The 10th TRIZ symposium 2014

Methods and Examples of Applying the Business Management
Related Evolution Trend Proposed by Darrell L. Mann
- Translating the Evolution Trends from the World of TRIZ into the Daily
Business and Management –Incorporated Nonprofit Organization Japanese TRIZ Society
Business and Management TRIZ Research Subcommittee
Ikuo Yoshizawa
Hisataka Izawa
Fumiiko Kikuchi
Osamu Ikeda
Yasuo Moriya
Xiaolei He

The SANNO Institute of Management
Sony Co.
Pioneer Co.
Nikon Co.
Fujitsu advanced technology Ltd.
Shanghai TAIZE limited company

Japan TRIZ Society Business and Management WG

The 10th TRIZ symposium 2014

What are the business and management TRIZ
research subcommittee meeting?

Management
Business

Technologicalopportunity

It aims at the research that uses TRIZ and the construction of theguidance for the problem of the business and the management
field. It is acting for the spread and the development of TRIZ.
The third bounce, it searches for the method of medication of thebusiness management system evolution trend.

Japan TRIZ Society Business and Management WG

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The 10th TRIZ symposium 2014

Research of business management systemevolution trend

It is noticed a current activity.
･Idea of TRIZ of the second bounce "Hot-selling product and service" andanalysis by technique.
･A basic frame to create "Hot-selling product and service" system is designed.

It is a necessity in the tool that improves effective and convenience for
tailoring as for "Evolution Trend".
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The 10th TRIZ symposium 2014

Result of research activities of the third stage
1. Presentation of explanation collections of comprehensible evolution trends
The content of the definition of the evolution trend and the evolution level isplainly and Japanese expressed.
2. Presentation of method of medication to business management system tool
A basic structure of the strategy tool and the management tool to be often
used daily is maintained, and the effectiveness is improved. In addition, themethod of medication to improve convenience is examined.
SECI model/balance score card/ SWOT
3. Introduction of application example of evolution trend
The project of a new business by the technical service and the case with thestart-up are considered.

Japan TRIZ Society Business and Management WG

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The 10th TRIZ symposium 2014

Business management system evolution trend
From the book related to TRIZ for the business and the management field
Book : HANDS ON SYSTEMATIC INNOVATION for Business & Management
Author : Darrell Mann
Publisher: Edward Gaskell Publishers 2004 year's publication- Evolution trend of 32 (Japanese)
1. Customer expectation
2. Focus of purchase of customer
3. Recognition to self-assembler
4. Knowledge
5. Ability
6. Process idea
7. Strength of system
8. Mono-ivory shell jackrabbit (similarity)
9. Mono-ivory shell jackrabbit (diversity)
10. Mono-ivory shell jackrabbit (increase ofdifference)

11. Division
12. A decrease in decline
13. Improvement of use of various senses
14. Increase of transparency
15. Increase of degree of freedom
16. Connection
17. Removal of boundary
18. Trim
19. Control
20. Hierarchy of needs

Japan TRIZ Society Business and Management WG

21. A decrease in man's relations
22. Interaction with another
23. Listen/communications
24. Strengthening of asymmetric diversity
25. Marketing research
26. Adjustment of activity
27. Adjustment of rhythm
28. Viewpoint of design
29. Nonlinear
30. Structural evolution (increase in dimension)
31. Improvement of flexibility
32. Vertical/horizontal business cycle

5The 10th TRIZ symposium 2014

Explanation collections of comprehensible
evolution trends

Point and device of examination① The name at the evolution trend and the evolution level writes plainly and Japanese.
② It is CPR(Customer/Process/Resources) aspect and each layer as for the evolution trend.
③ The evolution level examines the explanation corresponding to each stage referring to the reason forthe jump.

Name at evolution
trend
and level
TRIZ実践と効用

Each layer of CPR aspect

体系的技術革新（HOSI)の技術進化トレンドNo.

Reasonfor jump

進化パターンの「Reason for
Jumps」
24
顧客関与の増加/カスタマイゼー
ション

23
競争の優位化/
顧客要求に追いつく技術能力リスク管理/変更の受容力

データ解釈と活用

システム化

あらゆる改善Evolution trend
Explanation oflevel solving

３２種類の進化トレンドとその解説
C-カスタマー、P-プロセス、R－リソース（人、モノ、カネ、情報、ブランド）の視点
１． 顧客期待 C
顧客期待は時間とともに高まる
・単一機能←単一機能製品が提供されている（スティール、アルミニウム、スズ、化学製品、一般薬品、フィルター、ＣＤ、ビデオ等）
・複合機能←複合機能製品が提供されている（車、電話機、テレビ、ＤＶＤプレイヤー、洗濯機等）
・サービス機能←製品にサービスが付加されたシステムが提供されている（衣服クリーニング、ファーストフード、休日パッケージ、宅配、カーレンタル、契約掃除等）
・経験機能←製品やサービスを用いた経験（ディズニー、アドベンチャースポーツ、マクドナルド等）が提供されている
・変革機能←経験を通じた変革（自己を変革させたいという渇望を満たす）が提供されている（主体の変換）
２． 顧客の購入の焦点 C
・性能
・信頼性
・便利さ
・価格
３． 自己組織化に対する認識 P
・自己組織化の無自覚
・自己組織化を自覚
・ガイドされた自己組織化
・自律的な自己組織化
・自律的な能力成長（自己創出）

