all the considered devices and thus serve as a reference. This will be the long-term goal for the development of this work.

References
1. Domb, E. “40 Inventive Principles with Examples”. TRIZ Journal, July 1997
2. Contradiction Matrix & 40 Principles, TRIZ Journal, December 2006
https://triz-journal.com/contradiction-matrix-and-the-40-principles-for-innovative-problem-solving/
3. Mann, D. “Some Principles Are More Common Than Others - 40 Management Principles In
Frequency Order”. TRIZ Journal, August 2004
https://triz-journal.com/principles-common-others-40-management-principles-frequency-order/
4. Domb, E. “TRIZ for non-technical problem solving”. Keynote address at the 3rd European TRIZ
Congress, March 20th, 2003, Zürich, Switzerland
5. Shpakovsky, N., “Tree of Technology Evolution”, @target Invention2016
6. Marcisegal, “#Creativity Moves to rank 3 in World Economic Forum Top Skills needed in2020”, World Economic Forum Post
https://wciw.org/2016/02/01/creativity-moves-to-rank-3-in-world-economic-forum-top-skillsneeded-in-2020/
7. Berdonosov,V.D. “Concept of the TRIZ Evolutionary Approach in Education”. ETRIA World
Conference TRIZ Future 2013, October 29-31, Paris, France
8. Berdonosov, V.D., Zhivotova, A., Sycheva, T. “TRIZ Evolution of the Object-Oriented Programming Languages”. ETRIA World Conference TRIZ Future 2012, Lisbon, Portugal
9. Berdonosov,V.D., Redkolis E.V. T. “TRIZ Evolutionary Approach: Didactics”. ETRIA World
Conference TRIZ Future 2014, October 29-31, Lausanne, Switzerland
10. Cascini G., Jantschgi J., Kaikov I., Khomenko N., Muraskovska I.,Sokol A., Tomasi F. “Teaching TRIZ at School”. TRIZ Journal, April 2009
11. Oget, D., Sonntag, M. “Using OTSM-TRIZ in learning and teaching English Foreign Language:
an epistemology reflection”. ETRIA Conference TRIZ Future 2005, November 16-18, 2005, Graz,
Austria
12. Gieras, J.F. “Advancements in Electric Machines”, Springer, 2008

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13. Bertoncelli, T., Papini F., Mayer O., “Synchronous Reluctance Machine Analysis and ELECTRIC Machine Forecasting Using TRIZ”. TRIZfest 2016 July 28-30, Beijing, People’s Republic ofChina
14. Manigrasso, R. “Macchine Elettriche”, Course Material Politecnico di Milano, 2000
15. Torrey, D.A., AC Electric Machines and Their Control, E-Man Press LLC 2010
16. Altshuller, G.S., “Creativity as an Exact Science”, Gordon and Breach Publishers, 1984
17. Fischer, R. “Elektrische Maschinen”, Hanser Verlag 2006

Corresponding Author:
Tiziana Bertoncelli: bertonce@ge.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

MODERN TRIZ AND THE CONCEPT OF ANTIFRAGILITY.
FRIENDS, ENEMIES OR FRENEMIES?
Oleg Feygensona, Naum FeygensonbabSamsung Electronics, Suwon, 443-742, South Korea

Healbe Corporation, Saint Petersburg, 198013, Russia

Abstract
In this paper we discuss the relevance of the concept of Antifragility, introduced by Nassim Taleb, to
the Theory of Inventive Problem Solving (TRIZ).
As defined, “Antifragility is a property of systems that increase in capability, resilience, or robustness
as a result of stressors, shocks, volatility, noise, mistakes, faults, attacks, or failures.” The concept has
already been applied in many fields including risk analysis, computer science, engineering (individual
examples/cases of the simplest engineering systems are available), transportation planning, etc.
The concept of Antifragility appears to be novel and elegant; however, it is based only on some empiricalfindings, and there are few practical recommendations on how to achieve Antifragility.
Modern TRIZ is known as a systematic approach to solving complex technical problems and improving/creating engineering systems. TRIZ has its own toolset which includes formalized analytical andproblem solving tools.
This paper is an attempt to illustrate how TRIZ tools can be adapted so that the Antifragility property
can be introduced into existing systems or into systems we are creating. The proposed approach can beused not only for enhancing the Antifragility of engineering systems, but also for social, managerial,
economic, and other systems.
The authors’ suppositions are supported with a number of illustrative case studies.
Keywords: antifragility, modern TRIZ, combining theories.

1. Introduction
By definition, antifragility is a property of systems that increase in capability, resilience, orrobustness as a result of stressors, shocks, volatility, noise, mistakes, faults, attacks, or failures.
It is a concept developed by Professor Nassim Nicholas Taleb in his book “Antifragile: Things
That Gain from Disorder” [1]As Taleb explains in his book, papers and public speeches, antifragility is opposite to fragility,
but it is fundamentally different from the concepts of resiliency (i.e. the ability to recover fromfailure) and robustness (that is, the ability to resist failure).
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The concept of fragile, robust and antifragile is represented in Fig. 1.

Fig. 1. Depiction of Fragility Spectrum [2]Antifragile systems, according to Taleb, can be social systems, evolution, culture, political systems, the process of creating technological innovation, corporate survival, legal systems, thehuman body and psychology, mythological heroes, etc. As is typical when a new term/definition is introduced, it became clear that antifragility, as a property, had already appeared andbeen identified in different systems around us. This property has not been described systematically, however, and requires further study and practical recommendations to make it more useful.
Taleb states, “By grasping the mechanisms of antifragility we can build a systematic and broad
guide to nonpredictive decision making under uncertainty in business, politics, medicine, andlife in general—anywhere the unknown preponderates, any situation in which there is randomness, unpredictability, opacity, or incomplete understanding of things.
“It is far easier to figure out if something is fragile than to predict the occurrence of an eventthat may harm it. Fragility can be measured; risk is not measurable…” [1]The concept of antifragility is supported with a set of simple recommendations. The main goalof these recommendations is to lead the development of our complex artificial systems in themost simple and natural way. To this end, Taleb uses the notion of heuristics [1]: “Heuristics
are simplified rules of thumb that make things simple and easy to implement. But their main
advantage is that the user knows that they are not perfect, just expedient, and is therefore lessfooled by their powers. They become dangerous when we forget that.”
In the authors' opinion, making systems antifragile is one of the most important directions forcreating, improving and exploiting modern complex systems under uncertain conditions. Therefore, the goal of this article is to investigate how the concept of antifragility can be complimented and enhanced with TRIZ.
Initial research on the compatibility of antifragility and TRIZ is published in [3]251Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

2. Clarification of Research Objectives"I hear and I forget. I see and I remember. I do and I understand"ConfuciusThis well-known quotation illustrates different levels of understanding and knowledge. Taleb’s
findings can be characterized as "I see and I remember." In this paper, the authors suggest making the next step in developing the concept of antifragility: "I do and I understand."So, the beginning of this research focuses on Engineering Systems that can be described wellin TRIZ terms.
Also, the authors study the antifragility of Engineering Systems and discuss the connection
between antifragility and the philosophy and toolset of TRIZ. The following results are revealed
and described in this paper:- Broader interpretation of antifragility as a possible behaviour in developing/changeable systems, as well as limitations to applying the term antifragility;- Ways of creating, formulating and renewing heuristics based on TRIZ logic and tools –methodological recommendations on how to create heuristics for achieving antifragility.
At the moment, there are not many publications available on the topic of creating antifragile
engineering systems. See, for example, [3,5,6]

3. Concept of Antifragility
3.1. Dynamics of Antifragility in the Life Cycle. Examples
The different ways of system development is depicted in Fig. 2.

Fig. 2. How systems respond to stress/change [4]252Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

Such visualization allows us to identify several essential details of antifragile behaviour.
In this paper the dynamics of antifragility development are discussed. In addition, by studying
systems’ life cycles, specific mechanisms of antifragility were identified.
Example #1. Coordination in time and antifragility.
Overcompensation is one of the important means of antifragility. Taleb [1] emphasizes the importance of overcompensation again and again. His notion can be significantly enhanced if we
apply the TRIZ Trend of Increasing Coordination (sub-trend – coordination of rhythms or coordination in time).
In sport medicine, overcompensation is well-known and has been thoroughly researched. If werefer to the available data, however, it is not easy to see the connection between antifragility
and overcompensation (see Fig. 3)

Fig. 3. Typical dynamics of overcompensation

When repeating such cycles in a sequence, as shown in Fig.4, the conditions and results of
antifragility become clear. It is important to note that if the sequence is changed, the results will
be totally different. There may be no improvement, or even deterioration (for example, as in
the effect of overtraining).

Fig. 4. Coordination in time of fatigue and compensation

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Example #2. Adaptive Inactivity as a mechanism of antifragility
At present, the function of sleep (an essential function of all living beings) has not yet beenclearly defined, and there are continuous scientific debates on this topic. One hypothesis proposed by Jerome M. Siegel [7] is that sleep is an Adaptive Inactivity. Since this adaptation isneeded for future non-defined stresses/impacts, the authors believe that Adaptive Inactivity canbe considered as one of the mechanisms of antifragility. In fact, during sleep certain processes
take place that prepare the animal for some unforeseen future event.
Another simple example is the aging of unfinished products between technological operations,
without applying any external actions: time is all that sets the internal aging processes in motion. This technological step is widely applied in different fields, e.g., aging is used to relax
residual stresses in moulded metal products, to homogenize ceramic mixtures and dough, etc.
In the examples above, coordination in time is very important for developing antifragility.

3.2. How antifragile systems work. Examples analyzed
Let us now consider a few examples of simple engineering systems to illustrate how the mechanisms of antifragility develop and work.
Example #3. Hadfield steel
Hadfield steel (also called manganese steel or Mangalloy) is a steel alloy containing an averageof around 13% manganese. Hadfield steel is known for its high impact strength and resistanceto abrasion once in its work-hardened state.
Mangalloy is made by alloying steel, containing 0.8 to 1.25% carbon, with 11 to 15% manganese. Mangalloy is a unique non-magnetic steel with extreme anti-wear properties. The material
is very resistant to abrasion and will achieve up to three times its surface hardness during conditions of impact, without any increase in brittleness which is usually associated with hardness.
This allows mangalloy to retain its toughness [8].
In 1816, a German researcher Carl J. B. Karsten noted that adding fairly large amounts of manganese to iron would increase its hardness without affecting its malleability and toughness, but
the mix was not homogeneous and the results of the experiment were not considered to bereliable [8].
According to [9], "...the large nonuniformity of hardness distribution in the deformed Hadfieldsteel is not caused mainly by the austenite grain boundary and grain orientation of the indentation plane, but by the underlying non-homogeneous substructures, with higher hardness in multiple-twin regions and lower hardness in dislocation-prevailing regions."
In this case, antifragility is achieved because alloying steel with manganese leads to the formation of twins when plastically deformed. (Crystal twinning occurs when two separate crystals
share some of the same crystal lattice points in a symmetrical manner.) These twins prevent
micro cracks and enhance the wear resistance of Hadfield steel.
Under stress/load this process develops even more if the structure has been pre-developed. Thisis a good illustration of how antifragility works.
Example #4. Self-locking knots
Self-locking knots are well known and they have been used for a long time in different areas:
mountaineering, fishing, marine activity, surgery, macramé, etc. The main idea of a self-locking device is that it automatically fixes itself in place. With a self-locking knot, the more force
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we apply when pulling a rope, the tighter the knot we have. This is due to the special positionof the rope, which, when a pulling force is applied, leads to increased contact area and a tightening force (see Fig.5).

Fig 5. A few examples of simple self-locking knots [10]Even from a quick analysis of the examples above, it becomes clear that the definition of antifragility requires further clarification:- Parameters. When developing antifragility, it should be clear which specific parameter(s) areneeded to achieve antifragility. For example, to increase the wear-resistance of steel even more,alternative ways of alloying should be considered.
- Working window: range of stress actions in which antifragility should appear. For example,
specific properties of materials are usually identified in a certain range of parameters; thestrength of human muscles and bones can be increased if antifragile training is applied in thedefined range of stresses.
- Time interval in which antifragility is expected. In other words, we need to identify time intervals for processes that lead to developing or losing antifragility. For example, Hadfield steel
can increase and retain its strength during a limited interval of time.

4. TRIZ tools for developing antifragility
Let us start with the classical tool – Inventive Principles. These principles can be used for developing heuristics.
In this paper, the authors do not include case studies detailing how the Inventive Principles wereapplied. Their applicability is clear from the mechanism of antifragility described in this paper.
Fig.6 depicts possible Inventive Principles that can be used for developing antifragility. The
principles in Fig. 6 are collocated in a special order which allows us to see their applicability
BEFORE, DURING and AFTER external stress/impact.

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Fig. 6. Proposed schematic of applying Inventive Principles for developing heuristics

In addition to these Inventive principles, the authors consider Standard Solutions as a tool fordeveloping heuristics. Specifically, standards of Class #1 “Building and Destruction of Substance-Fields” are appropriate for developing heuristics that can be used for diagnosing antifragility.
Standards of Class #5 “Standards on Application of Standards” can be used for enhancing solutions that meet the concept of antifragility
Why is this approach of combining known TRIZ tools effective?
- It leads to the following informative decision: developing antifragility can be done with TRIZ
techniques or with combinations of such techniques.
- This approach is relatively simple. Heuristics can be created using well-known TRIZ tools.
What are the limitations of the proposed approach (i.e., combining known TRIZ tools)?
- There are a great number of potentially applicable principles and standards; however, it is notquite clear how they can be combined and applied:- In what sequence should they be applied?
- How should they be combined?
- To which part of the system/subsystem should they be applied?
- There are no statistically or empirically proven observations on selecting principles/standards
and evaluating the efficiency of the selected tools.
- As Taleb mentions over and over, the antifragility of a system can be achieved at the expenseof the fragility of its components. It is not clear from this how such techniques can be applied
to engineering systems.
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In conclusion, let us look briefly at the connection between other TRIZ techniques and theconcept of system antifragility:- Ideal Final Result (IFR) is one of the basic concepts in TRIZ. Antifragility can be consideredan additional notion of IFR, or, antifragility can be IFR at a more advanced, higher level. Thatmeans, not only is “the result achieved by itself”, but this result should be preserved and enhanced when the system is under exploitation. This is a novel problem statement that has notbeen articulated in TRIZ before.
- Utilization of Resources – among other general/universal resources (e.g., training/developing
the immune system to resist many diseases, instead of taking a different medicine for eachdecease). It is an important task now to identify and group resources that are available for performing functions that have not been seen before.
- Trends of Engineering System Evolutions (TESE) - antifragility can be developed in the context of TESE. Specific mechanisms and sub-trends can be identified.
- Failure Anticipation Analysis (AFA) can be complimented with a new notion: what should be
antifragile within the engineering system being analyzed? It is important that we are not trying
to predict a potential impact/stress, but we are trying to identify strategies and heuristics fordeveloping antifragility at different system levels.

5. Main results and conclusions
In this paper, the authors have demonstrated that the concept of antifragility can be a valuable,
practical technique which can supplement TRIZ techniques developed for improving engineering systems. It is still necessary to make some clarification in terms of parameters, system level
and time interval.
TRIZ tools are very applicable both in describing mechanisms of antifragility and in creating
heuristics for developing antifragile systems.
The authors consider the next steps to be the development of more practical recommendations
on applying TRIZ tools in connection with the concept of antifragility. In addition, some realcase studies must also be developed.

Acknowledgements
We extend our sincere thanks to our colleagues who participated in discussions about TRIZ and
Antifragility. Special thanks to Deborah Abramova who helped to make this paper sound literate in English.

References
1. Nassim Nicholas Taleb (2012). Antifragile: Things That Gain from Disorder. Random House. ISBN
9781400067824.,
2. Swenson K. Designing for an Innovative Learning Organization; 2013 17th IEEE International Enterprise Distributed Object Computing Conference
3. Naum Feygenson. Antifragility of systems and TRIZ. Proceedings of international conference "Tools
for creating innovations and enterprise formation". p. 164-170. Moscow. 2014.
4. Bilgin Ibryam From Fragile to Antifragile Software. THURSDAY, JULY 21, 2016 http://www.ofbizian.com/2016_07_01_archive.html

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5. Jones, K. H. Engineering Antifragile Systems: A Change In Design Philosophy. Procedia Computer
Science, 2014. 32, 870-875. (доступно : http://www.sciencedirect.com/science/article/pii/S1877050914007042 )6. M. Lichtman, M. Vondal, T. Charles Clancy et.al. Antifragile Communications Mar 2016; IEEE Systems Journal; https://www.researchgate.net/publication/289828406_Antifragile_Communications
7. Siegel JM Sleep viewed as a state of adaptive inactivity. Nat Rev Neurosci. 2009 Oct;10(10):747-53.
8. Mangalloy. https://en.wikipedia.org/wiki/Mangalloy
9. Lihe Qian, et. al. Deformed Microstructure and Hardness of Hadfield High Manganese Steel. Materials Transactions, Vol. 52, No. 8 (2011) pp. 1623 to 1628
10. History and types of knots (in Russian) http://razuznai.ru/kak_vyazat_morskie_uzly.html

Corresponding Author:
Oleg Feygenson: oleg.feygenson@gmail.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

MPV-BASED ENGINEERING SYSTEM EVOLUTION
Arthur Lok
China Institute for Innovation, Shanghai, 200082, P.R. of China

Abstract
Trends of Engineering System Evolution (TESE) is a very important concept of TRIZ methodology.
This tool makes it possible that we could predict the future. But when applying it in practical research& development projects, engineers have difficulties in two aspects: 1. It’s not possible to predict whichalternative will be dominating or more probable to “win” in the future; 2. The time frame for TESE
prediction is too long that engineers feel it’s too far away for product development projects. In thisarticle, the author explored a different way of applying TESE. The author argues that the evolution
should predict the future of a certain product or engineering system, instead of presenting different alternatives. Also, the evolution should present the competing directions and predict the probability about
which direction would “win” in the future. So the author suggests that the market needs will drive theevolution directions. In previous literature, the author explored tools and methods to analyze and selectMPVs, and MPV is an important tool for analyzing market needs. So the author suggest that the evolution should be organized based on MPVs and the TRIZ engineering system evolution principles. In thisarticle, the author presented a new method through a case study. When we adopt this approach, theevolution trends will be more useful in predicting the future of a specific product, and thus is more
applicable to product development practices.
Keywords: MPV; TESE; Evolutionary Tree

1. Introduction
Trends of Engineering System Evolution (TESE) is a very important concept of TRIZ methodology. Traditionally, there are nine laws of technical system evolution started from Altshuller[1]. Each of these laws plays different role at a given stage of its lifetime. The nine laws wereexplained in details by Salamatov [2].
In Modern TRIZ, there are nine engineering evolution principles, which has been explored inmany aspects in many industries. In Sergei Ikovenko's course [3]，these Trends of Engineering
System Evolution are summarized in hierarchical order. See below figure.

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Fig. 1. Hierarchical layout of Trends of Engineering System Evolution
However, there is always controversy about whether TESE is applicable in the product development practices. One of the key challenge is that the customer need aspect of engineeringsystem is not included in TESE. For example, after Apple introduced iPhone, all the users tend
to buy a touch screen phone. When touch screen becomes a trend, product development practitioners pay attention to it when they plan for future new products, but there is no this trend in
TESE.

2. Challenges and Assumptions
Engineering system evolution principles are not easy to use it in practice. It is not quite applicable if we want to predict the future, because when we use these principles, we could easily
list different future alternatives, but it's not straightforward for predicting the future products.
If we apply engineering evolution principles to a bicycle, it's easy to list the future options, forexample, following the trend of increasing completeness of system components, there is theversion of electrical bicycle; following the trend of increasing controllability, there is the version of better control of saddle. However, there are different component within a bicycle, which
one will evolve faster than others are? On the other hand, will they evolve at the same speed?
If we pick one subsystem, for example, the saddle of a bicycle, which trend will it follow?
TESE did not answer these questions. The ultimate question for engineers is what will be themost successful/dominating product in the market in the coming years, but TESE does not answer this question.
The second challenge comes from the scope of a system. When we talk about S-Curve of bicycle, we could refer to S-Curve of bicycle as a category, we could also refer to a certain type ofbicycle, e.g. mountain bike; even we could refer to a more specific brand, e.g. Giant. When we
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talk about the S-Curve of the generic bicycle, then it refers to the whole history of bicycle shown
as below.

Fig. 2. Evolution of Bicycle, picture excerpted from wikipedia.

But the history and future of a bicycle does not make much sense for a product designer froma specific company such as Giant, because the designer’s objective is to launch a new productwithin one year, rather than 30 years in the future.
Shpakovsky[4] suggests that we should use Evolutionary Tree to predict the future. Which ismore applicable in practice because of two reasons. Firstly, the Evolutionary Tree pick a single
function as a subject of evolution. For example, a bicycle has different functions, but if we wantto predict the future of bicycle, we have to pick one function of bicycle, e. g. moving people.
Then we could start to predict the different products that will be serving the purpose of moving
people. Secondly, The Evolutionary Tree combine all principles together, so that people could
apply the principles consistently.
In this article, we would like to build on the previous literature and further improve the way we
predict the future.

3. MPV-based Engineering System Evolution
The author assumes that for any product or technical system, the major driving force comesfrom outside. The macro trends and market need trends are the two categories of outside driving
forces that have significant impact to engineering system evolution. For example, one of themost important driving forces of products’ evolution comes from changing customer needs. In
previous research, Yezersky already explored how to combine system engineering and customer needs [5] to foresee the future products and services, and pointed out that “solving theright problem” is much more important than “solving the problem right”.
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This article takes a further step to link the engineering system evolution principles with eh
customer needs.
Main Parameter of Value (MPV) is a description of the parameter(s) that contribute most to
Customer Value. In a previous article, the author suggested a Perceived Value-Function-Parameter model to define MPV [6]. As MPV is the main parameter of value, and the engineeringsystem is always evolving towards ideality, by definition, Engineering System Evolution should
be development towards maximal MPV.
Because MPV is not a fixed parameter, and it could be very different in different stages of a
product. So it is important to define the MPV with a systematic approach. The previous paper
covered quite a bit about how to define MPV[6].
Overall, MPV-based Engineering System Evolution is quite different with TESE, and here is acomparison between TESE and MPV- based Engineering System Evolution.
Table 1.
Comparison between Trends of Engineering System Evolution and MPV-based Engineering
System Evolution
TESE

MPV-based Engineering System
Evolution

Objective

Predict the future possible alternatives of a certain engineering system

Predict the exact roadmap of a productTime Frame

Very long term

Relatively short term

Basic Assumption

The driving force of evolution
comes from inside of the engineering system

The driving force of evolution comesfrom both inside and outside of theengineering system

Methodology

Collect information of current
products, and then come up withnew ideas

Collect information of the macro environment and market, define MPV,
and then predict future evolution
based on MPV

Direction ofevolution

Huge diversity

Limited diversity

Application
scenario

Ideation about future technology

Technology Roadmap

In the following part of this paper, the author uses a case study to explain the key concepts.

4. Background: Haier Electrical Water Heater
Haier is a famous home appliance manufacturer. In the electrical water heater market, Haier
kept in top 3 brands in the past years. In this case study, the author participated as an innovation
expert to teach the team how to define MPV and how to plan the future product roadmap.
10 years ago, the mainstream product value proposition in the market is about safety and price;
5 years ago, the mainstream value proposition is about energy-saving and fast heating; and262

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Haier was always keeping abreast of the best. 3 years ago, with the rise of health awareness,consumers began to pay attention to bathing water quality, so different players launched different products. Haier also had its ''Clean Water Bathing'' series products. In 2015, a competitor
introduced a new product concept, i.e. “Running water brings you good health" and occupied
part of the market share. “Running Water” is not a competitive technical solution, but a marketing concept. In order to promote the company's brand position in the high-end water heater
market and to build a fence over competitors, Haier hopes to introduce a best-selling high-end
electrical water heater. The challenge is mainly about how to create an innovative product andhow to plan the future products.

5. MPV of electrical water heater
In a previous article, the author suggested a Perceived Value-Function-Parameter model for
MPV [6]. Perceived value is the collection of benefits that customer/consumer gets in returnfor the financial investment in a consumption behaviour [7].
After we identify perceived value, then we could start to define the MPV. In this case, we started
from targeting the right consumer group and carry out research about their perceived values.
After careful studies of the macro market environment, we found that several macro trends thatwill most probably influence each other and have huge impact to the market: Consumption
Upgrade (From Quantity to Quality); Increasing Awareness of Health; More kids due to thestate policy; The rising power of women.
Because women will play a major role in family budget decision, and women make quite a lotof decisions based on babies, especially the healthy growth of babies. For them, especially theyounger group, they are willing to pay more money for better quality.
Based on the analysis, the prediction is that the future key battlefield will be the middle andhigh-end market, and women aged 25-35 will be the most important consumer group for electrical water heater market.
Then we started to study the group of young women aged 25-35, and we found that they havesomething in common. Below is a description of the persona of this group:
Basic situation: Mrs. Ho is a 30-year-old white-collar female with a bachelor degree, who has
a 3-year-old boy. The annual income of her family is 20W in RMB.
Character: Mrs. Ho is curious about new things. She has a group of girlfriends and they exchange a variety of information every day. She has very good relationship with her husband
and has a happy family. She makes most of consumption decisions for her family.
Behaviour characteristics: Mrs. Ho loves her family and she consider herself as a manager offamily health and hygiene. Therefore, she has purchased many household electrical appliances,such as air purifiers, disinfection cabinet, water kettle and so on. She pays attention to parenting
news and take a great care of her baby boy. In addition, she pursues the quality of life, but she
has very limited time for that.
Then we started to visit consumer family and observe how they use water heater. Below is alittle story I have been experienced with a consumer.
This lady is a 28-year-old housewife with a 3-year-old boy. She is slim, and keeps fit regularly.
After we arrived at her home, we started to chat about lifestyle and using water heater. She does
not enjoy bathing at home, and in most occasions, she takes bath in gym. However, she has to263

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help his boy take a bath every day. When I asked her “What is a good electrical water heater inyour mind?”, Her answer sounds quite strange for me. She said, ”If there will be no problem
even when we drink the water, then it’s a good water heater.” I was quite curious, “Why do you
drink the water from water heater?” “Oh, no, no, no, I don’t drink it. Because my baby boy playwith and splash water when bathing, so water will go into his mouth and eyes. If the water isedible, then I don’t need to worry about his health.”
At this moment, I soon understand what is most important for women about water heater: water
quality that keeps them free of worry. Moreover, this story repeat repeatedly in consumer home
visits.
Then we prepared some product concept and communicated the value proposition of “drinking
level water quality” with more than 30 target consumers and validated this finding.

Fig. 3. Product Concept Produced After Market Research

So here we found out a perceived value of the female consumers: water quality that keeps them
free of worry. However, when we talk about water quality, consumers cannot tell what is good,and what is bad. So we did a further study to understand what part of water quality could beperceived by consumers. In water, there is chlorine, bacteria, heavy metal ion, calcium ion,magnesium ion, etc. We found that what consumers could tell most about the water quality is
scale. Because people use water kettle every day, and they know about scale, they can see it on
the shower (See below figure). But they could not tell bacteria, chlorine, and heavy metal ion.

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Fig. 4. Scale on shower perceived by consumers.

So we pick the function of de-scaling as a key function and the amount of scale in water as a
key parameter. Then we did a further study with consumer to verify whether this is accepted bythem. We did a comparison study with 50 consumers. We compared the previous product concept and the new product concept and confirmed that de-scaling is a perceived value.

6. Evolution Tree based on Key parameter.
6.1 Key Functions and Key Parameters.
After we confirmed de-scaling as a key function for electrical water heater, we started to study
the key parameters and pick the amount of scale deposit as the MPV. In previous literature, theauthor suggested a model to map MPV on S-Curve [6]. When we consider different parameters,
we could map them on the S-Curve. See the parameters in below figure.

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Fig. 5. Parameter of Perceived Value Mapped on S-Curve
Among the different parameters, anti-scaling, fast heating and constant temperature are themain functions and parameters. As fasting heating and constant temperature are close to mature
stage, we pick anti-scaling as MPV and predict the future of a water heater based on it.

6.2 Evolution of Operation Principle.
Operation principle refers to the key technical framework for an engineering system, i. e. how
the engineering system works as a whole does.
After we pick the main function and main parameter, then we start to analyse what could be theoperation principle for de-scaling. We performed a Cause-Effect Chain Analysis on scale as
below. The key factors related to scale include decreasing temperature, decreasing concentration of calcium ion and magnesium ion, reducing dissolved carbon dioxide, and removing existing scale.

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Fig. 6. Cause-Effect Chain Analysis of Scale

Then we map the possible operation principles on a tree format as shown in below figure.

Fig. 7. Tree-shape format of operation principles

Then we further explored one of the operation principles because we think this one will bedominating operation principle in the middle term. To make it clear, we applied the evolution
principle of segmentation as explained in Shpakovsky’s book[4]. See below figure 8 of theevolution trend.

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Fig. 8. Trend of Segmentation, excerpted from Evolutionary Tree[4]Based on the trend of segmentation, we expanded figure 7 into a more detailed version as shown
below.

Fig. 9. Expanded Tree-shape format of operation principles

6.3 Evolution within Operation Principle.
Within a certain operation principle, we could further expanded the evolution according to themethod Shpakovsky suggested in his book [4].

Fig. 10. Evolutionary Tree, excerpted from Evolutionary Tree [4]268Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

We chose the filter paper to further expand the evolution and applied the other evolution trends.
See below figure.

Fig. 11. Tree-shape format of evolution for removing existing scale through filtering

6.4 Overall evolution map
Since we have predict one function/parameter in detail, the next step is to predict the evolution
for all the functions/parameters. We combined figure 5 and figure 11, and created a complex
map. It is a bit messy, but it better reflect the essence of engineering system evolution in practical product roadmap planning.

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Fig. 12. Overall engineering system evolution map

6.5 Turning Evolution map to product development roadmap.
Since we have formulated the tree-shape evolution map, we could start to further develop the
product development roadmap. Internal discussion sessions were organized to generate ideas
based on the evolution map and prioritize based on feasibility and strategic focus. Then a blueprint of projects over timeline is laid out. For confidentiality concerns, the details are not covered in this paper.

Fig. 13. Technology roadmap based on function
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7. Business Results
Then we developed a product featured with 80% scale reduction, and the value proposition ofthis product is “clean water that protect your baby from scale.” Even if the water split into thebaby’s mouth or eyes accidently, the mom will not worry about it. See below poster that convey
the message.

Fig. 14. Advertisement that convey the value proposition of the product

The product was launched to the market on December 18, 2016. It is a great high-end brandselling at the price of 5000-6000 RMB, while the average price of this market is 1500-2000
RMB. Because the product is targeting the MPV, it was well received by the market. In the first
three months, it was sold more than ten thousand units. Compared with competitor, this productis the only one that targets the mom of babies. With Haier’s already very good reputation in themarket, it further enhanced the brand image. Also, because we have planned for future technologies based on engineering system evolution, it has opened up a new path for follow-up productstrategy, and thus is very good for future competitive advantage.

8. Discussion.
In this case study, we explained a step-by-step process of MPV-based engineering system evolution, which is more systematic and practical for product development engineers. We identified MPV by consumer research, and predict the engineering system in two stages. In the firststage, we predict the future for operation principle; and in the second stage, we predict the future
within operation principle. This makes the work of engineering system evolution more practical.
However, there are a few issues that need to be addressed in future research. The first question
is about whether MPV is the driving force for evolution. The author safely assumes that theengineering system evolution develops towards better customer value, but we need to further
validate whether it’s universally applicable. The second question is about the effectiveness ofidentifying MPV. Because we used qualitative market research methods to identify MPV, it’s
not scientific evidence. So how to identify MPV is still a focus area for future research. Finally,
we followed the previous research when we apply the specific evolution trends. There is noclear-cut criteria for judging whether we have discovered all the evolution trends, and there is271

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no guideline for which trend we should follow at which point. Future research will focus on
how to make the process even more systematic and practical.
In conclusion, this paper introduced a new way to perform engineering system evolution analysis based on MPV identification. MPV-based engineering system evolution makes better sense
for product developers, and it’s more applicable for product development roadmapping.

References
1. Altshuller, G.S. and Shapiro, R.V. About Technical Creativity. Questions of Psychology, 6, 37–
49.1956.
2. Salamatov, Y.P. System of Laws of Technical Systems Evolution, Chance to Adventure, Vol. 5.
Karelia Publishing House, Petrozavodsk, 7–174.1991.
3. MATRIZ Level 3 Certification Course Material, 2014, Sergei Ikovenko
4. Shpakovsky. N. Evolution Tree: Analysis of technical information and generation of new ideas.
Forum Publisher, Moscow. 2010.
5. Yezersky G., 2008, “An Overview of the General Theory of Innovation”, Triz Journal, April 2008.
6. Lok, A. Combining Hidden Customer Need Tools and MPV to Generate Product Concept. Proceedings of the TRIZfest International Conference, 93-107. 2016.
7. Zeithaml, V. A.. Consumer Perceptions of Price, Quality and Value: A Means-End Model and Synthesis of Evidence. Journal of Marketing, (52) July pp. 2-22. 1988.

Corresponding Author:
Arthur Lok: Arthur.lok@innoenterprise.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

NATURE AS A SOURCE OF FUNCTION-LEADING AREAS
FOR FOS-DERIVED SOLUTIONS
Stéphane Savellia, Oleg Y. Abramovbab

MP Solving, Rue Copernic 48, 1180 Brussels, Belgium

Algorithm Ltd., 16 Ruzovskaya Street, St. Petersburg, 190013, Russia

Abstract
Rather than developing completely novel solutions, it is now common practice to identify and adapt
technologies that already work in other, sometimes very remote, industries. Function-Oriented Search(FOS) is a tool in modern TRIZ that allows navigating between different industries, and consequently
selecting the best available technologies to perform the desired function. One general recommendationsuggested by FOS is to look at how the required function is performed in Nature. So far, however, no
specific recommendation has been developed on how to identify the function-leading areas in Nature.
To address this, we propose a soft algorithm: FOS in Nature. This algorithm helps identify the functionleading areas in Nature, not only at the macro-level (i.e. at the level of entire organisms or their organs),
but at the micro-level as well (i.e. at the level of living cells, cell components and biomolecules). A few
case studies are presented in this paper to demonstrate the proposed algorithm.
Keywords: Function-Oriented Search, Nature, algorithm, biomimetic design, biomimetics, biomimicry.

1. Introduction
Function-Oriented Search (FOS) is one of the most powerful problem-solving tools in TRIZ
today. The main idea of FOS is to adapt existing technologies from remote areas of science andengineering to solve a specific problem in some area that needs innovation. A solution developed with FOS is easy to accept because, by definition, it is an existing technology that alreadyworks in a function-leading area, although there are adaptation problems to be addressed. Moreover, as FOS brings solutions from remote areas of science and engineering, it gives access tothe scientific and technical knowledge of the entire world. So, FOS is a practical, efficient approach to open innovation.
One of the possible function-leading areas in FOS is Nature, which, however, is quite unlike
other function-leading areas of the technosphere. This is, first, because engineers are generally
not as comfortable navigating within subareas of Nature. Furthermore, despite the detailed character of the current FOS algorithm, there are still very few recommendations about how to
identify the function-leading areas and corresponding technologies - which is even more problematic for engineers practicing FOS in Nature. And finally, in contrast to the technosphere,
Nature does not usually provide ready, existing technologies to adapt, but offers only natural273

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solutions for inspiration. These three issues may make the identification and adaptation of themost interesting natural solutions quite difficult for practitioners of FOS.
The present article covers a substantial part of a work-in-progress, and suggests ways of tackling the aforementioned issues.

2. TRIZ-based biomimetic design approaches
Nature has been a source of inspiration for inventors for eons, well before the advent of TRIZ,
and certainly long before the word bionics (and later, biomimetics and biomimicry) was coined.
One example of a biomimetic invention is the battering ram used in ancient Greece, inspired by
the ram’s forehead [1].
Altshuller once was surprised by the scarcity of bionic inventions, and proposed in step 8 of
ARIZ-71 the paleobionics approach, i.e. to look first at old Nature “patents”, for they are considered simpler and more effective [2], which may or may not be the case. Interestingly, thelatest official version of ARIZ, ARIZ-85C, omits this recommendation.
A long time after Altshuller’s preliminary work, several authors have proposed TRIZ-based or
TRIZ-related biomimetic design approaches. A modern TRIZ approach is to apply FOS [3] [4]and consider Nature as a possible function-leading area; however, no specific recommendation
is given on how to identify function-leading areas within Nature.
Attempts were made to expand the Altshuller matrix into the so-called Matrix 2003 (and later
into Matrix 2010), so as to integrate modern technology findings [5]. Initially it was aimed atbuilding a new contradiction matrix based on identified biological solutions; however, this project was later abandoned when it turned out that the 48 parameters of Matrix 2003 were sufficient to describe biological strategies, and that 95% of the solutions developed by Nature
matched the inventive principles suggested by the cells of Matrix 2003 [6].
Other authors proposed a new 6x6 matrix (the 6 considered parameters are: substance, structure,time, space, energy/field and information/regulation) based on biological solutions, but this new
matrix keeps the 40 inventive principles unchanged. This so-called PRIZM matrix shows acorrelation factor between the respective biological and technological solutions to contradictions of only 12%. Nevertheless, from a practical point of view this matrix suffers the same
disadvantages as the Altshuller matrix, including its general and abstract aspects.
Later, Bogatyrev et al. [7] proposed new biology inspired trends for developing current technologies with the aim of making those technologies eco-friendly. This interesting approach stillneeds a detailed description backed up by biological and technological examples to make it
fully instrumental.
A comparison between the Altshuller matrix and biomimetic design has been made by Currie
et al. [8] based on a specific technological challenge, i.e. the design of a proton exchange membrane fuel cell. Although the authors considered only one example, they concluded that biomimetic design and TRIZ seem to yield comparable results.
Another work defines a network of relationships between bio-inspired geometrical structuresand principles (symmetry, spirals, undulations, ramifications…), functions, eco-principles, and
the Altshuller matrix parameters and inventive principles from TRIZ. Nevertheless, it is questionable whether this approach provides more benefit than the Altshuller matrix.

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In their study, Baldossu et al. [10] have recommended improving the usability of biomimetic
databases (those of the Biomimicry Institute [9] being the most famous), which show how different natural organisms tackle different challenges, by re-indexing them using an OTSM-TRIZ
functional model (function carrier – action – function object). This approach could be instrumental, but such a complete, re-indexed biomimetic database does not yet exist.
Weaver et al. [11] propose to illustrate both principles for the resolution of physical contradictions and inventive principles with biological examples in addition to technological examples– for better inspiration.
In order to reduce the identification of biological strategies for a given technological challenge,
Vandevenne et al. [12] have proposed an automatized biomimetic design process. Their process
determines product features based on a patent database, and then matches those with organism
features determined from a biological database, finally delivering biological solutions. The
main drawback to this approach is that the product features do not necessarily relate to the key
problems that have to be solved.
Hu [13] has made an attempt to combine biomimicry and TRIZ. He suggested finding all thecontradictions linked to a specific problem and determining all the inventive principles that
relate to them. Then, using these principles, the problem solver needs to find Nature’s “solutions” to similar problems in a biomimetic database.
The most accomplished study so far, by Bogatyrev et al. [14], recognizes and explains the complex and empirical nature of biomimetic design; introduces four TRIZ-derived axioms (simplification, interpretation, ideal result and contradictions), and, finally, proposes a 6-stage biomimetic algorithm which attempts to overcome the issues mentioned in the introduction. Thisalgorithm can help when no engineering prototype exists (e.g. for the artificial cilia project
executed by Bogatyrev et al.). It is well structured and uses sound concepts, such as main function, environment, time and size scales. Some aspects of the algorithm, however, remain unclear(for example, which TRIZ tools should be used for the problem definition?), and too many
TRIZ tools must be used, including contradictions, nine-windows tool and the inventive principles, which may make it very complex to apply.
Kamps et al. [15] have developed a TRIZ-based biomimetic part-design method for optimizing
laser additive manufacturing (LAM) for a titanium alloy reamer. The technological feasibilityof a biological solution is assessed to see whether this biological solution matches an inventive
principle and the corresponding pair of conflicting parameters from the Altshuller matrix. Thismethod of assessment seems rather constraining.
In the most recent approach by Vincent [16], a database of biological examples has been built
where the identified principles that solve any pair of engineering contradictions are sub-classesof the well-known 40 inventive principles. For example, the principle “conversion to dynamics”
is further split into 5 sub-principles, including “reduce shock”, and the sub-principles might befurther split into sub-sub-principles. Interestingly, this database can also be filled with biomimetic case studies. This biomimetic design approach gives the designer a wide set of biologicalstrategies. So, the instrumentality of this approach is higher than that of many others, but yet it
is limited by the representative character of the examples studied.
In conclusion, most of the TRIZ-based or TRIZ-related biomimetic design approaches rely either on the Altshuller matrix and/or inventive principles, or on its simplified or refined versions.
Also, biology inspired technological trends by Bogatyrev et al. [7] might have potential, butthey are not yet instrumental.
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None of the authors mentioned above, nor any others, have yet developed FOS in Nature. If,
however, FOS in Nature can address the issues mentioned in the introduction, it would become
an instrumental approach in state-of-the-art TRIZ.

3. Biomimetic design approaches and their partial convergence with TRIZ
Today biomimetic design (or its equivalents) is an active field of science and a recognizeddesign method. Usually two complementary sides of this discipline are considered: the problem-driven and the solution-driven approaches [17]. In the present paper we focus on the former
approach.
The problem-driven approach has yielded numerous products, materials, manufacturing processes, robots, optimization methods and algorithms; its fields of applications has expanded toinclude sports, building, transport, software, etc. This can be seen from the growth in the number of biologically inspired design patents [17]. Nevertheless, the method should be improved
to make it more systematic [18].
The power and limits of different problem-driven biomimetic design approaches introduced in
papers [17 - 20] have been investigated by some authors, who observe the following similarities
with some modern TRIZ tools:• a functional definition of the problem [17];• the identification of contradictory functions [17] [19] (e.g. moss should have a big surface
area to collect sunlight, but moss should have a small surface area to retain water);• the extraction of the biological principle [17] and the principle application or analogical transfer resembles TRIZ Feature Transfer tool;• the search for variations [17] is equivalent to the search for different systems using different
principles, i.e. TRIZ Benchmarking;• broadening the search when reframing the initial engineering problem into biological terms[17], or the search for hypernyms [19], is similar to the function generalization in FOS;
• interviewing biology experts [19] is similar to interviewing function-leading area experts in
FOS;• the search for champion adapters [17], based on the assumption that “extreme habitats provide
survival challenges that leverage innovative design solutions” [21], is similar to the identification of leading areas in FOS, for which the fulfilling of the generalized function is a matter oflife and death.
Some aspects of biomimetic design not related to TRIZ should also be noted, e.g.:• the similarity of environment between the initial engineering problem and potential biologicalsolution (e.g., the lunar LIDAR at risk of failure because of fine regolith particles is similar to
the environment of some marine bivalves) [19];• the consideration of different size scales when searching for biological solutions [19].
These observations show that there are several elements of biomimetic design that are similar
to classical or modern TRIZ concepts and tools, and a few that are not. Some of these elements,
whether or not similar to TRIZ, can be used in the development of FOS in Nature, as will beshown below.
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4. The algorithm of FOS in Nature
The FOS algorithm was proposed by Simon Litvin [3] and consists of 11 consecutive steps:
1. Identify the target main parameter of value (MPV) to be improved.
2. Identify the target physical parameter to be improved in order to address the MPV.
3. Identify the key problem to be solved in order to improve MPV.
4. Articulate the specific function to be performed in order to solve the key problem.
5. Formulate the required parameters/conditions for performing the function.
6. Generalize the function by an object and action of function.
7. Identify the function-leading areas (FLA).
8. Identify most effective technologies within the FLA which perform the same or a similarfunction.
9. Select the technology that is most suitable to perform the desired function based on the requirements and constraints (primarily MPVs) of the initial innovation area.
10. Identify the initial level of similarity factor (SF) between the conditions of performing thefunction in the selected technology and the initial innovation situation.
11. Identify and solve the adaptation problems required to increase SF in order to ensure effective implementation of the selected technology.
Not all of the above steps need be employed in practice. For example:
1.If a set of target MPVs has already been defined at the beginning of the project, and a key
problem has already been defined in functional terms, then the FOS algorithm starts at step 5.
2. If a set of target MPVs has not been defined, then the FOS algorithm starts from step 1; inthat case, the output of FOS at the end of step 8 can be used for Benchmarking in the analyticalstage of the project.
Whatever the case, steps 7 and 8 are clearly those that should always be used in TRIZ projects;
however, they have to be adapted for FOS in Nature. We then propose the following modifications for these steps:
7. Identify in which natural environments the generalized object of the generalized function canbe found, preferably at an extreme concentration level (either huge concentrations or minuteconcentrations), all the time, usually, or rarely. In fact, any relevant parameter (e.g., pressure,
speed, contamination) of the generalized object should be considered at an extreme value. Optionally, any component, also generalized, that influences the generalized function can help
identify the leading area in Nature; i.e. most promising natural environments where potential
solutions can be found. It should be noted that these natural environments may even be living
beings.
8.1. Identify which non-biological natural phenomena perform the same or similar generalized
function within these natural environments. Possibly this function is critical for the survival ofsome living beings (threat or opportunity).
8.2. Identify which biocomponents or their products perform the same or similar generalized
function within these natural environments. Biocomponents may be any type of life form: animals, plants, fungi, bacteria, or viruses. First of all, look at where this function is critical for277

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their survival (threat or opportunity). Consider biocomponents at any size, from molecule tobiosphere.
8.3. If the key problem is expressed in the form of a contradiction, identify which biocomponents have apparently “faced” and “solved” the same or a similar contradiction, while performing the same or similar generalized function.
8.4. Extract the physical/ chemical/ geometrical feature(s) from the identified non-biologicalnatural phenomena.
8.5. Extract the biological feature(s) from the identified biocomponents.
8.6. Transform the biological feature(s) into physical/ chemical/ geometrical/ information transfer/ organizational feature(s).
8.7. Transfer the extracted feature(s) onto the engineering system/ component at hand.
We denote biocomponents as any part of a living being (organ, cell, etc.), any entire living
being or any group of living beings.

5. Test of the algorithm of FOS in Nature on some case studies
5.1. Test of the algorithm on a macro-level case study: Mercedes biomimeticcar
Let us first consider the well-known case study of a Mercedes biomimetic car [22]. In a retrospective approach, let us see how the proposed algorithm could have been applied to come up
with this concept, and maybe other concepts. In 1996, Mercedes engineers were trying to designa concept car with new aerodynamics. The application of FOS in Nature could have been as
follows:
1. The MPV “energy/fuel consumption of a car” should be decreased.
2. The target physical parameter “air drag coefficient of a car” should be decreased.
3. Key problem: how to decrease the drag coefficient of a car?
4. Specific function: the car directs air.
5. Required parameter: the front of the car is short – e.g. so as to park easily in cities - and hasa relatively high cross section – so as to transport a sufficient number of passengers.
6. Generalized function: to direct fluid.
7. Fluids that are available “in high concentration” (which may be interpreted in this specificcase as high mass density per volume unit) in Nature are water, saltwater, blood or other fluids
in animal bodies, plants, or biological cells. For example, fish and aquatic mammals, birds,
reptiles, cephalopods can be selected as leading areas.
8.1. This step suggests searching for rocks close to the sea surface that have been eroded bywater resulting in a shape providing minimal drag.
8.2. So as to match the required parameter, these animals should have a short front. We identify
the female yellow boxfish, the bullhead shark, the beluga and the sea iguana (see Fig. 1).
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8.3. It is probable that in addition to the female yellow boxfish, all the identified animals have“faced” and “solved” the contradiction between large and high front and “direct water” with alow drag coefficient, as they are all predators. The initial key problem could have been expressed as a contradiction.
8.7. In this particular case, the biological feature is easy to transfer to the front of the car because
it is (or at least it seems to be) purely geometrical. In practice, one obtains several geometrical
options for the targeted concept car. Note that the boxfish has a drag coefficient of a mere 0.06,
while a good, aerodynamically designed car has about 0.26 [22].
Mercedes designers created a new vehicle concept based on the female yellow boxfish. The
final design had a very unusual shape for a car (see Fig. 2). Tests proved that this shape provides
one of the lowest drag coefficients ever tested. However, as was shown above, other prototypes
from Nature are available for the biomimetic design of some air or even water transport vehicles.

Fig. 1. Composite drawing of several aquatic animals with large and short front (female boxfish,bullhead shark, beluga, marine iguana)

Fig. 2. Mercedes biomimetic concept vehicle based on the female yellow boxfish [22]5.2. Test of the algorithm on a partial macro-level case study: dental mirror
The problem proposed for this case study is the usual dental mirror that gets contaminatedquickly while the dentist drills a tooth. It is necessary to avoid any heat that is detrimental to
the tooth pulp; therefore the drill is cooled by a water jet. Drilling readily sprays water dropletsand minute tooth residues onto the dental mirror. One efficient, commercial solution is a continuously rotating mirror [23]: the water droplets and residues are removed from the mirror by
centrifugal forces. Applying the usual FOS [3] to this problem allows identifying some ideas
based on hydrophobic coatings, on hydrophilic coatings, and on some other technologies. In
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this paper, a biomimetic, passive solution is considered. An application of the algorithm of FOS
in Nature starting from Step 4 is as follows:
4. The external part of the dental mirror collects water droplets.
5. The mirror surface should retain its reflecting function, no contamination on the surface isallowed.
6. Generalized function: to collect fluid droplets.
7. A fluid that can be found in extremely fine “concentrations” is water/ fog in deserts, and inheavy “concentrations”, again water, during occasional strong rains, also in dry areas. For example, plants, reptiles and insects from the desert can be selected as leading areas.
8.2. Some animals and plants harvest water from occasional fog in deserts (see Fig. 3): a longlegged Namib beetle [24], the Namib dune bushman grass [25], and a cactus from the Chihuahua desert [26]. The Texas horned lizard collects water from occasional rain [27]. And the list
goes on.

Fig. 3. Composite drawing of two animals and a plant harvesting water

8.5 and 8.6. A complete study of the different physical or chemical features exhibited by thosenatural prototypes that can direct fluid droplets is beyond the scope of the present article. Nevertheless, the following physical features can be identified: a combination of hydrophilic andhydrophobic zones; capillarity effects with open grooves; property gradients between water
harvesting zone and consumption zone.
8.7. It would be necessary to adapt some of the identified features. For example, bumps andgrooves and other three-dimensional arrangements are apparently not compatible with the twodimensional structure of the dental mirror. The rest is left to the reader, who may possibly comeup with some interesting solutions.

5.3. Test of the algorithm on a micro-level case study: micro- and nanomechanical systems
This case study relates to reducing friction in micro- and nanomechanical systems(MEMS/NEMS). The problem is that regular lubricants cannot be used if the size of the lubricated parts is small because capillary, electrostatic, van der Waals and chemical forces makethese lubricants adhere to the parts and fill all microgaps between the parts.
Therefore, in order to reduce friction in MEMS/NEMS it is necessary to create hydrophobic
surfaces with a low friction coefficient and small contact area.
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Since the MPV and key problem have already been identified, we will start with step 5 of the
proposed algorithm.
5. Required parameters: high hydrophobicity, low friction coefficient, small contact area.
6. Generalized function that provides hydrophobicity: to direct (repel) fluid.
7. Fluids that are available “in high concentration” in Nature are water, saltwater, blood or otherfluids in animal bodies, plants, or biological cells. For example, aquatic plants, animals andbirds can be selected as leading areas.
8.1. This step suggests looking for natural, non-biological hydrophobic objects.
8.2. This could be aquatic plants, mammal skins and bird feathers that repel water. For example,
duck and goose feathers as well as lotus leaves are hydrophobic.
8.3. In this case study we do not express the key problem as a contradiction.
8.5. The biological feature that allows lotus leaves to repel water is the specific microstructureon their surface that has tiny protuberances covered with waxy hydrophobic crystals. Additionally, this microstructure has a small contact area, which is needed to reduce friction in
MEMS/NEMS.
8.7. This biological feature is easy to transfer to the surface of MEMS/NEMS parts because it
is mostly of a geometrical feature (see Fig. 4).

Fig. 4. Lotus leaves, microstructure of their surface and biomimetic nanopatterns suitable for use in
MEMS/NEMS [28] [29]This solution is described by Arvind Singh and Kahp-Yang Suh [29] and is claimed to be very
efficient.

5.4. Test of the algorithm on another micro-level case study: wet adhesiveThis case study relates to the development of wet adhesive. One possible application is theadhesion of small mosaic tiles in swimming pools and Turkish baths. Another potential application is the adhesion of structural parts of an aeronautical component in non-standard conditions, i.e. in oily or humid conditions. Usually the aforementioned mosaic tiles detach prematurely from their support due to the adhesive’s poor durability, which is probably of a chemical
and mechanical nature.
Since the MPV and key problem have already been identified, we will start with step 5 of the
proposed algorithm.
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5. Required parameters: long durability under water, the surface of the considered support isflat.
6. Generalized function that provides wet adhesion: to grasp a flat, solid surface.
7. Flat solids that are available “in high concentration” in Nature are bare mountains, and rockylake, river or sea shores, and rocky surfaces in the ocean depths. For example, sea animals orplants that attach to rocks can be selected as leading areas, as well as animals that attach to othermarine animals such as sharks and baleen whales.
8.1. This step suggests looking for natural non-biological objects that attach to flat rocks.
8.2. One may consider shellfish, whale barnacles, remora fish, encrusting marine algae, or sea
anemone. For example, marine mussels adhere very well to hard surfaces despite the action ofstrong sea waves (often over 25 m/s) [30] and often contaminated by sand. To adhere to thesolid surface, they use a byssus, which is a bundle of filaments whose extremities are tiny feet(plaques).
8.3. In this case study we do not express the key problem as a contradiction.
8.5. The global biological feature that allows for the adhesion of the mussel foot plaque on aflat surface is rather complex; intensive academic research has described it in detail as a specificspatial arrangement of seven different mussel foot proteins (mfps) of polyelectrolyte nature
within the plaque (see Fig. 5). Indeed, mfp-3s, mfp-3f and mfp-5 are localized in the plaquesupport interface [30].

Fig. 5. Marine mussel attached by its byssus to a solid surface and schematic of the different types ofmussel foot proteins and their respective locations in the mussel plaque [30]8.6. Assuming the chemical structure of the three mfps at the place of contact is responsible forthe wet adhesion of marine mussels, this biological feature seems as though it can be easilytransformed into a chemical feature.
8.7. Unfortunately, transferring this chemical feature to the synthetic adhesive is not easy. First,
the considered proteins have complex chemical structures and, therefore, cannot be easily synthetized. Second, there is a wide variety of proteins and their interactions are not well-known.
Thus, some simplifications must be made. It turns out that Dopa (3,4-dihydroxyphenylalanine)is the main chemical responsible for the functionality of mfps. If the Dopa functionality is the
only feature that is used in a synthetic adhesive, the wet adhesion fails because Dopa is very
susceptible to oxidation. This simplification is clearly excessive. Actually, mussels have“solved” the Dopa oxidation problem at the micro-level. First, mussels use specific micro-environmental conditions of adhesive protein deposition which promote a complex coacervation282

Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland[30], i.e. a unique type of electrostatically-driven liquid-liquid phase separation. Second, they
have the following chemical features that provide the targeted wet adhesion, which have beentransferred with success onto copolyampholytes [31]:• high proportion of non-polar, hydrophobic amino acid residues in the flanking sequencearound Dopa;• dynamic pH control, from acidic to neutral;• ionic strength less than 100 mM;• catechol functionality;• amphiphilic functionality;• ionic functionality.
This example illustrates how tedious and complex the transfer of biological features can be.
Finally, as for the mosaic tiles in Turkish baths, which require a high temperature wet adhesion,a similar approach could be carried out. This may necessitate a study of the biological features
involved in the wet adhesion of some animals living at high temperatures (up to 60°C) on hydrothermal vents in the deep ocean, namely “black smokers” and “white smokers”.

5.5. Test of the algorithm on another micro-level case study: bacterial cement

The problem considered in this case study relates to reducing power/heat consumption during
the production of concrete and bricks that are used in the building construction industry. Cement
production is one of the most power-consuming industries: it alone is responsible for about 5%of the global carbon dioxide emissions. High levels of CO2 are emitted when raw materials areconverted into Portland cement, and when bricks are hardened using the traditional method,
because in both cases high-heat processes are involved.
Therefore, in order to reduce power/heat consumption in these areas it is necessary to develop
processes for cement production that do not require heat at all.
Since the MPV and key problem are already identified, we will start with step 5 of the proposed
algorithm.
5. Required parameters of the process: low heat consumption, i.e. low temperature.
6. Generalized function that we need to perform at low temperature: (1) to produce solid substance out of fluid; or (2) to hold solid particles together using fluid.
7. Fluids that are available “in high concentration” in Nature are water, saltwater, blood or otherfluids in animal bodies, plants, or biological cells. For example, aquatic organisms (plants, animals, bacteria, etc.) can be selected as leading areas.
8.1. This step suggests looking for natural non-biological solid objects that were created out of
fluids. One example is stalactites and stalagmites that appear in caves.
8.2. We could look at, for example, a termite mound, corals that create solid reefs, or mollusksthat create their hard shells out of sea water. The formation of various stones in the human bodycan also be considered. Another promising area to look at is bacteria that make calcium precipitate, thus forming ‘bacterial cement’ [32].
8.3. In this case study we do not express the key problem as a contradiction.

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8.5. The biological feature that allows calcium precipitating bacteria to form cement out of fluidis their ability to conduct/promote multiple chemical reactions that result in calcium precipitation under normal conditions.
8.6. This biological feature is easy to use if you find or breed bacteria that produce cement fastenough.
Such a solution has been developed and commercialized by bioMASON Inc. [33], who has
already built a pilot plant where bricks are “grown” using special bacteria.

6. Conclusions
A specific algorithm named FOS in Nature has been proposed here. This algorithm is based on
the eleven steps of FOS, a well-known, powerful solving tool in modern TRIZ. FOS in Nature
differs from the original FOS in that it augments steps 7 and 8, so as to help identify the function-leading areas in Nature and natural solutions that can be found therein. It should be notedthat the function-leading areas are non-biological phenomena or biocomponents found in natural environments linked to the object of the generalized function. The algorithm has been tested
satisfactorily on five case-studies, two at macro-level and three at micro-level.
The present paper presents a work-in-progress. This research will continue in order to make the
FOS in Nature more efficient. To do this, for example, a retrospective analysis of numerous
biomimetic solutions should definitely help.

Acknowledgements
The corresponding author is very grateful to the following people: TRIZ master Oleg Feygenson, for suggesting the topic of the present article; and TRIZ master Naum Feygenson, forproviding the initial, outstanding information support.

References
1. Genrikh Altov, Crazy Company, Moscow, 1965 (in Russian)
2. Genrikh Altshuller. The innovation algorithm. TRIZ, systematic innovation and technical creativity. echnical Innovation Center, Inc., Worcester, MA, USA. Second edition of 2000. Original text
in 1973.
3. S. Litvin. New TRIZ-based tool - Function-Oriented Search. ETRIA Conference TRIZ Future
2004. November 2-5, 2004, Florence, Italy.
4. S. Litvin. TRIZ readings – Altshuller’s tradition continues. ETRIA Conference TRIZ Future 2005.
November 16-18, 2005, Graz, Austria.
5. D. Mann. Matrix 2010. Re-updating the contradiction matrix. IFR Press (2009). 164 p.
6. D. Mann. Natural world contradiction matrix: how biological systems resolve trade-offs and compromises. TRIZ Future Conference 2006. Procedia Engineering 9 (2011) pp. 714-23.
7. N. Bogatyrev et al. TRIZ evolution trends in biological and technological design strategies. Proceedings of the 19th CIRP design conference (2009) pp. 293.
8. J. Currie et al. A comparison between biomimetic design and TRIZ applied to the design of a
proton exchange membrane fuel cell (2009).6 p.
9. https://asknature.org/ accessed May 29, 2017.

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10. A. Baldossu et al. About integration opportunities between TRIZ and biomimetics for inventive
design. World Conference: TRIZ Future 2011. Procedia Engineering 131 (2015) pp. 3-13.
11. J. Weaver et al. Extending the TRIZ methodology to connect engineering design problems tobiological solutions. NCIIA 16th Annual Conference (2012).
12. D. Vandevenne et al. Product and organism aspects for scalable systematic biologically-inspired
design. World Conference: TRIZ Future 20xx. Procedia Engineering 131 (2015) pp. 784-91.
13. M. Hu. Bio-TRIZ : the combination between biomimicry and TRIZ. Master thesis. Universityof Detroit Mercy. 52 p.
14. N. Bogatyrev et al. TRIZ-based algorithm for biomimetic design. World Conference: TRIZ Future (2011-2014). Procedia Engineering 131 (2015) pp. 377-87.
15. T. Kamps et al. TRIZ-based biomimetic part-design for Laser Additive Manufacturing. Lasersin Manufacturing Conference 2015. Wissenschaftliche Gesellschaft Lasertechnik e.v. 10 pp.
16. J.F.V. Vincent. The trade-off: a central concept for biomimetics. Bioinspired, Biomimetic andNanobiomaterials. Published online August 01, 2016.
17. M. Helms et al. Biologically inspired design: process and products. Design studies (2009). Vol.
30. No 5. pp. 605-22.
18. C.A.M. Versos et al. Biologically inspired design : methods and validation. In “Industrial design– New frontiers” (2011). In Tech. pp. 101-20.
19. Y. Bar-Cohen. Nature as a model for mimicking and inspiration of new technologies. Review
Paper. International Journal of Aeronautical & Space Science (2012). Vol. 13. No 1. pp. 1-13.
20. L.H. Shu et al. Biologically inspired design. CIRP annals – Manufacturing technology (2011).
Vol. 60. pp. 673-93.
21. Y. Helfman Cohen et al. Biomimetic design method for innovation and sustainability. Springer
International Publishing AG (2016). 281 p.
22. B. Sharfman. Mercedes and the boxfish. The Scientist. September 2006 issue (http://www.thescientist.com/?articles.view/articleNo/24272/title/Mercedes-and-the-boxfish/ accessed May 29,2017).
23. http://www.i-dent-dental.com/ accessed May 29, 2017.
24. A.R. Parker et al. Water capture by a desert beetle. Nature (2001). Vol. 414. No 1. pp. 33-34.
25. M. Ebner et al. Efficient fog harvesting by Stipagrostis sabulicola (Namid dune bushman grass).
Journal of arid environments (2011). Vol. 75. No 6. pp. 524-31.
26. Ju et al. A multi-structural and multi-functional integrated fog collection system in cactus. Naturecommunications (2012). Vol. 3. Article number: 1247.
27. W.C. Sherbrooke. Rain harvesting in the lizard, Phrynosoma cornutum: behaviour and integumental morphology. Journal of herpetology (1990). Vol. 24. No 3. pp. 302-8.
28. Yoon E.-S. et al. Tribological properties of bio-mimetic nano-patterned polymeric surfaces onsilicon wafer. Tribol. Lett. 2006, 21: 31–37. 10.1007/s11249-005-9005-4
29. A. Singh et al. Biomimetic patterned surfaces for controllable friction in micro- and nanoscale
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31. S. Seo et al. Microphase behavior and enhanced wet-cohesion of synthetic copolyampholytes
inspired by a mussel foot protein. Journal of the American Chemical Society (2015). Vol. 137. pp.
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32. “Bacterial cement”. Discover Magazine, April 1997 issue. Available: http://discovermagazine.com/1997/apr/bacterialcement1113, accessed June 2, 2017.
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Corresponding Author:
Stéphane Savelli: stephane.savelli@mpsolving.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

ONLINE TRIZ TRAINING: EXPERIENCE WITH
DEVELOPMENT AND DELIVERY
Valeri Souchkov
ICG Training & Consulting, Enschede, 7511KH, The Netherlands

Abstract
The paper presents an overview of distant online TRIZ training introduced by the author in 2012, andsummarizes experience and results based on training of 314 students with different backgrounds who
represent various customer segments: from university students to top managers of large industrial companies. The paper presents some statistical data related to the courses taken, geography of students, andstudents occupations. Finally, the advantages and disadvantages of online TRIZ training based on theauthor’s experience are discussed.
Keywords: TRIZ training, online training, distant training.

1. Introduction
The first ever TRIZ course was delivered by the founder of TRIZ, G. Altshuller in 1958 [1] in
Baku, Azerbaijan, a part of the USSR at that time. The distinctive feature of the TRIZ training
courses which followed in the ex-USSR was a strong focus on presenting theoretical TRIZ
foundations in high detail and explaining cases by a trainer or a group of trainers rather than on
performing practical work by the participants in a classroom. TRIZ training courses used totake 120-160 hours of classroom time spent for lecturing excluding individual or group practice.
The students used to perform practical exercises during homework which took 1-3 hours after
each training day. Thus in total such courses resulted in about 200 hours of training.
The first attempts to transfer such a format to Western audience resulted in mixed positive andnegative experiences, both within academy and industry. Major contradiction was created by
the demand for balancing the time interval for lectures and presentations and the time interval
for instructor-led practice on cases in a classroom which was not possible provided that neither
universities nor companies within industry were willing to introduce 160-200 hours courses. In
most cases, the demand was to fit a course program to 40-60 hours.
Modern professional education demands a person to learn and master skills with a training subject or a tool in as short a time as possible. It is why, in modern professional education andtraining, the ratio between theory and practice gradually moves towards practice, and nowadays
it is approximately 20% to 80% to increase retention rate by students according to the “Learning
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Pyramid” theory [2]. In academic education, one can observe the same trend: today approximately 60-70% of a course is given to practice while a considerable part of theoretical materiala student has to learn outside a classroom.
The problems with traditional TRIZ training are discussed in [3]. From the practical side, modern TRIZ is well developed and provides a set of methods, tools and techniques, with about 30
TRIZ tools and techniques used more or less on a broad scale worldwide. One the other hand,
TRIZ is a system of thinking, which is hard to master without understanding its theoretical basis
which has strong fundamental background based on a scientific approach. Successful TRIZ
competence can only emerge from combining decent knowledge of theoretical TRIZ foundations and well-developed skills of working with different TRIZ methods and techniques. But
taking into account the abovementioned disbalance of learning time towards practice does notgive an opportunity to learn theory to the level which would be necessary to use TRIZ tools aseffectively as possible.
Such contradiction can be eliminated, for example, by separating conflicting demands in time:for example, a student can learn theory on his/her own, using books or video-lectures before
the workshop, and only then come to a practical training. However, the experience shows thatin such case sub-tasks emerge: more often than not students come to a workshop and say honestly that they did not have enough time to prepare for it. They say: “Let me practice now, andI will read about it later”. Usually, it happens so at professional training. The problem is that by
far not everyone actually reads after the training workshop. This contradiction must be eliminated.

2. Online Training Process
2.1. Basis for Online Training
Before engaging to online training activities in 2012, the author had considerable experience
with delivering both public and in-house TRIZ training courses and workshops in industry andacademia worldwide. By 2012, over 200 professional training courses and workshops in the
traditional format were delivered by the author with an average time of 8-120 hours per course,
and the courses took place in 28 countries. In 2007, a 80-hour TRIZ course (with extension to
132 hours) was introduced for B.Sc. and M.Sc. students at Twente University in the Netherlands[4]. These activities resulted in the refining the author’s approach to TRIZ training and theavailability of training materials including practical cases which could be used for organizing
distant training online.

2.2. Online Training Format
There are a number of different formats of e-learning, among which two dominate: on-demand
training which does not involve instructor and instructor-led training. Surveys show that today
58 percent of organizations prefer to use on-demand learning for compliance training, comparedto 12 percent who prefer classroom instructor-led training [5]. With respect to TRIZ, fully instructor-independent on-demand training format can only be used for learning theoretical background of TRIZ. However learning TRIZ tools and techniques requires intensive assistance of
instructor, preferably on the individual basis. Even if knowledge of the theory and the tools canbe learned without instructor and evaluated by automated knowledge tests, mastering practicalskills with inventive problem solving requires coaching and trainer’s assistance, especially inthe situations when training is based on solving actual, not educational problems which is the288Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

most effective way of learn the valid use of the TRIZ tools as confirmed by traditional training
formats.
As a conclusion, online TRIZ training has to blend both approaches. A typical flowchart of the
distant TRIZ training process is shown in Fig. 1. After subscribing to a course, a student receives a courseware set which includes videos of lectures, texts of assignments to perform,
samples of previously solved cases, workbooks, reference materials.
To learn a specific subject, a student watches pre-recorded video materials of a training module,
in which the trainer demonstrates slides with presentations, cases, images and other relevant
information. The video materials are available for watching any time off-line.
After watching the video lectures on a certain module, a student prepares questions which will
be answered by the trainer during interactive sessions (“e-sessions”). During e-sessions, thestudent can view the desktop of a PC of a trainer together with a webcam window of a trainer
at the screens of their PCs. Voice communication is provided through audio chat. Students canalso broadcast their own video from their webcams if they wish.
Assignments are performed by students in the offline mode between e-sessions. Each student
has to perform s number of individual assignments to complete a course. Usually there are 712 assignments per specific course which correspond to training modules included to the course.
Each completed assignment is made as a separate document and is sent to the trainer prior to
the next e-session to enable enough time to the trainer to study the results of the assignment. Esessions are used to evaluate the assignments and provide feedback to the student and last from30 to 90 minutes.
There are two types of assignments: educational and real-life. In the educational assignments,
all tasks including a problem to analyze or solve are defined by the trainer. However, it is highly
preferred that a student performs a real-life assignment on the actual problem or a system related
to his own professional area. To ensure confidentiality, the trainer signs non-disclosure documents if required.
If the student has a question arising while working offline, he can contact the trainer to request
extra e-session. Extra communication time between the student and the trainer during the training course is not charged as long as it is necessary to reach the goals of training.
Date and time of each next e-session are flexible and are agreed depending on availability ofthe trainer and the student.
Total time for taking courses vary. On average, time to complete a course is from two weeks to
two months for the courses of MATRIZ Level 1 and from 1 to 3 months for the courses of
MATRIZ Level 2. Level 3 usually requires from 3 to 6 months. Since training is individual,
time frames of taking the courses are defined by a student and a trainer.

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Fig. 1. Flowchart presenting distant TRIZ training process.

3. Results
3.1. Course Subjects
Since 2012, the following two categories of online courses have been offered [6]:•MATRIZ Certification courses which meet certification demands established by
MATRIZ (Levels 1-3) [7]. Successful completion of such courses is currently awarded
by a MATRIZ certificate of a corresponding level. Granting MATRIZ certificates wasintroduced in 2014.

•

Specific courses on separate subjects. These courses help students to better understandand practice with specific subjects, such as a System of Standard Inventive Solutions,or Function Analysis, or ARIZ, and so forth. Usually these courses are taken by those
who already learned TRIZ from some other vendors or tried to learn TRIZ without engaging to training courses. Students who successfully complete such courses receive
certificates of the TRIZ Training International Centre.

Fig. 2 shows how many courses in each category were acquired by May 1, 2017. As seen, mostof the courses acquired were TRIZ for Technology and Engineering, Level 1 (126) and courses
on specific subjects (90).
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Fig. 2. Numbers of persons who took different courses delivered by distance learning at ICG T&C,
2012-2016 (Technology TRIZ Level 3 course was introduced in 2016). Levels 1-3 correspond to theclassification by MATRIZ.

3.2. Customers Segmentation
The online TRIZ courses require students to possess some basic background in the field of
business or engineering but it is enough for the first-grade university students or other individuals to engage. Fig. 3 shows current segmentation of the student occupations who took online
courses in 2012 - 2016.

Fig. 3. Segmentation of online students occupations.

3.3. Training Geography
It is quite interesting that most of online students come from the Netherlands where the main
offices of ICG Training & Consulting are located and from Germany which shares the borderwith the Netherlands. Provided that information on the online training is disseminated worldwide without focusing on any specific region and there is no difference for the online audience
where to take the course since only availability of the Internet is needed, it can be explained bypsychological factors where the most important is probably our psychological inertia. Figure 8291

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shows a chart with a number of students per country who participated in the online training in
2012-2016.

Fig. 8. Number of online students from different countries who took distance training from ICG T&C,
2012-2016

3.4. Tests and Evaluations
In addition to learning and understanding theoretical foundations, the primary goal of TRIZ
training courses is, first of all, learning how to successfully apply TRIZ processes and TRIZ
tools in practice. Which means that tests and evaluations of student’s accomplishments must be
done on the basis of assessment how well a student can apply TRIZ analysis, modeling andsolving tools to deal with actual problems and challenges. As clear, to do it, knowledge tests
only are not enough. There is only one way to evaluate the acquired knowledge and skills: tocheck how the student applies TRIZ on practical cases. Traditional training format of public orin-company courses does not leave much time neither to a student nor a trainer to thoroughlywork with each tool and test the results due to time constraints. However, this problem is solvedin the online distant training: each assignment performed and delivered by a student demonstrates his or her level of practical skills with a high degree of relevance.
For example, one of the students from UK who works in construction industry, solved 5 actual
problems during online training. Each solution was a result on completing an assignment on
certain module during taking the course on MATRIZ Level 3. All 5 solutions were implemented
in his company and used in new patent applications before the course was completed. A similar
result was shown by a student from Germany (automotive industry) who successfully solved
three problems during his study of MATRIZ Level 2 course, and these solutions were approved
patentable as well.

3.5. Students Retention
One of the main concerns which is often mentioned about online education is high attrition rate.
It is estimated that totally, 40% to 80% online students drop out of online classes [8]. In ourcase, each student who delivered the final course assignment completed the course successfully.
42 students from total 314 have not completed their courses by their predefined deadline whichmeans 13%, relatively low number compared with general statistics. Some of the students disappeared during the training process, but some of them returned after a while and continued
training.
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4. Advantages and Disadvantages of Online TRIZ Training
Based on the author’s experience, the advantages of online distant TRIZ learning are as follows:
1. There is no time restrictions for a student to watch, listen and read all lecture and presentation materials as well as perform and deliver all practical assignments.
2. There is no time pressure to absorb the material by a student. It is well known that people
have different rates of absorbing and processing information which creates a problem
for some of them if the pace of training in a traditional classroom is fast. All the video
lectures and other course materials are in full possession by a student so the video lectures or their parts can be watched several times if necessary.
3. Video lectures and presentations are edited before being included to the course materials. It helps to reduce time for watching and listening, and provides completeness ofmaterial since sometimes a trainer forgets or skips something in a real-life class.
4. The training materials are continuously updated by a trainer which provides an ability
to supply new materials to a student during the course.
5. Quality and completeness of off-site assignments performed by students is considerably
higher than during traditional classroom work due to the lack of time constraints. A
recent presentation of one of the students from India who completed MATRIZ Level 3
program included 339 illustrated and well-structured slides.
6. Individual approach and coaching during e-sessions help a student to better achieve
his/her training goals.
7. A student can safely work on his own cases or cases of his organizations to performassignments due to confidentiality and non-disclosure agreements signed by a trainer.
It often results in generating new patentable solution ideas during the courses.
8. Both student and trainer can flexibly manage their e-sessions which are conducted atdates and times convenient for both.
9. Online training provides considerable reduction of costs, specifically for a student since
there is no need to travel and stay at the course location.
At the same time, there are certain disadvantages compared to traditional class-room training:
1. Lack of social interaction with other students. Such interaction is important to deeper
understand the material learned, and, specifically, certain small details which can be
critical. Such interaction occurs during breaks, discussions of presentation, outdoor
meetings, and, most importantly, during working on actual cases in groups.
2. Time flexibility creates a contradiction: for well self-disciplined students it works fine,
but less self-disciplined students tend to considerably extend the duration of taking acourse which leads to forgetting previously learned material. Introducing harsh time
limits does not help much because it creates unneeded pressure and eliminates the advantage of time flexibility.
3. Increased time of a trainer per student. Comparing to traditional classroom training, it
is increased at least, twice which rises the trainer’s workload and reduces his capacity.

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4. Conclusions
As the summary of experience with online TRIZ training shown above demonstrates, the key
advantages of the online training format compared to classical classroom training are flexible
time management, more time spent by a trainer for individual assistance and coaching of each
student during training, and a higher quality of assignments delivered by the students.
Another key advantage is a possibility of a student to safely work on real life actual problems
during the courses.
However, the costs of online training still remain a bit too high for certain customer segments,
specifically for college and university students. It is explained by the necessity of dedicating
trainer’s time for an individual approach to assist and coach students.
Another challenge is how to reinforce training with social interaction. It can be done by introducing a blended mode of training which is a sort of a bi-system combining both distant andclassroom training. Such solution could allow students to travel to a course location only for ashort period of time provided the student took a considerable part of the course online and to
get experience with working on practical cases with other students.

References
1. Short Creative Biography of the First Developer of TRIZ Genrich Saulovitch Altshuller Prepared by
his Official Foundation, 2009. (In Russian) http://www.altshuller.ru/chronology/ Last seen: July 1,

2017

2. Wood E. J. “Problem-Based Learning: Exploiting Knowledge of How People Learn to Promote Effective Learning”, Bioscience Education E-Journal, # 3.
3. Souchkov V. "TRIZ in the World: History, Current Status, and Issues of Concern". Keynote paper,
in Proc. of the 8th International Conference "TRIZ: Applications and Issues of Development", November 11-12, 2016, Moscow, Russia, 2016. pp. 6-22. (Originally in Russian, extended English translation
is available: http://www.xtriz.com/publications/ValeriSouchkov-TRIZ-in-the-World.htm . Last seen:
July 1, 2017.)
4. Wits W.W, Vaneker T. & Souchkov V. "Full Immersion TRIZ in Education". In Proceedings of Int.
Conference TRIZ Future 2010, University of Bergamo, Bergamo, Italy, 2010. pp 269-276. http://doc.utwente.nl/77483/1/full_immersion.pdf . Last seen: July 1, 2017
5. Anderson C. “Finding the Right Learning Mix”. Chief Learning Officer, July 2015.
6. Online Training Courses. http://www.xtriz.com/Training/online_training.htm Last seen: July 1, 2017
7. MATRIZ Regulations for Multilevel Certification of TRIZ Users and Specialists.
https://matriz.org/matriz-offices/council-on-expertise-and-methodology-cem/certification/how-to-become-a-specialist/ Last seen: July 1, 2017
8. Smith, B. “E-learning technologies: A comparative study of adult learners enrolled on blended andonline campuses engaging in a virtual classroom”. Proquest, Umi Dissertation Publishing. 2011.

Corresponding Author:
Valeri Souchkov: valeri@xtriz.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

OPEN INNOVATION: TRIZ APPROACH VS.
CROWDSOURCING
Simon S. Litvina, Peter Ruttenba

GEN TRIZ LLC, Newton, MA 02465, USAb

IDC Technologies, Boston, MA, USA

Abstract
The logic behind Open Innovation is compelling, but implementation can be difficult. In many cases,
Open Innovation has failed to live up to its full potential. In our perspective, the problem lies not in theconcept of looking externally for help, but in its execution. Unfortunately, the term “Open Innovation”
in many cases, has become synonymous with Crowdsourcing. Crowdsourcing is a system, which relieson the probability that the right technology exists and the right person will respond to the challenge. It
ensures neither the right problems being addressed, nor does it filter out the bad ideas.
TRIZ provides a practical means for realizing the benefits of Open Innovation. Several cornerstones of
TRIZ disciplined process of Open Innovation distinguish it from the Crowd Sourcing.
First, before searching for solutions, the underlying problems behind the challenge should first be understood. Open Innovation should focus on these key problems, instead of the initial ones.
Second, focus the external search on functions, instead of specific design components or technologies.
Third, search for solutions in functionally similar industries and areas of science and engineering wherecompanies have already invested in R&D to develop the best possible solutions.
Fourth, focus on adapting the solutions to the application at hand, rather than inventing a solution fromscratch.
Keywords: at least three keywords that reflect the theme of work.

