Digital Six Sigma integration with Directed Innovation for Generation of High-Quality Solutions
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Transcript of Digital Six Sigma integration with Directed Innovation for Generation of High-Quality Solutions
Version 1.2MOTOROLA and the Stylized M Logo are registered in the U.S. Patent & Trademark Office. All other
product or service names are the property of their respective owners. © Motorola, Inc. 2009.
Digital Six Sigmaand Directed Innovation
Jeff Summers – Director, Motorola University
Maria Thompson - Director, Intellectual Asset Management Process & Tools
Process Excellence Week -- 2 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Objectives
• Develop an understanding of how the DSS & Directed Innovation methodologies complement each other
• Apply at least one DSS and one complementary Directed Innovation technique to solve a valuable problem
• Develop action plan(s) for future application of appropriate DSS and/or Directed Innovation methodologies
Process Excellence Week -- 3 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
What is Six Sigma?
What does Six Sigma mean to you?
Process Excellence Week -- 4 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
What is Six Sigma?One Term, Multiple Meanings
MetricMetric3.4 DPMO3.4 DPMO
ImprovementImprovementMethodologyMethodology
(DMAIC, DMADV, DMADDD)(DMAIC, DMADV, DMADDD)
ManagementManagementSystemSystemDrive Vital FewDrive Vital Few
Dedicated ResourcesDedicated ResourcesData-Driven DecisionsData-Driven Decisions
Customer FocusedCustomer Focused
LiteralLiteralDefinitionDefinition
Philosophical Philosophical DefinitionDefinition
Business Business ImpactImpact
DPMO = Defects per Million Opportunities
MORE DETAIL AT: http://www.isixsigma.com/library/content/six-sigma-newbie.asp
Process Excellence Week -- 5 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Minimizing Variation
• Minimizing variation is a key focus of Six Sigma. • Variation means that a process does not produce exactly the
same result every time the product or service is delivered.• Variation leads to defects, and defects lead to unhappy customers
and Cost of Poor Quality. • Variation exists in all processes
CustomerSatisfaction
Variation
Data Variation
Process Excellence Week -- 6 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Using Mean and Standard Deviation
• Mean (µ)– Average of Values
• Standard Deviation ()– How far values lie from the mean or average
– Standard Deviation is a measure of Variation
Process Excellence Week -- 7 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Six Sigma is Virtual Perfection!
Three Sigma Six Sigma
At least 54,000 wrong drug prescriptions per year
One wrong drug prescription in 25 years
27 minutes of dead air time per TV channel each week
2 seconds of dead air time per TV channel each week
5 short or long landings at O’Hare airport each day
1 short or long landing at all U.S. airports in 10 years
Process Excellence Week -- 8 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Where’s The Magic?
Tools to Drive Objectivity & Data Driven Decisions
Subjectivity, Conjecture, & Strong Personalities
Step By Step Process Improvement “Recipes”
Shoot from the Hip, Figure it Out As We Go, High Variation in Results
Variance Based Metrics No Metrics or Mean Based Metrics
Dedicated, Proactive Process Improvement Resources
Part Time Firefighters
A Leadership Tool: -A Common Language -A Mobilization Platform -A Catalyst To Drive Change
Multiple, Disjointed Initiatives &“Hobby” Projects
Status Quo
Vs.
6
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How is Digital Six Sigma Different?
• New Focus – Strategically aimed at Big Y’s with a $3 Billion target
• New Organization – Dedicated resource deployment team
• New Tools – DMAIC + (Lean, DFSS and Change Management )
• New Thinking – Heavy emphasis on leadership and fact-based decisions
• New Technology – IT solutions to “hard code” Six Sigma solutions –Digital Cockpits to provide real-time tracking of process performance–E-Learning –Low cost web applications & workflow tools
• New Applications – Six Sigma for Product Development
Process Excellence Week -- 10 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
DMAICDMAICVariation & Defect Variation & Defect
ReductionReduction
LeanLeanProcess EfficiencyProcess Efficiency
& Speed& Speed
DFSSDFSSNew Product & New Product &
ProcessProcess
Use for improving quality & service problems; reducing variation
Use for improving process optimization & speed
Use for developing new processes; or radical change in process
DSS Methods Overview
Process Excellence Week -- 11 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
PerformanceImprovement
Discontinuous Improvement
Low Hanging Fruit
Traditional Management
Crisis Crisis
100%
50%
20%
0%
-10%3 6 9 12 months
(Status Quo)
Continuous improvement
DMAIC
Lean/DMADV
Ray Stata, Sloan Management Review, 1989.