購入の焦点はシステムのＳカーブの位置に対応し時間（成熟）とともに移行する←速さ、強さ、明るさ、容量などの性能面に購入動機がフォーカスされる（製品本来の機能）←安全性、性能・機能の安定性など信頼性を購入の焦点としている←多機能性、使い勝手などの便利さを購入の焦点としている←品質で想定される価格より、より安価な価格を購入の焦点としている
組織構造は自己組織化に向けて進化する←組織はすべての人間活動システムが複雑で、無秩序であることを気づかないでいる←組織は人間活動システムの複雑性、無秩序について気づいている←組織は人間活動システムを管理するプロセスを開始している（QCサークル、権限委譲、ボトムアップなど）←組織はいくつかの人間活動システムが自律的な活動を遂行し、相互に連動して調整のとれたものになっている←組織は自己存続に向けて、自己組織化する構造体になっている

４． 知識 R

データは、情報化され、さらに知識・知恵に進化する←生データの収集や表示がされている←データに構造、意味、翻訳が付加されて情報となっている←利用可能なデータの蓄積、無関係な情報の排除、時間管理の付加により知識（形式知）となっている←形式知にコンテキストに対処する暗黙知が追加され、特定の状況、環境において知識が正しく活用されている

５． 能力 R P・無能の無自覚・無能の自覚・有能の自覚・有能の無自覚新しいスキルや職務、顧客などの経営資源を得るための学習プロセスは進化する←意識していないし、できない←意識しているのにできない（できないでいる）←意識してできる（できている）←意識しなくてもできる（できている）

６． プロセス思考 P R・試行錯誤状態
・単一プロセスの形成
・複合プロセスの形成
・複合プロセスの最適化

業務や思考.などのプロセスを進化させる（プロセスが重要であるという組織の認識による）←成功モデルの出現をみる前の段階で、試行錯誤により業務や思考を遂行している←特定状況での業務や思考の遂行プロセスを決め、実行すべき手順書として、従うことが期待されている←ある機能や機能遂行プロセスは、それぞれの状況に対応して設計されている←変化する状況に対応するために個々の業務や思考プロセスを設計するプロセスがある

・データ
・情報
・知識
・知恵

Japan TRIZ Society Business and Management WG

It is
exhibiting in
the TRIZ
societycorner.

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The 10th TRIZ symposium 2014

Method of medication to business
management system tool

It is a combination in the business management field withthe tool with high use frequency.
The SECI model's application to "Making to Expression"
It uses it as a trigger that promotes the succession of
wisdom in the organization.
Application of balanced scorecard to "Four Aspects"
It uses it to examine the target of the management
strategy like the business process and the personnel training,
etc. that grows up.
Application to SWOT
An outside environment and an internal resource areunderstood, and it uses it as a cut that discusses strategy.

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The 10th TRIZ symposium 2014

The SECI model's application
to "Making to Expression"～ Trigger of succession of wisdom inorganization ～Japan TRIZ Society Business and Management WG

8The 10th TRIZ symposium 2014

It applies to "Make to the expression" of the
SECI model.

Japan TRIZ Society Business and Management WG

From http://www.globis.jp/1917?print=true

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The 10th TRIZ symposium 2014

"Making to expression" and business systemevolution trend
Mode of knowledgetransformation

Trigger that presses
expression

Conversati
onPlacemaking

Meditation

Own
Making to expression(Externalization)

Tacitknowledge [**] food
Making tolanguage

Conceptuali
zation

Chart
image

TRIZ business & management evolution trend
1. Customer expectation

2. Aspect of purchase ofcustomer

7. Strength of system

12. A decrease in decline

16. Connection

17. Removal of boundary

22. Interaction withanother

23. Listening/communications

26. Adjustment ofactivity

31. Improvement offlexibility

4. Knowledge

5. Ability

9. [Monobaipori](diversity)

11. Division

19. Control

27. Adjustment ofrhythm

32. Thevertical/horizontal
Business cycle

3. Self-assembler
Recognition that
confronts [ni]8. [Monobaipori](similarity)

25. Marketing research

29. Nonlinear

6. Process idea

10. [Monobaipori](increase of difference)

14. Increase oftransparency

18. Trim

20. Hierarchy of needs

21. Man's relations..drinking.. decrease

24. Strengthening ofasymmetric diversity

28. Viewpoint of design

13. Use of various senses 15. Increase of degree of
On ..drinking.. [muka]
freedomCreation
30. Structural evolution(increase in dimension)

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The 10th TRIZ symposium 2014

Image of application
Place-making: Conversation

Method of participation in conference that shares information in organization[1]Customer expectation: ① Single function →② compound function →③ service function →④ experience function→⑤ revolution function
・It attends the conference. …① Only it attends and, at first, it doesn't make remarks.
・It is influenced by other people present, and it comes to make remarks positively seeing the appearance. …②・It comes to be able to understand the content of the conference, and clerk's role comes to be left. …③・It is assumed the standpoint where the conference is controlled and holds the conference as a chairperson. …④・The necessary number of men is collected when it is necessary, and it comes to arrange the conference holding. …⑤

Making of own tacit knowledge language：example

Method of expression in explanation[15]Increase of degree of freedom:①One degree of freedom→②Two degree of freedom→③Three degree of freedom→④Four degree of freedom→⑤Five degree of freedom→⑥Six degree of freedom
・It talks in the word that passes only in a very small organization. …①・It explains in a local language that passes in its company. …②・Newly it defines and it explains the word to the customer a word general ..understanding... …③・It is possible to explain by using the word and the expression that passes globally. …④Japan TRIZ Society Business and Management WG

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The 10th TRIZ symposium 2014

Application of balanced scorecard to "Four Aspects"～Examination of target of management strategy that grows up～

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The 10th TRIZ symposium 2014

It applies to "Four aspects" of the balanced scorecard.
The balanced scorecard is a management system for the strategy management. （2001年）
It aims at the achievement of achievement and the target of the vision, and it works out one's
strategy from four aspects.
It uses it for the examination of ..growth very.. target such as the business process and talent"Evolution trend".