1. The Quest of Revenue Growth Acceleration
Top line (revenue) and bottom line (net profits) growth are basic business imperatives. Today’s
multinational corporations, however, are asked to deliver much more than their predecessors,
in a much tougher global business climate. Consider the S&P 500 revenues (dollars per share)and business sales (trillion $) over the past two decades for a moment. Their steep ascend reflects the intense pressures on businesses to maintain revenue growth. It also demonstrates, ofcourse, their ability to continue doing so [1].

295Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland“… Intellectual
assets taken asa whole are
rapidly becoming the key tovalue creation”

Fig. 1. S&P 500 Revenues

Yet, CEO confidence that revenues will always continue to grow as the graph seems to suggest
is distinctly low – lower than one would expect listening to the CEOs’ quarterly report chatswith investors and the press. PricewaterhouseCoopers International surveyed 1,258 CEOs in 60
countries and no less than 48% expected a decline in revenues, 34% anticipated stagnation, andno more than 15% assumed revenues to increase [2].

Fig. 2. CEO Confidence for Revenue GrowthMoreover, for many CEOs revenue growth alone is not sufficient. In a survey of 200 executives
by Hackett Group (2012), 98% of CEOs stated that “accelerating revenue growth” – not justgrowing revenue but also accelerating the growth – was their top priority. By all accounts, they
are fighting a tough battle as revenue growth figures have been showing continuing moderation[3].

2. The Key to Value Creation
Some economists regard revenue growth moderation as inevitable, a result of the natural limits of selling ever more products into
relatively unchanged markets [4]. Others, however, argue that themarkets’ fluidity and constantly changing consumer needs createa highly dynamic environment in which transformational innovation (more on this later) combined with the right business strategies can, indeed, achieve an increase in revenue growth rates.
296“CEO confidence that revenues will continue to growis distinctly
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The OECD sees innovation as imperative for revenue growth. In an OECD report on innovationand growth, the authors stated “… intellectual assets taken as a whole — … human capital,
R&D and capacity to conduct it, patent valuations as well as intangible assets such as brandvalue or firm-specific knowledge — are rapidly becoming the key to value creation.” [5]The Institute for Prospective Technological Studies concludes in “Profits, R&D and Innovation:
A Model and a Test” that “the growth of industries’ profits is jointly driven by the ‘pull’ effectof expanding demand and value added, and by the ‘push’ effect of the success of innovation
performance.” The authors further argue that this “pull” and “push” is supported by the parallel
efforts of searching for technological competitiveness — through R&D — and for cost competitiveness — through the adoption of new technologies.” [6]Most CEOs agree that increasing the success rate of innovation is a key means to driving
growth. Automotive power train manufacturer BorgWarner, for example, was seeing declining
cash flow when the U.S. economy deteriorated in 2009. The firm reduced wages, closed a plant,
and laid off 5,000 employees. However, they did not cut R&D. “Innovation and new technology
don’t happen overnight, so you have to fund them,” CEO Timothy Manganello told NYSE
Magazine. “Spending money on R&D was the easiest decision I made all year.” In a survey, 40
percent of CEOs said they were increasing spending on research and development [7].
The “success of innovation performance” is a critical term here, but innovation success can bevery difficult to measure – “demonstrating ROI” has been cited repeatedly as a key challenge
across all industries [8]. Most innovation experts would agree, however, that ROI will typicallybe small because of an optimization effort and greater from more transformational innovation,
reason why the latter is increasingly seen as an important strategic direction to achieve revenue
growth acceleration.

3. The Difficulty with Different Knowledge
There are various terms that partially or entirely overlap when it comes to transformationalinnovation, some with precise definitions, and others less so. For
example, Disruptive Innovation, Destructive Innovation, Radical“Despite – or,
Innovation, and Breakthrough Innovation. This paper prefers the
because of –term Disruptive Innovation, albeit with a different definition than
Clayton Christensen’s. We define Disruptive Innovation, as innothemassivevation that addresses a major unfulfilled user need and/or thatworldwide“jumps” from one scientific action principle to the next (for exR&D expendiample, from mechanical calculator to electronic digital computer).
Disruptive Innovation is rarely achieved with internal subject matter expertise alone – it often requires an interdisciplinary approachand depends therefore on identifying, accessing, adopting, andadapting external knowledge, another major challenge that many
firms say they struggle with [9].
Ian Brinkley of The Work Foundation, a Lancaster universitybased expert group on work and its future, argued in a presentation
that: “Across all sectors, innovation depends critically on the ability of firms and organizations … to exploit the constant flow ofideas, innovations and technologies through global networks.”
297

ture ($1.4 trillion in 2012),
identifying theright slice ofknowledge isincreasingly
difficult.”

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These networks should include all stakeholders … customers, suppliers, and even competitors[10].
It is a commonly heard theme, often repeated at conferences, in white papers, and in the press.
In many ways, awareness of the “knowledge” requirement — be it internal or external — forsuccess has been rising dramatically. Since the mid-1990s, investment in “knowledge” hasgrown more rapidly than investment in machinery and equipment and it has even surpassed thelatter in the United States [11].
Yet, despite – or, as some argue, because of – the massive worldwide R&D expenditure (R&D
efforts grew to $1.4 trillion in 2012) [12] and the resulting knowledge explosion, identifying
the right slice of knowledge for a specific problem has become increasingly difficult. As one
innovation thinker put it: “How do we deal with knowledge in a world filled with knowledge?”
By the way, the word “knowledge” is too general. It covers scientific expertise, information
about products, technologies, institutions, etc. The problem of a right knowledge identification
is even more challenging because of different types of knowledge sources – publications, patents, databases, registers, websites, experts’ brains, etc.
Harvard energy policy expert Matthew Bunn noted that knowledge growth makes innovation
more difficult: "… it is true that as particular areas of science and technology become more
complex and the "easy" discoveries get made, it becomes more difficult and requires more resources to push their frontiers further,” he writes [13]. Author Kevin Kelly goes even further.
He makes a convincing point that as knowledge is growing exponentially, so is our ignorance.
“The paradox of science is that every answer breeds at least two new questions. More answers,
more questions. Telescopes and microscopes expanded not only what we knew, but also what
we did not know. They allowed us to spy into our ignorance. New and better tools permit us
new and better questions. All our knowledge about subatomic particles derived from the newquestions generated after we invented an atom smasher.” [14]4. The Limited Interpretation of “Open Innovation”
To navigate this knowledge explosion, innovators are confronted with having to find effective
and efficient ways to bridge the gaps between their expertise and other fields of expertise. In
practical terms, this means that they have to somehow request (formulate the right problem),
identify, adopt, adapt, and integrate unfamiliar knowledge from unfamiliar areas of science andtechnology.
This identification process is a generally overlooked aspect of Open Innovation and a key reason why Open Innovation, since Henry William Chesbrough coined it, has been less successful
than initially anticipated. Just take, for example, the impressive 179-page report titled “Understanding Knowledge Societies” published by The Department of Economic and Social Affairsof the United Nations Secretariat [15], which extensively investigates modern knowledge creation and its role in society. In it, no mention is made of methods for finding a specific piece ofknowledge in the swelling ocean of global knowledge.
This lack of methods to identify precise pieces of external knowledge has contributed to limited
applications of Open Innovation, as most firms prefer to stay well within their knowledge domain while sourcing knowledge outside the firm. For sure, day-to-day Open Innovation attempts are evident across most industries; rarely, however, do they extend significantly beyond
an industry’s “comfort zone.” The Life Sciences, for example, are witnessing a convergence of298

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public and private R&D toward open innovation and open source information. Recently, GlaxoSmithKline, Novartis, Pfizer, and Eli Lilly joined the Structural Genomics Consortium, a public-private partnership aimed at the discovery of new medicines through open access research[16]. These pharmaceutical firms, of course, share or are intimately familiar with each other’s’core competencies.
On the manufacturing side, an impressive 81% of U.S. companies said in the same survey thatthey are involved with some type of collaborative R&D. Not much of this collaboration crosses
industry lines, though. A recent study based on 8,180 observations shows that the importanceof internal sources for inventions is three times higher than that of external sources. It also
indicates that the stakeholders in a firm’s value chain, from suppliers to end users, serve as themost frequent sources of knowledge [17].
Enkel and Gassmann of the Swiss Institute of Technology Management lament in R&D Management (2010): “… innovation studies do not recognize the value of partners outside the value
chain …. Drivers of innovation, such as technology fusion, shorter innovation cycles, the mobility of workers across industries, and the global availability of knowledge, make accessing
external technologies imperative as well as easier.” They conclude that: “The first studies on
the optimal cognitive distance between alliance partners find that in industry or field of experience, distance is not counterproductive but can be a source of both disruptive and incremental
innovation [18].
In the academic world, interdisciplinary translation and synthesis is increasingly deemed critical, as issues around a complex research effort require full involvement by more and moredisciplines. “… this is not a deviant exception, but a common path for the modern academic.
We need to learn how to understand, navigate and employ multiple and often contrary ways ofknowing,” writes Clinton Golding of the Centre for the Study of Higher Education [19].

5. A Tower of Babel?
While learning to navigate the ways of knowing sounds like a logical approach, the reality ofhundreds of increasingly complex yet completely disconnecteddisciplines is stark. Basarab Nicolescu, the president and founderof the International Center for Transdisciplinary Research and“Cognitive disStudies, asks darkly: “Is a modern tower of Babel inevitable?”tance between
He sees no simple solutions for one discipline relating effectively
partners is not
to another: “How can a theoretical particle physicist truly diacounterproduclogue with a neurophysiologist, … a biologist with an economist
tive but can bebeyond mouthing more or less trivial generalities? … Disciplinary language is an apparently insurmountable barrier for a neoa source of disphyte, and each of us is a neophyte in some area.” [20].
ruptive and in-cremental inNicolescu goes even further, arguing that if we are all ignorantof each other’s’ disciplines, then any attempt to find common
novation.”ground would merely result in one generalized incompetence,“for the simple reason that the sum total of competencies is notcompetence: on the technical level, the intersection between different domains of knowledge is an empty ensemble.” To solve this “dangerous” condition, as
he sees it, Nicolescu goes on to dive into Interdisciplinarity, Multidisciplinarity, and Transdisciplinarity, none of which is very pragmatic
tools for knowledge translation.
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One interesting attempt at overcoming Nicolescu’s Tower of Babel is cybernetics, which proposes a formal language (with concepts and terminology) to build bridges between different
disciplines based on the fact that many disciplines construct similar models, even if intended
for different applications. A well-known example of such a model is control by negative feedback, which is used across many areas of science and engineering. By identifying these sharedconcepts, cybernetics serves as a kind of translator between them. [21]6. An Emerging Lingua Franca
We will take a closer look at another approach, one that goes a step further than cybernetics inthat it strips the domain context of a product or process down to its bare functions; so bare thatthey exist in many domains. The approach allows an R&D team that is looking to find a new
way to perform a certain function to “cut through” the unknown domain-specific substance of
unfamiliar technologies and identify the way they perform the needed function. Called Function-Oriented Search and developed by one of the authors Dr. Simon S. Litvin, the methodcomes very close to representing a lingua franca for the multitude of science and technology
fields.
How does this work? Systems can perform on each other hundreds of typical functions. For
example, DIRECT, MOVE, STOP, HEAT, PRESS, INFORM, or HOLD. They are typically
identified via a technique called Function Analysis, the results of which are charted in a Functional Diagram. The Functional Diagram shows all the components of a “system” (the productor process) and the functions they perform on each other.
To illustrate this, below are three greatly simplified Functional Diagrams for three completely
different systems in three different knowledge domains. For example, the left diagram might
be for a tooth brush, the middle for a jet engine, and the one on the right might represent abanana. Despite the fact that these are distinctly different systems, all three have two components that perform the same function on each other — HOLD — albeit in different ways.
The purpose of Function-Oriented Search is to find other systems that perform the same function and then decide whether they perform this function more effectively and/or efficiently. If
so, a R&D team may be able, for example, to dramatically innovate the jet engine by adopting
and adapting the banana’s way to perform the function HOLD.
Two components in three different products/processes within three completely different
knowledge domains perform the same function albeit differently, using domain-specific technology (Fig. 3).

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Fig. 3. Functions in Different Knowledge Domains

The technology with which the function is being performed in Knowledge Domain 3 could
dramatically improve the product or process in Knowledge Domain 1. Since the function is thesame for all domains, it can be found and the technology can then be adopted.

7. The 11th Flattener
An interesting parallel can be drawn with Thomas Friedman’s flatteners in his best-selling book
The World Is Flat: A Brief History of the Twenty-First Century (Picador, 2007) which analyzes
globalization. As the title suggests, Friedman believes that geo-political boundaries no longer
serve as barriers and that the world has flattened into a level playing field for all businesses
regardless of where they are based. Cultural, legal, and lingual difficulties have been or can beovercome, he argues.
The ten things that flattened the world, according to Friedman, include: the collapse of the
Berlin Wall; the introduction of Netscape; Outsourcing; Supply-chaining; Uploading; Wireless,
Voice over Internet, and file sharing; etc. [22]It appears that in many of Friedman’s flatteners, standards and protocols have played a criticalrole, and as such, functions might be considered the 11th flattener. They represent a common
language that breaks down the barriers between knowledge silos, levels global knowledge, andmakes slices of unfamiliar knowledge identifiable without the need to master an entire body ofknowledge. One might say that the world is functionally flat. It is interesting that Friedman istalking about geographical globalization. Effective functionally similar solution could be located in the same country, same city, and even the same company, but in a distant area of science and technology.
We strongly believe that Functional language is becoming the lingua franca of knowledge translation — a universal language that is effective, efficient, predictable and repeatable as a translator of knowledge from remote areas of science and practice to wherever such knowledge isneeded.
Innovation providing companies like GEN3 Partners in the past and currently GEN TRIZ successfully apply Function-Oriented Search as a core tool in its overall innovation methodology.
They have experienced first-hand how Function-Oriented Search often leads to the introductionof a new and more effective action principle for the product or process that’s being innovated,301

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which — as was argued above — is one of the main factors in successful Disruptive Innovation.
An additional advantage is that less effort and resources are required to prove the effectivenessof the new solution as the technology already exists and is even routinely applied in a field
where its effectiveness is critical [23].
Function Analysis is a cornerstone of a larger innovation approach, called GEN TRIZ Disciplined Innovation. GEN TRIZ Disciplined Innovation is a scientific approach to innovation
execution that uses analytical tools to identify root causes of an innovation challenge and thenfinds functionally related practical solutions that can be adapted quickly, effectively, and withless risk.
We are commonly saying in our speeches at industry and innovation conferences: “Don’t always invent!” Our advice to R&D teams regardless of their industry is to do the analysis thatallows them to reformulate problem statements into a language that is understood by the entire
knowledge universe. That language is functional language [24, 25].
Example 1: “To stop solid particles”
When finding solutions for an effective anti-allergenic nasal filter for trapping small particles,
looking at other nasal filters would be a direct analogy, with little chance of a breakthroughsolution. Function-Oriented Search (FOS) represents an indirect analogy based on the same orsimilar functions. In the nasal filter, the function is “to stop solid particles.” FOS asks in whichleading areas of industry stopping solid particles is absolutely critical. In this case, the cement
industry would be relevant, as it cannot allow solid particles to be released in the air. The nextquestion is: how does the cement industry perform this function? They use a vortex action principle (industrial centrifuge). Based on this finding a nasal filter with a vortex interior was developed (Fig. 4).

Fig. 4. Vortex

Example 2: “To remove a gas from a liquid”
A major computer chips manufacturer had significant problems with a photo resist polymer thatbubbled when applied to a wafer — losses amounted to $1M/day (Fig. 5).

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Fig. 5. Bubbles

The company first looked at every possible cause using a common“manufacturing language,” meaning that its engineers attempted totranslate knowledge gained from solving problems in similar processes toward the issue. This approach did not identify the sourceof the problem.
Next, the firm tried to “translate” the knowledge of the best polymer scientists into new practice. This translation might have led tosuccess, but was not practical since the polymer scientists required
2 years of research time and an investment of $3M.

“Functions
represent a
common language thatbreaks down
the barriers
and makes
slices of unfamiliar
knowledge
identifiable.”

In its third approach, the firm applied Function Analysis and Function-Oriented Search, translating the problem from the objectbased language (photoresist chemistry, polymer science) to a function-based language. The former yielded a highly generalized problem statement: “How to control a gas in a liquid.” The latter leveraged this domain-neutral statement to identify multiple technology
areas where management of gas in a liquid is critical, including:carbonated beverage filling equipment, blood transfusion equipment, scuba diving gear, andChampagne production.
A simple solution was quickly found in Champagne production. The way the champagne industry manages gas levels in Champagne is with special valves in the pipes that carry the liquid.
An adaptation of these champagne valves removed the bubbles from the photoresist polymer
and resolved the issue.

8. Conclusions
In general, Open Innovation is a very promising concept compelling, but its implementation ischallenging. The term “Open Innovation” in many cases, has become synonymous with
Crowdsourcing. Crowdsourcing relies on the fact that the right technology exists somewhere,
and the right person will respond to the challenge, which in many cases is not correct.
TRIZ provides exact practical tools for realizing the benefits of Open Innovation, making it anapplied science. Several cornerstones of TRIZ Disciplined Open Innovation distinguish it fromthe Crowdsourcing.
First, before searching for solutions, Open Innovation should focus on key problems, instead of
the initial ones.
Second, focus the external search on functions, instead of specific design components or technologies.
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Third, search for solutions in functionally similar leading industries and areas of science andengineering where companies have already invested in R&D to develop the best possible solutions.
Fourth, focus on adapting the solutions to the application at hand, rather than inventing a solution from scratch.

Acknowledgements
The authors are grateful to their colleagues who participated in the fruitful discussions that
helped bring about points in this paper – TRIZ Masters A. Lyubomirskiy, S. Ikovenko and M.
Rubin.

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6. http://iri.jrc.es/papers/2010_JRC58871_WP5.pdf
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8. http://battelle.org/docs/default-document-library/2012_global_forecast.pdf?sfvrsn=2
9. http://battelle.org/docs/default-document-library/2012_global_forecast.pdf?sfvrsn=2
10. http://www.workfoundation.com/assets/docs/publications/41_KE_life_of_nations.pdf
11. http://www.oecd.org/edu/ceri/40908171.pdf
12. http://content.usatoday.com/communities/sciencefair/post/2011/12/global-research-and-development-to-grow-52-in-2012/1#.UCVGHKBemnA
13. http://content.usatoday.com/communities/sciencefair/post/2011/12/global-research-and-development-to-grow-52-in-2012/1#.UCVGHKBemnA
14. http://www.kk.org/thetechnium/archives/2008/10/the_expansion_o.php/
15. http://unpan1.un.org/intradoc/groups/public/documents/un/unpan020643.pdf
16. http://www.rdmag.com/Featured-Articles/2011/12/2012-Global-RD-Funding-Forecast-Industrial-RD-Life-Science/
17. http://www.zu.de/deutsch/lehrstuehle/Innovationsmanagement/Enkel_Gassmann_CrossIndustry_0310R_D_mgmt.pdf
18. http://www.zu.de/deutsch/lehrstuehle/Innovationsmanagement/Enkel_Gassmann_CrossIndustry_0310R_D_mgmt.pdf
19. http://www.cshe.unimelb.edu.au/resources_teach/curriculum_design/docs/Interdisc_Guide.pdf
20. http://basarab.nicolescu.perso.sfr.fr/ciret/english/visionen.htm
21. http://www.eolss.net/sample-chapters/c02/E6-46-03-05.pdf
22. http://www.wikisummaries.org/The_World_Is_Flat
23. http://www.triz-journal.com/archives/2005/08/04.pdf

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24. S. Litvin. New TRIZ-Based Tool – Function-Oriented Search. ETRIA Conference TRIZ Future
2004. November 2-5, 2004, Florence, Italy.
25. S. Litvin. TRIZ Readings – Altshuller’s Tradition Continues. ETRIA Conference TRIZ Future2005. November 16-18, 2005, Graz, Austria.

Corresponding Author:
Simon S. Litvin: slitvin@gen-triz.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

OPEN TRIZ SECOND WAVE
TRIZ&TOC TOOL
José Roberto Espinoza Villarroel
Open TRIZ Second Wave Chile SpA, Viña del Mar, Postcode 2520168, Chile

Abstract
I.- SUMMARY
The objective of this work is to present an assertive and systematic innovation management tool topromote innovative solutions in all areas of human development based on knowledge and technologies
that are available in the world called OPEN TRIZ SECOND WAVE: TRIZ & TOC TOOL.
A new paradigm related to the Management of Systematic Operational Innovation is postulated, which
is based on four pillars: Business Process Management, Lean Production and Six Sigma, Theory ofRestrictions and TRIZ Inventive Problem Solving Theory.
To solve inventive problems, the "RCA + EC" diagram is introduced, which allows to formulate a multivariable problem and identify a set of contradictions to be solved.
"AATRIZ" is also introduced, which is an abductive algorithm that approximates the TRIZ solution to
be applied, using only the contradiction matrix to solve a problem with multiple contradictions.
Finally, we examine the results of an actual implementation of the model.
II.- NEW PARADIGM
The new paradigm for innovation focuses on eliminating losses rather than cost reduction, understandingthat as we approach the optimal business, costs are the result of probable hidden losses due to restrictions, limitations, risks, etc., that have not been resolved within our business.
The challenge of the new paradigm for innovation is to facilitate and make possible what seems impossible.
III.- "RCA + EC" DIAGRAM
The "RCA + EC" diagram is based on a joint application of two management tools: RCA +: Root Conflict Analysis & EC: Evaporating Cloud (Theory of Restrictions).
In the "RCA + EC" diagram it is necessary to declare a useful function and the positive and negative
effects caused by the evaluated common object, according to the logical design with which the TOC
evaporation cloud is constructed.
Using the "RCA + EC" diagram, all negative and positive effects must be checked and the TRIZ engineering parameters, that can be associated, should be found. It is possible that some effects can only betransitive relationships between the effects assigned to the TRIZ parameters.
We can identify all relevant contradictions that affect the useful function for the common object that wehave declared.

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IV. "AATRIZ", ALGORITHM APPROACH TO TRIZ SOLUTIONAATRIZ allows an accelerated and assertive identification of the main contradictions, which solves ingreat measure, the studied problem. Under an abductive analysis, we postulate hypotheses to find themain contradictions that contribute the maximum benefit with minimum changes, applying a mathematical algorithm that weighs the inventive principles of each pair of identified TRIZ engineering parameters, based on the number of repetitions in the contradiction table and according to their relative positionin each specific contradiction (it was defined as a practical rule to evaluate up to 5 TRIZ engineeringparameters).
V. APPLICATIONS OF THE MODEL
A) EFFICIENT ROBOTIZED STRIPPING MACHINE Affected by sheet adhesionB) MAXIMIZING THE TRANSPORT BUSINESS BY FERRY Affected by the risk of capsizing byentering water into the cargo spaceC) PERSONAL SAFETY AT WORK: Affected by the pressure of business results.
D) CONTINUOUS ELECTRIC GENERATION WITH FIXED MASS Affected by gravity.
Key words: TRIZ, TOC, TRIZ & TOC, Systematic Operational Innovation, "RCA + EC", "AATRIZ".

1. New Paradigm for Innovation
With a new approach, it is possible to understand when innovation begins to be applied in a business.
This approach is best appreciated when comparing Maslow's pyramid with the commonly used models
in business management and how they relate to TRIZ's inventive problem-solving theory, giving shapeto what has been called the Innovare pyramid. See Fig. 1.

Survival

Conservation

GrowthInnovation

RELATIONSHIP BETWEEN HUMAN NEEDS AND THE NEEDS FOR INNOVATION

Hierarchy of human needs

Hierarchy of needs for innovation

Innovare's pyramid

Maslow's pyramid

Fig. 1 Relationship between human needs and innovation needs

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2. The Virtuous Circle of Business Management
The new paradigm for innovation allows us to see a virtuous cycle of business management, startingfrom the basic stage of business preservation to the maximum development stage, determined by thebusiness innovation capabilities. See Fig. 2.
The new paradigm for innovation also focuses on the elimination of losses rather than cost reduction,
understanding that as we approach the optimal business, costs are only the result of the probable hidden
losses that exist due to restrictions, limitations, risks, etc., that have not been resolved within our business.
We understand as hidden losses, all costs incurred or income lost by the commitments assumed in ourbusiness, which correspond to certain conditions of our business that we declare impossible to change.
The challenge of the new paradigm for innovation is to facilitate and make possible what seems impossible.
Business process management provides the basic conditions for the existence of the company and production lean + six sigma orients the actions necessary to provide security to the business. Both management tools operate in a known loss environment, which, as Taguchi has postulated, are proportional to
the square of the process variation.

Fig. 2 Management in systematic operational innovation.
The restriction theory allows us to manage our constraints, the source of hidden losses, and analysis
tools help us to guide the formulation of the contradiction to be solved by applying the theory of inventive problem-solving TRIZ.
This work is finally oriented to the formulation of multi-variable problems to solve the existing contradictions and with them the hidden losses.

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3. GENERAL PRESENTATION "TRIZ & TOC" TOOL
According to neuroscience, who moves innovates and must be faster to win; then, it is necessary toinnovate in a systematic way to accelerate change.
The novelty of this work is the development and practical application of an innovation tool called OpenTRIZ Second Wave: TRIZ & TOC, which systematically integrates various existing methodologies fora fast and assertive resolution of multi-variable inventive problems by applying the following steps:
A. Definition of the objective function of the problem to be solved, corresponding to the desired result.
B. Determination of the objects that participate in the TRIZ model of substance-field of the problem tobe solved. A problem can have a complex tree of substance-field relations and according to morphological analysis each substance-field relationship can be analyzed independently and each of them can offer
a solution. Select the objects that relate to the specific problem to be solved.
C. Selection of the object to be evaluated, deduced from the defined substance-field model. This phaseis critical, the engineering parameters and TRIZ inventive principles that apply to the problem must
always be expressed in relation to the selected object.
D. Formulation of the problem in the "RCA + EC" diagram, based on the TOC Evaporation Cloudmethodology, adapted to TRIZ, and in the RCA + methodology. For the formulation of the problem aphysical or characteristic variable is determined that plays a fundamental role. Depending on the stateor condition of this variable, negative and positive impacts on the objective function are determined.
One state or condition must be real and the other could be real or "impossible" according to the existing
paradigm. The states or conditions can be equal/same if they are real. Impacts are expressed in terms of
the social and human context in which they occur to solve the problem.
E. Identification of the TRIZ engineering parameters associated with the problem, this determined by
the identified negative and positive impacts.
F. Determination of the specific problem contradiction matrix, which includes all engineering parameters identified in the formulation of the problem. If the problem has been well formulated, the specificmatrix contains the solution to the problem raised. The next step requires practical skills for an orderlyand quick identification of the recommended solution.
G. Application of the abductive algorithm "AATRIZ" for the mathematical prioritization of the contradictions present in the matrix of contradictions of the problem:
I. The algorithm determines a prioritized order of weights of the inventive principles analyzed (WIP).
II. The algorithm determines a prioritized order of weights of the contradictions of the specific matrixof the problem (WSC).
The developed algorithm is fundamentally based on an expert intuition, so its formulation can containerrors or reasoning gaps, but these are obviated by the precise results that the algorithm provides.
H. The contradiction that reaches the highest weighting is called essential contradiction, since it contributes most to the solution of the multi-variable problem raised.
I. For a better determination of the solution, the essential contradiction is combined with the supplementary contradictions, which are determined by the preferred TRIZ engineering parameters, corresponding
to the row and column of the specific matrix with the highest cumulative weight of contradictions, basedon the quantification criteria already indicated.
J. The deliverables available with the TRIZ & TOC tool are as follows:
1) Specific matrix of contradictions.
(2) A prioritized list of inventive principles, containing first those of essential contradiction, plus a nonrepetitive combination of inventive principles from three main supplementary contradictions (WSC) and309

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the five most significant inventive principles. The resulting set has proved to be able to propose a quick
and assertive solution.
3) Table of Essential Contradiction and Supplementary Contradictions.
4) Prioritized list of weighted inventive principles (WIP) of the specific matrix.
5) Prioritized list of weighted contradictions (WSC) of the specific matrix.
Open TRIZ Second Wave TRIZ & TOC TOOL is a structured language proposal for innovation in multivariable problems of any field of human development, which is validated with the results obtained.
Open TRIZ Second Wave: TRIZ & TOC TOOL can be applied at any stage of the innovation project:¬ Conceptual solution to latent needs, problems, opportunities and ideas¬ Subversive analysis of the design for the conceptual solution¬ Resolution of problems and improvement of the deficiencies of operation of the prototype.
¬ Subversive analysis of the engineering design of the accepted solution.
¬ Troubleshooting and deficiencies startup of the innovation project.
¬ Solution to problems and deficiencies of the equipment or system in operation.

4. "RCA + EC" DIAGRAM FOR PROBLEM FORMULATIONThis "RCA + EC" diagram is based on a joint application of two management tools: RCA +: ROOTCONFLICT ANALYSIS plus & EC: EVAPORATION CLOUD (RESTRICTION THEORY) and applies to a single object.

4.1.- Select Object
To formulate "RCA + EC" diagram, identifying the problem is probably an easy task, but defining the"object" to apply is not too obvious. Using the substance-field diagram, select "Object" S1 or S2, notboth. See Fig.3.
As a general rule, it is convenient to identify the master object between S1 and S2. It may also be necessary to evaluate S1 and S2 in separate analyzes. Then select the best result.

Fig. 3 Substance-field diagram

Another important aspect to consider is that the RCA + EC diagram is formulated depending on the timeof the problem to be solved and in the space involved at that time (it is happening here and now). Anothertime and space is another problem and requires another RCA + EC diagram.

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4.2.- Tools to construct the diagram "RCA + EC"
A) RCA +Root Conflict Analysis (RCA +) is a relatively new addition to TRIZ's set of tools and techniques thataims to help manage the complexity of inventive problems by identifying the contradictions that makeup a problem and the relationships between these contradictions.
B) EC
EC, Theory of Restrictions evaporation cloud (TOC), is used following the concepts presented in [3],which allow to determine positive and negative effects affecting an objective function and how the logical relationships between them should be. See Fig. 4.

4.3.- Steps in the "RCA + EC" diagram
Step 1: Establish the goal or goal function you want to achieve, such as solving a problem or capturing
a good opportunity.
Step 2: Construct the substance-field diagram for the indicated objective function and select the object
that has a significant negative effect. The RCA + EC diagram applies to this single object.
Step 3: Determine the actual difficulties that exist and are the causes of the problem. Use Ref. [2] andthe recommended connection rules to construct the conflict resolution diagram (RCA + EC).
STEP 3.1 Indicate in general terms the difficulties that should not exist to achieve the desired objectivefunction and begin to draw the RCA + EC diagram in descending order.
STEP 3.2 "Ask the question" What causes this effect to occur? "To find all the causes of the negative
effect. What is the problem?
STEP 3.3 "After identifying a cause in Step 3.2, check whether this cause is the only condition that is
sufficient to produce the negative effect. If necessary, draw other causes."
STEP 3.4 "Ask each cause if it also produces a positive effect. A cause that produces both positive andnegative effect identifies as a contradiction."
Both negative and positive effects should contribute to the same objective function, see step 1.
STEP 3.5 "For each negative cause present in the diagram continue to ask the question" What causes
this effect? "Build a Tree Cause-and-Effect diagram from top to bottom."
STEP 3.6 "For each newly described cause, which is indicated as an underlying negative effect, checkagain whether it´s the only cause that creates the negative effect or if there is another."
Step 4: Identify a physical requirement or variable and its condition that is the root cause of the negative
impacts indicated in Step 3.

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CONTRADICTION TRIZ AS A EVAPORATING CLOUD FROM TOC

TO HAVE A

Usefulfunction+

TO HAVE A

Contradiction physicalby requirement of thesystemWE SHOULD NOT HAVE C

WE HAVE C BECAUSE WE HAVE D’CAObjectuniqueContradiction technicalbetween parameters ofengineering TRIZ

Mitigate orpreserveD’

A same requirement in
one or two conditions
generates the conflict

Requirement

ImproveD

B
WE HAVE B

Condition 2

Condition 1

WE HAVE B BECAUSE WE HAVE D

Condition 1 ≠ Condition 2
orCondition 1 = Condition 2

To have A, there is a unique “Object” affectedby B and C, caused by D and D', respectively.

Fig. 4 Evaporation cloud diagram applied to TRIZ.

Step 5: Draw on the RCA + EC diagram the positive effects or opportunities that are generated from therequirement or from the identified physical variable, either in the same or different condition. Put on the
top other positive effects that are deduced from the previous ones until it fulfills the objective function
or goal.
Step 6: Verify that all connections made are true, meaning, they make logical sense in the analyzed
technical and physical context, using the logical sequence shown in Fig.4
Step 7: Review all negative and positive effects and find out which TRIZ engineering parameters canbe associated. It is possible that some effects can only be transitive relationships between the effects
assigned to the TRIZ parameters.
Step 8: If all the above steps are met, we can identify the contradictions that affect the objective function
or goal we have stated.
Step 9: indicate with "+" the positive effects and with "-" the negative effects See Fig. 5.

A well formulated problem by the RCA + EC diagram is a solved problem.

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DIAGRAMA “RCA+EC”
USEFUL FUNCTION affected by physical variable or characteristic(+)

Opportunity

Satisfies
opportunity 1
Triz Eng. Par. 4
(-/+)

(-)

TroubleWe want to have

Satisfies
opportunity 2
Triz Eng. Par. 5(-/+)

Object: S1 or S2

Cause
trouble 1
Triz Eng. Par. 1(-/+)

Meets needCause trouble

State/Condition 2

State/Condition 1

We want to avoid

Causetrouble 2
Triz Eng. Par. 2
(-/+)

Cause
trouble 3
Triz Eng. Par. 3(-/+)

Physical Variable orcharacteristic

Fig. 5 General structure RCA + EC diagram.
Causes of troubles and opportunities that are satisfied are presented in the diagram in general, without
indicating their relations, and, or, dependent or independent. The multi-variable analysis solution normally covers all these conditions.

5.- AATRIZ, ALGORITHM TO THE TRIZ SOLUTION
According to Albert Einstein's message, the "RCA + EC" diagram represents the formulation of the
problem, which is more essential than its solution.
To find the solution, if we have up to 5 TRIZ engineering parameters, this represents 20 possible contradictions to be analyzed. This is because an engineering parameter associated with a negative effectalways has its mirror effect or positive inverse.
Given the multiple possible contradictions and the time required to analyze each of them, a reasonable
hypothesis was presented that would allow an accelerated and assertive identification of the main contradictions that solve in large part the problem studied. The objective is to find the essential contradiction
whose solution solves the problem.
Under an abductive analysis, hypothesis are postulated to discover the essential contradiction that provides maximum benefit with minimal changes.
i. The algorithm weights each inventive principle differently according to the position and number oftimes it is used in the specific matrix, with a different weighting factor for each possible position: first,
second, third and fourth. The result is a prioritized order of weighted inventive principles (WIP).
ii. The algorithm weighs the contradictions of the problem-specific matrix (WSC), based on an empiricalmathematical function that applies to the already weighted inventive principles involved in each contradiction.
HYPOTHESIS:The essential contradiction is the one that reaches the maximum weighting Fij (repetition, position),
applying a mathematical algorithm that weighs the inventive principles that each pair of TRIZ engineering parameters identified, based on the number of times it is repeated in the contradiction matrix and313

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according to their relative position in each specific contradiction (defined by the empirical rule to evaluate up to 5 engineering parameters). The detail of the applied algorithm is intellectual property, only
fast and assertive solutions obtained are shown. Algorithm will be available at www.aatriz.cl in September 2017, remembering that it only supports thinking and does not replace it.
In addition, to support the search for the specific solution in the contradiction matrix it is convenient toconsider the relationship between separation principles and solution strategy with the inventive
principles, as proposed in [4].

6. - TRIZ &TOC TOOL APPLICATIONS
The proposed systematic operational innovation model has been successfully tested in several cases.
Some examples are given below and the specific solutions for cases (a) and (b) can be seen in point 7.
A. EFFICIENT ROBOTIZED STRIPPING MACHINE Affected by sheet adhesion
B. MAXIMIZING THE TRANSPORT BUSINESS BY FERRY Affected by the risk of capsizing by
the entrance of water into the cargo space.
C. PERSONAL SAFETY AT WORK Affected by the pressure of business results.
D. CONTINUOUS ELECTRIC GENERATION WITH FIXED MASS Affected by gravity.
E. ADMINISTER MEDICATION TO THE BRAIN affected by blood-brain barrier
F. COMPETITIVE OFFER FOR BID affected by quality of budget
G. INCREASING FUSION OF CONCENTRATED COPPER affected by capability of operator withhigh demand
H. DRINK COFFEE IN PLASTIC VESSEL affected by hot coffee

7.- EXAMPLE OF APPLICATION
7.1.- EFFICIENT ROBOTIZED STRIPPING MACHINE Affected by adherenceof sheets.
Subfield-field Diagram

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EFFICIENT ROBOTIZED STRIPPING MACHINE

Object: RobotizedstrippingAffected by: adherence of sheets(+) (-)

failed stripping

26.- Quantity of
substance/the matter

Successful stripping

25.-Loss ofTime

14.-Strength

Sheets with low
resistance to stripping

27.-Reliability

stripping delay(-)

26.- Quantity of
substance/thematter

10.-Force

Unreliable stripping(+)

very adhered sheets

Applied force
robotized stripping

14.-Strength

(-)

TRIZ
engineeringparameters(+)
sheet adherence

Physical Variable

AATRIZ algorithm
SPECIFIC CONTRADICTIONS MATRIXAtenuar o preservar
Mejorar26.- Quantity of substance/thematter25.- Loss of Time14.- Strength10.- Force (Intensity)
27.- Reliability

26.- Quantity of
substance/thematter25.- Loss of Time35 38 18 16

14 35 34 10

35 14 318 3 28 40

WeightF11 = 0F12 = 2.649

F13 = 6.746

F13 = 8.457

F13 = 3.197

Inv. P.

35 38 18 16

29 3 28 18

10 37 36 5

10 30 4WeightF21 = 2.649

F22 = 0F23 = 9.858

F24 = 1.386

F25 = 2.315

Inv. P.

29 10 27

29 3 28 10

10 18 3 14

11 3

WeightF31 = 3.630

F32 = 19.634

F33 = 0F34 = 20.000

F35 = 4.073

Inv. P.

14 29 18 36

10 37 36

35 10 14 27

WeightF41 = 5.178

F42 = 2.437

F43 = 7.521

F44 = 0Inv. P.

21 28 40 3

10 30 411 28

8 28 10 3

WeightF51 = 2.853

F52 = 2.315

F53 = 2.792

14.30927.03526.917

Ref.
Inv. P.

∑ Fij per column
First option for improvement

Preferential field of improvement

14.- Strength10.- Force(Intensity)

27.- Reliability∑ Fij
per row

21.04916.20747.337

3 35 13 21

F45 = 3.885

19.021F54 = 10.327

F55 = 018.28740.17013.470

Secondary improvement options

The essential contradiction is 14 Resistance and 10 Strength (Intensity).
The supplementary contradictions are: 14 Resistance & 25 Loss of time; 27 Reliability and 10 Strength(Intensity); 26 Amount of substance / matter & 10 Strength (Intensity); 14 Resistance and 27 Reliability.
APPLIED SOLUTION (WIP)
Essential inventive principles
10 Preliminary action (1): Perform, before necessary, the required change of an object (totally or partially) → Prior to partial stripping.
18 mechanical vibrations (7): make an object oscillate or vibrate → vibrating hammer.
3 local quality (5): Make each part of an object function in the most suitable conditions for its functioning→ The solution must be localized, the starter sheets produced must be of adequate quality and each part
must perform a useful and different function.

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14 Sphericity - Curvature (4): Instead of using rectilinear parts, surfaces or shapes, use curvilines →Selection of suitable position of the vibrating hammer that causes a slight curvature to facilitate detachment.
Supplementary inventive principles
35 parameter changes (2): Change the degree of flexibility of the blades → The flexibility to take off
the blades is done with a vibrating hammer.
29 pneumatic and hydraulic (3): Use gas and liquid parts of an object instead of solid parts. → Thevibrating hammer is controlled by pneumatic control.

7.2.- MAXIMIZING THE TRANSPORT BUSINESS BY FERRY Affected by therisk of capsizing by the entrance of water to the cargo space
Subfield-field Diagram

Destabilizes

Cargo space

Ferry

RCA + EC Diagram
The essential contradiction is 13 Stability of the object´s composition and 39 Productivity.
The supplementary contradictions are: 26 Quantity of substance / matter & 13 Stability of the object´scomposition; 39 Productivity and 3 13 Stability of the object´s composition; 26 Amount of substance /matter and 31 Harmful factors generated by the object.

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Object:Cargo SpaceMAXIMIZE BUSINESS OF TRANSPORT IN FERRY
Affected by capsizing due water entry(-)(+)
Increases productivity

Ferry capsize due water
entry to cargo space

31.- Object-generated
harmful factors (+)

Stability is lost

13.- Stability of theobject's composition (-)

39.- Productivity (+)

The bouyance center shifted too mach

Amount ofwater is large

Water presents
in the cargo deck
Enables bulky
cargo
Opening in the hull
during ride

TRIZ
engineeringparameters

7.- Volume ofmoving object (+)

Enables cargostorage
Opening islarge

The bow door get open

Water
moves

26.Quantity of
substance/
matter (+)

(+)

(+)

Enpty space inthe cargo deck
Physical variable

AATRIZ algorithm
SPECIFIC CONTRADICTIONS MATRIXAtenuar o preservar
Mejorar
7.- Volume of moving object

Ref.
Inv. P.

7.- Volume ofmoving object

13.- Stability of theobject's
composition
28 10 1 39

26.- Quantity of
substance/thematter
29 30 731.- Objectgenerated harmful
factors
17 2 40 1

F12 = 3.322

F13 = 1.264

F13 = 4.894

F13 = 3.656

15 32 35

35 40 27 39

23 35 40 3

F23 = 6.847

F24 = 4.285

F25 = 20.000

3 35 40 39

13 29 3 27

F34 = 10.630

F35 = 5.193

WeightF11 = 013.- Stability of the object's
composition

Inv. P.

28 10 19 39

WeightF21 = 2.894

F22 = 026.- Quantity of substance/thematterInv. P.

15 20 29

15 2 17 40

WeightF31 = 4.158

F32 = 18.132

F33 = 031.- Object-generated harmful
factors

Inv. P.

17 2 40

35 40 27 39

3 24 39 1

WeightF41 = 6.204

F42 = 4.285

F43 = 2.210

F44 = 0Inv. P.

2 6 34 1035 3 22 39

35 38

35 22 18 39

WeightF51 = 3.656

F52 = 12.794

F53 = 3.403

16.91238.53213.72539.- Productivity∑ Fij per column
First option for improvement

Preferential field of improvement

39.- Productivity∑ Fij
per row

10 6 2 34
13.13734.02538.11422 35 18 39

F45 = 4.577

17.276

F54 = 4.577

F55 = 024.43124.38733.427

Secondary improvement options

APPLIED SOLUTION (WIP)
Essential inventive principles
23 Feedback (11): Introduce feedback (back referring, cross-checking) to improve a process or action.
→ Measure the water inflow.
35 Parameter changes (1): Change the physical state of an object (for example, to a gas, liquid or solid)→ Change the physical state of the load space.
40 Composite materials (12): Change from uniform materials to composites (multiple). → Change theair from the cargo space to composite materials.

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3 Local Quality (3): Have each part of an object perform a different and useful function. → The empty
space must fulfill a different function from the occupied space.
Supplementary inventive principles
15 Dynamics (2): Divide an object into parts capable of moving with each other, make it movable oradaptable → The load space must be adaptable depending on whether water enters the interior.
17 Another dimension (4): Use a multi-story arrangement of objects instead of a single-story arrangement. → Use multiple objects in the cargo space.
28 Mechanical Replacement (5): "Replace a mechanical medium with a sensing medium use electric,
magnetic, and electromagnetic fields to interact with the object → Install the water sensor in the cargospace.
Solution that complies with this statement is shown in [2].

8.- CONCLUSIONS
The developed model shows to be assertive and fast to solve multivariable problems of innovation,joining TRIZ & TOC instruments that are enhanced among them and, in addition, demonstrates theimportance of the formulation of the problem as a key aspect to find the solution, through the "RCA +EC" Diagram presented.
We can say that a well formulated problem is a problem solved. The AATRIZ algorithm fulfills thefunction of giving a quick orientation towards the solution and allows to perform sensitivity analysis in
the formulation, design and monitoring of the implementation of the selected solution.
The TRIZ & TOC tool helps the massive use of TRIZ, addressing the problem from the social andhuman context that facilitates its understanding and application.
Considering the previous conclusion, the applied model has allowed to analyze many cases quickly andfrom there arises an urgent need to update the description of the parameters and principles of inventionengineering, this, since the current descriptions explain a specific application, for example Intensity oflighting. But conceptually we have appreciated that it is generally applicable to the field intensity emitted by a substance / object. There are several examples as this.

References:[1] Integrating Lean Six Sigma and TOC, Bob Sproull, Manufacturing Breakthrough Blog, April-May
2015.
[2] A Guide to Root Conflict Analysis (RCA+), Valeri V. Souchkov, 2011.
[3] TRIZ for Jonahs, David Bergland,G.D ,2002, TOCICO Conference 2007
[4] The Four Pillars of TRIZ, 2000. Darrel Mann.

Corresponding Author:
José Roberto Espinoza Villarroel: vinajev@gmail.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

OPPORTUNITIES FOR INTEGRATINGTRIZ AND IT PROJECT MANAGEMENT
FOR ALIGNMENT IT – BUSINESS
Monika WoźniakaaUniversity of Gdansk, Gdańsk, 80-309, Poland

Abstract
The paper is based on the author’s years of studies on the failure factors in custom software development
projects. The low success rates in IT projects combined with the fact that functionalities of IT systems
are so widely used in organizations, inspire researchers to look for causes underlying this situation, as
well as for the ways to change it. TRIZ – a theory of inventive problem solving, when correlated with
innovations, offers both these opportunities. The paper shows a line of reasoning in support of applying
TRIZ in IT projects and highlights the resultant benefits. The study emphasises those shortcomings anddeficiencies of the IT project management practice that are relevant to project success or failure. Furthermore, the author proposes how these weaknesses of IT projects can be modified or eliminated byusing some elements of the TRIZ approach.
Keywords: Project Management, TRIZ, ARIZ, Problem Solving, Software development.

Introduction
Information systems play a crucial role in knowledge-based and innovation-stirred economies.
Over the last decade, there has been a systematic increase in IT project implementation in companies [15, 16, 11, 12]. At the same time, a low rate of fully successful IT project implementations has been noted, alongside the problem of the latter not being tailored to the client’s actual
needs and that of inefficient communication within the IT manager – IT team – client triangle[5, 12, 16]. These observations pushed the worlds of business and science alike to undertake amultifaceted search for the causes and solutions within this realm, with special focus at theoutset on technical aspects and the sheer methodology of project implementation. This approach, however, did not lead to any improvement in the assessment of success rates pertaining
to IT projects. Next, following the analyses performed for the renowned International Journalof Project Management and Project Management Journal by Crawford, Pollack and Englandfrom 1994 to 2003 [3] and by Gemünden between 2000 and 2011 [6], the soft factors of IT
project management gained ground in the studies. Among the factors enumerated most often as
both critical success factors and failure causes are: the awareness of the client’s role, communication and managerial support.
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Studies within this dimension have resulted in numerous recommendations, which, unfortunately, are no more than wishful thinking. There is still no mutual understanding or cooperation
between the creators of IT project products and their beneficiaries – the companies the projects
are carried out for. According to reports on information systems, most enterprises use only
about 10% of program functionalities to a significant extent [5]. Business expects IT to be more
and more flexible. So claim international companies offering most comprehensive IT solutions,providing support for software management, incident management, problem management, configuration management, change management, version management and availability management.
In the meantime, also the perception of IT project success has evolved from the classic project
triangle (i.e. time, budget, scope) [2] into a client inspired success and failure discourse [7]. In
these circumstances a dialogue is rightly expected between the IT team and the client for moresuitable products of the IT project in question. For this dialogue to be possible one needs proper
awareness, space, common ground for mutual understanding and commitment of both parties.
The literature of the subject and the author’s IT project research indicate that the awareness ofthe need for this kind of dialogue is increasing. What is missing, however, is the common
ground for understanding. It is a challenge for researchers to attempt to find a dialogue based
language for as differing professional groups as the IT team and business.
The purpose of this paper is to highlight some key methodological, organisational and productrelated aspects of IT project management. In this context, the focus is on the need for greater
integration of project management stages and processes with the actors involved in these projects: the recipients of customized IT systems. The analysis is based on studies carried out by
the author in the years 2012-2015, using the non-structured interview and participatory observation methods. The subject of interest were custom software development projects in the
Polish SME sector. The studies revealed an evident need for creating mechanisms that would
form a core mechanism supporting the integration of project management processes with theorganizations’ business processes, project deliverables – IT systems – with the real needs oforganizations, a need for building a common space of collaboration between IT system developers and recipients (clients). The paper shows the potential applicability of TRIZ to the problems referred to above. It proposes, how the rules and tools of this methodology can be used in
the key areas of IT project management process, where its consistency with the organization’s
needs is determined.

1. Key aspects, deficiencies and shortcomings of IT project management
Any IT project, when implemented in an organization, affects the company business processes
directly. The organization’s cohesion is verified in terms of the logic of actions, as well as in
the aspects of its organizational culture. This cohesion, as the author’s studies show, translates
into the future perception of the IT project success [17].
Project management maturity of organizations
When analysing the important aspect of organizations project management maturity, the following levels can be distinguished [10]:•Level 1 – initial – the organization’s project management process is chaotic;•

Level 2 – managed – the project management process is planned and enforceable; plan
execution is evaluated and corrective actions are taken in response to any variances;adequately skilled employees are appointed to implement the project;320

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Level 3 – defined – close to Level 2 in its nature, but projects are managed proactively,
i.e. processes are more actively modified and improved;•

Level 4 – quantitatively managed – project management processes are measurable, controlled and can be benchmarked against other projects;•

Level 5 – optimizing – the organisation / team gives attention to process improvement.

In the organizations demonstrating a lower maturity level, the expectations with regard to IT
projects are less realistic, while project execution is more difficult, with less chances for success.
IT project objective
The next key aspect of IT projects is to define the IT project objective and evaluation criteriathat will determine the process of project selection, as well as the future perception of the project
as a success or a failure. Figure 1 shows the sequence of decisions used in the IT project management practice.
ChoiceBusinessclients

IT project
objective

Evaluation
criteria

Success /FailureFig. 1. Sequence of decisions in IT project management

The objective of an IT project is often determined by the following classification, where projects are intended to:•bring additional benefits (increase the profits),•

offer new business opportunities,•

reduce costs,•

prevent potential losses (reduce risks).

As a result, the IT project deliverable – an IT system – is inconsistent with the organization's
strategic goals or it does not solve the organisation’s key problems.
In the IT project management practice, whichever methodology is used, similarly as in the IT
project feasibility study, any environment and intervention logic analysis takes place only after
the project objectives are identified. This sequence generates many errors and difficulties that
occur in later phases of the project.
IT project feasibility study
The fact that an IT project feasibility study is ignored or misunderstood, is a serious problem in
IT project management. By definition, it should verify whether the IT project is justifiable andwhether it meets the organization’s needs. Furthermore, it should propose more than one IT
solution. The study should evaluate practicability, instead of justifying a single solution proposed. The project sponsor’s purpose is to make a decision. According to the scenario-based
management and systemic analysis methods, the decision-maker needs to have a choice, otherwise being no decision-maker at all. To make a choice, the decision-maker needs to know at
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least two possible solutions and the risks they involve. Yet, such studies are not often performedin the project management practice, unless the pre-defined administrative procedures requireso (e.g. in the EU co-funded projects). Moreover, most typically, only one solution is presented.
Furthermore, an IT project feasibility study should present the initial or the current state, theplanned state and an ideal one (Fig. 2).

Potential%

State (result)Fig. 2. IT project feasibility study

Establishing the so-called ideal state is often neglected in IT project management. Usually, theinitial or current state is analysed, as well as the planned one. In IT projects, the current state is
the situation where the project improves or expands a system and the initial state – when asystem is created from the very beginning. As regards the planned state, it is extremely important to define an ideal state. An ideal state is an ideal model, i.e. a maximum limit, buttheoretically achievable. It is a reference point – a benchmark for measuring (in percent, forexample) the progress we wish to achieve. Without knowing the ideal state, it is impossible toassess risks of the planned state correctly, as the boundaries of action or the cost-benefit proportions are not known. Without creating the ideal state, we do not have a model of what is tobe improved, we do not know any theory that describes the phenomenon or the situation – wemay not know, for example, that the correlation is a strongly non-linear one and that the easily
achieved current state is positioned on the breakdown point of this correlation curve. It is atypical situation, where heuristics are fatal for the project. This is why projects that are designed
using trend analysis and are based on previous experience may fail.
Estimating IT project benefits
Estimating the potential benefits of IT projects is one of the greatest evaluation problems. A
situation where IT engineers are attempting to perform the estimation on their own, without
involving the user organization, is a classic mistake. This is when IT project deliverables are
not duly linked to organization’s business goals. The potential benefits of an IT project implementation should be estimated by the IT project recipients – best, if they are aware of the expectations the project should meet. If this principle is not followed, final evaluation criteria will
be set incorrectly. Hence the paradox, where the IT specialists involved in the project celebrate
successful completion of the task, while the users – system recipients – perceive the project as
a complete failure.

2. The potential utility of TRIZ in IT project management
TRIZ has been designed with an intention to improve product quality. It addresses not on product proper, but the process associated with its development too. Hence, those of the analytical
tools provided by TRIZ that are applicable toprocesses, can also be used in project322

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management [8]. This approach can be used when defining the best structure of an IT project,for example. The present study proposes applying TRIZ and its analytical tools to IT project
management.
This chapter will address the gaps and weak aspects of IT project management described in theprevious section. It will propose modifications and changes to the IT project management process, so as to benefit from the opportunities offered by the TRIZ approach.
It is a frequent mistake in IT project management, that the focus is on the following questions:•

Are we executing the project correctly?

•

Is the project being delivered on time and on budget?

•

Do project stakeholders know, what they should be doing?

TRIZ analytical tools can help upgrade these questions to a different level and to re-define themin the following way:•

Are we working on the right project?

•

Are we investing in the right area?

•

How can we use our resources, to be competitive?

This re-definition is even more important, if the organization’s project management maturity
level is low. Thereafter, we can move to more detailed questions that will help us specify thescope of problems – the IT project focus areas. TRIZ analytical tools will facilitate the processof answering these questions, so as to reveal the root causes of problems. As the next step, theso-identified problems can be addressed using TRIZ patterns and problem solving techniques[4].
The issues of client needs management and scope creep can be mitigated by means of TRIZ
procedures in the following way:•

looking at IT project deliverables as tools to be used with respect to organization’s business needs,•

looking at organization’s business needs from the angle of problems that have been
identified,•

identifying organization’s problems defines all IT project products,•

IT project products determine the project scope.

An approach like this will ensure the co-ordination of business processes and IT project deliverables.
When using TRIZ methodology, it is possible to replace the classic decision-making sequence
presented in Fig. 1 with the model presented in Fig. 3. The project objective definition is transferred to a later stage, while priority is given to identifying problems of the client. It may eventurn out that some of the solutions proposed will not have the form of an IT project. A situation
like this will occur, if problems can be addressed by eliminating some business processes that
previously required computer-based solutions. On the other hand, the solutions that involve an
IT project will automatically include the project objective that has emerged as a result of problem identification. This is how TRIZ methodology can contribute to making an IT project asolution to the problem that has been identified.
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ChoiceBusinessclients

IT project
objective

Specyfic
ProblemSpecyfic
Solutions
Specyfic
Solutions
Specyfic
Solutions

Abstract
Problem

Abstract
Solution

Evaluation
criteria

Success /FailureFig. 3. Sequence of decisions in IT project management combined with TRIZ

Furthermore, the proposal developed based on the multiple specific solutions strategy requiredby TRIZ, following the stage of solution abstraction, is consistent with the IT project feasibility
study recommendations. This approach, adopted from TRIZ – multiple specific solutions – canreinstate the principles that have been ignored in IT projects.
The TRIZ methodology reorients an IT project from responding to consequences of problems,
to responding to root causes of problems in the organization. It is a crucial redefinition of theIT project role. This alteration may become a key factor in eliminating such common weaknesses of the IT project management process, as the incorrect identification of user needs, thescope creep, the unused system functions or the technical debt [9].
This approach will require including a pre-phase in the IT project management, to identify organization’s specific problems the IT project is expected to address. This phase will enable
better specification of the IT project deliverables and will support the IT–business alignment.
TRIZ offers a number of approaches oriented towards problem identification – from benchmarking, through functional analysis, flow analysis, causal chain analysis, to analysis of trends
in evolution and trimming [1]. By using the procedures and tools that correspond with theseapproaches, it is possible to identify problems and their sources, e.g.
•

Functional analysis – harmful functions, useful functions excessively or insufficiently
performed (system flaw),•

Flow analysis – system flaws,•

Causal chain analysis – key defects of the system.

Thereafter, the IT project deliverables can be oriented towards elimination of these sources ofproblems (Fig. 4). With a decision-making system organised in this way, a decision to launchan IT project will not generate any random changes, but will lead to the most ideal solutions
[13].

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Problems

IT project
detail objectives

IT project
results

Sourcesof problems

IT project
objective

IT projectproducts

Fig. 4. Approach to IT project products in IT project management combined with TRIZ

Ideality is the key concept of TRIZ [14]. Hence, TRIZ solves the problem of defining the ideal
state in the IT project feasibility study. This phase is often neglected, due to difficulties withcalculations. This is where TRIZ comes useful, as defining ideality is an element of ARIZ.
Thus, owing to TRIZ, the proposed IT project deliverables can be guided from the planned
towards the ideal (using IT project management methodologies). Moreover, this approach will
eliminate the problem of unused functionalities in IT systems, which is one of the most often
reported IT project problems.
Starting with the TRIZ-based identification of the organization’s problems and using this as a
guide for defining the IT project deliverables solves also the problem of estimating benefits
from the IT project. The list of defects – harmful and useful functions excessively or insufficiently performed in the organization, ranked and estimated on cost terms, as used in TRIZ,
will enable specific calculations. The IT project deliverables directed towards elimination or
modification of these functions can be assigned values computed using TRIZ – the IT project
benefits.
What makes TRIZ particularly useful in IT project management is the possibility of structuring
the process into four stages:•

identifying the scope of problems and subject fields – TRIZ analytical tools,•

generating ideas of solutions to the problems to be addressed – TRIZ patterns, problem
solving techniques,•

selecting and implementing a solution – TRIZ analytical tools, TRIZ patterns, problem
solving techniques,•eliminating secondary problems that arise as a result of the solution – TRIZ patterns,
problem solving techniques.

Figure 5 depicts a TRIZ-based diagram of IT project implementation. The diagram was developed in compliance with the fundamental TRIZ rule, i.e. striving to attain the ideal final result.
The most important features of this solutions comprise:•eliminating the flaws of the current (actual) state,•preserving the advantages of the current state,•

introducing simple solutions,•introducing no new flaws.

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Business processes

TRIZ analysis

mapping businessprocesses by IT
systemBusiness
processes
require a change

No

Yes
TRIZ tools

TRIZ analysis

TRIZ analysis

functioning
IT system

No

consequential
problems

business processeschanged by TRIZ

TRIZ analysis

mapping businessprocesses
by IT systemno needYes
TRIZ tools

IT capabilities
can change
business
processes

Yes
TRIZ tools
improved businessprocesses by ITcomponents

improved IT system

Yes
TRIZ tools

ready IT solution

TRIZ tools

No
TRIZ tools

construction
IT system

innovative IT
solutions for
improving businessprocesses

TRIZ tools

Fig. 5. TRIZ-based diagram of IT project implementation

TRIZ might become a core of the IT project management process, that would integrate problemoriented modification of business processes with IT project deliverables and change management (Fig. 6). Such an integrated management would enable the incorporation of an IT project
into the process of achieving a specific strategic goal and would maximize the resultant benefits.

Fig. 6. TRIZ in IT project management
Source: own

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The benefit will be achieved completely only when the delivery of business and IT capabilities
is co-ordinated in time (products, services and changes to processes).
Business integration of project deliverables should occur at the right moment, thereby activating
IT services (based on the IT project deliverables) and new or modified business processes basedon the changes to business. The process described above cannot take place, if mechanisms connecting different elements of the system are not in place – IT solutions developed based on theidentification of organization’s problems.

3. Conclusions
At the current stage of work on the implementation of TRIZ into IT project management, TRIZ
should be regarded as a methodology offering tools that enable changes to the critical areas of
IT project management. TRIZ enforces the often neglected analysis of the way how the projectuser – the organization – operates and the need for adequate preparation (modification) of business processes prior to deployment of IT solutions. Such an approach offers an immense chancefor enhancing the effectiveness of IT projects. What has to be done in this process, is to workout a path where TRIZ tools will integrate IT the management of IT projects with the modification of business processes, in order to improve the organization’s performance. Some of theactivities and recurring contradictions can be standardised, while project-specific elements will
have to be analysed following a pre-defined procedure (sequence). These elements require extensive studies in the field of IT project management.
Although the history of TRIZ development in business and management is not long, the evidence of its effectiveness is substantial. The advantages of this methodology include its applicability to a wide range of problems, as well as its compatibility with other methodologies. These
facts provide even stronger arguments for using this methodology to support other methodologies in their weakness areas. Just as it is the case with IT project management methodologies,
where many similar problems occur irrespective of the methodology used: problems withproperly identifying user needs, performing a rational analysis or dealing with the scope creep.
The idea of combining the scholarly realm of IT project management with systematic methods
offered by TRIZ should gradually lead to the creation of IT TRIZ. To attain this, further studies
should be conducted towards adapting the rules of TRIZ to both the IT project management andthe creation and implementation of IT products. TRIZ methods are to be combined properlywith the IT project management methodologies applied. Innovative rules largely pertaining toengineering disciplines should be interpreted in such a way that a decision can be made whether
they are applicable to business processes and IT systems. In certain cases, such a transpositionof the rules onto the IT project management domain can prove rather challenging and require
some research work.

References
1. Altshuller G. “The Innovation Algorithm – TRIZ, Systematic Innovation and Technical Creativity”. Technical Innovation Center, Worcester, MA, 2000.
2. Atkinson R. “Project management: cost, time and quality, two best guesses and a phenomenon,
it’s time to accept other success criteria”. International Journal of Project Management, 1999, vol. 6(17), pp. 337-342.
3. Crawford L., Pollack J., England D. “Uncovering the trends in project management: Journal emphases over the last 10 years”. International Journal of Project Management, 2006, vol. 24 (2), pp.
175–184.

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4. Czinki A., Hentschel C. “Solving complex problems and TRIZ”. TFC 2015 - TRIZ FUTURE
2015, Procedia CIRP 39, 2016, pp. 27 – 32.
5. Gartner, Raport 2014.
6. Gemünden H.G. “Project management as a behavioral discipline and as driver of productivity andinnovations”. Project Management Journal, 2014, vol. 45 (6), pp. 2–6.
7. Ika L. “Project Success as a Topic in Project Management Journals”. Project Management Journal,
2009, vol. 40 (4), pp. 6-19.
8. Livotov P. “TRIZ and Innovation Management”. INNOVATOR 08/2008.
9. Ozkaya I., Nord R. L., Kruchten P. "Technical Debt: From Metaphor to Theory and Practice".
IEEE Software, Nov.-Dec. 2012, vol. 29, pp. 18-21.
10. Phillips J. “IT Project Management. On Track from Start to Finish”. The McGraw-Hill Companies, 2011.
11. PMR 2011, Rynek IT w Polsce 2011. Prognozy rozwoju na lata 2011-2015.
12. PMR 2014, Rynek IT w Polsce 2014. Prognozy rozwoju na lata 2014-2018.
13. Retseptor G. “40 Inventive Principles in Quality Management”. http://www.triz-journal.com/archives/2003/03/a/01.pdf, 2003, retrieved on 10, June, 2017.
14. Souchkov V. “Breakthrough thinking with TRIZ for business and management: an overview”.
http://www.xtriz.com/TRIZforBusinessAndManagement.pdf, 2014, retrieved on 20, June, 2017.
15. The Standish Group 2011, Raport 2011.
16. The Standish Group 2014, Raport 2014.
17. Woźniak M. “Lider IT a dylematy i wyzwania współczesnych przedsięwzięć IT”. Zarządzanie i
Finanse Journal of Management and Finance, vol. 4/3 2012, pp. 121-133.

Corresponding Author:
Monika Woźniak: monika.wozniak@ug.edu.pl

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

OPTICAL CONTRADICTIONS IN TRIZ: A REVIEW
Pavel Fimin
Algorithm, Ltd., 16 Ruzovskaya Street, St. Petersburg, 190013, Russia

Abstract
This paper suggests that it makes sense to consider physical contradictions in which two opposite opticalproperties are required from the same component as a separate type of physical contradiction, under theheading ‘optical contradiction’. This is justified by the wide variety of optical phenomena that relate tolight propagation in space and time as well as to light interaction with matter, the rapid development of
optical engineering and technologies, and the existence of unique methods for solving optical contradictions, which take into account the wave nature of light. The paper reviews examples of optical contradictions from geometric, wave, laser, and other areas of optics. In addition, a few special methods forresolving optical contradictions are described. These methods are (1) separation in the radiation spectrum, (2) separation by polarization, and (3) separation in phases of the light wave. In optics, they canbe more efficient than the general methods that TRIZ recommends for solving physical contradictions.
Keywords: TRIZ, contradiction theory, physical contradiction, separation principle, optical properties
and phenomena.

1. Introduction
The concept of physical contradiction, which is one of the key concepts in modern TRIZ, describes a situation, wherein the same parameter needs to exhibit opposite physical properties(e.g., it needs to be thin and thick, heavy and light, hot and cold, etc.). In terms of mathematics,
the physical contradiction represents an equation of a technical problem [1].
Among the physical properties of material objects, optical properties, which relate to light propagation in space and time, as well as to the interaction of light with matter, hold a prominentplace. More than one fourth of the approximately 250 physical effects collected by Denisov etal [2] represent optical phenomena. As noted by Jensen [3], from 80 to 90 percent of the information that humans receive from the outside world is visual perception.
In optics, the term ‘light’ normally refers not only to visible light, but also to infrared and ultraviolet radiation, as well as to X-rays. Overall, it covers the wavelength range from 0.01 nm
to 1 mm.
Due to a wide variety of optical phenomena and the rapid development of optical engineeringand technologies, it makes sense to consider ‘optical contradiction’ as a special type of physicalcontradiction in which two opposite optical properties are required from the same componentof a technical system. Additionally, this separation is justified by the existence of unique methods for resolving optical contradictions.
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This paper is a review devoted to optical contradictions in TRIZ. Section 2 surveys examplesof optical contradictions from geometric, wave, laser, and other areas of optics. Section 3 focuses on a few specific methods for resolving optical contradictions. These methods take into
account the wave nature of light. In optics, they can be more efficient than the general methods
that are recommended for solving physical contradictions by Litvin [1] and by Altshuller [4].

2. Optical Contradictions Solved Using General Methods for Resolving Physical Contradictions
In this section examples of optical contradictions from different areas of optics are presented.
It is shown how these contradictions can be solved using general methods for solving physicalcontradictions, namely by separation in space and time as well as using system transitions.

2.1. Case Study 1: Gradient Laser Mirrors
The invention of the laser as a source of coherent optical radiation is, in itself, a result of overcoming the contradiction between quantum and classical physics. A necessary condition for
laser generation utilizes an active medium with an inverse population of energy levels, which
is known in quantum physics. In classical physics, though, the active medium cannot exist because at thermodynamic equilibrium, in accordance with Boltzmann distribution, the upper energy level population is always less than the lower energy level population3.
Nevertheless, an active medium is not enough to build a laser. All specific properties of laser
radiation are formed by an optical resonator, inside which light wave travels back and forththrough the active medium [6].
Optical resonators used in conventional methods of generating high-power diffraction-limited
laser beams are unstable resonators. Such resonators are especially effective in lasers with ahigh gain and a large cross-section of the active medium (e.g., in excimer and CO2 lasers).
However, in order to ensure single-mode laser generation4, the edge diffraction on the output
mirror must be eliminated. This is because a light beam diffracted off the edge of a mirror
causes energy to scatter over a wide angular range, and a small amount of radiation is scattered
back into the cavity as a converging wave, as shown in Fig. 1. Since it remains inside the resonator for a long time, such a wave affects the laser mode structure and deteriorates beam quality.

The existence of non-equilibrium systems with population inversion was predicted in 1939 by Valentin
Fabricant. Interestingly, in the 1920s Rudolf Ladenburg observed the so-called enhanced emission ofgas discharges that corresponded to the non-equilibrium state of the system. Nevertheless, Ladenburgand his followers were too deeply steeped in Boltzmann’s idea of thermodynamic equilibrium to makeanything of their observations. (See review [5] and references therein for details.)
3

A laser mode is defined as an electric field distribution which reproduces itself (apart from a possible
loss of power) after a full trip through the resonator. (See, for example, Ch. 1 in the fore-quoted monograph [6].)4330Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

Fig. 1. Scattering of the diverging wave on the edge of the output mirror. Some radiation is scattered
back into the resonator, yielding a converging wave [6]Thus there is an optical contradiction: the reflectance of the output mirror should be high inorder to maintain laser generation, but it should be low in order to minimize the diffractive
effects at the mirror edge.
This contradiction is solved by a separation in space using the principle of a local quality. In
substance, the mirror reflectance should be low only within a narrow operative zone wherein
detrimental diffraction effects occur, namely, in the periphery region. Near the longitudinal axisof the resonator, the mirror reflectance can remain high.
The solution is a mirror, whose reflectance decreases smoothly from its maximum in the central
zone to zero on the periphery. As an example, Fig. 2 shows a mirror with an ideally ‘smoothed’edge, its reflectance distribution described by the Gaussian function.

Fig. 2. Mirror with Gaussian distribution of reflectance [7]There is, however, a secondary problem: how to make such a ‘gradient’ mirror? This can besolved by using multilayer dielectric coatings of variable thickness on a glass substrate. The
reflectivity of components manufactured in this manner is determined by the effects of multipath interference in multilayer thin-film systems [8]. Nowadays, gradient mirrors are commercially available and can be found in an increasingly large number of lasers [9].
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2.2. Case Study 2: Automotive Rearview Mirrors Made of Chromogenic Materials
The main function of the automotive rearview mirror is to inform a driver of the situation on
the road. As every driver knows, being able to clearly see pedestrians, bicycle riders and othervehicles depends on the characteristics of the rearview mirror. This mirror, however, also has aharmful function: to reflect bright light. The glare of bright lights from a following automobile,brilliant sunshine, and even the setting sun can blind the driver and cause a car accident.
Once again, there is an optical contradiction: the reflectance of the automotive mirror should
be high in order to show the traffic situation clearly, but it should be low in order to prevent
dazzling the driver.
This contradiction can be solved by separating the contradictory requirements in time because
low reflectance is required only when there is glare from light reflected in the mirror.
One of the known solutions, suggested by Byker [10], involves temporarily changing the mirror’s optical characteristics by using chromogenic materials. Currently, there are two major
categories of reversible chromogenic materials: transition metal oxides and organic compounds.
The commercially available chromogenic switchable mirrors surveyed by Lampert [11] arebased on a stack of solid inorganic of HxWO3/Ta2O5/NiOy.
A similar solution for eye protection has been proposed in auto-dimming glasses on a welding
helmet. The safety welder’s glass, patented by Masses [12], comprises an interference filter thattransmits visible light and a combination of polarization filters and liquid crystal layers controlled by a light sensor to darken the glass quickly as soon as the welding arc is created.
Another important application wherein optical contradictions are separated in time is so-called‘smart windows’ with thin-film coatings made from chromogenic materials that regulate thepassage of light and heat into buildings while maintaining outward visibility [13].

2.3. Case Study 3: Maksutov Meniscus Systems
Observational astronomy started in 1610 when Galileo Galilei directed his lens telescope at thenight sky. In 1668, Sir Isaac Newton suggested the mirror telescope wherein the light from acelestial object is received on a primary concave mirror and the real image of the object isformed in its focal plane. A secondary mirror directs the rays to the eyepiece on one side of the
tube. In another arrangement, proposed by Laurent Cassegrain (Fig. 3), the secondary mirror
reflects the beam back towards the primary, where rays pass through a hole bored in the centerof the mirror and come to a focus just behind it [14, 15].

Fig. 3. The Cassegrain telescope [15]332Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

Since mirrors use reflection rather than refraction to form an image, they are inherently free ofthe most destructive aberration – chromatism. However, they have monochromatic aberrations,which are caused by manufacturing imperfections in the optical components. For a long time,
the only solution was to use aspheric mirrors, which are difficult and expensive to make.
The optical contradiction here is that the primary mirror of the telescope should be spherical inorder to produce it easily and inexpensively, but it should be aspherical in order to eliminate
spherical aberration.
Furthermore, the geometric properties of reflectors allow us to formulate another optical contradiction: the primary mirror of the telescope should be parabolic in order to eliminate spherical aberration, but it should be spherical in order to eliminate parabolic aberration, i.e., coma.
These contradictions cannot be solved by separating contradictory requirements in space or intime. Nevertheless, it is possible to use the system transition from a mono-system to a bi-system
made from inverse components. This is what Dmitry Maksutov did in 19415. By that time,
aspherical Schmidt corrector plates were already well known [14]. Maksutov, however, waslooking for a spherical optical component with an aberration equal to but opposite that of the
primary mirror. Thus, he suggested using a meniscus with spherical surfaces [17, 18] as thesolution. Fig. 4 shows Maksutov’s modification of the Cassegrain telescope. The inner face ofthe spherical meniscus corrector has a small aluminized spot on it, which acts as the secondary
mirror, redirecting the light through a hole in the spherical primary mirror6.

Fig. 4. The Maksutov – Cassegrain telescope [19]This solution, however, does not involve specific methods for solving optical contradictions.

Some say that Maksutov did not resolve the above contradiction. This, however, refers to a technicalcontradiction for an inexpensive school telescope, as pointed out by Gerasimov [16]: (1) if a telescopetube is not covered with protective glass, the telescope will be inexpensive, but the primary mirror isunserviceable; (2) if a telescope tube is covered with protective glass, the telescope will serve for a longtime, but it will be expensive. In our example, however, we are talking about the physical contradiction
relating to the geometric form of the telescope’s primary mirror.
5

It was also found that achromatic menisci with ΔR/d ≈ 0.7, where ΔR is the difference of radii of curvature, and d is the thickness of the meniscus, introduce the same spherical aberration regardless of therefractive index of the glass from which menisci are made. This allows us to substitute one type of glasswith another, leaving all structural components of the system unchanged.
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3. Special Methods for Resolving Optical Contradictions
In this section the wave nature of light is taken into account in order to solve optical contradictions. For that, we will use parameters that characterize light waves: wavelength, amplitude,polarization and phase shift. We believe that in optics this approach is more efficient than thegeneral methods that TRIZ recommends for solving physical contradictions.

3.1. Separation in Spectrum
Let us return to the optical contradiction posed for the automotive rearview mirror: the reflectance of the automotive mirror should be high in order to show the traffic situation clearly, but
it should be low in order to prevent dazzling the driver.
Using the reversible chromogenic materials discussed in Section 2 solves the contradiction intime, but this solution has a certain disadvantage: the switching time required to obtain the low
reflectance can be rather long. Is there any solution with a ‘zero’ switching time? In order tofind out, the relationship between the spectral characteristics of automotive headlamps and thespectral reflectance of mirrors has to be considered.
For example, the maximum radiation intensity of halogen automotive headlamps lies in the redor yellow region of the spectrum (wavelength range of 620-700 nm and 570-590 nm, respectively). Therefore, by reflecting only blue and green spectral components (in the range of 450590 nm) while inhibiting red and yellow light (Fig. 5), it is possible to achieve effective eye
protection against this type of glare while providing enough detailed information on the traffic
situation. This solution was proposed by Pein [20]. In order to prevent dazzling by xenon headlamps, which generate blue lines at 405, 435 and 475 nm, the mirror reflectance should be
minimal in the blue spectral region, as suggested by Makhin et al [21].

Fig. 5. Spectral reflectance of anti-glare automotive mirrors. 1 – plane mirror, 2 – spherical mirror [20]In both cases, spectral variations of the mirror reflectance are provided by multilayer interference coatings on a glass substrate. The coatings are made from materials with alternating highand low refractive indices.
These examples demonstrate a powerful method for resolving optical contradictions: separationin spectrum.

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Another example of using separation in spectrum relates to improving the energy efficiency of
conventional incandescent light bulbs. Here, the optical contradiction is that the color temperature of a bulb filament should be high in order to increase the fraction of energy emitted as
visible light, but it should be low in order to decrease the amount of electrical energy required
to heat the filament. The solution presented by Bergman and Parham [22], involves depositing
multilayer optical coatings on the outer surface of a light bulb. These coatings do not affect thevisible light emitted by the filament, but reflect the infrared radiation back to the filament,
thereby recycling its energy.
Multilayer interference coatings described here are also called ‘dichroic filters’ because they
allow light of certain wavelengths to pass through while the light of other wavelengths is reflected.
Besides dichroic filters, there are other components that can be used in solutions that involve
separation in spectrum, e.g.:•absorptive and band-pass filters [23, 24],•

prisms [25],•diffraction gratings [26],•Fabry-Perot interferometers [27],•other optical components [28, 29].

3.2. Separation by Polarization
Traditionally, the process for manufacturing integrated microcircuits includes exposing lightsensitive material, called a photoresist, on a semiconductor substrate to ultraviolet radiation.
The light beam passes through a lithographic mask with slits and reaches the photoresist througha lens. On the surface of the light-sensitive layer, the lens forms an image corresponding to themask pattern [30].
In order to make integrated circuits more compact, individual circuit elements must be locatedas close to each other as possible. To accomplish this, the width of the slits in the mask should
be decreased; however, the narrower slits allow less light to pass through the mask to the photoresist. Moreover, the narrower slits increase the detrimental effect of scattering and absorptionof radiation manifested in the mask. This results in a low contrast image on the photoresist
layer.
The optical contradiction relating to this situation could be formulated as follows: slits in themask should be narrow in order to decrease the size of individual elements of the circuit, butthey should be wide in order to form a high-contrast image on the photoresist layer.
There is no solution for this contradiction within geometric optics; however, in a wave-optical
approach we can find it quite easily if we consider light polarization [31-33].
Unpolarized light, for which there is no preferred polarization angle, can be thought of as asuperposition of two states of polarization: s-polarization and p-polarization that have, respectively, perpendicular and parallel directions of the electric field vibration relative to the planeof light incidence. (See Fig. 6 for details.)