What can we expect from DSS? The Process Half–Life Effect
Ford 8-D
Process Excellence Week -- 12 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
How do you know which approach to use?
• Often a project team may not know which methodology to use until after the Analyze Phase.
• Use DMAIC when…– an existing product, service or process is failing to meet customer requirements
or is not performing adequately.– there are opportunities for continuous improvement without radical change– Trying to reduce defects or variation in a process
• Use DMADV when…– a process is required but does not exist (or radical change)– an existing process has been optimized using DMAIC but is still failing to meet
customer requirements• Use Lean when…
– a process is encountering cycle time issues (often transactional)– optimizing a process for speed and efficiency
• Use BLITZ when…– quick wins can be implemented to solve the majority of the problem
Process Excellence Week -- 13 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
DMAIC / Lean / DMADV
Systematic methodologies focusing on problem solving & continuous improvement
DSS MethodologiesDSS Methodologies
The Process
The Product Design For Six Sigma (DFSS)
Systematic methodology focused on creating new products
Often required to achieve true 6 capability that Customers can see - by reducing variability & preventing problems in the design phase
3
Process Excellence Week -- 14 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Digital Six Sigma Flow Chart
Business Case
Stakeholder Analysis
Customer Information
Process Measurement
Process Mapping (VSM)
SolutionsDeveloped
Document & Standardize
Digitize &Draw Down
DMAIC
LEAN
DMADV
Define Measure Analyze
Risk Assessment
Issue Statement
Team Charter
Solutions Selected
DOETesting
Improve Control
Root
Cause
Valu
eA
nalysis
no
QualityEffic
iency
yes
New Process or Product
no
yes
BHAG
ParadigmAnalysis
Ideal Design VerifyCustomer Needs
& Requirements
Customer Needs& Requirements QFDQFD
Customer
Business
ProcessPerformance
Achieved
no
MeasurementSystems Analysis
1
Change Management
Process Excellence Week -- 15 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Six Sigma for Product DevelopmentSix Sigma for Product Development
P2D2
II DD EE AA DFSSDD OO VVCC
MFSS
CC DD OO VV
Product Product CommercializationCommercialization
Product Product CommercializationCommercialization
Product Portfolio Product Portfolio Definition & Definition &
DevelopmentDevelopment
Product Portfolio Product Portfolio Definition & Definition &
DevelopmentDevelopment
TDFSS
II22 DD OO VVTechnology & Technology &
Software Platform Software Platform DevelopmentDevelopment
Technology & Technology & Software Platform Software Platform
DevelopmentDevelopment
SDFSS
II22 DD OO VV
Business Strategy
Marketing Strategy
Technology Strategy
ProductLaunch
3
Process Excellence Week -- 16 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
M
A
D?I
C
Stakeholders VOC VOB VOP
Prioritization
Projects
Decide
Quick Wins
A Phase Gate Process
P
D
E
S
Ch
ang
e Man
agem
ent
(Peo
ple stu
ff)
Pro
ject
Man
agem
ent
(Tec
hn
ical
stu
ff)
Process Excellence Week -- 17 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
What causes six sigma projects
to fail?
Process Excellence Week -- 18 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
The “Define” Phase Is Critical
Project SelectionProject Selection
Team CharterTeam Charter
StakeholderStakeholderAnalysisAnalysis
Customer Customer RequirementsRequirements
Lack of alignment with a strategic priorityInsufficient reasons for changeNo financial estimateCan’t be completed in 3-6 months
No clear & measurable goalsNot staffed with the right people or enough time
Lack understanding of customer experience & needs
Risk Risk AssessmentAssessment Starting projects with no understanding of risk
Ignoring early red flags
Key stakeholders unwilling to try new solutionsKey stakeholders and managers not committed
70% of process initiatives fail due to:
Process Excellence Week -- 19 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
The Elements of Change
HOWHOW
WHOWHO
EXTERNAL EXTERNAL CONTEXTCONTEXT
WHATWHATINTERNAL INTERNAL CONTEXTCONTEXT
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Performance
Time
The Growth (“S”) Curve
Rapid Growth
Decline
Formation
Maturity
Adapted from Nadler, D. A. (1998)
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0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
DMAIC LEAN DMADV
RiskProbability of fa
ilure
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Managing Transitions
Excitement Anticipation
Confusion FrustrationReservation
Denial
Endings Transition Zone New Beginnings
UncertaintyUncertainty
SkepticismSkepticism
Experiencing Change and Transition
Adapted from Managing Transitions , William Bridges
Creativity
Innovation
AnxietyResistance Confusion
Accomplishment High Energy
Learning
ReliefUnsure
Ambivalence
ExplorationExploration
CommitmentCommitment
How people experience and react to change and its transitions can have a significant impact on the success of the initiative. The illustration below provides a good overview of how people experience change.