Idea
Setting of vision
Analysis of businessenvironment
Crossing SWOT
analysis

Aspect offinancialaffairs
Customer's
aspectDecision of strategy

Aspect ofbusiness
process

Setting of strategic
target"Four aspects"

Aspect ofstudy andgrowthFlow until strategy target setting

Sustained
growthImprovementof corporate
value

Relationconstruction withwholesale

Final customer's
satisfaction rating

Differentiationof processing
technology

Development
capacity of
product

Increased
profitability

Awareness ofcustomer's
needs

Making of supply
and demand
synchronize

Talent's special
ability

Application of evolution trend"Four aspects" ImageJapan TRIZ Society Business and Management WG

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The 10th TRIZ symposium 2014

"Four aspects" and business system evolution trends
It proposes to consider "Evolution", to plan the following target, and to examine it.
Four aspects

Aspect offinancial affairs

Evolution
11. Division

24. Strengthening ofasymmetric diversity

32. The vertical/horizontal
Business cycle

8. Mono-ivory shell jackrabbit(similarity)Relating element

9. Mono-ivory shell jackrabbit(diversity)Another element

10. Mono-ivory shell jackrabbit(increase of difference)

1. Customer expectation

2. Focus of purchase ofcustomer

20. Hierarchy of needs

13. Improvement of use of various
senses

21. Man's relations
A decrease

Customerunderstanding

17. Removal of boundary

19. Control

Organizational
strength

3. Recognition to self-assembler

16. Connection

Business
accomplishment
power

6. Process idea

7. Strength of system

18. Trim

26. Adjustment of activity

Business quality

29. Nonlinear

30. Structural evolution(increase in dimension)

Ability

4. Knowledge

5. Ability

Design power

28. Viewpoint of design

31. Improvement of flexibility

Growth willingness

12. A decrease in decline

22. Interaction with anotherCommunications
power

14. Increase of transparency

15. Increase of degree of
freedomBusiness structure
Businessdevelopment
Customer request

Customer's
aspectAspect ofbusiness
process

Study andgrowth..drinking..
aspectTRIZ business & management evolution trend

Value offer

Workforce
optimization

Japan TRIZ Society Business and Management WG

25. Marketing research

27. Adjustment of rhythm

23. Listening/communications

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The 10th TRIZ symposium 2014

Image of application： Seijho Ishii （Case１）
It succeeds as a city type high-level supermarket in the technique for selling the sticking tocommodity with high quality by a proper price.

Aspect of financial affairs[24] Strengthening of asymmetric diversity：①Symmetrical system→②Partial asymmetry→③Harmonizing asymmetry
・ It converted from the technique that looks like rival supermarket①（Branch shop strengthening and price cutting.
・The shop-making of a part of supermarket that had been matched to the environment of city was advanced. …②・Business model with proposal and relation of Lifestyle of consumer different from price intention . …③

Customer's aspect[2] Focus of customer purchase：①Performance→②Reliability→③Convenience→④Price
・Goods in stock that did not exist in stocking with the commodity of high-value-added and the other companies
were offered from all parts of the world. …①・It concentrates on the development of the Private Brand commodity, and the high-quality commodity-making ofsticking to that seems to be Seijho Ishi is pursued. …②・A small-scale, familiar store is developed with the region where the supermarket is not opened easily. …③Japan TRIZ Society Business and Management WG

参考文献：戦略ケースの教科書 松田久一著

The 10th TRIZ symposium 2014

Image of application： Seijho Ishii （Case2）
Aspect of business process[18] Trim：①Complex system→②Removal of secondary component of subsystem→③Removal of secondary subsystem→④System that trims
・The emphasis commodity was narrowed, the commodity with a high additional value was decided,and it promoted the sales emphatically by all shops.
・It was valued to stop the discount sales, and to sell it only by the commercial value. …②

Aspect of study and growth[4] Knowledge：①Data→②Information→③Knowledge→④Wisdom
・The buyer's promotion was strengthened.
・The store staff's promotion strengthening was advanced. High expertise concerning the commodity
was acquired. …③・In addition, the commodity proposal power to the customer has been improved. …④Japan TRIZ Society Business and Management WG

参考文献：戦略ケースの教科書 松田久一著

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The 10th TRIZ symposium 2014

Image of application： Seijho Ishii （Case3）
It is understood that the strategy is managed by the evolution of the personnel
training and the business process.
Fouraspects
Aspect offinancialaffairs

Customer's
aspectSetting objectives
It converts from thetechnique (branch shop
strengthening and pricecutting) that looks like a rival
supermarket.

It stocks with the commodityof high-value-added from allparts of the world, and goods
in stock that do not exist in theother companies are offered.

Business
process
aspectStudy andgrowthAspectThe buyer's promotion
is strengthened.

Japan TRIZ Society Business and Management WG

Shop-making of a part ofsupermarket matched toenvironment of city.

It constructs it about the businessmodel who with the proposal andthe relation of the lifestyle of aconsumer different from the priceintention.

It concentrates on thedevelopment of the PB commodity,
and a high-quality commodity ofsticking to who seems to be Seijho
Ishii is offered.

In a small-scale, familiar store,
it offers it to the region where
the supermarket is not opened
easily.

The emphasis commodity isnarrowed, the commodity witha high additional value isdecided, and it promotes thesales emphatically by all shops.

The discount sales are
stopped, and it sells it onlyby the commercial value.

The store staff's promotion
strengthening is advanced,
and high expertise concerning
the commodity is acquired.

The commodity
proposal power to thecustomer is improved.
参考文献：戦略ケースの教科書 松田久一著

The 10th TRIZ symposium 2014

Application to SWOT
～Cut of analysis and strategy examination of outside environment and internal resource～

Japan TRIZ Society Business and Management WG

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The 10th TRIZ symposium 2014

The strategy is planned with SWOT.
The evolution trend is applied to SWOT that plans the management
strategy from an environmental analysis.