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Fig. 6. Two states of polarization showing the vibration direction of the electric field for the two lightrays incident on the wafer surface with an angle θ. (a) s-polarization has the vibration direction perpendicular to the plane of the figure, (b) p-polarization has the vibration direction parallel to the planeof the figure [33]Only the p-polarized component of the light deteriorates image quality on the photoresist layer.
With a polarizer placed before the mask only s-polarized light will penetrate, while the p-component of the polarization will be blocked. Such an arrangement minimizes scattering and absorption of light energy at the mask, and provides maximum contrast of the photolithographic
image.
Another example of separating contradictory requirements by polarization relates to the personal hygiene mirror with a built-in light source. The problem is that the glare light reflected
off the skin surface can impede the user from seeing his or her skin in detail.
So, once again, there is an optical contradiction relating to the suppression of light glare: themirror reflectance should be high in order to let the user see his or her skin in detail, but itshould be low to prevent glare reflected from the surface of the skin.
In order to find the solution, it is necessary to note the following effects:
1. Light reflection on the air-skin boundary. From 4 to 7 percent of incident light reflectsback to the viewer at the boundary between air and skin. This specular reflected wave
carries mostly information about the contour of the skin surface. For this light wave thepolarization does not change.
2. Light absorption and scattering in deeper skin layers. The majority of the light flux enters the skin and is absorbed or is scattered back as diffuse reflected wave, which makes
it possible to see color variations, pigmentation, hair follicles, blood vessels, and otherdetails in deeper skin layers. As described by Anderson [34], when polarized light penetrates deeper into skin tissue, it is depolarized due to scattering.
The solution patented by Mullani [35], involves a polarizer in front of the mirror that blocks
specular reflected radiation. At the same time, the diffuse reflected light passes through thepolarization filter, thus producing an enhanced view of the skin surface.
It is worth pointing out that in non-optical applications polarization separation methods havealso been used. For instance, in geophysics, the separation of wave field from crosswell seismic
data into s-wave and p-wave for earthquake prediction has been suggested by Byerlee [36] andLiu et al [37].

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3.3. Phase Separation
From ancient times, humans have wanted to see things far smaller than could be perceived with
the naked eye. In conventional optical microscopes that magnify tiny objects, a contrasted image is formed when light is absorbed by the sample. However, many lightly stained, transparent
or colorless objects (e.g., single-celled organisms, aquatic environment samples, etc.) do notabsorb light and, therefore, cannot be seen with a traditional bright-field microscope.
Thus, we can formulate the following optical contradiction: light should be transmitted throughthe sample in order to make its details visible, but light should not be transmitted through thesample in order to provide a high contrast image.
Another approach can be found in dark-field microscopes, which achieve enhanced contrast
through light scattering rather than direct transmittance and absorptance. Yet these microscopes
do not completely resolve the contradiction because dirt and dust located along the light pathway distort the sample’s image. Furthermore, the low light level means the sample must be
strongly illuminated, potentially damaging delicate samples.
In order to obtain a contrast image in the transmitted light, Frits Zernike suggested using minutevariations in the phase of the light wave passing through the object [38]. Although the humaneye does not perceive differences in light wave phases, these differences can be converted into
corresponding changes in amplitude that the human eye can distinguish. In microscopy, such a
separation in light wave phases is called the phase contrast method7.
Phase contrast makes it possible to visualize internal cellular components, such as membrane,
nuclei, mitochondria, chromosomes, etc. Nevertheless, if the absorption is non-uniform within
the sample cross-section, then the image observed with a phase-contrast microscope will be
distorted. In recent years, several methods known as methods of quantitative phase-contrast
have been proposed to overcome this limitation by separating the phase images from the absorption images [39, 40].
In Section 2 we discussed the advantages and drawbacks of unstable optical resonators for single-mode lasers with high power or energy. Owing to large diffraction losses, such resonators
do not suit active media with low gain or small cross-sections. In contrast, in stable resonators
the radiation is concentrated near the resonator axis, which allows for using active media withlow gain or small cross-sections. Unfortunately, diffraction losses in stable resonators are small
not only for the fundamental mode, but also for higher laser modes, which increases beam divergence.
In order to suppress higher laser modes in the stable resonator, a series of intracavity apertures
arranged in a certain order have been suggested by Pax and Weston [41]. In this invention, theamplitude of the fundamental mode has a bell-shaped profile with smoothly tapered ‘wings’
that are partly cut by aperture edges. The disadvantage of this solution is that large losses are
introduced by the intracavity apertures.
Thus, for the laser resonator, we can formulate the following optical contradiction. Intracavity
losses should be small to assure laser generation in low-gain active medium, but they should be

For this invention, in 1953 Frits Zernike received the Nobel Prize in physics.

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large to suppress higher laser modes in the resonator and, therefore, to provide low beam divergence.
In a previous publication [42], it was shown how to resolve this contradiction using the phaseseparation principle. The proposed approach avoids the trial-and-error method used earlier insuch cases. If the phase responses of both mirrors in a two-mirror resonator coincide with lightwave phase distribution as shown in Fig. 7, then the light wave will represent the fundamental
mode of the resonator. Thus, its diffraction losses will be close to zero. Moreover, as a fundamental mode, we can choose a beam with the prescribed amplitude-phase distribution. For any
other beam, diffraction losses will be significant. This laser resonator assures that, in a certain
range of amplification gain factors of the active medium, (1) a single-mode laser radiation is
generated and (2) energy accumulated within the active medium is efficiently converted into
the fundamental laser mode.

Fig. 7. Laser resonator designed for single mode laser operation. 1 – output mirror, 2 – rear mirror.
Dashed lines show wave fronts of the beam corresponding to the fundamental transverse mode of theresonator [42]Thus, separation by phases of fundamental modes makes it possible to overcome one of the
major challenges of conventional resonators that use spherical mirrors and to effectively suppress the higher laser modes at a low level of diffraction losses for the fundamental mode.

4. Summary
This paper introduces a definition of the optical contradiction as a physical contradiction inwhich two opposite optical properties are required from the same component of the engineeringsystem. A review of optical contradictions from geometric, wave, laser, and other areas of optics has been presented. It is shown that the wave nature of light allows us to use three special
methods for resolving optical contradictions. These methods are (1) separation in the radiation
spectrum, (2) separation by polarization, and (3) separation in phases of the light wave. We
suppose that they can be a good in solving inventive problems in the field of optics.

Acknowledgements
I am grateful to TRIZ Master Oleg Abramov for his stimulating discussions and critical readingof the manuscript. A special thanks to Deborah Abramova for her careful English editing of thepaper.

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16. Gerasimov V.M. “Maksutov’s Meniscus Telescope: The Invention Story”. Deposit Manuscript,# 3046, 13.07.2005, Chelyabinsk Regional Universal Scientific Library, 2005 (in Russian)
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18. Salamatov Yu. “TRIZ: The Right Solution at the Right Time: A Guide to Innovative Problem
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19. Dhillon V. “Catadioptric Telescopes”, 2013. Available at: http://www.vikdhillon.staff.shef.ac.uk/teaching/phy217/telescopes/phy217_tel_catadioptric.html. Assessed 7 August
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24. Macleod H.A. Thin-Film Optical Filters. CRC Press, Taylor & Francis Group, 2010. – Ch. 8.
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32. Baba-Ali N., Kreuzer J., Sewell H. “Lithographic Printing with Polarized Light”. US Patent
7,090,964, 2006.
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34. Anderson R.R. “Polarized Light Examination and Photography of the Skin”. Archives of Dermatology, 1991, vol. 127, # 7, pp. 1000-1005.
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76-81 (in Russian).

Corresponding Author:
Pavel Fimin: pavel.fimin@algo-spb.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

QUANTITATIVE APPROACH
TO CAUSE-EFFECT CHAINS ANALYSIS
Jerzy Chrząszcz a,baInstitute of Computer Science, Warsaw University of Technology, Warsaw, 00-665, PolandbPentacomp Systemy Informatyczne S.A., Warsaw, 02-222, Poland

Abstract
Cause-Effects Chains Analysis (CECA) uses qualitative approach for building causality diagram tomodel the analysed system, an approach similar to Root Cause Analysis (RCA) and Fault Tree Analysis(FTA) in several aspects. FTA, however, goes a step further by using the structure of the model andprobability calculus to gain quantitative results reflecting reliability of the system. This paper proposesa quantitative approach and indicates some measures that could possibly enhance the CECA method.
This work was motivated by the need for supporting the selection of problems and solutions with business-oriented parameters, identified during previous research on transforming CECA diagram into Boolean functions, combined with author’s experience in risk management area. Obtained results cover enhanced logical CECA model and formalized criteria for verifying its completeness, as well as a systematic
approach to modelling of unequal importance of contributing causes and unequal profitability of candidate solutions.
Keywords: cause-effect analysis; Boolean logic; quantitative analysis; risk management.

1. Introduction
Concept of causality is used in various areas, including technology and business, for investigating the reasons and scenarios of past events (e.g. failures) as well as for anticipating future
events (e.g. risks). Selected approaches to cause-effect analysis are described below, startingwith the oldest ones and progressing towards those developed in TRIZ area.
Why-Why Analysis (also known as 5 Whys) originated at Toyota in 1930s and it is typicallyused for identifying improper on non-existent processes. The analysis starts with the observed
problem and the question why? is repeated until the root cause is identified, with five iterations
believed to be sufficient in most cases. This method is generally focused on process improvement, with the question actually meant why did the process fail? Known limitations include
tendency to indicate a single root of a problem (while there may be several answers for eachwhy?) and describing symptoms rather than actual root causes (because stop criteria are missing
or inappropriate – such as the number of iterations). In spite of these drawbacks the Why-Why
approach has been successfully blended into the TRIZ world by Pinyayev [1].
Root Cause Analysis (RCA) was developed by NASA in 1950s and due to its generic nature
it is widely used nowadays in analysing systems and processes with respect to quality, safety,
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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Polandrisk and other aspects. Its primary aim is to identify the root causes of harmful past eventsin order to determine actions or conditions that should be changed, added or removed to preventthe re-occurrence of similar harms in the future. The idea of improvement by learning fromharms is close to 5 Whys and it is embedded into many of ISO documents addressing management systems.
These documents require organizations to identify causes of undesired events as a prerequisite
for planning appropriate corrective or preventive actions. Comprehensive comparison of RCA
and main TRIZ cause-effect analysis method was given by Abramov [2].
Fault Tree Analysis (FTA) was developed in Bell Laboratories in 1960s for the purpose ofanalysing failures in technical systems with qualitative (structural) and quantitative (probabilistic) model of causality [3, 4]. This method is traditionally used in aerospace, nuclear, chemicaland other high-hazard industries for safety and reliability engineering and in IT industry forsoftware debugging. It is a top-down approach starting with a failure condition and deducing
how the system might fail that way, taking into account all possible causes. The outcome of theanalysis is a tree-shaped diagram containing causes and logical operators (AND, OR) combining lower-level causes. Such model reflects possible variants of a system failure (root of thetree) that might be caused by particular combinations of initial conditions (leaves of the tree).
Qualitative FTA ends with identifying minimal sets of conditions sufficient to trigger the failure. These sets are used for calculating estimates based on the probabilities assigned to respective causes and the nature of the interaction among the causes resulting from logical operators.
The reliability of the whole system may be calculated then, by combining results from allbranches.
Cause-Effects Chains Analysis (CECA) was developed in GEN3 in 1990s and it uses outcomes from other TRIZ tools: Function Analysis or Flow Analysis, for building diagrams of
causality [5]. CECA starts by describing target disadvantages and investigates their causes until
reaching a disadvantage that cannot be removed, which is usually a law of nature or a businessconstraint. The resulting graph consists of chains of disadvantages, possibly containing logicaloperators (AND, OR) or loops formed by cyclic paths of graph edges. Several enhancements
have been proposed to the original concept in order to provide adaptive level of resolution,ability to discover hidden causes and support for automation in software using statistical regularities of disadvantage occurrence [6, 7]. The outcome of the analysis, i.e. key disadvantages
and logical bonds among them, may be used for formulating problems that must be solved toeliminate target disadvantages.
Root Conflict Analysis (abbreviated as RCA+) was developed by Souchkov in 2000s [8] andit may be considered an extension of the CECA concept and graphical conventions. Contrary
to CECA, which only deals with disadvantages, RCA+ investigates and documents negative as
well as positive effects brought into the analysed system by particular causes, what in turn significantly expands the perception of the problem situation. Causes with both positive and negative effects represent conflicting requirements of removing and preserving given conditions.
Thus the main added value of RCA+ with respect to CECA is a more complete model of causality with support for problem formulation, as the opportunities for inventive solutions may
be easily identified. Interesting RCA+ extensions were proposed by Kisela [9], with quantitative measures aiding in selection of causes and use of fuzzy logic for developing model of
causality in case of vague data.

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2. The logic of CECA model
CECA diagram models causality with a directed graph containing disadvantages forming causeeffect chains and logical operators (AND, OR), indicating how the inputs affect the outputs.
Therefore, only three generic variants can be modelled:•••

given effect depends on one cause entirely, so that elimination of that particular cause
would eliminate the effect,
given effect appears if ALL the contributing causes appear jointly (logical AND),so that elimination of ANY of those causes is sufficient to eliminate the effect,
given effect appears if ANY or several contributing causes appear (logical OR),so that elimination of ALL those causes is required to eliminate the effect.

A method of transforming a CECA diagram into set of logical functions was proposed in [10].
Root causes and target disadvantages were represented by binary variables with values of 1 / 0
reflecting active / inactive disadvantages, respectively. Logical operators were modelled as logical gates (AND, OR) with the appropriate numbers of inputs and each of the intermediate disadvantages was modelled as a repeater, i.e. single input gate repeating input state on its output.
Since the repeaters do not affect transmitted signals, they were eventually removed and the final
model comprised only input variables (root causes) affecting output variables (target disadvantages) through a network of AND / OR gates interconnected as in the original CECA diagram.
Such approach was sufficient to demonstrate how logical minimization, evaluation of sensitivity and other techniques using Boolean algebra might be used to support selection of disadvantages for removal by determining pertinent properties of the model. Nevertheless, applied
simplifications resulted in a loss of information about intermediate disadvantages and in limiting the scope of interest to root causes only, which usually cannot be actually eliminated because of their nature. Building a more complete and more accurate model of logical relationsin CECA diagram requires a different approach to intermediate disadvantages.
First of all, it should be noted that – counterintuitively – the relation between CECA cause andeffect cannot be properly described using logical implication. In order to justify this statement
we will use representation of Boolean functions with truth tables. AND gate outputs 1 only for
1s on all inputs while OR gate outputs 0 only for 0s on all inputs, and so the respective truth
tables of 2-input gates are as follows:
AND

x

y

xy

0

0

0

OR

x

y

x+y

0

0

0

0

1

0

0

1

1

1

0

0

1

0

1

1

1

1

1

1

1

Logical implication is defined as if x then y and so it evaluates to 0 if and only if x = 1 andy = 0, i.e. true assumption must not lead to false thesis, which is equivalent to truth table given
below.
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implication

x

y

x y

0

0

0

identity

x

y

x y

1

0

0

1

1

1

0

1

0

1

0

0

1

0

0

1

1

1

1

1

1

We use 1 to indicate an active disadvantage, hence x = 1 models active cause (given disadvantage) and y = 1 models active effect (next disadvantage in the chain). Combinations 0  0
and 1  1 properly describe causality, but 0  1 translates to an effect without a cause, what
is unacceptable in the CECA paradigm and disqualifies implication as a logical representationof CECA causality.
Now, let us take a closer look at the single cause-effect pair, being basic element in the chainof causality. By drawing single arrow in the diagram from x to y, we actually express our belief
that x and only x causes y (because, in general, we cannot be sure that no other cause or a
combination of causes would not produce an identical effect). And by the way of using thediagram for planning changes in the system, we express our belief that elimination of x would
definitely eliminate y.
For a single x → y link this relation looks as if y was repeating the value of x, what is equivalent
to logical identity function described by the truth table presented above. However, for a chainof causes x1 → x2 → … xN → y we do assume that removing ANY of the cascaded causes would
also definitely eliminate y. And thus we come to conflicting statements:••

given disadvantage in a linear chain depends entirely on the previous disadvantage, i. e.
this disadvantage has only one control factor, explicitly indicated in CECA diagram,
andgiven disadvantage in a linear chain may be eliminated without elimination of the previous disadvantage in the chain, i.e. at least one other control factor exists for that disadvantage, which is not indicated in CECA diagram.

This is equivalent to a physical contradiction describing properties of disadvantages in linear
chains (with the exclusion of root causes):••each disadvantage should have exactly one control to preserve coherence between themodel and the diagram (as we only draw one arrow between the boxes), buteach disadvantage should have more than one control to preserve coherence between
the model and the concept (as we allow for removing the disadvantage without removing its predecessor).

As it was pointed out before, the requirement of removing ANY of the causes contributing tothe output effect holds true for a coincidence of causes, implemented with AND operator.
Therefore logical function modelling a chain of disadvantages should contain cascaded AND
gates, with one input connected to the output of previous gate and the other input controlled byan independent variable, as shown in Fig. 1. First input is used for passing information about
deeper causes in the chain and the second input controls given disadvantage directly. If any of
the inputs is disabled (set to 0), the output is also disabled, simulating indirect and direct removal of the disadvantage.
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Fig. 1: Chain of AND gates modelling linear branch of CECA diagram

This approach to conversion of CECA diagram into a logical model offers several advantages
with respect to the concept proposed in [10], but it introduces additional inputs controlling intermediate disadvantages, which have no counterparts in the diagram. On the other hand, CECA
uses dual perception of intermediate disadvantages, which results in the contradiction indicated above. Using separation in relation principle [11] we split the status of the intermediate
disadvantage between the input (independent of deeper causes) and the output (depending on
deeper causes). One may also consider the incident cause as a risk factor and the local control
as a vulnerability (weakness), so that a disadvantage is not observed if either the risk factor in
not present (one or more of deeper causes are removed) or if the vulnerability is eliminated.
As it was suggested in [10], a representation of chained disadvantages in form of AND-ed logical variables is also appropriate for modelling simple loops (without branches) in CECA diagram. An additional benefit of proposed unified modelling comes from simple rules supporting
in-depth verification of diagram completeness, which reflect recommendations 1.5.2 and 1.5.3
given in [5], translated into logical model domain (see details in Fig. 2):••

if one can indicate particular condition causing Xi irrespectively of xi and Xi-1, then it
should be modelled with a new control connected to an additional OR gate inserted into
the chain at the output of xi gate as and included in further analysis as ei (enabling input),
if one can indicate particular condition preventing Xi irrespectively of xi and Xi-1, then it
should be modelled with a new control (described as negated condition), connected toan additional AND gate inserted at the output of xi gate and included in the analysis asdi (disabling input).

Fig. 2: Generic discovery patterns for verifying completeness of the logical model

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3. Quantitative CECA extensions
3.1. Need for quantitative analysis
The logical model considered so far reflects the structure of causality, but tells nothing about
the relative strength or importance of the factors affecting the system. For instance, parametersof electrical circuit may depend on the supply voltage and the operating temperature, and quantitative characteristics of these dependencies – e.g. calculated from the respective analyticalformulas – would allow for better decisions regarding changes in the system. And even in caseof identical analytical description of two causes, their actual impact on the system may bequite different, especially if they are known to appear with different intensity or frequency.
Extending CECA approach to make use of such parameters for supporting selection of disadvantages with the biggest influence on outcomes would probably allow for better allocationof the efforts.
In addition to being technically feasible and properly addressed, the changes in the system arealso expected to be beneficial with respect to its purpose, usually defined at the super-systemlevel. Therefore appropriate business criteria should be taken into account while assessing candidate changes. Apart from typical financial measures, such as costs and revenues, there areseveral other parameters that might be crucial, like timespan or compliance. And even if theycannot be directly compared with other measures in apples-to-apples manner, they still may(and supposedly should) influence the decisions. The following sections address quantitative
measures that could possibly enhance CECA method by asking:•••

How strongly particular cause influences the effect, compared to other participating
causes?
How much money (or other resources) is required to eliminate particular disadvantage?
How much money (or other resources) is expected if particular disadvantage is eliminated?

And before addressing these topics, we will briefly recall basic concepts of various measurement scales, as described by Hubbard in [12]. Nominal scale uses categorization into distinct
classes and scale labels have no explicit order (e.g. names of countries). The only allowable
relation is identity (or set membership), so that a value falls either inside or outside the particular
category. Ordinal scale defines the rank order, but the distance between values has no interpretation (e.g. education levels). In addition to identity some order relation also apply, such as
greater or lesser. Ratio scale is an ordered scale that allows for interpreting the difference andthe ratio of values (e.g. speed). Values on such scale may be directly compared, added, subtracted and divided and this is the type of scale which we are probably most familiar with.
Interval scale, not mentioned in [12], is an ordered scale, where the difference of values does
have interpretation, but the ratio of values does not (e.g. Celsius temperature).
Measurement is defined in [12] as: quantitatively expressed reduction of uncertainty based on
one or more observations, while [13] defines risk as: effect of uncertainty on objectives. Indeed,
we want to support decisions with data (from actual measurements or estimations), which decrease the uncertainty and thus reduces the risk of improper understanding of the problem situation.
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3.2. Modelling unequal impact of contributing causes
CECA diagram is considered complete if no other causes can be identified by the team members
performing the analysis, what does not guarantee in any way that such causes do not reallyexist. The whole process is based on judgements and beliefs coming from knowledge and experience of the team, possibly supported by external consultants or dedicated software. Considering the above-mentioned risk definition, such situation might be perceived as neglecting (andaccepting) the risk of influence on the target disadvantages coming from unknown causes.
And if those causes are presumed not worth further research, then some ordinal scale musthave been used in the process to decide that particular causes are less important than others. It
may be argued, therefore, that in spite of its generally qualitative nature, the original CECA
approach uses implicit quantitative criteria.
Different nature or different importance of the causes may be reflected in the model in a few
ways. Categorization (nominal scale) can be used for labelling or tagging disadvantages accordingly to their characteristics (e.g. internal vs. external, materials vs. procedures and so on).
Tags may also indicate perceived rank of the problems (small vs. big, simple vs. complicatedetc.), thus defining an ordinal scale. Priorities or, better yet, numeric weights of causes (ratio
scale) may also be deduced from the order of interaction – for instance electrical resistancecontributes to the heat dissipation in a linear fashion, while the influence of the current intensity
is quadratic (P ≈ I2R). For repeatable causes, historical maintenance data may be used to estimate empirical probability of manifestation of disadvantages.

3.3. Modelling unequal profitability of candidate changes
In order to evaluate profitability of candidate changes in the system, we need to estimate thebenefits and investments for each of the considered disadvantages. In the case of system redesign the benefits may come from additional revenues or from avoided losses. Preferably, theyshould be given as monetary values, or values in other ratio scale (e.g. workload expressed in
man-days). But in fact we are more concerned with the question which one? than how much?
And therefore an ordinal or interval scale may be applied, as they are both suitable for ranking(e.g. this quarter vs. next quarter). Even nominal scales may be used, if specific categorization
enhances decision-making process (e.g. short-term vs. long-term, in-house vs. outsourced etc.).
Similar categorizations are used for supporting business decisions (such as four importance / urgency quadrants) and they may also address quality, security, or compliance topics(e.g. mandatory vs. optional or must have vs. want to have vs. nice to have).
The concept of evaluating profitability of the candidate changes is in fact analogous to assessing
ideality of a system using benefits, costs and harms: we want to maximize measure of advantages and minimize measure of disadvantages. This is also similar to systematic dealing
with risk: if we know how much and how likely the loss may be and how much would it costto reduce the loss, then we may quantitatively evaluate risk handling options and decide if wechoose to invest in mitigation or perhaps we prefer to accept possible consequences of riskmaterialization.

3.4. Merging logical model with quantitative description
As stated in section 2, for AND condition it is sufficient to eliminate ANY of the contributing
causes. The logical model proposed in [10] offers algorithmic way of evaluating the influenceof particular inputs (key disadvantages) on outputs (target disadvantages) for selecting the347Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

causes with the greatest impact, but still the impact is calculated solely from structure (i.e. influences of all the inputs are presumed to be equal). With quantitative parametrization we areable to choose the most profitable option systematically. Moreover, the selection criteria may
be adjusted for a specific situation, to indicate the cheapest solutions (in terms of implementation
investments), the easiest solution (in terms of uncertainty), the fastest solution (in terms of time
to market), etc.
For OR condition, it was stated that ALL contributing causes should be eliminated to remove
the target disadvantage, so it looks like there is nothing to gain here with quantitative approach.
But actually we don’t have to struggle for the total elimination of a disadvantage if the reductionof its harmful outcomes is an acceptable solution [5]. Observations in many technical and social
areas show that majority of effects come from small subset of causes, which is known as Pareto
rule or 80/20 rule. Therefore it does make sense to begin the elimination process with causes
being more impactful or more frequent than others. The quantitative CECA model directly supports such selection and it also allows for estimating the improvement (increased ideality) of
the system.

4. CECA and risk management
Risk management paradigm appears to be especially suitable for supporting quantitative CECA:•••

it allows for expressing the results in business metrics, understandable for decision makers,
it corresponds with the concept of direct and indirect elimination of disadvantages,
it is already used (implicitly) in the original process of building CECA model.

The recommended approach to risk evaluation [13] combines the likelihood and consequencesof an event to determine the risk magnitude. This may employ simple ordinal scales for probability and impact (e.g. low / medium / high) indexing a “risk map” table with risk magnitudepredefined for each probability-impact combination (e.g. negligible / low / medium / high /critical). The risk magnitude may also be evaluated numerically by multiplying measures ofprobability and impact, while some methods use measure of vulnerability in multiplication as
well:risk magnitude = probability • vulnerability • impact
If appropriate scales are used, the risk magnitude may reflect the estimated loss expressed by
the amount of money (just like in forecasting sales revenues from a contract value and probability of success). A ranking list of such results allows for identification of the most important
items.
Further steps of risk management process are usually described as: deciding on strategy (tolerate, terminate, transfer or treat), dealing with risk (i.e. implementing selected strategy) and monitoring effectiveness of risk mitigation. In practice, there may be several mitigation activities
considered for same risk factor, possibly leading to different results. Therefore proper selectionof activities should take into account the residual risk magnitude, calculated from forecasted
probability and impact (and perhaps vulnerability) after mitigation, as well as estimated mitigation cost. The ratio of difference between the initial and residual risk magnitude and the required investment indicates how much profitable (or justified) is particular mitigation option.
profitability = (initial risk magnitude – residual risk magnitude) / (cost of mitigation)348

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Risk factors are similar to disadvantages and mitigation options are similar to candidate solutions, so that decision support procedure used for risk management seems to be directly usablefor providing quantitative extensions to traditional CECA method, as indicated in the following
lists.
Risk management

Quantitative CECA

1. identify risk factors,
2. estimate initial risk magnitude,
3. select risks from prioritized results,
4. analyse risk mitigation options,
5. estimate residual risk magnitude,
6. estimate risk mitigation costs,
7. calculate profitability of mitigation options,
8. select mitigation options.

1. identify disadvantages (regular CECA ends here),
2. estimate initial impact of disadvantages,
3. select disadvantages from prioritized results,
4. analyse solution options,
5. estimate residual impact of disadvantages,
6. estimate disadvantage removal costs,
7. calculate profitability of solution options,
8. select solution options.

The first part of the procedure (steps 1-3) only requires information about influence of particularcauses and it results in a list of key disadvantages (and, possibly, intermediate disadvantages)
ranked by their impact on the target disadvantages. The second part (steps 4-8) offers support
for selection of candidate solutions, but it requires quantitative estimates concerning those solutions.

5. Example
To illustrate main ideas described above, we will use a simple example regarding constructionof a cargo UAV (Unmanned Aerial Vehicle). One of the identified target disadvantages is excessive UAV impact in case of an emergency landing and part of the respective CECA diagram isgiven in Fig. 3, revealing a tree-like structure with 2 intermediate disadvantages and 4 key disadvantages.

Fig. 3: Fragment of CECA diagram developed for cargo UAV with ranks and scores

Let us analyse the situation quantitatively, in order to differentiate the branches of the graph:•••

Kinetic energy of the impact is proportional to the mass and squared velocity (E ≈ mv2),
hence velocity of the moving vehicle influences the impact more strongly than its massdoes.
The mass of a loaded vehicle depends on the mass of the vehicle itself and the mass of
the load. Decreasing the load would contradict with the main function of a cargo UAV.
Therefore, decreasing the mass of the UAV is the preferred solution search option.
Speed reduction requires many components to be operational (power source, control,349

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motors, propellers, etc.) and this conditions may not hold true during an emergency
landing. Therefore, increasing aerodynamic resistance of the UAV is the preferred solution search option.
These preferences are annotated in the diagram (higher rank denotes higher importance or priority) and the scores for particular causes are calculated by multiplying coefficients along thepath to the target disadvantage, as shown in Fig. 3.
We don’t know any candidate solution, but we do know our competences and the equipment,
and so we are able to rank the areas for investigation from the most preferred (internal experts
with appropriate tools) to the most risky (external experts or additional tools required). This
seems to be a realistic and relatively common situation. Let us assume, that the priorities are as
follows:
4 – embedded UAV software and on-board electronics (sensors, interfaces, etc.),
3 – mechanical construction of the UAV (body, arms, legs),
2 – mechanical construction of the cargo module,
1 – power supply (battery, power management and harvesting) and drive (motors, propellers,etc.).
Multiplication of the previously calculated scores by priorities assigned to respective areas ofthe expected solutions produces the following results:
k0 (drive train)
k1 (UAV construction)
k2 (cargo module)
k3 (UAV construction)2∙1=2
4 ∙ 3 = 12
1∙2=2
2∙3=6

Again, k1 has been assigned the highest score and k3 appears to be more preferred than k0 andk2.
As can be seen, additional knowledge about the system and its context may be easily expressedin quantitative form and used for supporting selection of disadvantages. It is a heuristic technique, as we might use other ranks or other calculation schemes (e.g. addition instead of multiplication). Nevertheless, such approach seems more useful than scanning all of the disadvantages one by one.

6. Summary
This paper analyses logical relations in CECA diagram and introduces significant enhancements to the previously proposed method of modelling such a diagram with a set of Booleanfunctions [10]:••••retaining all intermediate disadvantages in the logical model,
providing controls for modelling direct removal of intermediate disadvantages,
allowing for unified modelling of linear chains and simple loops in the graph,introducing formalized criteria for verification of model completeness.

Analogies between logical CECA model and the key concepts from the risk management area
have also been identified and explored towards quantitative CECA extensions by:••supporting quantitative cause-effect analysis idea with appropriate measurement scales,
indicating approach and sample parameters for modelling importance of disadvantages,
350Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland•••

indicating approach and sample parameters for modelling profitability of candidate solutions,indicating approach for merging quantitative descriptions with logical AND / OR conditions,
adapting risk management procedure to support decisions on changes using CECA
model.

The proposed quantitative approach was inspired by development of the risk assessment process and tools being used by Pentacomp within its certified Information Security Management
System (ISMS). We express risk impact, risk magnitude and estimated costs as money amounts
and we use non-linear scales of probability and consequences, which simplify evaluation. We
have also implemented automated recommendations using parametrized risk appetite and a
profitability measure to advise the user whether a given risk should be accepted, mitigated withpre-evaluated activity or analysed further. All these features also seem applicable in supporting
decisions on changes in technical systems modelled with CECA.

7. Conclusions and further work
The main research outcome regarding logical model is the enhanced and unified representationof CECA chains, resulting from the solved contradiction describing direct and indirect elimination of intermediate disadvantages. The identified analogy between the direct removal of disadvantages and vulnerabilities of the system revealed risk management as an appropriate
and advisable vehicle for extending CECA with quantitative analysis, which may be basedon various scales (also non-numerical). And, as in the risk management area, we are primarily
interested in using the quantitative model and calculations to support the selection of items, i.e.
proper ranking of the results is more important than exact scores.
Described concepts have not been tested in real-life cases yet, so that verification of usability of themethod appears to be the first item on the to-do list. This applies to the unified logical CECA model aswell as quantitative CECA extensions. The latter seems especially challenging and the quotation fromthe book How to Measure Anything [12] will hopefully aid in approaching this task:“Four Useful Measurement Assumptions
1. Your problem is not as unique as you think.
2. You have more data than you think.
3. You need less data than you think.
4. An adequate amount of new data is more accessible than you think.”
Another topic for further work is related to the criterion proposed for verifying completenessof the model. It addresses search for a factor capable of removing given intermediate disadvantage, irrespectively of deeper causes. To update the logical model, we should use negateddescription of that factor (e.g. broken insulation). However, in direct form (e.g. intact insulation), the condition would be actually a draft, or at least an inspiration, of a strong solution.
Hence the idea of using vulnerability patching analogy in the process of problem formulationand selection seems to be worthy of additional research.

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Acknowledgments
Author acknowledges Mr. Piotr Salata for valuable discussions regarding the subject of thispaper and Mr. Dariusz Burzyński for his support in making the text more comprehensible.

References
1. Pinyayev A.M. “Functional Why-Why Analysis”. TRIZ Developers Summit 2007.
Moscow, Russia, 2007.
2. Abramov O.Y. “TRIZ-Based Cause and Effect Chains Analysis vs Root Cause Analysis”.
Proc. 11th International Conference TRIZfest-2015. Seoul, South Korea, 2015. pp. 288-295.
3. Vesely W., et al. “Fault Tree Handbook with Aerospace Applications”, Version 1.1. NASA Publication, 2002.
4. Ericson C.A.II. “Fault tree analysis”. System Safety Conference. Orlando, Florida, 1999.
5. Litvin S.S., Akselrod B.M. “Cause-Effect Chains of Undesired Effects, methodical theses”,
CPB, 1996. In Russian.
6. Yoon H. “Occasion Axis and Parameter-Function Pair Nexus for Effective Building of Cause Effect
Chains”. Proc. 10th International Conference TRIZfest-2014. Prague, Czech Republic, 2014.
pp. 184-194.
7. Medvedev A.V. “Algorithm for Automated Building Of Cause-Effect Chains Of Disadvantages”.
TRIZ Master Thesis, 2013. In Russian.
8. Souchkov V. “Root Conflict Analysis (RCA+): Structuring and Visualization of Contradictions”.
Proc. ETRIA TRIZ Future 2005 Conference. Graz, Austria, 2005. pp. 474-483.
9. Kisela T. “RCA+ Evaluation Based on Vague Data”. Proc. 10th International Conference
TRIZfest-2014. Prague, Czech Republic, 2014. pp. 216-230.
10. Chrząszcz J., Salata P. “Cause-Effect Chains Analysis using Boolean algebra”. ETRIA TRIZ
Future 2016 Conference. Wroclaw, Poland, 2016 (to be printed together with TFC2017 proceedings).
11. Ikovenko S. “Level 1 Certification TRIZ Workshop”, The International TRIZ Association(MATRIZ), 2016. pp. 171-193.
12. Hubbard D.W. “How to Measure Anything: Finding the Value of Intangibles in Business”, 2 nded. Wiley 2010, ISBN 9780470539392.
13. ISO/IEC 27000:2016(E) “Information technology – Security techniques – Information security
management systems – Overview and vocabulary”. International Standard, ISO/IEC 2016.
[ all internet contents last seen on August 15, 2017 ]Corrsponding Author:
Jerzy Chrząszcz: jch@ii.pw.edu.pl352

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

REPORT ON THE 2ND EUROPEAN REMOTE TRIZ WORKSHOP
Christoph Dobrusskin
Philips Innovation Services, 5656 AE Eindhoven, The Netherlands

Abstract
On January 20th 2017, the 2nd European Remote TRIZ Workshop took place. Organized by Robert
Adunka in his capacity as European Vice President of MATRIZ, the one-day workshop challenges
groups of TRIZ practitioners from a wide range of backgrounds and companies with a common problem.
Each group independently works on the problem and gives a short summary of their approach and results
at the end of the day.
In the following the challenges faced in setting up the workshop are explored, the experiences throughout the day are explained, and the learnings summarized.
Keywords: TRIZ, Workshop, Remote, Case Study.

1. Introduction and Workshop
January 20th in the year of 2017 was a cold winter day in most of Europe. But this could not
deter ten groups of engineers and students from four different European countries to spend a
day virtually together to work on a single problem, one that is increasingly affecting the world.
Some of the participants work in different companies that, in some fields of business, are fierce
competitors. Others were students either in their secondary education or in their university studies. What brought this diverse group together, and why would they be willing to share theirknowledge and skills?
The answer of course is TRIZ, the Theory of Inventive Problem Solving [1]. For the second
year running the European branch of MATRIZ organized the European Remote Workshop.
This workshop brings together participants from the TRIZ community all over Europe for aday, to work together on a single problem. The following table shows the overall agenda of theday.
Table 1
The agenda of the day

A few days in advance

Sent the problem description to all participants

09:00 – 10:00

Briefing on the Problem
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10:00 – 15:00

Work on the problem

15:00 – 17:00

Debriefing, 10 minutes per group

The formula used is, in principle, easy:
1. In preparatory sessions a problem is selected that is wide enough for everyone to be interesting to work on.
2. In a morning session, lasting a maximum of one hour, the problem is explained to all participating groups via internet communication means. This enables the exchange of spoken word
but also of drawings, sketches and the like. At this point participants can ask questions forclarification.
3. For the rest of the day, until 3pm, participants work on the problem in their respective groups,
using a variety of TRIZ and supporting tools to frame, analyse and solve the given problem. By
3pm the groups should have uploaded a small presentation file onto a common SharePoint.
4. From 3pm onwards each group successively presents both the approach they used as well as
a summary of the resulting ideas. Other groups may ask questions for clarification.
Of the ten participating groups the three groups from France were Engineering Students fromECAM Strasbourg-Europe, Innovation & IP specialty [2] and Marketing & Communication
students from ISEG MCS Strasbourg [3]. Furthermore, one of the groups from the Netherlands
was from secondary education. Figure 1 gives an overview of the groups that participated in
the workshop:

Fig. 1. An overview of the groups that participated in the workshop

Overall the workshop was intended to be a platform for the participants to learn from eachother, in the groups and across the groups, to compare different approaches and results, and tobuild a stronger Europe-wide network of TRIZ experts.
Choosing a problem proved difficult for a number of reasons. As a number of multinational
companies participated, the topic had to be in a non-competitive field. And as economic andmarketing students were involved, the problem could not be too technical either. After some354

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toing and froing the problem chosen was:Today global water withdrawals have reached 3,903 km3/per year and have been outpacing population growth by a factor of 2 over the last two decades. This increase inutilization has been driven by population growth, increased wealth, industrial development and agriculture…We can then infer that overall global demand and potential shortages will continue to increase as nations continue to industrialize…Each team should
select a an area of interest and develop ideas to solve the problem of water scarcity

2. The Learnings
To evaluate if the workshop purpose was achieved, a few days after the event a Questionnaire
was sent to all participating groups, and at least one answer was received from each professionalgroup. No feedback was received from the student groups. The purpose of the questionnaire
was to gather information on how the participants experienced the workshop and to identify
possible improvement opportunities for future workshops.
The questionnaire was kept simple to enable a quick response. Apart from asking for somedetails of the respondent, the questionnaire consisted of the following six questions:
1. On a scale of 0 – 10, how likely are you to recommend this workshop to a (TRIZ-minded)colleague or friend?
2. In your view, what is the most unique feature of the workshop?
3. What are your key learnings / takeaways from the workshop?
4. In your view, what are the key success factors for the workshop?
5. What would you improve?
6. Any other comments you may have:
Responses were received only from the six professional groups, and therefore the results do notreflect the input from the student groups. The 12 responses represent 55% of the participantsfrom the professional groups.
The respondents were quite well trained in TRIZ; most participants had followed a MATRIZ
Level 2 training or higher.

2.1 Q 1, how likely are you to recommend this workshop?
Question number one, is also known as the Net Promotor Score [4]. The theory behind thequestion is that people who have experienced the service, product or offer can be classified
either as Promotors (those who score a 9 or 10 and are highly likely to tell their friends about
their good experience), Passive (those who score a 7 or 8 and who will neither praise nor condemn the experience) or Detractors (those who score a 6 or lower and who are likely tell about
not so good aspects of their experience). A score is calculated by subtracting the number of
Detractors from the number of Promotors and, ignoring the Passives, dividing the resulting
number by the total amount of respondents and expressed in %. As a general guideline, for agood result the resulting score should be above 0%.
With one respondent giving an ambiguous response which was subsequently discarded, theresulting score from the questionnaire is 18% which indicates that the workshop was reasonably
well received. In the responses all three, Promotors, Passives and Detractors were represented.
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The Detractors reasoned that, given the open nature of the problem given, too much time had
to be spent on analysis rather than on problem solving, leading to superficial problem solving.

2.2 Q 2, what is the most unique feature of the workshop?
Most respondents mentioned aspects like learning, working together, comparing results andsharing ideas, methods and theory. This fits in perfectly with the goal set for the workshop toshare and learn from each other. A few participants also felt strongly about being able to solvea problem in a way that can bring real improvement to the world, which reflects on the problem
given.

2.3 Q 3, what are your key learnings / takeaways from the workshop?
About one third of the answers highlighted the importance of teamwork the widening of one’s
horizon and seeing the different approaches of the teams as important. One participant felt thiswas easiest done in areas that are easily accessible to all participants, and that also are easy torealize. Most participants furthermore mentioned the importance of understanding and analysing the problem, and the time that has to be taken to do this well.
A number of answers highlighted the importance of the problem statement. It was felt that the
problem definition strongly affected the results and that a broad problem – as used – could
confuse participants and required a lot of time for initial research. It was felt that the TRIZ
analytical tools really helped here [5]. One answer extended this to the overall organization ofsuch a remote workshop. In that light the format would need adaptation to be really successful
as attempts to solve a very broad problem in a short time invites superficial approaches. One
respondent had as a key learning that classical tools as paper, cardboard and handwriting ismuch faster in idea generation, but less good for documentation in comparison to digital media.
The importance of graphical representations to improve the communication of ideas was also
highlighted.

2.4 Q 4, what are the key success factors for the workshop?
Many answers clearly stated the importance for the ability to and time for sharing the approachand results. Reflecting a problem on the day, in this context a well-functioning conference system was deemed worthwhile to be mentioned. As a second important success factor it was
mentioned that the clear definition of a neutral, important and motivating problem is crucial.
Organizational such a workshop has to be well prepared with pre-information about the agenda
and content. Other comments were concerned with the importance of having trained people
present and the use of problem analysis.

2.5 Q 5/6, what would you improve? Any other comments you may have.
Many responses mentioned the problem of the day; both, the difficulty in identifying a problem
that is suitable for all participants, as well as the (lack of) specificity of the problem was commented upon. Potentially adding additional information to ease the research phase was recommended. It was generally felt that the generic nature of the problem given asked for too muchtime for analysis. Either giving more time for that phase or splitting things up into more andshorter workshops were two suggestions to overcome this problem. Two respondents felt thatthe conference system / internet connectivity could be improved upon. The idea of evaluating356

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the workshop with a questionnaire was positively seen, and furthermore the wish was expressedto somehow be able to use the resulting ideas.

2.6 Response from the student groups
No questionnaires were returned by the student groups. However, from discussions several
points became clear and are mentioned in the following:
The knowledge of TRIZ tools of the students was more limited than with the professionalgroups. It ranged from a 2-hour introduction to TRIZ which was conducted by one of their peers
to about 40 hours of TRIZ and IP training conducted during 4 months. A more intense TRIZ
training definitely helped during the project, both in the analysis phase as well as in problem
solving.
The student groups and their mentors reacted very positively on the format of the workshop,and most would participate in a similar event again.
Three groups of students could not participate in the event in real-time, due mainly to internet
connectivity issues, but they still experienced the event as valuable.

2.7 Guideline
Based on the experiences learned from running this workshop for two times, and from the feedback received from all participants a guideline to setting up such a workshop has been created.
Table 2 contains the main elements a potential organizer would have to take into account for abasic setup:
Table 2
Guidelines for setting up a remote TRIZ workshop#

What

Who is responsible

Duration

All interested parties-

Before the workshop
1

Determine the organizer

2

Determine the participants, how many groups Organizer (groups)
and which groups.

-

3

Determine the main stakeholders (group lead- All interested parties
ers / teachers)-4

Set date for the workshop

Organizer (stakeholders)-5

Set date for evaluation

Organizer (stakeholders)-

6

Plan rooms for the groups

Organizer (stakeholders)-

7

Determine the problem to be tackled in the All interested parties
workshop8Prepare the Analysis for the workshop and Organizer
prepare agenda
stakeholders)9Define the communication medium

1h – 4h(selected 4hOrganizer (stakeholders)-

10 If telecommunication media (skype) is used, Organizer (stakeholders)set a date for a test-run-

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11 If telecommunication media (skype) is used, Organizer (stakeholders)
prepare a shared drive and communicate to
all groups-

12 Dump Problem, Analysis and Agenda on Organizer (stakeholders)shared drive-

13 Test-run telecommunication medium

All interested parties

1h

On the day of the workshop
1

Log in / walk in

All interested parties½h

2

Present Problem, Q/A

Organizer

1h3Work on problem

All interested parties

5h

4

Feedback to other groups

All interested parties

1h – 2h

All interested parties

1h

After the workshop
1

Evaluate

3. Conclusions and Questions
Despite the cold and dark January day, the participants of the workshop experienced the day
overwhelmingly as very positive. The opportunity to learn from each other, both in the groups
but also across the groups and to practice TRIZ tools on a neutral project were very well received.
Choosing a more concise problem and possibly preparing the general analysis around that problem in advance was generally felt would increase the learning aspects of using TRIZ problem
solving tools. Internet connectivity should be improved as some groups experienced severe
problems here.
The general format proved robust, successful and fun. It may be worthwhile exploring further.
It could, for example be used in University contexts, with different student groups working inparallel. Or different groups could use different tools to investigate the same problem. These
alternative ways of working are the topic of further research.

Acknowledgements
The author would like to thank Dr. R. Adunka who was the mastermind in the background, Mr.
M. Lynas and Ms Tiziana Bertoncelli from GE who with their colleagues co-authored the problem and provided the internet connectivity. Special thanks also to Pascal Sire and Roland Waldner for their post-event discussions. A final thanks to all participants for helping to shape amemorable day full of TRIZ experience.

References
1. Altshuller G. The Innovation Algorithm, Technical Innovation Center, Inc. Worcester, MA, second
edition 2007
2. ECAM Strasbourg-Europe, Innovation & IP specialty http://ecam-strasbourg.eu/
3. ISEG MCS Strasbourg http://mcs.iseg.fr/strasbourg358

Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

4. Reichheld F. The Ultimate Question, Harvard Business School Press, Boston, MA, second edition2006
5. see for example: Cameron G. TRIZICS, CreateSpace, La Vergne, 2010, p12 – 18

Corresponding Author:
Christoph Dobrusskin: c.dobrusskin@philips.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

RESEARCH ON TRIZ INTEGRATED FBS-A REPRESENTATION
Zhang Yingb, Shi Dongyana, Tang Hou-chengaaCollege of Mechanical and Engineering, Harbin Engineering University,
Harbin, P.R. of China.
b

Heilongjiang Bayi Agricultural University, Daqing, P.R. of China

Abstract
The knowledge of TRIZ is abstract, which brings difficulties to solve specific problems in professional
fields. In order to deal with this matter, combined Function-Behavior-Structure representation with Affordance representation, a solving process integrating FBS-A representation with TRIZ is put forward.
Based on situated analogy, FBS-A is used to guide the cognitive process and realize the analogy processfrom source of analogy to target design. Integrated the knowledge base, the effects base, the analyticaland solving tools of TRIZ, the U-FES model driving technical system evolution is constructed. The
solving process supports function solving and technical system to be improved, which can not only beapplied to the innovation of behavior and structure in the target design but also the diagnosis of function
unit solutions during analogy. An illustrative industry application demonstrates that the method is feasible, where the evolution of process layout about the multi-type vehicle production line in an automobile company is presented.
Keywords：TRIZ；FBS；Affordance；UXD

1. Introduction
In terms of technology forecasting, function solving, contradiction solving, substance-fieldmodel solving, together with the knowledge base and effects base contained, TRIZ has provided
powerful support for innovative design. However, the problems unresolved as follows still remain obstacles to analysis and solution using TRIZ efficiently:(1) Design problems should be transformed to the form of TRIZ, that is contradiction, substance-field model, function vocabulary, etc. (2) The knowledge representation of TRIZ is abstract, which leads to abstractness and generalization of the solutions of TRIZ. (3) Function
verbs of TRIZ are too specific to support the function decomposition. (4)The knowledge models
currently are incapable of integrating multiple solving tools, even though the ARIZ algorithm
is also limited in the framework of TRIZ theory.
Therefore, to support the analysis and solution of TRIZ, integrating other design theories andtechnical methods into TRIZ becomes a research hotspot. At present, there have been a variety
of methods in this aspect, such as QFD/TRIZ[1]，AD/TRIZ[2]，6sigma/TRIZ[3]，AFD/TRIZ[4]，FMEA/TRIZ[5] ,etc.
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The study combines Function-Behaviour-Structure (FBS) representation with Affordance (A)representation and proposes a solving process integrating FBS-A representation into TRIZ. The
method is demonstrated feasibly through an illustrative industry application where the evolution of process layout about the multi-type vehicle production line in an automobile company
is presented.

2. Main methods
2.1 Situated analogy process based on FBS-A representation
Affordance (A) representation is defined as the process based on Affordance [6] that conveys
the cognitive contents of the relationship between technical system and environment in situatedanalogy, by which the analogy of affordance between source of analogy and target design canbe supported in representation. A representation combined with FBS[7] representation, that is
describing the driving knowledge of evolution process by function, behavior, structure and affordance, builds FBS-A representation. Wiggins[8] defines unexpected discoveries (UXD) as
the emergent features that haven’t been predicted previously by designers but emerge during
the situated design. The key to realizing the situated analogy is to extract UXD during building
memories. FBS-A has been used in the study to support the UXD process in the situated design.
The process is shown in Fig.1.
The UXD process based on FBS can support the innovation of function, behavior and structurein the target design. Analysing the UXD obtained by A can find out the relationships between
technical system and environment which have adverse effects on the expectation of system. A
can complement FBS in that it can find out UXDs from additional features that become fuzzy
gradually in the situated analogy driven by FBS. The functions and effects database of TRIZ
can be used to solve problems in FBS model. The tools of contradiction and substance-fieldmodel solving in TRIZ, together with 76 standard solutions and 40 inventive principles，canprovide solving strategies for the A model.
Examples Base of the
Source of Analogy

Examples of the
Source of Analogy

Situated Analogy Driven by UXD
Situated Analogy
Based on FBS

Situated Analogy
Based on A

UXD of
Affordance

UXD of FunctionBehavior-Structure
Target Design

Fig. 1.The Situated Design Process Based on FBS-A Representation

2.2 U-FES model based on FBS-A representation
Aiming at the abstractness of the knowledge base and the effects base in TRIZ, based on thesituated design, target design is supported by analogy, in which the effect examples of TRIZ
are used as sources of analogy. The study builds unexpected discovery function effect structure
model (U-FES), as is shown in Fig.2, which is a solving process of situated innovation driven
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by UXD and supported by FBS-A. The process includes the description of design task，thedefinition of function structure，the mapping from function unit to effects, the production ofprinciple solution from effect examples, the innovation of technical system driven by UXD
based on FBS-A, filing, etc.
In the model, before the conceptual solution to target design coming out, the cognitive processof situated analogy is driven by FBS. After the conceptual solution to target design coming out,
the cognitive process is driven by FBS and A simultaneously. In this stage, FBS can drive theinnovation process of target design by UXDs extracted from behavior and structure in the caseof function matching. While in the case of Function-Behavior-Structure matching, A can drive
the innovation process of target design by UXDs extracted from affordance. If extracted, UXDs
can be defined as contradictions of TRIZ and solved by solving tools of TRIZ, which can propose new solving targets to target design.
2 DecompositionTask

1 abstract

Function

3 Mapping

6A
10 Modify
8 Analyze
UXDs

Effect(Effect Example)

5 FBS

4 FBS

Structure Solution 13 Filingof Principle

7A
9 Modify

File

12 Combine

11 Verify

Fig. 2. The Process of U-FES

The process has the following advantages:
1. Effects base of TRIZ has been utilized fully to realize function solving. Owing to build themapping relationship of key knowledge by analogy and make full use of knowledge resourcesin TRIZ, the process need not develop the knowledge base of behaviour and structure or the
mapping relationship between them.
2. The affordance relationship of effect examples can provide auxiliary support for the diagnosis in the affordance relationship of target design.

2.3 Framework of Solving Process Based on U-FES
The framework of solving process based on U-FES describes how the structure solution ofprinciple comes into being from requirement analysis, as well as the interwoven application of
the knowledge base, the function &effects base, analysis and solving tools of TRIZ in the design
process (see Fig.3). In the figure, the shaded parts are key technologies to realizing U-FES. Dueto space limitations, a brief introduction is made here.
1. The implementation technology of solving framework is divided into two stages: the function- effect examples stage and the effect examples-function unit solutions stage. The functioneffect examples stage is a process that decomposes total function into function units and thensearches effect examples for function units. Using two grade mapping relationships, that is thefunction-effect examples and the effect examples- function unit solution, the study rebuilds andextends the function & effects base of TRIZ based on the function ontology and simultaneously
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in the model, all of which can support to realize the first stage. The second stage is also supported by the knowledge base, the function &effects base, analysis and solving tools of TRIZ.
2. FBS-A is built by combining A with FBS，which has been expounded detailedly in section
2.1 and 2.2.
3. The process of UXD is determined jointly by the source of analogy examples, the analogy
target and the knowledge of designers; moreover, the effect examples searched by the search
module of effect examples may be various. Those have great significance for motivating designers to make full use of their knowledge in the innovation process.
4. The analysis and solution module of TRIZ can transform negative affordances obtained by
the affordance analysis to the contradiction or substance-field model of TRIZ. The problem
solving tools of TRIZ include the knowledge base, the effects base and the tools of function
solving, contradiction solving and substance-field model, etc.
Total
Function

Requirement
AnalysisStart Design

Function Decomposition
Function
Structure

Analysis and Solution Of TRIZ

Function
Units

Standard Problem Definition of TRIZ

Function Definition

Function Ontology BaseFunction
Semantics

Knowledge Learning

Effect Search

Effects Base

ModifyContradiction

Substance-Field
76 Standard Solutions

Functions

Effects

Scientific Discovery

EffectKnowledge Base

Effect Example Search

Effect Examples Base

ARIZ Algorithm

Technical Contradiction

Physical Contradiction

39 Technical Parameters

Separation Principles

Contradiction Matrix
40 Inventive Principles

EffectExamplesSituated Analogy Driven by UXD
Situated Analogy
Situated Analogy
Based on A
Based on FBS
Function Unit
Solution

Affordancesof UXD

Affordance Analysis
towards Increasing Ideality

Negative
Affordances

VerifyDesign Scheme

Function Unit
Solution Set

CombineProcess Line

Database

Data

Handling Process

Fig.3. The Framework of Solving Process Based on U-FES

3.Application examples
The paper takes the multi-type vehicles common production mode of the Fitting Line in the
Body Shop of an automobile company as an example, in which the solving process integrating
FBS-A with TRIZ has been applied and the problems generated in the production process havebeen analyzed and solved successfully. The proposal has already been put into practice.
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3.1 Project overview and description of the problem
The work tasks of the Body Shop’s Fitting Line is to assemble and adjust Front Doors (FD),
Rear Door (RD), Engine Hood (HD), Deck Lid(DL)/Tail Gate(TG) and Fender for the Bodies
in White (BIW) of S308NB/HB, G01/G11, V818, G60. The workstation diagram is shown in
Fig.4. The execution system includes workstations named FL160、FL170、FL180、FL190 in
the production lines, among which includes process equipment, pneumatic guns, skids, tools,
etc. FL190 was vacant workstation, and the production line is dynamic chain plate mode.
Conveyor Direction

180

Hoist

170

160

Location of the Pneumatic Gun

Fig. 4. The Workstation Diagram of FL160-190

Fig. 5. Measurement and Adjustment of
G01/G60

The original production process produced five types vehicles (S308NB/HB, G01/G11 andV818) in the common line, in which improper process basically didn’t exist. While putting the
new type vehicle G60 into production, unreasonable factors in the arrangement of processequipment and the rhythm of process emerged from the renewed process of the common line.
The adjustments of TG for G60 were arranged to start from FL160 and then along with the
dynamic chain plate until FL180.This procedure required operators to stand on the skid whilemeasuring and adjusting the dimensions. The problem is that the new type vehicle G60 is a
sport-utility vehicle (SUV) whose body is higher, however from FL170 to FL180 there are threehoists which may interfere operation and injure operators(see Fig.1). Moreover, three hoists
here are indispensable to the process and should not be demolished or substituted.
According to the problem, the solving goal should be one that maintains the advantage of theoriginal system with the multi-type vehicles common production mode, while eliminating theoperational safety problems caused by inserting G60, neither making the improved system more
complicated or the operation inconsistent with the man-machine engineering，nor introducing
new problems during operational process.

3.2 Analysis of U-FES model based on FBS-A
The paper uses the water storage and flood drainage of Yangtze River as the source of analogy.
The working process of U-FES shown in Fig.6 describes the evolution of Fitting line fromfunction definition to structure generation.
The function layer describes the process of function decomposition and function semantics definition. The function & effects base of TRIZ supports this procedure. The predefined functionsof Fitting line include arranging the processes of assembling and adjusting FD/
RD/HD/DL/TG/Fender and the movement of transporting BIW and Operators. In terms of function structure, the processes of assembly and adjustment include hoists hoist FD/
RD/HD/DL/TG and pneumatic guns screw screws.
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Function
Layer

Assemble BIW

Assemble FD,
RD, HD, DL/TG

Effects
Layer

Structure
Layer(Target Design)

Adjust FD, RD,
HD, DL/TG

Screw

Hoist

ScrewsFD, RD,HD, DL/TG+

separate

Accumulate +Extract

aggregate

180

170

Hoist

Transport BIW
and Operators

Operators

BIW

FBS

180

190

160

Location of thePneumatic Gun

Hoist

Location of thePneumatic Gun

170

160

Migrated Location of
the Pneumatic Gun

Evolved Process Layout

Original Process Layout
Affordance
Layer

That using vacant workstations could cause dense deployed processes to be relieved.

Affordanceof the Target
DesignThat the single workstation is arranged too many processes could cause operations
to be interfered and the rhythm of process to be intensified.
+That the single workstation is arranged too many processes could cause too muchprocess equipment to be deployed here.

Affordanceof Examples

That the river channel is narrow could cause the flow to be accelerated.
That the lakes store water and drain flood could cause the flow to be decelerated.
ProcessLine

Correlation
Line

EvolveData

Fig. 6. The working process based on U-FES

The effects layer describes effects based on the function & effects base of TRIZ rebuilt andextended. The effects of the process operation arranged at each workstation include the aggregation of different processes at the same workstation and the separation of different processes
at the different workstations. The water storage and flood drainage of river can be thought ofas the source of analogy. Yangtze River accumulates tributaries and the flow velocity of its
main stream is slower in the broad channel and more rapid in the narrow channel. In addition,
the surrounding lakes can store water and drain flood by drawing off the water. The structure
solutions of target design can be obtained by analogizing effect examples via structure analogy
or FBS.
The structure layer describes the evolution process of structure solutions. This process is driven
by UXD and managed by TRIZ. Subsequently the problem is analysed using TRIZ.
The affordance layer describes problems using modal verb. The UXDs obtained from the source
design include: 1) That the river channel is narrow could cause the flow to be accelerated; 2)That the lakes store water and drain flood could cause the flow to be decelerated. The UXDs
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obtained from the target design include: 1) That the single workstation is arranged too many
processes could cause too much process equipment to be deployed here; 2) That the single
workstation is arranged too many processes could cause operations to be interfered and therhythm of process to be intensified; 3) That using vacant workstations could cause dense deployed processes to be relieved. Comparing the water storage and flood drainage of lakes in thesource design with utilization of vacant workstations in the target design could drive the evolution of process layout.
The FBS-A model layer describes the evolution of process layout, in which TRIZ has beeninteractively applied. While UXD obtained, the process can be switched to the analysis of TRIZ
entirely.

3.3 Analysis of TRIZ
1. Contradiction definition
In this example, the physical contradictions could be defined as follows: On the one hand, inorder to pursue the high-efficient production, the dynamic chain plate should move forward soas to ensure that the operators of three consecutive workstations (FL160/170/180) complete thecorresponding operations. On the other hand, in order to complete the operations of measuring
and adjusting the dimensions, the dynamic chain plate should keep static, the reasons of which
are the operator needs to stand on the skid and the static chain plate could prevent three hoists
from FL170 to FL180 from interfering operation and injuring operators. Therefore, that motion
or statics of the dynamic chain plate is inevitably a physical contradiction.
2. Analysis of inventive principles
Based on UXDs obtained from the analysis of FBS-A, physical contradictions can be solvedby the whole & part separation. That is to separate the integrated processes of each workstation
so that the processes of assembly and adjustment and the utilization of hoists can be separated.
3. Final scheme for solution
According to the separation method and the combination method, the processes of each workstation are separated and then recombined so as to optimize the process layout. The evolved
workstation diagram & migrated scheme is shown in Fig.7. The vacant workstation FL190 has
been applied. The initial positions for the processes of assembly and adjustment of DL/ TG foreach type vehicle have been migrated to FL190, which is behind the three hoists. The otherprocesses of FL160 have been migrated respectively to FL170/180/190. As a result, the interference to operations and the injury to operators have been eliminated, which accords with the
man-machine engineering. Moreover, based on the system substitution method, to rearrange
pneumatic guns could be considered. Two of the pneumatic guns in FL160 have been migrated
to FL170 for assembling DL of V818 while other two pneumatic guns demolished and substituted by the pneumatic guns in FL180 with the same specification. As a result, the cost of two
pneumatic guns has been saved. That could be treated as an UXD which has been applied in
the evolution. Through evaluation, the scheme of the evolved process layout satisfies the process requirements, such as security, torque, cycle time, etc. Consequently, the scheme has been
already implemented and works well.

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Conveyor
Direction

190

DemolishMigrate

180

170

160

Migrate
Hoist

Location of thePneumatic Gun

Migrated Location of
the Pneumatic Gun

Fig.7. The evolved workstation diagram & migrated scheme

4.Conclusions
The solving process integrating FBS-A representation with TRIZ is able to solve the problems
that the knowledge representation of TRIZ is too abstract and the function verbs of TRIZ are
too specific. In addition, the method can not only be applied to the innovation of behaviour andstructure in the target design but also support the diagnosis of function unit solutions during
analogy.
It is necessary to point out that no matter FBS or A in the situated analogy, the cognitive andperceptive process is completed by human so that the means of computer management should
be provided to ensure the accuracy of data storage and retrieval. Therefore, the information
model based on FBS-A and TRIZ would be an important part of future research.

References
1.MA Huaiyu, MENG Mingchen. Model of the conceptual design process based on TRIZ/QFD/FA.
JOURNAL OF TSINGHUA UNIVERSITY, 2001, Vol. 41, #11.pp.56-59.
2.Kim, Y-S and Cochran, D.S. Reviewing TRIZ from the perspective of the axiomatic design. Journal of Engineering Design, 2000, Vol. 11, #1.pp.79–94.
3.SHAO Yun-fei, XIE Jian-min. Research on the Frame and Model of Innovation Methods of TRIZ
and Six Sigma Model Integration. Journal of UESTC, 2010, Vol.12, #6.pp.1-6.
4.WEI Zi-hui, TAN Run-hua .Research on AFD failure analysis method based on TRIZ. JOURNAL
OF ENGINEERING DESIGN, 2007, Vol.14, #5.pp.354-358.
5.WANG Chuan, LI Yan. System failure analysis and creative design based on functional rolemodel. Journal of Machine Design, 2013, Vol.30, #12.pp.1-5.
6.Gibson JJ (1979). The theory of affordances. In: The ecological approach to visual perception.
Houghton Mifflin, Hopewell, pp.127–143.
7.QIAN L, GERO J S. Function-behavior-structure paths and their role in analogy based-design.
AIEDAM, 1996, Vol.10,#4.pp.289-312.
8.Schön, D. A. & G. Wiggins. Kinds of seeing and their functions in designing. Design Studies.
1992, Vol.13, #2.pp. 135 – 156.

Corresponding Author:
Shi Dongyan: Shidongyan@hrbeu.edu.cn

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

STANDARD VDI 4521 PART 3: INVENTIVE PROBLEMSOLVING WITH TRIZ: PROBLEM SOLUTION
Hiltmann, Kaia, Thurnes, Christianb, Adunka, Robertc, and Huber, NorbertdabcdCoburg Univ.Appl.Sc., Coburg, 96450, Germany

Kaiserslautern Univ.Appl.Sc., Zweibrücken, 66482, Germany

TRIZ Consulting Group, Sulzbach-Rosenberg, 92237, Germany

Weihenstephan-Triesdorf Univ.Appl.Sc., Weidenbach, 91746, Germany

Abstract
Standard VDI 4521 is a German industrial standard and technical guideline for practitioners. It is published in coordination with DIN standardization institute and MATRIZ, the International TRIZ Association. Part 1 was published in 2016-04 and recommends a nomenclature for TRIZ terms. Part 2 waspublished as a blueprint in 2016-12, it defines and concisely explains TRIZ methods and tools focusing
on the analysis phase of the problem-solving process. Part 3 covers the solution phase and will be published by the end of 2017 in draft version. The standard constitutes a reference for researchers, authors,and practitioners of TRIZ in order to establish a common understanding of TRIZ subjects. Tools andmethods differing from those described in the standard can be easily described by their differences fromthe standard.
Keywords: standard; VDI 4521; nomenclature; terminology, glossary

1. Introduction: Standardization of TRIZ
During the past 30 years, TRIZ spread out worldwide and an international community of TRIZ
users and developers has grown up. This way, large varieties of subjects of interest have been
dealt with and TRIZ has been enriched with influences from various cultures and disciplines.
On the other hand, the increase of methods and tools, mixture of TRIZ with non-TRIZ ideas,
and translations from one language to another brought along a confusion of terms and contents.
This situation is both stimulating and connected with drawbacks as we pointed out earlier [1–3]:•

For students seeking better understanding of TRIZ, it is difficult to compare different
sources of literature.

•

Beginners limit themselves to single parts of TRIZ and may misunderstand the whole
theory.

•Wrong conceptions of TRIZ may evolve, be passed on and be multiplied.
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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland•

If the theory is not well understood, methods of TRIZ may be mixed up with othertheories and their original conception may get lost.

•

Users and researchers need exchange and discussion. For this purpose, they need a common language and understanding.

•In order to present TRIZ as a state-of-the-art methodology, which ought to be part oftechnical education, TRIZ should have a generally accepted body or core, i.e. a standard.

Litvin, Petrov, Rubin, and Fey therefore compiled a catalogue of standard tools and methods
together with appropriate literature into the “TRIZ Body of Knowledge” [4]. Souchkov prepared a comprehensive glossary of TRIZ terms [5] on behalf of MATRIZ and Petrov provided
an extensive glossary incorporating input from various schools [6].
After consultation with the TRIZ community and MATRIZ, work on VDI engineering guideline started in 2014 based on a first version of [5]. The first part of VDI 4521 was published in
2016-04 [7] and the second in 2016-12 [8]. Part 3 is under progress and is expected to appear
in draft edition by the end of 2017.
There have been TRIZ experts who expressed concerns that a standard might interfere with
their work by requiring some sort of certification or restrain future development [1]. This is not
the objective of this project and is not usual for VDI guidelines – these are a mere descriptionof the state of the art and anyone may describe the methods he or she used as “according to” or“differing from” VDI 4521 in a certain aspect.

2. Contents of the standard
2.1 Part 1: Fundamentals, terms and definitions
Part 1 contains a glossary of TRIZ terms with their respective definitions, figs. 1 and 2, explainsbasic concepts, and provides an overview on the general process of problem solving. It lists
selected tools and methods and assigns them to the following parts of the standard, which explain them in more detail; finally, a list of recommended literature is given.

Fig. 1 Contents of VDI 4521-1 [7]Fig. 2 TRIZ glossary defining terms (extract) [7]369Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

The committee critically reviewed the terms in V. Souchkov’s glossary, removed doublets, anddetermined the terms to be included in Part 1. The general guideline was to compare various
works of literature – favourably translations of Altshuller’s works – and to decide on the mostcommon expression. Terms to be included in the standard were tools and methods that constitute the undoubted state of the art. First of all, these were Altshuller’s terms; in addition to
those, terms established and described in the literature such as function analysis, problem formulation, or root-conflict-analysis were included. Not included were new tools and tools that
do not yet qualify as “general state of the art” due to limited dissemination. The committee
would in no way judge the quality of tools and any term that will be more common in the future
may be included in a later edition of the standard.
Terms that are closely connected with an individual tool – e.g. the 40 Innovative Principles –are described together with the respective tool in Part 2 or 3.

2.2. Part 2: Objective, problem definition, and prioritisation
VDI 4521-2 explains TRIZ tools and methods, i.e. tool systems, which are used in particular in
the phases of describing objectives, problem definition, and solution prioritization in the problem solving process. However, since many TRIZ tools and methods are versatile and can beused in different phases of the problem solving process, the assignments made in Error! Reference source not found. only reflect the typical application. In practice, users will employ
and combine the methods and tools in many ways.
Table 1TRIZ tools with focus on the definition phase

Type of tool Description Problem def- Search for a Solution seof objective inition
solutionlection
Ideality

Objective
Creativity

TRIZ forecasting

Analysis



















Function analysis, function Analysis
model



Innovation checklist

Analysis

Problem formulation

AnalysisRoot-conflict analysis

AnalysisCause-effect chains analy- Analysis
sis, cause-effect diagram

Patent circumvention

Knowledge( typical use,  applicable)

The tools mentioned in Table 1 are explained in a concise manner following the objective todefine a tool rather than explain it to a beginner. The standard is not intended to be a textbook
for studying TRIZ. Tool descriptions therefore generally refer to suitable literature.
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2.3. Part 3: Problem solution
The tools described in VDI 4521-3 concentrate on the problem solution phase. Table 2 represents the subjects treated in this part. Once again, the assignment is arbitrary to some degree.
In the same way as above, we evaluated the literature including available training materials andsummarized the state of the art. Some tools have experienced considerable development work
during the last decades without general agreement on one version being evident, as is the casewith the Laws of Evolution or the Inventive Standards. In these cases, we limited ourselves to
describing the last undisputed version, i.e. Altshuller’s version.
Table 2TRIZ tools with focus on the solution phase

Type of tool Description Problem def- Search for Solution seof objective initiona solution lection
Contradiction

analysis

Inventive principles

knowledge

Anticipatory failure identifi- creativity
cationCatalogue of effects

resources

Feature transfer

resources










Laws of engineering systems knowledge
evolution

Function-oriented searchSize-time-cost operator

creativity

Resource analysis

resources

analysisPrinciples of separating con- knowledge
tradictory demands
Substance-field analysis

analysis

Inventive standards

knowledge

System operator

creativity







resources









Trimming

resources

Contradiction matrix

knowledge“Smart little people” model creativity



ARIZ



procedure( typical use,  applicable)

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



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3. Challenges to the editing teamIn the process of reviewing the state of the art, definitions and agreements showed up whichhave become common but which in some cases do not seem to be perfectly consistent. The
edition of a standard constitutes an opportunity to tidy up organically grown contents and tostraighten the systematics. The committee however did not dare to do so and resisted this temptation since we did not consider ourselves legitimated enough. Nevertheless, we would suggest
discussing several points at this conference (some were mentioned before in [3]).
•The Engineering system is defined as “Man-made assembly of several interacting elements which meets a purpose.” – The aspect of a purpose is crucial because this implies
that engineering systems are always open systems and that they serve the needs of theircreator. The limitation to man-made objects seems needless, though, since there is no
reason to exclude tools and constructions used by animals.

•

Field and function: These terms are not well differentiated from each other. According
to Bytheway [9], L.D. Miles coined the term of “function” at the end of World War II.
Could it be that Altshuller was not acquainted with this concept and therefore chose“field”? Function and Substance-Field analyses would benefit from reuniting bothterms.

•In Substance-Field and Function analyses, harmful functions use to be represented bymeans of an undulated arrow. Common illustration software does not draw this kind ofarrows. Could we therefore agree to use another type of symbol, e.g. a double arrow?

•

Separation principles – Altshuller mentions four principles in [10]: Separation in space,time, transition states, and system structure. Later publications list varying numbers ofprinciples. The committee arranged them into five: 1 space (where), 2 time (when), 3a
relation (for whom), 3b change of conditions (under what conditions), and 4 structure(on which system level). The numbering 1 – 4 respects the common classification, but
3a and 3b are in fact different – so why not five?

4. Conclusions and outlook
The international evolution of TRIZ has reached a level at which determination of the vocabulary and the definition of tools seems essential, so this task has been undertaken by several
initiatives. Our committee consisting of some 20 TRIZ specialists has integrated this material
with literature and summarized it in standard / engineering guideline VDI 4521. The Association of German Engineers, VDI, and DIN are internationally renowned standardization institutions and facilitated this process. Parts 1 and 2 of the standard have already been published, part
3 will be published by the end of 2017. The international TRIZ community will then be welcome to file suggestions for improvement for 6 months after which period the final version willappear.
All VDI guidelines are revised every 5 years. Later modifications required due to technicalprogress can therefore be considered in the next edition.
The official version is edited in English and German, a Russian version is being prepared, andadditional translations are desirable. Additionally, a textbook as an extended version is scheduled.
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Since a standard draws its value from being employed, we would wish to request all authors tokindly refer to the guideline.

Acknowledgements and interests
The committee express their gratitude to several TRIZ masters for kind counselling and to VDI
for project management. The committee members do not seek any personal advantage by thisproject nor are they obliged to any institution who does so.

References
1. Hiltmann K.; Souchkov V.; Thurnes C.M. et al. “VDI Standard 4521: Solving Inventive Problems With TRIZ – Status”. In: Souchkov V. and Kässi T. (Ed.): TRIZfest 2014. Prag, 2014-09-04– 6 pp. 247–254.
2. Hiltmann K.; Thurnes C.M.; Adunka R. “Standard VDI 4521 Part 1 in Blueprint.
Опубликование предварительной версии нормы № 4521 VDI Ассоциации Немецких
Инженеров: «Решение изобретательских задач с помощью ТРИЗ»”. In: Rubin M.S.; Petrov
V. (Ed.) „TRIZ Developers summit”. Saint-Petersburg, 2015-06-13 – 15.
3. Hiltmann K; Thurnes C.M.; Adunka R.; Mayer O. Koltze K.; Livotov P.; Müller W. „VDI
Standard 4521: Status“. In: TRIZ Future Conference 2015: The 15th International Conference of
the European TRIZ Association ETRIA, 2015. Berlin, 2015-10-26 – 29.
4. Litvin S.; Petrov V., Rubin M.S., and Fey V.R. “TRIZ Body of Knowledge”. MATRIZ. 200704-02. Available: www.aitriz.org/articles/TRIZ_Body_of_Knowledge.pdf [online]. Last update
2012-11-29, accessed 2017-08-20.
5. Souchkov V. “Glossary of TRIZ and TRIZ-Related Terms”. Available: www.xtriz.com/publications/glossary.htm [online]. Last update 2015-08-16, accessed 2017-08-20.
6. Petrov V. “TRIZ Glossary”. Available: http://triz-summit.ru/en/205040/ [online], Last update
2014-01-19, accessed 2017-08-20.
7. Standard VDI 4521-1: 2016-04. “Inventive problem solving with TRIZ - Fundamentals, terms
and definitions”. Available: www.vdi.eu/4521 [online], Last update 2016-04-01, accessed 201708-20.
8. Standard VDI 4521-2: 2016-12. „Inventive problem solving with TRIZ - Description of objective, problem definition, and prioritisation of solutions“. Available: www.vdi.eu/4521 [online],
Last update 2016-12-01, accessed 2017-08-20.
9. Bytheway C.W. “FAST creativity & innovation”. Fort Lauderdale, Fla., J. Ross Pub, 2007.
ISBN 978-144-169-378-5
10. Altshuller G.S., Selyutsky, A.B. “Wings for Icarus”. [Original title: Крылья для Икара: Какрешать изобретательские задачи. Cited after http://www.trizminsk.org/eng/book.htm]. Petrozavodsk: Karelia, 1980.

Corresponding Author:
Hiltmann, Kai: kai.hiltmann@hs-coburg.de373

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TRIZfest 2017
September 16-18, 2017. Krakow, Poland

SUGGESTION OF METHOD OF DISCOVERING INNOVATIVE IDEAS THROUGH CONVERGENCE OF TRIZ AND BIGDATA SOLUTION
Ji-Young Kima, Hyung-Seok Yeob, Jun-Young Leeba

R5, Samsung Electronics Co., Ltd., Maetan-Dong, Yeongtong-Gu, Suwon-City, Kyungki-Do,
443-822, Koreab

Value Innovation Program Center, Samsung Electronics Co., Ltd., Maetan-Dong, Yeongtong-Gu, Suwon-City, Kyungki-Do, 443-822, Korea

Abstract
To become a first mover, an individual/company should be able to derive and commercialize realistic
and effective ideas that can be recognized in a marker. Although there have been numbers of concerns
about how to achieve innovation in each company, no methodology is available yet for first movers toutilize for deriving realistic effective ideas and developing a product using the ideas.
The present paper provides a research on possible application of TRIZ in each company as a methodology for discovering innovative ideas so that an individual/company can become a first mover, wherein
TRIZ is a method of generalizing a problem in a case where a problem situation is clear to find a solution
therefrom, thereby solving the problem by individualizing the solution.
Considering a question 'what are ideas for discovering innovative ideas leading to the first mover?',some explanations of innovative idea methodology are exaggerated. As an example, it is explained that
innovative ideas emerge when an individual/company has an open mind, reads market trends, collects
massive amounts of information, and converge various categories.
However, Steve Jobs, who astonished the world with innovative ideas, said "Users do not know what
they want, and thus, market research or the like is not necessary," and he really did not do much market
research. He also said "Creation is a simple connection of various elements together. If you ask creative
people how to work so creatively, they will feel guilty, because their work is not a result of what they
actually did, but a result of what they saw." As such, what people call innovative ideas is often not very
impressive.
The lesson that the first movers can take from successful innovation cases is that, even if the stride
required for innovation is not a big step, a technology having a baby step can be an innovation so longas the technology has a great potential to attract consumers.
TRIZ defines a problem situation, which is well known as an unsolved problem, as a problem. When it
is difficult to find a solution easily, TRIZ solves a problem by combining various cases that have alreadysolved the problem. As a result, TRIZ is able to produce a solution to the problem in a totally unexpectedmanner, and accordingly, new ideas and large numbers of patents are created. As such, TRIZ is available

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for solving a problem that seems to have no solution, but it is difficult to link the TRIZ ideas to innovative ideas leading to the first movers. The reason why there is a difficulty may be that only the problem
solutions that are already well-known are defined as problems.
Perhaps innovative ideas can start with matters that are not well known. As Steve Jobs said, "Users do
not know that they want." That is, when a problem is discovered in a situation where one does not knowwhat the problem is, and the discovered problem is solved, the potential to attract consumers can be atechnology for achieving innovation. In this regard, TRIZ can be utilized as a methodology for discovering innovative ideas.
In the present paper, a way of discovering an unknown problem using various methods is discussed, andsuch an unknown problem discovery therefore is defined as a problem situation of TRIZ by using themost efficient method of finding the unknown problem. Once a problem is defined by TRIZ, the problem
is generalized to find a solution by using the process currently available by TRIZ, and the solution isthen individualized to solve the problem. According to one or more exemplary embodiments, it is to be
proved that TRIZ can be possible utilized by the first movers as a methodology for discovering innovative ideas.