Process Excellence Week -- 23 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
1.1 Complete the Business Case for Change defining current state, desired future state,
gaps, and actions
Change tool used: Business Case for Change
The Business Case for Change (BCC) is the most important document of any change initiative.
Current situation
Desired future state
Plan for HOW to close the gaps (WHATs)
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Business Case for Change walkthrough
Business Case for Change
Process Excellence Week -- 25 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Exercise: Developing a Business Case for Change
1. Break into teams2. Read the Overview section in the case
study handout 3. Develop a Business Case for Change using
the information in the case study and the instructions in the BCC tool.
EXERCISEEXERCISEEXERCISEEXERCISE
Handout: Business Case for Change
Handout: Business Case for Change
Handout: Case Study
Handout: Case Study
Prioritization
Projects
Decide
Quick Wins
Process Excellence Week -- 26 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Little y’s
Vital X’s
DSS Projects
Big Y (VOB) NPI Say/DoNPI Say/Do
Unit VolumeUnit VolumePricePrice Manufacturing Cost
Manufacturing Cost
Development Cost
Development Cost
Business Case Effectiveness
Business Case Effectiveness
Product Launch Timeliness
Product Launch Timeliness
• Customer Insight Process
• Market Size Forecasting
• Commercial DOE Testing
• “Do” Rescue Tools Kit
• Resource Management
• Work Allocation
• Specs / Requirements Management
• Digitized M-Gates
<10% <10%>75% <5%
Project Schematic Example
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Process MeasuresWhat Are Process Measures? Numeric indicators of process “health”
Why Have Them?
• Tells you how well you are meeting customer requirements
• Clarifies the “defect”
• Determine capability of process & amount of improvement required
Quality Characteristic
Customer Need
*Accuracy *Time
*Defects *Reliability
Amount of change required
days, weeks, hours, minutes
% of __________________
# of (defects) per (day)
Numeric Indicator
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Effective process improvement means that the measure we use in our business is directly tied to our customers.
Determine What to Measure: Listen to Customers
• Step 1: Develop a Customer-Focused Business Strategy– Assess the business needs– Identify customer segments
• Step 2: Listening to the VOC– To obtain useful and valid customer information and feedback:
• Select research methods to gather customer information• Probe for complete understanding
• Step 3: Translating Voice of the Customer (VOC) into Critical Customer Requirements (CCRs)
– Organize and verify customer needs data into CCRs– Determine CCR priorities– Identify CCR measurement and targets
• Step 4: Developing Measures and Indicators– Identify customer issue statements– Translate the CCRs into output indicators:
• Identify and select output indicators• Establish output performance targets
Process Excellence Week -- 29 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
1. Group similar and common statements received from customers. Select or adjust comments from each group to form a single statement which best represents the VOC.
2. Clarify, in measurable and specific terms, the customer requirement(s) associated with each key VOC statement.
3. Based on clarification gathered through Voice of the Customer and the Critical Customer Requirements, state the key customer issue associated with each VOC/CCR statement.
Translating VOC into CCRs
Voice of the Customer Critical Customer Requirement
Actual customer statements and comments which reflect their expectation of a product or service.
“My burger is cold and stale.”
“I’m waiting way too long for my order.”
“These ingredients are too messy.”
Key Customer Issue
Describes the experience surrounding the product or service expected or desired by the customer.
It should reference a process and the direction of improvement.
Increase temperature of delivered food in the burger production process
Reduce cycle time in burger order process
Decrease variation in placement and amount of ingredients in the burger production process
The specific, precise, and measurable expectation which a customer has regarding a product or service.