①

To each factor of an internal resource and the outside environment, Whether it isa plus factor or a negative factor is classified. Strengths and Weaknesses thatorganization possesses, Opportunities and Threats as the influence on theorganization are analyzed and arranged.

②

Strengths and Weaknesses as internal resource factor And, it chances and thethreat as the outside environment factor. These are combined mutually.
<SO>Strong point and chance<WO>Weakness and chance<ST>Strong point andthreat<WT>Weakness and threat, After four kinds of areas are clarified, thestrategy is planned.
①SWOT
Plus factor
Negative factor
InsideStrengths
Weaknesses②Crossing SWOTResou･My strong point･My weaknessrce
The
outside
Opportunities
Threats?
Internal resource
Enviro ･Chance for I･Threat for I
Strengths
Weaknesses
It thinks about the strategy.
nmen･How is my strong point made the best use of for ･ Howismyweakness
overcomefortaccomplishment of a goal?
accomplishment of a goal?
OutsideOpportunities
environment ･How is the chance of the market and
<SO>
<WO>
the customer acquisition used for･What do you positively do to make the best use ･ What is necessary to be supplemented chanceaccomplishment of a goal?
of the strong point and to use the chance to itswith weakness because it is not defeated, to be
maximum?
replenished, and to be improved?
Threats･ How do you remove a threat for<ST>
accomplishment of a goal?
･Do to make the best use of the strong point in its <WT>
company even if it is a threat for others, and to ･How is the assumed worst situation evaded?
evade or to defeat the threat?

Japan TRIZ Society Business and Management WG

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The 10th TRIZ symposium 2014

Outside environment factor, internal resource factor,
and crossing SWOT
Assume 5F and PEST to be an internal resource factor as an outside environment factor and
VRIO and 7S. The trend of 32 kinds of evolution is associated while referring.

5F(Force)：Pressure of new entry, Pressure of substitute, Pressure of supplier,
Purchaser's pressure, Pressure of other organization of a like nature
PEST：Politics, Economics, Society, Technology
VRIO： Value, Rarity, Inimitability, Organization
7S：3S of hardness
Internal resource
Strategy, Structure, System

4S of software

Shared Value, Skill, Staff, Style･4S of software in I of VRIO and 3S of hardness to O of VRIO
It is considered that it is almost equivalent.

・VRIO（Value, Rarity, Inimitability, Organization）
・7S（3S of hardness：Strategy, Structure, System,
4S of software ： Shared Value, Skill, Staff,
Style）
Weaknesses
Strengths
・My weakness?
・My strong point?
･How is my strong point made the best ･ How is my weakness overcome foruse of for accomplishment of a goal?
accomplishment of a goal?

Outside environment Opportunities<WO : Mini-Maxi><SO : Maxi-Maxi>･The chance for I?
・5F（Five Force）･How is the chance of the market ・What do you positively do to make the ・ What is necessary to be supplemented
chance with weakness because it is notand the customer acquisition
・PEST
best use of the strong point and to use
defeated, to be replenished, and to be
used for accomplishment of athe chance to its maximum?
（Politics, Economics,
improved?
goal?
Society,
Threats<ST : Maxi-Mini>
Technology）
・The threat for I?
・Do to make the best use of the strong <WT : Mini-Mini>
point in its company even if it is a threat ・ How is the assumed worst situation･How do you remove a threat foraccomplishment of a goal?

Japan TRIZ Society Business and Management WG

for others, and to evade or to defeat
the threat?

evaded?

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The 10th TRIZ symposium 2014

External/insideOutside environment, analysis technique ofinternal resource, and evolution trend

Analysistechnique ofenvironment/res
ource

Point of analysis･New comer's threat

5F･Threat of substitute･Bargaining power of supplier(Five Forces) ･Purchaser's(customer)
Outsi (Market and bargaining powerwith otherdecompetition) ･Competition
organization of a like nature
envir
onm
･Politics
ent･Economics
PEST･Society･Technology･Value･Rarity･Imitability/Inimitability･7S(soft4S)
Inter
VRIO/
nal
7S(soft4S,
reso
hard3S)
urce･Organization･7S(hard3S)

TRIZ business & management evolution trend

1. Customer expectation

2. Focus of purchase ofcustomer

19. Control

23. Listening/
Communications

24. Strengthening ofasymmetric diversity

25. Marketing research

14. Increase of transparency

20. Hierarchy of needs

21. A decrease in man's relations

4. Knowledge

5. Ability

12. A decrease in decline

13. Improvement of use of various
senses

18. Trim

22. Interaction withanother

26. Adjustment of action (activity)

27. Adjustment of rhythm

31. Improvement offlexibility

3. Against the self-assembler.
Recognition

6. Process idea

7. Strength of system

8. Mono-ivory shell jackrabbit(similarity)Relating element

9. Mono-ivory shell jackrabbit(diversity)Another element

10. Mono-ivory shelljackrabbit(increase of difference)

11. Division

15. Increase of degree of
freedom

16. Connection

17. Removal of boundary

28. Viewpoint of design

29. Nonlinear

30. Structural evolution(increase in dimension)

32. The vertical/horizontal
Business cycle

Japan TRIZ Society Business and Management WG

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The 10th TRIZ symposium 2014

Evolution trend in crossing SWOT

内部資源
V：Value
R：Rarity
I ： Imitability or software 4S （ Shared Value, Skill, Staff, Style ） ：<4>Knowledge、<5>Ability、<12>A decrease in decline、<13>Improvement
of
use
of
varioussenses,<18>Trim,<22>Interactionwithanother,<26>Action
activity
adjustment,<27>Adjustmentofrhythm,<31>Improvement of flexibility
O：Organization or Hard 3S（Strategy, Structure, System）：<3>Recognition
and maturity level model to self-assembler<6>Process idea<7>Strength ofsystem 、 <8>Mono-ivory shell jackrabbit （ Similarity ） Relating element 、<9>Mono-ivory shell jackrabbit （ Diversity ） Another element,<10>Monoivory shell jackrabbit (increase of difference),<11>Division<15>Increase ofdegreeoffreedom,<16>Connection<17>Removalofboundary,<28>Viewpointofdesign,<29>Nonlinear,<30>Structural
evolution、<32>Vertical/horizontal business cycle

Strengths

・My strong point?