1. INTRODUCTION
1.1 Research Objective
The objective is to expand TRIZ to the scope that first movers can utilize as a methodology ofderiving realistic and effective ideas and developing a product using the ideas.
The fast follower strategies have been widely valid in the meantime in the national development
and corporation strategies. However, new first mover strategies are now required to competewith the world's leading companies in the fierce global market.
Considering conditions to become a first mover, global sources and globalized creation are
required through one's creative and new attempts, such as a business portfolio, a product lineup,
a new product development, and so on.
However, blind first mover strategies are at risk in a situation where a market has not been
formed yet. In reality, fast movers may not be always winners. Even if the first mover strategies
are successful for the development of technology, such developed technology may not be able
to enter the global market or succeed in commercialization in the case where the first mover
strategies are not recognized in the market.
To successfully produce first movers, realistic and effective ideas that can be recognized in themarket should be able to be derived and used for commercialization. Corning Inc., which is aninnovating American manufacturer of glass and related materials for 165 years, has created an
unfamiliar position named as a chief innovation officer (CIO) three and half years ago. As such,
although there have been numbers of concerns about how to achieve innovation in each company, no methodology is available yet for first movers to utilize for deriving realistic and effective ideas and developing a product using the ideas.
Accordingly, in the present paper, it is considered whether the scope of TRIZ can be expanded
as a methodology of deriving realistic and effective ideas and developing a product using theideas to become a first mover, wherein TRIZ refers to a method of generalizing a problem in acertain problem situation or in a situation where consumer's needs are clearly shown, finding asolution, and individualizing the solution to thereby solve the problem.
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In TRIZ of the related art, a well-known problem situation is defined as a problem, a contradiction that is problematic in obtaining a result is discovered, and 40 Inventive Principles, Separation Principles, 76 Standard Solutions, Law of Technology Evolution, and the like are utilized
to solve a problem. However, in the present paper, an unknown problem situation is discoveredand defined as a problem, a contradiction that is problematic in obtaining a result is discovered,and 40 inventive Principles, Separation Principles, 76 Standard Solutions, Law of Technology
Evolution, and the like are utilized through problem resolution cases, to thereby proving that
TRIZ has possibility to be developed as a methodology that the first movers can utilize to derive
realistic and effective ideas and develop a product using the derived ideas.

2. Conditions for innovative ideas
New technology with a great potential to attract consumer's response
The lessons obtainable from cases where first movers achieved innovation are that the stride
needed to achieve innovation can be a baby step rather than a big step, so long as new technology has a great potential to bring consumer's response.
According to the contents of the masters of innovation in reality, a department of passenger
transport at SNCF, France's national state-owned railway company that has been selected as theMost Innovative Company in the passenger transport service business in 2013, is provided as
an example of the cases where first movers achieved innovation. SNCF, which is a leading
service provider to high-speed railroads and long-distance railroads in the European market,
was under increasing pressure to achieve innovation due to the liberalization of the European
rail service market beginning from the opening of the freight railway market in 2007 and thepassenger transport market in 2010. Here, Babara Dalibard, a representative who have been
managing SNCF since 2010, ordered to set a comprehensive research box including consumer's
diverse needs in transportation. That is, the service concept conceived by SNCF was far beyond
merely transporting a customer from one station to another station. Such a simple transportationin the railroad service, which is the company's core business, is merely consumer's minimal
expectation. What customers want is a service available between a starting point and an ending
point of the journey. Here is Dalibard's interview with <<EURAILmag>> below:"Our goal newly set in the TGV (France's high-speed strain) service portfolio was to save customer's trouble at every step from a starting point to an ending point of the journey, and that is,
every step including a process of registering and printing a ticket at home, a process of taking
children around at the station, a process of loading a luggage, and so on."In addition, Dalibard also says "our goal is to improve customer's travel experience by minimizing their inconvenience that they may feel from their departure point to destination." In thisregard, SNCF has created an idea portfolio, which refers to the most promising concept (i.e.,the most potential ideas to bring consumer's response) selected from the research box.

3. Beginning of discovering innovative ideas
Discovery of ideas that can bring consumer's response starts with discovery of consumer's hidden needs.
According to the exemplary embodiments above, ideas and new technology needed for innovation are deemed to be a combination of both technical and consumer perspectives. In this376Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

regard, the discovery of ideas that can bring consumer's response is deemed to start with thediscovery of consumer's hidden needs.
Various methods of discovering unknown problems
The present paper sought to discover ideas that can bring consumer's ideas by finding out effective ways to discover unknown problems.
As a target for the discovery of hidden needs, a smartphone is selected. The smartphone isselected because it is no exaggeration to say that the smartphone itself has no known problems
as a result of the repeated development to the point where a compact camera lost its place inthe market.
In the present paper, considering the discovery of ideas that will revolutionize a camera of asmartphone (hereinafter, referred to as a smartphone camera), many attempts are made in various ways to discover unknown problems as follows.

3.1 Discovery of unknown problems based on Event Exploration
First, events that occurred through a consumer's smartphone camera are subjected to exploration (Event Exploration).
The consumer's needs are discovered through a smartphone camera are listed according to theevents being occurred, and then, summarized in terms of unknown problems according to eachof the consumer's needs.
Discovery of unknown problems based on Event Exploration

Event

Customer's needs

Table 1

Unknown problems

Bedtime

I wish to shoot pictures of events that I wish to know specific events that haphappen while I'm sleeping
pen while I'm sleeping

Meal time

I wish to know calories of food at a I wish to know calories of food at a table
table by using a camera
without a need to calculate the calories

Hanging
I wish to take a picture with a friend
outwithfriends

I wish to record moments with a friend
by using a (nearby) camera without aneed to take an action of using a camera
to take a picture.

Driving to I wish to record/remember a road I I wish to record a driving route by using
work
drive
a camera while a car is moving
However, when the discovery of unknown problems based on Event Exploration is used as amethod of discovering unknown problems by analyzing individual's behavior patterns, a target
for such a method is limited. In this regard, there is also a limit to finding problems for deriving
innovative ideas.

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3.2 Discovery of unknown problems based on Group Activity
Second, as a way to find out unknown problems, group activities are proceeded (Group Activity). Participants are divided into two groups, and have an interview. 38 participants selectedfrom college students, office workers, or power users are interviewed, and consequently, 690
unknown problems are discovered.
Table 2

Group Activity interview

Stakeholder VOC"I wish to have a simple setting procedure"

Orthodoxies VOC"I need a PC for editing""I do not want to forget emotional memories "I do not pay attention to a guide even if it isof the moment I shot"provided""I want to express the color I feel""A high-quality picture has to be taken byusing a DSLR camera""I wish to have a clear picture""A good picture can be taken under a basic
camera mode""I hope I can connect a camera with other dis- "A filter of an application camera is betterplay devices"
than a basic filter of a mobile phone camera"
As a different group activity, the participants are subjected to an observation investigation. In
detail, at an amusement park, the participants who take a picture by using a smartphone camera
are observed for one day. Consequently, 28 unknown problems are discovered from 506 pictures being observed.

Fig 1. Observe users using smartphone cameras

Table 3
Discovery of unknown problems based on Group Activity

A shutter button on a screen is mainly used
A wide viewing angle is desired
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Based on the unknown problems obtained from the participant's interview and the observation
investigation, Idea Workshop was proceeded. Here, members consisting of ordinary citizens,college students, and TF members who participate Group Activity define 111 problem situations among the unknown problems, and accordingly, they can create an idea sheet on the basisof a simple solution concept.

Fig 2. Idea workshop to discovery unknown problems
Table 4
Simple Solution from unknown Problems

No.

Unknown problems

Simple Solution

1

I wish to have a picture that expresses well the at- Enhanced filter functionmosphere I want

2

I want to edit a picture (suitable for scenery, por- Enhanced filter function
trait, or the like)3

I want to share a picture easily with people I want

Sharing function

4

I wish I had no (hand) blur.

Blurriness in pictures

5

I wish to receive meaningful information by recog- Recording function
nizing a picture

6

I do not want to forget the feeling of the moment I Recording function
shot

7

I want to record my child's growthChild-related function

The group activities that were proceeded for 2 weeks in terms of the discovery of unknown
problems collected usage cases from various user types and discovered numbers of ideas. However, such activities were time-consuming methods, and were only suitable for group members
rather than individuals.
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3.3 Discovery of unknown problems based Big Data
Third, as a way to find out unknown problems, big data is utilized (Big Data). Big Data has
focused on so far finding out factors that influence the future by analyzing the data of the past.
However, in the present paper, it is assumed that there will be many unknown problems in
numbers of social data, and thus, a free big data analysis tool is used to attempt the discover of
unknown problems therefrom.
Attempts are made to discover unknown problems by using a tool that analyzes search frequency available from a portal site.
Google Trends and NAVER Trends each provide a tool that analyzes search frequency of asearch term for free. When the term 'mobile phone camera' is analyzed by the tool of Google
Trends, the search frequency of the term is increased on the release date of Galaxy phone. In
this regard, it is understood that a camera is an important factor of a mobile phone to consumers,
but any unknown problem related to a mobile phone camera cannot be discovered therefrom.

Fig 3. 'mobile phone camera' is analyzed by the tool of Google Trends

By NAVER DataLab (http://datalab.naver.com), a search term can be used to search data. For
example, when a search term 'mobile phone camera' is entered into a search box, at least 357
patents or statistical data on the mobile phone camera are found.
Provided are examples of unknown problems that can be discovered by DataLab analysis.

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Discovery of unknown problems based on DataLab analysis

Patents

Table 5

Unknown problem

PORTABLE MOBILE PHONE CAMERA It is difficult to take close-up photographs
LENS FOR MACROPHOTOGRAPHY
with a mobile phone camera
REAL-TIME STORING METHOD USING CAMERA OF MOBILE PHONE ON
WIRELESS COMMUNICATIONA storage space is limited after shooing
with a mobile phone

INFORMATION PROVIDING SERVICE It is difficult to search/discriminate photoMETHOD USING MOBILE PHONE
graphs taken with a mobile phone
CAMERA AND IMAGE SEARCHING/DISCRIMINATING SYSTEM, PARTICULARLY FOR SEARCHING MORE
ACCURATE INFORMATION QUICKLYAND EASILYGATE OPENING/CLOSING DEVICE An application plan other than a mobile
USING A DOOR LOCK CAMERA AND phone camera is considered
VIDEO COMMUNICATION OF A MOBILE PHONE, CAPABLE OF OPENING
A DOOR AFTER IDENTIFYING A FACE
OF A DELIVERER
Through the analysis of search terms by Big Data, patents and statistical data on the mobile
phone camera are easily collected, and accordingly, unknown problems related to the mobile
phone camera can be also discovered from the collected data.
As another way of Big Data analysis, social data is analyzed.
Big Data of Twitter or blog can be analyzed in real time.

Fig 4. 'mobile phone camera' Associative map

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Fig 5 'mobile phone camera' Social Data Analytics

Table 6
Discovery of unknown problems based on Social Data analysis

Summary

Contents

Unknown problem

Possibility of amobile phone
camera to be
wrongfully used(crime)It was annoying to go to other places totake a picture because somebody noticed
me that “someone behind you was taking
a picture of your leg with a mobile
phone".

A careful attention isneeded not to be exposed to unpermitted
shooing

Limited image
quality with uneasy set ups

When using a mobile phone camera, thecolor of the picture was either bright or
dark upon the electric light or angle.

A professional-like effect is desired even if
taken inattentively

Possibility of amobile phone
camera to be
wrongfully used(crime)It was annoying to go to other places totake a picture because somebody noticed
me that “someone behind you was taking
a picture of your leg with a mobile
phone".

A careful attention isneeded not to be exposed to unpermitted
shooing

Limited image
quality with uneasy set ups

When using a mobile phone camera, thecolor of the picture was either bright or
dark upon the electric light or angle.

A professional-like effect is desired even if
taken inattentively

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Possibility of amobile phone
camera to be
wrongfully used(crime)It was annoying to go to other places totake a picture because somebody noticed
me that “someone behind you was taking
a picture of your leg with a mobile
phone".

A careful attention isneeded not to be exposed to unpermitted
shooing

Limited image
quality with uneasy set ups

When using a mobile phone camera, thecolor of the picture was either bright or
dark upon the electric light or angle.

A professional-like effect is desired even if
taken inattentively

Possibility of amobile phone
camera to be
wrongfully used(crime)It was annoying to go to other places totake a picture because somebody noticed
me that “someone behind you was taking
a picture of your leg with a mobile
phone".

A careful attention isneeded not to be exposed to unpermitted
shooing

By the free Big Data analysis tool, activity trends uploaded by various age groups around theworld in portal sites, patents, main SNS messages, and the like can be collected in a short periodof time, and the analyzed results are visualized as trends, search terms, and the like. As such,in the present paper, various unknown problems of the mobile phone camera can be discovered.
The limitations of finding a problem with a limited target of Event Exploration, which is thefirst way to discover unknown problems, are overcome. In addition, based on Group Activity
and Workshop, which is the second way to discover unknown problems, it is confirmed thatBig Data analysis enables the discovery of unknown problems without a need of much time andeffort, through analysis of social media activities of various age groups around the world in ashort period of time.
The unknown problems obtained by the discovery above are then defined as problem situationsof the existing TRIZ, a contradiction that is problematic in obtaining a result is discovered, and40 Inventive Principles, Separation Principles, 76 Standard Solutions, Law of Technology Evolution, and the like are utilized to solve a problem.
The results obtained by solving the problem through TRIZ are registered with a number ofpatents, but for security reasons, a detailed problem solving process is not described herein (ifdisclosure of the process is required, further consultation is needed).
However, a variety of ways to discover unknown problems are introduced in the present paper,and more particularly, it is confirmed that application of Big Data is the most efficient way toanalyze problems faced by various people around the world in a short period of time. When an
unknown problem situation is discovered and solved by TRIZ, rather than solving a well-known
problem situation, it is confirmed that innovative ideas that people has ever through of can be
discovered.

4. Conclusion
The present paper suggests a way to solve an unknown problem, rather than a well-known
problem, so that TRIZ can expand its scope as a methodology of deriving realistic effective
ideas and developing a product using the ideas leading to the first mover. In particular, as thebest way to discover unknown problems, application of Big Data is introduced.
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The application of Big Data enables to the discovery of unknown problems, and when combinedwith the existing TRIZ, TRIZ is more advanced in terms of deriving innovative ideas. Therefore, TRIZ can be used as a methodology of discovering innovative ideas that can be recognizedin the market in the future.

References
1. A Study on the Design Idea Generation Utilizing TRIZ Concept, Dept. of Design, Graduate School of Chung-Ang University, published in 2012.
2. A Study on Paradox Management of Innovative Enterprise, Tesla Motors; Min-Jae Lee and Jin-Su
p Jung; volume 19(1); pages 1-24 (published in 2016).
3. Development of case-based service improvement method using TRIZ, Society For E-Business Stu
dies; Jung-Wan Hong, Jae-Ho Choi, and Young-Ho Cheon; volume 18(4); pages 107-127 (publish
ed in 2013).
4. Masters of Innovation, 2015

Corresponding Author:
Ji-Young Kim: Jiyoung81.kim@samsung.com

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TRIZfest-2017
September 14-16, Krakow, Poland
TEACHING CREATIVE PROBLEM SOLVING AND DECISION
MAKING. UNIVERSITY vs WORKPLACEMark G. Barkana,ba

Education for a New Era, Knoxville, 37922, USAb

MATRIZ, Knoxville, 37922, USA
Thinking is the hardest work there is,which is the probable reason why so
few engage in it.
— Henry Ford
Fantasy, abandoned by reason, produces impossible
monsters; united with it, sheis the mother of the arts andthe origin of marvels.
— GoyaSchools are training students
for a world that doesn’t exist.

Abstract
There are not so subtle differences between teaching creative technical problem solving anddecision making at a university and a workplace. The differences in life and practical experiences, the emotional makeup, the level of motivation, etc., present a distinct set of challenges.
But one observation, this author made throughout his many years of experience teaching TRIZ
based creative problem solving, practically, very few people in either group possess sufficientlevel thinking skills or an ability to learn new things.
In this paper, the author will discuss various approaches, developed while teaching creative
problem solving.
Key words: TRIZ, creative problem solving, thinking skills, motivation enhancing approaches

1. Introduction
We live and act in an unpredictable environment full of dangers and unexpected opportunities,
and we must not allow the unexpected to suddenly derail our efforts.
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Creative work is, perhaps, one of the most difficult and complicated ones, however, until recently, there was no technology, to aid with this work, and people had to rely on the method of
trials and errors when looking for innovative solutions, wasting weeks, months and years. Thissituation was tolerable at the initial stages of the development of science and technology, butfrom the end of the 19th and the beginning of the 20th century it became dilatory force in thedevelopment of the society. Then, various methods for activation of creative thinking were introduced into this process. Let’s name some of them – brainstorming, method of focal objects,
synectics, method of control questions, morphological analysis and others. Unfortunately, thesemethods represent mere improvements to the method of trials and errors.
Enter TRIZ! TRIZ was introduced to the Western World in the late 1980s. First in Europe, andin 1991 in the USA. Once several companies realized the power of TRIZ they started to lookfor ways to introduce TRIZ to their organizations. Immediately they were faced with a problemof an existing approach to workplace training, a 2-3 days’ seminar/workshop, vs. a much longer
process of TRIZ training. Some, like Proctor and Gamble in the USA and Samsung in South
Korea, simply hired experienced TRIZ practitioners from the former Soviet Union. Some others
tried a 2-3 days’ seminars/workshops, offered by several newly minted TRIZ instructors, whoquickly appeared in the USA and other Western countries. However, it did not take long for theindustry to realize that 2-3 days of training is insufficient for their associates to develop skills,
necessary for application of TRIZ tools for solving complex problems. In addition, the urge toteach TRIZ nearly completely displaced the real need – the need to teach creative problem
solving.
Also, many times I was asked: “…are there a book I may read and learn TRIZ?” My answer tothis question is as follows: TRIZ does not render the creative experience, it suggests it! Thus,
reading TRIZ book doesn’t make you an expert problem solver – solving problem, using TRIZ
tools, does. Just like reading a book on swimming doesn’t teach you how to swim – jumping
into water and swimming does.

2. What to teach
Automation, artificial intelligence, machine learning. Many experts disagree on what thesemodern technologies will mean for the workforce, the economy and our quality of life. But
where they do agree is that technology will change (or completely take over) tasks that humans
do now. The most pressing question, many economists and labor historians say, is whether people will have the skills to perform the jobs that are left.
For example, when ATMs were introduced in the 1970s, people thought they would be a death
knell for bank tellers. The number of tellers per bank did fall, but because ATMs reduced thecost of operating a bank branch, more branches opened, which in turn hired more tellers. U.S.
bank teller employment rose by 50,000 between 1980 and 2010. But the tasks of those tellers
evolved from simply dispensing cash to selling other services the banks provided, like credit
cards and loans. And the skills those tellers had that the ATMs didn't — like problem solving
and decision making — became more valuable.
"We are moving into an era of extensive automation and a period in which capitalism is justsimply not going to need as many workers," said Jennifer Klein, a Yale University professor
who focuses on labor history. "It's not just automating in manufacturing but anything with aservice counter: grocery stores, movie theaters, car rentals ... and this is now going to moveinto food service, too.
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What are we going to do in an era that doesn't need as many people? It's not a social question
we've seriously addressed."Instead of worrying about the mass unemployment a robot Armageddon could bring, we should
instead shift our attention to making sure workers — particularly low-wage workers — havethe skills they need to compete in an automated era, says James Bessen, an economist, Boston
University law lecturer, and author of the book Learning by Doing: The Real Connection Between Innovation, Wages, and Wealth.
"The problem is people are losing jobs and we're not doing a decent job of getting them theskills and knowledge they need to work for the new jobs," Bessen said. And this is not just low
paying occupations phenomena. People with college degrees, when losing their jobs, don’t havethe skills for a new carrier path. Nor do they possess the necessary skills for learning a new
profession. Addressing this skills gap will require a paradigm shift both in the way we approachjob training and in the way we approach education, he said.
"Technology is very disruptive. It is destroying jobs. And while it is creating others, albeit not
as many, because we don’t have an effortless way to transition people from one occupation toanother, we’re going to face increased social disruption," he said.
In this new age, Bessen said, we can't treat learning as finite.
"We need to move to a world where there is lifelong learning," he said. "You have to get rid of
this idea that we go to school once when we’re young and that covers us for our career. ...
Schools need to teach people how to learn, how to teach themselves if necessary."
With this said, the need to teach Creative/Problem Solving, Critical/Evaluative, and, as important, Practical/Learning skills to next generation of workforce is self-evident. Yet, very few
learning institutions are engaged in teaching these skills.

2.1. Creative skills
Until about 100 years ago, creativity has been considered as something attributed to a very few
especially talented people. Today, creative problem solving is a 21st Century survival skill.
Creative work is, perhaps, the most difficult and complicated one, however, until recently, there
was no technology, to aid with this work, and people had to rely on the method of trials anderrors when looking for innovative solutions, wasting weeks, months and years. This situation
was tolerable at the initial stages of the development of science and technology, but from theend of the 19th and the beginning of the 20th century it became dilatory force in the development of the society. Then, various methods for activation of creative thinking were introduced
into this process. Let’s name some of them – brainstorming, method of focal objects, synectics,
method of control questions, morphological analysis and others. Unfortunately, these methods
represent mere improvements to the method of trials and errors.
In the early 1940s TRIZ started to be formed in the former Soviet Union. This theory was basedon existing laws of the development of technical systems, rather than on human intuition. For
the first time in human history it was recognized that technology, as a system, develops in accordance with objective laws, independent of the wishes of engineers and inventors. The
knowledge and utilization of these laws allow any educated person to come up with higher level387

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inventions purposefully and with little time. With TRIZ, engineering creativity is accessible forany educated person, not just for the elite.
TRIZ is a young science, but hundreds and thousands of highly effective inventions have been
already created with its help. Many TRIZ principles are successfully used in scientific research,
medicine, pedagogy, business and many other areas. It should be noted here that TRIZ is not a
substitute for individual creative capabilities. It organizes and improves the effectiveness ofutilization of existing knowledge.
Genrikh Altshuller, a Russian scientist and researcher, is the author of TRIZ. At the present
TRIZ is being developed with the efforts of many of his students and followers in Russia andabroad.

2.2. Critical/Evaluative skills
Mentions of critical thinking in job postings have doubled since 2009, according to an analysis
by career-search site Indeed.com. The site, which combs job ads from several sources, foundrecently that more than 21,000 health-care and 6,700 management postings contained somereference to the skill.
Unfortunately, many people believe that critical thinking is about negativity or criticizing thework of others. Contrary to widespread belief, being a critical thinker doesn’t mean giving constructive criticism. Instead of focusing on producing critique, a critical thinker would first andforemost observe, analyze and gather information necessary for forming a consistent, thoroughand logical opinion.
Yet, most of our thinking lacks direction, is uninformed or downright prejudiced. And these are
the obstacles to critical thinking. Critical thinking is about actively and skillfully analyzing,
synthesizing and applying information generated by observation, experience, reflection or reasoning. It is also about evaluating information for reaching an answer or conclusion. Criticalthinking is the thinking in which thinkers improve the quality of their thinking by thoroughly
analyzing the given information and situation. And the quality of all we do and the decisions
we make depend precisely on the quality of our thought. Excellence in thought, however, must
be systematically cultivated – which is precisely why critical thinking is of extreme importance.
Critical thinking is an essential part of creativity, because we need this kind of thinking if wewant to evaluate and improve creative ideas. This kind of thinking is compatible with the socalled “thinking-outside-of-the-box”.
At the end of the day, critical thinking is the use of those cognitive skills or strategies that
increase the probability of a desirable outcome. It is used to describe thinking that is purposeful,reasoned, and goal directed. Critical thinking is about improving one’s judgment for being abetter problem solver and/or decision maker.

2.3. Practical/Learning skills
Earlier it was mentioned that education is not a finite process. Learning must become a lifelong
activity. In my and my colleagues practice, one of the biggest obstacles to overcome is nearlycomplete lack of learning skills in older adults. Same is observed with grade school and university students. The entire educational process is founded on rote memorization. And for a goodreason – to teach thinking skills teachers/professors must be able to think themselves. There area few natural born thinkers, the rest of us must be taught to think, but how? Most educational
programs are geared towards memorization of facts and, then, answering questions. Yet, people388

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don’t learn by answering questions, people learn by asking questions. The present-day conviction among educators is that students don’t know what questions to ask if they don’t know
anything about a subject. Therefore, most educational processes start with a lecture. Nothing
could be further from the truth. Just spend a few minutes with a 3-year old. They don’t knowmuch about anything, yet, their questions are like a rapid fire out of a machine gun. So, to teachlearning skills we need to foster curiosity and to encourage/teach asking questions.
And nothing motivates as much as the satisfaction of a personal discovery. It doesn’t have to
be an earth shattering discovery, but something new and interesting for you. One of the ways
to discover is to solve a problem one never solved before. An open problem, which may besolved in a variety of ways, each solution representing a specific situation and/or condition.

3. How to teachHere we face one of the most critical issues concerning fostering creative and critical thinking
skills. Which method/technology best suited for teaching problem-solving? A recent literature
review revealed over 150 various methods, claiming their superiority in this endeavor. But first
we need to agree that no single method/technology is equally potent in every situation.
Here we are looking at two vastly different environments: a workplace education/training anda university setting. The only thing these two have in common is the desired result – the welldeveloped capacity to find a way out of a tight situation. In other word, the ability to solve an
open problem in a best viable way under the circumstances.
Psychological inertia and associated linear thinking are two biggest obstacles to creativity. The
weight of knowledge holds down the lid on creativity and linear thinking is necessitated by theperceived need to stay focused.
Staying focused, according to many psychologists, is inferior to mind wandering when creativity is in order. Relationship of mind wandering to creativity and future planning suggests its
real value. However, there are strategies which may minimize the downsides of mind wandering
without disabling its productive powers.
For many reasons, workplace is superior to university setting for teaching creativity/problem
solving. One of the biggest reasons is that company associates are normally relieved of any
other duties while participating in training. University students, on the other hand, are always
busy, for they normally take 3-4 courses per semester. Being busy is very detrimental to creativity. Busy people tend to employ linear thinking; creativity calls for dynamic thinking. In
addition, TRIZ training in a workplace has much longer history than at a university. Thus, theprocess evolved as an all-day affair vs. little over one-hour class period. This timing requires
different approach to material delivery.
Critical thinking in a workplace often comes naturally due to the need to implement solutions.
In a university, critical thinking needs to be emphasized, which is somewhat more difficult.
So, here we have an acute issue: on one hand, creativity calls for relaxed, dynamic thinking, on
the other, TRIZ requires purposeful, concentrated thinking mode. The solution is within TRIZ
process, which offers the plethora of approaches for minimizing psychological inertia and adual thought process – creative and critical at the same time. Ideality and IFR are only two of
those. In fact, in many problem-solving situations one or another client team member would
exclaim: “…how can you state this nonsense with a straight face”. They refer, of course, to thefact that most ideal solutions are not possible due to various laws of nature. Yet, the process of
elimination helps to arrive at a viable solution much faster.
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4. Conclusion
While in both environments we aim at the same result and project based process is preferred,
there are not very subtle differences between the two. In the table below the author summarizes
his view on this issue.
Table 1

Position/activity

Workplace

University

A problem

Real life technical or business issue

Study problem from instructor’s portfolio

Is the problem solvableNot known until problemsolving process is engaged

The instructor knows themost plausible solution

Creativity

Developed in the process ofproblem-solving

Developed in the process ofproblem-solving

Critical thinking

Necessitated by
implementation

Needs to be developed in
students’ minds

TimingUsually, a weeklong of an
all-day process

An academic hour manytimes overTeam work

Teams formed based on thenature of issue

At the start of class, using
various methods

Desired outcome

The best, economically viable solution

The best possible gradeLong lasting result

Very few become “addicted” Very few become “addicted”
to the process
to the process

References
1. Daniel J. Levitin, The Organized Mind, Penguin Random House, 2014
2. James Bessen, Learning by doing. The real connection between Innovation, Wages,
and Wealth, Yale University Press (2015)
3. M. Davies, R. Barnett (Eds.), The Palgrave handbook of critical thinking in higher education, Palgrave Macmillan, New York (2015)
4. L. S. Vygotsky, Mind is society: the development of higher psychological processes,
Harvard University Press, Cambridge, MA (1978)
5. A. Guin, M. Barkan, Success Factor, Performance Press, Oak Ridge, TN, USA (2015)
Corresponding Author:
Mark Barkan: mbarkan@matriz.org

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

THE HERO’S JOURNEY AS A FRAMEWORK FOR
LEARNING AND USING TRIZ
Barbara Gronauera, Horst Th. NaehlerbabStrategieInnovation, Huenfeld, 36088, Germany

c4pi – Center for Product-Innovation, Huenfeld, 36088, Germany

Abstract
The “Hero’s Journey” from Joseph Campbell and Christopher Vogler describes a basic dramaturgicalconcept that is found in Myths, Fairy Tales, Novels and Movies. Campbell discovered that Myths andstories have similar structures which are independent from their cultural backgrounds and origins. This
structure can be found in all successfull, great stories and therefore resembles an archetypical pattern:
The Hero faces a threat or is confronted with a challange which forces him to go on a journey to solve
the problem or master the challenge. On his/her way, the Hero faces a number of tasks which at times
seem insurmountable. But finally the Hero prevails and he masters his challenges by reaching an increase in knowledge, combining his own potential with external gifts.
The „Hero’s Journey“ can be compared with the situation that lots of TRIZ beginners and learners aswell as people who design or work in innovation processes are confronted with.
The paper wants to examine the hypothesis that the “Hero’s Journey” is an analogy to learning andapplying TRIZ as well as an analogy for the innovation process itself. Therefore, the Hero’s Journey
can be used as a strategy on how to tackle obstacles and difficulties on the way to breakthrough solutions.
The related imagery of the Hero’s Journey also addresses the recipient on an emotional level, leading toa much higher motivation and stabilizing effect on their perseverance to learn and apply TRIZ as aneffective part of systematic innovation efforts.
Keywords: Learning TRIZ, “The Hero's Journey", motivation, obstacles, invention, creativity, organisation development, innovation process

1. About The Hero’s Journey
The term myth stands for tradition, a saga or a narration from e.g. prehistoric times of a nationor can be related to a person, an artifact or an event which are often glorified and reach a legendary character [1].
When someone first comes into touch with TRIZ, there are also myths. For example, the tale
about how Altshuller managed to survive the Vorkuta prison camp. According to the myth
Altshuller had to endure torture by sleep deprivation. A guard regularly checked if Altshuller
was awake by checking if he could see the white of his eyes, indicating the eyes are still open.
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Altshuller managed to solve this problem by using cigarette paper which he put on his eyelids,
creating the illusion of opened eyes while he was sleeping with his eyes closed. With this story
of Altshuller surviving the prison camp it is easy to achieve a high activation potential in an
audience to explain the concept of Physical Contradictions. [2]

1.1 The Hero’s Myth
Myths appeal to us human beings, they make us listen and reach us not only on a cognitive but
also on an emotional level, and we are happy to pass them on.
The Hero’s Myth has been described by American myth researcher Campbell. He analyzed
fairy tales, dramas and myths from different cultures and eras and discovered one common,
underlying basic pattern for human development that he described in the dramaturgy of thehero’s journey, structured in many steps and phases. [3, 4]
Myths rank among early cultural form of dissemination of knowledge used mainly by thosecultures without writing. Commonly accepted wisdoms, the “moral of the story”, were passed
on and thus conveyed to younger generations or other communities.
Campbell showed that heroes are not born, but develop their forces and strengths by mastering
the different challenges during their hero’s journey, growing and maturing on their way.
Campbell’s path on which heroes go is always the same and consists of 17 steps which aresummed up in the following quote:“During departure, there is calling versus refusal. The hero still feels well and secure in his
world. But the something happens. Enforcedly or of his own free will the hero start the adventure into the unknown. This is only possible if he gets into something foreign, uncomfortable,difficult and if he disengages himself from the old, known world. The mentor provides the necessary resources, making it possible to cross the first big threshold into the unknown. The pathof trials in the land of the adventures outlines the difficult tasks that the protagonist at this time
already (or not yet) solves. He overcomes the biggest fear in the decisive trial, and the reward
provides the power to cross the second threshold back to normality. The way back shows how
the difficult way back stabilizes the newly achieved skills. These skills get integrated in the daily
routine. As a master of two worlds the hero is empowered to act when the new state is a matterof course.” [5]Later on, Vogler summarized Campbells sequence in 12 stages which today are commonly used
for developing scripts for screen-plays [6]. Additionally, these phases of the Hero’s Journey arewidely used in the area of personality development, Coaching and even in organizational development.

1.2 Phases of the Hero’s Journey
Vogler’s established representation of the Hero’s Journey in 12 steps contains the following
stages:1. The Familiar World
The familiar world is recognized as insufficient, dull and boring, but the protagonist is
not yet aware of the significant deficiency.

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2. Call of Adventure
By meeting a “Herald” the protagonist slowly develops a desire for change. The previously unconscious deficiency slowly gets noticed, but still is largely fuzzy and undefined.
3. Denial and Entanglement
Giving up something familiar does not come easy to humans. Mostly it is combinedwith trouble and when faced with an upcoming change denial and hesitation increase.
Internal and external voices gain influence and obstruct the progress.
4. Meeting the Mentor and crossing the Threshold
At this time a Mentor comes into play. With his/her help the protagonist crosses thethreshold of refusal and moves on into the “unknown land”.
5. Tests, Allies or Foes?
On his journey the protagonist has to pass tests and he will meet allies and foes. Onlyby this situation the true extend of the journey gets visible.
6. Revelation
While the protagonist solves his tasks his potentials and talents get revealed and hislife task gets clear.
7. Lifting Treasures
He/she acquires those new skills and abilities that are needed to safe the old “familiar
world”.
8. Refusing to return
With the newly gained knowledge the protagonist refuses to go back to the old world
and the everyday life. Will there even be a possibility to apply the new skills? Reluctance to return rises.
9. Decision to return
Finally internal or external motives persuade the protagonist to return.
10. The way back und crossing the threshold to the daily routine
Back in the daily routine the hero is facing lack of understanding and distrust.
11. Awareness of two Worlds
The difference between the two worlds “Adventure” and “Daily life” become apparent. He/she starts to connect both worlds by integrating the new knowledge into theold world.
12. Sharing the Experience [Allies, opponents?]
Finally the protagonist succeeds in sharing the new skills, knowledge and his experiences with the old world, thus changing it. [7]Independent of the task, an arc of suspense is created during the hero’s journey. This escalation
to the dramatic is the difference to “normal” projects of classical approaches. When applied in
the context of a business project, the artistic-aesthetic concept of the hero’s journey consciously
uses exaggerated emotionalization and lengthening of the process in order to visualize contradictions and areas of conflicts instead of rationalizing and building structure. By this means
participants of the “journey” become impersonators of feedback scenarios, fears get visible anddiscussable, at the same time everyday situations get emotionally charged. As a part of surprising arrangements, associations and fantasy practices the participants get new experiences. Their
inner worlds that seemed to be forgotten open up.
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1.3 Example of a Hero’s Journey to TRIZ
The following example shows the typical story of a beginning TRIZ student. While being fictitious, the story incorporates experiences of several real people we trained and met during
workshops.
“My life in the R&D department is quite demanding and tiring at the same time. Again andagain we need to solve problems to fulfill new customer requirements. This is on the one handan exciting job, but it is also stressful. It is like this in the whole 18 years of my career. We areforced to come up with new things, at the same time costs need to be decreased and the new
products should be more and more innovative. Again and again, because the solutions quickly
become insufficient to our customers – and because we always managed to deliver new solutions. But over time” - he sighs – “it’s getting overwhelming. All this struggle to increase theefficiency by a mere 0,5%. All the attempts and trials. The roundabout turns faster and faster.
Every now and then I feel like we are expected to perform magic to fulfill the demands. No
wonder: sometimes I long for means to ignite my creativity so I can perform better and escapethis misery more easily. But what can this magic potion be?”One day a colleague tells his teammates about a new kind of transmission. A true innovation itis said to be. By using “movable teeth” and somehow “turning the gears upside down” theefficiency has been increased by multitudes. “But how is this possible? With which magic wanddid the developers come up with such groundbreaking ideas and this unimaginable solution?”Hans asked himself while mulling over the optimization of a motor. “I want to be such a great
inventor as well!” His research leads him to TRIZ – a methodology that is said to be based on
analysis of patents. The inventors of TRIZ had the intention to enable individuals to come up
with inventive solutions faster and more easily. “Sounds interesting…” Hans was excited. He
looked for a training and found a course that even said to issue an internationally acknowledged
certificate. But doubts started to set in: “Hmmm… if it really is a good idea to participate insuch a training? And the cost… what will my boss say when I ask him for the training? I’ll be
missing three working days…” he pondered. „Maybe it is not such a great idea to expose myself
like this after all. Maybe the others think I am not smart enough and I need such a method tohelp me get ideas? Won’t do that… but then again, it really sounds interesting, and it is basedon real patents… maybe… or better not?”Daily routine continued as usual. Then one day a guy from the sales department dropped byand showed us this part: “Look what our competitor managed to come up with!” and indeed,
the competitor launched a new motor that was much smaller and had double the power of previous versions. “How did they do this?” the others wondered. Hans felt insecure but at the sametime defiance grew “We can do this as well, and better!”. The same day he went to his boss andrequested the training.
Hans was relieved to leave for the training as his scoffing colleagues started to get to his nerves.
At the training, he met other developers that had quite similar experiences in their work lives.
“Everything gets faster and we have to come up with clever solutions more and more frequent.”
Lamented Thomas, who was in his first job, fresh from university. Product manager Gloria
added that competitors from Asia already produced excellent quality. Moreover, the time herteam needs to come to a decision was much too long. “I hope TRIZ can help me getting a better
feeling for a good direction for our product development.”
They all were excited to get to know this “new” methodology. But it was harder than they firstthought it would be. Changing the way of thinking was really tough work - all the new terms
and definitions, Functions, Substances, Fields, Systems, Resources. And all but Hans were not394Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Polandused to learning anymore. “My brain starts to get muscle ache!” Gloria moaned. “This is reallycomplex matter.” Thomas sighed when they spoke about the requirements to pass the test forthe certificate. “And it is only the first level?” he laughed. But they worked together, discussed
the steps and approaches of the TRIZ tools they learned and helped each other with their firsttraining assignments. “How will it be when we first work on our own real problems?” asked
Hans. But first, they needed to get through the test. Afterwards they were a bit surprised – “I
didn’t expect that I could complete the exercises so smoothly. It is really exciting to see how
differently the thoughts are guided when we follow the TRIZ systematic: I already start to seesome possibilities I didn’t realize before! Great!” Thomas and Hans were happy. Gloria agreed.
„In the future I will check our new concepts if they are able to solve a crucial contradiction forour customer – then I know we have a good and promising solution. That gives me a goodfeeling, and I am sure we will have a much clearer base for our decisions!”“However” Hans said “I have some concerns when I come back to our department and should
explain everything to my colleagues. After all I only just begun to understand a bit of TRIZ
myself. How should I be able to answer all questions, let alone knowing from the get-go whatis the right path to a solution?” On the last day of the training the concerns started to give way
to a slight case of stage fright. Equipped with a well thought-out concept for his first “own”
TRIZ-Workshop Hans was optimistically travelling back home. Also, he passed the test withvery good results! He was proud and celebrated his success with a big cone of ice-cream, whichreminded him a bit of his time in the university.
The next Monday, back at his desk, he thought about how to integrate TRIZ with his usual way
of working. He simply didn’t want to fall back to the old routine! “I’ll take my time to sort itout while going over my to-do list. I’ll make a plan, which TRIZ tools I could use for whichtasks.” he thought. He retreated to a small meeting room called “Thinking Island” – this newroom concept the organizational developers came up with is not so bad after all - he smirked.
On the whiteboard he started to gathered all contradictions that he could recognize in the tasks
and projects he was involved with and developed his “TRIZ-ified” approach to his work.
Despite little banters from his colleagues in the beginning, Hans succeeded to establish little
TRIZ sessions whenever they faced tough problems. The systematic approach and successes
they achieved intrigued his colleagues, they quickly wanted to know more. Happy about thisreception, Hans felt encouraged and satisfied and eagerly set off to work on the next problem.

2. Hero’s Journeys for Skills Development
2.1 Developing personality through a Hero’s Journey
The story above shows that Hans was not satisfied with his work situation because of the pressure, lack of ideas and better competitors. He wanted to change something. Despite his first
hesitation and because of the increasing market pressure, he finally gathered all his courage andasked for the budget for the training. With this step he took the first hurdle, overcame his selfdoubts and stepped into the unknown land of the “TRIZ Adventure”. During the training there
were several tests and trials: Changing the way of thinking is a tough challenge, as well as
mastering the amount of new knowledge, and finally the written test. In the end he is not only
encouraged by the new possibilities, ideas and suggestions he gets, but also his self-confidence
increases because he succeeded in the written test where he could proof that he was able tocorrectly apply the tools he learned and that he understood the correlations.
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The preceding research and gathered arguments for requesting the training budget as well as
the planning of the transfer of the new know-how into the daily routine are the “Mentors”,
helping on and strengthening courage and self-confidence. The experience gathered throughthe training, the exchange with his “ally”, the other training participants, and the validation
through the certification test all made him confident that he would find good solutions later on.
This confidence finally convinced his colleagues, which witnessed a “new” Hans that was excited to face new problems and work out inventive solutions systematically, instead of whining
about the tough situation and pressure of ongoing change. Hans had the courage to change his
old habits, testing out his new methods, going through failures and mistakes, steadily improving
himself. The implementation of his new knowledge is successful because of the hardship andexperience he went through on his Hero’s Journey.
The following figure shows this particular journey with the 12 steps, see Fig. 1:

Fig. 1 The Hero’s Journey, shown by the situation of Hans, a TRIZ student

New solutions grow out of experiments with the unknown. Consequently, new solutions are to
be found in the unknown. [5] On his way the hero has to be able to change and proof his flexibility in different roles that he has to play. By reflecting his own experiences, the hero getsaware of his ability to grow despite of, or even because of, all insecurities, challenges and imponderabilities he had to face. He increasingly gets aware of the changing roles and relationships. The example of Hans shows, that the protagonist himself grew to be the designer anddriver of change.
When compared, the Hero’s Journey and the typical experiences of a TRIZ-beginner show clear
similarities. The Hero’s Journey can be seen as a strategy to approach one’s own way to becomea “TRIZ problem solver” and actively facing the coming (organizational and psychological)
obstacles.
As a topic for further analysis, analogies between Campbell’s “Hero’s Journey” andAltshuller’s “Life Strategy of Creative Personality” [10] could be assessed – first observations
indicate several possible similarities.
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2.2 Developing Organizations with the Hero’s Journey
The experiences of Hans described above can also be transferred to teams, departments andorganizations. His story illustrates that heroes are not born, but are made out of ordinary people.
Everybody can be a hero. When we get invited to witness a story together with the protagonist,to act and to suffer together with him, the story gains affective intensity that makes us dive into
the story and keeps us inside of it. [8]In the shape of a Hero’s Journey a change process of an organization becomes a story which
not only speaks to the mind, but as well to the hearts and emotions of the people involved. A
story touches and creates affective impact, if it is developed, thought through, told and experienced by all people involved. [7] Telling a story helps all participants to reduce the complexityof upcoming change to discrete pictures and increasing the amount of knowledge and experience. Ideas can be stated more courageously and spoken out loud because of the pictorial, eventful and associative communication related to a story. The sensed experience is triggered deeply,
challenges get catchier. The connection of heart and mind speaks to humans holistically.
As the Hero’s Journey also considers doubts and mistakes that have to be corrected, the humanbeing is accepted with all his benefits and shortcomings. This acceptance makes it easier forthe participants to speak their mind freely, admit mistakes, asking for help and participating ina collective working rhythm that can lead to a state of Flow.
The abstraction in form of a story also makes it easier to question the status quo. Especially thisis one of the hardest challenges for many people: Admitting, that previous activities have been
good, but is not sufficient or even debilitating for future challenges – without knowing how
future activities might be successful or how they should look like. [8]Insofar the dramaturgical development of the Hero’s Journey does not only reflect the transformation of personal change and development, it can also be used as a synonym to describechange or innovation processes of companies.
“All story texts have the basic ability to create models of reality […] They do not depict reality,
they design realities.” [7] Within this context it is insignificant if the stories have a lot or little
to do with the daily life of the readers or listeners. In fact, it is more crucial that the stories havethe ability to enable humans to create whole concepts of reality within their mind. “By this,they relate to the knowledge of the recipients and build on more abstract layers of knowledge
than the pure knowledge of “normal” daily life: They utilize the ability of the viewer or listenerto envision a “possible” daily life with all of its normative deep layers.” [7]3. Conclusion: The Hero’s Journey as strategy for learning and using TRIZThis paper shows that the concept of the Hero’s Journey can be used as an applicable, emotionalizing analogy to learning and implementing the TRIZ methodology. The activated inner relationship supports human beings to accept their doubts and constraints and to actively deal withthem. They touch the unconscious which also helps to create new solutions need for their work.
The tension-laden storyline of the Hero’s Journey on the one hand activates intrinsic motivation
to “persist”, on the other hand it strengthens their self-confidence due to the mastered challenges.
Both aspects “intrinsic motivation” and “increased self-confidence” are crucial support factors
for learning and implementing TRIZ as well as for finding of new and creative solutions.
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Based on these observations the authors draw the conclusion that it is not so important to simplify TRIZ so it gets learned and applied, rather it is about communicating the Hero’s Journeyof TRIZ users on an emotional level to inspire potential users for this methodology.

Annotation
TRIZ Master Valeri Souchkov adverted, that The Hero’s Journey is comparable with Altshullers’ live story and his recommendation for TRIZ students, which is described e.g. in the book
“How to become a Genius?” [10].

References
1. Duden. http://www.duden.de/rechtschreibung/Mythos
2. Ikovenko, Sergei, Gedächtniszitat, TRIZ Level 2 Training, 2010
3. Campbell, J. “Der Heros in tausend Gestalten”, Berlin, Insel, 1999
4. Schildhauer, Thomas, Busch, Carsten, Trobisch, Nina, Steinicke, Martin, Corad, Florian,
Denisow, Karin. “Innovationdramaturgie nach dem Heldenprinzip” In: Möslein, Kathrin M.,
Trinczek, Rainer, Bullinger, Angelika C., Danzinger, Frank, Lücking, Stefan. “Balance
Konferenzband”, Heidelberg, Cuvillier, 2010, S. 97-106
5. Denisow, Karin, Scherübl, Ingrid, Trobisch, Nina. “Innovationsprozesse als
Innovationsgeschichten: Spannend und erfahrungsgeladen für den Wissenstransfer.” In: Jeschke,
Sabina. “Innovation im Dienste der Gesellschaft”, Campus, Frankfurt, 2011, S. 65-71
6. Vogler, C. “Die Odyssee des Drehbuchschreibens” Frankfurt a.M., Zweitausendeins, 1997.
7. Lindemann, Holger „Sie große Metaphern-Schatzkiste. Systemisch arbeiten mit Sprachbildern“,
Vandenhoeck & Ruprecht, Goettingen, 2014, S. 176-212
8. Wulff, Hans J. „Das Leben besteht aus Geschichten“, TELEVIZION, 25/2012/2, S. 4-7
9. Schmidt, Gunter. „Liebesaffairen zwischen Problem und Lösung, Heidelberg, Carl-Auer, 2004,
2017, S. 412f.
10. Альтшуллер Г.С., Верткин 10И.М., Как стать гением: Жизн. стратегия творч. личности.,Мн.: Беларусь, 1994, ISBN 985-01-0075-3

Corresponding Author:
Barbara Gronauer: bg@strategieinnovation.de398Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

TRIZfest 2017
September 14-16, 2017. Krakow, Poland

THE LAW OF SUPERSYSTEM COMPLETENESS
Valeri Souchkov
ICG Training & Consulting, Enschede, 7511KH, The Netherlands

Abstract
The paper introduces the Law of Supersystem Completeness and explains reasons of why it was proposed. This law belongs to the category of Laws of Static originally developed by the founder of TRIZ
G. Altshuller. Main purpose of introducing the law is to provide formal background for further development of criteria which would help to identify potential mismatch between a technical system and its
supersystem due to unavailability or immaturity of supersystem components which are required to ensure not only successful operation of a technical system and proper execution of its functions but its
success on the market as well. The paper is illustrated by the examples.
Keywords: TRIZ Laws, Technology Development, Law of Supersystem Completeness,.

1. Introduction
The System of Laws of Technical Systems Evolution was introduced by G. Altshuller in 1979[1]. The original system consisted of 8 laws divided to three groups:•

The Laws of Static which define conditions for a technical system emergence, composition and viability.

•

The Laws of Kinematic which are observed independently from specific technologicaland physical factors which produce impact on evolution of a technical system.

•

The Laws of Dynamic which imply that evolution of every technical system depends
on specific technological and physical factors which produce impact on evolution of atechnical system.

Afterwards, the system has been revised and updated by a number of TRIZ co-developers and
TRIZ schools, some laws were redefined, new lines of evolution (also known as trends andlines of technical systems evolution) were proposed. These updates resulted in several systemsof TRIZ Laws and Trends of Technical Systems Evolution known today [2,3,4,5]. New trendsof evolution were suggested, like in [6] and are introduced by TRIZ authors today [7]. Later theterm “Law” for certain laws defined by G. Altshuller was replaced by some TRIZ authors withthe term "Trends of Technical Systems Evolution" due to the lack of exact statistical proof thatthe these laws are valid for all technical systems under certain circumstances without exception.
All these facts indicate that research on the Laws and Trends of Technical Evolution are still inthe developing state and the system is far from being complete.
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2. Current Situation
2.1. Definition of Supersystem
According to the most important law of TRIZ – the Law of Technical System Completeness
which belongs to the category of Laws of Static, a minimally viable technical system includes
at least four components (subsystems) which provide functions of 1) Engine, which is fed byenergy received from supersystem (energy source), 2) Transmission, 3) Control Unit, and 4)
Working Unit which delivers main useful function with respect to a certain target, which is also
known as “product” in Classical TRIZ (Fig. 1). Both Energy Source and Target belong to supersystem.

Fig. 1. A Complete Technical System

If we look carefully at the most of the systems of the Laws of Technical Systems Evolution(Development) we can notice that all the laws and trends relate to either technical system or toits particular subsystems. However it is obvious that a technical system does not exist for itself.
Every technical system delivering a specific main function is created with a certain purpose tobe utilized by its higher system, which is known in TRIZ as a “supersystem”.
In TRIZ, supersystem is defined as “A system that includes a technical system given as its part(sub-system).” [8]However, each system has its own lifecycle which demands different supersystems for the same
system at each phase of its lifecycle. For example, during delivery of a new digital photo camera
to a customer, the camera is stored in a package. Is the package a part of supersystem of thecamera? Classical TRIZ usually considers supersystem only within the context of a time frame
when a technical system is in operational mode. Nevertheless, without focusing on each phaseof the technical system lifecycle, the system will not be able to work as and where required.
Therefore, supersystem of the camera during its transportation and delivery has the high degreeof importance as well. The package will be a part of supersystem since it interacts with thecamera at a particular stage of the TV set lifecycle and delivers useful purpose – protects thecamera from damage during transportation.
In other words, we can expand the definition of a supersystem and define it as “a system whichinteracts (through physical or informational links) with a technical system at each phase of thetechnical system’s lifecycle”.

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2.2. Complete Technical System is Not Enough
Just creating a complete technical system that would include all abovementioned four components which properly deliver their functions does not mean yet that the system will work as
expected. Such a system exists inside its supersystem, and it is crucial that its supersystem also
possesses the minimal number of ingredients necessary to provide proper functionality of thetechnical system at all stages of its planned lifecycle. According to [9], each year more than
30,000 new consumer products are launched and 80 percent of them fail. There is a number ofreasons why products fail on the market, and one of them is mismatch between a product andits supersystem.
One of the most known historic cases of mismatch between a technical system and its supersystem is invention of the mass car production by H. Ford. Before his famous Ford Model T
car, only rich people could afford a very expensive custom-built car. A number of Ford’s innovations in the car design and the assembly line made it possible to produce a car available topeople with average income. By 1914, his plants were producing 260.000 cars annually. But
there was one big challenge: the roads which existed at that time in the U.S. were not built for
cars, most of them were not paved. It meant that producing a large volume of cars could meet
serious barriers. One of the solutions in Model T was to use strong and light vanadium steel for
critical parts thus making the car very durable on rough roads. But the other solution was success of convincing government to increase rate of building paved roads which was a necessary
ingredient of the car’s supersystem. Further attraction of investors and introduction of gasoline
tax part of which was used for building new roads helped to drastically increase the number ofpaved roads in the country which, in turn, increased cars production and sales [10].
Another case is evolution of digital music players. Before Apple announced its famous iPod in
2001, there were other digital music players on the market, produced by some major brands
including Sony. However, their sales were rather slow: one of the reasons was that legal music
files were hardly available on the Internet rising a simple question: “Where to get music?” iPoddisrupted the market by producing a solution in supersystem: Apple linked iPod with iTunes
online web store where everyone could purchase separate music files from a very large collection without the necessity to purchase expensive full albums [11]. As a result, by the end of
2002 iPod captured 82% of the U.S. retail market share.
The examples above illustrate the immaturity of supersystems with respect to system’s targets
and use. Often, a technical system fails due to immaturity of supersystem providing energy
source. Attempts to widely distribute transistor radios in African rural areas in the 1970th failed
due to the lack of electricity supply networks and high price of batteries.
There are plenty of examples in the history of technology demonstrating how ignorance ofavailability or immaturity of supersystem components led to failure of new innovative products
which either arrived too early on the market or failed due to a lack of one of the critical supersystem components.
Thus the question emerge: how can this ignorance be avoided? Partly, building Technology andProduct Business Roadmaps [12] helps with answering this question. However there is no formal background for systematic assessment of supersystem which can be used to identify potential mismatches.
Therefore the author’s opinion and proposal is to expand the Laws of Static with one more law:
The Law of System Completeness which describes conditions necessary for a technical system
to be functional, viable and adding value in the outer world.
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3. The Law of Supersystem Completeness3.1. Definition
As becomes clear, The Laws of Static can be expanded with one more law: The Law of Supersystem Completeness. The definition of the Law is as follows:
For successful and sustainable delivery of functionality, providing required performance and quality, and staying viable, a technical system (TS) should possess a supersystem which consists of at least four components:
1. Supersystem providing TS’ energy source.
2. Supersystem providing TS lifecycle.
3. Supersystem providing TS control.
4. Supersystem of TS’ target.

Fig. 2. The Law of Supersystem Completeness3.2. Explaining Key Components
As seen, the completeness of supersystem is defined by four key components (Fig. 2):
1. Supersystem providing Energy Source: every component of a supersystem which isneeded to provide, supply and deliver energy necessary to ensure expected TS functionality (including its different parts). Electric home appliances will be useful unless electric current is provided by the city grid or by a standalone diesel generator which, inturn require diesel fuel. Electric Tesla cars would not run unless there are charging stations at homes and parking places. Thus the supersystem of Energy Source must ensurethat energy needed to feed a technical system and its parts is always available and delivered to the system as long as it is needed.
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2. Supersystem providing TS Lifecycle: everything which is needed to provide different
phases of TS Lifecycle. Most critical among them are:•Production: Minimal number of subsystems of a supersystem which is needed toenable manufacturing and distribution of TS: R&D; design, manufacturing facilities
and HR; supply chain of parts; marketing and sales channels, logistic operations,etc.

•

Delivery: Minimal number of subsystems required to deliver a system to its operation location unless the system will be operated exactly at the same place where it
was built.

•

Use: Minimal number of subsystems of a supersystem which is needed to use a TS.
Includes support, maintenance, production and delivery of parts and consumables
needed for TS to operate, etc.

•

Repair: Minimal number of subsystems of a supersystem which are necessary torepair the technical system.

•

Utilization: Minimal number of subsystems of a supersystem related to utilizationof a system or its second-hand use.
These five parts of supersystem needed to provided technical system lifecycle mentioned above are most critical parts. There might be more parts involved depending
on a specific technical system.

3. Supersystem providing TS Control: Minimal number of subsystems of a supersystem
which provide control over a TS. It can be both human-based and automated. For example, a human driver is needed to drive an ordinary car, but GPS and traffic monitoring
systems can be used to control an autonomous car.
4. Supersystem of TS Target: Minimal number of subsystems of a supersystem which isneeded to enable supply, processing, creating and use of a target (product) of a technicalsystem. This supersystem is different from the supersystem required for the use of technical system because it relates to the technical systems only partly, instead it focuses onsupersystem of target of the technical system. For example, it might be not wise to try
to distribute perfectly working coffee machines in areas where people do not drink coffee at all. Another part of such a supersystem are components which must interact witha technical system to enable the full use of its purpose. For example, in the above mentioned case with iPod, supersystem provided music files to enable effective use of thedigital music player. Supersystem of TS’ target also includes those target’s parts whichmight be needed for production (change, preservation) of the target but which are notparts of a technical system, like a mill to grind coffee beans before coffee powder canbe placed to the coffee machine.
It is important to note that certain components of supersystem might belong to several categories depending on their particular purposes and involvement. For example, a person can beconsidered as a part of supersystem of TS control and supersystem of TS’s target: first, theperson controls the coffee machine to prepare the required type of coffee drink, and then consumes the prepared drink.
In addition, today we observe a trend of technical systems becoming components of so-called
product “ecosystems” which integrate various technical systems on the basis of technology
platforms to enable effective use of their targets. For example, a photo taken by a digital camera
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can be instantly transferred to a digital cloud or shared to smartphones of friends without participation of a user.

3.3. Example
In the example below, the minimal number of necessary components of supersystem for an inkjet computer printer are presented.
1. Supersystem of Energy Source (electricity):▪

Functioning electrical grid▪

Electrical power supply▪

Electrical connections in a house/office▪

Connecting cable

2. Supersystem of TS Lifecycle (printer): Production▪

Printer manufacturing facilities▪

Supply chain of parts for printer manufacturing▪

Sales and delivery channels

 Use
▪

Electronic device (connected to the printer)▪

Electronic file with printing data▪

Internal driver software▪

Connection cable▪

Electricity supply converter Repair▪

Repair facility▪

Spare parts▪

Technical specialist

 Utilization▪

Waste collection▪

Used cartridges processing

3. Supersystem of Control:▪

A person (user)▪

External printer control software▪

Computer

4. Supersystem of Target (printed text and image):
▪

User
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Printer paper▪

Printer paper delivery channel▪

Cartridges with ink▪

Cartridges with ink delivery channel▪

Customer support

4. Practical Use
During practical activities, the author often meets with start-up founders who propose new
products to create Blue Oceans, or with investors who are interested in evaluating potential of
new disruptive products and technologies suggested by inventors at both small and large companies. It might sound surprising but it is a fact that little attention is paid to the assessment if
a supersystem which will provide the TS lifecycle, its energy source, and the most effective useof its target is ready and mature enough. However such assessment is crucial to ensure successof new products on the market.

5. Conclusions
The issues of correct definition of availability and maturity of supersystem parts that are criticalfor successful production, operation and maintenance of technical systems are important for
timely identification of potential failures of new innovative products and technologies. Therefore assessment of such critical parts is needed.
The Law of Supersystem Completeness formulated in the paper may serve as a basis for designing a set of criteria which must be met for each new innovation. Such criteria can be used,
for example, first, for evaluation of the degree of potential of success of new products andtechnologies, and second, as a part of Product and Technology Business Roadmaps which aredeveloped to plan future innovative development of existing products and technologies.

Acknowledgements
The author would like to thank Karel Bolckmans for numerous and enthusiastic discussions
which helped to better clarify the author’s ideas.

References
1. Altshuller G.S., “Creativity As an Exact Science. Theory of Inventive Problems Solving”. Moscow,
Sovetskoye Radio, 1979 (In Russian).
2. Salamatov Yu. “A System of Laws of Technology Evolution”. Institute of Innovative Design, Krasnoyarsk. 1996 (In Russian)
4. Mann D. “Hands-on Systematic Innovation: For Technical Systems”. Creax, 2002.
3. Litvin S. & Lyubomirskiy A. The Laws of Evolution of Technical Systems. 2003 (In Russian).
http://www.metodolog.ru/00767/00767.html Last seen: July 1, 2017
5. Petrov V. “Laws of Systems Evolution”. Tel-Aviv, 2013. (In Russian)
6. Vikentiev I. “A Spatial Geometrical Operator”. Leningrad, 1987. (In Russian)
7. Mayer, O. “Trend of Increased Addressing Human Senses – Focus on Sound”. Proceedings of theInternational Conference TRIZfest 2016, Beijing, PR of China. pp. 308-319.

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8. Souchkov V. “Glossary of TRIZ and TRIZ-related Terms”. The International TRIZ Association(MATRIZ), 2014. http://www.xtriz.com/publications/glossary.htm Last seen: July 1, 2017
9. Christensen C. “The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail”.
Harvard Business School Press. 1997
10. Corporate Ford History. https://corporate.ford.com/history.html Last seen: July 1, 2017
11. iPod. https://en.wikipedia.org/wiki/IPod Last seen: July 1, 201712. Phaal R., Farrukh C. & Probert D. “Roadmapping for Strategy and Innovation: Aligning Technology
and Markets in a Dynamic World Institute for Manufacturing”, Cambridge: University of Cambridge,
2010.

Corresponding Author:
Valeri Souchkov: valeri@xtriz.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

THE IDENTIFICATION OF CONTRADICTIONS IN CLIFF:
AN AUTOMATIZED ZIPPER PROTOTYPE USING THE TRIZMETHOD WITH ROOT CONFLICT ANALYSIS (RCA+)
Mohamad Zairi Baharoma,b, Frank Delbressinea, Marina Toetersc and Loe FeijsaaDesigned Intelligence Group, Department of Industrial Design, P.O. Box 513, 5600MB
Eindhoven, NetherlandsbFaculty of Mechanical Engineering, Universiti Malaysia Pahang, 26600 UMP Pekan, Pahang, Malaysiacby-wire.net, Heemstedelaan 5, 3523 KE Utrecht, Netherlands

Abstract
This paper presents preliminary results of our efforts performing the TRIZ method with Root Conflict
Analysis (RCA+) to solve a particular issue related to the Cliff prototype. The Cliff is an automatizedzipper project which designed to overcome the struggle faced by elderly, people with physical impairment, and ladies who have difficulties zipping the back-zipper dress. Cliff got stuck during its movement
while moving on the jacket to automatically complete the zipping or unzipping processes. Engineering
or design problems need to be analyzed systematically and scientifically to find the useful solution.
Therefore, the TRIZ with the use of RCA+ method has been chosen to identify potential solution tosolve the automatized zipper prototype problem. This method helps to graphically map all the causes
and effects contributed to the traction problem of this automatized zipper which is summarized by theseven contradictions identified. The technical contradictions then are resolved using the TRIZ method
based on the utilization of the Altshuller matrix. From the Altshuller matrix, 26 inventive principles are
triggered as the potential solutions. After screening all the 26 principles, only 12 principles are suitablewith the problems faced by the automatized zipper. The most promising inventive principles triggered
are the segmentation, taking out, asymmetry, spheroidality-curvature, and replace the mechanical system. However, potential solutions such as hydraulics and thermal expansion are in conflict with strict
safety and product semantics. From the analysis, we found that the TRIZ method with RCA+ is very
useful to systematically approach the design problem of the automatized zipper. Further brainstorming
will be conducted to improve the current prototype of the Cliff.
Keywords: TRIZ, RCA+, automatized zipper, miniaturization.

1. Introduction
A systematic and scientific approach are essential in analyzing any kind of engineering or design problems. It is important in order to trigger useful potential solution for the problems. The
TRIZ method is one of the well-known problem solving technique [1-4]. TRIZ is a Russian
acronym which can be expressed in English as ‘Theory for the Solution of Inventive Problems’.
This method consists of a theory, operating procedures and a range of tools created by Genrich
Saulovich Altshuller. Since 1946, the objective of TRIZ is to capture the creative process in407

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technical and technological contexts, classifying it and making it repeatable and applicable.
TRIZ is also described as a proper theory of invention [1]. The systematic working methodology of TRIZ is based on a series of subsequent stages and operating tools to perform the analysis, the structuring of models, and ended with the solution of problems. Up to today, the TRIZ
methodology has proved to be the most efficient to solve inventive problems and one which
may be easily learned and used without any need for an extraordinary individual creativity [13].
The other problem solving techniques are the Six Sigma, the Taguchi method, Quality Function
Deployment (QFD), brainstorming, and synectics and the use of analogies. Comparing thesemethods to TRIZ will bring us to look in overall suitability of the particular method towards
our design problem. The TRIZ's extensive database is the key of the successful creative design
process which is offered by TRIZ [4,5]. The database allows us to take advantage of knowledge
from thousands of the world's patents. Besides that, TRIZ also assist in making the prediction
about the future changes which can be made on the product or the features that a new productshould have [8]. The variety of analysis tools available in TRIZ for different purposes makes it
one of the favourites toolkits used by the engineers and designers to understand and solve theirproblems. The TRIZ tools will navigate us to find all the feasible ideas or ways to improve or
solve the problems [1]. Besides that, TRIZ also helps us to stimulate new ideas, creative
thought, and innovative solutions. Therefore, TRIZ with the use of Root Conflict Analysis(RCA+) has been chosen to deal with one of the problems faced by the Cliff, an automatizedzipper. The RCA+ is one of the TRIZ's tools which is used to investigate the underlying causes.
The Cliff is a project intended to develop an automatized zipper in response to the struggle byelderly, people with physical disability and ladies who have problems zipping the back-zipper
dress [9,10]. Showing in Fig. 6(a) and Fig. 6(b) are the Cliff’s prototype and the diagram of its
traction mechanism, respectively. Cliff’s used two gear sprocket wheels as traction mechanism
on both sides of the tape to establish the uniform distribution of normal force acting towards
the zipper tape. The problem is regarding the movement of the automatized zipper prototype
during its operation. The Cliff’s prototype stuck while moving on the jacket to automaticallyzipping or unzipping it.

DC
Motor
Side
gearboxLiPobattery

Metal
clip

ToggleswitchCharging
point

Fig. 6408

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2. Root Conflict Analysis (RCA+)
Root Conflict Analysis (RCA+) is one of the new addition to the TRIZ tools and techniquefamily [11]. RCA+ can be used to investigate the underlying causes and their interdependencies
for an observed effect which can be visualized in a graphical way. Several alternative known
methods are Ishikawa diagram (Fishbone diagrams), Root Cause Analysis, Method of five“why’s”, and the Current Reality Trees in Theory of Constraints [12]. The common drawbacksof these mentioned methods is that they do help in finding the problems but the methods do notprovide means to solve problems.
The RCA+ was developed based on three methodologies which are the cause-effects chains,
the theory of constraints, and the TRIZ itself [11]. The modelling of the RCA+ is performed
within the scope of three tasks; (1) to solve a particular problem related to an individual specificproduct, service or process, (2) to solve a broad problem related to a whole class of products,
processes or services, and (3) to predict and eliminate possible failures within system and processes [11]. The principle of this method is to map all causal chains of causes and effects devoted to a problem, which is represented as a general negative effect. Then, RCA+ will identify
the conflicts which can further be resolved using TRIZ. In order to construct the RCA+ diagrams, this method require our effort to keep asking “what causes this effect to occur”. By
doing this, we may find all the reasons contibuting to the negative effect.

2.1. TRIZ Process with RCA+Showing in Fig. 7 is the overall process flow of problem solving based on using the Root Conflict Analysis in TRIZ [11]. This technique used for defining and selecting the contradictionsin the problem study. The contradiction is defined as “a situation when the same cause causes
both positive and adverse effects” [1, 8]. For this study, only the RCA+ will be performed andnot the Value-Conflict Mapping. The Value-Conflict Mapping is designed to help with extracting and linking technological, business and market contradictions which are not related to thetechnical problem of this study [13].
This study uses RCA+ to identify and select the contradictions, and then will be divided into
two flows. The first flow is based on the application of basic TRIZ tools which comprises of
the Altshuller Matrix and the 40 Inventive Principles. An engineering contradiction is a condition in which an attempt to improve one parameter of a system leads to the worsening (impairment) of another parameter [1]. It can be reflected in a positive and negative interaction between
two or more components. By using the contradiction matrix, we can see which of the 40 inventive principles are relevant to our problem. The 40 Inventive principles is a basic generalized
rule that is accepted as facts, works in the same way consistently and usually followed as a basisof reasoning or explanation of the invention. Altshuller screened 200,000 patents to find out
what kind of contradictions were resolved by each invention and the way it was achieved. He
synthesized down to 40,000 patents, and then he developed a set of the 40 inventive principles[14]. Finally, from the potential solutions given by the matrix, we need to use our brain to makeit a useful one. It is then the task of problem solvers to make use of these TRIZ solutions triggered to find fruitful and detailed solutions to each of their problems. The second flow will takeplace if the problem is not solved using the application of Altshuller matrix. The process will
be continued using the advanced TRIZ tools such as ARIZ (Algorithm of Inventive Problem
Solving), Inventive Standards, Separation Principles, and so forth. The selection of flow also
depends on the degree of TRIZ expertise of the problem solver [11].
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Problem study anddocumentation
Defining project goals

Selecting acontradiction to solve

Selected technicalcontradiction

noPerforming Value-Conflict Mapping

Selected physicalcontradiction

Application of the
Altshuller matrix

Application of ARIZ

Application of the 40
inventive principles

Application of the Inventive standards,
Separation Principles,
Effects

Problemsolved?

noProblemsolved?

yesnoWith knowledge of advanced TRIZ

No knowledge of advanced TRIZ

Performing Root Conflict Analysis (RCA+)yes
Evaluation and idea
portfolio building

Fig. 7. The Overall TRIZ Process with RCA+ [11]2.2. Modelling and building the RCA+ Diagram
Showing in Fig. 8 and Fig. 9 are the RCA+ diagram for the negative effect which is specified as“the Cliff did not move (stuck) on the fabrics”. This diagram has been drawn in a top-downmanner by keep asking “what causes this effect to occur?” during the problem mapping process.
There are four types of causes/effects in an RCA+ diagram. The Negative (-) are the causes/effects which is entirely negative and we would like to eliminate it. The second one is the Positive(+) effect, which is there is no need to change. The Combined Negative and Positive (+/-) is thesame cause results in both positive and adverse effects. Lastly, the Non-Changeable (--) is thecause contributes negatively but can not be eliminated, or modified since it is beyond our control within a given problem scope.
As can be seen from both Fig. 8 and Fig. 9, there are seven contradictions identified which will
be discussed in the following section. The contradiction is defined as a situation when the samecause causes both positive and negative effects. The Non-changeable causes (NC) won’t beanalyzed further since it is beyond our control.
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Fig. 8. RCA+ diagram (Part 1)

Fig. 9. RCA+ diagram (Part 2)411

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3. The Contradictions Discussion
3.1. Technical Contradictions and the Source of the Physical Contradiction
The Technical Contradiction defined as “formed by a couple of negative effect vs. positive effect” [11]. These two effects can be directly matched against positive and negative parametersin the contradiction matrix (Altshuller Matrix). Meanwhile, the source of physical contradiction
is described as “two opposite states of a cause which is a source of the physical contradiction.
One state of the cause should provide a positive effect whereas its state should be opposite at
the same time to avoid the appearance of a negative effect” [11]. Such contradictions can besolved either with Principles for Physical Conflict Separation or ARIZ. Listed below are thetechnical contradictions identified:
C1: “The metal clip should be strong to provide a sufficiently large normal force to avoid thewheels slips, and not too large force to make it easy to be removed”.
C2: “The material used as the wheels need a high coefficient of friction to avoid the wheels
slips, and not too costly & time-consuming to manufacture it”.
C3: “The low clamping force is not right for the front clip, but it will make the device to beeasily removed and leave no marks or damage the fabrics”.
C4: “The space/size constraint could increase the adoption of this device and reduce the weight,
but it could produce a small gap between the chassis and the fabrics which could cause thefabrics to stuck in between”.
C5: “Poor design of the chassis shape could produce bump/distortion to the human body, andat the same time provide the symmetrical looks to the Cliff”.
C6: “Without self-recharging function, it will reduce the system complexity, but might lead toinsufficient power problem”.
C7: “The small size requirement is perfect for the overall size, and at the same time smaller
battery might result in low battery capacity and insufficient power problem”

3.2. The negative causes
There are few negative causes without an underlying contradiction identified, which we will try
to solve the problem by eliminating the cause. Firstly, the misalign wheels problem contains
set of negative causes only. It is possible to solve it by eliminating the causes which are theimbalance structure and no locking/holding structure. Therefore, the parts assembly need to be
improved to ensure weight distributed evenly on the structure. Secondly, the slider stuck problem involves few negative causes. The causes are incorrect pulling of the pull tab (caused by
the stopper beneath of the bail), the incorrect joining of the two zipper halves, and the elements
did not correctly enter the slider which is happened because of no guidance. Therefore, the next
design iteration will consider to include the guider, to ensure the elements correctly enter theslider throat.

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4. Contradiction Selection
Table 1
Summary of the Technical Contradictions for selection
Cause

Positive
Effectmetal Easy
removeNegative
EffectProperty /Parameter

Time ofConflict

Normalforce,
clamping
effectDuring theoperation

Rotating
wheelsCoefficientof friction

During theoperation

Part(s)

C1

Poor
clip

to Low normal Front
force
metal clip

C2

Material used Low
cost, Low
(wheels)
rapid
coefficient
prototypingof friction

C3

Low
clamping
force

Easy to re- Poor metal Frontmove,
no clip
metal clip
marks / damage to fabrics

Clamping
force,
normalforce

During theoperation

C4

Space/size
constraint

Increase
Small gap
adoption,
betweenreduce weight chassis &fabrics (increase resistance)

Size,
space,
weight,resistanceWhen
moving on
thick fabrics

C5

Chassis shape Symmetrical
looks

Bump / dis- Chassis
tortiontothe body

Shape,
material

During theoperation

C6

No
self Reduce
recharging
complexity

Insufficient
power

Battery

Power,
recharge
method

All
time

the

C7

Small
size Good overall Low battery Battery
requirementsize
capacity

Overall
size

All
time

the

Wheels,top&bottomchassisThe process continues with the contradiction selection.
Table 1 summarized the summary of the technical contradictions for selection purpose. These

selection criteria are performed by listing its cause, positive effect, the parts involved in thecontradiction, property (parameter) which forms a physical contradiction, and time when it occurs. As we can see, there are few contradictions which are related to each other. The first one
is C1 and C3 which is regarding the front metal clip. This part is an essential component in the
prototype which provides the normal force or clamping effect to ensure the rotating wheels isin contact with the fabrics to produce traction. Besides that, the metal clip also allows the automatized zipper to be easily removed from the jacket. Secondly, C4 and C7 contradictions are413

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all about the overall size of the automatized zipper. The size limitations will lead to a small gap
between top and bottom chassis (which thick fabrics can get caught in between) and also a
tough challenge to select tiny electronic parts such as the battery, switch, etc. In another dimension, if we manage to overcome this problem, it can increase the adoption of this device among
the users and reduce its total weight.
The second contradiction (C2) deals with the materials used for the rotating wheels. Using the
rapid prototyping material (plastic) bring benefits regarding the cost and save time for prototyping cycle. In the other hand, the use of plastic which has a low coefficient of friction will
not help to improve the traction of the automatized zipper. Another contradiction which is C5
is about the chassis shape especially the bottom side which has potential to be in contact withthe human skin. This situation could produce bump/distortion to the body which might be anegative effect for most of the users. The current shape allowed the Cliff to have a symmetricallook. Lastly, the self-recharging issue (C6) is in line with the concern of insufficient power tothe system which could bring a problem to the traction system. Without the self-recharging
function, this device complexity is lesser which in turn can reduce the development time. Since
few contradictions are related to each other, we now have in total of five contradictions. Therefore, only five contradictions will be selected which are C1+C3, C4+C7, C2, C5 and C6.
For the parameters selection from the Altshuller matrix in the following section, Cliff will beconsidered as a moving object. TRIZ defines moving objects as an “objects which can easilychange position in space, either on their own or as a result of external forces” [1]. The vehicles
and devices/products that designed to be portable are the basic members of this class [1].

5. Apply the Alsthuller Matrix Selection
To improve a system which there are two apparently reliant or linked features, one need to be
replaced or improved. Improving one parameter/feature might effect another aspect to getworsed. Therefore, the use of the Altshuller Matrix (the contradiction matrix) is to identify
potential ways to improve one parameter without deteriorate the others. Based on the contradictions identified previously, Table 2 describes the parameters selection from the Altshuller
matrix for each contradiction, and the inventive principles suggested by the matrix. Fig. 10
maps the inventive principles suggested for every contradictions identified.

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Fig. 10. The mapping of each contradiction with the suggested inventive principles

Table 2
Parameters selection and the inventive principles suggested by the Altshuller Matrix
Contradiction

C1 & C3Contradictions to solve

Inventive Principles(10-14): To improve the force without worsening thestrength.

35, 10, 14, 27(10-19): To improve the force without worsening theuse of energy by a moving object.

19, 17, 10(10-34): To improve the force without worsening theease of repair.

15, 1, 11(10-7): To improve the force without worsening thevolume of a moving object.

15, 9, 12, 37(10-36) : To improve the force without worsening thedevice complexity.

26, 35, 10, 18

C2(14-1) : To improve the strength without worsening
the weight of a moving object.

1, 8, 40, 15

C4 + C7(7-1): To improve the volume of a moving object
without worsening the weight of moving object.

2, 26, 29,40

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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland(7-35): To improve the volume of a moving object
without worsening the daptability or versatility.
(19-7) : To improve the use of energy by a moving
object without worsening the volume of a moving object.
(12-35): To improve the shape without worsening theadaptability or versatility.
C5C615, 2935, 13, 18
1, 15, 29(12-36): To improve the shape without worsening thedevice complexity.

16, 29, 1, 28(12-14) : To improve the shape without worsening thestrength.

30, 14, 10, 40(19-26): To improve the use of energy by a moving
object without worsening the quantity of substance/matters.

34, 23, 16, 18(19-36): To improve the use of energy by a moving
object without worsening the device complexity.

2, 29, 27, 28(21-26): To improve the power without worsening thequantity of substance/matters.

4, 34, 19(21-36): To improve the power without worsening thedevice complexity.