All toppings should not extend
beyond the bun’s diameter.
Total time per order should not exceed 2 minutes.
Burger should be warm and fresh.
Process Excellence Week -- 30 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
CTQ & CTP Examples
CTQ’s
Process Output Indicators
CTP’s
________
________
________
________
CTQ’s
Price/Unit
Delivery Time
Dimensions
Purity
Reliability
Color
Service Level
CTP’sCost/Unit
Productivity
Compliance with
Regulations
Changeover Time
Safety
Certification
Critical to:
The Business
The Regulator
The Employees
Critical to:
The Customer
The Market
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Develop An Issue Statement
• Design
• Accounts Receivable
• Order entry
• Shipping of parts
• Invoicing
• Defects
• Cycle Time
• Rework
• Efficiency
• Complaints
• Increase
• Decrease
• Improve
• Reduce
• Eliminate
Process
Reference
Quality
Characteristic
Change
Indicator
Process that needs
improvement
What needs
improvement
Nature of the
improvement
Process Excellence Week -- 32 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Little y’s
Vital X’s
DSS Projects
Big Y (VOB)
Issue Statement Improve the accuracy of the customer insight process
NPI Say/DoNPI Say/Do
Unit VolumeUnit VolumePricePrice Manufacturing Cost
Manufacturing Cost
Development Cost
Development Cost
Business Case Effectiveness
Business Case Effectiveness
Product Launch Timeliness
Product Launch Timeliness
• Customer Insight Process
• Market Size Forecasting
• Commercial DOE Testing
• “Do” Rescue Tools Kit
• Resource Management
• Work Allocation
• Specs / Requirements Management
• Digitized M-Gates
<10% <10%>75% <5%
Project Schematic Example
Process Excellence Week -- 33 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Root Cause Analysis
Identification of the few underlying factor(s) causing the problem
Identifies the vital X’s driving the Y performance
Attacking the top 20% of causes will solve 80% of the effect (80/20 Rule)
Avoids implementing quick fixes that only cover up the problem
Builds data-driven consensus on prioritized causes
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product or service names are the property of their respective owners. © Motorola, Inc. 2009.
DMAIC
Reduce Defects using DMAIC
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Reduce Defects using DMAIC
Objective• Understand & Measure the sources of defects and
variation in your process or product.• Brainstorm potential Root Causes and let the Data
guide you to a decision.• Develop solutions that best address the root cause.
Key Tools– Affinity Diagram– 5 Why’s– Cause & Effect Diagram (a.k.a. Ishikawa, Fishbone)
Process Excellence Week -- 36 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
DMAICDMAICVariation & Defect Variation & Defect
ReductionReduction
LeanLeanProcess EfficiencyProcess Efficiency
& Speed& Speed
DMADVDMADVNew Product & New Product &
ProcessProcess
Use for improving quality & service problems; reducing variation
Use for improving process optimization & speed
Use for developing new processes; or radical change in process
DSS Methodologies
Process Excellence Week -- 37 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Define Define OpportunitiesOpportunities
MeasureMeasurePerformancePerformance
AnalyzeAnalyzeOpportunityOpportunity
Control Control PerformancePerformance
Baseline Performance, Operational Definitions,Measurement Plan, QFD, Check Sheets
SPC, Control Charts, Document & Standardize,Control Plan, SOP's, FMEA
Improve Improve PerformancePerformance
Develop solutions, Testing, Confirming solutions,Communication Plan, Solution Matrix
Brainstorming, Root Cause Analysis, Cause & Effect Diagrams, Pareto Diagrams, Affinity Diagram
Business Case, Team Charter, Stakeholder Analysis, VOC, CCR's, CTQ's, SIPOC, Process Maps
DMAIC Phases and Tools
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Brainstorm CausesBrainstorm Causes
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Affinity Diagram
Affinity Diagrams encourage creativity by everyone on the team at all phases of the process by breaking down long-standing communication barriers. Teams use this type of diagram to overcome team paralysis which is brought on by an overwhelming array of options and lack of consensus.
When using Affinity Diagrams follow these simple steps:
1. Write the issue under discussion in a full sentence2. Brainstorm at least 20 ideas or issues3. Without talking: sort ideas simultaneously into 5-10 related groupings4. For each grouping, create summary cards using consensus
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Affinity Diagram
Issues Surrounding Returned Orders
Tip: Use Post-it Notes when brainstorming the ideas so that they can be moved around more easily.