Weaknesses

・My weakness?
･How is my strong point made the best use ･ How is my weaknessof for accomplishment of a goal?
accomplishment of a goal?

overcomefor

Outside environment
Opportunities
5F ： Market and competition （ five ・The chance for I?
forces）：<1>Strengthening aspect of ･How is the chance of thepurchase of customer expectation and<WO : Mini-Maxi>
marketandthe <SO : Maxi-Maxi><2> customer, <19> control, <23>
customeracquisition ・ What do you positively do to make the ・What is necessary to be supplemented chance
listening/communications, and <24>
usedforbest use of the strong point and to use
with weakness because it is not defeated, toasymmetricdiversity
and<25>
accomplishment of athe chance to its maximum?
be replenished, and to be improved?
marketing researches
goal?
P：Politics
E：Economics
S ： Society ： <14>Increaseoftransparency, <20>Hierarchy of needs Threats
T ： Technology ： <21>A decrease in ・The threat for I?
･ How do you remove a <ST : Maxi-Mini>
man's relations

threataccomplishment
goal?

of

for ･ Do to make the best use of the strong <WT : Mini-Mini>apoint in its company even if it is a threat ・ How is the assumed

Japan TRIZ Society Business and Management WG

for others, and to evade or to defeat thethreat?

evaded?？

worst

situation

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Application image: Strategy of VW Co. (1)
参考：The TOWS Matrix ---A Tool for Situational Analysis, Heinz Weihrich, Professor of Management, University of San Francisco,
http://www.usfca.edu/fac_staff/weihrichh/docs/tows.pdf

Internal resource
Evolution trend related to internal resource:(note)Example of analyzing strategy that comes for VW Co. to produce 1973-75 in the･ Economic value, scarcity, 4S of imitation I: Improvement of <31> flexibility
United States at that time in year
possibility or software, organizational ability or O: <32> vertical/cycle of the horizontal business that viewpoint of removal of increase of <11> division and <15>
3S of hardness
degree of freedom, <16> connections, and <17> boundaries and <28> designs and nonlinear <29> and <30>
structural evolves
Outside environment･It competes with the market, and it is technicalthe political, economical, social.
Evolution trend related to outside environment:Internal Strengths:
Internal Weaknesses:
Strengthening aspect of purchase of 5F:<1 > 1. Strong R&D and engineering <5>
1. Dependence (Some ..the other.. models had notcustomer expectation and <2> customer, <19> 2. Strong sales and service network <22>succeeded so much)<9 It is large in one model. >control, <23> listening/communications, and 3. Automation feature efficient production/<28>
2. It is the cost rise <7> in Germany<24>
asymmetricdiversity
and<25>
3. Experience < ..it is.. 4><5 It erects a plant in the United
marketing researches
States. > of the United States labor union
S:<14> <20> hierarchy of needs that increases
transparency
T:A decrease in <21> man's relations
External Opportunities:
1. Growing up to the rich market is <20> that needs a <SO : Maxi-Maxi>
1. (O1, S1, S2) <20><5><22> that develops, produces <WO : Mini-Maxi>
car that is more high-level to have a lot of options
many varieties that have various options of range of 1. (affiliate from Rabbit to Audi)It is development (O1, W1)
2. Offer attractive <24> of assembly hall construction
products, and composes different price class (Dasher,against a different price level <20><9> as for thein the United States
Scirocco, Rabbit, and Audi system)compatible model
3. It is Chrysler, and small engine is necessary <24> in
2. (O2, S1, S2, S3) <24><5><22><28> that makes the best 2. (O2, W2, W3) <20><7><4><5> that erects a plant in
American Motors
use of experience of research and development,
the United States to correspond to cost rise of Germany,engineering, and production/automation and constructs
and employs manager in the United States withassembly factory
correspondence experience of the United States to labor
3. It is Chrysler and the engine for AMC is construction (O3,unionS3) <24><28>
External Threats:<ST : Maxi-Mini><WT : Mini-Mini>
1. Exchange rate: Cutting down of dollar to Deutsch 1. (T1, T2, S1, S3) <24><5><28> to which influence of A. The weak point is made a strong point and the weak point
Marks (DM) (E: Economy)
exchange rate is decreased by constructing factory in theis overcome (strategy to face SO).
2. Competing <24> with automaker in Japan and theUnited States
1. (T2, W1) <24><9> to which threat of competition is
United States
2. Rabbit(T2, T3, S1, S2) <24><5><22> that has advanced
decreased by developing flexible product line
3. Fuel shortage and price (E: Economy)
design technique and competes for instanceB. Possibility of option that has not been experienced with?
3. Improvement (T3, S1) <5> of fuel consumption
VW:
performance by development of injection of fuel and low 1. It is engaged in the joint work of Chrysler and AMC.
2. Withdrawal from American market
fuel cost diesel engine