20, 19, 30, 34

6. Results and Discussions
Based on the results obtained in the previous section, the TRIZ analysis using the RCA+ managed to trigger 26 inventive principles as the potential solutions for seven contradictions identified. From the total of the 26 inventive principles triggered, we found that 12 inventive principles have potential to be used in improving the design, while the other 14 principles are notapplicable for our design case. Out of the 12 potential inventive principles, 9 of it has a highchance to be further analyzed. The 9 principles are: segmentation, taking out, asymmetry, theother way around, spheroidality-curvature, dynamics, another dimension, copying, and replace
the mechanical system. The other 3 which is also to be considered are the cushion in advance,
feedback, and composite materials. The other 14 principles that we think are not applicable forour design case are: anti-weight, prior counteraction, prior action, equipotentiality, partial orexcessive action, mechanical vibration, periodic action, continuity of useful action, cheap shortliving objects, pneumatics and hydraulics, flexible membranes, discarding and recovering, parameter change, and thermal expansion.
Firstly, the segmentation principle triggered us to think about making the Cliff into a sectional
object to make it easy to assemble or disassemble it. Secondly, the taking out principle whichsuggests us to extract or remove the disturbing part is also useful to improve the traction problem of the automatized zipper by removing the side gearbox from the fourth iteration prototype.
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It is also in conjunction with another principle triggered which is to replace the mechanicalsystem with the magnetic system. Using the attraction force between two magnets could be
another option to replace the front metal clip to provide the normal force for the clamping function. The asymmetry and the other way around principle will lead us to think about changing
the view of making a symmetrical design to an asymmetrical one, and also to looks for improvement from the other side or angle. For instance, moving the front metal clip to the otherside of the chassis with the same intention which is to provide the normal force for clamping
purpose. The next potential principles to be applied is the spheroidality-curvature. The current
boxy looks of the Cliff can be changed to a smoother and curvature shape along the top andbottom chassis. By doing this, it can reduce the sharp edge and improve the looks of the Cliff
itself.
The use of TRIZ during the iterative research through design process has shown that thismethod is very useful. It helps the designer to brainstorm/look for the new ideas or potential
ideas. Making prototypes will help the designers to simultaneously discover how to approachany problems in a handy way with close observation. The research through design method encourages the designer to continuously make something (prototype) and reflect to the problems
occurred [15]. It might require multiple cycles to achieve the ultimate goals. The perfect solution usually not happen during the first attempt of the design process. The introduction of the
TRIZ method in this process offers a lot of potentials especially to systematically and scientifically approach the design problems during the making and reflection stage. TRIZ could assists
the brainstorming and exploration process to solve the design problem faced. Hence, it will also
reduce the cycle times to develop the next iteration design. Besides that, TRIZ also will brings
us to another dimension or different viewing angle to solve a problem.

7. Conclusions
The TRIZ analysis with RCA+ has given a few promising directions to improve the problem of
the Cliff: an automatized zipper. Even though we have not decided on the final design of theautomatized zipper, the TRIZ method brings us the few potential directions based on the inventive principles triggered such as the segmentation, taking out, asymmetry, substitution themechanical system with the magnetic system, the other way around, the spheroidality-curvature, dynamics, copying, and another dimension. These potential solutions will be further discussed and applied to improve the current prototype. However, there are also a few potential
solutions such as the hydraulics and thermal expansion which will not be considered since thoseprinciples are in conflict with strict safety and product semantics. Based on our experience using
the TRIZ analysis with RCA+ for this study, we found that TRIZ with RCA+ is useful to bepracticed along with the iterative research through design method. It because the TRIZ method
will help to systematically organize the making and reflection process during the iterative process itself.

Acknowledgements
The authors would like to express their gratitude and special acknowledgements to the Ministryof Higher Education Malaysia (MoHE) and Universiti Malaysia Pahang (UMP) for the Ph.D
programs funding of Mohamad Zairi Baharom. Also for staff members of D.Search lab, Department of Industrial Design, Eindhoven University of Technology and by-wire.net, for theirkind support during the fabrication process of the robotic zipper prototype.
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References
1. K. Gadd, TRIZ for Engineers: Enabling Inventive Problem Solving, 1st ed. Wiley Publishing, 2011.
2. L. Haines-Gadd, TRIZ for Dummies. Wiley Publishing, 2016.
3. D. S. Madara, “Theory of inventive problem solving (TRIZ): his-story.,” International Journal of
Innovative Science, Engineering & Technology, vol. 2, no. Issue 7, pp. 86–95, 2015.
4. L. Chechurin and Y. Borgianni, “Understanding TRIZ through the review of top cited publications,”
Computers in Industry, vol. 82, pp. 119–134, 2016.
5. V. Souchkov, “Accelerate Innovation with TRIZ,” ICG Training & Consulting, 2007.
6. C. Dobrusskin, “On the Identification of Contradictions Using Cause Effect Chain Analysis,”
Procedia CIRP, vol. 39, pp. 221–224, 2016.
7. G. Thompson and M. Lordan, “A review of creativity principles applied to engineering design,”
Proceedings of the Institution of Mechanical Engineers, Part E: Journal of Process MechanicalEngineering, vol. 213, no. 1, pp. 17–31, 1999.
8. B. Cerit, G. Küçükyazıcı, and D. Şener, “TRIZ : Theory of Inventive Problem Solving andComparison of TRIZ with the other Problem Solving Techniques,” Balkan Journal of Electrical andComputer Engineering, vol. 2, no. 2, pp. 66–74, 2014.
9. M. Z. Baharom, M. Toeters, F. Delbressine, C. Bangaru, and L. Feijs, “Cliff : the automatized zipper,”in Global Fashion Conference, 2016.
10. M. Z. Baharom, F. Delbressine, and L. Feijs, “Kinematics Analysis of A Robotic Zipper Prototype
For Miniaturization,” International Journal of Mechanical Engineering & Robotics Research, vol. 5,
no. 4, pp. 305–310, 2016.
11. V. Souchkov, “A Guide to Root Conflict Analysis (RCA+),” ICG Training & Consulting, 2011.
12. V. Souchkov, “Root Conflict Analysis ( RCA+): Structured Problems and Contradictions Mapping,”
in ETRIA Conference TRIZ Future, 2005, pp. 1–8.
13. V. Souchkov, “TRIZ-Based SYSTEMATIC Value-Conflict Mapping ( VCM ),” ICG Training &Consulting, 2008.
14. V. Souchkov, “A Brief History of TRIZ,” ICG Training & Consulting, 2015.
15. M. Toeters, M. ten Bhömer, E. Bottenberg, O. Tomico, and G. Brinks, “Research through Design:
A Way to Drive Innovative Solutions in the Field of Smart Textiles,” Advances in Science andTechnology, vol. 80, pp. 112–117, 2012.

Corresponding Author:
Mohamad Zairi Baharom: m.z.baharom@tue.nl

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland“TO BEAT THE MARKET”, OR THE ECONOMICRATIONALE FOR USING TRIZ-BASED INVENTIONS
Dmitriy BakhturinaaCentral Institute for Continuing Education & Trainings of State Atomic Corporation“Rosatom” (Russian Federation)

Abstract
The present paper presents results of the continued research of TRIZ methodology implementation for
the enhancement of business systems' economical indicators, such as Return on Assets (ROA) and Return On Investment (ROI). The previous part of the research was published in TRIZFest 2016 materials
under the title “Flow Analysis of Business Systems (Case Study and Theoretical Results)”. In this second part we explain basic ideas more systematically, and check them on additional case studies provided
by TIPS practitioners
Keywords: TRIZ, TRIZ, economic efficiency, ROA, ROI, Du Pont model, TRIZ-DuPont model, BCG
matrix, economical rationale of invention, portfolio management, "stars" and "cash cows"

1. Introduction
This work continues the research we described in [1]. The general purpose of our research is to
give an "economic-style" description of the TRIZ nature, in order to get a tool for unbiased
assessment of the efficiency and comparison between the efficacy of TRIZ and other engineering methodologies.
In /1/, we suggested that the well-known DuPont model is used for that purpose, and used ourcase study to show how it works. In this paper, we describe the way how this model applies tocases of other TRIZ specialists, in order to show that it is generally viable, particularly in project
portfolio management.
Above or under this range, the abnormal content size should be formally justified by the corresponding author with a risk of major amendment requested by the reviewers.

2. DuPont model: basics
Let us briefly set forth the basic logic of the DuPont model as we used it in [1]. Here is why wechose it as the basic model: (a) the model concerns all the main business drivers (profit, sales,
expenses, assets); (b) the model brings them all together, allowing their overall efficiency andprofitability to be seen; (c) the basic indicator of return on assets (ROA) can be used to calculate
the return on equities (ROE) and the return on investments (ROI).
We used the following formula as the basic one allowing us to assess business efficiency:
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ROA = Profit / Assets,(1)

where ROA is return on assets
Profit is the profit from transactions during a specific period
Assets means the cost of assets that ensured the corresponding profit.
The ROA value can serve as an indicator of business efficiency. If the returns on assets exceed
the average market/industry value, then the business is efficient; if not, it is not. The problem
about applying this value is that it can easily be calculated post factum based on the performance
figures, yet it appears anything but evident which parameters and how to control to make sureit keeps growing, in a pro-active manner, while this is exactly the key target of business development, particularly managerial accounting. For instance, it is evident that such a parameter as
Profit cannot be managed directly.
To equip ourselves with a business development toolkit, DuPont8 suggested the following
transformation of the (1) formula (dividing and multiplying the source version by the Sales
figure):
ROA = Profit/Assets = (Profit/Sales) * (Sales/ Assets)(2)

where Sales refers to company sales volume.
This interpretation of ROA is more instrumental than (1) and contains more "manageable" factors. This evidently implies that, in order to increase business efficiently, one should increase
sales profitability and asset turnover. This was actually the economic and managerial innovationof DuPont; it is to be recalled that the system was developed and implemented almost 100 years
ago. Today, the approaches to development originating from this logic are evident and widely
known.
In [1], we made a new step toward improving the functionality of the (1) and (2) formulae,
using the concept of "ideality", one of the basic ones in TRIZ.
The following rearranging logic was used: In general terms, the TRIZ ideality formula is thecorrelation between the useful functions and the "requital factors", the "expenses" that should
be borne to get the required consumer properties.
I=∑F/∑C(3)

where I stands for "ideality";∑ F, for the useful functions of the product;∑ C, for the sum of "requital factors", the expenses for using the functions.

8

https://en.wikipedia.org/wiki/DuPont_analysis

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Like this, the (3) formula can be seen as an analogue of the Sales/Cost economic indicator in
the DuPont formula (2), since in both cases it is essentially about the correlation between usefulfunctions (of products or services the consumer pays the supplier for) and the expenses forgetting them (specific types of actions and transactions needed to obtain the monetary equivalent of the useful functions). The difference is that the TRIZ formula of ideality contemplates
the "general" expenses and functions (and, accordingly, may refer to specific kinds of expenses,
like energy, materials and operations, and specific functions, like duration of use, speed, security, flight altitude, immersion depth), while the (1) and (2) economic formulae represent afinanciary view of the same parameters.
Thus, the first hypothesis consisted in the equivalence of the following formulae:
I = ∑ F / ∑ C ~ Sales/Cost(4).

Then, through simple transformations of the first factor in the DuPont formula,Profit/ Sales = (Sales – Cost)/Sales = 1 – 1/ (Sales/Cost)(5)

we get the following:
Profit/Sales = 1 – 1/ Ip(6),where Ip = Sales/Cost
the value that we refer to as "product ideality".
It should be noted that the course of "improving" sales profitability and product ideality perfectly coincide, so it can be said that improving product ideality results in better sales profitability. Thereby, we have eventually obtained the first desired correlation between the TRIZ
tools and economic models assessing development.
However, it turned out much harder to use the concept of ideality to interpret the second component of the DuPont formula (Sales/Assets), also known as "assets turnover". In fact, Assets
in this formula stands for the monetary assessment of either the whole company's possessions(balance sheet), or, more seldom, the cost of the fixed assets.9 Even if we abstract from themonetary value, Assets in physical terms are buildings, constructions, equipment, reserves ofraw materials, intangible assets, monetary funds. We had to perform additional research, bothin economy and terminology10, to formulate the following hypothesis. In managerial economics, differently from accounting, assets are mainly contemplated as "resource", therefore theSales/Assets multiplier in the DuPont formula characterizes the "integral efficiency" of a business system as a whole, to-wit, how many useful tools (Sales) have been deployed using the9

We should note that this difference is not critical. In a specific analysis, it is important to see assets,

sales and expenses pertaining to a specific object, kind of activity, system or subsystem, and interpretthe results accordingly.
10

http://www.merriam-webster.com/dictionary/asset421

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available resources (Assets) within a given period [2]. We believe (as a second hypothesis) that
this value can also be understood as "ideality", but not with regard to the product but to theentire system during a given period. In this case, assets are the resources that were available tothe company and are being consumed during the production; they are essentially similar to ∑Cin the (4) ideality formula. This value shows which resources or assets the company used to
manufacture all the required product volume (suggesting that Sales ~ ∑F, first hypothesis, seeabove). In [1], we introduced the name of "organization ideality" for that value (Sales/Assets ~∑F/∑C). Our further investigations (see below) showed that there can be another, more exact
name for this parameter: "process ideality". The term "process" shows that this value pertains
to a specific period of time and covers the whole "useful functionality" implemented on theseassets/resources.11 Similar to the case of product ideality, we can notice that the increase inorganization ideality Iorg also increases the ROA value, in line with our goal of linking together
TIPS tools and economic business indicators.
As a result of our rearrangements, the DuPont formula now looks as follows:
ROA = (1 – 1/Ip) * Iorg

(6)

where Ip is product ideality
and Iorg is organization/process ideality.
To tell between the ROA formulae (1), the DuPont model (2) and the (6) formula, we shall referto the latter as the TRIZ-DuPont formula and understand it as a transformation of the (2) formula using the TRIZ concept of ideality. This formal transformations provide some insights
regarding explaining TRIZ concepts for economists, but it’s only the first step, like “play ofwords”. In order to prove this connection, we have to show practical usability of TRIZ tools for
improvement of economical performance indicators in real TRIZ projects. This is a goal of
second part of the article.

3. TRIZ-DuPont model. Case studies from TRIZ practice
To see how these methods work in practice, we selected two well-known cases from TRIZ
practice, kindly provided by Simon Litvin, TRIZ Master, currently CEO at Gen-TRIZ.
Case 1. Development of new teeth whitening agents.12 Background: P&G was about to lose its
market for teeth whitening agents because of significant scattering in the efficiency of its products. The product (a compound for domiciliary teeth whitening) was a polymer tray filled withwhitening gel. It had to be put on the teeth overnight, for a week. Business challenge: create a
product that could become a market leader. We shall not describe the whole decision-taking

11

In this regard, "organization ideality" and "process ideality" should be understood as synonyms, eachof them emphasizing some feature of the same Sales/Assets entity.
12

Start of quote from S. Litvin's studies422

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process here and limit ourselves to say that the key contradiction was set forth as follows: "Theconcentration of peroxide should be high enough for efficient whitening and low enough toensure gum protection." Then, through applying Function-Oriented Search, the generalized
function was as follows: "release of high concentration substances (through thin films)", leadership area: systems for drug delivery into the organism; leadership system: nicotine patches.
Eventually, P&G launched the WhiteStrips®, in the U.S. in 2000 and in Canada in 2002. During
the first year, the sales came up to $129.6 million and appeared on the top list for non-foodgoods. The product gained over 45% of whitening products market. WhiteStrips ensured double-digit growth of sales volumes (18%) and net incomes (19%) for the company.13
Economically, the outcome of this case may be interpreted as follows, using the TRIZ-DuPont
formula. The source product ideality level, Ip, showed that it was not functional enough, thisresulting in decreasing sales and ROA in general. Incrementing innovations failed to drastically
improve the Ip, especially since each innovation like these requires additional investments thatmake Assets growth (through amortization of the investments for R&D). The contradiction revealed through analysis showed that the consumer is in need for two key functions; however,each of them was implemented weakly in the products, because a "compromise" should havebeen kept: "The concentration of peroxide should be high enough for efficient whitening andlow enough to ensure gum protection." Let us say (metaphorically and tentatively) that eachfunction was implemented by 45% in order to have the compromise observed, while the percentage required to satisfy the customers was 90% for each one. Accordingly, the overall functionality of the available product was ∑F(old) = 45% + 45% = 90%. Due to the peculiar natureof the TRIZ instrument, the solution allowed to eliminate the contradiction instead of "optimizing", thereby making it possible that both functions be kept with at a top level. The overall
functionality of the new product was now much higher (∑F(new) = 90% + 90% = 180%, using
the same tentative numbers), which was why the new product dramatically changed its market
position - and so did the company in general.
Using this example we can easily generalize the TRIZ logic of solving contradictions as a peculiar and very powerful product development instrument, without anything "mystical" or "esoteric" about that. The contradictions in the implementations of the functions that the consumers
need do not allow them to be fully efficient. The compromise logic reunites them, each of them
not fully implemented. Meanwhile, the action of "eliminating" the contradiction, unites the top
levels of implementing functions within one product, thereby ensuring its competitive advantage. In this regard, we can say that the TRIZ methods are a way to produce BCG Matrix'14“Stars” on a regular and systematic basis, with significant perspectives for market and company
growth.

13

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Case 2. Paper production process and equipment15. "Background: How to decrease capital costof the paper production process? The current technology contemplates the use of 500 to 1,000
kg of water to make 1 kg of dry paper. Therefore, the capital cost and operating expenses turnout to be quite high. Intermediary problem: How to decrease water consumption in paper production? The solution was developed based on a functional approach. First, the functions ofwater in the technological process were analyzed (physical binding and moving of the fibers).
The key problem revealed consisted in finding ways to ensure "waterless" movement of fibers,
while keeping the "water" way of binding them together. As a solution, it was suggested to use
steam, which is moist enough to bind fibers together, but the volume of steam required to do so
is 500 times less than that of water. Business result: capital cost decreased by 28%. The newprocess is much more stable and sustainable since there is no more need to recycle water."16
This case can illustrate the role of TRIZ tools in improving the second part of the TRIZ-DuPont
formula, to-wit, the organization/process ideality, Iorg. Other things (production/sales volume)
being equal, the new technical system acting upon a different principle obtained through using
the Function Oriented Search (FOS) TRIZ tool can reach the required figures using less resources (Assets 28% lower), therefore significantly increasing Iorg and the overall ROA. In thiscase, efficiency grows thanks to more advanced production organization and equipment functioning, while the product (paper) stays unchanged; basically, we can believe that product ideality, Ip, does not change, either. This example is also easily generalized for those componentsof the product portfolio that BCG Matrix calls “Cash Cows”, when the market has stopped to
grow and companies/products compete through lowering expenses. TRIZ tools are a way tofind the solutions that correspond to the most advanced developments but in other fields, thenadapting them for the situation in question.

4. Conclusions and study perspectives
In his early works, G.S.Altshuller spoke of a difference between "engineering" and "inventing"problems. The difference was that the first ones were usually handled by "regular", well-known
and generally accepted tools, so the result could also be nothing but regular, market-limited,exactly because it was "the way everyone does". Such solutions are unlikely to bring any result
beyond average. In contrast, the second type of problems is solved using "unobvious" inventive
ways, bringing forth "powerful" and "original" solutions. This, in its turn, creates a backgroundfor getting better results, with economic figures above the market averages. In this study, wetransformed the DuPont model into the TRIZ-DuPont one and thereby eliminated the wall between those two types of solutions and tools, showing the unified and objective component ofmarket excellence: through outstanding product and/or process organization ideality. The
source economic models were transformed into engineering/economic and then into inventive/economic ones. This approach does in no way pretend to depreciate the TRIZ uniqueness; on the contrary, we believe that it emphasizes it, since we get a chance for unbiased comparison of the results of using various engineering approaches and methods (including such apeculiar one as TRIZ).

15

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From the practical point of view, we can say that this inventive/economic logic creates new,proactive opportunities for company portfolio management. The key components of a successful company's project portfolio, “Stars” and “Cash Cows”, are no more expected to "fall downfrom the sky" or to appear from nowhere. The TRIZ-DuPont model lays a background for systematic generation of projects beating the market, and this background is of scientific nature,using wide range of TRIZ instruments.
This is what we see as perspectives for subsequent research intended to deepen the understanding and the functional nature of the connection between TIPS tools and business results:
A) Detailed development of the BCG Matrix model and other approaches to portfolio management, based on the TRIZ-DuPont model.
B) Analysis of the special features of using TRIZ tools in project management and their ability
to affect the economic indicators of the projects.
C) Studying the peculiarities of TRIZ projects, like TRIZ consulting projects, and finding thehard factors of their outstanding economic efficiency.

Acknowledgment
I would like to express my sincere gratitude to TRIZ Master Valerii Souchkov for his supportin writing this article, and TRIZ Master Simon Litvin for case materials provided.

References
1. Flow analysis of business systems (case study and theoretical results) TRIZ Fest 2016 Conference proceedings, pp. 156 - 162
2. J. Fred Weston, Eugene F. Brigham “Essential of managerial finance”, 10th edition, Dryden
Press Series in Finance ISBN-13: 978-0030754746
Corresponding Author:
Dmitriy Bakhturin: rozmysl@mail.ru

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

THE STUDY OF INNOVATION AND IMPROVEMENTS OF
THE GD-K77 RIKEN SINGLE-POINT TYPE GAS DETECTORBY APPLYING TRIZ
Youn-Jan Lin1, Tung-Yueh Pai1, Chan-Tang Fu2
1

Institute of Management, Ming-Hsin University of Science and Technology, Taiwan (R.O.C)
2

Risk & Env. Management Dept. Vanguard International Semiconductor Corporation. Taiwan (R.O.C)

Abstract
This study focused on Riken GD-K77 attracting Single-Point Type Gas Detector improvements. We
want to extend the life period of the detector without lifting the costs of manufacturing the detectors.
We used Function Analysis and Cause-Effect Chain Analysis to find out the cause of the detector’s
failure. We found out that the pump’s failure is the main reason of the detector’s failure. The aging of
the rubber rings is the dominating factor of the pump’s failure, and heat and oxygen effect aging a lot.
Due to the reason mentioned above, we used Contradiction Matrix and Inventive Principles to design aprotection box covers the rubber ring. We will fill in the inert gases or make the space vacuum inside
the box to separate heat and oxygen away from the rubber rings. This design may increase the life periodof the rubber rings and may thus decrease the chance of the detector’s failure.
Keywords: Riken GD-K77, Single-Point Type Gas Detector, Function Analysis, Cause-Effect Chain
Analysis, Inventive Principles, Aging of the Rubber Rings

1. Research Background and Motivation

Semiconductor industries play an important role in Taiwan. A variety of toxic gases are usedin semiconductor fabrication plants, so that single point gas detectors are significant for safetycontrols[13,14,16]. Single point gas detectors not only warn the people inside the building but
also send the messages including type of gases leaking and the location of the leakage[2,3]. The
latter function helps the emergency personnel deal with the accident as quickly as possible.
Through quick management of the accident, it would cause less damage[1]. Thus, we want toimprove the stability of the detectors.

2. Methods
2.1 Research Conditions
The research is based on the functional analysis and cause-effect chain analysis method of TRIZ
theory. There are some conditions we set for the improvements. They are as follow:(1) The configuration of the single point gas detector will not be changed.
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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland(2) We uses Riken GD-77D single point gas detector as the study object.

2.2 Research Methods
The study spotted harmful or insufficient functions of the single point gas detector that affectits operation with the Function Analysis of TRIZ[4,5,7]. Technical contradictions were usedaccording to the description of problems at each stage to further deduct whether there were
contradictions in configuration. After that, corresponding inventive principles were found out
and TRIZ solution triggers worked out solutions that solved the problems. At last, an assessment was carried out to check whether the solution could achieve anticipated objectives. We
displayed the research processes as figure 1.
Problem definition

Literary Review

Function Analysis of
DetectorTool selection /Problem solving

Technical contradiction

40 Inventive Principles

Solution assessment

Identifying the Specific
Solutions

Solutions Evaluation

Fig. 1. TRIZ Process Improvement Plans

2.2.1 Use of TRIZ Inventive Principles
This study spotted the problems of Riken GD-K77 gas detectors[14,15], and worked out thesolution for the problems by finding out the inventive principles with the contradiction matrixof TRIZ.

2.2.2 Contradiction Matrix
This study aims to explore the operation of Riken GD-K77 single point gas detector with handson experience, so the structure of the detector was analyzed. When the contradiction matrix wasused, the study followed the following steps:
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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland(1) Describing problems: Describe the problems that occur during the operation of thesingle point gas detector.
(2) Analyzing problems: Spot good and bad features before finding out the corresponding 39 parameters and locate corresponding inventive principles out of the 40 principles in the contradiction matrix[6,7,8,12].
(3) Working out a solution: Think over how to use the inventive principles located in
Step 2 and find out an innovative use to solve the problems[9,10,11].

3. Results and Discussions
3.1 Problem Description
Hands-on experiences revealed that the gas detectors in certain technology companies are often
under repair due to the breakdowns caused by fatigue after being used for over 5 years. The
repair causes interruption of monitoring, which leads to increasing risks.

3.2 Function Analysis of the Gas Detector
3.2.1 Component Analysis of the Gas Detector
The components of the gas detector include a case, a battery, a mainboard, a pump, et al, supersystem ’s components are toxic gas, people et al. Gas detectors detect toxic gas by move toxic
gas to changie the electrode of the sensor.
Table 1.
Component Analysis of the Gas Detector
Engineering System

System Components

Riken GD-K77 single pointgas detector

Case
Battery

Main Function

Mainboard
SensorMove toxic gas(Main benefit : Avoid people contact gas)

Electrolyte
Pump
flow regulator

Super system Components

Toxic gas(Target)
PeopleBuzzerPowerflowmeter
gas inlet

3.2.2 Interaction Analysis of the Gas Detector
The analysis aims to identify the components of the system and super- system, getting to knowwhether the components are interconnected. Interaction Matrix of the single point gas detector
is showed in table 2.
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Table 2.
Interaction Matrix of Gas Detector
1

2

3

4

5

6

7

8

9

10

11

12

13

1.Gas

x

-

-

-

-

+

+

-

-

+

-

-

+

2.Case

-

x

+

+

+

+

+

+

+

+

-

-

-

3.Battery

-

+

x

-

+

-

-

-

-

-

-

-

-

4.Mainboard

-

+

-

x

+

-

-

-

-

-

+

+

-

5.Sensor

-

+

+

+

x

+

-

-

-

-

-

-

-

6.Electrolyte

+

+

-

-

-

x

-

-

-

-

-

-

-

7.Pump

+

+

-

-

-

-

x

-

+

-

-

+

-

8. flow meter

-

+

-

-

-

-

-

x

+

-

-

-

-

9.Flow regulator

-

+

-

-

-

-

+

+

x

-

-

-

-

10.gas inlet

+

+

-

-

-

-

-

-

-

x

-

-

-

11.buzzer

-

-

-

+

-

-

-

-

-

-

x

-

-

12.power supply

-

-

-

+

-

-

+

-

-

-

-

x

-

13.People

+

-

-

-

-

-

-

-

-

-

-

-

x

3.2.3 Function Models of the Gas Detector’s System
Function Model Analysis was carried out based on the interactive relations among the components of the system and super-system. It revealed the operation of the system, the changes
occurred when parts were combined or separated and what kind of function among components
interactive functions performed with. Function Models of the Detector’s System were show intable 3 and figure 2.
The case contains batteries, and their interactive effect provides the power for the mainboard
and the pump. The pump move toxic gases. The flow regulator adjusts the needed gas. The
flowmeter tells how much the gas is. The gas inlet accommodates the toxic gas and moves thegas to the electrolyte. The mainboard transmits the data to onsite personnel judge to help it
decide whether an evacuation is needed .

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Table 3Function Models of the Gas Detector’s System
Function

Rank

Performancelevel

Functiongas
Hurt people
Change polarity ofElectrolyte

Additional

HarmfulAdditional

NormalMove gas

Auxiliary

NormalHold Mainboard

Auxiliary

NormalHold Sensor

Auxiliary

NormalHold Electrolyte

Auxiliary

NormalHold Pump

Auxiliary

NormalHold Flow regulator

Auxiliary

NormalHold flow meter

Auxiliary

NormalHold gas inlet

Auxiliary

NormalAuxiliary

Monitor Flow regulator

NormalAuxiliary

Normal

Gas inlet
Hold gas

Basic

NormalPower supply
Poweres mainboard

Additional

NormalPoweres Pump

Additional

NormalElectrolyte

NormalInforms sensor

Mainboard
Additional

Insufficient

Flow meter

Battery

Powers buzzer

Basic
Flow regulator

Control pump

Hold Battery

Auxiliary

Performance
level

Pump

Case

Powers sensor

Rank

Auxiliary

NormalNormalSensorInforms mainboard

Auxiliary

NormalRank: Basic – object ; Auxiliary - between system components ; Attached - between systemcomponents and Supersystem

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Fig 2. Function Models of the Gas Detector’s System

3.2.4 Disadvantages of the Gas Detector’s Functions
It was found that the toxic gas in the atmosphere will not be detected if the pump did not haveenough power to move toxic gas from one side to the other. The analysis of the pump was
carried out with Function Analysis.
Table 3
Disadvantage of the Gas Detector’s Functions
No.

Disadvantage of the Functions

1pump have not enough power to move toxic gas

3.3 Function Analysis of the Pump in the Detector
Detection of the toxic gas will be interrupted when the detector fails. We now know that if thepump did not have enough power to move toxic gas from one side to the other. Function analysis
was carried out for spotting the problem more precisely.

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Fig. 3. Components of the of the Pump in the Detector

Fig. 4 Components name of the of the Pump in the Detector

3.3.1 Component Analysis of the Pump in the Detector
A main function of the pump is to move toxic gases, which avoids the contact between personnel and the gas. The components of the pump include an electromagnetic ring, flow regulator,
magnetic block, exhaust diaphragm, pump casing, spring column, fixed reticle, and rubber, as
well as power in the peripheral part. The main function of the pump is to move toxic gases, so
the object that the pump moves is toxic gases.

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Table 5Component Model of the Pump in the Detector

Engineering System
Pump in the Detector
Main Function
Detect toxic gas(Main benefit: Detection
gas)

System Components
Electromagnetic ring
Flow regulator
Magnetic block
Exhaust diaphragm
Pump casing
Spring column
Fixed ringRubber ring

(Associated)Supersystem Components

Toxic gas(Target)
Power supply

3.3.2 Interaction Analysis of the Pump in the Detector
To identify the components are in contact with each other or not, the following table showed
the available interaction analysis.
Table 6
Interaction Analysis of the Pump in the Detector

1

2

3

4

5

6

7

8

9

10

1.Toxic gas

X

-

-

-

-

+

-

-

-

-

2.power supply

-

X

+

+

+

-

-

-

-

-

3.Electromagnetic ring

-

+

X

-

+

-

-

-

-

-

4.flow regulator

-

+

-

X

-

-

-

-

-

-

5.Magnetic block

-

-

+

-

X

+

-

-

-

-

6.Exhaust diaphragm

+

-

-

-

+

X

-

-

-

+

7.Pump casing

-

-

-

-

-

-

X

+

+

-

8.Spring column

-

-

-

-

-

-

+

X

-

-

9.Fixed ring

-

-

-

-

-

-

+

-

X

+

10.Rubber ring

-

-

-

-

-

+

-

-

+

X

3.3.3 Function Model Analysis of the Pump in the Detector
This section analyzed the pump of a single point gas detector. It helps readers get to know thedetector’s structure, its’ peripheral parts and its’ operation. Table 7 showed that the main function of the Riken single point gas detector is to move toxic gases.

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Table 7

Function Model Analysis of the Pump in the Detector

Function

Rank

Performance level

Spring column
Support the pump casing

Auxiliary

NormalDampen the pump casing

Auxiliary

NormalPump casing
Holds Fixes ring

Auxiliary

NormalFixed ringHolds Rubber ring

Auxiliary

NormalRubber ringMove Magnetic block

Auxiliary

Insufficient

Magnetic block
Move Exhaust diaphragm

Auxiliary

InsufficientMove Electromagnetic ring

Auxiliary

NormalAttrit Electromagnetic ring

AuxiliaryHarmfulExhaust diaphragmMove Toxic Gas

Basic

Insufficient

Flow regulator
Control Power supply

Additional

NormalPower supply
Provide electricity to Electromagnetic ring

Additional

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Springcolumndampensupport

Toxicgas

Pump casing
move
holds

Power
supplyExhaust diaphragm

Fixed ring

controlFlowregulator

Provide electricity
holds

Rubber ring

move
move

move

Magnetic block

Electromagnetic
ring

attritFig. 5 Function Model of the Pump in the Detector

3.3.4 Disadvantages of the Pump in the Detector
The analysis of the pump showed that an exhaust diaphragm will not move the toxic gas to the
expected point. If the magnetic block does not move the exhaust diaphragm to the expected
point, it will attrit the electromagnetic ring. The cause-and-effect relationship will be analyzed
later.
Table 8Disadvantages of the Pump in the Detector
No.

Disadvantages of the Functions

1

The exhaust diaphragm moves the toxic gas to the expected point insufficient.

2

The magnetic block moves the exhaust diaphragm to the expected point insufficient.

3

The rubber ring moves the magnetic block to the expected point insufficient.

4

The magnet block attrit the electromagnetic ring

3.3.5 Cause-Effect Chains Analysis of the Detector’s Pump
The Cause-Effect Chains Analysis inside a pump revealed that the stress caused by the heatsink in the electromagnetic ring will increase the level of aging of the rubber. The contact between oxygen and ozone of rubber materials will also increase the level of aging. Aging leads
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to the failure of the magnetic block, which causes the pump to lose its function of moving thegas.

Fig. 6 Cause-Effect Chains Analysis of the Detector’s Pump

3.4 Creative Design with TRIZ Contradiction Matrix and Inventive Principles
3.4.1 Improvement of Rubber Used in the Pump
(1) The situation: We want to use rubber material to reduce noise and vibration.
(2) Contradictory point:
IF the ring material of exhaust diaphragm used rubber material,
THEN it can reduce the noise and vibration of the pump,436

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BUT rubber material ages easily. When the ring ages , it will cause the interruption ofgas detection.
(3) Engineering parameter and Inventive Principle: The researcher hoped to use the rubber materials to decrease noise and vibration when the magnetic block is working, corresponding to
the engineering parameter “31 Inherent damaging effect”. On the other hand, we hoped thatrubbers will not be easily worn so that frequent repair is unnecessary, corresponding to theengineering parameter “27 Reliability”. The inventive principle obtained by the contradiction
matrix was improving rubber materials.
Table 9Contradiction Matrix of the Rubber Material Used in the Pump
Worsening Parameters

27
Reliability

Improving Parameters
31
Inherent damaging effect

24

2

40

39

Corresponding to the contradictory matrix of the invention of the principle of 24, 2, 40 and 39,
rubber materials can be modified as the direction of the proposed design, the proposed way tothe feasibility and ideal.
(4) Inventive Design: The inventive principles of “39 Inert Environment” and “40 Compound
Materials” were adopted in order to improve the pump. The process of considering the design
was shown as follows:(i)“39 Inert Environment”: Design a protection box covers the rubber ring, filling the place inwhich rubber is placed with inert gases or make the space vacuum inside the box. The inert
gases isolates the air from the rubber, which will avoid rubber ageing because of air contact.
(ii)“40 Compound Materials”: Replacing rubber with heat-resistant and anticorrosive materials.

3.4.2 Heat Transmission from the Electromagnetic Ring to Rubber Ring
(1) The situation: we hope to use the electromagnetic ring to produce cathode. Cathode will
make the magnetic block to move the membrane and the toxic gas will thus be moved.
(2) Contradictory point:
IF electromagnetic ring was used to produce cathode,
THEN it can make the magnetic block to move the membrane and the toxic gas will thus
be moved,
BUT it will produce heat, which will decrease the quality of the rubber ring.
When the ring ages, it will cause interruption of gas detection.

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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland(3) Engineering parameter and Inventive Principle: If the magnetic ring is used to produce cathode to move the toxic gas, the magnetic ring will produce heat. Heat will cause aging of therubber.
The researcher hoped to use the electromagnetic ring to produce magnetic forces that move thediaphragm, corresponding to the engineering parameter “19 Forces needed for the movementof objects”. He did not want to see the heat coming out, corresponding to the engineering parameter “17 Temperature”.
(4) Inventive Design: The inventive principles of “3 Local Quality” are adopted in order toimprove the pump. The process of thinking were as follows:“3 Local Quality” The space in the pump was filled with air. Heat will transmit to rubber ring
through air. We don’t want the heat to reach the pump so we may make places around therubber ring covered by a case. Then, put inert gases in the case to isolates the air from therubber. It will avoid the aging of the rubber ring.
Tab. 10 Contradiction Matrix of the Electromagnetic Ring
Worsening Parameters
Improving Parameters

27
Temperature

19

19,24,3,14

Forces needed for the movement of objects

4. Conclusions and future improvements
The study showed how to innovate the single point gas detector with TRIZ. If we design aprotection box covers the rubber ring. We will fill in the inert gases or make the space vacuum
inside the box to separate heat and oxygen away from the rubber rings. Our future research will
focus on how to manufacture the device we came up.

References
1. Che-Wei Chao. 2014. Clean room rnvionment gas detector rationality mode of distribution and discuss. Master's thesis of Degree Program of Industrial Safety and Risk Management, National Chiao
Tung University.
2. Chi-Yuan Chen. 2008. The air detects the optimization research of subsidiary machine number. Master's thesis of Degree Program of Industrial Safety and Risk Management, National Chiao Tung University.
3. Kuo-Ting Peng. 2006. Optimization of Gas Monitoring System Design ~ Wafer Fabrication as an
Example.
Master's thesis of Degree Program of Industrial Safety and Risk Management, National Chiao Tung
University.
4. Li Haijun, Ding Xueyan. 2009. Classical Popular Reading of TRIZ. China Science and Technology
Press.
5. Ming-hung Sung. 2012. TRIZ: Systematic Creation Theory and Application. Tingmao PublishingCo., Ltd.

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6. Qin Xiaojian. 2008. Popular Reading of Forty TRIZ Inventive Principles. Heilongjiang Science andTechnology Press.
7. Sun, Yongwei. Sergei Ikovenko. 2017. TRIZ: A Golden Key to Open the Door of Innovation. China
Science Publishing & Media Group Ltd.
8. Wang Chuanyou. 2010. Forty TRIZ Inventive Principles and Technical and Physical Contradictions.
Northwestern Polytechnical University Press
9. Genrich Altshuller. 1996. And Suddenly the Inventor Appeared: TRIZ, the Theory of Inventive Problem Solving. Technical Innovation Center, Inc., ISBN 978-0964074026
10. Genrich Altshuller. 1999. The Innovation Algorithm: TRIZ, systematic innovation and technicalcreativity. Technical Innovation Center, Inc., ISBN 978-0964074040
11. Isak Bukhman. 2012. TRIZ Technology for Innovation. Cubic Creativity Company, ISBN：978986-85635-2-0
12. Karen Gadd. 2011. TRIZ for Engineers: Enabling Inventive Problem Solving. Wiley Press. ISBN:
0470741880
13. ACGIH(American Conference of Governmental Industrial hygienists) TLV(Threshold Limit Values) Chemical Substances Introduction, http://www.acgih.org/tlv-bei-guidelines/tlv-chemical-substances-introduction
14. Chiao Tai Gas Co., Ltd. 2009, http://www.ctgas.com.tw/product1.html
15. Hengyi International Co., Ltd. http://www.safetygas.com.tw/pdf/ The Principles of All Kinds of Sensors and Their Advantages and Disadvantages. pdf
16. Ministry of Labor. 2013. Taiwan Occupational
https://laws.mol.gov.tw/FLAW/FLAWDAT0201.aspx?lsid=FL015013

Corresponding Author:
Youn-Jan Lin: yjlin@must.edu.tw

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

TRIZ AND SCIENTIFIC METHOD OF COGNITION:
COORDINATION OF APPROACHES
Nikolay Shpakovsky
Minsk, Belarus

Abstract
TRIZ algorithms are based on paradoxical logic, which differs from traditional logic of engineering
problem solving. It is possible to increase effectiveness of TRIZ if we combine it with the scientificmethod of cognition.
The report shows that an effective problem solving algorithm should be based not only on TRIZ approaches, but also on methods of obtaining new knowledge. By the scientific method, new knowledge
can be obtained by observation of a phenomenon, analysis of observation results, suggesting hypotheses
and testing them. A solving of any inventive problem means obtainment of new knowledge: how to fix
a disadvantage, how to improve a machine or equipment.
The algorithm of improving problem situations (AIPS) developed by the author includes the scientificmethod of cognition. By this algorithm, it is necessary to collect information about machine structure
and operating (observation stage), then to analyze obtained information for revealing the problem core:a conflict and its causes. The most important stage is hypotheses suggesting. It is necessary to propose
different ways of conflict eliminating. The testing stage is the stage of solving the technical problems,
which are formulated based on hypotheses.

1. Use of scientific method in inventive problem solving
The difficulties of mastering TRIZ-based approach are largely hidden in the fact that it is basedon paradoxical logic, which is different from the traditional logic of solving problems, appliedby scientists, specialists and engineers of the companies. TRIZ algorithms and the very approaches to solving problems don’t fully match the method of scientific cognition [1].
In our opinion, the process of inventive problem solving will largely benefit, if it is based not
only on TRIZ principles, but also on scientific method for obtainment of scientific knowledge.
Solving an inventive problem means obtainment of new knowledge about correcting something
in a problem machine, equipment or their environment, about eliminating a problem, which
worries us.
The process for obtaining new knowledge includes the following steps:
1.
2.
3.
4.
5.

Monitoring the object of research
Analyzing the results of monitoring
Setting forth hypotheses
Creating conditions for checking the hypotheses
Checking hypotheses and formulation of new knowledge.
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The first two items are analytical part of the process, while three last ones constitute its synthetic
part.
It is rather convenient to use the actions, which are analogous to the process of obtaining scientific knowledge, in solving inventive problems (Fig.1). The following sequence manifests
itself here.
First we monitor some phenomenon, for example, the functioning of a problem technical device, gather data on its structure and functioning as well as on the problem associated with thisphenomenon. After that the analysis proper is conducted, we try to find out the essence of the
problem – in what place, under what conditions and due to what reasons the conflicting interaction took place. The next step is setting forth hypotheses concerning the methods for elimination of the conflict existing within the system. Further on, we need to organize the check ofhypotheses, which were set forth, but prior to that we shall have to think about how to do it inthis particular situation.

Fig. 1. Solving an inventive problem as obtainment of scientific knowledge

If we look at the evolution of TRIZ, we can see that this evolution is in keeping with the abovequoted scheme. TRIZ methodologies at early stages of their evolution were concentrated atsolving the problems, which emerged from some problem situation. It was supposed a priorithat the solver knows, which result he had to obtain, however, it wasn’t clear how to obtain thisresult. If it was clear what result should be obtained and how it could be done, no problem
existed at all. However, practice has shown that detached problems are rarely encountered inpractical consulting, most often at the input we have a complicated problem station, in which
the problems to solve have not yet been singled out.
Analytical tools start to be actively used nowadays in addition to solving methodologies andtools. Application of function and flow models, models of the processes, different models of a
useful system and cause/effect analysis have become ordinary for studying a problem situation.
Such a broadening of TRIZ competence can be only welcomed, since it offers an opportunity
to enhance the quality of obtained ideas (Fig.2).

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Fig. 2. TRIZ and steps of scientific method

At the same time insufficient attention is given in TRIZ to stages of setting forth the hypotheses
and checking them. And this is regrettable: following the logic of scientific method, which was
optimized during the centuries and proved its effectiveness, could significantly assist the solving of problems. When a problem is solved, the information is gathered fairly quickly and it isdifficult to generalize it: the solving process can come to a dead end. The hypothesis, describing
a possible way of solving a problem, can function as an intermediary link here. Formulating ahypothesis, we create a supposition about the method for attaining the set goal and delineate
the possible way of solving a problem.
The working hypothesis is based on understanding and explaining the reasons of the conflict.
It describes the transformations of the problem situation and of the machine, which are necessary for elimination of the conflict and points out, what conditions should be created in a certain
zone of the machine in order to eliminate the conflict.
It is necessary to verify the advanced hypothesis: to introduce changes into a problem device
and to perform testing experiments. If it is complicated and expensive, the test is carried out onmodels – object models, mathematical, computer and other models. However, it is by far notalways understandable, how to provide for conditions described in the hypothesis. In this casean inventive problem emerges. It is necessary to solve this problem and to answer the question:
how is it possible to transform the device, in order to create conditions described in the hypothesis? Serious contradictions may occur at this stage, which should be resolved using the toolsof classic TRIZ.

2. Function and structure of AIPS-2015 algorithm
Based on the above-quoted approach we developed an algorithm for correcting problem situations AIPSН-2015, which organizes basic TRIZ tools into a single unit, the aim of which issolving inventive problems and correcting problem situations. This algorithm is a logical continuation of TRIZ-based algorithms developed by G. S. Altshuller. analytical and solving tools,
applied in TRIZ are extensively used in it. An important role in this algorithm is played by key
provisions of the general theory of strong thinking (OTSM) developed by N. N. Khomenko.
Besides, in creating the algorithm we tried to make the best of our long-term experience ofproblem-solving, acquired at different companies, first of all at SAMSUNG and POSCO (Korea).
The work with an algorithm starts with the description of a source problem situation. Our goal
is to improve a certain problem situation, i.e., to obtain an improved situation, in which the nondesirable effect is eliminated. Algorithm presupposes the work on the situation in three stages(Fig. 3).

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Fig. 3. Scheme of a problem situation improvement

First comes the analytical stage – we analyze the situation, try to understand why the undesirable effect is encountered and under what conditions it would not occur. The analysis starts
with specifying the problem situation and detaching the undesirable effect. After that follows
the transition to the level of engineering device, the machine, the functioning of which is related
to problem situation. This part of work is directed at narrowing the field of search and singlingout the conflicting interaction of system components. Further on, it is necessary to find out,
what reasons cause the conflict and to put forward working hypotheses concerning the methods
for elimination of these reasons. The final action of the analytical stage is the formulation ofproblems.
Thus, the problem situation consists in the fact that in obtainment of a useful product we also
get some negative phenomena — undesirable effects. Sometimes, there are many undesirable
effects in a situation, they can be in a complicated interrelation. Each undesirable effect should
be analyzed separately, however, one should start with such an effect, which requires elimination first of all.
ЧIn order to pass over from the problem situation to the formulation of the problem, it is necessary to do a lot of analytical work: to understand, what led to the occurrence of the undesirable
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effect and what parts of the useful system require correction, to put forward suppositions (hypotheses), under which conditions the undesirable effect will be eliminated. And at the sametime the answer to the question of how these corrections will be effected, will be the solutionof the problem (Fig.4).

Fig. 4. Scheme of the analysis of a problem situation

Analytical part of the work with a problem situation is performed in four steps.

3.1 Specification of the problem situation
At first it is necessary to understand the circumstances, under which the problem situation occurred, to understand the essence of the undesirable effect, with the production of what usefulproduct the problem situation is associated and what principle is used in obtainment of theuseful product.

3.2. Identification of problem operation
At the second step we have to pass over from the description of the problem situation to understanding of where the source of the problem lies.
At first, it is necessary to understand, the functioning of which machine, which equipment isassociated with the occurrence of undesirable effect, which particular harmful product appears
as a result of its functioning. Further on, we find all necessary information about the machine:
its composition and structure, how it works and in what environment it functions. Then weanalyze the technological process, performed by this machine, in greater detail.
After that it is necessary to find out, what step of technological process is characterized bygeneration of that harmful product, with which starts a chain of negative events, leading toundesirable effect. It would enable to identify the problem zone of the machine, the place, where
the conflict is generated.
The actions to be taken at this stage are research and analysis. The most convenient way ofgeneralizing the information about the machine is to construct models of it. Modeling will allow
to identify the most important things, and to present the knowledge of the machine in a concentrated form.
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The result of performing this step: the problem operation is indicated, which most probably
yields a harmful product, the structure of the system, performing this operation, is identified
and relevant features of machine functioning are studied.

3.3 Studying the conflict
The conflict is the imperfection of the machine, harmful interaction of its components, whichleads to emergence of a harmful product of the problem operation. In order to identify the conflict, it is necessary to specify, what components of the machine take part in the production ofa harmful product, when the conflict emerges, what in particular takes place and where.
At this step it is necessary to take a strategic decision – whether it is necessary to eliminate thisconflict at all. For this purpose, it is necessary to find if this undesirable effect is significant
enough for spending time, effort and money on elimination of the conflict, or this undesirable
effect could be neglected in this case. It means that in this part of the algorithm there is a “bifurcation point”: the fork, in which we have to select one of two directions.
If the decision is taken to eliminate the conflict, it should be studied in greater detail. It is necessary to understand the reasons of the conflict, its nature and to trace the entire chain of events,
which lead to a negative phenomenon.
In identifying the origins of the conflict our line of reasoning will be as follows.
If a conflict emerges in some place of the machine, it means that “useful” and “harmful” systems act here simultaneously, due to what a harmful product is produced. The useful system
has already been analyzed, now it is necessary to identify the components of a harmful systemand to understand the mechanism of interaction between the two systems. In addition, it is necessary to study the entire chain of events, which led to the generation of the conflict and tounderstand the conditions under which it emerges.
The result of performing this step is exact indication of conflicting components and the time of
the conflict, list of the most significant reasons of the conflict.

3.4. Putting forth hypotheses concerning the elimination of the conflict andformulation of problems.
Finally, it is necessary to select the directions for elimination of the conflict.
To achieve this, it is necessary to set forth the hypotheses – suppositions concerning conditions
under which the conflict will be eliminated. It could be eliminations of the reasons of the conflict, neutralization of its consequences, changing the modes of operation of the given device,change of environment, etc.
At large, the hypothesis is the description of desired result at the level of the situation, indication of what particular conditions we should obtain in the problem zone of the machine in order
to eliminate the conflict. Here is an example of a working hypothesis: in order to prolong theservice life of the micro-chip, it is necessary to reduce its temperature. Based on hypotheses,
problems intended for solving are formulated, implying the technologies of “Typical solution”
and “Contradiction”.
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The analysis of the problem situation is a step-by-step motion into the depth, from the known
to the unknown. From the understanding of the situation on the whole to technological details,
from studying the principles of machine functioning to identifying of conflicting components.
It is necessary to find a problem place and to understand, what sort of a conflict between systemcomponents exists there. The conflict is the core of our problem, it is the main negative event
generating a problem situation.
Having identified a conflict situation, we simplify the problem, i.e., we find one of the unknown
values of a complicated equation. Identification of the conflict is an important part of the work,
however, it is only one half of the work. We understood the essence of the problem, and then it
is necessary to analyze the deep reasons of the conflict and to understand, what potentiality webasically have in terms of eliminating this conflict. The field of search is dramatically broadened: we look for the events, which lead to the generation of the conflict proper and try to takeall significant reasons of it into account. It could be either one reason or several reasons. However, having concentrated our efforts on the search for these reasons, we try to review all reasonsof this disadvantage at once and we analyze them one after another, which is much simpler.
Particularly the set of reasons will enable us to set forth the working hypotheses for eliminationof the conflict, while the entire remaining information, received at the first stage will give an
opportunity to find the conditions for verification of these hypotheses, i.e., formulate particular
problems.
At the second stage we solve the problem, i.e., we find how to create the conditions underwhich the undesirable effect will not appear. Based on the conditions of the problem, it is possible to create a model of it, to transform it into a model of a solution, to select required resources and to find the idea of a solution. The solving stage of the algorithm is characterized by
the following peculiarity: the tools applied constitute one system, which enhances the efficiency
of applying them.
Here we act in the following way:••••

We formulate the result, which it is required to obtain and find, what hinders the obtainment of this result.
We find the basic idea, we find the basic idea for obtainment of the required result anddefine what action should be done for this purpose.
We select the resources, which we need for the implementation of this idea and the useof this idea for the improvement of a particular machine.
We find these resources and convert this idea into an actual solution.

It is necessary to repeat this sequence of actions (“what is required – how to obtain – what touse for obtainment – the variant of the solution”) several times, every time elaborating the ideaof what we need and what hinder sour obtainment of it. Fundamentally, at the second stage wehave to specify the method for attainment of the set goal and find the means for implementing
this method. In this case it is necessary to reach the mutual harmony of method and means forsolving the problem, which requires several iterations of solving the problem.

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Fig. 4.1. Solving stage of AIPS-2015

The line of reasoning used in solving an inventive problem is based on the scheme, describedby the “Hill” model (Fig.5). The peculiarity of the approach consists in the fact that not thesituation itself is transformed, but its model, and then the return to the level of an actual situation
takes place and the solution of the problem is worded. The problem, which relates to certain
actual objects, is transformed by the conscience into its abstract model. There is an idea at theabstract level: what change is required for the set goal and only then this idea is embodied inan actual object [4].

Fig. 5. “Hill” scheme of problem solving.

Three transitions are shown in the scheme:•

From conditions of the problem to the abstract model of the problem;•

From the abstract model of the problem to abstract model of solution;•

From the abstract model of solution to a particular solution.

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Special models are used for transition to the abstract level, while well-proven TRIZ tools havebeen elaborated for the transition from the abstract model of the problem to the abstract solution.
The most complicated solution is the third one. After transforming the model of the problem
we obtain a model of solution, which offers a certain fundamental transformation of the system.
Further on, it is required to convert this model into an actual solution. For this purpose, it isnecessary to find the resource and to incorporate it into the problem system. It is necessary to
be able to apply the abstract idea of solution to particular circumstances: to understand, whatshould be changed in the technical device, what resources could be used for that purpose. Special attention in algorithm AIPS-2015 is given to work with resources: compiling a list of requirements and finding a new resource.
Sometimes it is possible to find at once from the model of solution, what resource we need andto formulate the solution of the problem. However, it happens often that it is by far not obvious
and the required resource should be found. It means that the final goal of working with resources
consists in finding such a system, in which the disadvantages are eliminated, which are present
in the source system.
Example. Work on creating a compact printer using the “Hill” model.
Problem. What is the way to reduce the size of a jet printer? The width of this device isdictated by the standard size of the paper sheet A4 and the opportunity to print on such
sheets should be retained.
МModel of the problem. Let us imagine in the generalized form the interaction of theprinting head and a sheet of paper. The head performs shuttling motion along thestraight line across the sheet and prints the picture. The model of the problem is a section of the straight line. What is the method for making it compact?
Models of solving. With the source printer the pathway of a printing head is straight.
Here it is possible to ask a question – what is the way of making a section of a directline compact? How to put a piece of wire into the picket? Coil it into a ring… or cut it
into pieces, if the integrity of the wire is of no importance. Transition from the problem
to its solution is shown in Figure 6.

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Fig. 6. Obtainment of the model of a solution for a compact printer.

Solution 1. Embody the printer in the form of a ring, through which a piece of paperrolled into a tube is stretched. Such a “Сircular Printer” was proposed by the Korean
designer Songyon Lie (Fig. 7).

Fig. 7. Obtainment of the idea of a Circular printer.

Solution 2. To retain only the basic part of the printer – its printing head with control
elements. Such a printer, for example, Zuta Pocket Printer, could move along the sheetof paper, one line after another, printing the letters (Fig.8).

Fig. 8. The idea of a printer as a printing head.

And finally, at the third stage it is necessary to analyze the situation one again – to understand,if our hypothesis was right and if it became possible to get rid of the disadvantage. It is necessary to experimentally prove the proposed solution. To elaborate the details of its engineering449

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embodiment and to check, if the problem situation is corrected by the proposed solution. The
experiments could be organized both for checking the fundamental workability of the new variant of the machine, and for the elaboration of its parameters and modes of operation. It offers
an opportunity to elaborate the design, to perform engineering calculations and to manufacture
the required equipment. Thus, the fundamental idea of a solution is transformed into an actualmachine.

4. Software product Solving Mill
Algorithm AIPS-2015 was tested several times in solving inventive problems for the company
POSCO and was thoroughly optimized. Software product Solving Mill was developed basedon it.
The main idea of the Solving Mill is return to origins of “Inventing Machine”, that first version,
with which this project started. Then there was a wish to create a kind of a software interlocutor,
a sort of a “guide” who leads the solver through the problem-solving process and explains whatshould be done at a certain stage and what result should be obtained.
The idea of a software helper, competent and logical interlocutor, who guides the problemsolving along the efficient algorithm, asks proper questions and reminds what should be done
and what attending information should be applied – has great potentiality. The goal of the Solving Mill project is to propose a computer program, which is directly intended for solving an
inventive problem from the description of the problem situation to obtainment and valuation of
the idea of solution. In many respects it was a success, the software product was successfully
tested at POSCO and other companies, in the universities and demonstrated good results.

Fig.9. Solving Mill450

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The main solving tool of Solving Mill is a template, a kind of a map of solutions, which is filled
in by the user. Formulation of contradictions and other models of problems is carried out usingmini-algorithms and tools developed in attending disciplines.
It is presupposed that a thorough analysis of the problem situation is carried out, implying thecreation of cause/effect interactions and employment of the most efficient tools for solving
problems as well as strengthening of obtained solutions using the lines of evolution.

Conclusions
1. Feasibility of coordination of TRIZ methodologies with the scientific methods for obtainmentof new knowledge is shown.
2. Setting forth hypotheses for elimination of the conflict plays an important role in inventive
problem solving.
3. Algorithm AIPS-2015 and the software product Solving Mill show high efficiency in solving
inventive problems.

References
1. Martin Goldstein, Inge F. Goldstein. How We Come to Know. Research of the process of scientificcognition/Abridged translation from English by A. E. Petrov. [Text] / M.: Znanije, 1984. – 256 p.
2. Shpackovsky N. A., Novitskaya E. L. Algorithm of work on production inventive projects.
3. Shpackovsky N. A., Novitskaya E.L. TRIZ. Practice of target-oriented inventive activity. М.: Forum.
2010.
4. Khomenko N. OTSM: introduction. Electronics, Learning Center. Pyuangtek, 1997.

Corresponding Author:
Nikolay Shpakovsky: triztrainer@mail.ru

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

TRIZ FOR NEW PRODUCTS: SOLVING “NEVER
SOLVABLE” PROBLEMS
Krzysztof Kochanowskia, Tomasz Michalika,a

SMP Poland Sp. Z o.o. ul. Magazynowa 2, Białystok, 15-399, Poland

Abstract
SMP Inc. is a leading independent manufacturer and distributor of automotive spare parts. One of the
major product categories is Ignition Coils. Decision to manufacture versus resale product is made basedon the vehicle in operation number as well as the original part failure on the market resulting in potential
sales volume. Main market drivers are product quality and output parameter’s characteristics and item
price.
One of the important characteristic is Fit and Function, what is very easy to check by Customer bysimple replacing original with aftermarket ignition coil. However external shape of the product usuallyis very similar to the original one internal design is of SMP design standard based on history of morethan 30 years of coil manufacturing as well as analysis of failure modes of original coils.
TRiZ examples presented in this paper shows how use of simple innovative tools can support solvingof problems and lead to changing design standards.
Keywords: Ignition Coil, Reverse Engineering

1. TRiZ history at SMP Poland Sp. Z o.o.
1.1. TRiZ Awareness at SMP Poland
SMP Poland has started first dry type ignition coil in 1983 and through the years has delivered
products to both OE as well as Aftermarket Customers. SMP main goal is to have product with
OE or OE exceeding quality at reasonable price. Through the years also ignition coils havechanged design starting with traditional type, through multi output and rail types into plug on
top and pencil coil types. Main drivers to the coil shape are the limited space available in theengine compartment, as well as higher electrical output characteristics due to the higher compression fuel mixture within the engine cylinder. Also modern ignition coils have electronic
driver module implemented into the coil what also increase complexity of the coil design.
Continues changes to the coil design result almost in never-ending update of the Design Standard Document and some of the failure modes have not been noticed before and right solution
need to be found still. Also analysis of the OE original coils returned from the marked showsthat failure modes are linked with the design as such and if design is not changed those would
be also implemented into the Aftermarket product.
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We have heard of TRiZ success stories in the automotive, aerospace as well as electronic industry, but majority of those articles were linked to the new products as well as the improvementof the existing product improving the product functionality. In our case we have limited scopeso the external shape and output electrical parameters are as per the original specification andonly factor which we can improve is the product cost and robustness.

1.2. Training and the Pilot Project
TRiZ training in Poland has not been easy to find, till 2015 only TQMsoft [1] carried out “TRiZ
Basics” in Polish language. Two engineers have joined this training in 2014 but examples andtheory presented was not fully understood by our engineers. Also problem was that the training
covers almost all of the TRiZ tools what within the three day long course is difficult to accommodate. After the training we have looked to one of our design problem but really we havestruggled to get the right tools and right approach so the problem remained not solved, at least
not with the usage of TRiZ tools.
So when in 2015 ODiTK has started the TRiZ workshop and training program called “TRiZ
Marathon” we decided to give the second chance and have sent our engineers to the first twoworkshops. Advantage of such workshop is that not only we have learned very few but basic
TRiZ tools but also we have got workshop with our real problems to solve. During the firstworkshop we have decided to select the first pilot project. Our learning point from the first
approach was that we should not look into the one for the product under the design but use thetools to solve one with existing product and we have selected product which were designed notby our design center but product manufacturing center has been moved to SMP Poland. As the
input materials we have used templates and materials by Karen Gadd [2]2. Pilot Projects
2.1. Project selection
1. Ignition coil is kind of the electrical transformer transforming through the electromagnetic
field energy supplied by primary coil with the low voltage into the high voltage and the secondary winding. Initial energy is supplied by battery with low voltage 6-14 V and relatively
high current 6-13A, output characteristics are high voltage 12-30 kV and 30-120 mJ spark energy. Efficiency of the coil should be greater than 45%. Ignition coil fails when we have electrical breakdown within the coils resulting in low or no output voltage. Ignition coil consists ofthe primary and secondary coils , metal lamination, plastic housing, bobbins, metal connectors
and is filled with bisphenol type epoxy system under vacuum conditions.
2. Because of the gear from 12V up to 30kV secondary winding is of the thin wire with thediameter 0,05 mm range. Usually with the proper coil design and winding distribution electricalbreakdown within the coil is not the problem, but due to the difference in the thermal expansion
between the coil components, mainly epoxy system and metal lamination. Ignition coil works
within the engine compartment, and nowadays is placed even within the cylinder block and is
exposed to vibrations and high temperature stress especially in the winter conditions. With suchrapid temperature gradient epoxy has tendency to crack and damage the electrical connectionor allow moisture to get into the coil causing the electrical malfunction.
3. 6P is six output coil for Chrysler Dodge and Jeep popular application main problem with thiscoil is large epoxy content over the metal lamination. While validation testing main problem
was the epoxy cracking.
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Fig. 1. 6P Ignition coil with cracks after the temperature shock tests

Coils has been exposed to the temperature shock test with the changes from -30 degC up to 115
degC. Cracking has been appearing randomly after few or more temperature cycles.
Original protection were plastic covers (male and female parts) assembled over the laminations
and separating metal from epoxy system.

Fig. 2. Plastic covers securing the metal lamination

4. With support of ODiTK trainer we have run the brainstorm session with the team of experienced and fresh mechanical designers as well as electrical engineers. We have decided to use“bad solution park” as well as “innovative contradiction” tools [2] provided by ODiTK. Within
the session we have determined that the main contradictions to solve are :14: Strength – 12: Shape
27: Reliability – 12: Shape
And the solutions which we have selected to work on are:
10: Preliminary action,
11: Beforehand cushioning
30: Flexible shells and thin films
40: Composite materials.
5. As the result of the session, our mechanical design team has proposed use of the elastomer
over mold instead of the plastic shells. Injection mold was neither expensive nor complex tomake and after 8 weeks we have been able to run side by side, existing and improved coils
validation. Results of validation test pls find presented in Tab. 1. Problem has been solved
completely.
Table. 1.
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Validation test result for 6P coils.
Coils description

Qty

Test result

Coils with plastic covers

30

24pcs. – cracks

Coils with elastomer30

No cracks

Beside improved quality we have also eliminated 50% of the molding cycles, instead of molding female and male part of the shell we have just one over molding cycle with elastomer. Costof elastomer material is higher than for the plastic resin but we have applied just the thin layer
so overall cost per one coil has been reduced. Coil over mold with elastomer next has been
implemented into the SMP Coil Design Standard.

2.2. 6P no connection problem
1. one of the potential weak point in the coil design are joints between copper windings andmetal output/input terminals. Usually used technologies are soldering and different types of
welding, but the most cost effective one is mechanical connection either by sliding in wire into
the metal terminal or by applying threated terminal. Our selected solution was the cubic typeterminals on PCB board. Coil pack with the terminals next has been pressed over the output
terminals over mould in the plastic coil housing.
2. Problem appeared after coil epoxy potting and what we have noticed that the thin film of theepoxy has penetrated in between the HV output terminal and the corresponding cubical ones
and insulated the output. What we have done before we decided to use TRiZ tools were thedifferent terminal material selection and different shape of the HV output terminals with andwithout grooves, etc. Results of those trials were not conclusive and problem remains not
solved.
CubicalTerminal.

HV output terminal .

Fig.3. coil pack assembly

3. Our local TRiZ Leader has started the brainstorming session and “bad solution park” and in
result we have noted that there were not to many contradictions.
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10: Force (intensity) – 36: Device complexity
27: Reliability – 36: Device complexity
And out of the innovative solutions we have selected to work with 35: Parameter Change.
4. Parameter to change was the spring force of the cubical terminal, and ultimately we need justthe tight connection remaining the same and stable through the whole manufacturing process.
So we reduced the connection to just the simple spring with no space for epoxy to flow in
between and interact with large metal wall surfaces of cubical terminal.

Fig. 4. New spring terminal

5. This solution we have managed to implement with no additional cost and final cost of the
PCB with the terminal has decreased. We had two design iteration of spring terminal to allow
its faster and better assembly into the PCB board but the main problem has been completely
solved.
Tab. 2. End of Line test result for improved and existing terminal design for 6P coil
Coils description

Scrap

Coils with stamped terminal

35%

Coils with wire terminal

0%2.3. Epoxy leaking problem
1. Ignition coil traditionally has been impregnated by oil but modern coils since 80’ XX century
are of so called “dry type” filled with epoxy system udder the vacuum conditions. Epoxy systems are with different mechanical and electrical parameters after curing, but they have one
parameter in common, low viscosity while potting allowing good coil impregnation. Problem
is when we have decoration caused by plastic processing of corresponding materials and thenat the joint areas we may expect leakage. Unfortunately potting process is fully automatic so
the outflow of the material cannot be noticed and such coil also cannot be reworked and need
to be scrapped.
2. OE coil manufacturer has design the coil with o-ring sealing the HV bobbin and housing. We
have accommodated the similar design and while the pilot production we experience 2,3% ofscrap due to the epoxy leaking issue through the o-ring. We looked to the o-tring assembly456Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

process but application of release agent as well as improving the o-ring design tool did not solve
the problem, so we decided to look again into our design.

Fig. 5. Sketch of the OE coil design

3. Again we have used “bad solution park” and brainstorming, in result we have found that themain contradiction to solve are :23: Loss of substance – 36: Device complexity
23: Loss of substance – 32: Ease of manufacture
And solutions were :10: Preliminary Action ,33: Homogeneity
Basically obvious was that we should remove the o-ring. We have changed the design to havea homogenous coil housing and have the connection between HV terminal and the HV bobbin
inside the housing. Leaking are has been completely eliminated and again cost savings withremoving o-ring.

Fig. 6. Improved design with no o-ring.

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3.1. Make vs not makeSome of the aftermarket coils due to the high market demand resulted from the very bad initial
original design already have been tolled and are manufactured by low cost suppliers. Those
supplier simply copied the original coil design. With standard business approach we would nothave our payback justified. We cannot change our investment cost so only area to look was thebill of the material and try to reduce manufacturing cost. Our decision was to go with TRiZ.

Fig. 7. Pencil Coil OE Design

3.2. Analysis and proposal of solution
So we decided to go with already very well understood tools like “bad solution park” and brainstorm. We have used the web tool as available on ODiTK web page [3] for those who attended
the TRiZ Marathon.
So contradiction to solve we have found:
39: Productivity – 29: Manufacturing precision
39: Productivity – 32: Ease of manufacture
39: Productivity – 38: Extent of automation
And solutions were:
05: Merging
10: Preliminary Action
Decision was to decrease number of elements with keeping the same functions. Important was
to keep the mechanical spring action between the HV terminals output and the spark plug tokeep the same fitness function.

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Fig. 8. Proposed solution

With the proposed solution we have reduced three elements and replaced them by just one what
and no labour content to be spent while coil assembly so the total saving per product was 0,90
USD what has moved this coil to the area where starting production is profitable.

3. Conclusions
Like TRiZ solutions which looks very simple at the end our conclusions are also pretty muchstraight forward:a) TRiZ basic tools and aftermarket product design is an ideal fit. Allows to break theparadigm of not invented here and move forward with the solutions of better cost andquality.
b) Try to use simple problem to solve, and preferably one where you are not the author ofthe design, this does not block your mind while analysing it and looking at the solution.
Next it is easy to move to the new design and use the TRiZ tools to support the robustness of the product with involvement of the design team.
c) Do not think of all the problem at the same time, like functional problem and cost issues.
Important is to find the ultimate final result first and next try to manage cost issues. Our
experience is that applying the TRiZ results in some investments but with almost instant
payback coming from easier and less material assembly not even mentioning cost ofpoor quality issues.

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best is to start with smaller group. Positive and immediate results will make the rest
eager to learn and follow TRiZ methodology.

Acknowledgements
We would like to thank Michał Hałas, TRiZ Champion and Trainer at ODiTK, for his help andsupport during TRiZ implementation within SMP Poland..

References
1. https://tqmsoft.com/pl/szkolenia/triz-podstawy-metodologii
2. Karen Gadd “TRIZ for Engineers: Enabling Inventive Problem Solving”
3. http://triz.oditk.pl

Corresponding Author:
Tomasz Michalik: TMichalik@smppoland.pl

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

TRIZ IMPLEMENTATION EXPERIENCE IN BASEL
Sergey A. Yakovenko1, 2, Alexander V. Kudryavtsev3, Sergey A. Faer4
1
2
3

TRIZ Departments of RUSAL, Basel, En+

Moscow State University, Faculty of Physics

Non-Profit Assocation "Centre of Practical Innovation", Moscow, Russia
4

Academy of Troubleshooting, Moscow, Russia

Abstract
TRIZ was introduced in RUSAL, EN+, Basel corporations owned by Oleg Deripaska, a famous
Russian businessman, in November 2016. In 2016, the training was performed under outsourcing contracts with TRIZ experts.
In 2017, RUSAL, EN+, Basel created their own TRIZ departments. TRIZ experts were involvedin the work of every department at the corporations as well as existing RUSAL, EN+ or Basel’s
employees responsible for implementation of TRIZ solutions and for interaction with departments of every corporation.
The following groups of different employees with different backgrounds were created: Trainersof Business System course, Graduates of Business System course, Aluminum Division, Engineering and Construction Division, Direction on Technical Issues, Alumina Division, Employees of Engineering – Technical Center, Department of Industry Development, Managing
Group, New employees, Engineering group for Automobile Factory, Engineering group in Energy Sector, HR group, Agricultural Group, Insurance Group, Board of Directors.
Training courses consist of three modules, with breaks of 1-2 months between the modules.
Duration of each module is three days, each day of 8 hours. The first module is introduction
into TRIZ and explanation of the main tools, in the end of the module the students were invited
to draft their personal tasks. After the first module, the students were given a homework – they
had to use the TRIZ tools while working on their personal tasks.
During the second module - the students were requested to present the results of the homework,
the trainers helped the students to complete their tasks and answered questions. Additional tools
were explained. In the end of the second module, the students were asked to redraft their tasks
into a project and to defend in the presence of their managers. The projects also underwent
feasibility study. After the second module the break was 1-3 months, the students had to to put
their projects into production. The third module – the results of implementation and obstacles
were analyzed, new advanced TRIZ tools were explained.

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The full course is 72 hours. All departments provided the lists of existing and prospective tasks.
The tasks were distributed in clusters based on similarity. Some tasks were solved by studentsof the abovementioned groups; others were solved by TRIZ department experts.
Key words: TRIZ, TRIZ implementation, innovations

1. Introduction of TRIZ
1.1. Basel outline
Business of the Russian Federation is largely working now on introduction of TRIZ in practice.
This kind of activity is initiated in various enterprises, in many diverse fields of work. The
organizational set-up is most actively running in industries of the Basel group units.
Our industrial group involves about 100 Russian enterprises and a considerable number of entities in other countries. The scope of activities is rather large: energetics, metallurgy, mining,
hotel business, agriculture and a variety of other branches. The complex of Basel enterprises isthe largest employer in Russia – more than 250 thousand people are engaged in work for thegroup businesses.
Basel group comprises the leaders of the largest industrial branches, such as the leading global
producer of aluminum RUSAL, the largest in Russia private producer of electrical power EUROSIBENERGO (enters En+ group), automobile holding company number one in Russia GAZGroup (enters Russian Machines Corporation).
Machine-building complex of Basel includes industries manufacturing cars, auto parts, aircrafts, carriages, road building and special vehicles. All of them are joined in the Russian Machines Corporation.
Industries of ore mining and smelting cycle included into RUSAL Complex produce 9% ofaluminum made in the world.
Energy complex En+ generates considerable part of power used in Russia and in neighboring
countries with ¾ of it coming from eco-friendly hydroelectric power stations of Krasnoyarsky,
Bratsky, Ust-Ilimsky, Irkutsky HEPs and from many others hydro and heat stations.
The whole complex functions as one business – structure.
The Basel industries have clearly outlined development strategy oriented to growth andstrengthening of leadership of the group units due to productivity enhancement, widening ofindustrial facilities, and realization of major innovation projects. Great attention is paid to green
production security.
In due time the enterprises of Basel became the pioneers in introduction of the tools of productivity enhancement in Russia, they offered the manufacturing system based on the principles ofToyota Production System (TPS). Today Basel is an acknowledged leader in use of the Production System. The original Business-system is used now in the industries, it comprises not only
improvement of own production, but firm work with raw material suppliers and product byers
as well.
However, need of further growth of the production modernization makes search for new reserves. TRIZ has become such a base reserve for our enterprises.
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1.2. TRIZ steps in Basel
Detailed inspection of the instrument efficiency went before TRIZ implementation in the unitsof Basel. The thing is that certain TRIZ enthusiasts – developers of new technics, technologists,managers used TRIZ tools long ago, but the tools were not determined as complex and systematically important for innovational development.
A few tasks from various spheres of the corporation business - from metallurgy to agriculture were selected for the inspection.
The tasks being solved by the first trained group, there was organized the following round –one of the most complicated problems facing the holding units was forwarded for a solution. It
was a matter of immature coal enrichment. The challenge to lower ash-content was complicatedwith a large number of conditions and limitations.
The problem was successfully solved by the working group and it was considered as an additional positive signal. Eventually the departments of TRIZ were created in the structures of
RUSAL, Basel and En+. Overall direction of the complex was allotted to Sergey A. Yakovenko.

2. Work of TRIZ departments
2.1. Main tasks of TRIZ departments
The tasks of TRIZ departments are determined as a jump of efficiency and intensity, process
improvement by the staff forces, and innovation activities in industries should be geared up forthe tasks to be solved, as well as innovation creativity culture should be increased.
TRIZ departments in all of our industries are put up according to the same pattern. They include
professional TRIZ specialists working on the staff training and tasks solving, and second staffof the enterprises. Their task is to control the implementation of the found solutions.

2.2. TRIZ technologies
Three technologies of the task solutions are used in work:
1. Solutions of tasks by the work groups in enterprises. Such work groups are formed ofthe most active and technically sophisticated specialists. They are trained in TRIZ. The
education consists of three seminars 24 hours (3 full days) long each. Between the seminars there are breaks one or two months long. Totally the seminars last 72 hours. The
trainees combine the training with solutions of actual tasks. Critical design review of
the trainees is done after the second seminar close. The third seminar is for analysis of
the secondary tasks emerging under an innovation introduction, and for the tools of
prognostication. Thus, there were formed and trained ten groups of specialists with their
total number of 385 persons.
2. Urgent solution of tasks. Urgent tasks are solved by the staff – TRIZ specialists, andsubject manner specialists are also involved as experts. Such “urgent” tasks arise rather
often; they may come from force-majeure events, for example, under repair works.

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3. Planned solution of tasks non-related to a specific section of the work process. The tasksof that kind may be set by the enterprise key personnel and be involved in either technical or organizational and management aspects of work. Then the tasks are solved in a
relatively tranquil regime, with the terms of work clear in advance and with the possibility to plan the work.

2.3. TRIZ task sources
The tasks are borrowed from different sources. Certain number of tasks is found out by theservices of the Production System and Business System of the enterprises. These tasks wererevealed but they were not solved by own forces without methodic support.
Another source of the tasks includes own analytical tools of TRIZ. Work on revealing of thetasks runs with the use of dataflow, functional, cause-and-effect analysis, functional-ideal modelling and so on.

2.4. Types of the projects in progress
The most often met tasks are those ones on improvement of work effectiveness of already existing systems – processing lines, devices, certain technical objects, management scheme, lowering of energy demands, as well as spend of other critical resources, improvement of productquality, reliability, safety, ecological compatibility.
Additionally, there are tasks:• Revealing of real reasons of defects,• Synthesis of new products,• New variants of the object use,
• Achievement of a result under minimally allowed alterations in the system and in its
environment,• Long-range challenges – determination of the system own development limits,• Predictions of market development• Administrative tasks
At present time about hundred tasks are being worked out in three departments.

3. TRIZ training courses
3.1. Peculiarities of TRIZ in Basel
Specific character of different enterprises requires TRIZ specialists prompt structural adjustment of training courses and tools suggested in the first place. The department performs great
work on training and solving of tasks.
The following groups of employees with different backgrounds were created:
Trainers of Business System course, Graduates of Business System course, Aluminum Division, Engineering and Construction Division, Direction on Technical Issues, Alumina Division,464

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Employees of Engineering – Technical Center, Department of Industry Development, Managing Group, New employees, Engineering group for Automobile Factory, Engineering group in
Energy Sector, HR group, Agricultural Group, Insurance Group, Board of Directors.
All departments provided the lists of existing and prospective tasks. The tasks were distributedin clusters on the basis of similarity.
Managers and supervisors, key specialists are considered as priority applicants for education.

3.2. Modules of training courses
A training course consists of three modules, with breaks of 1-2 months between the modules.
Duration of each module is three days, each day of 8 hours.
The first module gives the introduction into TRIZ and explanation of main tools, in the end of
the module the students should draft their personal tasks. After the first module the students
receive a homework – they should use TRIZ tools when performing their personal tasks.
The second module – presentation of the homework results by the students, the trainers help
the students to complete their tasks and answer questions. The trainers also explain additional
tools at this stage. In the end of the second module the students have to redraft their tasks into
a project and to defend in presence of their managers. Some tasks were solved by students of
the abovementioned groups; others were solved by TRIZ experts.
The projects also underwent feasibility study. After the second module the break was 1-3
months, the students had to put their projects into production.
The third module is designed for analysis of the implementation process and of the obstacles
emerging under the process, and for clarifications concerning new advanced TRIZ tools.