Mechanical
Grill not Hot enough
Fryer did notcook french fries
thoroughly
Store Environment
Not enough workers
Stations are Too crowded
Order Entry
Poor Handwriting
Not enoughCashiers at front
Counter
Incorrect writtenorder by cashier
Toppings problems
Toppings tooMessy at ingredients
station
Wrong combinationOf toppings
Vegetables notfresh
Burger Bunsare stale
Our store and equipmentMust be more reliable
We must focus on the ordercreation & fulfillment
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5 Why’s
Using the Cause and Effect diagram with the major categories, begin with the “most likely” — the questioning of “why.”• Why does this occur?• Why does the condition exist?
Root Cause – Most Basic Reason a Problem Has or Could Occur
1. Ask “Why” 3-5 times.
– Why is this failure mode active?
Progressively becomes more difficult and a more thought provoking assignment.
Early questions are usually superficial, obvious; the later ones more substantive.Why did this
happen?
Symptom 1
Symptom 2
Symptom 3
Symptom 4
Probable Root Cause
“why”
“why”
“why”
And more “why’s”
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Example of 5 Why’s
• Problem: Order returned due to cold food.
Why is this burger cold? Took too long from the grill to customer
Why did it take too long? Had to wait for fries to be added
Why did it wait for the fries? Fries were not dropped into the fryer
Why were the fries not dropped into fryer?
Fry station worker rotated to help cashier
Process Excellence Week -- 43 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Cause and Effect Diagram
CAUSES EFFECT
ProblemStatement
Salespeople
Receipt process
Analyses were unable to verify 40% of January
receipts
Rushed salespeopleHourly completion
required
Rushed
Too many sales
Not enough salescoverage at peak times
Perhaps the most useful tool for identifying root causes is the cause and effect diagram. It goes by several names (Ishikawa, fishbone, etc.) and there are a variety of ways to use it. The cause and effect diagram is primarily a tool for organizing information to establish and clarify the relationships between an effect and its main causes.
The cause and effect diagram identifies the root cause(s) of the problem so that collective actions can be taken to eliminate their recurrence.
The cause and effect diagram develops a picture composed of words and lines designed to show the relationship between the effect and its causes.
The cause and effect diagram assists in reaching a common understanding of the problem and exposes the potential drivers of the problem.
Process Excellence Week -- 44 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Fishbone Example: Big Y’s Burgers
Method Measurement
ReturnedOrder
Manpower
Untrained
Employee sick
Understaffed
Not enoughAssigned to work
UnreadableTicket
Material
Stale Bread
Not enough friesDelivered to wrong customer
IncorrectOrder
Ticketed wrong
Incorrect Placement Order
Toppings
Too Messy
Environment
Lunch Rush-too many orders
Lighting
Note: A Fishbone can be quantified using a Cause & Effect Matrix. See a Black Belt for more information.
Machine
Wrong Wrapping Material
Bad lettuce
Grill Broken
Sauce Dispenser
Fryer Problems
Too cold
No flame
Language Barrier
Crowded Space
Wrong sizes usedWrong
Toppings
Incorrect wrappingToo much ice
Excess Toppings
5 M’s + E
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Fishbone Example (Affinity)
FinancePolicy
Documentation
Invoices paid late
ComputerSystem
ExcessDemand
Access Limitations
Low Priority
Older System
Downtime
NewMaintenanceContractor
ExcessDemand
ManualSort
Process
Internal MailSystem
Cost-Reduction Program
One Pick-Up Daily
Workspace Equipment
Lost/Misplaced Mail
Turnover
Inexperienced Staff
ManualFiles
CrowdedSpace
Resigned
No Limit Manager
Missing DocumentationBranch Offices
Forward Payments Weekly
CentralizedPayment
Authorization
Audit Recommendationfor Tighter Control
Reorganizationof Purchase Org.
MissingPurchase Orders
Maximize Cash
PaymentDelays
Increased Workload
Staff
Turnover
HiringFreeze
Access Limitations
Low PriorityMorale
Paycuts
OvertimeReduced
Productivity Deadlines
Note: A Fishbone can be quantified using a Cause & Effect Matrix. See a Black Belt for more information.