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Application image: Strategy of VW Co. (2)Some comments on strategy item of each section and evolution trend to which it pays attention:
SO2:
It corresponds to attractive offer (O2) of the assembly hall construction in the United Stateswith strong development power, sales force, and production capacity (S1, S2, S3) as the weapon.
Viewpoint of interaction of strengthening <24> asymmetric diversity, <5> ability, and <22> another and<28> designs
WO1:
It is expected to grow up to the rich market (O1).
(W1) that has greatly depended on one model up to now renews this, and develops the model compatible
for a different price level.
<20>Hierarchy of needs <9> Mono-buy-poli （Diversity）Another element
ST1:
The factory is constructed with strong development power and production capacity (S1, S3) as
the weapon in the United States for (T2) exposed to the competition with a foreign manufacturer, and theinfluence of the exchange rate is decreased.
Viewpoint of strengthening <24> asymmetric diversity, <5> ability, and <28> design
WTA1: It has greatly depended on one model up to now for (T2) exposed to the competition with a foreign
manufacturer (W1). It corresponds to the threat of the competition by renewing this and developing aflexible product line.
<24>Strengthening of asymmetric diversity：①Symmetrical system→②Partial asymmetry→③Harmonizing
asymmetry
・・・ The United States production is started, the point that is the weak point on the competition with the
manufacturer of another country is renewed, and it stands dominant.
<9>Mono-Buy-Poli（Diversity）Another element：①Single system→②Duplexed system→③Multiplex
system→④Uniting multiplex system
・・・ It adjusts to the buyers' demand and desiresby constructing a more flexible production line.

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Awareness when evolution trend is applied to SWOT•

It is not the one that the evolution trend of 32 corresponds to 5F and PEST each item as theoutside environment without omission. It is similar to VRIO and 7S each item as an internal
resource.

•

A lot of evolution trends might concentrate on limited outside environment factor or internal
resource factor. You might represent and apply to a part of trend that considers small number ofpeople or priority from a lot of evolution trends.
–•

For instance, from nine kinds in “I” of VRIO, from 14 kinds in “O“, five kinds are represented.

There is a possibility that the location as an outside environment or an internal resource changes
when the level improves according to the evolution trend. It was assumed a fixed treatment thistime.
–

O It classified it according to the organizational ability. <3.Recognition to self-assembler>, I It
classified it into a difficult imitation. <4.It is a content that corresponds to organizational ability (O)at the stage where both of knowledge are low the level. However, it corresponds to difficulty theimitation (I) as the level rises.

•

It pays attention to an internal resource in the background of the outside environment condition,and the level improvement of the evolution trend concerning an internal resource is done. This isbasic of the strategy and the strategy plan.

•

Do not forget to work on the level improvement plan of the evolution trend corresponding to theoutside environment on the other hand. That is, the strategy that pushes up the evolution levelof the evolution trend more than the competitor is executed. And, it is also possible to makethem convert the threat at the chance.

•

As for the weakness related to an internal resource, it is similar.

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Introduction of application
example of Evolution Trend- project of new business by technical service and start-up -Japan TRIZ Society Business and Management WG

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Evolution trend use and practice of TRIZ
～Proposal of new business and activity for achievement～【 Background 】

A technology excellent by the reorganization of
the business is disregarded.

【Target 】

A new business model is constructed by using
the buried technology.
-Sales of 200 million yen or more a year. -【 Activity the number of men 】
Five project members【 Period 】

December, 2013 - June, 2014

The evolution trend of 32 is used.
"Area and art" that can demonstrate the strong point is created.
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Wall of TRIZ tool when practicing it
Education?

Plainly.

It ties to theresult.

Field ofknowledge

Field ofpractice"Tie to the result with a convenient tool" device is necessary.
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Device to tie to result plainly～Way that can be used without finding of TRIZ～

Definition of evolution trend and comprehensible
explanation making (subcommittee meeting)
Level conversion of evolution trend to its own theme (inhouse member)Market environmental analysis axis (3C) is added to 32
evolution trend axes.
32
Evolution trend

Explanation

Evolution
level

Customer№1

Company

CompetitorA

CompetitorB

CompetitorC

Addition｜№32

Level analysis of 3C axis by checklist of 32 items(market dominant its company focus)
SWOT analysis in dominant its company an area(business substance making).
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STEP-1 Definition of evolution trend of 32 andcomprehensible explanation making

３２種類の進化トレンドとその解説
１． 顧客期待・単一機能製品
・複合機能製品
・サービス機能付加・経験・変革

顧客期待は時間とともに増加する。
←単一機能製品（スティール、アルミニウム、スズ、化学製品、一般薬品、フィルター、ＣＤ、ビデオ等）が提供されている←複合機能製品（車、電話機、テレビ、ＤＶＤプレイヤー、洗濯機等）←製品にサービスが付加されたシステム（衣服クリーニング、ファーストフード、休日パッケージ、宅配、カーレンタル、契約掃除等）が提供されている←製品やサービスを用いた経験（ディズニー、アドベンチャースポーツ、マクドナルド等）が提供されている←経験を通じた変革（自己を変革させたいという渇望を満たす）が提供されている

・性能
・信頼性
・便利さ
・価格

購入の焦点はシステムのＳカーブの位置に対応し時間（成熟）とともに移行する。
←速さ、強さ、明るさ、容量などの性能面に購入動機がフォーカスされる。
←安全性、性能・機能の安定性など信頼性を購入の焦点としている。
←多機能性、使い勝手などの便利さを購入の焦点としている。
←品質で想定される価格より、より安価な価格を購入の焦点としている。

３． 自己組織化に対する認識
・自己組織化の無自覚
・自己組織化を自覚
・ガイドされた自己組織化
・自律的な自己組織化
・自律的な能力成長（自己創出）

組織構造は自己組織化に向けて進化する。
←組織はすべての人間活動システムが複雑で、無秩序であることを気付かないでいる。
←組織は人間活動システムの複雑性、無秩序について気付いている。
←組織は人間活動システムを管理するプロセスを開始している。（QCサークル、権限委譲、ボトムアップなど）←組織はいくつかの人間活動システムが自律的な活動を遂行し、相互に連動して調整のとれたものになっている。
←組織は自己存続に向けて、自己組織化する構造体になっている。