3.3. The tools used
The struggle between two trends may be observed now in TRIZ. One of them is directed tocomprehensive simplification of TRIZ instruments and apparently tends to prompt solution ofrelatively simple tasks. Another one tends to make more difficult the set of instruments thatshould be used for work with advanced complex.
It must be admitted that certain merits and demerits are at each trend, and they both have profitable properties. However, for the base of the department work organization, the conception of“the complex instrument” was accepted as the base, the conception provides coverage of a large
scope of tasks by means of selection of optimum combination of methodical tools.
Specialists of the departments work on strengthening and deepening of analytical and solving
instruments:
•
•
•
•
•
•

Analysis of customer values in processed and latent markets
Analysis of flows
Functional analysis
Parameter analysis
Description of the system limit state
Functional-ideal modelling465

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•
•
•
•
•
•

Trimming of the system elements
Paradox as a mean of formation of the problem understanding field
We are trying to build new variants of presentation of the system development limits
allowing increase instrumentality and reliability of predictions
We work with the variants of new presentations of contradictions and with instruments
alternative to the contradictions, but built based on other principles
We improve cause-to-effect analysis increasing its accuracy and creative force
We look for new approaches to facilitation of resources finding in developing systems

4. Conclusion
We regenerate the work with expert groups acting in our institutes involved in applied researches, establish communications with research groups in Universities, and draw students towork on task solutions and on accumulation of new chemical, physical data needed by practicians. In particular, this work is done with the students of the Physical Departments of Moscow
State University, Moscow Institute of Steel and Alloys and in certain other Universities.
Variety of conditions wherein our specialists work, width of challenges forwarded by themrequire notable performance from our TRIZ specialists on TRIZ instruments adaptation.

Corresponding Author:
Sergey A. Yakovenko: info@altravita.ru

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

TRIZ IN INDIA AND ITS APPLICATIONS IN TECHNICALINNOVATION
Tito Kishan Vemuria,bAssociation for TRIZ and Technical Innovation (ATTI), Bengaluru, 560093, India.

ab

ProInn Consultancy®, Bengaluru, India

Abstract
With a clear emphasis to bring innovation into forefront, the Government of India is promoting Innovation through various initiatives like: Make in India [1], Digital India [2] and Start-up India [3]. In thecontext of changing super system, a genuine need for 1.25 billion Indians is to grow through Productand Process innovation. In this paper, the author would bring out how TRIZ is being deployed in India
and used for enhancing Technical Innovations in Indian industries as a new problem-solving tool. Further TRIZ is enabling to move one step ahead of the curve to make inventions happen in India. The
paper highlights how the professional bodies (Corporate, MSME, Start-up incubators) and Academia
are engaged in this change with a focus to create not just Intellectual Property (IP), but develop ‘QualityIP’.
Any change is successful if there is a Pull or a shared need established. In this context, the shared needwithin the Indian industries is to have a differentiated product and a method that enables the need. This
paper emphasises on various ways of establishing this shared need that are designed, tested and adopted
by ATTI [5] addressing Indian industries, Micro-Small-Medium-Enterprises (MSME) and Academia.
Many strategic actions were taken to build a shared need like organizing – India’s MA TRIZ conferences, TRIZ certification workshops (levels 1 & 2), TRIZ introductory talks by ATTI and other MA
TRIZ Associations in India.
The back bone of Indian industry is MSME. One way to grow the MSME is to increase exports bydeveloping differentiated products. Many invited talks were conducted with consortiums of MSME segments and conducted multiple TRIZ level 1 workshops.
Every year, India graduates about 1.7 million engineers. The ability of an under-graduate engineer to be
an entrepreneur varies based on the exposure and is a function of institute that they graduate from. The
need is to engage the Academia (faculty and students), inspire them to learn new ways of problem solving. As per the strategic actions mentioned in this paper, many TRIZ awareness sessions were conductedacross multiple engineering colleges and universities in this regard. MA TRIZ President, Dr. Sergei
Ikovenko gave inspired talks at engineering colleges on TRIZ in India, which was much appreciated.
Keywords: TRIZ, India, Invent in India TM, Bharat TRIZutsav TM

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1. Introduction
In many ways Innovation in India is associated with Jugaad. Jugaad5 (alternatively Juggaar) is
a colloquial Hindi word, which has various meanings depending on the situation. It could also
refer to an innovative fix or a simple work-around, a solution that bends the rules, or a resourcethat can be used in such a way. It is also often used to signify creativity - to make existing things
work, or to create new things with meagre resources. As per Oxford dictionaries [6], Jugaad: A
flexible approach to problem-solving that uses limited resources in an innovative way. ‘countries around the world are beginning to adopt jugaad in order to maximize resources’. Unfortunately, Jugaad is a trail and error approach and is not structured and hence it is not repeatable
and reproducible, in other words it is not predictable.
TRIZ deployment in India at a corporate level was started in John F. Welch Technology Center(JFWTC) that houses GE Global Research Center (GRC) and in engineering division of GE
Energy business that is co-located in JFWTC in late 2000’s as a corporate initiative to enhance
the Design for Six Sigma framework (used in product design). Being a global company with astrong vision, the global centres were also empowered to learn along with the core team in
Niskayuna in various levels of TRIZ. With 4 members certified in level 3 from JFWTC, Bangalore in 2011, the TRIZ penetration started in JFWTC and GE Energy business with multiple
patents filed from Bengaluru through TRIZ workshops. The author was a GE Energy employee
and led a culture change of Technical Innovation at Engineering division of GE Energy businessin Bangalore.
In India, TRIZ was taught at Indian Institute of Technology, Mumbai (IITB) by Professor Prakash R Apte, and certification workshops are conducted by ProInn Consultancy® [7] in association with ATTI and TRIZ Association of Asia [8]. TRIZ conferences were organized by various entities in India. In 2010 TRIZ Innovation India [9] had their conference “TRIZ India Summit”. There was no further activity as a national conference since then. “TRIZ Trends” organized by GE JFTWC in 2014 and 2016 focused on recent trends in TRIZ. “InnovEx Asia”
organized by TRIZ Association of Asia in 2015 and 2016 with a focus on Innovation. The
apparent gap that was found in 2015 in India: No national platform that is TRIZ focused andconsistent year on year in conferences by a non-profit organization, not open for all, only few
pockets of penetration of TRIZ in academia and lack of TRIZ mentors.

2. ATTI formation
With the advent of author relocated to Malaysia to work with GE Aviation, Dr. Sergei Ikovenko,
TRIZ Master and President MA TRIZ connected him to the larger TRIZ community in Malaysia. The MyTRIZ (Malaysia TRIZ) Association, enabled an exposure that was quite outward at
a national level.
The larger changes in the super system (in India) came with an emphasis by the Government ofIndia to “Make in India” gave right impetus to the manufacturing sector. In its’ true spirit, Make
in India needs “inventions to happen in India” and this is an additional gap to be filled. With
the need for inventions to happen in India and to address all gaps identified above, Association
for TRIZ and Technical Innovation, ATTI was formed in Sept. 2015 by a team of professionals
and scientists who believed in power of TRIZ and its’ deployment in India. As a measure ofeffectiveness, a mission to mentor 5000 inventors by 2020 through TRIZ was initiated by ATTI
alone. ATTI is a not for profit organization with a focus to contribute towards TRIZ and Technical Innovation enhancement in India.
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The three-fold strategies adopted by ATTI towards this change is across three verticals of Corporate, MSME & Start-ups and Academia is not just training the people on TRIZ but to mentor
skilled innovators in various industries.
1. Iccha (in Sanskrit is to inspire)
2. Gnana (in Sanskrit is to Empower with knowledge)
3. Kriya (in Sanskrit is to execute)
All the activities adopted by ATTI, are in this direction.

3. ATTI strategies
1. Inspire people to invent at a national level awareness session using TRIZ. Inspiration is always drawn by giving right exposure to the people on what they thought can’t be done andshow how to through case studies. Another way of inspiring people is to put huge goals thatlook impossible at the beginning, but accomplished with a focused effort. Bharat TRIZutsavTM,
India’s MA TRIZ conference and to groom 5000 inventors by 2020.
2. Empower with knowledge through new skillset learning. Knowledge of just problem solving
is not sufficient. It is required to understand the nuances of the product development and thebusiness side of the product. TRIZ certification workshops were focused on actual problem
solving critical to the business needs.
3. Execution support by mentoring and change management to accelerate cultural change that
supports technical innovation and contribute to the learning of TRIZ knowledge to other TRIZ
Associations. Execution is a function of leadership traits like Inclusiveness, perseverance andcollaboration. IP is for the business, but the generators are people. So the entire workshops wereorganized such that the hands on practice from diverse teams is encouraged. Mentoring post
TRIZ workshops based on the interest of the people that enables learning to practical application.

3.1. Strategy #1: Building awareness pan India
Change is effective when it brings a pull in the system. The pull should come from industry(Corporate and MSME) that demands a new skillset needed for its’ growth after experiencing
tangible results on technical innovation using TRIZ. Once demonstrated this skillset would be
expected from academia while hiring.
Many introductory talks were conducted across multiple business verticals including: Inhouse
TRIZ awareness sessions in large corporates pan India; Seminars organized by Ministry of Micro, Small & Medium Enterprise (MSME) and Consortium of MSME’s; IP conferences; andeducational institutes in various states of India like Karnataka, Tamilnadu and Gujarat.
A critical aspect of awareness is to share consistently success stories to professionals who want
to be inventors. Adopting TRIZfest and customizing to Indian culture, “Bharat TRIZutsavTM”
evolved. Bharat TRIZutsavTM is a national platform to showcase benefits of TRIZ application
in industries through case studies, share new knowledge by bringing in national & international
speakers on TRIZ and importantly motivate the young and mature minds alike to Invent.
Bharat TRIZutsavTM has 4 important awareness sessions each year.
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1.
2.
3.
4.

Give international exposure on latest development in TRIZ by TRIZ Master(s)Bring CTO’s of large corporate to share how they drive Innovation
Inspire people with real case studies of TRIZ application and its’ benefits
Share tactical and strategic practices of technology leaders how they empower theirteams while building a culture of Technical Innovation.

Bharat TRIZutsavTM 2016 was the 1st MA TRIZ conference in India where the industries frommultiple verticals like: Automobile, Power Generation, Oil & Gas, Polymers, Heavy engineering, Pharmaceuticals, FMCG participated along with MSME and Academia. It also witnessed
keynote talk by Dr. Sergei Ikovenko, TRIZ Master and MA TRIZ President, and many TRIZ
level 3 professionals in India.
Any organization can be classified into two groups. One enablers (leaders and managers) andother executors (who work hands-on in problem solving). To inspire the executors the key is toinspire the enablers how to create an environment that simulates the later. With this focus, apanel discussion was themed on “How to groom Technology leaders with a skillset of technicalinnovation”.

Fig 1. Group photo of Bharat TRIZutsavTM 2016

With a great demand from the industry and professional bodies, Bharat TRIZutsavTM 2017 wasorganized on 3rd August at Bangalore. The keynote talk was on latest TRIZ trends by Dr. Sergei
Ikovenko, TRIZ Master and MA TRIZ President, CTO talk was by Group Chief Technology
Officer of Tata Sons Limited. The TRIZ case studies came from diverse industries like: Power
distribution, Healthcare, Consumer electronics, Agriculture, Power generation and Automobiles and were presented by TRIZ level 1 and 3 MA TRIZ certified professionals on below 5
axis of technical innovation.
1.
2.
3.
4.
5.

Reduce product cost
Reduce product harm
Increase product performance
Increase product reliability
Simplify productA panel discussion was focused on “How technology leaders empower their teams to Invent”.
Participated by Industry leaders from diverse corporate world in India. Many professional bodies were partnered with Bharat TRIZutsavTM 2017 like International Society of Automation,
ISA, Society of Automobile Engineers, SAE and this would increase as we move towards 2018
and beyond.

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Fig 2. Group photo of Bharat TRIZutsavTM 2017

Now, at national level, India, Bharat TRIZutsavTM is serving the purpose of bringing new
knowledge to the country through showcasing the TRIZ success stories, new trends in TRIZ
through keynote talks by TRIZ Masters, Technology leader, CTO’s keynote talk from reputed
firms and ways to build an environment of technical Innovation in an organization.

3.2. Strategy #2: Empower with Knowledge
Change happens only when concrete examples are demonstrated consistently over a period.
With a clear intent to bring pull in the country from the Industry and professional bodies, theonly way is through conducting hands-on problem-solving workshops with tangible results.
To enable the above change, the adopted strategy is a top-down approach, very similar as
adopted in large corporates that successfully deployed TRIZ, like GE GRC. These workshops
were attended by people from various levels in an organization top down and hence effective
participation was ensured. In one of the such organization in India, many chief scientists weretrained and certified in both level 1 and level 2.
As adults, the best way one can learn is through embrace adult learning techniques. Best of theadult learning techniques is by experiential methods and the most proven of them is by solving
tough problems that people couldn’t solve earlier. In the last 2 years, 12 MA TRIZ certification
workshops were conducted in which major corporations participated pan India. The benefits
from these workshops range from many patents filed to significant product cost reduction in
multiple concept development.
Few companies embraced higher levels of TRIZ through level 2 workshops, conducted by Dr.
Sergei Ikovenko and supported by the author. Two such workshops were conducted since 2016.
Two non-certification workshops were conducted to MSME segment where product cost reduction being a major necessity to make them competitive. The most appreciated tools thatwere adopted in problem diagnostics include: Functional modelling, cause and effect chain
analysis, product Trimming, and in problem solving the Function oriented search along withtechnical and physical contradictions solving. This follow the level 1 curriculum of MA TRIZ
[10]Interestingly, for start-ups, where the growth enabler is by offering a product / service at afraction of cost or with new value creation can be differentiated effectively by embracing TRIZ.
In 2017-20, we would expect more engagement with start-ups and academia. Instead of teaching / giving basic awareness of innovation, methods to Invent would be provided to students.
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the faculty so that it would be useful in their research, in guiding PhD students, teaching new
ways to invent to graduate and post-graduate students and move towards grooming inventors
in India.

3.3. Strategy #3: Execution through changing mindsets
The most critical aspect of any new learning is its’s retention. The context of “execution” ensures that the baby steps of new learning are taken with right support through mentoring. Learning to identify Psychological Inertia, is a big change by itself that the TRIZ workshop participants experience. At an organizational level, this demands change management to transformthe culture from unpredictability to predictability in time bound novel solutions.
Growth for embracing TRIZ by the Indian industry is not just the number of people trained.
Rather build an eco-system that encourages retention of new learning by developing multiple
mentors pan India. ATTI would be contributing significantly in this endeavour pan India
through the TRIZ mentor program. A team of interested level 2 professionals is being groomedwith this intent. In 2018, we would have a level 3 certification workshop and multiple level 2
workshops.
Knowledge is the only thing that grows by giving. ATTI has made few contributions in thisregard. Participated and presented Keynote talks at PESTA TRIZ in 2015 & 2016 and at the 3rdInternational Report Conference in Liaoning Province with regard to Innovation method in
Sept. 2016 that was sponsored by Innovation Method Society of Liaoning Province.

4. TRIZ service providers in India
There are two service providers that conduct MA TRIZ certification workshops in India.
1. ProInn Consultancy® in association with ATTI
2. TRIZ Association of Asia
3. TRIZ training by BMGI [11]5. Conclusions
TRIZ in India is going to accelerate in an exponential manner. The Indian industry leaders arevery keen to adopt TRIZ as a means of structured Innovation that can help bring new thinking
on how to Invent. The critical factors are: multiple industry case studies, conferences like Bharat TRIZutsavTM that promotes national inspiration and building mentors who demonstrated
results and understanding of TRIZ methodology. Leaders arise when need demands. In thiscontext, ATTI, one of the youngest of all the Associations of MA TRIZ along with fellow MA
TRIZ organizations in India, TRIZ professionals in India and around the world will create a big
impact towards imparting structured inventive thinking to the Indian professionals.
We expect to have many faculty and students trained, apply their learning on actual problems
that surround them in their locality and bring wow solutions to the community where they leave.
This will also help the budding engineering graduates to deliver tangible results in technicalproblem solving to the corporate or MSME or Start-up once they complete their degree.
In the past year of ATTI’s inception, we made a strong foundation to a large purpose, transform
thinking towards inventions happening in India using TRIZ with toolkit that “empowers everyone to inventTM”. Being goal focused, the charter is to provide right learning of various levels

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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Polandof TRIZ certifications, and mentor them such that they become the promoters of this new learning to a larger group and build in a ripple effect of multiplying multi-fold each year. The bottom
line is to educate and inspire “young and mature minds to Invent” and to “Invent in IndiaTM”
The workshops are building lots of curiosity among the Engineering professionals, Scientists,
IP professionals to dare to think towards inventions and strengthen “Make in India”, an initiative by Government of India. The country will raise to the occasion with many new inventions
inspired by TRIZ and its application in Indian industry in years to come. The small mission ofgrooming 5000 inventors by 2020 by ATTI will surpass multi-fold and will bring predictability
in novel thinking and increase multi-fold every year, both on its penetration and tangible results.
Many patents are being filed and in are process across the industry who undergone TRIZ learning and this trend will go multi-fold in years to come.

Acknowledgements
The author would like to sincerely thank Dr. Sergei Ikovenko & Dr. Alex Lyubomirskiy forbeing his masters in TRIZ learning. Special thanks to Dr. Sergei Ikovenko who has been mentoring, inspiring, educating and guiding since 2008 to till date by connecting with larger TRIZ
community in Malaysia, with ATTI’s formation, being part of Bharat TRIZutsav TM 2016 &2017 as a Keynote speaker. Thanks to MyTRIZ leadership, Mr. Eng Hoo Tan12, Dr. Teong San
Yeoh12 (both TRIZ level 3) for giving the opportunity to contribute since 2013 and learn onorganizing TRIZ conferences and competitions at national level in Malaysia and a source ofinspiration to start ATTI in India. Special thanks to Dr. Valeri Souchkov (TRIZ Master) for
being instrumental to reinforce making the career change decision from a corporate professional
to a TRIZ professional. Thanks to Mr. Tanasak Pheunghua (TRIZ level 4) for being a source of
encouragement towards TRIZ in India since 2013. Thanks to Dr. Mark Barkan, Dr. Anatoly Guin,
Mr. Valeriy Prushinskiy (all TRIZ Masters) who helped in adding new dimension of thinking
on TRIZ to the author. Thanks to Dr. Yongwei Sun TRIZ level 4, Shenhua Group, China, towards presenting at the 3rd International Report Conference in Liaoning Province. Thanks tocorporate leadership from Tata GTIO, GE GRC, who believed in ATTI and sponsored “Bharat
TRIZutsav TM”. Many thanks to Dr. Mark Barkan (TRIZ Master), MA TRIZ Executive Director
for being source of encouragement and in sponsoring Bharat TRIZutsav TM in 2016 and 2017,
India’s MA TRIZ conference.

References
1. Make in India - http://www.makeinindia.com/home
2. Digital India - http://digitalindia.gov.in/content/programme-pillars
3. Start-up India - http://startupindia.gov.in/
4. ATTI’s website – http://www.trizti.org/
5. Wikipedia - https://en.wikipedia.org/wiki/Jugaad
6. Oxford dictionaries - https://en.oxforddictionaries.com/definition/jugaad
7. ProInn Consultancy® - http://www.proinnconsultancy.com
8. TRIZ Association of Asia - www.trizasia.com
9. TRIZ Innovation India - http://trizindia.org/
10. Knowledge standard levels 1-3 - https://matriz.org/wp-content/uploads/2012/06/Appendix-1Knowledge-Standard-Levels-1-3-2016-08-05.pdf

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11. BMGI - http://www.bmgindia.com/innovations/innovation-services/triz-theory
12. Teong San Yeoh and Eng Hoo Tan. “MyTRIZ journey in Malaysia”. Proceedings of TRIZfest2015 international conference Sept 10-12, Seoul, South Korea.

Corresponding Author:
Tito Kishan Vemuri: titokishan@proinnconsultancy.com® is registered in India

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

TRIZ IN THE CONTEXT OF DIGITALISATION AND
DIGITAL TRANSFORMATION
Horst Nählera, Barbara Gronauerbabc4pi, Hünfeld, 36088, Germany

StrategieInnovation, Hünfeld, 36088, Germany

Abstract
Today rapidly developing information technologies create unprecedented possibilities for intelligent,
highly customizable products, increasingly efficient workflows and streamlined, highly automated production processes. Buzzwords like Industry 4.0, Digitalisation, Digital Transformation, Big Data andInternet of Things dominate the media.
Within this context we face the question if the Theory of Inventive Problem Solving can be applied tothese new topics and if a methodology that was founded over 60 years ago could help solve challenges
related to current information technology.
This paper will establish a view on above mentioned topics through the eyes of TRIZ and investigate if
and how certain TRIZ tools and concepts can be applied to uncover potential for digitalisation and assista systematic digital transformation process. Among other aspects, the authors will refer to a modified
view on the Law of System Completeness together with a customized Function Model to optimize information flows for digitalisation.
Keywords: Industry 4.0, Digital Transformation, Digitalisation, Smart Systems

1. Terms and Definitions - “Buzzwords everywhere…”
Among TRIZ users current revolutionary changes with respect to technology, industries, communities and markets (often described as “digital transformation”), should not come too surprisingly. A lot of what is happening in the world of technology is completely in line with amultitude of fundamental TRIZ findings. And with TRIZ being a science describing the evolution of engineering or, on a broader definition, men-made systems, this should be expected.
Before assessing the applicability for TRIZ with regards to digitalisation the authors would liketo clarify some terms that shed some light on the topics that are relevant for the digital transformation process.
The term “Digitalisation” describes the change of objects, processes and events caused by increasing use of digital devices. This includes creation of digital representations of physical objects (e.g. “digital twins”), events or analog media as well as the shift towards digital processes
by means of information- and communication technology [1,2].
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The increasing use of digital technologies causes an ongoing change process in the society andenterprises, named “Digital Transformation”.
Digital Transformation is enabled by:- Digital Infrastructure like networks and hardware,- Software/Applications and- Business models and value creation networks.
Actors in the Digital Transformation Process are companies/enterprises, individuals, communities, science and the state. One of the main driving forces pressing companies to adopt digitaltechnologies is the expectation of individuals towards companies. They expect current companies to be present on the main social media channels for communication, but also to shorten
production time (and thus delivery time) and being able to offer customized and customizableproducts for individual needs and tastes [3,4].
In order to fulfil these expectations, companies themselves are working towards exploitation of
the potential of current digital technologies and extended connectivity. Thus, several states andcountries issued programs to make companies fit for the “digital transformation”. One of those
programs is the German “Industry 4.0” initiative. The term was created to describe an imminent“fourth industrial revolution”, at the end of which production processes are self-organized bymeans of intelligent and digitally connected systems and there is direct cooperation and communication between humans, machines, facilities, logistics and products covering the whole
product lifecycle. The benefits of this intended changes are expected to be the optimization of
the complete value generation chain, decreasing production time by self-optimization, -configuration, -diagnosis and cognition and ability for mass customization and individualization (ultimately “batch-size 1”).
Within the Industry 4.0 framework several other terms were created for technologies that are
required to work towards / create the “4th industrial revolution”:
Cyber Physical Systems (CPS):
Combination of IT and Software with mechanical and electronic parts that are then connectedwith each other via a network, thus being
Embedded Systems:
Computers that are embedded in complex technical contexts like monitoring, supervision andcontrol.
Those CPS should be mainly independent and autonomous to decide upon required action tokeep a system functioning. Artificial intelligence and machine learning also play a major role
here [5,6].
In this context the term “Internet of Things“ (IoT) can be found which describes the ongoingconnection of (physical and virtual) things that are capable of being identified and integrated
into communication networks. The IoT allows objects to be sensed or controlled remotely
across existing network infrastructure [7].
With this increasing number of devices, there is an exploding amount of data (Big Data) thatare too complex, short lived and weakly structured to be evaluated by common methods of dataprocessing. Already new methods are being developed to make sense of the amount of data
available within the increasingly digitalized world [8].
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It is obvious that the availability of an increasing number of connected digital devices with their
sensors and applications create enormous potential for new business opportunities and businessmodels. There is a huge technology push through e.g. smartphones, sensor technology, networks and increasingly intelligent software, which itself is creating a market pull when customers demand access to the unrestricted benefits of today’s technology.

2. The Trends of Engineering Systems Evolution – “It is all in there!”Despite all these new words, terms, categorizations and classifications, current developments
are already described in one of the most basic building blocks of the Theory of Inventive Problem Solving: The Trends of Engineering System Evolution (TESE). Genrich Altshuller started
formulating repeating patterns and characteristics describing the evolution of engineering systems (ES) starting in 1969 that since then have been reformulated, restructured and expanded
by several scientists [9, 10,11]. Referencing the system of Trends currently taught by MATRIZ,
several if not all laws describe the above mentioned topics quite well [12]:Law of increasing Ideality – The general law of ES Evolution. The quotient of benefits andharm / cost increases, basically meaning that things will get better.
Trend of increasing completeness of system components and, as a prerequisite, theTrend of increasing elimination of human involvement – these laws are in line with the intent
to make the CPS autonomous and increasingly intelligent, decoupling human beings from needing to interfere. ES can make more and more autonomous decisions depending on the conditions, being increasingly able to learn and adjust themselves autonomously to cope with changing environmental influences. One of the ways to achieve this is also the IoT, so ES need tofeature all the necessary components to be able to communicate.
Trend of transition to Supersystem – Diverse systems increasingly get interconnected, forming
the IoT and sharing information with each other.
Trend of increasing degree of Trimming – As described in [13] ES increasingly get rid of components like control systems, transferring their related functions to Supersystem components.
Increasing use of cloud computing can also be seen as one manifestation of this trend.
The trend of increasing flow optimization – This is probably the trend that holds the most potential for actively working on digitalisation. As a fundamental requirement, the unobstructed
flow of information is crucial for an efficient digital transformation process.
Trend of increasing coordination – Obviously this trend (and it’s subtrends) sums up the efforts
in building embedded systems and coordinate activities across ES.
In addition, there are already several works that describe new laws and trends that take into
account these changes in technology [9,11]Interestingly, the topic of Digital Transformation seems to be represented by almost all Trends.
To the authors this is a strong indicator for the essential nature of the changes made possible
by todays technological advances.
Note: The authors decisively chose the expression “changes made possible” over “changes
happening”, as they are strongly convinced that change is not “happening”, it is rather purposefully “made” by individuals or companies that exploit current technological possibilities
to drive development, creating new solutions.
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Consequently, to uncover potential for digital transformation the TESE provide excellent opportunities. Working through the mechanisms and tools for each trend will bring up a lot of
possible directions how to advance products, processes and services in terms of digitalisation.
The authors would like to emphasize the huge potential of flow analysis with an exhaustive setof recommendations on how to improve useful flows and how to eliminate harmful flows. If
applied to the flow of information this TRIZ tool is a powerful method for improving processes
and products with respect to digitalisation.

3. A minimally workable “Smart” Engineering System
As a prerequisite, the authors suggest to use a modified version of the existing model of a minimally workable engineering system described in the “Law of Increasing Completeness of System Components” when working on digitalisation. In digitalisation, we fundamentally deal withgeneration, exchange and evaluation of information. Per Definition, information is the amountof knowledge that is transferred from a sender to a receiver in form of signals using a medium(=channel) to perform a task (=function) or stimulate fantasy.
For IoT, CPS and embedded systems information is a necessary, essential asset. To define aminimally workable system that can function in a digitalized environment the addition of aninterface as a necessary component is mandatory [see also 15]. This interface is specifically
responsible for receiving information from and sending information to Supersystems. Consequently, the interface consists of receivers/sensors to gather information and senders/transmitters to send information (see Fig. 1). The control unit then has the task, to evaluate all information to adjust how the tool operates to fulfil the required function effectively, ultimately withincreasing intelligence and ability to perform autonomously (AI, Machine Learning).

a.)

b.)
Fig. 1. General TRIZ representation of ES (a),modified representation for digitalisation context (b)478Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

4. “Information” in Function Models
While the usual representation of a minimally workable ES seems to describe an ES as a means toconvert energy in a coordinated way that is ultimately used to perform a function, the modified model
suggests a representation of an ES that can act as a (ideally autonomous) adaptive control system withfeedback loops. This can as well be depicted as a general function model:

Fig. 2. General Function Model of a “Smart” Engineering System

With this general function model, it is easy to check if the concrete system under investigationis having all required components. For this task, it is not mandatory that the system has allcomponents built in, maybe some necessary tasks (especially control-tasks, see [13]) are already transferred or transferable to Supersystem components. Especially consumer products
like Smartphones with voice recognition, Amazon Echo, Google Home or Apple HomePod
themselves represent interfaces to numerous higher-level digital engineering systems (logistics
services, home appliances etc.). Moreover, to be in line with the Trend of decreasing human
involvement, all tasks that need to be performed by a human being should be analyzed forpotential to be transferred to ES.
As stated above, information is the transfer of knowledge, so by the function “A informs B”,
knowledge within component A is transferred (or shared) with component B. If the amount ofknowledge within a component is considered as a parameter of this component, then the parameter changed within component B is the amount of knowledge, making it viable for a correct
representation of a function.
When representing information in a function model as shown above, usually a limited formulation like “<component> informs <component>” is used. For practical reasons, the authors
recommend specifying the concrete type of information that is transferred in greater detail.
Similar suggestions have already been described for function models for software developmentby [14]. A general function “informs” can consequently split into several types of informationthat is shared between components (informs about orientation, weight, shape, temperature etc.).
This procedure ensures that the type of information currently flowing in, through and out of asystem can be accurately captured. [14]. The function analysis for processes can be used accordingly to assess processes in context of digitalisation.

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Fig. 3. Function models representing the transition from common Supermarket to Webshop and Smart
Speakers as Interface

5. The Importance of Resources and Fields
Another invaluable support for revealing potential for digitalisation is the resource centeredview of TRIZ. In the quest for cost effective solutions they are the key to inventiveness as they
can open whole new solution spaces. On one hand, existing technology like smartphones andincreasing connectivity of devices and services already lead to an explosion of readily available
resources in form of “Big Data”. Smart devices are means for gathering data that can be communicated to other devices or algorithms in the network which then evaluate the data andthereby transforming them into useable information. On the other hand, increasingly intelligent
production processes rely on real time monitoring of properties and states of machinery andworkpieces. Identifying and harvesting all possible useful resources with the help of resource
checklists are therefore an important part of systematically assessing which properties are mostpromising for giving the required information. If all components are considered as carriers of
information in form of all their properties it is possible to develop new ways of acquiring information with very little effort. When combined with effects databases, which enable access toscientific effects based on a requested function (e.g. “measure weight”), this is a powerful, systematic tool for creation of new solutions.
One example is a packaging machine that should adapt itself to dynamically changing producttypes to be packaged. Instead of using additional tags, RFIDs or barcodes that need to be attached to or printed on the product the product itself might have enough properties to be usedas sufficient information. A smart photoelectric sensor is able to distinguish between the different product types and chose the packaging program accordingly. Maybe even a weighing process might be sufficient to deliver required information about the product type.
In this context, it is also helpful to assume that information is always represented as a field.
Consequently, TRIZ gives us a collection of several standardized fields, the well-known“MAThChEM”-collection. So, when searching for possibilities to acquire information about anobject, all of the MAThChEM-fields can be systematically assessed and the field that is most
likely to produce the needed information in the best way possible can be chosen. In the example
480Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Polandof the packaging machine the systematic assessment of fields could generate the following
questions:“Can the type of product be identified by a…
Mechanicalweight, vibration, structure, hardness etc.

field?

Acoustic
sound, reflectional characteristic, echoes etc.

Field?

Thermalreflectivity, thermal conductivity, temperature, specific heat etc.

field?

Chemical
reaction with surroundings, absorbing, emitting/changing substances etc.

field?

Electric
electric conductivity, ability to hold charges, etc.

field?

Magnetic
field?
magnetic properties, changing magnetic fields, interaction with ferromagnetic substances etc.
Electromagnetic
optical properties, radiation, ability to induce currents etc.”

field?

Those standard fields can also be extended by intermolecular and biological fields(MAThChEMIB [16]), creating an exhaustive collection of possibilities to create or acquirenecessary information.

6. Conclusion
The authors hope they could demonstrate that TRIZ is not only applicable to topics like Digitalisation, IoT, Industry 4.0 and similar activities, but that the knowledge of TRIZ as a generalskillset makes it much easier to actively recognize potential and develop future concepts, actively creating new solutions. TRIZ enables us to assess new technological advancements, identifying their possibilities and incorporate them in new products in a changing environment.
Some little modifications of basic TRIZ tools might make the application of TRIZ to current
digitalisation problems more practicable, but the methodology itself was already designed fromthe beginning to be applied to actively evolve engineering/men-made systems, where digitalisation is only one more (and from the TRIZ viewpoint very logical) step.

References
1. T. Hess: Digitalisierung. Enzyklopädie der Wirtschaftsinformatik. 2013, http://www.enzyklopaedieder-wirtschaftsinformatik.de/wi-enzyklopaedie/lexikon/technologien-methoden/Informatik-Grundlagen/digitalisierung/
2. Matt, C.; Hess, T.; Benlian, A.: Digital Transformation Strategies, In: Business and Information
Systems Engineering, 57 (2015) 5
3. M. Wolan: Digitale Innovation: Schneller. Wirtschaftlicher. Nachhaltiger. BusinessVillage, 2013
4. K. Pousttchi, Lexikon der Wirtschaftsinformatik, GITO, Berlin 2017, http://www.enzyklopaedie-derwirtschaftsinformatik.de/lexikon/technologien-methoden/Informatik-Grundlagen/digitalisierung/digitale-transformation481

Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

5. Kagermann, Wahlster, Helbig, Umsetzungsempfehlungen für das Zukunftsprojekt Industrie 4.0,
Abschlussbericht des Arbeitskreises Industrie 4.0, Berlin 2013
6. Bundesministerium für Bildung und Forschung, Referat Grundsatzfragen der Innovationspolitik,
http://www.hightech-strategie.de/7. K. Ashton: That 'Internet of Things' Thing. In: RFID Journal, 22. Juli 2009
8. W. Christl: Kommerzielle digitale Überwachung im Alltag. PDF, from: crackedlabs.org, November
2014
9. V. Petrov, The Laws of System Evolution, 2002, www.metodolog.ru/triz-journal/archives/2002/03/b/index.htm
10. V. Souchkov, Trend of Functionality Evolution, Proceedings of TRIZ Future Conference 2013, Paris
11. N. Bhushan, Law of Increasing Intelligence of Technical Systems, Bangalore, India,
https://www.aitriz.org/articles/InsideTRIZ/323031322D31312D6E61766E6565742D627573686D616E.pdf
12. S. Ikovenko, MATRIZ Training material, TRIZ Level 3 Certification Training, Erlangen, 2011
13. V. Prushinskiy, Appcessories as novel type of Hybrid Devices: Description and TRIZ Recommendations for Development, Proceedings of TRIZfest 2016, Beijing, PR of China
14. H. Beckmann, Function Analysis integrating Software Applications, Proceedings of TRIZ Future
Conference 2013, Paris
15. D. Mann, Systematic (Software)Innovation, IFR Press, Clevedon 2008
16. I. Belski, Improve Your Thinking, TRIZ4U, Melbourne 2007

Corresponding Author:
Horst Nähler: naehler@c4pi.de482

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

TRIZ PRINCIPLES IN RADIOTHERAPY
Maciej Lasota
Novismo, Warsaw, 02-672, Poland

Abstract
This article aims to demonstrate an unconscious use of inventive principles in technologies, which up
until now have been used in radiation therapy. It is also an attempt to trigger a discussion over TRIZ
application in medicine for the further development of tools in the fight against cancer.
Despite a growing interest in the TRIZ methodology in Poland, the knowledge about its practical applications remains relatively small. Drawing on his own professional experience (medical equipment
maintenance and repair services), the author presents examples of inventive solutions in radiotherapy.
It is the first publication addressing this topic in Poland.
The author examined a number of different types of equipment (shields, collimators, TomoTherapy®,
CyberKnife®) and radiation therapy techniques (non-coplanar 3D techniques, IMRT - Intensity Modulated Radiation Therapy) in terms of inventive principles applied.
A central problem in radiotherapy is presented as technical contradictions and physical contradictions.
Their solutions are illustrated with examples of tools that are used in cancer treatment on a regular basis.
Keywords: TRIZ inventive principles, radiotherapy, technical contradiction, physical contradiction.

1. Introduction
Having been involved in servicing medical equipment in one of the oncology centres in Poland
and having several years of previous experience in maintenance of ophthalmic equipment, I had
the opportunity to learn about unique and unknown to me diagnostic and therapeutic equipment.
It was when the last cobalt-based devices still in use in Poland were being replaced by linear
accelerators and the already working accelerators were equipped with multileaf collimators ofincreasingly high quality, and the LDR brachytherapy devices with the Cesium-137 were being
replaced by HDR afterloaders with the Iridium-192.
These devices had impressed me so much that when I took up TRIZ several years later, I began
to analyse their construction and operation in terms of the TRIZ Inventive Principles. In thisarticle I would like to share my thoughts on this topic.
The mechanism of tumour formation and its treatment using brachytherapy in terms of TRIZ
are addressed in the article "TRIZ and Cancer" by David Drummonds available at TRIZ Journal
9/2016. I admit that this article has inspired me to write down my thoughts that I am sharing
here.
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2. What is the “right dose”?
Speaking in a very simplified way, one of the most important things in radiotherapy is to givethe right dose of radiation to the affected area. What does the "right dose" mean though?

Fig 1. Source: http://tcr.amegroups.com/article/view/595/html; access 2016-09-10

As you can see from the chart above, there is a narrow optimal area for the total dose administered to the patient (therapeutic window). If the dose is less than optimal (the left area), we
reduce damage to healthy tissues but we do not achieve the desired therapeutic effect. If thedose is higher, then we increase the probability of destroying the tumour cells, but we also
increase the likelihood of the occurrence of complications following treatment.

3. Technical contradiction
Looking from the perspective of TRIZ, we can formulate a technical contradiction in two forms:a) If we give a large dose, we will destroy all tumour cells, but we will also damage many
healthy cells -> the patient may die from the complications caused by treatment.
b) If we give a small dose, we will not damage healthy cells, but we will not destroy enoughof cancer cells -> the patient can die from untreated disease.
Because we are examining a radical radiotherapy that aims to destroy all cancer cells, we willconsider the technical contradiction from the point of view of the point (a).
An attempt to find in the contradiction matrix the conflicting parameters yielded the following
results (Table 1):484

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Table 1
Improving parameter

Deteriorating parameter

Inventive principles

8: Volume of stationary object(we radiate the tumour area withthe greatest margin of healthy tissues to ensure that we destroy all
tumour cells)

30: Object affected harmful factors (radiation causes damage to alarge number of healthy tissues)

34: Discarding and recovery

11: Stress, pressure (in our case itis the highest dose to destroy all
cancer cells)

30: Object affected harmful factors (such a large dose will destroy
not only tumour cells, but also thehealthy ones that are in the beampath)

22: Blessing in disguise

8: Volume of stationary object(we radiate the tumour area withthe greatest margin of healthy tissues to ensure that we destroy all
tumour cells)

37: Control and measurement
complexity (the margin of healthy
tissue should be as small as possible and carefully controlled so as
not to damage healthy tissues)

2: Taking out

11: Stress, pressure (in our case itis the highest dose to destroy all
cancer cells)

37: Control and measurement
complexity (the amount of radiation provided should be carefully
controlled so as not to cause toomuch damage to healthy cells in the
beam path)

2: Taking out

39: Inert atmosphere
19: Periodic action
27: Cheap short-lived objects
2: Taking out
37: Thermal expansion

17: Another dimension
26: Copying

36: Phase transitions
37: Thermal expansion

From the above analysis, we can see that the most common inventive rule is inventive principle
2 (Taking out). This suggests that efforts should be made to isolate in some way the tumour
area and limit the radiation exposure only to this area. Such approach laid the foundation forto the so-called conformal radiation therapy, whose successive variations are aimed at better
matching the shape of the radiation beam to the tumour cross section.
It is worth noting inventive principle 17 (Another dimension). It suggests treating a tumour asa spatial object. So by applying principle 2 and principle 17, we can consider tumour irradiation
using several radiation beams with cross-sections matching the tumour profile seen from agiven projection - or 3D conformal radiotherapy.
An important principle resulting from the above analysis that is applicable to radiotherapy isinventive principle 19 (Periodic Action). In practice, it is implemented in the form of dose
fractionation, which will be discussed later in the article.

4. Physical contradiction
The problem in question can also be modelled as a physical contradiction:- The dose must be large (to destroy cancer cells), but it cannot be large (to save healthy cells).
When it comes to physical contradiction, one way to solve is to apply separation. This approach seems to be intuitive when we look at the above graph of probability of treatment efficacy and complications related to that. We could gain a lot by moving away from each otheralong the horizontal line (radiation dose size) the two probability curves shown in this graph.
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In TRIZ, we analyse in turn the possibility of separating the conflicting requirements in space,in time, in relation, in direction and at the system level.

4.1. Separation in space
The first step in the algorithm for resolving physical contradictions is to examine the possibilityof separation in space. The dose of radiation must be large in the area of a tumour and small
in the areas of the healthy tissues. How to place the whole dose in a tumour that is inside thebody without damaging the surrounding healthy tissue?
These two types of tissues (healthy and diseased one) occupy two different places in space, so
the separation of contradictory requirements in space is possible.
For this type of separation, the algorithm suggests the following inventive principles:- 1: Segmentation- 2: Taking out- 3: Local quality- 7: “Nested Doll”- 4: Asymmetry- 17: Another dimension
Looking at the above principles, the most obvious is the inventive principle 3 (local quality).
The first association is the placement of the radiation source exactly where the tumour is located, or brachytherapy. However, this radiotherapy technique has already been described in
the article mentioned at the outset. Here we will focus on teleradiotherapy, in which the sourceof radiation is outside the body of the patient.
The increasingly popular type of radiotherapy that is particularly compliant in terms of local
quality is the hadron therapy. Most often it is carried out with the help of proton beam or carbon
ions accelerated in cyclotrons. Here the principle 3 is realized thanks to the unique propertiesof the interaction of these particles with matter. It turns out that most of their energy is released
at the depth at which they stop, which in turn can be controlled by changing the particle energy,
as can be seen in the graphs below:

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Fig 2. Source: https://eli-laser.eu/science-applications/hadron-therapy/ ; access: 2016-09-10

This makes it possible to treat cancer that is very difficult to treat with other techniques, the one
located in such places as for example choroidal melanoma (just behind the retina) or insidebrain.
But what can be done if we have no access to hadron therapy, and the source of radiation is
outside the patient's body? Here the: inventive principle 1 (Segmentation), inventive principle
2 (Taking out) can prove useful, as they both are attributed to ways of resolving the physicalcontradiction by separation in space.
Example of inventive principle 2 seems intuitive: when exposing the tumour area to radiation,
we should adjust the shape of beam cross-section in this way that it corresponds to the crosssection of the tumour visible in a given projection - from the position of the radiation source.
This solution has long been used in the form of solid, individual blocks, cast from Wood's alloy.
Combined with the simple collimator jaws used in radiotherapy devices of the time, they
blocked the beam in undesired locations and let it penetrate where its action was required. Examples of such blocks are shown in the pictures below:

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Fig 3. Source: http://www.ebah.com.br/content/ABAAAf6iIAF/the-physics-of-radiation-therapy-faizm-khan-13khan; access: 2016-09-10

These are the foundations of the so-called conformal radiotherapy, in which the cross-sectionof the beam is adjusted as far as it is possible to the cross-section of the tumour visible from theradiation source point of view.
The full use of this technique and its automation and further evolution made it possible to makeuse of the suggestion of the above principle 2 (Taking out) and principle 1 (Segmentation). Thisis possible thanks to the so-called multileaf collimators (MLC). They consist of a large numberof flat mobile leaves (usually of tungsten) that are computer-controlled and allow almost unlimited and dynamic beam forming as shown in the following figures.

Fig 4. Source: http://slideplayer.com/slide/6638699/ ; Access 2016-09-10

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Fig 5. Source: http://www.slideshare.net/Roseycrazy/linear-accelator ; Access 2016-09-11

So far we have been considering delivering one radiation beam to one specific field of tumour
section. However, we should remember inventive principle 17 (Another dimension), which isalso used in resolving physical contradictions through space separation. The use of this principle in radiotherapy is based on a variety of 3D techniques accomplished by the arched rotationof the gantry around the isocenter where the tumour is located. For example, this is shown
below:

Fig 6. Source: http://www.gujaratlivercancerclinic.com/radiotherapy.html ; access: 11/09/2016

The development of the transition to a different dimension are the so-called non-coplanar 3D
technology in which radiation beams do not lie in a single plane resulting from gantry motion
along the same arc. This requires changing the angle of the patient couch within the gantry,
which always moves in one plane.

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Fig 7. Source: http://www.jacmp.org/index.php/jacmp/article/view/2868/1511 ; Access 2016-09-11

Another example of the use of principle 2 (Segmentation) and principle 1 (Taking out) during
separation in space there is yet another modification in the method of delivering a dose of ionizing radiation. It has been found that significant impact on acquiring the desired dose distribution is achieved by dividing one cross section (field) into several smaller, usually partially overlapping segments. This has given rise to a technique known as IMRT (Intensity Modulated
Radiation Therapy). The doses delivered in successively radiated segments sum up, giving thefinal spatial distribution determined by the physician during planning a treatment.
Thanks to IMRT one can get very complicated distribution of the dose that is difficult to achievewith older techniques.
An example of summing doses from several segments for one IMRT field is shown in the figure
below:

Fig 8. Source: http://oftankonyv.reak.bme.hu/tiki-index.php?page=IMRT+Techniques ; Access 201609-11

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4.2. Separation in time
The next step in the algorithm for resolving physical contradictions is to consider the possibilityof separating contradictory requirements in time. During the radiotherapy session, the doseis variable, so it is possible to separate conflicting requirements over time.
The algorithm suggests the following inventive principles:- 9: Preliminary anti-action / prevention- 10: Preliminary action / arrangement- 11: Beforehand cushioning- 15: Dynamics- 34: Discarding and recovering
For the modes of the radiation beam operation and the technical devices (primarily MLC collimators) serving them, we can add the variability of this interaction over time, or an example ofapplying inventive principle 15 (dynamics).
Its technical implementation may be based on the introduction of the “sliding window” variation (the movement of collimator leaves without interrupting radiation) into the above described
IMRT technique instead of "step-and-shoot", in which collimator leaves remain stationary during radiation.
In addition, we can set in motion not only collimator leaves, but also gantry (accelerator arm),
which gave rise to the so-called arc technologies. Gantry, moving around the arc around the socalled isocenter (in which the tumour is positioned) rotates centrally around it, is able to deliver
the beam continuously at different angles. Simultaneous (with the movement of the gantry)
and continuous (increasing "dynamization") change of the beam's cross section and its "input
and output" areas cause dose accumulation in the tumour and minimize irradiation of healthysurrounding tissues. This is shown schematically below:

Fig 9. Source: http://oftankonyv.reak.bme.hu/tiki-index.php?page=IMRT+Techniques ; access:11/09/2016

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Another principle suggested during distribution in time is inventive principle 10 (Preliminary
action). There was found a dependence of the radiosensitivity of tumour cells depending on theoxygen contained therein. This is the so-called "Oxygen effect". This suggests that increasing
the oxygenation of the tumour before exposure to radiation may increase the effectiveness ofradiation therapy.
An interesting example of the use of the inventive principles known from separation in space(principles 1, 2 and 17) and time (principle 15) is a TomoTherapy® device in which a radiation
source (special accelerator) moves around a patient in the helical pathway (as in some types ofCT scanners). The cross section of the beam is shaped by the appropriate type of collimator:

Fig 10. Source: http://oftankonyv.reak.bme.hu/tiki-index.php?page=IMRT+Techniques ; Access 201609-11

Another interesting device where we can see the use of rules suggested by separation in space(principle 17 - transition to another dimension, principle 3 - Local Quality), and distribution intime (principle 15 - Dynamics) is a Cyberknife® device. This is an appropriately adapted industrial robot with a special accelerator located at the end of the arm:

Fig 11. Source: http://oftankonyv.reak.bme.hu/tiki-index.php?page=IMRT+Techniques ; Access 201609-11

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Thanks to such construction it is possible to approach the treated area practically at any angle
and to achieve a very precise application of a beam, bringing an even higher level of accuracy- many collimated beams intersecting in the tumour area (the so-called radiosurgery):Fig 12. Source: http://www.cyberknifeindia.net/cyberknife_videos ; access: 11/09/2016

4.3. Separation in relation
The next step in resolving physical contradictions is an analysis of the possibility of separating
contradictory requirements in a relation. This type of separation is possible because the dosemust be large for tumour cells and small for healthy cells. It was found that the sensitivity ofcells to radiation is directly proportional to their division activity and inversely proportional totheir degree of differentiation. This causes that cancer cells are more sensitive to ionizing radiation than healthy cells. So in other words - the same radiation dose is more harmful to cancer
cells than to healthy cells.
The algorithm suggests using the following principles:- 3: Local quality- 17: Transition to another dimension- 19: Periodic action- 31: Porous materials- 32: Colour changes- 40: Composite materials
In this step, inventive principle 19 (Periodic action) deserves special attention because it corresponds to the so-called fractionation of the dose used in radiotherapy.
The total dose that the tumour should receive is distributed to about 30 smaller doses administered at specified intervals. This is illustrated by the following figure:493

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Fig 13. Source: http://breathe.ersjournals.com/content/8/2/134 ; Access 2016-09-10

The time intervals are so chosen that healthy tissues have enough time to regenerate, but not
the tumours.

4.4. Separation in direction and separation at system level
The next two steps in resolving physical contradictions through a separation are analysing thepossibility of separating contradictory requirements in direction and then at system level - theauthor did not find examples of applying these methods of resolving physical contradictions inradiotherapy.
In addition to the above discussed algorithm for resolving physical contradictions, it is worth
noting that inventive principle 16 (partial or excessive action) is not suggested by any algorithm step. However, its presence can be noted in various radiotherapy technologies.
Below is a brief analysis from this angle:- In classic 3D technologies, total spatial distribution of the dose is obtained from several beams,
each of which provides only a partial dose,- In the IMRT, a single field consists of segments, each of which delivers only a portion of thedose,- In CyberKnife, partial operation results from the number of beams used - single beam will notprovide the required dose. On the other hand, all the beams used during radiographic session
provide a very high radiation dose to the tumour (greater than a single fraction of "standard"radiotherapy).
- A single fraction of radiotherapy provides only a partial dose, selected to destroy as many
tumour cells as possible, and to cause minimal damage to healthy cells.

5. Conclusions
The above analysis of radiotherapy technologies in the context of the TRIZ Inventive Principles
shows at least 6 out of the 40 classic TRIZ principles. The presented analysis is retrospective
because the article examines systems that were already built. The author has no knowledge of494

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whether any of the Inventive Principles listed here have been used in radiotherapy as a result of
the use of TRIZ or a "simple" intuition and engineering knowledge.
It is possible that a more in-depth analysis of radiotherapy technologies (and other treatments
for cancer) would reveal even more TRIZ inventive principles and compliance with the Trendsof Technical Systems Evolution. This allows us to hypothesize that TRIZ tools could be effective in developing more effective ways of applying ionizing radiation and other methods to treat
cancer.

Corresponding Author:
Maciej Lasota: maciej.lasota@interia.pl

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

TRIZ PROBLEM SOLVING:
CONSULTING VS. FACILITATION
Len Kaplana, Jerzy ObojskibaOutCompete LLC, Jacksonville, FL, 32256, USAb

ABB, Krakow, Krakow, Poland

Abstract
TRIZ Problem Solving as a major activity of TRIZ experts accumulated multiple traditions. Some ofthem are quite useful, while other could reduce efficiency or even harm TRIZ experts’ success. One of
traditions, seemingly inherited to TRIZ practices, could be described as “TRIZ expert solves the client’s
problem.”This tradition is, probably, as old as TRIZ itself is. Its justification sounds reasonable, “Only expert inuse of TRIZ methods, approaches, techniques and tools can find the best possible solution to toughproblem.” However, thorough analysis of root causes of main troubles associated with TRIZ Problem
Solving points out to this tradition as a fundamental reason for their occurrence. The list of such troubles
includes, but is not limited to, difficulties with revealing the best Resources for realization of Solution,need for overcoming the client’s Psychological Inertia, and inevitable fight with ‘Not Invented Here’(NIH) Syndrome.
These troubles deeply rooted in tradition of Consulting create problems to vast majority of TRIZ experts.
How to resolve these problems? The only reasonable way is, reconsider the tradition. Authors consider
the efficient alternative approach, Facilitation. One could describe this approach as “Client’s experts, on
their own, under guidance of TRIZ expert, solve their own problems and implement the solutions.”
Naturally, the Facilitation approach is accompanied with its own problems. We should face these problems, formulate and address them. Such problems are, for instance, realistic planning and scheduling offacilitated work, time management during the facilitated sessions, changing the activities during facilitation work to keep energy and efficiency of project team high.
Keywords: TRIZ, Problem Solving, TRIZ expertise, ‘Not Invented Here’ (NIH) Syndrome, Resources,
Psychological Inertia, Consulting, Facilitation, Classical TRIZ, GB TRIZ, Guided Brainstorming.

1. Introduction: Two Approaches to TRIZ Problem Solving
Problem Solving is the most popular TRIZ activity. It has the longest history in TRIZ, as well.
Accordingly, most of traditions accumulated in TRIZ belong to this activity.
As any traditions, they are mostly useful. However, there are many traditions reducing the efficiency of TRIZ or even harming the TRIZ experts’ success. “TRIZ expert solves the client’s
problem” is one of such controversial traditions.
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This tradition was born, probably, together with TRIZ. TRIZ was born as a method to invent,to solve the “inventive” problems. The key assumption was, a person trained in TRIZ can inventand solve the tough problems in any area of engineering or even in any area of human activities.
Was this assumption correct? To some extent, yes. TRIZ methods, approaches, techniques andtools help finding the best possible solution to the problem-at-hand. However, if we look closely
at the major troubles associated with TRIZ Problem-Solving consulting, if we dig for root
causes of these troubles, our search would point out to this assumption as the fundamental reason for occurrence of such troubles. The list of these troubles features issues ranging from NIH(Not Invented Here) Syndrome to client’s Psychological Inertia, from endless list of Resourcesthat could be used to tons of information the consultant should take into account.
Probably, only few TRIZ consultants did not experience these troubles deeply rooted in tradition of Consulting approach. Most of consultants continuously suffer from these problems, andcannot resolve them. The contradiction TRIZ consultants face is as follows: Only TRIZ expert
can find the best solution to the tough problem, but TRIZ expert cannot solve these problems,
because she/he cannot be the an expert in client’s specific situation.
TRIZ says that the best way to resolve the contradiction is to circumvent it: achieve the goal
without bumping into the inherent problem. Hence, authors suggest the alternative approach:
Facilitation. “Client’s experts, on their own, under guidance of TRIZ expert, solve their own
problems and successfully implement the solutions” is the formula of this approach.
TRIZ also teaches us that “ideal approach,” the one without problems, does not exist. We should
formulate and address such problems ahead of time.

2. Facilitation vs. Consulting
2.1.

Facilitation: What Is It?

We introduce the new notion to TRIZ consulting community. Hence, we should explain thisnotion before discussing its features and merits.
Internet search provided us with following information on facilitation.
Facilitation is a professional way to organize the project teamwork aimed at clarification andaccomplishment of goals set to the group. The facilitation process improves efficiency of group
work, involvement and motivation of participants, and better elicits group members’ potential.
Facilitator is the one who controls the process of discussion, involves the participants, andstructures the group work. [1]Facilitation is any activity that makes tasks for others easy, or tasks that are assisted. For example, facilitation is used in business and organizational settings to ensure the designing andrunning of successful meetings and workshops.
A person who takes on such a role is called a facilitator. Kaner defines facilitator as follows:“A facilitator is an individual who enables groups and organizations to work more effectively;
to collaborate and achieve synergy. She or he is a ‘content-neutral’ party who by not taking
sides or expressing or advocating a point of view during the meeting, can advocate for fair,
open, and inclusive procedures to accomplish the group’s work. A facilitator can also be learning or a dialogue guide to assist a group in thinking deeply about its assumptions, beliefs, andvalues and about its systemic processes and context.” [2]497Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

Specifically, a facilitator is used in a variety of group settings, including business and otherorganizations to describe someone whose role it is to work with group processes to ensure
meetings run well and achieve a high degree of consensus. [3]Facilitation in business, organizational development (OD), and in consensus decision-making
refers to the process of designing and running a successful meeting.
Facilitation concerns itself with all the tasks needed to run a productive and impartial meeting.
Facilitation serves the needs of any group who are meeting with a common purpose, whether it
be making a decision, solving a problem, or simply exchanging ideas and information. It does
not lead the group, nor does it try to distract or to entertain. [4]A facilitator is someone who helps a group of people understand their common objectives andassists them to plan how to achieve these objectives; in doing so, the facilitator remains “neutral” meaning he/she does not take a particular position in the discussion. Some facilitator tools
will try to assist the group in achieving a consensus on any disagreements that pre-exist or
emerge in the meeting so that it has a strong basis for future action.
There are a variety of definitions for facilitator:“An individual who enables groups and organizations to work more effectively; to collaborate
and achieve synergy. He or she is a ‘content neutral’ party who by not taking sides or expressingor advocating a point of view during the meeting, can advocate for fair, open, and inclusive
procedures to accomplish the group’s work” - Doyle.
“One who contributes structure and process to interactions so groups are able to function effectively and make high-quality decisions. A helper and enabler whose goal is to support others as
they pursue their objectives.” - Bens.
“The facilitator’s job is to support everyone to do their best thinking and practice. To do this,the facilitator encourages full participation, promotes mutual understanding and cultivatesshared responsibility. By supporting everyone to do their best thinking, a facilitator enables
group members to search for inclusive solutions and build sustainable agreements” – Kaner. [5]2.2 Why Facilitation?
We need to discuss the following issue: why do we, TRIZ experts, should refuse to consult andprefer to facilitate?
It is important to understand that facilitation is a kind of consulting. However, in everyday
language, these words mean different approaches to the problem solving. Many believe consultant solves the problem on her/his own, and then brings solution to the client, while facilitator
enables the client’s experts solving the problem they could not solve before.
TRIZ experts know how to solve the complex problems. Client’s experts, on the other hand,know nothing about TRIZ. It seems that TRIZ experts can do the job much better, right? The
client’s managers think in the same way, “If my experts could not solve this problem, let TRIZ
consultants solve it. They are paid for this job.”
If it happens that consultant is also an expert in the area where problem occurred, it is justperfect! He does not need an additional time to learn the topic.
People assume that TRIZ experts enjoy solving the complex problems. Then, why do they refuse such a joy?
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In addition, people think that client’s experts are so sick and tired of unsolved problem that theywould happily accept any solution suggested by consultant. Then, they immediately start implementing this solution, singing Halleluiah to such clever and smart consultants: we are experts, but could not solve this problem, but consultants are smarter, they found the solution!
Moreover, many believe that client’s experts are so busy with other projects that they do nothave time to solve their own problem. So, if a consultant solves it, they would be relieved froman awful headache. All respect to so inventive consultant!
But it came out that reality is much more complicated than these thoughts and believes. [6]2.2.1 Drawbacks of Consulting, Advantages of Facilitation
First, one good idea or even one well-developed concept is not enough for implementation.
Moreover, even real prototype or turnkey manufacturing equipment is not enough, as well. Implementation involves a lot of hard work. Implementation team should match a turnkey process,prototype, well-developed product concept or idea to the company conditions and capabilities.
Such matching, although invisible to bystander, requires many efforts that are far from routineones.
Who should do this job? Of course, client’s experts should. No one else could do it. This job isan awful headache to everybody involved. Hence, client’s experts would accept not “any” suggested solution, regardless of degree of its development. They would accept only those ones
that match their conditions and capabilities. Anything else they would either reject or bury quietly.
Why client’s experts are so negative to consultant’s solutions? Are they jealous to or angry at
smarter consultant? Are they stupid or too conservative? Not at all. The reason is different.
Usually, a problem has multiple solutions, but only one solution is the best under the specificconditions. This best solution fits to conditions and capabilities of client. Any other solution is
not good for this client, period. Hence, if consultant has not brought the best solution, experts
would not accept anything else.
Second, if client’s experts are too busy to solve the problem, where would they find time andenergy to implement the consultant’s solution? Should they work overtime? Or would they?
We doubt.
Third, the client’s experts are the real people rather than emotionless robots or angels ready toendure all sorts of difficulties and humiliation for the sake of holy idea. People need their bosses
to appreciate, recognize and reward their work; they need motivation. Could they get appreciation, recognition, reward or motivation for implementing the consultant’s idea? No way! Their“smart” boss is already skeptical, “I know you are not the experts, you could not solve thisproblem, but this consultant could!” As a result, even if they successfully implement consultant’s solution, all credit would belong to consultant, while experts’ share would be a dirty job
and tons of troubles. Would this understanding motivate them? Think twice!
Fourth, more often than not, the consultant is not an expert in the area where the problem-athand occurred. In order to find out what the problem is about and which solutions are possible,
the consultant has to acquire a sufficient knowledge in the area, and this process takes time. It
would be nice if client’s experts could teach the consultant, but they are busy with other projects. Moreover, why should they teach the person who is going to teach them how to do theirown job properly? The consultant must spend time for learning, and this time should be added499

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to the time needed to solve the problem. If the client needs the solution fast, why should he wait
while consultant is learning? Why should he pay consultant for this learning?
If it comes out that consultant understands the issue, it is rather worse than better. Understanding brings the pressure of the same limitations, prohibitions and taboos that prevented client’s
experts resolving the problem. Hence, pre-existing knowledge in the area is a hindrance rather
than help.
Fifth, the most important: none even super-genius consultant can possess a deep knowledge of
all conditions and capabilities of client, all pitfalls and reefs of interrelationships, real distribution of power and respect, real interests and bans acting within the client’s company. Try toconvince me that these factors don’t contribute to success or failure of implementation of idea!
Not for nothing Christensen wrote that availability of resources needed for implementation of
innovation is not enough; it is much more important that people who manage those resources
would allocate them to this implementation rather than using them for other, more important(in their eyes) purposes.
No consultant could find out who is harmed by his solution. Why? Consultant is thinking only
about client’s good! However, a solution beneficial to one person is harmful to another, that’s
the way it works. When consultant suggests the solutions, he does not consider the balance ofharms and benefits to all stakeholders. Implementation of solution that suggests getting rid ofunneeded operations and parts is profitable to the client, but it means lost jobs or reduced wages
to people performing these operations and making these parts. Would they be happy or motivated to implement such solution? Hardly.
There is one more problem. It looks like TRIZ consultant is competing with client’s experts,
i.e. with people who should evaluate her/his solutions. Why “competing”? The client’s experts
were hired for a single purpose: to protect the client from problems. Their job is to avoid, prevent or solve timely any problem that occurs. And what is the TRIZ consultant’s job? Exactly
the same! Hence, the client’s experts usually take TRIZ consultants as competitors rather thanfriends, rescuers and helpers.
Now, let us talk about consultant’s joy of finding the remarkable solutions to the problems thatclient’s experts could not solve. This joy is relative. My colleagues ran the experiments onthemselves. The results showed that stress caused by attempts to resolve the contradictions severely harms solver’s health. Definitely, the euphoria of finding the solution to unsolvable contradiction improves the mood; however, repetition of such euphoria causes adrenaline addiction
and harms solver’s health, too. The need to meet too high client’s expectations causes stress,and harms healt, as well. So, one should not overestimate the “joy” side of consultant’s work…
Consultants experience stress, not a joy, every time when client’s experts reject the suggested
solutions. Add to this the depression caused by attempt to balance found solutions vs. implemented ones… Hence, euphoria of found solution is a scanty compensation for all accompanying stresses and depressions.
As one could see, consulting is associated with multiple problems. These problems are inherent
to the consulting process. Hence, they are unsolvable. What could be done? Where is the solution?
In TRIZ, the tool capable of resolving the unsolvable problems is Double Inversion: make theopposite (first inversion), but produce the same result as before rather than the opposite one(second inversion). In our case, consultant brings the solution to the problem that experts could500

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not solve, and this causes many problems to everybody involved. Now, we need to make something in the opposite way, but produce the same result. “The same result” means finding thesolution to unsolvable problem. But what should we “do in the opposite way”? Consulting. The
consultant should not bring the solution. Who, then, should find the solution? Experts themselves.
Interesting turn, isn’t it? The client’s experts could not solve this problem before. Now, thesame experts are solving it. How could it happen? It turns out that it really happens. It happens
even better than one could expect!
The experts could not solve the problem not due to lack of some knowledge. Rather, they did
not know which knowledge in which way to use in this specific case. TRIZ hints are exactly ofthis nature: what to think about if you have not thought about that before; what new point ofview to apply to this problem; or how to modify your own understanding of situation.
If we accept this understanding of TRIZ capabilities, the task of TRIZ expert could be determined as follows: hint the client’s experts what to think about and in which way, and provide
these hints in the specific order, just in time when needed. This job is a facilitation, not a consulting. TRIZ suggestions induce the unusual comprehension of problem situation. This comprehension enables experts generating the ideas and solutions. Experts produce new ideas andsolutions from knowledge that already exists in their minds.
Are the client’s experts capable of finding the solutions that are better than ones a TRIZ consultant could suggest? Yes, they can. How these solutions are better? First, these solutions havebetter match with client’s reality, resources, conditions and capabilities. Why? The client’s experts are working in this reality, under these conditions. The client’s capabilities are their own
capabilities. Hence, they would select, out of many solutions, the one that matches these conditions and capabilities: they know that nobody but them should implement it.
Second, where the client’s experts would find time to solve the problem-at-hand? Remember?
They are so busy with other projects! However, they must find time to explain the situation to
TRIZ consultant, teach consultant the basics of their profession, listen to and reject the solutions
suggested by consultant, as well as explain why they rejected these solutions! All these works
take time. On the other hand, when client’s experts solve the problem on their own, there is no
reason wasting time for these works. We need only to shorten the problem-solving process!
Then, the time balance “consulting vs. facilitation” would be respected. However, in case of
facilitation this time would be used for better purpose and with better result. This is very important!
Third, people prefer implementing their own rather than somebody else’s solutions. People are
more motivated to remove obstacles to implementation. This removal would be easier because
people understand their own solution much better. So, there are better chances for successful
implementation, which is the actual goal of project.
Fourth, there is no need to teach the client’s experts how to use TRIZ tools. Facilitator uses thefact that experts are knowledgeable in their own profession. Of course, facilitator should remove the bans and taboos preventing experts thinking in the proper direction. This is a goodjob for TRIZ! Moreover, taboos and bans should be removed for a short time only, later they
could return.
Fifth, the client’s experts usually possess well-developed instinct of self-preservation. It meansthat they would select for implementation the solution that provides for best benefit-to-harm
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balance; they would select the resources that could be easily, without “office war,” allocated to
implementation. At least, if they fail to do so, they are well motivated to get out of this corner…
Is TRIZ facilitator a competitor to the client’s experts? Not at all. TRIZ facilitator is doing the
job nobody else can do: he introduces to the problem-solving process appropriate TRIZ approaches, analysis and tools. He does not try doing the experts’ job: idea generation, solution
development and evaluation. The worst-case scenario, some experts would wonder, “What thisfacilitator was doing? We were doing all this work!” It should not be a surprise to facilitator,
these experts are formally right!
Facilitation affects the TRIZ expert’s health less than consulting and direct problem-solving do.
Our personal experience shows that…

2.2.2 Drawbacks of Facilitation, Advantages of Consulting
Doesn’t it look somehow suspicious? It never happens that one activity incurs only harm, while
its alternative involves only benefits. It cannot be so!
Yes, it is true: nothing created by humans is perfect; there should be drawbacks, too! Hence,
facilitation has drawbacks. In fact, these drawbacks are fundamental.
We already mentioned one. While solving the problem, the client’s experts agree that TRIZ
facilitator and TRIZ approach played the important role in producing the solution. Later, theywould predictably change their minds: we made it on our own; TRIZ has nothing to do withthis solution. We were working hard, and found the solution, while facilitator was doing nothing.
Another drawback accompanies this one. If a facilitator has a boss, this boss would like to see
his subordinate working hard rather than doing nothing. From boss’s point of view, it is very
bad if facilitator is sitting and doing nothing during the meeting.
Client feels bad about that, too. He invited the expensive expert, pays him on the hourly basis.
However, this expert, instead of working hard, is sitting and doing nothing! Should client distract these hours from his contract?
There is one more drawback. Facilitator should be in the same place with facilitated group ofclient’s experts. He can provide TRIZ recommendations remotely: via email, Skype, phone.
However, he cannot maintain order, monitor and sometimes push forward the teamwork. For
this purpose, he should be in the room. Hence, if clients are scattered over the huge territory, or
sometimes over the entire world, a facilitator willy-nilly should travel a lot, and not for sightseeing or fun.

2.3 Rules of Facilitation
While working as a sole consultant, TRIZ expert should follow only some basic rules of professional conduct and safety. The rules such as “client is always right,” “consultant must deliveron promise” and “consultant should not disclose the client’s problems and solutions” belong to
the former category. Rules such as “consultant should not overload her/his brain too much” and“consultant should not take responsibility for client’s decisions” belong to the latter one.
TRIZ Facilitator, however, should impose on her/himself additional rules determining theproper relationships with team of client’s experts. Facilitator should respect the client’s experts
she/he is working with. Moreover, Facilitator is responsible for safety of experts’ intellectual
work.
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Here, we consider several rules specific to Facilitation. These rules determine how to:•Plan and schedule the facilitated work realistically•Manage time during the facilitated sessions• Keep energy and efficiency of project team high2.3.1 Realistic planning and scheduling of facilitated work
Realistic planning is a key success factor of achieving all planed targets. If planned time wasestimated wrong (insufficient time), any ad hoc changes could bring a nervous atmosphere andreduce quality of results. Facilitator should foresee such risk, and include in the plan some
buffers or energizers. They could be skipped later if team is out of time, at no loss to project.
In the opposite case, extra available time could be utilized for reviewing the results, preparing
the summary or getting the feedback from participants.

2.3.2 Time management during the facilitated sessions
According to Dave Meier [7], an excellent authority on time management for workshops, thebest balance between participant and facilitator-led activities is 70/30. That means 70% activities and 30% breaks.
Breaks come in variety of flavors:
Break
Duration,min
Refreshment breaks
15
Lunch breaks
30-90
Energy breaks
5-10

Could be used for…

Eating and drinking something, socializing
Refueling the energy, networking
Refreshing the team when energy is flagging
in the room, either post-lunch or throughworking on “heavy’’ subject
Comfort breaks
5-10
Visiting the loo, or as a light energy break
Review breaks
5-30
Raising the energy and reinforcing the learning
The first two are fairly standard in most day-length workshops; the last three are less commonlyseen.

2.3.3 Keep energy and efficiency of project team highChanging the activities during facilitation work is a must. A quick word about energy: it’s worth
keeping one eye on the temperature of the room to assess the level energy. Hanging for too longon one topic or running an activity that’s long and passive can drop the energy in the room, thus
reducing the participants’ willingness to contribute, and even sending some people to sleep!
Here’s a rough guide to the scale of flow to the high energy.

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High

Brain gym
Team physical games
Team building / role play tasks
Competitive / team quizzes
Treasure hunts
Pairs /3s exercises
Walkabouts / information tours
Discussion groups / interviews
Writing / drawings (teams/pairs)
Facilitator led, explanation / presentation
Writing, drawing (individual)

Low

Reading
Visualization***

All other things being equal, the facilitators who follow these rules could achieve better results
than those who don’t.

3. GB TRIZ vs. Classical TRIZ
In boundaries of this article, GB TRIZ approach represents the basis for efficient facilitation
technology, while classical TRIZ represents the basis for efficient consulting work. Classical
TRIZ, as well as majority of post-classical versions of TRIZ, had been designed to support thework of “solver,” i.e. consultant capable of resolving the client’s problem. GB TRIZ, to the
opposite, supports “facilitator” who enables the team of client’s experts resolving their own
problem. Let’s consider how the specific methodological features of GB TRIZ provide for suchdifferentiation.

3.1 Comparison
3. 1. 1 How the Classical TRIZ Works
All TRIZ projects could be reduced to the key job, development of new concepts (solutions):
solutions to unsolvable problem, unknown hypotheses explaining the reasons of defect occurrence, prediction of unforeseen but probable catastrophes, or forecast of unknown yet emerging
trends and breakthrough innovations. These projects differ in the ways the situation-at-hand isanalyzed, as well as in the ways the concepts are used. However, the key job, concept / solution
development, remains the same. Hence, every new TRIZ approach should be compared to others, in the first place, by procedure and fundamentals of solution development.
Classical TRIZ [8] approach had been developed for individual work of skilled, experienced
TRIZ expert. Hence, the main fundamentals of solution development were as follows:•

Analysis should provide for accurate targeting at potential solutions. For this purpose,
TRIZ analysis uses multi-model approach: sequential use of several models that stepby-step reduce the area of search.
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Ideas generated with TRIZ tools (hints) are well-developed solutions. For this reason,
TRIZ tools are complicated in use, because each of them suggests multiple simultaneouschanges in the specified area of problem situation.

•

Hence, the user of TRIZ approach should be skilled and experienced in use of both
TRIZ analytical and idea-generation tools.

Most of contemporary TRIZ approaches in one or another way follow the same fundamentals
and improve on them.
This approach is quite efficient in case of individual problem-solving work. However, facilitation with Classical TRIZ is difficult.

3.1.2 How GB TRIZ Works
The core of GB TRIZ approach is the technique of Guided Brainstorming, teamwork of client’s
experts facilitated by GB TRIZ specialist [9]. GB TRIZ approach (TRIZ-based Guided Brainstorming) is rooted in the different fundamentals:•

Every idea is a simple change of one resource.

•

System of GB TRIZ hints (Principles) triggers development of practically comprehensive set of such changes.

•

Combinations of these changes (ideas) produce developed solutions.

•

Analysis should reveal the area of potential solutions, without high accuracy. Hence,
one model is usually sufficient. [10]•Hence, the user of GB TRIZ approach should understand the situation-at-hand, its resources, and GB TRIZ recommendations (hints), and be able to select and modify resources.

This approach is less efficient than Classical TRIZ for individual intellectual work. However,
it is highly efficient for facilitated teamwork of client’s experts who are knowledgeable in thesituation-at-hand and have neither skills nor experience in use of complicated TRIZ tools.

3.1.3 Comparison of Two Approaches
If one uses a military analogy, the Classical TRIZ approach is similar to the job of sniper, while
GB TRIZ approach one could compare to the job of machine gunner. As military people know,both ways of shooting have benefits and drawbacks, thus they should be used under different
conditions. Sniper can “decapitate” the enemy troops by killing the officer leading the attack,while machine gunner can stop this attack by laying enemy soldiers on the ground and keeping
them in such position. Both sniper and machine gunner are necessary, but for different tasks.
The key difference is simple. Practically any soldier could become a machine gunner after brief
explanation “where the trigger is, how to load ammo and how to aim.” On the other hand, only
top-notch professional, after tough training and long development of skills, could become thesniper. Only a top-notch professional who continuously exercises and hones special skills canuse Classical TRIZ efficiently. On the other hand, client’s experts who use GB TRIZ for solving
only one problem should not become TRIZ experts.
Some people do not like the military analogies. Here is a mathematical analogy: deterministic
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deterministic algorithms fail, Monte-Carlo method delivers efficient and accurate results
quickly.
Same with TRIZ: under some conditions, “targeted,” deterministic approach of Classical TRIZ
might be much less efficient than seemingly random “area shooting” with GB TRIZ.
Another comparison of these two approaches stems from analogy in computation. There are
two types of computers: computers of sequential calculations and computers of parallel calculations. They differ in both hardware and software.
Computer of sequential calculation process uses the universal CPU that produces all possible
computation actions; the computer follows the clear algorithm where needed actions are performed in specific order. Computer of parallel calculation, on the other hand, uses multiple
CPUs. Each CPU performs only one specific action. These CPUs work in parallel; only combination of their specific results produces the needed overall result. The algorithm is also different: it separates the “formulas” for calculation into the elementary actions so that combination of results of these individual calculations would produce the expected overall result.
As a result, neither hardware nor software of these computers are compatible, although overall
result of their work is the same. Obviously, each type of computing has its own advantages anddisadvantages. Under some conditions, one works better than another; under other conditions,vice versa.

3.2 Facilitation of GB TRIZ Problem Solving
Facilitation of GB TRIZ Problem Solving work is based on labor division between GB Facilitator and team of client’s experts described below:•

GB TRIZ facilitator who is skilled and experienced in TRIZ method performs analyticalwork. Purpose of analytical work is generating the appropriate opportunities (tasks) for
facilitated Guided Brainstorming.

•

Ideas are generated and solutions are developed by team of client’s experts who areknowledgeable in the situation-at-hand that should be improved, and have no experiencein use of TRIZ. Both idea generation and solution development are performed in courseof facilitated Guided Brainstorming.

•

Idea generation is supported by system of GB TRIZ Principles [11]. This system ispractically comprehensive, and thus facilitates generation of comprehensive set of possible simple changes in the situation-at-hand aimed at accomplishment of task (opportunity). Recommendations of these Principles are simple in use, because one recommendation hints one simple modification of one aspect of one resource.

•

Solutions are developed in a process of combining the ideas. The massive amount ofgenerated changes provides for development of practically comprehensive set of possible relevant solutions.

•

Further selection of solutions is based on the system of criteria imposed on the TRIZ
project. Client’s experts conduct evaluation; they select what they are going to implement.

Accordingly, GB Facilitator provides team of client’s experts with appropriate GB templates
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analysis and process organization, could be supported by other instruments, for example, by
GB Pro™ software.

4. Conclusions
1) Consulting and Facilitation are two technologies used for TRIZ-based problem-solving
2) These technologies have their own preferable TRIZ-based approaches, advantages anddisadvantages
3) TRIZ expert should be capable of using both technologies professionally, because they
are advantageous under different conditions

References
1. Source: http://gotraining.ru/facilitation/facilitationdefinintion
2. Kaner, S. with Lind, L., Toldi, C., Fisk, S., and Berger, D. Facilitator’s Guide to Participatory Decision-Making, (2007). Jossey-Bass, ISBN 978-0-7879-8266-9
3. Source: Wikipedia, article Facilitation, http://en.wikipedia.org/wiki/Facilitation
4. Source: Wikipedia, article Facilitation (business), http://en.wikipedia.org/wiki/Facilitation_(business)
5. Source: Wikipedia, article Facilitator, http://en.wikipedia.org/wiki/Facilitator
6. Kaplan, L., Malkin, S. The Guide to GB TRIZ, Vol. 1: Basics of GB TRIZ, Issue 1: GB TRIZ Facilitation, OutCompete, 2014. (http://www.lulu.com/content/paperback-book/the-guide-to-gb-triz-vol1issue-1/16473650 )7. Meier, D. The Accelerated Learning Handbook. New York: McGraw-Hill (2000)
8. Gadd, K. TRIZ for Engineers: Enabling Inventive Problem Solving, Wiley, 2011. ISBN-13: 9780470741887, ISBN-10: 0470741880
9. Kaplan, L. The Guide to GB TRIZ, Vol. 2: GB TRIZ Processes & Projects, Issue 1: Problem-Solving,
OutCompete, 2015. (http://www.lulu.com/content/paperback-book/the-guide-to-gb-triz-vol2-issue1/16629252 )10. Kaplan, L. The Guide to GB TRIZ, Vol 3: GB TRIZ Tools, Issue 5.1: GB TRIZ Analysis, OutCompete,
2015.
(http://www.lulu.com/content/paperback-book/the-guide-to-gb-triz-vol3-issue51/17068716 )11. Kaplan, L., and Malkin, S. The Guide to GB TRIZ, Vol. 3: GB TRIZ Tools, Issue 1: System of
Inventive Principles, OutCompete, 2014. (http://www.lulu.com/content/paperback-book/the-guide-togb-triz-vol3-issue-1/16477513 )Corresponding Author:
Len Kaplan: kapraz55@gmail.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

TRIZ RECCOMENDATIONS FOR DEVELOPMENT OF
CONCEPTS OF “LEARNING” PRODUCTS
Valeriy Prushinskiy
Samsung Electronics, Suwon, South Korea

Abstract
The “Learning” products are novel type of the devices evolving in framework of Internet of Things (IoT)
and Artificial Intelligence (IA) trends. For the majority of consumer products, there are pre-existing
non-smart products, not connected to Internet, however simple adding of Internet connectivity doesn’t
create concepts of successful smart products. Smart IoT products usually study behaviour of the user
during “learning” period. After it, some of these devices can predict changes of parameters that weremanually controlled by user during the “learning” period.
This article is based on study of evolution of this type of products. TRIZ recommendations are worked
out for conceptual development of “learning” products.