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LEAN(DMADDD)
Improving process optimization & speed
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Digital Six Sigma Flow Chart
Business Case
Stakeholder Analysis
Customer Information
Process Measurement
Process Mapping (VSM)
SolutionsDeveloped
Document & Standardize
Digitize &Draw Down
DMAIC
LEAN
DMADV
Define Measure Analyze
Risk Assessment
Issue Statement
Team Charter
Solutions Selected
DOETesting
Improve Control
Root
Cause
Valu
eA
nalysis
no
QualityEffic
iency
yes
New Process or Product
no
yes
BHAG
ParadigmAnalysis
Ideal Design VerifyCustomer Needs
& Requirements
Customer Needs& Requirements QFDQFD
Customer
Business
ProcessPerformance
Achieved
no
MeasurementSystems Analysis
1
Change Management
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Maximize Efficiency using Lean
Objective• Look for major opportunities to improve speed• Evaluate common inputs and outputs for parallel paths• Quantify Value of major activities• Develop and Test Improvements
Key Tools– Voice of Customer– Value Analysis
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DMAICDMAICVariation & Defect Variation & Defect
ReductionReduction
LeanLeanProcess EfficiencyProcess Efficiency
& Speed& Speed
DMADVDMADVNew Product & New Product &
ProcessProcess
Use for improving quality & service problems; reducing variation
Use for improving process optimization & speed
Use for developing new processes; or radical change in process
DSS Methodologies
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DefineDefine
MeasureMeasure
AnalyzeAnalyze
Draw DownDraw Down
Baseline Performance, Operational Definitions,Measurement Plan, QFD, Check Sheets, Surveys
Ensure Compliance to Process, Remove ParallelPaths & ‘work arounds”
DesignDesignDevelop & Prototype Solutions, Communication Plan
Brainstorming, Value Analysis: Identify process areascausing poor efficiency
Business Case, Team Charter, Stakeholder Analysis, VOC, CCR's, CTQ's, SIPOC, Process Maps
Lean (DMADDD) Phases and Tools
DigitizeDigitize Automate new solutions.
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20%
15%
30%
10%
25%
Rework Not done right first time Poor quality, rejects,
returns • Checking • Approvals • Redundancy
Idle Time • Waiting/ Delays • Backlog
Value Added Work
Bureaucracy
BusinessRequirement
Bureaucracy• Work no one uses• Reports not used• Non-productive meetings
Value-Added WorkIt physically changes the inputsThe customer is willing to pay for it, or requires it* Features customer cares about
Last Super Bowl, the Ball was in motion 17 minutes!
Why do a Value Analysis?• 80% of most processes are non-value added work!• Design out work that consumes valuable time and energy
BusinessRequirements• Work that keeps the
organization running, but has no value to the external customer
• Financials• Hiring
Value Analysis
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Understanding Value Analysis• Introduction to Improvement Criteria
– Team can often identify quick and simple opportunities for significant improvement.
– Sometimes these quick wins are sufficient for accomplishing the team’s improvement goals.
• Customer Value-Added - An activity can be described as adding value for the customer only if:
• The customer recognizes the value• It changes the product toward something the customer expects• It is done right the first time
• Operational Value-Added - An activity adds operational value if it is not a customer value-added activity and is:
• Required to sustain the workplace ability to perform customer value-added activities• Required by contract or other laws and regulation• Required for health, safety, environmental, or personnel development reasons• Done right the first time
• Non Value-Added Activities• A team preparing to perform a value analysis of a process will begin by asking some
questions relative to each step in the process. Some of these questions may include:
– Is this step required by a customer?– Could this step be eliminated?
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Understanding Value Analysis
• Examples: Non-Value-Added Activities– Proofreading– Counting the amount of work– Inspection and checking– Sorting work– Logging information– Checking calculations– Reviewing and approving– Moving and set-up– Monitoring work– Stamping– Any type of rework
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Job A
As A Group:• Review each job tasks and materials• One flip chart page per job
1) Process Walk Through
Value line
20% value
80% non-value
• Review each activity & input for value/non valueValue Add =
– Customer will pay for it– Changes inputs
Non-Value=– Redundant– Rework– Unnecessary– Inefficient
• Move value added activities above the value line• Move non-value activities below the value line
2) Separate Value from Non-Value Work
Value Analysis
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Non-Value Categories Priorities
#NVA’s:_____
#NVA’s:_____
#NVA’s:_____
E.g., Walking
Value Analysis
Group Common ActivitiesRecord, Look up, Walk, etc...Inputs/Outputs Calculate Time/Category
Add up non-value vs. value activitiesDoes number of non-value activities approximate 80%?