２． 顧客の購入の焦点

４． 知識

データは、情報化され、さらに知識・知恵に進化する。
←生データの収集や表示がされている。
←データに構造、意味、翻訳が付加されて情報となっている。
←利用可能なデータの蓄積、無関係な情報の排除、時間管理の付加により知識（形式知）となっている。
←形式知にコンテキストに対処する暗黙知が追加され、特定の状況、環境において知識が正しく活用されている。

５． 能力
・無能の無自覚・無能の自覚・有能の自覚・有能の無自覚新しいスキルや職務・顧客などの経営資源を得るための学習プロセスは進化する。
←幸せな無知。われわれは博識でも、巧みでもない。私たちは知らないことを知らないでいる。
←知りたいことがあるが、どうしていいかわからないということを発見。能力の無さを自覚している。
←われわれはスキルを獲得し、していることに集中しなければならない。能力を自覚している。
←最後にわれわれはスキルをブレンドして習慣となり、知っていることを必ずしも自覚していない。

６． プロセス思考・試行錯誤
・プロセスマッピング
・多重プロセス・プロセスのプロセス（最適化）

業務や思考などのプロセスを進化させる。（プロセスが重要であるという組織の認識による）←成功モデルの出現をみる前の段階で、試行錯誤により業務や思考を遂行している。
←特定状況での業務や思考の遂行プロセスを決め、実行すべき手順書として、従うことが期待されている。
←ある機能や機能遂行プロセスは、それぞれの状況に対応して設計されている。
←変化する状況に対応するために個々の業務や思考プロセスを設計するプロセスがある。

・データ
・情報
・知識
・知恵

Subcommittee
meeting activity

It changes to the expression that can easily image the evolution level.
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STEP-2 It summarizes it to the evolution trend of
32 that agrees with its own theme.

３２種類の進化トレンドとその解説
１． 顧客期待

顧客期待は時間とともに増加する。

・単一機能製品
・複合機能製品

モノの輸送専用梱包材による製品の輸送・サービス機能付加

故障時の初期診断と修理、輸送代行

・経験
・変革

故障診断、修理への立会い
製品の機能、仕組みの知識

２． 顧客の購入の焦点
・性能
・信頼性
・便利さ
・価格

購入の焦点はシステムのＳカーブの位置に対応し時間（成熟）とともに移行する。
診断、修復の早さ
診断と故障個所の一致性
人とモノの動きの無駄を排除
お金の動きの無駄を排除

３． 自己組織化に対する認識
・自己組織化の無自覚
・自己組織化を自覚

組織構造は自己組織化に向けて進化する。
購入（～設定～使用～故障～修理～廃却）することが目的
購入し､使用する（サービスを受ける）ことが目的

・ガイドされた自己組織化

購入方法、使用方法に合った目的を形成

・自律的な自己組織化
・自律的な能力成長（自己創出）

製品と生活の合致性に基づいた製品サービスの選択合致レベルを向上させる意欲、思考の芽生え

４． 知識
・データ
・情報
・知識
・知恵

データは、情報化され、さらに知識・知恵に進化する。
漠然とした評判や､関連不明な症状と修理内容整理された評判、関連づけられた症状と修理内容
メーカー、症状、原因、修理内容の関連性
予防、未然防止策の思考

Intelligence sharing and vector suiting with in-house member
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STEP-3～4 About the product amends service

Market circumstances (3C) level is checked by the trend aspect of 32 items.

３２種類の進化トレンドとその解説
１． 顧客期待・単一機能製品
・複合機能製品
・サービス機能付加・経験・変革
２． 顧客の購入の焦点
・性能
・信頼性

顧客期待は時間とともに増加する。
モノの輸送
専用梱包材による製品の輸送
故障時の初期診断と修理、輸送代行
故障診断、修理への立会い
製品の機能、仕組みの知識

診断と故障個所の一致性
人とモノの動きの無駄を排除
お金の動きの無駄を排除

３． 自己組織化に対する認識
・自己組織化の無自覚
・自己組織化を自覚

組織構造は自己組織化に向けて進化する。
購入（～設定～使用～故障～修理～廃却）することが目的
購入し､使用する（サービスを受ける）ことが目的

・自律的な自己組織化
・自律的な能力成長（自己創出）
４． 知識
・データ
・情報

購入方法、使用方法に合った目的を形成

データは、情報化され、さらに知識・知恵に進化する。
漠然とした評判や､関連不明な症状と修理内容

・知識
・知恵
５． 能力
・無能の無自覚・無能の自覚新しいスキルや職務・顧客などの経営資源を得るための学習
故障のことは考えない
故障は買い替えの時期と考える・有能の無自覚

自社

他社-A

他社-B

★自社工場
★補償サービス利用増Compan y

★自社工場
★外注対応

★外注対応

Compe titor- A★一次診断のみ

Compe titor- B★窓口故障受付､代替機★機能のフル
活用

Compe titor- C★一次､二次診断★一次､二次､三次★一次､二次､三Cu stome r

他社-C

Compan y★補償範囲

Compe titor- A

Compe titor- B

★補償範囲

★補償範囲

Compe titor- A★同等品の準備

Compe titor- B

Compe titor- C★補償範囲

製品と生活の合致性に基づいた製品サービスの選択合致レベルを向上させる意欲、思考の芽生え整理された評判、関連づけられた症状と修理内容
メーカー、症状、原因、修理内容の関連性
予防、未然防止策の思考

・有能の自覚顧客

購入の焦点はシステムのＳカーブの位置に対応し時間（成熟） Cu stome r
診断、修復の早さ

・便利さ
・価格

・ガイドされた自己組織化

３Ｃ分析(32項目の市場環境)

故障の際の保証内容を考える
保証も含めて製品と考える

Cu stome r

Compan y★クチこみ情報､評価Compe titor- C★現品対応★現品対応と次Cu stome r

Compan y★補償サービスの着脱★故障確率によるＤＲ★現品対応と次製
Compe titor- A

Compe titor- B

Compe titor- C★故障確率によるＤ ★故障確率による ★故障確率によるＤ
Ｒ
ＤＲ
Ｒ

The feature of its own strong point and the other companies is objectively caught.
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STEP-5 The beginning is examined about strengths, weaknesses,
opportunities and threats analysis = measure in a dominant area.