1. Introduction
Learning Products is novel category of consumer products that sense users, learn their behaviour and anticipate it for better satisfaction of their needs. Emergence of these products is supported by recent innovations in sensor technologies and spreading of smart phones. Typically,learning product is hybrid of physical product and single or multiple sensors that may be connected to network, so that product can “feel” the consumer and improve its functions by using
data obtained from the sensors.
Engineering systems are continuously evolving toward more ideal systems. Increasing of degree of Ideality is defined as relation of sum of useful functions of engineering system to sumof harmful functions and costs [1]. From this relation, growth of Ideality is possible with growthof the quantity of the useful functions of the engineering system and reduction of quantity ofharmful functions and costs. If the number of useful functions remains the same, improvementof engineering system is possible via enhancement of quality of the useful functions. One of
the ways of improvement of quality of useful functions is creation of “smart” engineering systems (or consumer products) that learn consumer behaviour based on previous generation of
non-smart system (or consumer product).
For example, when Nest “smart” thermostat [3] is installed at home, during first week of use,
this device is learning habits of occupants (time in home, time out of home during the weekdays and weekend). First week home’s occupants set their heating manually. Next week thecontrol is not required, the thermostat will keep the temperature in house according to the preferences of the occupants in the same pattern as previous week.
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Fig. 1. Nest smart thermostat learns how users set their heating manually, uses motion and light sensor
to detect when occupants are at home, and then uses this data to optimize heating schedule and settings

2. Initial Learning Period
To predict and satisfy needs of the customers, some of smart products have Initial Learning
Period. The Leaning Period of smart product can include, but not limited with following stages:
1. Initiation of learning process
2. Access to default or user generated initial plan or scheduling, where customer is determining
where product functioning is needed
3. Start of Initial Learning Period (can take days, weeks or month(s), depending of the type of
consumer device)
4. Learning of consumer preferences and behaviour based on user input, using onboard or network sensors (camera shots, own or smartphone sensors readings, RFID tag readings, payments
initiated by user and any other entries that may be applicable) during Initial Learning Period
5. Processing of user (consumer) behaviour pattern, any user entries in current schedule offunctioning and generation of suggestions and draft user schedule for next period (day, week,
month) at the end of Initial Learning Period,
6. User determines if is it time to complete Initial Learning Process and continue with steady
operation and functioning of product or repeat Initial Learning Product.
Exemplary illustration of utilization of Initial Learning Period is intelligent air conditioner“Whisen Dual Air Conditioner” [4]. Main function of the device is cooling of air in room toprovide comfortable environment for household inhabitants in given room. During initial period, this conditioner learns human behaviour and preferences by taking 500,000 images of theroom into database and customer input of temperatures that occupants find comfortable. Afterit, the conditioner detects spaces most frequently occupied by people. By focusing its air conditioning function to areas that are necessary, it can save electricity up to 20.5% compared toair conditioners that provide air conditioning of entire household.
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This smart conditioner provides personalized breeze by automatically selecting strength anddirection of breeze that comes out from two outlets for cold air. Also, it offers converged household appliances that can be used in all four seasons since they provide air conditioning, air
purification, humidification, and warm air. At the end of the learning periods the Artificial Intelligence of new conditioner figures out air conditioning modes and appropriate timing of air
conditioning and air purification depending of the day of the week.

3. Sensors
Smart products are requiring a lot of information to study consumer behaviour and environment
around them. Sensors are essential part of smart devices, because they can supply this information to smart device. According to Merriam-Webster dictionary, sensor is a device that responds to a physical stimulus (such as heat, light, sound, pressure, magnetism, or a particularmotion) and transmits a resulting impulse (as for measurement or operating a control) [5]. Currently, sensors are spreading very fast due to rapid evolution of mobile and wearable devices.
Applying to consumer devices, following types of sensors [2], can be important for considering
concepts of new smart products:
1. Sensors, capturing information about the physical world (e.g., it’s 14 C, there is no movementin the living room, NO2 is within acceptable limits)
2. Sensors, capturing information about things, such as location or state (e.g., the package is incertain location, the light is on and using 13 W, the washing machine has a blocked pump)
3. Sensors, capturing biometrics (e.g., heart rate, respiration)
4. Sensors, capturing human behavioural data, such as physical activity level or what the user
is doing with the system (e.g., turning on the oven, accelerating and braking in a car)
In process of evolution, engineering systems (and especially consumer products) tend to utilize
more sensors and increasingly utilize various types of fields. Traditionally, utilization of fields
in TRIZ is defined by abbreviation MATCHEM as Mechanical, Acoustic, Thermal, Chemical,
Electrical and Magnetic fields [1]. These reference fields can be utilized to check sensors, responsive to the certain Fields and decide which ones can be relevant to new smart product. Of
course, the MATCHEM abbreviation is useful for initial assessment of required sensors, since
any engineering system needs at least one field to be present in order to function, but smart
devices are increasingly use combination of all available sensors. For example, doing a run witha fitness tracker (or even just a smartphone) would generate data about the location, time, speed,
and number of steps taken during run. Wearing a heart rate monitor would add heart rate measurements, which could be used to infer the intensity of the run, in relation to the user’s general
fitness level. The system might also track weather data from a third-party service, to take into
account run conditions and the effect on the body [2].
Another distinct evolutionary trend is that IoT creates opportunity to use multiple sensors connected to smart device (transition Mono-Bi-Poly-system). For example, most of the thermostats
sense temperature in one place. Ecobee4 smart thermostat comes with separate sensors [6],which can be placed in different rooms.

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Fig. 2. Ecobee4 smart thermostat with separate sensors detect occupancy and temperature at different
rooms of home, and then uses this data to optimize heating, air conditioning and settings

Sensors of Ecobee4 will sense the temperature and detect occupancy in each room where thesensors are installed, allowing savings an average of 23% in heating and cooling costs andprovide comfort to each family member.

4. Importing of Functions
Smart products usually possess more functions than corresponding non-smart products. The
goal of new smart product is not only replacing old non-smart product, but both preserving
functions of the old product and enhancing them.
One of the easiest ways to increase Ideality is expanding a number of useful functions by capturing them from neighbouring products and super-system. That is why it is worth to consider
the possibility of increasing number of the system's useful functions through importing functions performed by other systems and importing functions of the super-system(s) [7].
Another direction of systems evolution is absorbing of certain functions that are provided by
the super-system. As a result, the super system may become more effective and less expensive.
To create a new generation of the system, one need to identify functions provided by the super
system and select those that can be transferred to your system.
Bonjour Smart Alarm Clock [8] is keeping primary function of regular alarm clock, so it canwake you up. But also, the device imported following functions: weather forecasting, informing
on events in your calendar, analysing traffic situation on the way to office, near home or on theway to appointments, and even controlling of physical activity and sleep. Analysis of imported
functions provides to the device new opportunities, e.g. this smart alarm clock can adjust wakeup time if certain conditions are fulfilled.

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Fig. 3. Bonjour Smart Alarm Clock keeps primary function of regular alarm clock and “imports” multiple functions of other devices
If you have a meeting and you can’t be late: Bonjour will check traffic reports and may wake
you up earlier than scheduled if there’s a major traffic jam. Or, if you would like to start yourSunday with a 6 AM run, Bonjour will check the weather and let you sleep in if there’s any rain
or storms [8].

5. Conclusion and Recommendations
Following steps are recommended for development of Concepts of “Learning” Products basedon pre-existing non-smart products:
1. Study existing “non-smart” product2. Study sub-systems and super-systems ( can be done by filling of Multi Screen Thinking(MST) table with mapping of user experience to define relevant sub-systems and supersystems)
3. Study input and output information
4. Select main parameter(s) that will be controlled by new “smarter” product5. Select sensor(s), that can provide information for detection of main parameter(s)6. Generate concept of smart “learning” product that can detect main parameter(s) by sensors
7. Select time period, during which smart product has to control selected parameter
8. Study how selected parameter is changed manually by user during selected period oftime (minute, hour, day, week, etc.)
9. Estimate/predict changes of selected parameter during next period of time
10. Create model of predicting and maintaining the parameter by “learning” smart product11. Enhance initial concept of new smart product by importing functions of super-systemand other relevant systems from environment
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Since the evolution of physical products toward new generation of “learning” products is acommon trend, revealed based on observations of various products recently introduced by multiple companies, start-ups and crowd-funding platforms, it is recommended that innovators consider TRIZ insights of transforming regular product into learning smart products by applying
recommendation for creation of concepts of learning products. This can differentiate new product from competitive ones, create new and unique value for consumers and increase the chancesof product survival on the market by adding new roles and enhancing of current functions of
the non-smart products.

References
1. Г.С. Альтшуллер, Б.Л. Злотин, А.В. Зусман, В.И.Филатов «Поиск новых идей: отозарения к технологии». Кишинев, Картя Молдовеняскэ, 1989. ISBN 5-362-00147-7
2. Claire Rowland, Elizabeth Goodman, Martin Charliner, Ann Light, Alfred Liu. Designing Connected Products: UX for the Consumer Internet of Things. O'Reilly Media, 2015, ISBN-10:
1449372562, ISBN-13: 978-14493725692.
3. https://nest.com/thermostat/meet-nest-thermostat/
4. http://english.etnews.com/20170117200002
5. https://www.merriam-webster.com/dictionary/sensor
6. https://www.ecobee.com/ecobee4/
7. Directed Evolution software of Ideation International Inc.
8. https://www.kickstarter.com/projects/1450781303/bonjour-smart-alarm-clock-with-artificialintellig

Corresponding Author:
Valeriy Prushinskiy: valrush@hotmail.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

TRIZ-NAVIGATOR FOR BUSINESS MODELS
Andrei Kuryana, Mikhail Rubinbab

EPAM Systems, Minsk, Belarus

Healbe, Saint-Petersburg, Russia

Abstract
The article provides a brief overview of research of 150+ existing business models, including inventive
problems solved by them. The article also contains a definition of the business system model as well as
its main useful function and component structure. The article describes the concept of TRIZ-navigatorfor business models.
Keywords: business model, business system, contradiction

1. Introduction
We are surrounded by different engineering systems that drastically affect our day-to-day lives.
Buildings and constructions form a comfortable environment for our lives, clothing protects
our body from the negative environment effects, transportation helps to move to different placesof the planet and even be and move in space, information and communication systems allow uscommunicate and share information with people that are at long range from us.
The technology growth is a key factor in the evolution of our civilization. An engineers who
improve existing and invent new engineering systems are the avant-garde of this process.
But it's not enough to create a new engineering system. Humanity will feel the effect of it only
when a large number of people can use this engineering system in their lives. We are faced withthe task of engineering systems scaling and providing access to them for a large number ofpeople. At the dawn of civilization, the problem of scaling was solved by craftsmen which
produced goods, and by merchants which delivered goods from one region to another. Today
businesses are solving the product scaling task: from the individual entrepreneurs and small
companies which conduct their business in some small area (for example a street or a city) totransnational corporations like Amazon, Google, Tesla Motors which work globally and are
constantly in touch with their customers around the world.
The traditional view on business today is that entrepreneurs and businessmen create companies
to make money. Often in business literature we can find the idea that the main purpose of acompany or business [1] is formulated as increasing revenue or profit. At the same time, anotheruseful function of a business for humanity - the creation and scaling of products (goods andservices) for a large number of people - is overlooked. From this point of view, business solves
an important social task - improving people's lives and meeting their demands.
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Based on TRIZ principles of Genrich Altshuller [2] we formulated the hypothesis that eachseparate step in business evolution takes place through the emergence, deterioration and elimination of contradiction. The proof of this hypothesis allows us to expand the scope of TRIZ tothe domain of business development and improvement and we could equip entrepreneurs andbusinessmen with useful set of TRIZ tools and methods.
In our research we investigate the business from viewpoint of creating and scaling products(goods and services). In particular, we are interested in issues related to how the business isorganized and solves the specific problems, how it is born and evolves. As an object for research
we select a business model which, on the one hand, describes how the company doing the business is organized, and on the other hand, it is used to design solutions for company improvement.
As part of our research we collect and analyse existing business models and restore original
inventive problems, which were solved through a particular business model. An important feature of the selected business models is that they were applied in practice in one or more companies, often related to different business areas.
In this article we present a brief overview of existing approaches to business models, the resultsof analysis of 150+ existing business models, analysis of solved inventive problems, preliminary conclusions drawn from our analysis, as well as the concept of TRIZ-based navigator of
business models.

2. Current Approaches to Business Models
The basic building block in business today is a separate company. Companies form a common
business ecosystem to develop, produce and deliver products (goods and services) to the customers and end users. In this case a separate company can be located in different places in a
general value chain. Some companies are at the end of the value chain and directly interact withend users (B2C), other companies are in the middle of the value chain and supply their products
to other companies (B2B).
The business model describes how a company creates, delivers and retains value in an economic, social, cultural or other context [3]. In other words, business model describes how acompany should be structured and integregrated in the relevant business ecosystem, what place
it takes in a general value-added chain, how it should function to create products (goods andservices) that bring value to the consumers.
Let’s look to the modern business model templates.

2.1. Gassmann`s Business Model Template
The Gassman’s business model consists of four elements (dimensions), and the authors [4]present it in the form of a "magic triangle" (Figure 1):
1. Client - who are our target customers? It is important to understand which consumer segments need to be targeted, and which ones will or won’t be covered by the business model.
2. Value proposition - what do we offer to our clients? This dimension includes determining
the proposal of your company (goods and services) and description of how you meet the needsof target customers.

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3. Value chain - how do we create our products? To implement a value proposition, it is necessary to perform a number of processes and actions. These processes and actions in combination with the corresponding resources and tools, as well as their distribution along the valueadded chain, form this dimension of the business model.
4. Revenue model - why does the company generate profit? This dimension, including suchaspects as cost structures and revenue generation mechanisms, reveals what exactly makes afinancially viable business model. It gives the answer on the main question that should be askedof any company: how do we create value for shareholders and stakeholders? Or more simply:
why is the business model effective from a commercial point of view?

Fig. 1. The Gassman’s business model template

The authors formulate the goal of this template as follows: help to make the clear idea about
the consumer segments, value proposition, value chain and the revenue model forming the business model, and create the basis for future innovations [4].

2.2. Osterwalder`s Business Model Canvas
Osterwalder's business model template [5] describes the company and includes 9 components(see Figure 2).

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Fig. 2. Osterwalder's business model canvas

It has several differences from Gassman's business model template:
1. According to Alex Osterwalder and his co-authors customers are a part of the businessmodel canvas. Two components – customer segments and customer relationships – describe customers in the canvas.
2. The revenue model in the Gassman`s template is divided in the Osterwalder’s canvas
into 2 components: revenue streams and cost structure.
3. The value chain in the Gassman’s business model template is also divided into several
separate components in the Osterwalder`s canvas: key partners, key processes, key resources, distribution channels.
A significant feature of the Osterwalder`s business model canvas is the fact that its scope extends beyond the borders of an individual company; it includes such components as key partners, i.e., other companies from whom the company purchases resources for the production of
their products (goods and services), as well as customers.

2.3. SPACE Business Model Template
The SPACE business model template [6] is intended to test the sustainability of the company's
business model. The schematic is shown in the Figure 3.

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Fig. 3. SPACE Business Model Template

5 basic concepts - Supplier, Product, Average, Customer, Evaluation - form S.P.A.C.E (space)for business.
1. Supplier is a company as a supplier of a product. Closer to the center – the type of the"surgeon" supplier (before buying, the buyer prepares for a long time, but pays a lot, the specialists are few, etc.). In the middle – the therapist (the buyer has come, has consulted, tried,observed, has grown, feel better). On an external orbit – a pharmacy (has come, has familiarizedwith the brief instruction, has bought, has accepted a medicine, feel better).
2. Product is a company`s product. In the center of the circle is a complex product. Imagine
the kitchen according to the individual order (each project is non-standard, the customer makes
the decision for a long time, the implementation takes place in several stages). In the middle ofthe sector – smartphones (bought, tuned, learned the instructions, use). On an external orbit –commodity - sale a product and get profit.
3. Average - the average cost of the product. From the highest in the center of the circle to themost accessible for consumers in the outer orbit.
4. Customer – the number of potential buyers. If their number is limited, your acceleration
point is closer to the center. If your product is needed by a wide range of consumers (massmarket), then you are closer to an external orbit.
5. Evaluation – making decision about the purchase. The decision in the central part of thesector is taken collectively, often in several intermediate stages. In the middle of the sector
decisions are made on the advice of friends or colleagues. On an external orbit decisions are
accepted spontaneously: I wanted to - I bought it.
Within the SPACE template, the focus is on the customer and the different aspects of the interaction the company and its customers.
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All authors outline 2 applications of their business model templates: on the one hand, the business model allows to understand how the company is organized and functioning now (AS IS);on the other hand, the business model is used to design solutions to improve the company (TOBE). Transition of the company from AS IS to TO BE state can be viewed as a separate step inthe evolution of the company itself and the entire business ecosystem that contains this company.

3. Inventive Problem in Business Model
According to TRIZ, the TO BE business model can be considered as a solution of specificinventive problem. We can restore the initial physical contradiction (in property) that was eliminated in this business model with the investigation the TO BE business model. To restore thecontradiction, we applied methods of reverse requirements analysis [7] and Value-Conflict
Mapping Plus [8]. Fig. 4. displays the schema of contradiction restoring process.

Fig. 4. Schema of contradiction restoring process

The following example illustrates this process. The business model Crowdfunding is associatedwith the financing of a project by a large number of individuals. It is possible to put a new
product or service online and ask funders if they are interested in to order and pay in advance.
This replaces traditional market research and validates demand while providing working capital, if successful. Funders participate in these crowdfunding campaigns because they want thisproduct or service to be made. Another reason is they will get a discount on the sales price [9].
The problem this business model solves is related to the method of payment, more precisely, tothe moment in time when the company receives payment for the product. In the Crowdfunding
business model it is proposed to get a payment for the product first, and use the funds received
to produce the product and deliver it to consumers.
Starting from this, we can restore the physical contradiction (in property) that was re-solved in
the initial situation:
We need to get payment after the product is manufactured and delivered to the customer, sothat the customer, when buying, makes payment in the usual way; but we need to get payment
for the product in advance in order to have the funds to produce this product.
We collected 150+ different business models that contained a description of changes in somecomponents, and restored the initial contradictions that were eliminated through the proposed519

Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Polandchanges. A number of business models contain changes that relate to several different components of the business model.
Shop-in-shop (store-within-store) business model is an agreement in which a retailer rents apart of the retail space to be used by a different company to run another, independent shop. This
concept was originally an idea proposed by the great philosopher and multi-millionaire entrepreneur "Joseph Westbrook" of East Sussex, England [10].
In the shop-in-shop business model, changes affect the assortment offered to consumers, as wellas the point of contact of the company with consumers. Accordingly, when analyzing this business model, we can restore 2 initial physical contradictions (in property) and the corresponding
inventive problems:
C1. Assortment should be narrow to maximize revenue per unit; assortment should be broad tomeet the needs of more consumers.
C 2. To attract more consumers you need to have many stores in different places; You need tohave few shops (do not have your own stores at all) to reduce the cost of creating and maintaining a sales system.
For example, Deutsche Post, the German postal service is one of the innovators of the “shop-in
shop” concept. The post offices costs are quite expensive. Emerging private courier services
and logistics companies spring up all over and the increasing use of e-mail pose a serious threat,
and the possession of the post office is often completely unjustified. Deutsche Post decided toplace racks in some supermarkets and shopping centers. Customers can easily get or send packages and letters, so customers benefit from a large number of postal services.
We discovered the following components of business models related to contradictions:- Product and its characteristics, which include not only the characteristics of the engineeringsystem or the process underlying the product, but also the price of the product and assortment;- Method of receiving (collecting) payment for the product;- Consumer market and its structure (segments, consumer groups, etc.);- Business ecosystem (value chain, the structure of companies and organizations that make up
the business ecosystem).

3.1. Contradictions in business ecosystem
A business ecosystem is a network of organizations that include suppliers, distributors, customers, competitors, government agencies, etc., involved in the creation, production and supply ofa particular product or service through competition and cooperation. The idea is that every business (company or organization) in an ecosystem affects and is affected by others, creating everchanging relationships in which every business must be flexible and adaptable to survival, justas it does in a biological ecosystem.
In the business ecosystem, participants (actors) are interact with each other, forming flows ofmaterial and non-material objects: flows of goods and services, money and credits, data andknowledge, tangible and intangible assets. One of the main streams in the business ecosystemis the flow of goods and services, also called the value chain.

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The main driver of the business ecosystem evolution is the reduction (minimization) of aggregate social costs for the creation and scaling of products and services. Accordingly, the restructuring of relations between the actors of the business ecosystem (primarily the value chain)occurs in accordance with the action of the specified driver.
Common physical contradictions (in property) that related to the development of the value chain
in the business ecosystem are:
C1. It is necessary to perform the maximum number of processes and operations of the value
chain to create, produce and deliver products to consumers;
It is necessary to perform a minimum number of processes and operations in order to reducethe costs and time for the creation, production and delivering of products to consumers.
C2. The company should have a lot of resources (for example, employees) and systems (including product development system, production system, sales system, logistics, etc.) to produce
and deliver the product to a large number of consumers around the world; the company shouldhave a small number of resources and systems to reduce costs and time to create it.
C3. The company should produce a large number of product units (the large production) tomeet the needs of as many consumers as possible; the company should produce a small numberof product units (the low production) in order to reduce the frozen funds.
In the past such contradictions were eliminated by creating large and complex businessstructures such as large transnational corporations, concerns, production associations,syndicates, trusts, etc. Modern business models allow to create a business ecosystem more
dynamically and quickly.
Thus, the business model Franchising [5] allows the company to expand its business geographically very quickly by selling to other companies (franchisees) the rights of using its businessmodel, and it does not need to use its own resources or to bear all risks.
Many well-known restaurant networks, including McDonalds, Subway, Pizza Hut and KFC,
use the Franchising business model for their growth. Subway today is one of the fastest growing
franchise networks in the world that operates in more than a hundred countries. The franchisee
adopts the Subway business concept and implements it in restaurants in various places aroundthe world. The menu varies from country to country, which allows the company to take into
account local tastes and traditions and cover more customers [4].
The Orchestrator business model [4] assumes that the company focuses on its key aspects ofspecialization. The activity within the value chain that does not relate to these aspects is outsourced to professional service providers who have the required skills to implement it efficiently.
China's Li & Fung receives orders from such reputable customers as Toys R Us, Abercrombie& Fitch and Walmart, for the production and development of a wide variety of products, fromtoys to fashion accessories and clothing. Li & Fung does not manufacture, but manages a worldwide network of more than 10,000 suppliers that fulfill its orders. Li & Fung receives billionsof revenue every year without owning a single factory [4].
The Open business model [4] often means a fundamental paradigm shift in the company's business logic. Openness means the involvement of external partners in normally closed processesof value creation, such as research and development. Such cooperation does not result into any
one specific form, but, based on the concept of teamwork, is strikingly different from the classic"customer-supplier" relationship. Companies that follow the paradigm of the Open Business521

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model try to leave profitable niches for potential partners within the framework of their model,thus enabling them to independently engage in a profitable business.
In 2001, the pharmaceutical company Eli Lilly belonging to the traditionally closed sphere
opened the InnoCentive platform. This is a platform for researchers from around the world,
where they can offer solutions to the company's current tasks and receive financial reward forthem. In 2005, InnoCentive gained its independence and now it is open for any companies thatneed to solve problems related to innovation. Since the founding of InnoCentive, more than
300,000 registered users have offered their solutions, and the total amount of awards paid tothem has exceeded $ 40 million.
IBM has transformed from a supplier of products to a service provider. It stopped developing
her own operating system and began to participate actively in the promotion of the open operating system Linux. Thanks to this, IBM cut development costs by 80%, while server sales
which were favorably affected by the perfect compatibility with the free Linux operating systemhave grown significantly. The deep knowledge of IBM Linux system helped the prosperity of
its new direction - the provision of services, and the redirection of company's development at
the end of the 1990s was largely due to the Open Business model.

4. Business System Model
Based on the analysis of inventive problems solved through business models, we developed amodel of the business system that differs from the business models proposed in [4,5,6] that
includes not only a separate company, but also all business ecosystem, i.e, all companies thatform a value chain up to the end users of the product (Fig. 5).

Fig. 5. Business System Model

The key operation in the business system is the operation of the exchange of values - the purchase and sale of goods or services. The buyer receives from the seller the valuable products
and services, and the seller gets money or other value. Goods and services are characterized bya dual nature: they are both bearers of some useful functions for the buyer, and financial andeconomic value for the seller (producer). For details on the exchange operation in the business522

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system, look at [10]. An important feature of the business system is that the business system
performs this operation with a large number of buyers: the more buyers, the higher the efficiency of each individual exchange transaction in the business system.
We consider the function of scaling the product and exchange operations in the business system
as the main useful function of the business system, which leads to scaling value to a large number of people. At the same time, the functions of delivering products to customers and receiving
payment from them are related to the basic functions of the business system necessary to perform the main function.
The business system includes the following main components:
Consumer markets, buyers and end-users of the product. This component allows you
to get an answer to the question: why does the business system exist?
Value proposition that the business system provides to buyers and consumers.
Competitor`s value propositions that competitors provide to the same customers.
Product that underlies the value proposition of the business system. A product can exist
in the form of material objects (goods, technical systems) and / or in the form of services(processes). The product answers the question: what does the business system offer toend consumer?
Business ecosystem that includes companies and organizations that form a value chain
for the creation and delivery of products to end-consumers. The business ecosystemanswers the question: how does the business system satisfy the needs of consumers?
Revenue generation determines how consumers purchase products.
Product scaling schema also refers to the business ecosystem and determines the volumes and methods of scaling products in the business system.
The business ecosystem also includes interactions between companies and organizations thatform it. This refers to interactions related to creation of a product, as well as payments between
partners (cost structure) in the business ecosystem.
If we look at the evolution of the business system in the context of its main useful function, we
can see that the direction of this evolution is an increase of the total benefit that the businesssystem brings to people - both through increasing the benefits for the individual and throughincreasing the number of people that receive such benefits.

5. TRIZ-based Navigator for Business Models
The results of the business models analysis we have designed in the form of a TRIZ-basednavigator of business models. This navigator includes a description of 150+ business models,description of related contradictions.
We also develop classifier of business models. The criterion by which the business model belong to the corresponding class is the change of the corresponding component of the businesssystem to eliminate some initial contradiction. The prototype of TRIZ-based navigator of thebusiness models is presented in the form of a website. Please, find the link to this site on TRIZ
Development Summit portal (https://sites.google.com/view/trizbm-en).

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6. Conclusions
The analysis of 150+ existing business models and contradictions (inventive problems) thatwere solved in these business models allows us to make the following conclusions:
1. Considering business system as a system for scaling value for people allows us to identify
the key driver of business system evolution. This driver is related to decrease of socially necessary costs and increase cumulative social value.
2. Today business system evolution is represented as a transformation of business model in one
or several companies of the business system. According to TRIZ principles, we can describe
this transformation of business model in a company as a process of appearing and eliminationof contradiction. This approach allows us to adopt and use existing TRIZ tools and methods forbusiness system improvement.
3. The analysis of solved contradictions allows us to discover the main trends of business systems evolution, which provides new opportunities for accelerating the processes of developing
new business solutions. In its turn, this knowledge will allow quickly improve business systems
and increase the overall social value they create.
4. We also developed the concept of TRIZ-based navigator of business models. This navigator
contains business models that are classified according to same contradictions that they eliminate. This approach allows to select business models in other way.
5. The study of business models is in its infancy. To continue and accelerate it requires theefforts of more TRIZ researchers. In the near future, we are planning to transform the TRIZnavigator of business models into an open platform to ensure access for a wide range of TRIZ
researchers and to support this research, and we encourage the interested participants to join
this study.

References
1. Business Dictionary. «Business» term definition. http://www.businessdictionary.com/definition/business.html
2. Genrich Altshuller. The Innovation Algorithm:TRIZ, systematic innovation and technical creativity.
Technical Innovation Center. Worcester, MA, 2000.
3. Wikipedia. «Business model» term definition. https://en.wikipedia.org/wiki/Business_model
4. Oliver Gassmann, Karolin Frankenberger, Michaela Csik . The Business Model Navigator: 55 Models
That Will Revolutionise Your Business. Pearson Education Publishing, 2014
5. Alexander Osterwalder, Yves Pigneur. Value Proposition Design: How to Create Products and Services Customers Want. Wiley, 2014
6. Vasilii Chyranov. Verifying the sustainability of a business model using S.P.A.C.E. (in Russian).
Source: https://habrahabr.ru/company/twins/blog/289004/
7. Andrei Kuryan. Reverse analysis of requirements (in Russian). Source: http://analyst.by/articles/reversivnyiy-analiz-trebovaniy
8. Andrei Kuryan, Valeri Souchkov. Value-Conflict Mapping Plus (VCM+): Adding Business Dimensions. TRIZfest-2014 conference proceedings. pp. 312-319.
9. Crowdfunding business model definition. Source: http://eurocrowd.org/2012/10/26/crowdfundingmodel/

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10. Shop-in-shop business model definition. Source: https://en.wikipedia.org/wiki/Store-within-a-store
11. Mikhail Rubin, Andrei Kuryan. Contradictions and elepol analysis in business systems. TDS2017
conference proceedings, Saint-Petersburg, 2017.

Corresponding Author:
Andrei Kuryan: Andrei_kuryan@epam.com

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TRIZfest 2017
September 16-18, 2017. Krakow, Poland

USING TRIZ-DERIVED ‘VOICE OF THE PRODUCT’ TO
IDENTIFY PROMISING MARKET NICHES
Oleg Y. Abramova, Vladimir Y. RychagovaaAlgorithm Ltd., 16 Ruzovskaya Street, St. Petersburg, 190013, Russia

Abstract
This paper focuses on a problem often experienced when a new product is being developed: how to
identify the most promising market niche, or niches, for the product. Currently, when trying to identify
a new product’s market niche, companies rely on the collection of market data, particularly the voice ofthe customer (VOC). In some cases, however, the number of market niches being considered is verylarge, which makes collecting VOC in all of the niches impossible or impractical since it involves interviewing vast amounts of potential customers in order to obtain statistically representative data. Usuallywhen this happens, VOC is collected for only a small number of large market segments. Thus, it is
impossible to define precisely the most promising small market niche(s) among the many niches forwhich the VOC has not been gathered. This paper suggests a two-pronged approach for overcoming thischallenge by (1) deriving VOC for small market niches based on VOC collected only for large market
segments, and (2) using the TRIZ-derived voice of the product (VOP) to identify the most promising of
the small niches. This approach offers two important benefits: (1) it significantly reduces the amount ofmarket surveys needed to define the market niche for a new product, or to identify a new market niche
for a product already on the market, and (2) it minimizes failures in identifying promising market niches
by supplementing VOC with the TRIZ-derived VOP.
Keywords: Main parameters of value; MPV; market niche identification; new product development;
NPD; TRIZ; voice of the customer; VOC; voice of the product; VOP.

1. Introduction: Identifying a Market Niche for a Product is a Challenge
Despite the fact that TRIZ has demonstrated great efficacy in solving difficult technical problems, it has not, however, become a standalone best industry practice for developing new products, technologies and services. In fact, very few successful products have been developed using
TRIZ.
One of the most serious reasons for this is that classical TRIZ neglects business and market
needs. In their report, Ilevbare et al. [1] clearly expressed a common attitude toward TRIZ:“TRIZ has its major strength in its ability to solve difficult innovation problems in a systematicand logical manner. However, it appears to pay little attention to linking the inventive problems
and their solutions to market needs and drivers. Therefore there exists the unpleasant possibilityof TRIZ providing a solution to a problem which has little or no profitability or commercial
benefit to an organization.”526

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Modern TRIZ, however, has tools such as Main Parameters of Value (MPV) analysis [2-5] andthe voice of the product (VOP) approach [6,7], which are aimed specifically at addressing business and market needs. Such tools may eliminate the main drawback of classical TRIZ andallow for generating solutions with higher business impact.
In a previous paper [8], one of the authors suggested an algorithm for Product-Oriented MPV
analysis that would help find the best match between VOP and VOC, thus making it possible
to identify whether the new product being developed will meet the target customers’ wants andneeds. This approach involves evaluating product and customer MPV profiles and performinga basic correlation analysis of those profiles.
This algorithm works well when the target customers have been defined and it is necessary only
to check their “compatibility” with the new product. In some cases, however, the most promising market niche for the product has yet to be identified. This implies (1) defining all market
segments and sub-segments to be considered, (2) identifying the customer MPV profile(CMPVP) for each segment, and (3) calculating the correlation between the product MPV profile (PMPVP) and the customer MPV profiles.
Since the number of market sub-segments may be quite large, it could be too laborious or evenimpractical to analyze them. The problem is that for each sub-segment of a market VOC has tobe collected, which involves interviewing scores of customers in order to gather representative
statistics. This may indeed be a major and lengthy effort if the potential market sub-segments
amount to several dozens or hundreds.
So, there is a contradiction: on the one hand the number of potential market sub-segments
should be small in order to save VOC-collecting efforts, but on the other hand, this number
should be large in order to identify more precisely the most promising market niche for the new
product.
As shown in Fig. 1, this paper will focus on solving the above contradiction by modifying thealgorithm for the customer-oriented MPV analysis.

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Fig. 1. Identifying promising market niches for the new product; the focus of this paper

More specifically, the paper will focus on (1) identifying the customer MPV profile for multiple
sub-segments of the market, and (2) nuances of assessing the match between product and customer MPV profiles and identifying the market sub-segment(s) with the best match.

2. Methods Employed
The modified algorithm for a customer-oriented MPV analysis introduced in this paper, preserves all methods that the unmodified algorithm uses (see paper [8]): functional approach (specifically, a customer-centric function model), fragments of the Kano analysis [9], and elementsof the statistical analysis.
For market segmentation, the cross-basis sub-segmentation introduced by Malthouse and Elsner [10] is utilized in the proposed algorithm. This approach involves partitioning the market
in at least two different ways, and characterizing all combinations of the sub-segments, as illustrated in Table 1 below.

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Table 1Illustration of the cross-basis sub-segmentation of a market using demographic segmentation
Variable #2: Age
Value #1:

Value #2:

Value #3:

Value #4:

0-10 years

10-20 years

20-40 years>40 years

Variable#1: Income

Available VOC
Income AgeCMPVP(2)1

CMPVP(2)2

CMPVP(2)3

CMPVP(2)4

Value #1:High

CMPVP(1)1

CMPVP(1,2)1,1

CMPVP(1,2)1,2

CMPVP(1,2)1,3

CMPVP(1,2)1,4

Value #2:
Mid

CMPVP(1)2

CMPVP(1,2)2,1

CMPVP(1,2)2,2

CMPVP(1,2)2,3

CMPVP(1,2)2,4

Value #3:
Low

CMPVP(1)3

CMPVP(1,2)3,1

CMPVP(1,2)3,2

CMPVP(1,2)3,3

CMPVP(1,2)3,4

Table 1, constructed for illustration purposes only, shows a market sub-segmented using justtwo variables of the demographic segmentation base, age (divided into four age groups) andincome (divided into three income levels), which yielded twelve sub-segments of the market.
Each of these sub-segments is characterized by a unique customer MPV profile(CMPVP(1,2)i,j, where i=1…3; j=1…4). This would generally require collecting the VOC in
all twelve sub-segments.
Apart from the demographic segmentation base, there are numerous other segmentation bases,
each with its own set of variables (see NetMBA.com Web site [11]), that can be used for subsegmenting the market further. With every new variable, however, the quantity of market subsegments, and VOC-collecting efforts, is multiplied by the number of values the variable takeson.
In marketing practice, however, the VOC is normally collected separately for each segmentation variable, and, therefore, represents data averaged over all other variables. For instance, inTable 1 only the average VOCs for each age group and for each income group (CMPVPs ingrey cells of the table) would normally be available, while the VOC for sub-segments wouldnot.
In this paper, the authors propose enhancing the normal ‘VOC resolution’ by deriving CMPVPs
for small market sub-segments from the VOCs collected for bigger segments of the market.
For instance, using this method it is possible to derive CMPVPs for all twelve sub-segments ofthe market, presented in Table 1, from the seven VOCs collected separately for four age groups
and three income groups.
In general, the proposed approach is somewhat similar to image enhancement using various
interpolation methods to increase the resolution as described by Bhatt et al. [12].

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3. Results: Proposed Algorithm for Identifying Promising Market Niches
The proposed top-level algorithm for identifying promising market niches for a product is given
in Table 2.
The algorithm includes customer-oriented and product-oriented MPV analyses that are similar
to those described by one of the authors in a previous paper [8], except for steps 5 and 6 (seegrey cells in Table 2), which were seriously modified.
These steps will be explained in detail later in this paper.
Table 2Top-level algorithms for identifying promising market niches for a product

Step #

Customer-oriented MPV analysis

Product-oriented MPV analysis

1

Build customer-centric function models
for each segment of the market

Build product-centric function models foreach segment of the market

2Compile a list of parameters of value(PVs) resulting from customer-centric
function models

Compile a list of PVs resulting from product-centric function models

3

Perform TESE analysis (primarily S-Curve analysis) [13] for all important PVs

4

Select MPVs resulting from both product- and customer-oriented analyses

5

Identify the customer’s MPV profile(CMPVP) for each market sub-segment

6

Estimate how well the CMPVP matches the PMPVP in each sub-segment of the market
and identify sub-segment(s) with the best match

7

If the match between the CMPVP and If the match between the CMPVP and
PMPVP in all sub-segments is weak - PMPVP in all sub-segments is weak – selectidentify latent MPVs or select another another target customer or identify latenttarget product that better matches the customers that better match the VOP
VOC

8Compile (1) the final list of promising market niches (i.e. market sub-segments with thebest match between the VOC and the VOP), and (2) list of refined MPVs of the target
product (i.e. technical spec on the product)

Identify the(PMPVP)

product’s

MPV

profile3.1. Identifying the CMPVP for market sub-segments (Step 5 in Table 1)
For those segments and sub-segments of the market for which the VOC has been collected,
CMPVP is identified using the procedure described in a previous paper [8]:• First, each MPV is categorized as Dissatisfier, Satisfier, Delighter, or Indifferent – as in the
Kano analysis [9];• Then, based on its category, each MPV is ranked as shown in Table 3.
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PMPVP is identified using the same procedure, but since the PMPVP characterizes only the
product, it is the same in all segments and sub-segments of the market.
Table 3
Identification of customer and product MPV profiles: categorization and ranking of MPVs

MPV category

Rank (Importance)

Definition / description of the MPV category
Customer MPV profile

Product MPV profile“Must-be” parameters

Parameters that have to be
improved urgently(Medium)“Expected-to-be” parameters

Parameters that can be improved later

Delighters

1
(Low)

Parameters that exceed customers’ expectations

Nice, extra features that the
product may possess

Indifferent

0 (Unimportant)

Dissatisfiers
Satisfiers

3(High/Critical)
2

All other parameters/features that do not require improvement
Source: TRIZfest-2016 conference paper [8].

In this paper, the authors have made the following assumptions that make it possible to derive
CMPVPs for the sub-segments where the VOC has not been collected:• Each segmentation variable influences MPV ranks in market sub-segments independently of
all other segmentation variables;• In CMPVPs, each MPV rank (see Table 3) correlates with the customer’s readiness to pay for
the MPV, i.e with the probability that delivering this MPV will yield a commercial success;• Therefore, if one MPV at some specific value of a market segment variable has zero rank,
then this MPV will have zero rank in all market sub-segments where the variable takes on thisvalue.
Based on these assumptions, the authors suggest assessing/deriving the MPV ranks in each subsegment’s CMPVP as the geometric mean of this MPV’s rank in all CMPVPs related to thosevalues of segmentation variables that comprise the sub-segment.
For example, in Table 1, CMPVP(1,2)i,j, which characterizes customers belonging to i-th income group (i=1…3) and simultaneously to j-th age group (j=1…4), can be derived fromCMPVP(1)i, which relates to the customers from i-th income group irrespective of their age,
and CMPVP(2)j, which relates to the customers from j-th age group regardless of their income:if 𝐶𝑀𝑃𝑉𝑃(1)𝑖 = (𝑥(1)𝑖,1 , 𝑥(1)𝑖,2 , … , 𝑥(1)𝑖,𝑀 ) , and
𝐶𝑀𝑃𝑉𝑃(2)𝑗 = (𝑥(2)𝑗,1 , 𝑥(2)𝑗,2 , … , 𝑥(2)𝑗,𝑀 ) , then
𝐶𝑀𝑃𝑉𝑃(1,2)𝑖,𝑗 = (√𝑥(1)𝑖,1 𝑥(2)𝑗,1 , √𝑥(1)𝑖,2 𝑥(2)𝑗,2 , … , √𝑥(1)𝑖,𝑀 𝑥(2)𝑗,𝑀 ) ,(1)

where M – is the number of MPVs selected at step 4 (Table 2); x(1)i,k and x(2)j,k (k =1…M) are
the ranks of k-th MPV for i-th income group, and for j-th age group respectively.
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Equation (1) can be generalized for the case of using N segmentation variables to sub-segment
the market as follows:𝑁

𝐶𝑀𝑃𝑉𝑃(1,2, … , 𝑁)𝑖,𝑗,…,𝑙 = ( √𝑥(1)𝑖,1 𝑥(2)𝑗,1 … 𝑥(𝑁)𝑙,1 ,𝑁𝑁√𝑥(1)𝑖,2 𝑥(2)𝑗,2 … 𝑥(𝑁)𝑙,2 , … , √𝑥 (1)𝑖,𝑀 𝑥(2)𝑗,𝑀 … 𝑥(𝑁)𝑙,𝑀 ) ,(2)

where CMPVP(1,2,…,N)i,j,…,l – is the customer’s MPV profile characterizing the sub-segmentthat is comprised of i-th, j-th,…, and l-th values of 1st , 2nd,…, and N-th segmentation variables
respectively; x(1)i,k, x(2)j,k, and x(N)l,k (k =1…M) are the ranks of k-th MPV in CMPVPs relating
to the values above; M has the same meaning as in formula (1).
Formula (2) makes it possible to enhance ‘VOC resolution’ by deriving CMPVPs for multiple
small sub-segments of the market, comprised from all the combinations of the VOCs collected
for a few large market segments. This process can be easily automated/computerized and involves very little additional labor.

3.2. Assessing the match between the CMPVP and PMPVP (Step 6 in Table 2)
Whereas in CMPVP each MPV rank correlates with the customer’s readiness to pay for the
MPV, in PMPVP the MPV ranks correlate with the product’s “readiness” to deliver these
MPVs, i.e. with the probability that the product will/can deliver these MPVs soon.
So, assessing the match between the CMPVP and PMPVP is very important: the better thematch, the easier for the product to meet the VOC.
For example, if the rank of some MPV in CMPVP is 3 and the rank of the same MPV in PMPVP
is 2 or 1, it means that this MPV is critical for the customer, but is not so important for the
product because, according to the S-curve analysis, some other parameters of the product shouldbe improved next. If in this situation we nevertheless force the product to deliver this MPV
first, it would most likely take much more time and money than expected, if it were achievedat all.
The match between the CMPVP and PMPVP may be assessed by using either the root meansquare error (RMSE), or the mean absolute error (MAE) criteria. In this paper, the authors suggest using the latter, which, as shown by Willmott and Matsuura [14], provides some benefits
over the RMSE.
The MAE is, generally, calculated as follows:𝑴

𝟏
𝑴𝑨𝑬𝒊,𝒋,…,𝒍 = ∑|𝒆𝒌 | ,
𝑴

(𝟑)

𝒌=𝟏

where MAEi,j,…,l– is the mean absolute difference between the PMPVP and
CMPVP(1,2,…,N)i,j,…,l (the latter has the same meaning as in formula (2)); M – is the numberof MPVs (as in formula (1)); ek – is the difference between k-th components of the PMPVP and
CMPVP(1,2,…,N)i,j,…,l.
In this paper, the MAE represents a metric characterizing how much the product underperforms
against the VOC: the smaller the MAE the better the CMPVP matches the PMPVP.
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Therefore, those MPVs whose rank in PMPVP is higher than in CMPVP (i.e. those MPVs ofthe product that exceed customer’s expectations), should not contribute to the MAE. In orderto provide this, the authors suggest determining ek in equation (3) as follows:𝒙 − 𝒚𝒌 ,𝒆𝒌 = { 𝒌𝟎𝒊𝒇 𝒙𝒌 ≥ 𝒚𝒌,
𝒊𝒇 𝒙𝒌 < 𝒚𝒌(𝟒)where xk and yk are ranks of k-th MPV in CMPVP(1,2,…,N)i,j,…,l and PMPVP, respectively.
Using formulas (3) and (4), the MAE can be automatically computed for all market sub-segments. Then, promising market niches can easily be identified as sub-segments with a minimum
MAE.
This procedure should be followed by an evaluation to determine whether the promising market
niches are attractive enough to justify targeting them. For instance, whether they are large
enough, have high enough growth rate, etc. More criteria on the attractiveness of market niches
can be found on the Web, for example, at NetMBA.com [15].
Finally, it is necessary to determine which MPVs the product currently underperforms in theidentified promising market niches. Improved MPVs will comprise the key part of the new
product’s technical spec.

4. Brief Case Study and Discussion
The approach proposed in this paper has been successfully tested in a practical TRIZ-consulting
project. For confidentiality reasons, however, the authors may not disclose the details of the
project and, so, specially created a case study to illustrate the approach.

4.1. Identifying the market niches for potato chips
In this example, a snack product is considered: potato chips in a laminated plastic bag.
The VOC has been collected for two market segmentation variables: (a) age, which includes
three groups (teens, adults, seniors), and (b) occasion, which includes five representative occasions (home, public indoors, public outdoors, personal transport, snack-free event).
The three age groups are clearly stated values, but the occasion groups need further defining:‘home’ means in private, at home; ‘public indoors’ means a social environment such as work
or office, on a bus, in the subway, etc.; ‘public outdoors’ – while walking, at sports events, etc.;‘personal transport’ – in a car, on a bicycle, etc.; ‘snack-free event’ – in a theatre, museum, andin other places where having snacks is not appreciated.
During steps 1 to 4 of the proposed algorithm (Table 2) we identified six MPVs (see Table 4)
relevant to the two segmentation variables considered – age and occasion. Then we categorized
and ranked the MPVs according to Table 3.
The product’s MPV profile (PMPVP) is equal to (0, 3, 2, 2, 2, 1), as shown in Table 4.

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Table 4
PMPVP for potato chips in laminated plastic bag

MPV1

MPV2

MPV3

MPV4

MPV5

MPV6

Improved con- Better protecMore inIncreased
Improved venience (one- tion against Decreased conspicuenergy
healthiness hand handling, contamination messiness ous convalue
portability)of the chips
sumption

PMPVP(MPV rank)

0

3

2

2

2

1

For the two market segmentation variables (age and occasion) we obtained CMPVP(1)i(i=1…3) and CMPVP(2)j (j=1…5) that are shown as ‘available VOC‘ in Table 5 (see grey
cells).
Then, based on these data, we did the following:
1. Using equation (2), we derived CMPVPs for 15 sub-segments of the market, that is
CMPVP(1,2)i,j (i=1…3; j=1…5);
2. Then, using formulas (3) and (4), we calculated MAE values for all these sub-segments;
3. For reference purposes, we also calculated MAE values for the segments where the VOC isavailable, i.e. for CMPVP(1)i (i=1…3) and CMPVP(2)j (j=1…5).
All obtained results are summarized in Table 5 below.
Table 5CMPVPs derived for each sub-segment and calculated MAE values

Variable #2: Occasion
Value #1:
Home

Value #2:
Public indoors

Value #3:
Public outdoors

Value #4:
Personaltransport

Value #5:
Snack-free
event

Variable Available VOC CMPVP(2)1 CMPVP(2)2 CMPVP(2)3 CMPVP(2)4 CMPVP(2)5#1:
Occasion (2,2,0,1,1,0) (2,2,2,3,3,2) (2,2,2,3,3,1) (2,2,3,2,3,1) (2,2,3,3,3,3)
Age
Age
MAE=0.33 MAE=0.83 MAE=0.67 MAE=0.67 MAE=1.17
Value #1:
Teens

CMPVP(1)1(2,1,2,2,2,1)
MAE=0.33

Value #2:
AdultsCMPVP(1)2(3,2,2,2,2,1)

CMPVP(1,2)1,1 CMPVP(1,2)1,2 CMPVP(1,2)1,3 CMPVP(1,2)1,4 CMPVP(1,2)1,5=(2.0,1.4,0.0,1. =(2.0,1.4,2.0,2. =(2.0,1.4,2.0,2. =(2.0,1.4,2.4,2. =(2.0,1.4,2.4,24,1.4,0.0)4,2.4,1.4)
4,2.4,1.0)
0,2.4,1.0).4,2.4,1.7)
MAE=0.33

MAE=0.55

MAE=0.48

MAE=0.48

MAE=0.68

CMPVP(1,2)2,1 CMPVP(1,2)2,2 CMPVP(1,2)2,3 CMPVP(1,2)2,4 CMPVP(1,2)2,5=(2.4,2.0,0.0,1. =(2.4,2.0,2.0,2. =(2.4,2.0,2.0,2. =(2.4,2.0,2.4,2. =(2.4,2.0,2.4,24,1.4,0.0)4,2.4,1.4)
4,2.4,1.0)
0,2.4,1.0).4,2.4,1.7)534

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MAE=0.50
Value #3:
Seniors

CMPVP(1)3(2,3,1,2,2,1)
MAE=0.33

MAE=0.41

MAE=0.63

MAE=0.56

MAE=0.56

MAE=0.76

CMPVP(1,2)3,1 CMPVP(1,2)3,2 CMPVP(1,2)3,3 CMPVP(1,2)3,4 CMPVP(1,2)3,5=(2.0,2.4,0.0,1. =(2.0,2.4,1.4,2. =(2.0,2.4,1.4,2. =(2.0,2.4,1.7,2. =(2.0,2.4,1.7,24,1.4,0.0)4,2.4,1.4)
4,2.4,1.0)
0,2.4,1.0).4,2.4,1.7)
MAE=0.33

MAE=0.55

MAE=0.48

MAE=0.41

MAE=0.61

The cells with minimum MAE are outlined in thick, black borders. These sub-segments havethe best match between CMPVP and PMPVP, and, hence, represent the most promising market
niches to target.
For example, from Table 5 we can conclude that sub-segments “teens – home” and “seniors –home” are the most promising market niches for potato chips in laminated plastic bags.
An analysis of the discrepancies between the CMPVP and PMPVP in these sub-segments has
shown that in order to target these sub-segments, it is necessary to quickly improve MPV2
Healthiness. This task could be the objective of a subsequent TRIZ project.

4.2. Discussion
The case study presented above shows how the proposed approach makes it possible to identify
promising market niches for a product quickly and without additional labor: all results presented
in Table 5 are obtained automatically, using a specially created MS Excel spreadsheet.
As can be seen from Table 5, this approach significantly enhances ‘VOC resolution’ and helps
to identify and target smaller market niches than those identified using only the available VOC.
This will make further NPD and marketing efforts more focused and efficient.
For example, without sub-segmenting the market, the most promising market niches with thesmallest MAE=0.33 are (1) people of all ages at home (see CMPVP(2)1 in Table 5); (2) teensand (3) seniors at any occasion (see CMPVP(1)1 and CMPVP(1)3 in Table 5). These niches arebroader than those identified in section 4.1 after sub-segmenting the market (“teens – home”
and “seniors – home”). Therefore, they will take more effort to target and develop a new product because each of these broad niches include sub-segments with high MAE values, making
them more difficult to address.
It should be noted that, although the proposed approach relies heavily on the following factors• accuracy/reliability of collected VOC, and• quality of the performed MPV and S-curve analyses (steps 1 through 4 in Table 2),
failure in any of these areas may weaken the reliability of the analysis results as a whole. Therefore, after identifying the promising market niches, it is necessary to double-check the VOP andcollect VOC in the identified niches in order to make sure that (1) the niches are attractive
enough, and (2) CMPVP derived for the niches is correct.
Additionally, the sub-segments with the minimum MAE should be tackled immediately. Subsegments with higher MAE values are more difficult to address quickly, and, so, can be developed later since, over time, the MAE in these sub-segments may decrease anyway due to product and market development/evolution.
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To make the proposed algorithm more reliable and straightforward, it needs further testing andrefining. For instance, MAE values could be normalized and expressed as a percentage forclearer representation.
The authors truly hope that this paper will help TRIZ to better address business and market
needs, the lack of which is one of the main drawbacks affecting its popularity in the world, as
shown by Abramov and Sobolev [16].

5. Conclusions
The approach proposed in this paper can enhance ‘VOC resolution’, using just the VOC collected for a few large market segments, simply by sub-segmenting them and numerically characterizing the sub-segments.
The mean absolute error (MAE) criteria introduced in this paper make it possible to assess thematch between the VOC and the VOP in sub-segments and to identify the most promising market niches as the sub-segments with the minimum MAE. These sub-segments are normally easier to address than those with higher MAE values. Therefore, identifying and addressing them
may save a significant amount of time, money and effort relative to that required for broader
market segments.
Additionally, knowing MAE values for all market sub-segments may help to create a marketingstrategy/roadmap, i.e. to define the sequence in which the market sub-segments are to be addressed.
The proposed algorithm relies heavily on both VOC collecting tools used in marketing and on
TRIZ tools – especially MPV and S-curve analyses. This means that further development of thealgorithm involves developing these TRIZ tools in more detail.
This algorithm can be easily computerized, which means that the promising market niches canbe identified without additional labor.

Acknowledgements
The authors would like to thank Deborah Abramov for her helpful comments and for editing
this paper.

References
1. Ilevbare, I., Phaal, R., Probert, D., Padilla, A. “Integration of TRIZ and roadmapping for innovation,
strategy, and problem solving: Phase 1 – TRIZ, roadmapping and proposed integrations”. Report on acollaborative research initiative between the Centre for Technology Management, University of Cambridge, UK, and Dux Diligens, Mexico. July 2011. Available: http://www.ifm.eng.cam.ac.uk/uploads/Research/CTM/Roadmapping/triz_dux_trt_phase1_report.pdf, accessed May 11, 2017.
2. Malinin L. “The method for transforming a business goal into a set of engineering problems”. International Journal of Business Innovation and Research, 2010, vol. 4, # 4, pp. 321-337. Available:
http://www.inderscienceonline.com/doi/abs/10.1504/IJBIR.2010.03335, accessed May 11, 2017.
3. Litvin S.S. “Main Parameters of Value: TRIZ-based tool connecting business challenges to technicalproblems in product/process innovation”. 7th Japan TRIZ Symposium, September 9, 2011. Available:
http://www.triz-japan.org/PRESENTATION/sympo2011/Pres-Overseas/EI01eS-Litvin_(Keynote)110817.pdf, accessed May 11, 2017.

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4. Ikovenko S. “Identifying latent customer needs using TRIZ”. PowerPoint presentation for the workshop at the 2nd International Conference on Systematic Innovation (ICSI), Shanghai, China, 2011. Available: http://www.ssi.org.tw/si/si2011gc/Taiwan_DYU.pdf, accessed May 12, 2017.
5. Malinin L. “On Application of Main Parameters of Value and Fuzzy Logic to Technology Selection”.
Open Journal of Industrial and Business Management, 2014, vol. 2, #2, pp. 23-27. Available:
http://vs1.textlab.io/store/data/000133838.pdf?key=e26b50e757e25918047fc00357ea613e&amp%3Br=1, accessed May 12, 2017.
6. Dietz G. “The Voice of the Product”. PMA 2014 Annual Meeting, Phoenix, AZ, USA, May 12, 2014.
Available:
http://www.pmahome.org/files/1314/1885/0822/GEN3_VOP_PMA_Presentation_2014.pptx_Read-Only.pdf, accessed May 12, 2017.
7. Abramov O.Y. “‘Voice of the Product’ to supplement ‘Voice of the Customer’”. Proceedings of
TRIZFest-2015 Conference, Seoul, South Korea, September 10-12, 2015, pp. 309-317. Available:
http://matriz.org/wp-content/uploads/2012/07/TRIZfest-2016-Conference-Proceedings.pdf, accessed
May 11, 2017.
8. Abramov O.Y. “Product-oriented MPV analysis to identify Voice of the product”. Proceedings of
TRIZFest-2016 Conference, Beijing, People’s Republic of China, July 26-28, 2016, pp. 231-243. Available: http://matriz.org/wp-content/uploads/2012/07/TRIZfest-2015-conference-Proceedings.pdf, accessed April 02, 2017.
9. Basem El-Haik, David M. Roy. Service Design for Six Sigma. Hoboken, New Jersey: John Wiley &Sons, Inc., 2005.
10. Edward Malthouse, Ralf Elsner. “Customization with crossed-basis sub-segmentation”. Journal of
Database Marketing & Customer Strategy Management, January 2006, vol. 14, No.1, pp. 40 – 50. Available: https://www.researchgate.net/publication/237046579_Customization_with_Crossed-Basis_Subsegmentation, accessed May 15, 2017.
11. Internet Center for Management and Business Administration, Inc. “Market Segmentation”.
NetMBA.com Web Site. http://www.netmba.com/marketing/market/segmentation/, accessed May 16,
2017.
12. Parth Bhatt, Sachin Patel, Sanjay Patel, and Ankit Shah. “Image enhancement using various interpolation methods”. International Journal of Computer Science and Information Technology & Security(IJCSITS), August 2012, vol. 2, No.4, pp. 799-803. Available: http://www.ijcsits.org/papers/vol2no42012/17vol2no4.pdf, accessed May 15, 2017.
13. Litvin S.S, Lyubomirskiy A.L. “Trends of engineering systems evolution”. (In Russian), February
2003. [Online]. Available: http://www.metodolog.ru/00767/00767.html, accessed May 14, 2017.
14. Willmott, Cort J.; Matsuura, Kenji. "Advantages of the mean absolute error (MAE) over the root
mean square error (RMSE) in assessing average model performance". Climate Research, 2005, vol. 30,#1, pp 79–82. Available: http://www.int-res.com/abstracts/cr/v30/n1/p79-82/, accessed May 25, 2017.
15. Internet Center for Management and Business Administration, Inc. “Target Market Selection”.
NetMBA.com Web Site. http://www.netmba.com/marketing/market/target/, accessed May 25, 2017.
16. Abramov O., Sobolev S. ” Why TRIZ popularity is declining”. Proceedings of TFC 2016 – TRIZ
Future 2016 Conference, Wroclaw, Poland. Oct. 24-27, 2016.

Corresponding Author:
Oleg Y. Abramov: Oleg.Abramov@algo-spb.com

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TRIZfest 2017 Special Section:

TRIZ-PEDAGOGY538

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland
A Session on TRIZ-Pedagogy

SMART EDUCATIONA KEY-NOTE ADDRESS

Evgenia Guina, Anatoly Guinaa"

Association “Education for a New Era”, Moscow, 105000, Russia

Abstract
If we want our children to be successful in the XXI century world, then we need to change the content
of education accordingly. What can serve as its foundation? We claim that it is TRIZ-pedagogy thatmeets the challenges of the new time. In this paper you will get acquainted with this pedagogical direction, as well as with one of its basic tools - open problems.
Keywords: TRIZ-pedagogy, creative thinking, open problems, education.

Smart education
What kind of person is considered a “smart person”? We often use these words, but what dothey actually mean?
Consider the most common ways of defining their meaning.
● A smart person is someone who knows a lot. However, we all understand that memory
and intelligence are not the same thing at all. By the way, in our classes we repeatedly
experienced situations when a child with lots of knowledge, an excellent student according to the standard education system, was completely incapable of solving non-standard
problems or coming up with innovative ideas. Do you agree that if we continue to see
training as filling student’s head with a set of facts and instructions, then, as a result ofeducation, the student will be poorly prepared for life in the modern, rapidly changing
world?
● A smart person is someone who thinks fast on their feet. However, fast thinking is often
not very profound. Such a person quickly solves those problems that can be solved in“one step”. Often without analyzing all the consequences. Throughout history, there
have been many instances in which quick decisions made by historical figures have led
to catastrophes. As an example, consider the well-known story of the extermination of
sparrows in China, which eventually led to hunger and death of tens of millions of people.
● A smart person is someone who has achieved considerable success in some intellectually challenging field (chess, math, etc.). However, if you read biographies of the world
chess champions (or - even better - contemporary articles written by the champions
themselves and about them), a strange picture emerges. Chess champions can behave539

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absolutely silly in areas that are not their primary activity. Success in any one particular
activity does not guarantee high intellectual performance in others.
● A smart person is someone who can adequately make decisions in a wide range of nonstandard situations. The ability to effectively solve non-standard problems is the manifestation of intelligence, the most adequate criteria for it. And this activity is exactlythat in which people still outperform any smart gadgets. Maybe modern education
should be aimed at building this kind of skills? Especially at the dawn of the time whenintelligent machines will drive vast numbers of people out of the fields of productive
labor. Does the modern school teach the skills of creative, systemic thinking? Alas,starting from elementary school, children are taught to ignore the meaning of actions,and instead, for example, simply look for numbers in a problem statement and put a plus
or a minus between them. Here is one of the recent demonstrative cases. Students, whoalready mastered the addition and subtraction and were good at solving problems involving these operations, were tripped up by a problem the statement of which contained
only one number: "Jimmy has 6 oranges. Kate has the same number of oranges. How
many oranges does Kate have?". And this is in a math class which is often deemed toperform the function of thinking development. In other classes doing exercises by pattern matching and rote memorization are even more widespread.
So, if we believe that the XXI century world needs smart people, who can effectively apply
their knowledge in non-standard situations, then we need to change the content of educationaccordingly. What can serve as its foundation? We claim that it is TRIZ-pedagogy that meetsthe challenges of the new time.
So, what is TRIZ-Pedagogy?
It is known that TRIZ is a set of powerful tools for solving non-standard (research and inventive) problems. TRIZ-pedagogy inherited from TRIZ its main message, ideology: creativity,
the ability to solve non-standard problems or, simply, the ability to think, can be taught. TRIZpedagogy sets as its goal the formation of creative, productive thinking and the development ofa creative personality. Education of a person who has a grip on the tools of thinking and has a
habit of applying them. TRIZ-pedagogy is based on methods developed in the framework of
the theory of solving inventive problems: operators for removing stereotypes, methods for resolving contradictions, algorithms for solving creative problems, and other problem-solving
mechanisms of TRIZ. At the same time, TRIZ-pedagogy uses other methods of searching forinnovative ideas that are not related to TRIZ. For example, brainstorming or morphologicalanalysis have their own didactic value and are included in the content of TRIZ-pedagogy.
The main educational tool used by TRIZ-educators are open problems. The following characteristics of an open problem can be distinguished:● Vague (insufficient/excessive) problem statement which students need to interpret,
comprehend, and complete on their own.
● There is no known algorithm for solving the problem. There are several potential ways
to solve the problem, students must find them on their own.
● There may be many viable solutions, the best answer can depend on particular conditions and a particular problem solver.

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As you can see, these problems are the opposite of ordinary school problems, which we call“closed problems”. The important thing is that “open problems” are much more like those problems that a person might face in real life. Obviously, such problems exist in every field of
human activity and in any field of knowledge, they also span a wide range of complexity anddegree of openness.
Here are some examples of such problems from different areas.
● Biology, ecology. During winter, ponds in fish farms are getting covered with a thicklayer of ice and fish can die from lack of oxygen. How to prevent this? You can makeholes in the ice but they will freeze. You can install a device that will melt the ice but
it's expensive. Offer a simple and inexpensive solution to this problem.
● Linguistics. Can a sentence be shorter than a word? If so, in which case?
● History, technology. Russia was defeated in the Crimean War of 1853-1856. Under theterms of peace treaty Russia was forbidden to build warships of more than a certain
length. Small length of a ship means small displacement. Hence, such a ship can’t carryheavy weapons. The army command set a task for engineers: Without breaking the termsof the peace treaty equip the ships with heavy cannons. At first glance this is impossible.
How to solve this problem?
Of course, people are not born with an ability to solve open problems. However, our technology
teaches:● To see such problems in everyday life
● To solve them
The introduction of open problems into the educational process has many other advantages:● An open problem contains an intrigue, a riddle. It presents challenge, the question of
how to motivate students disappears by itself.
● Solving open problems may require using knowledge from various fields of science andtechnology. Of course, the knowledge gained from actively solving a problem is retained much better than that which was obtained passively. Thus, solving non-standard
problems performs not only the developmental function but also the educational one.
● Many open problems are interdisciplinary, which develops holistic understanding of theworld in students.
● Working in a class with open problems allows many students to be successful, not justthose, who were first to arrive at the right answer.
● When solving open problems students learn to defend their opinion reasonably, critically evaluate ideas.
● Teacher and student are on the same side of the barricade, which considerably raises therespect for the teacher in the minds of the students.

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Fig. 1. Open vs. close problems

We could list many more positive outcomes from the use of open problems in particular andeducation in the spirit of TRIZ-pedagogy in general. However, this is the topic of a separate
conversation. Let’s summarize.
Few would argue that as a rule, a well-educated smart people are more successful in their lives.
But there is another thesis which is orders of magnitude stronger and more prevalent: a welleducated society is more successful. In such society people invent more, make better use of
inventions, less frequently break and steal things, know how to negotiate and share, and so on.
And from this inevitably follows the need to build a new education system which will becomea strategic resource of society.

References
1. Guin A. (2016). TRIZ-Pedagogy: Teaching 21st Century Skills. Performance Press, Oak Ridge, TN,
USA.
2. Guin A., Barkan M. (2015). Success Factor. Performance Press, Oak Ridge, TN, USA.
3. Guin A. ТРИЗ-образование: чему учить детей? Article. https://trizway.com/art/form/178.html
4. Guin E. Открытые задачи как фактор развивающей среды. Article. https://trizway.com/art/opentask/631.html

Corresponding Author:
Evgenia Guin: zenia_@mail.ru
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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

DEVELOPING CREATIVE THINKING SKILLS – GRADESCHOOL LEVEL PROPAEDEUTIC COURSE“ENGINEERING”(MAY ALSO BE USED FOR THE LIBERAL ARTS STUDENTS ANDGRADUATES)
Anatoly Guina, Elena Guinb, Evgenia Guinc.
a,b,c

Association «Education for a New Era», Moscow, 105000, Russia

Abstract
Teaching STEM, Science, Technology, Engineering, Mathematics, initiative in the USA uses the traditional rote memorization. Thus, this initiative is not very successful. With this understanding, ENE developed a Propaedeutic course in “Engineering”, which is an interactive and entertaining way to learn
to solve non-standard, open problems with the help of adaptive TRIZ tools.
In this paper, we will address the issues we overcame in developing this course.
Keywords: engineering, creative thinking, TRIZ tools, education

1. INTRODUCTION
The system of grade school education is very inert and catastrophically lags the requirements
imposed on it by a rapidly developing world.
Some improvements, the introduction of gadgets into educational, make the work in education
more comfortable, but no more.
The present education system, created at the behest of the first industrial revolution, which
promotes rote learning, is obsolete in principle.
The development of digital technology, and more so, artificial neural systems, knocks out thefoundation from the education system of the past and requires profound, meaningful changes.

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The students do not understand very well why they should be straining about the "Ohm's Law"(you can substitute any other educational topic), if at any time, when they needs it, they canfind the information on the Internet at will17. As a result - the motivation declines.
The requirements of the modern times:• Not memorizing copious amounts of facts, but the ability to link facts to each other• Not knowing the ready answers, but the ability to ask the right questions• Not piece-wise, narrow "point" professional skills, but the ability to quickly learn
and relearn, a global supra-system understanding of the world• Etc.
The time is coming when the "displacement of man" from the production systems will become
global. People will continue functioning in two fields in which they are not replaced by artificial
intelligence: the field of creativity and the field of emotions, empathy and support of each other.
Therefore, the educational system should be aimed at the development of these two meta-competencies. We also believe that an elevated level of creative skills is required for a comfortable
life in the new world.
Below is our definition of “creativity”:

Pic. 1: definition of “creativity”.
Suppose we want to create a new educational system. Where do we start?

17

For example, Salman Khan’s internet school544

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2. NEW PRINCIPLES OF EDUCATION
Let’s compile a list of principles of the “new education”. For our purposes let’s call it TRIZpedagogy.
Principles:• Education is student-centered.
• This means that the educational system should provide students with a wide variety
of ways to learn according to their interests and learning styles.
• This also means that the educational system should resolve the following contradictions:• Education must be broad and comprehensive; however, every person islearning here and now in his or her relatively narrow area of cognitive interests.
• Education should be universal, but everyone works his or her own way
through it.
• Knowledge should be acquired exclusively through creative activities.
• Knowledge is not important, per se, but in its application. This can be achieved
when a person obtains knowledge through project based activities and experiment,
not memorization.
• Entire world should be described by a holistic system of knowledge.
• In real life, everything is interconnected in a holistic system of knowledge. Physics,
biology, literature, etc., are merely projections of the infinite world onto conventionally selected planes.
• Without creativity, there is no modern personality;• Creativity, widely understood as a person's ability to learn, change and improve
his understanding, make decisions in an unconventional situation, solve open problems - makes a person a person. And, besides, in the new modern world, without
creativity, there is no chance of being successful and in demand.

3. WHERE DO WE START?
So, we have defined some principles of TRIZ-pedagogy. Now we shall plan our academic
course accordingly.
This course is not at all a complete alternative to traditional mathematics, physics, literature,etc. Rather, it is a connecting link that integrates all these branches of knowledge into wholeness.
Modern schools are only able to teach how to understand the separate branches; however, thewhole tree of knowledge lacks its trunk!
Thus, our course should transform a disjoined pile of branches into a beautiful tree.
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Now let’s find the educational instruments that will help us overcome the contradictions andstand to the principles mentioned above.
The instruments:• “Open” problems• These are inventive, research, forecast and other types of creative tasks.
• Open problems are usually multifaceted, can be interpreted differently by different
people and have different solutions under different conditions.
• Process of solving open problems usually requires combined knowledge from various fields.
• Open problems stimulate our brain, help us learn the ways to find innovative ideas.
• Open problems require additional data search to clarify the conditions.
• When solving open problems students find a lot of different information that will
have emotional associations and that are interconnected.
• Within the framework of the "theory of open problems", special gateways havebeen developed, methods for transitioning from an open problem to various concrete-subject knowledge.
• During seminars teachers stated about 30 didactic values of open problems.
• Lesson – Press Conference• It is a form of lesson when new material is introduced based on students’ questions.
There are teaching strategies for leading such a lesson and for teaching children to
ask diverse types of questions.
• Case studies to learn about technical evolution• These case studies are perfect educational material that helps children and nontechnical adults understand the laws of evolution of technical systems using simple
examples.
• Case studies allow to understand deeply the cause-effect relationships and connectivity of the world.
• Case studies can include open problems, creative questions, experiments, tests, andsubject knowledge.
546Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland• Special exercises:• Exercises to develop creative imagination.
• Exercises to practice formulating IFR (ideal final result), using tools to overcome contradictions, working with cause-effect chains and so on.
We emphasize that our goal is to create a course of "engineering" for the development of creative thinking, understandable to adolescents and Liberal Arts students and graduates.
It is such a course, in our opinion, that is objectively in demand in the new world.
Engineering activities in this course are understood as activities to develop, improve both thetechnical and social environment in all of its richness and diversity.
The engineering course is also intended for the adults in non-technical fields, because its purpose is the formation of certain useful habits of thinking, applicable in a wide range of humanactivities.
Well, according to our TRIZ tradition, we have outlined a composite portrait of an acceptable
solution to our educational problem. What's next?

4. STRUCTURE AND CONTENT OF THE COURSE
Next we should find necessary informational resources. For example, people, who neverworked with sciences, should be able to understand our case studies on technical systems. The
history of such systems should be appealing, even dramatic, and include solvable open problems for students to work on. For instance, the history of airships is very suitable for a casestudy. From the first flights of hot air balloons up to our times – the story is well described,
dramatic and entertaining, does not have complicated elements and this industry has perspectives for development and application in the future.
Based on the case-study “Breakthrough into the sky” (history of hot air balloons and airships)
we can:- create an academic module that will include creative activities (such as experiments with helium balloons),- combine knowledge from areas of history, chemistry, physics, technology and literature- develop and train open problems solving skills.
The entire course can be assembled from similar modules. Then, depending on the conditions
and level of preparation of the children, the teacher will also be able to make his choice, how
to collect from this kit what is most expedient in his conditions.
By the way, almost any module can be taught to a rather wide range of ages - depending on theage and level of students’ readiness may determine various course parameters: the time, allocated to each module, the depth of the study of the topic, the inclusion or exclusion of associatedcalculations.
In a first approximation, the structure of the course can be pictured as follows:547

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Pic. 2: structural elements of the Engineering course

5. TASK OF IMPLEMENTATION OF THE COURSE AND QUALITY ASSURANCE
However, the development of such a course is only half of the battle18. How should we bringlife into the course? How will we transform it into teaching practice? Implementation of thecourse will require resolving several contradictions.
For example:• Teachers, who themselves were raised in the old educational system, who are used to
the “old” ways of thinking, should teach children how to think differently, in a “new”
way.
To resolve this contradiction, we need a system of training of future course teachers, online
support and certification.
Course materials should be prepared for use by teachers in the most convenient form. These areready-made presentations for students, and accompanying methodical manuals for teachers, achrestomathy and other materials.

18

Which is mostly complete.

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6. CONCLUSION
Heinrich Altshuller predicted that sooner or later TRIZ should turn into a "theory of strong
thinking". Continuing his predictions, we believe that the future of TRIZ is not in the formationof a caste of super-professional solvers. TRIZ, together with other methods and tools of thinking, will become the basis of the new education system. We see how in recent years there has
been a rapidly growing interest in society for such education, that systematically developing
creative skills. Let us move together in this direction. We look forward to collaborating.

REFERENCES
1. Guin A. (2016). TRIZ-Pedagogy: Teaching 21st Century Skills. Performance Press, Oak Ridge, TN,
USA.
2. Guin A., Barkan M. (2015). Success Factor. Performance Press, Oak Ridge, TN, USA.
3. Guin A. (original 2003, English edition 2013) School-Factory is Doomed. What’s next? Article.
http://www.enecenter.com/publications/articles/for-parents/school-factory-is-doomed-whats-next/
4. Guin A. (original 2002, English edition 2013) Serious Changes in the Educational System are Awaiting Us. Article. http://www.enecenter.com/publications/articles/teaching-technology/serious-changesin-the-educational-system-are-awaiting-us/
5. Robinson K. How to escape education's death valley. Talk at the TED conference, 2013.
https://www.ted.com/talks/ken_robinson_how_to_escape_education_s_death_valley
6. Gatto J. T. (1992) Dumbing Us Down: The Hidden Curriculum of Compulsory Schooling.
New Society Publishers, USA.
7. Illich I. (1971) Deschooling Society. Harper & Row, NY, USA

Corresponding Author:
Elena Guin: elensky2007@gmail.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

OPEN TASKS BY MAKING USE OF WOODEN AND LEGOPLAY BLOCKS
Irena Stańczak
Old Polish University, Kielce 25-538, Poland

Abstract
This paper represents the approach and method of using classic wooden play and “Lego” blocks to build“open tasks”. Proposed contractions build using play blocks (“gate”, “arch”, “tower” and “bridge) are
far beyond children experience and knowledge, however after few attempts they will manage tasks put
to them. These tasks comply with “open tasks” that means children are not informed on how to build
individual structures, but after few failed attempts they will achieve positive results. They learn how to
individually extract conclusions and achieve determination to reach their goal.
Keywords: open tasks, Building blocks, Lego blocks

1. Admission
To construct open tasks, by using wooden play blocks, the best choice would be to have a setof 52 play blocks. (Fig. 1)

Fig. 1. Play blocks

This set of play blocks consists of different shapes: rectangular, plates, cubes, cylinders andtriangular. Some of the basic play blocks have a half circular cuts. Typical play using these playblocks consists generally to erect different structures, simple and complex. Individual elements
are built in such way that the blocks are placed on top of each other keeping permanent balance(Fig. 2)550

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Fig. 2. Typical building made of wooden blocks

2. Building a gate
At the start of the play using these blocks, ask children to build such a gate that small matchbox
car can drive through it. The simplest way to perform this task will be gate as seen on Fig. 3.
As you can see, the matchbox car cannot be wider that approximately 5cm, as the block closing
the gate from the top has to lean on side blocks. This task is simple and most of the time all
children will manage it.

Fig. 3. The simplest gate of three blocks
The next step will be to build a gate for wider car. The gate must be 14 – 15 cm wide. This task
is more difficult, but simplest completion can look like as in Fig. 4.

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Fig. 4. Gate width 12-14 cm
In order to obtain a bigger gap there is a need to move the wooden play blocks apart and place
on top more blocks that are slightly advanced. However, for the blocks that a slightly advanced
not to fall, they must be pressed from the top by blocks of appropriate weight. This is called„False ceiling principle” used by Egiptions to build piramids and graves. During further attemps
we increase expectation regarding width of the gate to achieve best results see Fig. 5 and Fig.
6.

Fig. 5. Gate width 12-14 cm

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Fig. 6. Record 22cm wide door
The trick of building these gates depends on that if you would like to move block that is on topof another block you must put weight, so the construction does not fall – picture 06. Children
are unaware of the balance principles and they learn it in practice by building structures using
play blocks.

2. Building „arches”
The next task is to build arches. The construction consists of the basic single block size 3cm x
3cm x 6cm and further build of it going sideways to achieve the biggest arch, Fig. 7.

Fig. 7. Spanning span of 14 cm

3. Lego play blocks
Lego play blocks provide better composition ability. The way Lego blocks are joint together
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allows stability and strength of the constructions. Lego blocks are good to build two basic constructions that provide opportunities for unconventional use.

3.1. Tower
Children are given the same sets of basic Lego blocks. They are asked to build the tallest towerthat can be done using the blocks given. Children with typical way of thinking will build thetower typically for Lego blocks, they will join them using pegs and slots of play blocks, Fig. 8.
08. However, they will not achieve the impressive height.
Fig. 9. shows that base can be built from short play blocks and the long ones can be joint byoverlapping the long elements placed in the base. This way provides possibility to achieve thetallest tower.

Fig. 8. Standard tower from Lego blocks

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Fig. 9. Unconventional tower construction

3.2. Bridge
The next construction that can be built from Lego blocks can be a bridge. The bases of thebridge are 20 cm apart and child must build the bridge. The bridge then is tested for weight
berring by using wooden play blocks

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Fig. 10. - Typical bridge

Much better construction is shown in Fig. 11.