3) Verify 80/20 Rule
4) Categorize Non-Value Areas
5) Prioritize Non-Value Areas
Rank Order “biggest” time wasters by # of NVA’s
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DMADV
Design Optimal Process using DMADV
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Digital Six Sigma Flow Chart
Business Case
Stakeholder Analysis
Customer Information
Process Measurement
Process Mapping (VSM)
SolutionsDeveloped
Document & Standardize
Digitize &Draw Down
DMAIC
LEAN
DMADV
Define Measure Analyze
Risk Assessment
Issue Statement
Team Charter
Solutions Selected
DOETesting
Improve Control
Root
Cause
Valu
eA
nalysis
no
QualityEffic
iency
yes
New Process or Product
no
yes
BHAG
ParadigmAnalysis
Ideal Design VerifyCustomer Needs
& Requirements
Customer Needs& Requirements QFDQFD
Customer
Business
ProcessPerformance
Achieved
no
MeasurementSystems Analysis
1
Change Management
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Objective: Perfecting the process so that we don’t have to do DMAIC/ DMADDD!
• Focuses on creating new processes
• Or, creating a significantly new level of performance
DMADV
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DMAICDMAICVariation & Defect Variation & Defect
ReductionReduction
LeanLeanProcess EfficiencyProcess Efficiency
& Speed& Speed
DMADVDMADVNew Product & New Product &
ProcessProcess
Use for improving quality & service problems; reducing variation
Use for improving process optimization & speed
Use for developing new processes; or radical change in process
DSS Methodologies
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DefineDefine
MeasureMeasure
AnalyzeAnalyze
VerifyVerify Verify Design, Document & Standardize, Prototype,FMEA, Digitization
DesignDesign Solution Matrix, Optimized Design, DOE, Pilot Plan
Paradigm Analysis, SOV Studies, CTQ Flow Down,Initial Models & Ideal Designs
Business Case, Team Charter, Stakeholder Analysis, VOC, CCR's, CTQ's, BHAG’s
DMADV Phases and Tools
Measurement Plan, Operational Definitions, QFD
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BHAG’sBig, Hairy Audacious Goals
Obstacles
* Perception that significant improvement is impossible* Fear of not making the goal* Risk averse people or culture
Why? BHAG’s force you to create world-class processes
How?
1. Set a goal that will “significantly” exceed current performance & industry benchmarks
2. Ask, “What goal will make us better than the best?”
3. The goal should feel impossible! If it doesn’t, you’ll need to cut your stretch goal in half.
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Paradigm AnalysisA paradigm is a set of assumptions (believed to be true) that may significantly limit our view of what’s possible and ultimately, our performance.
1. Brainstorm Paradigms
1. What the customer wants Outputs
2. What you have to do Activities
3. Your resources Inputs
1. Identify Givens—things customer/company is unwilling to change
16 data points Hard copy Customer isn’t changing No automation
2. Eliminate "Can't”PERISH PARADIGMS!
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The Pendulum Swings
A group of construction specialists, attempting to reduce the cost of a new office building, proposed replacing a 10-story spiral staircase for the atrium with a 10-story brass pendulum.The architect was delighted. The owner was enthusiastic. Half a million dollars was saved!
This may give visions of executives sliding down the brass pole, but it really made perfectsense. The function of the staircase was not to serve as a way to get from floor to floor. The building had elevators to do that. The spiral staircase was merely an architectural feature toconvey an upsweeping dynamic vision to visitors.
The group realized that projecting an image was the key to the problem. They brainstormeda variety of different ways to project such an image. In the end, they settled on the brasspendulum, partly because of the money it would save.
A group less skilled at problem solving would have proposed ways to build the spiral staircase more cheaply. This group got to the nub of the matter and focused on the function of the staircase.
Groups need to manage their problem-solving and communication process to find the pendulums, not cheapen the staircase.