補償ビジネス戦略のリスク分析
外部環境
外部環境

機会(O)
O1 ： 製品普及率増加
O2 ： サービス 需要\ 5 0 0 億/ 年規模で 5 ～6 年は継続
O3 ： 技術レベル

脅威(T)T1 ： 企業の買収､合併による市場独占
T2 ： 他社コンサルビジネス 強化
T3 ： 関連特許の侵害

内部環境
内部環境
強み(S)
S1 ： 条件制御の精度
S2 ： 高難易度技術
S3 ： 技術の総合コンサル

S1

S2

S3

弱み(W)
W1 ： 外販ネットワーク無し
W2 ： 製品詳細情報の入手
W3 ： 権利範囲

O1
O2
O3
O1
O2
O3
O1
O2
O3

強みを活かし機会を活かす
既存技術で将来製品展開
特殊技術で〃制御技術改善コンサル
特殊領域のサービス
高難易度製品補償
適用製品規模拡大コンサル

弱みを克服し､機会を活かす
W1

W2

W3

O1
O1
O2
O3
O1
O2
O3
O1
O2
O3

方法、条件確認
新規技術コンサル

メーカーへのコンサルPKG化
現状技術で対応最新技術で対応
新たな技術開発必要

技術 着想
1
5 S1
1
3
1
3
1
1 S2
3
3
1
5
1
5 S3
1
1
1
1

強みを活かし､脅威を避ける
T1
T2
T3 メーカー責任による改造､販売
T1
T2
T3 メーカー責任による改造､販売
T1
T2
T3 メーカー責任による改造､販売

技術 着想
1
1
1
3
1
3
1
1
1
1
1
3
1
1
1
1
1
5

技術 着想
1
1 W1
1
1
1
1
1
1 W2
1
1
1
3
1
5 W3
1
1
1
1
1
3

弱みを克服し､脅威を避ける
T1
T2
T3
T1
T2
T3 メーカー責任による改造､販売
T1 新技術開発と権利化による競争力強化
T2
〃
T3
〃

技術 着想
1
1
1
1
1
1
1
1
1
1
1
5
5
1
5
1
5
1

1
3
5

新規着眼で期待大
新規着眼で期待中以下
新規性に欠け､期待小1
3
5

The business strategy measure with high precision is extracted.
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Summary① ～Proposal activity passage of its own new business～
C analysis near development tendency
phase of 32

Risk evasion of business strategy by strengths,
weaknesses, opportunities and threats analysis

The concentration point is extracted
from other companies and its own level.

Business model proposal, continuance, development, and trial
calculation completion of return on investment《Result》･It is a novelty, return on investment, andcontinued aspect and a popular value.
･To the stage of the further investigation andenvironmental considerations for the start-up
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Summary② ～Effectiveness as business creation tool～
Problem

MeasureResultLeveling of evolution trenduse(plainly of tool)

Analysis.
Uniting

It is effective for a market
environmental check.
(analysis by broad outlook)

Interpretation of trend
analysis result(objectivity)

Competitor
Making of feature visible

Feature of its own strong point
and the other companies
Close-up

The use result to a certain
result(effective purpose of spending
money)In the strengths,
weaknesses, opportunities
and threats analysis
In addition, it narrows it.

Victory.
Business model creation

It is effective for "Consideration suiting between members"
and "Business creation".
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Impressions- " It uses it. It applies.” is uselessness at time.
- Arranging in the right place in the scenario thatties to the result, and using it are important.
- The hurdle falls at a dash when showing it to"Face of the tool" that exists in a corporate culture
and the custom.
- "Evolution trend of 32" "3C analysis ×" is more
effective than it expects it to its own positioning
grasp.
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Recommendation
The evolution trend is adapted from the world of TRIZ and it
brings it in in daily life of the business and management.
With the tool of the business management system, when I
want to include reformative conception, when the evolution
trend is built in as an element of the tool, it is good.
The policy is narrowed with the tool of the business
management system. It is important in the object toconsider attempting the improvement of a concrete
evolution trend.
The device to be shown to "Face of the tool" that exists in
its own corporate culture and the custom is effective.
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Why don’t you join to the Business and Management
TRIZ Research subcommittee meeting ?
Please participate in the research subcommittee meeting, and propose
various topics of research.
･The theme that researches can be brought in without reserve.
･The research area and the theme extend naturally if the number of members
increases.

There is a result outlet of research activities, and the business use can be
expected.

･Because it is a cooperation of labor research, awareness and a new finding can be
expected to be obtained.
･Study results can be announced in the TRIZ symposium.
･Can it notice during the research, and the use of cultivated TRIZ idea and tool topractice be expected.

About the management of the society･Member individual's result of review and idea are brought together in the meeting.
･It becomes a meeting at half a day once every two months.
･A basic venue becomes Tokyo.
･Inquiry even to Japanese TRIZ society (info@triz-japan.org), please.

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Thank you for listening.

Incorporated nonprofit organization
Japanese TRIZ society
Business and Management TRIZ
Research Subcommittee

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