Fig. 11. Much better construction

The bridge is build using principles closer to truss construction. Using the same number of playblocks the carrying capacity is much bigger.
Apart from wooden play blocks and Lego blocks there are other opportunities to be use to play.

Corresponding Author:
Irena Stańczak

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

THE EVOLUTION OF ATTITUDES TOENTREPRENEURSHIP IN PEOPLE (14 -16 YEARS OLD)
Anna Boratyńska – Sala
Faculty of Mechanical Engineering, Cracow University of Technology, 31-334 Kraków,
PolandAbstract
The commercialization of life in all forms, competition and race "rats", force to supplement the trainingof young people with a basic knowledge of market relations, the problems of production and pricing, noidea of the cost of production, selling price, whole sale and retail price. The advertising strategy, market
analysis and the position of "our" product in relation to other articles. All of the set asks, both in life andin training, are the "open tasks" of varying degrees of difficulty.
Keywords: business, management, business, calculation, business plan, work, profit, deal,

1. Admission
Entrepreneurship requires a completely different preparation than the standard school.
Imagine that a group of adolescents aged 14-16 years, decides to start a company, and so dosome business, that brings the profits. This involves the need to resolve the whole range of socalled. "open tasks", that is, where we do not have the foulest of data, there is no algorithm tosolve, and from the analysis we can get few results, then we need to select the optimal one, but
unambiguous criteria of this optimization is not known.
Let us take the typical (in the spirit of the TRIZ) way: "from idea to industry".

2. What's the deal?
This is the first "open task". There are, of course, method, based on the analysis of the market,
identification of the needs of society and the assessment of own potential. It is the reasonableapproach, but not congruent to youth activities. It seems that it is reasonably and relatively easy
to start analysis from enumerate on resources group of 3-4 person who thinks about its own
business. You can help yourself by using the system operator (Table 1). In the Middle window,
type "our” business - not yet know what kind. In another window we itemize elements, which
do not depend on the group, but they shape their capabilities. Subsystem - to resource groupmembers, as well as other measures: financial, tools, different equipment, access to the materials i.e. waste from a friendly factory.
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System Operator

Table 1.

Where we live: town, village,
nearby businesses, cultural andeducational institutions, local
community, wholesale centres
and retail outlets, natural features: pond, wicker, etc.)
Students at a lower second- Our business: manufacture of Owners of youth-owned
ary school
toys
business involved in manufacturing of children’s kites
Our resources: computers, utility room, woodmaker’s workshop once owned by grandfather, one of students has woodworking skills, another student
plays the guitar, etc.
Based on the above outline, a type of business undertaking can be singled out. A school class –one of those participating in the “I’m active – I’ll become an entrepreneur” programme chose,
once divided into three groups, three business undertakings:
A – Manufacture of children’s toys – flat kites (Fig. 1)
B – Manufacture of children’s toys – box kites (Fig. 2)
C – enactment and cabaret group to provide artistic setting for weddings, conferences,
etc. (Fig. 03)

Fig. 1. Flat kite

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Fig. 2 Box kite

Fig. 3. Duel

3. The initial "business plan"
Youth Group is going to produce flat kites known as "Malayan". The group returns to the "subsystem" and checks what prices these kites can achieve in the shop. On line search survey showsthat the prices of the "flat" kites the size of an average of 60 x 40 cm with drawstring and tailrange from 4 to approx. 40 PLN.
We take a mean price, that is about PLN 22, and we realise that this is a net price. If we take aretail markup of about 25%, the wholesale price would be about PLN 17.6. A wholesaler has
its markup, too. It is in the range of 20%, so the selling price (“our” price) will be about PLN
14.66. The following components must fit into that amount:
o
o
o
o
o
o

cost of materials,
cost of labour
profitoverhead costs – organisational and general
payroll tax
social and health insurance contributions

This is a simplified set of elements that make up a selling price. Presumably, youth-owned
business is exempted from VAT.
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Young manufacturers notice that they pay PLN 7 “for nothing” on each kite. They realize thatthey pay a retail and wholesale markups if they buy materials (sticks, paper, cord) at retail
outlets, they overpay in the sense that they pay retail and wholesale markups.

“Operational” activities
Group wants to reduce the costs: searches the resource of Subsystem and looking for direct
suppliers, that is, manufacturers of the different components of the kite.
Sticks; DIY store sells sticks 100 cm long at a price of PLN 4 apiece (Fig. 4).

Fig. 4, DIY store sticks
A kite having 60 cm x 40 cm dimensions can be made from them, and then no waste material
is produced. Because the cheapest kites are sold at very low prices (PLN 4 a piece), a bigger
ones should rather be manufactured, e.g. 90 cm x 60 cm, which will allow for keeping up a
price of PLN 22 or event make it a little higher. DIY store sticks would not be economical,
then, because two sticks will be needed to build one kite and waste material will be generated:
30 cm and 10 cm long sticks, for which one has to pay at a DIY store.
A contradiction comes up: a kite should be bigger than 40 x 60 and should not be bigger,
because the use of two DIY store sticks will contribute to a higher cost. This is, as termed by
TRIZ nomenclature “a physical contradiction.” Such a contradiction can be resolved “in time.”
In the situation discussed here, it just means that it will be best to order sticks of the proper
lengths from a manufacturer (woodmaker’s).
Now, there comes another contradiction: a woodmaker’s says that he can make sticks, but not
fewer than 1,000 sets, because a smaller quantity would not be profitable for him! It means that
we need to have a lot of sticks and pay “much”, but we cannot pay for 1,000 sets, so we
can pay “little!” A total amount is an impediment. A solution can be:- substitution of sticks with a considerably cheaper material,- finding a manufacturer who will agree to make a smaller quantity of sticks.
And again we take advantage of super-system resources. We can remember that there is a big
pond at the outskirts of the town with its shores covered in wicker. We know, from observationof wicker furniture and baskets, that wicker sticks are strong, flexible and can be used as a kite
frame!
We figure out how wicker can be obtained: it may be someone’s plantation or maybe it is managed by municipal greenery services? If it is not a plantation, but rather wild-grown plants, we
can have, most of the times, wicker for free (Fig. 5)560

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Fig. 5. A bundle of wicker sticks
Tail. The most labour-intensive element of a kite is its tail if it has a “classic” form. i.e. coloured
tissue paper tied with a piece of cord. A loop must be tied for each piece of tissue paper, then apiece of tissue paper is fed into a loop and it is drawn. For a kite 90 cm x 60 cm, a tail has to beabout 3.5 – 4 meters long, which entails a necessity of tying up about 35 – 40 pieces of tissue
paper (Fig. 6). They have to be tied up at even spacing. After all, it is a labour-intensive pieceof work! And we want to have our costs reduced. A tail has to be effective and spectacular,
but its making must not be labour-intensive. A look at different tails let us realise that thequickest thing is to make three or two tails and fix them to three corners of a kite, each of themhaving a few long (1.2 m – 1.5 m) strips of paper or ribbon (Fig. 7.)

Fig. 6. Classic tail561

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Fig. 7. Simplified tails

4. Summary
The small piece of analysis shown in this paper on problem regarding commencing production– as it seemed -simple product, illustrates the complexity of the task to take the production of"anything". Young people aged 14-16 years old do not have information on issues such as: theconstruction of the retail price and what are: selling price, whole sale price, margins retail andwhole sale,- how to choose sources of supply for commodities to maximize profit,- what labour cost calculation: what is direct labour, overhead, indirect costs, what further components make up the selling price, and soon.
Although it is difficult to require young people to have a knowledge of TRIZ methodology,
however, even such a fragmented analysis shows that the base of the TRIZ methodology canbe very helpful in solving different problems, with the characteristics of open tasks.

Corresponding Author:
Anna Boratyńska – Sala

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

TRIZ FOR SCHOOLS
Christoph Dobrusskin a, Hans Baaijens b, Mandy Stoop caPhilips Innovation Services, Eindhoven, The NetherlandsbPhilips Lighting, Eindhoven, The NetherlandscFontys, Tilburg, The Netherlands

Abstract
For about three years now Philips is supporting schools to help students to be more creative and inventive via an organization called Jet-Net. In a number of projects training materials for both, the students themselves, but also the teachers are being designed, tested and improved.
The present paper will briefly outline the history of these activities so far, and move on to explain someof the results and techniques that are being used, and the results we achieve in class..
Keywords: TRIZ, Schools, Education, Teaching materials, Pupils, Netherlands

1. Introduction
Starting in 2014 with a Philips sponsored project that was conducted with a number of secondary schools in Eindhoven, Christoph Dobrusskin and Hans Baaijens got involved with using
the TRIZ tools to teach creativity and problem solving at schools. Since then they have introduced in excess of 400 pupils and teachers to TRIZ, and how it can help school children to be
more creative to solve problems in a systematic and innovative way. Mandy Stoop got involvedin 2016 from the viewpoint of integrating these activities more structurally in the curriculum of
the education of teachers. This is supported by the STEM Teacher Academy, a program that
supports high school teachers and teacher educators to intensify the collaboration between businesses and education.
The initial reactions from all involved parties was extremely positive. It was realized that TRIZ
as a “Meta-Method” was able to bridge gaps between the theories that are taught in most classical school topics such as physics and the practical applications of that knowledge to solve
specific problems.
It also became rapidly apparent that the teaching material needed to be adapted not only to therespective age of the pupils, but furthermore to the relatively short duration of lessons inschools. Furthermore, the example cases used needed to be carefully selected to be attractive tostudents with a wide variety of interests and inclinations.
From the initial work-sessions with pupils it was also quickly realized that, to reach a wider
audience and to have a real impact on what pupils learn, TRIZ would have to be taught by the563Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

teachers themselves, or even be included in school curriculums, rather than a few individuals
from industry trying to teach pupils by themselves.

2. TRIZ teaching activities in Schools, in the Eindhoven region of the Netherlands
Since 2014 we have been actively involved with a large number of activities in the Region of
Eindhoven to bring the TRIZ way of thinking to school pupils from high schools, and we havebeen able to teach about 400 individuals, both pupils and their teachers (see Table 1).
Table 1TRIZ teaching activities for secondary schools in the region of Eindhoven since 2014

Year

Project title# of pupils orteachers

Comments

2014

Crowd ID

30

Project for pupils with pre-university education, focusing on finding ideas for new
products

2015

Creative Problem solving
workshop80

Creative problem solving workshop with80 teachers of the Lorentz Casimir Lyceum in Eindhoven, a pre-university highschoolTRIZ “Masterclass”

20

A TRIZ Masterclass with school pupils ofBrainport Schools in Eindhoven

Creative Problem solving
workshop15

Creative problem solving workshop withteachers from Brainport Schools in Eindhoven

Creative Problem solving
workshop100

Creative problem solving workshop withteachers from Heerbeeck College in Best

Creative Problem solving
workshop30

Creative problem solving workshop withteachers that are being educated, from universities in Nijmegen, Tilburg and Eindhoven

TRIZ “Masterclass”

20

A TRIZ Masterclass with school pupils
from Brainport Schools in Eindhoven

2016

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2017

Creative Problem solving
workshop10

Creative problem solving workshop withteachers from the Eindhoven area

Creative Problem solving
workshop10

Creative problem solving workshop withlecturers from the Fontys University forteacher education.

Creative Problem solving
workshop80

Creative problem solving workshop with
first year high school pupils at the Odulphus Lyceum Tilburg

Creative Problem solving
workshop15

Creative problem solving workshop withthe management team of Brainport
Schools in Eindhoven

In addition to these dedicated teaching activities we have formed a DOT, a Docenten Ontwikkel
Team (Teacher Development Team) with several teachers from the above schools, and we meetseveral times a year to discuss our teaching activities and collect teaching materials on the subject for further general use.

3. TRIZ training material for schools
We have found, during the above activities that, on a fundamental level, the ways and tools ofteaching TRIZ to teachers compared to teaching TRIZ to school children are identical.

3.1. Teaching the theory
The first activity in teaching any method or tool is – of course – to teach the theoretical background. There are a number of attention points we try to address at this point:
Firstly boredom. Faced with learning theory many pupils, young ones or old ones immediately
think of listening to hours of dry explanation. We counter the dangers of boredom by using a
combination of storytelling and exercises. Storytelling, particularly when combined with a riddle or a mystery keeps the tension of the listener and is a compelling way of bringing across themessage, while at the same time keeping the audience’s attention. Rather than listening andtrying to memorize bullet-point after bullet-point of information, the information is strung together in a logical sequence of events that lodges itself into the mind of the listener and is mucheasier to remember [1].
The second attention point is relevance. Here we need to look at the background of TRIZ as ameta-tool to science. TRIZ set out to be the science of problem solving [2], but it acknowledges
that it can only do that when based on the fundaments of other sciences, be that chemistry,
physics or engineering (Fig. 1).

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Fig. 1. TRIZ as meta-tool to science

Looking at that in the context of school education it is readily apparent that, for the school kids,
the foundations of most of these other sciences are just being laid. In our teaching approach we
therefor start by teaching the fundamental notions, the mind-set of TRIZ without going into thedeeper details and tools. This is also well in line with the experiences of G. Altshuller [3]. And,in addition, to cover the innovation aspect rather than just invention, we extend the boundaries
of classical TRIZ by including elements of Design Thinking [4]. To make this concrete, thethree core TRIZ related thinking steps that we always want to teach are:
1. Know your client / situation
2. Analyse your problem
3. Build on already available knowledge to solve the problem
As succinctly pointed out in some literature on TRIZ education, we know two basic types of problems,
closed ones and open ones [5]. Closed problems have well defined parameters and generally there is
only one way to solve them. However, in the real world open problems prevail, whereby not all parameters are clear and many different solutions ca be found. On a very basic level the three previous steps
are sufficient for successfully introducing the structured way of thinking of how TRIZ approaches creativity and problem solving, a way of thinking that is so particularly well suited for those open problems.
And based on the maturity level of the students we can add tools at a later stage, be that Ideality [6] forunderstanding the ideal required end-result for the client, cause-effect-chain-analysis [7, 8] for analysing
the problem situation or the 40 inventive principles [8] as the accumulated knowledge of how, on an
abstract level, people have solved problems in the past.

3.2. Exercise cases
One crucial aspect of teaching TRIZ in our opinion is teaching by doing. If the theory isn’t put
into practice by the pupils, it will not be anchored in their minds. The first step is teaching thebasics, getting the pupils familiar with the topic.
In most cases, the TRIZ theory is first explained in a few slides and using an example case, andthe students are then tasked with using the theory on another case. For example, we often introduce the Cause-Effect-Chain-Analysis (CECA) in a short presentation, exploring the real underlying causes of a simple case, for example a headache. Afterwards the students are confronted with a problem they are familiar with - for the Netherlands we often use a bicycle thathas a flat tire, a case that is also explored in [7] and we ask to create a CECA for that case (Fig.
2). For students of a younger age we teach methodologies such as: “five times why” or: “what,
where, when, how much” [10] instead, with the aim to “upgrade” them to the CECA at a laterstage.

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Fig. 2. The case of the flat bicycle tire

For some school subjects, seemingly unrelated to TRIZ, there are opportunities for a supportingrole here: For example, one of the teachers that participated in our TRIZ course teaches German.
She asked her students to research certain aspects of TRIZ, and to give short presentations on
those aspects – in German. A typical task could be, for example, to give a short explanation of
one of the 40 Principles with examples illustrating that principle [11]. In her experience thisexercise was well appreciated by her pupils, as they learned something useful in addition to thelanguage per se.
Another simple exercise that we often use is to first explain the 40 principles and then to ask
the students to search for examples of the use of these principles in a given area or object. We
often use objects like a bicycle that are familiar and can be easily studied and touched. Students
find this exercise exciting, they can get out of the classroom, they can do the exercise togetherin small groups and one sees the excitement of sharing discoveries while they work, and all theway they gain a deeper understanding of the 40 inventive principles. This way of working is,in fact, also being explored in TRIZ education for engineers [12].
To show how easy it is to apply the 40 principles to real-world problems we have a set of
exercise cases that we use in short creative sessions. Typically we tell everyone that they are
now employees of a company producing an object, and one everyone is familiar with, for example a shoe or a door. The pupils then get a selection of the 40 principles, two or three arenormally more than sufficient, to create new ideas on the topic selected. Even after less thanhalf an hour of creative working time, a lot of interesting ideas have normally been created,ideas that everyone agrees would not have been created using simple “brainstorming”.
To illustrate that TRIZ has applications that reach beyond the typical technical areas, we have,in addition a number of cases from other fields. For example we often present the case of thenewspaper: A local newspaper has a fixed number of pages, whereby, a certain number of thepages should be editorial material and another number are reserved for advertisement for local
shops. A new shop has just come to the area and would like to advertise, but all advertisement567

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space is already taken by existing shops. To print additional pages, would require a significant
and non-realistic extension of the paper. What could be done to satisfy the advertisement needs
both, of the already existing shops as well as the new to the area shop?
In any case, once the pupils have gained some understanding of the basic principles of working
with TRIZ, they are put towards integrating the different steps and work on projects from thestart. Luckily, in the Netherlands, most of the schools have time in their curriculum for thesekind of projects, and commonly these projects span more than one teaching subject, and require
the student to create, design, and build something.
In the case of the Brainport schools, for example, classes visit different companies throughout
the year, get presented with specific issues of each company and are then asked to work out
potential improvements. In this case the exercise case is provided by the company, and thestudents have to apply the general approach of understanding the clients need, analysing the
problem in depth, and then come up with ideas targeted as solving the problem. And it is in
those projects that we see the integral use of the aforementioned way of working: First understand the needs of the client, then analyse the specific problem to explore the parameters, andfinally to find creative solutions to those problems. We have done those exercises a number oftimes and have found that TRIZ can truly act as a backbone to string together the different
elements of successful innovation in a structured and logical sequence.

4. TRIZ integration in the school curriculum
Within the Netherlands there are many discussions about what should be taught to our pupils.
We do understand that for future careers the factual knowledge of classic teaching topics is not
sufficient as the basis for a successful career. In this discussion the thinking about 21st century
skills [13] is broadly adapted. But teachers are still working on the fundaments and didactics todevelop this skills by pupils. In international research it appears that Dutch students are relatively less motivated at school [14]. Lots of teachers are discussing this topic and are looking
for ways to improve that. Platform 2032 [15] is an initiative from the Dutch government thattries to combine these thoughts by developing a new curriculum, in a fluid and dialogical way.
Within this discussion ownership for pupils and creativity seems to be a part of the anchors ofimproving teaching practice and make it more future proof. This is underlined by the reactions
and experiences of teachers who are confronted with the TRIZ workshops and who have applied
it in their lessons.
TRIZ therefore may not be a teaching subject for the curriculum, but a teaching strategy forenriched didactics. That makes it possible for a broad adaptation within schools. The method isdesigned for fostering creative thinking and problem solving, and that makes the method very
accessible for STEM related topic in the high school programme [16]. As the didactic approachfor problem solving using TRIZ is suitable for all subject and contributes to the stimulation ofcreativity and ownership in all subjects it is a solid strategy to implement TRIZ in all teaching
topics in schools.
As mentioned, teachers are the key to teach pupils the TRIZ way of thinking. So teachers mustbe trained to use the method. To accomplish that we have started to develop trainings for teachers. Within these trainings teachers are stimulated to use the principles within the classroom
and share what they learn by doing. This course is going to be spread within the member of the
NVON [17], the Dutch Union of Teachers in Science Topics. This Union counts about four568

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thousand members. The next phase is to start a connection with the Dutch Educational Corporation and FVOV [18]. These are umbrella” organizations for teacher Unions like NVON thatconnect to the other topics.
The aforementioned courses are organized at Fontys University of Applied Science [19]. This
university provides a teacher education program, its students are trained to become teachers. In
the academic year 2017-2018 a new teacher education Program will start: Science and Technology. For this program teachers-in-education will be trained in use the TRIZ method in theirteaching practice.
So far the teacher educators have had an introduction to the TRIZ workshop in April 2017, andthey were very enthusiastic. They immediately saw the richness of the TRIZ method for theeducational Program and were interested to be trained themselves in more detail. And that iswhat we are organizing at the time of writing this paper. In this way the TRIZ way of thinking
will be used at the educational program level of science teachers.

5. Summary and way forward
In summary we can say that we have set a first successful step in bringing TRIZ and its structured ways of thinking to the secondary education system in the Netherlands. Teachers andpupils alike, are enthusiastic and can see the advantages of TRIZ, particularly, but not exclusively in science related topics. TRIZ also fits in perfectly with the declared interest of furthering creative thinking and structured problem solving in the education system [13].
Looking at it in pure number terms, we have at present only reached a very small percentage ofthe target population in the Netherlands; 0.5 % of the teachers and even less % of the pupils.
This also sets the challenge that is currently being addressed as outlined in Chapter 4 above:
how to increase the reach structurally across a much larger percentage of the school population.
And finally we are happy to exchange views, learnings and experiences with other interesting
parties in similar situations.

Acknowledgements
The authors would like to thank Ms. Anja Welvaarts, Jet-Net [20] co-ordinator at Royal Philips
who organized and supported many of the teaching activities, Mr. Per Mans from Royal Philips
who enthusiastically co-facilitated many of the teaching sessions, and all the teachers and pupils
who shared the TRIZ experience in the last few years. Also many thanks to Marieke Wolthoff,program manager of STEM Teacher Academy [21], for providing the funds to support the efforts within de collaboration between Fontys Universty of Applied science and the Philips companies.

References
1. Allan J., Fairtlough G., Heinzen B.; “The Power of the Tale”. John Wiley & Sons Ltd, 2001, pp. 510.
2. Savransky S.D., “Engineering of Creativity”. CRC Press, Boca Raton, Florida, 2000, pp. 21-22.
3. Altshuller G., “And Suddenly the Inventor Appeared”. Technical Innovation Center, Inc. Worchester
Massachusetts, 2004, Preface from the original 1994 edition.
4. Stickdorn, Schneider, “This is service design thinking”, 2011.

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5. Barkan M., Guin A., “Success Factor, teaching creative thinking skills”. Performanc Press, Oak
Ridge, TN USA, 2015, pp. 9 -10 .
6. Koltze K., Souchkov V., “Systematische Innovation, TRIZ-Anwendung in der Produkt- undProzessentwicklung”. Carl Hanser Verlag Muenchen Wien, 2011, pp. 31 -34 .
7. Cameron G., “TRIZICS”. CreateSpace 2010, pp 47 – 54.
8. Dobrusskin C., “On the identification of contradictions using Cause Effect Chain Analysis”. TFC
2015– TRIZ FUTURE 2015, Conference proceedings, Berlin, 2015.
9. Altshuller G., “40 Principles”. Technical Innovation Center, Inc. Worchester Massachusetts, 2005,
extended edition.
10. Kepner C., Tregoe B., “Entscheidungen vorbereiten und richtig treffen”. Verlag Moderne Industrie,
1984, zweite Auflage, pp. 42 – 45.
11. S. Buck, “Brainport les Duits: Ein Ausweg aus dem Dilemma: Probleemoplossend denken bij
dilemmas met TRIZ in het Duits”. Working document, DOTTriz, 2016.
12. Thurnes C., et al, “One day at the museum – using a museum as resource for teaching and learning
TRIZ”. TRIZfest-2015, conference proceedings, 2015, pp. 144 -154.
13. Thijs, A., Fisser, P., & Hoeven, M. van der, “21e eeuwse vaardigheden in het curriculum van het
funderend onderwijs. Enschede: SLO., 2014, pp. 18-24.
14. OECD (2016), “Foundations for the Future, Reviews of National Policies forEducation”. OECD
Publishing, Netherlands 2016, Paris, http://dx.doi.org/10.1787/9789264257658-en
15. “Ons onderwijs2032 Eindadvies”. Platformonderwijs2032, 2016.
16. Barkan M., Guin A., “DEVELOPING CREATIVE AND CRITICAL THINKING SKILLS IN
NEXT GENERATION WORKFORCE”. TRIZfest-2016, conference proceedings, 2015, pp. 146 -155.
17. Nederlandse Vereniging voor het Onderwijs in de Natuurwetenschappen. https://www.nvon.nl/
18. Federatie van Onderwijsvakorganisaties. https://www.fvov.nl
19. Fontys University of Applied Science. https://fontys.edu/
20. jongeren en technologie netwerk nederland. http://www.jet-net.nl/home.html
21. STEM Teacher Academy. https://teacheracademy.nl/programmas

Corrsponding Author:
Christoph Dobrusskin: c.dobrusskin@philips.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

TRIZ IN THE TEACHING OF THE POLISH LANGUAGE
Jan BoratyńskiTRIZ – Poland Foundation, Kielce, 25-532, Poland

Abstract
Life and observation of newspaper articles, journalists’ statements in the media, politicians’ statements,
indicate a growing problem with the communication of Poles in Polish. Existing curriculums are ineffective, overloaded with content. Neither they support language correctness, nor do they teach how toelegantly express oneself. It seems that application of foreign languages teaching methods to the teaching of Polish language, as well as making use of a number of linguistic tasks (expecially „open tasks”)
could improve the situation.
Keywords: open tasks, translational tasks, translation of poetry, oratorio competitions

1. Admission
A decline in reading is a global phenomenon. There are exceptions like Finland where young
people read a lot without being forced to do so. It brings about a reduction in effectiveness andprecision of communication. Globalization in all aspects of life and the pressure of information
technology media: computers, tablets, mobile phones facilitates communication and the exchange of information. Unfortunately, it results in the impoverishment of national languages
and their contamination with English words. Obviously, one may argue whether it is good ornot. Throughout the ages, there were periods of, for example, domination of the Latin language,
later on replaced by French, being a language of aristocrats and diplomats. In the public life in
Poland, we can witness an increasing number of loanwords from English. Some of them arereasonably justified like the word computer, as it is just inconvenient to say digital electronic
machine. It holds true for most IT terms. One can say jokingly that only the mouse was saved.
After all, it's called the mouse in English, too. A wide spread use of computers among young
people has brought about the use of abbreviated words like w porzo, spoko, pozdro, etc.
Words like oki, sorki, etc., that only seemingly are English are coined.
A sad phenomenon is violation of basic grammar rules of the Polish language - nie wiadomo,
czy młodzi będą potrafili instead of nie wiadomo czy młodzi potrafią; mi się to podoba instead of mnie się to podoba; poproszę o tą książkę instead of poproszę o tę książką, etc.

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2. Suggestions for changes
Language at schools. It seems that the following changes are required:a) The general methodology of the teaching of the Polish language should be similar toprinciples applied in the A short necessity is the change of the system and methodologyof the teaching of the Polish teaching of foreign languages.
b) Teaching grammar should be reduced to an absolutely required minimum.
c) Separation of the teaching of the history of the Polish literature from the teaching of thePolish language. Teaching of the literature might be linked to the teaching of painting,music and sculpture and the resulting subject might be called History of the Polish culture?
d) The teaching of the practical use of the Polish language in various circumstances and ina variety of topics, communicated both in writing and orally.
The situation might be improved by the introduction of Polish language teaching with the useof the TRIZ methodology (Theory of Solving of Innovative Text-Based Tasks). The essence of
the TRIZ Methodology - Pedagogy is to mobilise thinking to the widest way in all manifestations and circumstances. The foundation of the methodology is open-ended tasks. These areproblem-based tasks in which• there is not a complete set of input data;• there is no ready-made solution;• there are many solutions of similar correctness.

3. Translation tasks
There are a great many options of developing and solving open-ended tasks in the teaching of
the Polish language. A good practice is translation of texts in foreign languages into Polish,
especially the ones belonging to the classical poetry, that means the ones having rhymes,
rhythm, caesura, metaphors and similes. An attempt at rendering these elements in Polish, especially an attempt at rendering melody of a poem is a difficult yet interesting task. The literaryskill shown in such translations is not of importance. Other elements are important. In order toprepare a good (even very school-like) translation, one must have an in-depth understanding of
the original text, taking account of allusions, references to classic texts in the original language
and the culture of the country in which the language is a prevalent one. Fragments of translations of Ulysses by Maciej Słomyczński or Harry Potter by Andrzej Polkowski can serve as
examples of translation solutions. The two translators were faced up with a language full ofwords and expressions far from everyday language. They had to find Polish equivalents of them.
Polish writers caused a lot of trouble to translators of literary works into foreign languages. It
suffices to mention neologisms by Sienkiewicz such as prosto, jakoby ktoś sierpem rzucił, byWańkowicz - siądźka, kuwaka, chciejstwo and many others, by Lem - świdraulina, elektrybałt,
a whole range of names of devices and apparatus of the future, etc.
An adventure with translation of such contents is about the necessity to go deep in intentions ofan author of an original text in order to render it in Polish.
In order to train primary and secondary schools students, works of literature have to be carefully
selected, to match young people's abilities. Therefore, such an intermediate step can be the“translation” of contemporary Polish poems so that they have the form of classical poems, i.e.
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the ones having rhymes, rhythm and other stylistic elements. Young people often make a point
about contemporary poetry - No rhymes, no rhythm, no sense. Let's have a look at a poem byT. Różewicz:Księżyc świeciKsiężyc świeci
pusta ulicaksiężyc świeci
człowiek uciekaksiężyc świeci
człowiek upadł
człowiek zgasłksiężyc świeci
Pusta ulica
Twarz umarłegoKałuża wody.
The poem was re-worked into a rhymed one that meets formal principles of rhymed poetry, yetwith every effort to retain its meaning.
Księżyc świeci II
W poświacie księżyca,Po pustej ulicy
Biegnie spóźniony człowiek,
Biegnie, upada,Coś do siebie gada;
Powietrze łapie z wysiłkiem.
Jeszcze jedno westchnienie
I ostatnie spojrzenie
Na zamgloną w półmroku ulicę,W bladym świetle księżyca,Obojętna ulica,Kałużą wody twarz bladą rozjaśnia,I to światło księżyca
I ta pusta ulica,
Są jak świeca wraz z życiem wygasła...
An interesting discussion may ensue: to what extent the rhyme meets the concept of the authorof original work and where it deviates from it because of the requirements of rhymes andrhythm.
A good exercise is translation, done in groups, of small fragments of a text in prose or poetryfrom a foreign language into Polish. Beforehand, the class is divided into three groups - GroupOne translates a text in a foreign language into Polish and passes it to Group Two. Group Twotranslates the text from the Polish language back into a foreign language and passes it to Group
Three. Group Three translates the text that had been translated in a foreign language by Group
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Two into Polish. Finally, translations into Polish are compared. The class analyses the reasonsfor deviations between the two versions.
A greater number of like and similar tasks can be developed.
Group work, using the Google translate service. Group One uses the Google translate service
in order to translate a text in a foreign language into Polish. Group Two translates the same text
on their own. Two groups discuss the two translations and try to explain why there are differences.

4. Literary tasks
Gap filling is a good introductory task. Students are given a text with gaps. They have to fill inthe missing sentences to make the whole meaningful and logical. An example:a) A deafening noise of a drum mill made a conversation impossible.
b) …….
c) How nicely you designed it, Dear.
d) ……
The dots should be replaced by simple sentences, extended to include other parts of speechapart from the verb and the noun, to make the whole logical.
Another literary task can be giving the class a text on any chosen subject that needs completing.
The resulting text should be logical and look like it was written by one author from the beginning to the very end.
Another suggestion is An Oratorical Contest. Participants should give short speeches or lectureson an assigned or a free topic. The class and a teacher assess stylishness, linguistic correctness
and contents of the whole speech.
Students can be trained in speaking by staging criminal or civil trials. Cases known from themedia or self-developed can be used. Prosecutor and defence counsel's speeches are important.
Other elements of a trial are of no importance.
It is worth reminding that rhetoric and dialectics were an important element of education in
Ancient Rome.
There was a time that orators, Cicerone being the most famous one, became a cult object. Hiscontemporaries said that when Cicerone defended a man who was kept a prisoner without acause – all those present were weeping! Similarly, when he indicted a criminal, the crowd was
willing to tear the defendant apart. Today, no one will teach rhetoric, but the art of expressing
one’s thoughts in a clear and substantially proper manner is and will continue to be treasured.

5. Conclusions
The foregoing outline is a slight opening of the door leading to a spacious area that can beextended depending on a teacher’s inventiveness, but also students’ inventiveness to some extent. Not all students will be able to carry out all tasks presented here. Tasks must be designed574

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taking into account abilities of students in a class. However, it is recommended that tasks goslightly beyond students’ abilities, that they are not all too banal. Solving easy tasks does notprovide satisfaction that is required for a proper process of education.
It is obvious that the introduction of the TRIZ methodology must not interfere with the corecurriculum. However, a teacher has a certain degree of liberty in teaching curricular contents,
and it is worth taking advantage of that liberty to implement some element of the TRIZ pedagogy.

Corresponding Author:
Jan Boratyński: jan.boratynski@triz.org.pl575

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TRIZfest 2017
September 14-16, 2017, Krakow, Poland

TRIZ INVENTION SCHOOL FOR THE CHILDREN AND THE
YOUTH
Mi Jeong Song1, Jung-Bae Kim2, Jung-Hyeon Kim1
1

Global Technology Center, Samsung Electronics, Suwon, South Korea
2

Alchera Inc., Seongnam, South Korea

Abstract
TRIZ techniques have been well-known to solve technical problems of technical systems in Korean
industry since it was introduced in 1996. TRIZ has attracted big interest as it has helped typical engineers
creating new ideas over the psychological inertia of the experience and knowledge. The authors havefocused on the power of TRIZ to connect creativity with scientific knowledge, which motivated theauthors to create a new material to guide children and youths to 'learn science and technology' via inventive thinking process. Education materials used in so called "TRIZ invention school" for the children
and the youth were established based on the context knowledge of Korean society and culture. Classical
TRIZ has been a little bit modified to be familiar with Korean children and youths. Other discipline
knowledge, for example, literature, history and science were organized with thinking programs. One ofthinking program, 'size magician' came from STC operator of classical TRIZ and OTSM-TRIZ. The
authors defined 4 different spells of the 'size magician ', increase magic, decrease magic, accordion
magic and pick-a-boo magic. After the teacher suggests the 'card' of magician's spell and specific object(for example, aunt) to the students, the students are asked to think to change the object according tothinking direction of the ' magician card'. Control questions for magician spell cards are as following:
what happens if the size of whole aunt or part of aunt becomes bigger than a building? What’s the good,bad, interesting feature of such change of aunt for aunt and for others? Since an invention is a technological solution to meet human desires, the authors include a program to emphasize the other people,
animals, object in Korean fairy tale and conventional technical system. Trying to understand the situation of other person or things, children and students can enhance the ability to discover invention points
of something. '4-Step Thinking Process' based on ARIZ promoted the students to think 'impossible problem toward invention idea' more rational ways with real shape training aid. The authors designed a lotof training aids for all classroom session. TRIZ invention school shows a program how Korean children
can easily learn and apply inventive thinking way as well as multi-discipline knowledge to practicalproblems. Even if this program has been organized based on the personal motivation of the authors,
Samsung Electronics has evaluated the potential of this program so big to apply it as a social contribution
program to students of Yong-duck Middle School in Suwon-city in 2016. The authors and Samsung
Electronics will continue social contribution program based on TRIZ invention school every year.
Keywords: TRIZ; invention school; children; youth; Korean culture; teaching aid; group learning; education; creativity

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1. Introduction
1.1. Motivation
Creative problem solving technique TRIZ derived from Jewish Russian Altshuller [1] has been
known to be useful for industrial engineers to solve technical problems in engineering field.
Samsung in Korea has actively utilized it as a methodology of research and development since1998 [2-3]. The authors have validated the effect by applying TRIZ for a long time in various
industrial fields [4], for example, recognizing faces in the camera video has been successfully
solved [5] and embedded in brand-new Samsung’s smart phone, galaxy S8. Even if TRIZ tool
developed by Altshuller is extremely useful for engineering problem solving [1,6]; however, it
was designed for adult persons, which makes it difficult for the junior students to learn.
Khomenko et al. [7] suggested a useful material for children educational for Russian and European, however there was cultural barrier between Europeans and Koreans especially in practice
examples. As TRIZ was established in European culture not in Korean culture, where TRIZ
logics and case examples are little bit strange for young Korean student to emphasize. In othersides, TRIZ Nolite [8], a Korean TRIZ research group, provided a Korean fairy-tales linked
with TRIZ agendas, which was familiar to Korean culture, but it had limitation to promoteholistic thinking ability of children and youth aligned with many learning agenda, for example,
linguistics, scientific knowledge, art, collaboration experience, invention practice, ethics and soon. The authors have intended to remove cultural differences between classical TRIZ and Korean culture as well as to develop holistic thinking power based TRIZ and other useful agenda
for little students, which were summarized in novel learning materials, so called TRIZ invention
school [9-12].

1.2. Scope and Objective
Whole materials were designed not to be instructed by the teacher one way but to trigger intensive communication between students-students and students-teacher. The authors aimed to attract the students to discover the contradictions in the objects easily encountered in daily life.
TRIZ invention school uses contemporary Korean words which go well with the children andthe youth, instead of authentic TRIZ terminology. It presents the problems that young people
can encounter in their lives and enables them to link scientific knowledge they have with the
problems. The authors published "TRIZ Inventions Classroom" [11-12] to deliver TRIZ experience to Korean youth, and verified by actual field classes. Following 4 experiences are what
the authors want the student to learn. To provide these 4 experiences, the authors designed all
the contents, teaching aid, teaching methods, and so on.
••••

Collaboration and communication experience
Knowledge and examples expressed in familiar terms and situation
Experience using TRIZ knowledge
The "awakening experience" of problem solving through the utilization of scientificknowledge and background knowledge that the students already have.

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2. Results and Discussion
2.1. Whole Structure Design
Against to the Korean education tradition used to solve given problems and compete for points
against colleagues, the authors wanted for the students to collaborate and communicate with
their colleagues not for just solving the problem but for formulating new problem. To deliver
this goal, a new teaching method based on project driven group learning was suggested where
the participating youths can think and express themselves. Instead of presenting theories first,
the authors suggest challenge situation first. The theory follows presentation session of the participating students about eh challenge as a summary. The authors keep the order of following
procedure: 1) suggest challenge, 2) group work for the challenge, 3) presentation of the group
work, 4) theoretical background to the given challenge.
The TRIZ invention class consists of 3 main parts: (1) a course to train language ability andobservation ability of things as a fundamental thoughtivity, (2) a course to learn various analysis
methods, (3) a course to exercise authentic TRIZ methods. Since it can be tedious to repeat thesame or similar subject to students, we constructed this process to be mixed with each other andeducated so that students can maintain their interests.
One course can be carried out for 1 to 2 hours with 3-6 group composed of 3-6 students. Eachcourse consists of 8 sections designed to give students an appreciation for each principle and tofamiliarize them with theory and practice. These 8 sections were designed based on the flowthat the elementary school students accepted without difficulty through more than 3 actual
teaching experiments.
(1) Introduction problem: Students can solve it without methodology(2) Introduction of principle: Explanation of principle(3) Principles of Practice: Principles of Practice(4) Introduction Problems - Principle Connections: Solving Introduction Problems by Applying
New Principles(5) Introduction Issues - In-depth Discussion: Discussing the practical solutions to the introduction issues together(6) Deep Problems - Applying the Principle: Applying the Principle to Deep Problems(7) In-depth issues - in-depth discussions: Discussing the practical solutions to in-depth issues(8) Theorems and Challenges: Theorem on principles and additional challenges
TRIZ Invention School Program consists of 14 classes that are suitable for the 3-month courseof Korean traditional after-school classes. Teachers can select and reduce classes according totheir circumstances. Currently, the TRIZ Invention School is completed with 28 classes for 6
months, and the authors continue increasing classes. The textbook for students, teaching aids
for teacher and the standard teaching method are complementary to the invention school instruction and are constantly being reinforced through on-the-job teaching experience.

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Table 1
Contents of TRIZ Invention Class - Book 1

Class name

TRIZ/Learning items

Class name

TRIZ/Learning items

1. Size Magician STC Operator

8. Learn Nature

Biomimetic

2. Order Magi- STC Operator
cian

9. Metaphor and sub- Function, Resources,
sti-manFeature transfer

3. Secret
Magic

10. Making fish trap Resources,
in camping park
effectsof Scientific effects

Scientific

4. Empathy

Design Thinking/em- 11. Story wheel
pathy

Storytelling

5. Part and All

Multiscreen, function

Inventive principles:
segmentation

6. Clustering

Multiscreen,
cation7. Imagine best

Ideal system

12. Segmentingclassifi- 13. How many ways Scientific effects
to make water
14. Thinking
steps

up ARIZ for junior

Table 2
Contents of TRIZ Invention Class - Book 2

Class name

TRIZ/Learning items

Class name

TRIZ/Learning items

1. Many win- Multiscreen, resources
dows

8. Conflict finding Contradiction
in fairy tale

2. Finding cause

Causality analysis

9. Extraction

3. How it works

Function analysis, su- 10. Secret of grand- Physical contradiction,
field model, scientific father's glasses
separation principles
effects
by space

4. 100 features

Attribute analysis
Investigation attitude

5.
Inventing Literal creativity
Poem
6. Master of quiz Resource
makingmetaphor
7. Both sides

Inventive
Extraction

principles:

11. Secret of air- Physical contradiction,plane wings
separation principles
by time12. Inventing New Linguistics
Chinese Alphabet

analysis, 13. Master of sum- Abstraction,
mary-making
tics

Linguis-Conflict finding, re- 14. Drawing myste- Artistic
Expression
source analysis
rious dream
Skill, ideal system579

Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland"Book 1 - Class 4. Empathy" introduces training observation ability and empathic ability ofproblem, "Book 1 - Class 5. Part and All" provides for the student to learn functional analysis
which is an analysis method of TRIZ's technical system, “Book 1 - Class 1. Size Magician"defines a new way of defining the problem as an STC operator," Book 1 - Class 12. Segmenting " presents the method of division within 40 inventive principles, " Book 1 - Class 14. Thinking Up Steps " leads the student to follow the entire problem solving flow of ARIZ.
Figure 1 shows various teaching aid material for TRIZ Invention School activities. Story wheel,
thinking up steps, magician spell cards, object cards, inventive principles, story cards, and soon, were originally designed by the authors. Using these teaching aids, young people are requested to perform various activities described in the textbooks.

Figure 1. Various Teaching aids for TRIZ invention school

2.2. Activity Case 1. Magician's School
Class 1, Chapter 1-2 Size Magician and Order Magician are related to the STC (Size, Time,
Cost) operator of TRIZ, which is effective for problem definition and viewpoint change. Referring to OTSM (General Theory for Strong Thinking) developed by Khomenko [8], the authors
modified the TRIZ TTF technique to meet the level of Korean youth 's interest, and created a
new conceptual activity so called Magician’s school.
After defining the characteristics of objects and situations such as size and order, the students
try minimizing and/or maximizing with the aid of magician card denoted in Figure 2. The students analyse what would happen when the size (for example) maximized and discuss their own
thinking with other students in the same group. There are 4 different magicians as following:
size magician, time/order magician, price magician, and feature magician. The size magician
can perform four magic spells – increase magic, decrease magic, accordion magic and pick-aboo magic.
To be friendly with Korean students, the authors have created original characters, Gyuri, a Korean girl and Ein, a Korean boy who are twins and presented an original story of a situation thatis very familiar to Korean youth as following:"Tomorrow is the day of school picnic. The teacher promised to give her goods to whombring the funniest lunch box. Gyuri and Ein asked their mother to pack a funny lunch, but580

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their mother answered that she would make that lunch box when Gyuri and Ein by themselves came up with idea of the most funny lunch box. The D-day is tomorrow, but Gyuri
and Ein could not come up with an interesting lunch box idea yet, Gyuri and Ein decided
to ask Dr. TRIZ to help them.”
Under such circumstances, the participants might choose "lunch box" as the central object andfocus on "kimbap-Korean seaweed roll”, the most popular menu of Korean students’ picnic.
Students are asked to express their thoughts through the activities of the group. A large paper,
multi coloured marker pens, post-its, and other materials can be used for group activities, andone assistant teacher for each group can help them to carry out their activities in accordancewith the instructions of the main teacher. If the students are old enough (usually middle school
student), one of the students might be assigned to serve as an assistant teacher. The order ofactivities is as following.

Figure 2. Teaching aids for Size Magician

1. How do you list the features of the selected object? In particular, we list the characteristics
of spatial size. The students will summarize the size, contents, and how to make common
kimbab.
2. Choose the appropriate [Size Magician] to apply from size magic cards. For example, “Increase magic”.
3. What good result could be delivered by the size magic? The size of kimbap can be changed
in both length and diameter. Make sure you think of as many good points as possible and makea presentation when changes occur.
4. What bad features or problems could be brought by the size magic? What are fatal problems
if they grow in size? Rolling, cutting might be tough.
5. What interesting event could be brought by the size magic?
6. How can I maximize 3? How can I solve the problem of 4? Where is wasteful if we can makegood use of 5?
The process step of 3-6 is a modification of the PMI(plus-minus-interesting) technique [13]embedded in full thinking process, which naturally guides the students to have balanced viewing habit as well as to enhance ability to analyse conflict. This balanced critic is one of critical581

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ingredient to promote innovation and invention environment of group work, the authors madea ground rule of critic as following: "praise first, critic follows." Through this process, students
could internalize appropriate critics skill.

2.3. Activity Case 2. Story Wheel
A "story wheel" is a process of creating a plausible story by combining keywords that havebeen never connected to one another before. The wheel can be freely rotated by the hand powerof a child. When the wheel suggests a hero, place, and object material word from a familiar
fairy tale, the student starts making a plausible story based on the chosen keywords. Throughthese activities, students can train their language/composition skill. The number of sections ofa story wheel might be around 4 or 5., The students could draw a picture based on the novel
story just created by the group. The following is an example of a triple story wheel.

Figure 3. 3-layer story wheel

Three different fairy tales for triple talk wheels as following
Heungboo-Nolboo - a traditional Korean fairy taleThree little pigs - a Well-known western fairy tale
Woodman and mountain gods - Korean traditional fairy tale
Cinderella - a Well-known Western fairy-tale
Structure of tripe story wheel
Outer wheel: the leading character in a fairy tale
Middle Wheel: Place where the main character was
Inner wheels: important things in fairy tales582

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Let's choose the absolutely new combination.
Main character: Heungboo-Nolboo
Place: humble straw house (Place for Heungboo-Nolboo)
Object: shoes (the main object of the story of "Cinderella")
A newly created story might be as following:"Heungboo, who was kicked out by Nolboo, had a hard time for eating and living, and bychance he found pretty shoes at a shoe store in the market. He went to the place where he could
learn to make shoes. There, Heungboo has worked hard for many years to make cool shoes, andgained big enough name to make luxury shoes, he became a big rich."
Original Heungboo-Nolboo fairy tale is as following: when Heungboo lived in humble straw
houses, he healed a broken leg of a swallow. The swallow returned the grace by a magic seed,
which grew big fruit with great treasure in it. The newly made story changed to Heungboo to
see the beautiful shoes and learn how to make it, and to build blessings on his own. It is themain activity of the story wheel to make a new story, to express it with a picture, and to present
it while using the existing hero, place, and object material.

2.4. Analysis of Activity Application
Group Learning
Under the general educational environment in Korea, there is a teacher who instructs more than
20 students with the help of media teaching aid and physical teaching aid. The teacher presents
contents and questions, students answer and ask questions, and there are a few chances to learn
a way to discuss their opinions between teachers vs. students as well as between students themselves. One of the biggest problems of the current educational environment is that the education
focuses on just enhancing individual's knowledge capacity and testing it clearly. It is difficult
to deploy collaborative learning or in the current educational environment. Students learn something and gain more points but they are lack of collaboration ability and questioning ability.
Innovation and invention could be brought not by one person but also by collaboration worksof many people, but school learning environment is far from driving real innovation.
Since the authors have witnessed how important team play is in real innovation situation, we
designed all the activities of the TRIZ Invention School as a team play material. To encouragelearners familiar with team play from early childhood, the assistant teacher per each team was
asked to give positive feedback to the students who contribute the team appropriately as wellas to coach the student who shows inappropriate attitude for the team activity. When the lower
grades of elementary school students (under age 10) had trouble to be friendly to play as a teammember, individual lesson were delivered. In the case of junior high school students (over age10), after 1-2 rounds of trial and error, they became familiar with their own team roles, and theirteam play ability was enhanced turn by turn, which implies that TRIZ Invention School cangrow up collaboration and presentation capacity for innovation.

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Figure 4. Students in group learning session (Part and All Class)

Magician's School
In the general education environment in Korea, students are usually asked to solve problems
with the correct answers they have learned before, which imply usual students have little chance
to learn how to define an open problem and solve it until they become grown-ups. One of thecommon cultural features of Korean society is the vertical hierarchy, which means top orders,bottom follows. In this vertical culture, it is considered as a disturbing activity to the hierarchy
to raise new issues or identify new problems, so there are few chances to train the ability toraise new problems for common people.
The fact that the pace of change is faster than that of any other era is synonymous with thatproblem comes to us in the blink of an eye literally. It is a big tragedy that they are lack ofability how to know what kind of problems is going to happen. The reason why the authors
placed STC operator at the forefront of all classes with an interesting name for children called
magician school is based on the reflection on the Korean vertical culture. STC Operator is aprocess of learning how to define problems, and it is useful for not only passively solving agiven problem, but also for developing the ability to change the problems condition in advance.
Story Wheel
The story wheel is an activity to reinforce storytelling capacity, which is an essential capability
to combine resources to create a new solution. It can be fully applied if the authors tried it on
the basis of the fairy tale that they have read before. Under ordinary Korean educational environment, it is difficult to learn how to make your own story based on given materials, so there
are many grown-ups who are not able to making different stories with same ingredients. As
innovation is the process of externalizing and realizing new stories that they have never thought
before, story making is a very important language skill to make future image. If the students
are familiar with using the given story wheel, they can challenge to make their own ones basedon different/same stories.

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Figure 5. Story wheel group learning

3. Summary and Conclusions
TRIZ is a wonderful tool for the ordinary engineer who are familiar with European culture withenough scientific knowledge, which makes Korean middle school and elementary school students hard to understand and learn. In this study, the authors intended to modify classical TRIZ
agenda to provide education material suitable for Korean children's understanding level withvarious knowledge agenda which should be provide to the students: literature, history, storytelling, scientific knowledge, foreign language, empathy, ethics, and so on. "TRIZ Invention
School" includes the efforts of the authors to remove cultural differences between classical
TRIZ and Korean culture as well as to develop holistic thinking power based TRIZ and otheruseful agenda.
Korean students could learn to see things from various perspectives, to find problem solving
directions, and to develop their ability to solve problems with limited resources without big
mental discrepancies with the aid of TRIZ Invention School. TRIZ Invention School materials
has been run for various workshop programs for 1)Samsung Advanced Institute of Technology,
a summer science workshop (mixture of elementary and middle school), 2) Dongtan ChristianInternational School students (elementary-middle school), and a TRIZ Invention Workshop (1~ 6th grade mixed class), 3) Creative Invention lecture (adult subject) opened at Yonsei University and Alternative Lifelong Education Center, and 4) TRIZ Invention Creativity Class for1st grade of Suwon Youngdeok Middle School, where they have confirmed that all the participants could learn to apply core knowledge of TRIZ to re-define and solve novel problems.
The authors aim to have a system that enables Korean young people to use TRIZ not only tolearn TRIZ well but also to make useful inventions based on TRIZ knowledge background. The
authors will continue creating more exciting and challenging programs that enable Korean
youth to make more creative inventions through TRIZ by ensuring the specific linkage with theactual invention activities.
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Acknowledgements
The authors greatly appreciate Samsung Community Contribution Center and social responsibility program of GTC Human Resource Group for financial and systematic support.

References
1. Altshuler G. (written), Williams A. (trans), Creativity as an Exact Science, Gordon and Breach, Amsterdam, Netherlands, 1984.
2. Song M.J., Cheong S.H. "Samsung's use of TRIZ in DFSS", IRI' six sigma and design for six sigma
in R&D workshop, GE GRC Headquarters, Niskayuna, NY, 2007, Mar. 19-21.
3. Song M.J., Lee J.Y., Kim J.H., Yeo H.S., Jang D.S., Kim J.-B. "A way to use TRIZ in the Company"(in Kor), Industrial Engineering Magazine, 2015, 22(3), pp14-22.
4. Song M.J., Kim K.C. 42 Ideas vitalizing company (kor.), Yeonhap Press, Seoul, Korea, 2008.
5. Hwang Y.K., Bang W.-C., Kim James D.K. , Kim J.-B. “Real-Time and Realistic 3D Facial Expression Cloning,” Proc. of The Sixth TRIZ Symposium in Japan, Kanagawa, Japan, 2010, Sept. 9-11.
6. Altshuler G. (written), Shulyak L., Rodman S.(trans.), The Innovation Algorithm, Technical Innovation Center, Inc. Worcester, MA, 2007.
7. Sidorchuk T., Khomenko N., Thoughtivity for Kids, GOAL/QPC Pub., 2006.
8. TRIZ Noliteo, TRIZ Analyzes Folktale (kor), Sungahndang Pub., Korea, 2013.
9. Kim J.-B., Song M.J. “Theory and Practice of Creative Problem Solving for the Youth”, Proc. of
Korea TRIZ Festival, Posco Art Center, Seoul, Korea, 2014, Jan 16.
10. Song M.J., Kim J.-B. “Method and Education Guideline of Psychological Inertia Reforming for theYouth, Wizard School”, Proc. of Korea TRIZ Festival, Seoul, Korea, 2014, Jan 16.
11. Song M.J., Kim J.-B., Kim J.H. TRIZ Invention Class-Book1(kor), Bookk Pub., Bucheon, Korea,
2016.
12. Song M.J., Kim J.-B., Kim J.H. TRIZ Invention Class-Book2(kor), Bookk Pub., Bucheon, Korea,
2017.
13. Kim C.I. Creativity Education for Children(kor), Kyoyook Science Publication, Paju, Korea, 2010.

Corresponding Author:
Mi Jeong Song: song.mijeong@gmail.com , mijeong.song@samsung.com

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TRIZfest 2017
September 14-16, 2017. Krakow, Poland

TRIZ PEDAGOGY AS THE BASIS OF THE EDUCATIONAL
PROCESS
Gredynarova Olena
Zaporozhye, 69091, Ukraine

Abstract:
School is a large and living organism. Like any organism, it can grow, evolve or die. When there is a
dream, an idea, an understanding of what and how to implement, and with whom, the dream becomesreality. TRIZ pedagogy became the «cornerstone» (system-forming factor), which allows the School todevelop. TRIZ pedagogy – a celebration for teachers and students, through which introduced an innovation and technology training conditions for creative education.
Keywords:
TRIZ pedagogy, functional system-based approach (FSA), systemic creative thinking.

1. Introduction.
The World Economic Forum in Davos in 2016 was remembered for its special attention to theissues of education and development - as a pledge of solving humanitarian problems that exist
today and will arise in the future. There will be new categories of professions that will replace
the old ones. But, most importantly, Davos' participants state, the list of skills required in both
new and old professions will change. Forum analysts presented skills that are relevant to a successful career and will be important in 2020 [1]. The first three skills are integrated (systemic)
problem solving, critical thinking and creativity. There aren’t such things in school education.
In the school education, there is a huge problem - no system in the delivery of school material.
Therefore, the pupils do not form the systemic thinking. The training program is artificiallydivided into subjects. As a result, each subject describes its own surrounding reality. In addition, at school they teach disparate facts and require from pupils to learn definitions that were
formulated by someone long ago. This is not productive for the development of the students.
For us, the development of a child means forming his new abilities. «Ability is something not
reducible to the knowledge and skills. The new ability gives child the possibility of free action
on the situation and its transformation. The word «ability» comes from the word «method».
The appearance of ability means the appearance of new modes of action, that is, new mechanisms of action [2]. The material of the school lesson does NOT develop a pupil, but thoseactions that are done with this material do.
What actions can develop system thinking and create new abilities of the pupils?
This question was answered in TRIZ.
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2. Materials and methods.
Already for 16 years at the Private School «EidoS» we use the author's model structure of the
Functional Systems-based Approach in the education developed by E. Gredynarova (hereinafter FSA).
A functional system-based approach in the education is a method of learning and a way todescribe artificial and natural things, objects and phenomena in the world (hereinafter the objects). This is a tool to assist in the systemic analysis of objects, subjects, and phenomena.
It can be effectively employed when working with concepts and terms. The model structure of
the FSA assists in structuring pupils' existing and newly-acquired knowledge [3].
A graphical representation of the model structure of FSA is presented using eidetic (image)techniques – the employment of pictograms reflecting the five modalities of perception (visual,auditory, olfactory, gustatory, and tactile) which can be easily understood and remembered bypupils of all ages.
Important facts: Using the model structure of the FSA allows to form the qualities of a creative
personality directly during the educational process. It is essential to shorten the time for mastering the basic educational subjects, and to release time for creative work with information.
Applying the model structure of the FSA, the pupil acts as a researcher.
Using the model structure of the FSA enables teachers entering a new level of activity - thelevel of creating of their own educational and didactic techniques. Sometimes it is done together
with children.
The founder of TRIZ Genrikh Altshuller wrote: «Thinking is not systemic. People did not havetime in the process of evolution to develop a systemic vision of the world. If the problem says«a tree», a person sees the tree. Exhaustive search of variants begins. The tree grows a little
more, a little less ... Often on this all ends: the answer is not found, the problem is found to beunsolvable.
The quotation above describes ordinary thinking.
The talented thinking simultaneously sees three different screens: a supersystem (a group oftrees), a system (tree), a subsystem (leaf)» [4].
supersystemsystemsubsystem
To organize system thinking, Genrikh Altshuller suggested including an object or a subject ina nine-screen scheme, showing the past and the future at each level. Nine (at least nine!) screenssystemically and dynamically reflect the system and dynamic world.
«Therefore, a person can learn the systemic approach only by fundamentally reconstructing
his/her thinking, which is obliged to consider the system at once and simultaneously in thewhole complex of the problems» [4].

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According to the definition by academician Sergei Maximenko [5], Director of the G.S. Kostiuk
Institute of Psychology at the National Academy of Pedagogical Science of Ukraine, The functional system-based approach in education engages at the 'genetic entity', and 'cellular' levels,
which enables the development of all structural components of cogitation.
Mechanisms of cogitation – mental operations (comparison, analysis, synthesis, classification,
abstraction, generalisation, arrangement). Forms of cogitation – schematic, verbal-logical, productive, theoretical, practical. Features of cogitation – independence, criticism, flexibility,
depth, self-consistency, speed.
System thinking, creativity is the need of modern man. And so the school must teach these(system thinking, creativity) to children.
TRIZ differs from all cogitation development technologies by answering the question, 'How todevelop thinking?' That is to say, TRIZ provides the means (tools) for developing cogitation.
We find confirmation from the well-known psychologists, for example, P.Ya. Galperin said
that it is necessary to improve the means by which pupils engage in mental activity:
1. It is necessary to improve the means by which pupils engage in mental activity.
2. The performance of mental work depends on their availability [6].
He believed that «The introduction of psychological means in mental activity is necessary.
Their introduction will transfer responsibility for mastering the educational material from achild to the improvement of teaching and educational methodologies». Therefore, we believethat TRIZ is a psychological tool for the development of the child in school.

3. What and how do we do it in EidoS?
By combining the knowledge of age psychology and pedagogy with the TRIZ and Eidetic techniques, we have developed a model structure of the FSA for the use in the educational process
which formed the basis of the dissertational research on establishing psychological conditions
for pupils to master their learning activities. The experience of these innovations is describedin 27 scientific papers.
The basis of the model structure of FSA is the structure of nine screens of G.S. Altshuller.
A graphical representation of the model structure of the functional system-based approach ispresented using eidetic techniques –pictograms. It not only makes it easier for school students(especially younger ones) to remember the structure of the system, but also makes the process
of working according to the structure interesting and fascinating.
FSA is used at various lessons whenworking with concepts and terms.
The model structure of the functional systems-based approach is a graphical representation of the main components of thesystem and their interrelations for the complex study of an object, phenomenon, or
educational topic.

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The model structure of the functional system-based approach allows for the following:
•
•
•
•
•
•
•
•
•
•
•
•

The description of subjects and objects.
The definition of concepts.
To identify significant connections and relationships between the object's elements andidentify hidden connections.
To compare an object with other objects, and create analogies and metaphors.
To improve objects and subjects.
To conduct a genetic analysis (examination of an object or subject in development).
To create a large number of associations in different categories.
To compose puzzles.
To create stories and essays.
To put together a structural response to a lesson or exam.
To create an algorithm to present information.
To create algorithms to solve non-standard problems.

4. Progress of work under the model structure of FSA.
1. Which system does the studied object, subject, or phenomenon fit into? Whatis it a part of?
2. What is the main function of this object? What purpose does it serve?
3. What elements is the object made up of? What has gone into it?
4. What is hidden (latent) function of the object? What else can be done with it?
5. What are the object's properties? Colour, shape, size? What is its sound, taste,
touch, smell? What material is it made of? What is its state of matter (solid, liquid, gas)? Other
properties may be singled out (depending on the purpose of studying the object).
6. A comparison with other objects. What do they look like? How are they different tofrom each other? Finding analogies and creating metaphors.
7. Where is the object located? What is its place? A genetic analysis of the object: thestory of its origin and development.
8. Different points of view on the object. What is it for people who interact with it(depending on age, social status, nationality, profession, etc.)?
9. What is your emotional relationship to the object? Do you like it, or not? How would
the object need to be changed for you to like it? Movement: what is the object sensible to? [7]For the teachers, the initial means of learning, transfer of information and the way to assimilate
the material is a functional-system based approach, through which they create an algorithm forthe submission of any task, exercise, and theme. The help of the teacher and the psychologist
to the pupil consists in the fact that they think over the details of the delivery of the subject
material (information) and its assimilation using FSA.

5. Example of a Literature lesson.
Consider the literary concept of «fable».
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The main function of the literary system «fable»- to teach, highlight human vices. The epic is
the supersystem of the fable. For the «fable» system, the next group of subsystems is distinguished: heroes, author (narrator), prehistory, instructive history, morality.
For example, analysing a fable as a system, the pupils of the 4th grade distinguish such genre
attributes:•••

Volume: small
Form: prosaic or poetic;
Literary and artistic features:• Instructive, allegorical;• Contains artistic and visual means (epithets, comparisons, metaphors, hyperboles, allegories);• Has a continuity of stories.

The definitions of main function, supersystem, subsystem and properties give an idea of theessence of the studies subject, object or phenomenon. Sometimes these are not enough to perceive the complexity or to understand the system. In order to relate the analyses system andother systems, it is necessary to expand the field of study.
For example, when studying the literary genres, it is advisable to compare the «fable» and«poem» systems.
Table 1.
Supersystem
Main function
Subsystem

Form
VolumeArtistic-visual
means
OthersFable
Epos
To teach, highlight human vices
Author (narrator)
HeroesPrehistory
Instructive story
Morality
Prose, verse

Poem
LyricsTo influence the feelings of thereaderAuthorLyrical heroThoughts, feelings of the hero
Main idea (intention)

Poetry: stanza, rhyme, intonation, volume
Small in volume
Small in volume
Epithets, comparisons, metaphors, Epithets, comparisons, personifihyperbole, allegory
cations, metaphors, symbols,«minus-reception»
InstinctivenessAllegianceContinuity of stories

Alliteration and assonance
Bright images

After such comparison, the pupils summarize what is similar between these genres and how
they differ. Based on the description of the fable as a system, they can compose an algorithmof composition of their author's works in this genre.
In the genetic analysis of a particular fable, the development of an action can be observed. The«fable» system, for example, can be evaluated from the position of an author as a product of
creativity, a way of self-expression; from theposition of a publisher - as a commodity;591

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from the position of a reader - as a way of learning new information, getting food for reflection
or emotional experiences. Moreover, an adult reader and a child will evaluate the book in different ways: for the child the form of the book (format, illustrations, text size, etc.) is more
important, while for the adult - the content (informational content) is.
In the emotional component, one can trace the pupils' personal attitude to the content of thefable, the argumentation of their assessment. If any element or feature is not liked by the student, he/she can come up with his own plot, that is, come up with a way to improve the object.

6. Algorithm for determining the content of concepts.
On the basis of a separate supersystem, main function, subsystem and properties, a meaningof the concept may be defined by a series of figures indicated in the plan.
1. The supersystem.
2. The main function.
3. The subsystems.
4. Properties and characteristics.
The approximate formula to attain a definition is as follows:
The system is … (1-supersystem), which is designed to ... (2-main function), consisting of ...
(3-subsystems), which possesses ... (4-characteristics and properties).
The definition should reflect the fundamental elements and characteristics that distinguish thissystem from other systems belonging to the same supersystem. In formulating the definition, it
is important to specify only those parameters that the system possesses, without mentioning
anything irrelevant. In each academic subject it is necessary to define concepts. For example,
what is a circle, triangle, sea, electric tension, noun.
Let us, for example, look at the algorithmic definition of 'an airplane'. An airplane is a form of
air transportation intended for people and cargo over long distances and at high speed. It has aframe, engine, control instruments, and wings. Different airplanes have different levels of capacity, and are made of metal.

7. Let’s give an example of riddles composition in primary school.
Together with the school students, after analyzing the existing riddles, on the basis of the model
structure of FSA we distinguish the next types of riddles:• Riddles related to main function (the purpose for which an object was created)• Riddles related to genetic analysis (evolution of the object)• Riddles on characteristics• Riddles related to 'its correct place'• Riddles related to its constituent parts (subsystems)• Riddles related to metaphor [8]Together with the pupils we create an algorithm for compiling a riddle.
Examples of riddles written by 3rd and 4th year primary school pupils:
On the main function:
It washes, it wrings, it dries. Mom is very friendly with her.
On the subsystem and features:592

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With a mind, but not a person, with a screen, but not a television, with a mouse, but not a mink.
On the genetic analysis (evolution of the object):
There was a simple stick. It has found a platter and went to dig a treasure.
On the metaphor:
Furry hot water bottle sits on your lap.
On its place:
Sweets, chewing gum, a bracelet, a phone, a ticket, some nuts, a card, a stone, keys, chocolate,a small toy rocket, all these can be found in a... (pockets).

8. An example of using the model structure of FSA at a history lesson.
The pupils are divided into groups; each group receives a text and a selection of historicalsources: memoirs of contemporaries, government decrees, newspaper articles, etc. Next, eachteam discusses and formulates the theses, filling out the elements of the model structure. Thenthe teams share the information they received and discuss the reasons for the appearance ofhistorical phenomena, for example, totalitarianism, its types, signs and functions. The teacher
acts as a moderator. At the end of the lesson, the whole topic is studied and framed in the formof the model structure of FSA. The pupils receive the homework to find different points ofview about this topic and to express their attitude to this topic and find additional information
about.

9. Examples of the practice of TRIZ pedagogy.
Such methods and exercises of TRIZ pedagogy as Yes-No, Good-Bad, Morphological Table,
Method of Phonetic Associations, Press Conference, Ability to ask questions and Open Problems, are used in «EidoS» not only in TRIZ lessons, but also in subject lessons [9], [10], [11],[12]. Our teachers know and use these methods. Creative battle is held as a separate event, and
it is integrated into other school activities: parent meetings, practice dives, subject weeks, etc.
Creative battle is a very effective and motivational activity for expanding the boundaries of theknowledge by the pupils [13].

10. Examples of solving Open Problems.
Every year in our school there are school Olympiads on TRIZ and Eidetika (with valuable
prizes), in which all grades participate. One year at the Olympiad, we purposefully gave tasks
that included the solution of our school problems. Because the most exciting tasks are thosethat arose in the place and time where you are now. Moreover, the most memorable tasks arethose in which you took direct part - the cases from your life.
For each question, each of the pupil offered several solutions. There was a rational approachand irrational fantasies, a systemic view and a chaotic sprinkling of ideas, a fervent humor andharsh irony. I will share the brightest proposals for solving school problems.
What can we do to prevent the photos of the School Leaders from being turned into «friendly
cartoons» by anonymous artists?
In addition to standard solutions - to cover with a means that cannot be drawn – to use electronicmeans of demonstration, for example, in the photo frame all photos of schoolchildren are
shown, and the leader's photos are shown longer and accompanied by some effect; a proposal
to put photos of the leaders in balloons; to place photos on the ceiling (at the same time will be
an exercise for the neck). However, the most original proposal was to arrange an event where593Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

everyone would paint himself or herself, take photos and post them on the «School Leaders»stand.

11. Results.
In the senior classes, due to the structuring and systematization of FSA , students are deeply
versed in the content, causes and effects, and creatively memorize the material. And that is why
they pass the exams to the university at a high level. Graduates say that the most important
thing is that they learned at school to learn and to learn with pleasure.
Students of our school annually take part in All-Ukrainian student subject Olympiads, where
they regularly take prizes in Ukrainian, English, Mathematics and Science.
In addition, our students take part in international competitions every year, as well as participate
in the international program of future leaders «FLEX». Where they always take prizes. Also,
our children traditionally participate in international online Olympiads in English, Mathematics, History, as well as in the online Olympics on TRIZ and Eidetic.
Results of VNO (External Independent Evaluation): students of our school took first place inZaporozhye according to the results of VNO of the English language (192 out of 200). Also,
the students of our School took first place in the Ukrainian language (188.5) and mathematics(196) in Zaporozhye, and entered the top five according to the results of the VNO of all othersubjects.
In this academic year the School confirmed the State Certification, as a result, a high level ofmanagement and the psychologization of the educational process was noted, that is, the introduction of those means in which our pupils acquire knowledge systemically and creatively.
We are interested in the achievements of everyone, and graduates constantly inform us about
their lives and very often they come to the School to consult, share their successes, as well as
to the New Year's KVN and holidays that everyone loves.
Our graduates have 100% admission to universities. From 50 to 70% of our graduates, depending on the year of graduation, enroll on the budget.
40
30
20
10
0
Economics

Business
Jurisprudens
AdvertisingMedia
communication.

Medicine
Psychology
Journalism
Foreign languages

The diagram shows what a degree our graduates enter universities.

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12. Recall of our graduates.
1. «The tools that were given to us at school deserve special words. Those methods and approaches that many of us seemed at school were not standard and distracting from, as wethought then, the main thing - the acquisition of academic knowledge; today help us out in avariety of situations. The school has taught to seek, receive and analyze information in the
shortest possible time, assess prospects, seek and find non-standard approaches to solving the
problem, to obtain new knowledge. Moreover, «EidoS» School was able to form a certain typeof thinking in the graduates, recognizable, unique and most important «working». B.Kootz
2. «What did my school give me?
TRIZ - high productivity and efficiency in solving life and learning problems; for a short periodof time to process information, and thus find time for many interesting things; Eidetic - theability to remember large amounts of information in a short period of time; the lessons of psychology gave the ability to hear, see and feel the interlocutor and be able to cooperate with him;on psychological training was the course of «LEADERS’», where we were taught to take responsibility for our lives, our actions. In any situation, be «here and now». Ability to lead, toform a team of like-minded people and your own society.
With such skills, I enrolled to university and- from the first year until the end of my studies, I
have a nominal mayor's scholarship for personal study and active participation in the public lifeof the faculty and university (which is a precedent for a freshman)». A.Leibovich.

13. Conclusions
1. The study and application of the model structure of FSA in education (starting from the preschool) is simply a necessity at the present stage of society development, since it is an effective
way of shaping the future's system thinking, understanding cause and effect relationships, increasing awareness, increasing effectiveness and efficiency of thought activity.
2. The author's model structure of FSA is designed for use in the teaching and educational
process and improving the effectiveness of pedagogical activity. The model structure of FSA is
not only an instrument of didactics, but also the basis for the formation of a systemic worldview,
creative thinking and intellect.
3. Use of FSA model structure by both teachers and psychologists will help to solve educational,
developmental and instructional tasks, namely the following:• Scrutinising objects from different points of view, revealing contradictions: expanding horizons, teaching tolerance.
• Developing a conceptual (purposeful) part of the emotional sphere: understandingof emotions and their enrichment.
• Enriching pupils’ vocabulary.
• Developing conceptual memory.
• Building skills to analyses the development of an object and to modify its functions
and properties at different levels (macro and micro).
• Developing pupils’ creative imaginations.
• Developing the perception of objects of the surrounding world through all fivesenses: visual, auditory, gustatory, olfactory, and tactile.
• Developing system-based cogitation.
• Developing divergent thinking.
• Developing an appropriate level of self-esteem and confidence in pupils.
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4. The functional system-based approach can act as a bridge taking us from the period where
education is meandering and lagging behind to an educational period ahead of its time (projected) education (as defined by Marat Gafitulin) [14]). FSA provides both teachers and school
students with effective tools for working with any information.
5. Experience shows that school students who have mastered the model structure of FSA
demonstrate an increased level of knowledge, the existence of a research method of interaction
with the outside world, they are easily adapted to changing conditions of educational and practical activities, since they know the algorithm of how to work on the task.
6. In addition, the author's model structure of FSA assists teachers in the organization of pedagogical activity: it helps to plan and organize the educational process correctly, to create own
pedagogical techniques and methods.
References:
1. Barkan M., Guin A. Developing creative and critical thinking skills in next generation workforce.
2. Polivanova K.N. Project activity of schoolchildren. - Moscow: Prosveshchenie, 2008.- P. 41-43.
3.. Gredinarova E.M. System-genetic approach in education / Збірник наукових праць Інституту
психології ім. G.S. Kostyuk APN of Ukraine. Problems zagalnoy ta pedagogicheskoh psychology: Zb.
Sciences. Etc. T. X, part II. - К .: View of «GNOZIS», 2008. - P. 136-144.
4. Altshuller G.S. Find the Idea. Introduction to the theory of solving inventive problems. - Petrozavodsk, Scandinavia, 2003. p. 60-61.
5. Maksimenko S.D. Bases of genetic psychology. - К .: 1998. - 217 with.
6. Galperin P.Y. The method of «slices» and the method of step-by-step formation in the study of children's thinking / / Questions of psychology. - 1996. - No. 4. - P. 26-34.
7. Gredinarova E.M. Scheme-model of the functional-system approach as a tool for systematization of
students' knowledge and the formation of systemic and creative thinking: a methodological guide forteachers, psychologists and students. - Zp .: Plus73, 2011. -60s.
8. Nesterenko A.A. Country of riddles. Rostov-on-Don, Publishing House of Rostov University, 1993.
9. Gin A.A. TRIZ-Pedagogy, Publishing House M .: Vita-Press, 2015.
10. Gin A.A. Methods of pedagogical technology. A manual for teachers. M .: Vita-Press, 2005.
11. Gin A.A, Barkan Mark. Open tasks as an instrument for the development of creative thinking. Moscow: Public Education, 2014.
12. Altov G. And then the inventor appeared. - Moscow «Children's Literature», 1987.
13. Gin A.A, Kavtreev A. F. Creativity: how to conduct it. M .: Vita-Press, 2015
14. Gafitulin. M.G. Model of perspective education // New values of education: TRIZ-pedagogy. - 2003.
- No. 1 (12). - P. 12-16.

Corresponding Author:
Gredynarova Olena: elena_eidos@mail.ru

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AUTHORS INDEXAbramov, Oleg Y.
Adunka, Robert
Baaijens, Hans
Baharom, Mohamad Zairi
Bakhturin, Dmitriy
Barkan, Mark
Bertoncelli, Tiziana
Boika, Siarhei
Boratyńska-Sala, Anna
Boratyński, Jan
Cho, Chi-HyunChrząszcz, Jerzy
Chybowski, Leszek
Delbressine, Frank
Dobrusskin, Christoph
Dongyan, Shi
Faer, Sergey A.
Feijs, Loe
Feygenson, Naum
Feygenson, Oleg
Fimin, Pavel
Fu, Chan-Tang
Gawdzińska, Katarzyna
Gredynarova, Olena
Gronauer, Barbara
Guin, Anatoly
Guin, Elena
Guin, Evgenia
Halas, Michal
Hammer, Jens
Hiltmann, Kai
Hou-cheng, Tang
Huber, Norbert
Ikovenko, Sergei
Jang, Dongsup
Jang, Siho
Jazwiecki, Piotr
Kaplan, Len
Kiesel, Martin
Kim, Ji-Young
Kim, Jung-Bae
Kim, Jung-Hyeon
Kłys, Paweł
Kochanowski, Krzysztof
Kudryavtsev, Alexander V.
Kuryan, Andrei
Lasota, Maciej
Le, Jun-Young
Leleito, EmanuelLi, Kunqiang
Lin, Youn-Jan

273, 526
388
563
407
419
385
235
52
557
571
155
168, 341
31
407
353, 563
124, 360
461
407
251
250
329
426
31
587
391, 474
539, 550
539
539, 550
22881
368
124, 360
374
5
155
155
104
496
81
374
576
576
117
452
461
52, 526
483
374
73
65
426

Litvin, Simon S.
Lok, Arthur
Lyu, Li
Lyu, Yan
Lyubomirskiy, Alex
Mayer, Oliver
Michalik, Tomasz
Naehler, Horst Th.
Narayan, P.V.
Näther, S.
Nishiyama, Kiyohisa
Nowak, Tomasz
Obojski, Jerzy
Ogievich, Dmitry
Pai, Tung-Yueh
Palčák, František
Papini, Francesco
Phadnis, Shree
Płatek, Robert
Prushinskiy, Valeriy
Przetakiewicz, Wojciech
Rajan, Suresh
Rubin, Mikhail
Rychagov, Vladimir Y.
Savelli, Stéphane
Schmidt, A
Seo, Jiho
Shpakovsky, Nikolay
Sirdar, Kayhan
Smolnik, Maksymilian
Son, Dong-Il
Song, Mijeong
Song, Xiaolei
Souchkov, ValeriStańczak, Irena
Stoop, Mandy
Stryken, Egil
Sun, Yongwei
Thurnes, ChristianToeters, Marina
Tsourikov, Valery M.
Vemuri, Tito Kishan
Villarroe, José Roberto EspinozaWoźniak, Monika
Yakovenko, Sergey A.
Yatsunenko, Sergey
Yeo, Hyung-Seok
Ying, Zhang
Ying, Zhang
Yongmou Liu, Michael
Zaleski, Marek

597

295
23, 259
65
65
222
210, 235
452
391, 474
185
201
73
117
134, 508
52
426
93
235
146
117
508
31
185
514
526
273
201
155
440
191
14
155
155, 576
65
7, 287, 399
543
563
117
217
201, 374
407
178
467
306
319
461
6
374
360, 385
124
46
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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

Proceedings of the 13th MATRIZTRIZfest-2017 International Conference
September 14-16, 2017, Kraków, Poland
Organized by the International TRIZ Association – MATRIZ
Editor: Valeri Souchkov
The collection of papers «Proceedings of TRIZfest 2017 International
Conference» is intended for TRIZ specialists and users: academics, engineers, inventors, innovation professionals, consultants, trainers,
teachers.
The present book of Proceedings includes papers related to the research and development of TRIZ, best practices with TRIZ, cases ofpractical application of TRIZ, and issues related to TRIZ training andeducation.
All presented papers are double-blind peer-reviewed.
© Copyright 2017: The International TRIZ Association - MATRIZISSN: 2374-2275
ISBN: 978-0-692-95158-3

Published by the International TRIZ Association - MATRIZ
8946 Wesley Place, Knoxville, TN 37922 USA
www.matriz.org
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Proceedings of the MATRIZ TRIZfest-2017 International Conference. September 14-16, 2017. Kraków, Poland

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