Ideal Design Case
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Ideal Design
Start with vision & design backwards
1) Redefine Outputs (Customers true needs)• What needs are we really trying to meet?• Forget about how we currently meet the need• How else could we meet those needs?
2) Redesign Value Activities• How else can these activities be done to achieve the result?• Benchmark other companies & industries – How do the “best of best” do it?
3) Re-evaluate Inputs• What information is really needed?• In what other form could you use or receive the inputs?
4) Experiment • Ideal design is Iterative, so the more tests, the quicker the success!• Retrain
Ideal Design is a clean slate approach to process innovation that:
• Encourages “visionary” thinking about best system• Legitimizes “letting go” of legacy system
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Ideal Design
Paradigms Ideal Designs
Baseline Test
Output
Input
Value Activity
• What are your paradigms about the current output?• Brainstorm alternative output designs to achieve BHAG
• What is the last activity performed to produce output?• What are your paradigms about this activity?• Are there other ways to do this activity to achieve BHAG?
• What are your paradigms about the current input?• Are there other ways to use the input to achieve BHAG?
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Successful Process Digitization
Don’t digitize too soon! Have we done everything to improve this process before automating?
Have low cost web applications or re-usable solutions been considered?
What tracking systems are needed to ensure process compliance & to prevent “workarounds”?
Have all supporting procedures & policies to perform the process been revised or updated?
Have supporting procedures & policies for the old process been eliminated?
Does training exist in order to teach people the new process?
Is there an acceptable ROI for digitizing this process? Can the applications be re-used?
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Directed Innovation
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Where’s The Magic?
Park in the problem space
Fire = Invent, Ready, Aim
Manage Creativity like a project
Get smart people in a room & brainstorm
Identify & evaluate importance of problems as well as solutions
Subjective assessment of solutions to implement, patents to file
More difficult problems & radical solutions require more participants and diverse ideators
Narrow, incremental “inventions” from individual inventors lead to lower-value patents
Status Quo
Vs.
6
Process facilitation role with diverse, cross-functional participant pool
Ad hoc inventors from same project
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What is Directed Innovation?
• New Focus – Gnarly Problems, conflicts and tradeoffs generated from contrasting today’s solutions with Ideal solution
• New Organization – Process Facilitator,SMEs: Critical & Free thinkers, Convergent & Divergent thinkers, Inventor Mentors
• New Tools – Provocation, Problem Storming, Question Banking, TRiZ, Value Analysis
• New Thinking – Creative Problem Solving vs. Brainstorming, Inventing, Patenting
• New Technology – Provocation worksheets, Idea Sheets, Post-it Notes, Chocolate, Mint & Cinnamon*
• New Applications – Patent drafting/Claims writing, Research Project Definition, Marketing, Product Naming
* Stimulate the right side of brain
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PerformanceImprovement
Discontinuous Improvement
Low Hanging Fruit
Traditional Management
Crisis Crisis
100%
50%
20%
0%
-10%3 6 9 12 months
(Status Quo)
Continuous improvement
DMAIC/DI
Lean/DFSS/DMADV/DI
Ray Stata, Sloan Management Review, 1989.
What can we expect from DI? The Process Half–Life Effect
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History
• Advanced Inventing– Ad hoc brainstorming by project teams– Infrequent Patent attorney participation– Direct to patent filings
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History• Strategic Portfolio Development
– Focused on generating solutions & patents from new promising technology– TRiZ used rarely to identify conflicts & tradeoffs in new technology– Attorney = scribe– SME = facilitator (sometimes)– Project &/or technology team participation– Participants vote on ideas to patent
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History
• Directed Innovation– Agnostic facilitator– Provocation/Question Banking– Diverse & cross-functional team– Innovators = scribes-> Idea Sheets– Problem Storming –> Post-its– Chocolate, Cinnamon, Peppermint– Competition– Concept Evaluation by SMEs & Patent Attorney– Prior Art searching/ Patcomm review– Inventor Mentors– Balanced left brain vs. right brain activities
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The “Define” Phase Is Critical
Project SelectionProject Selection
Team CharterTeam Charter
StakeholderStakeholderAnalysisAnalysis
Customer Customer RequirementsRequirements
Lack of alignment between business & IP StrategyLong time to obtain (3-4 yrs) & leverage (8 yrs.) IPNo budget allocation to future problems (AnTRIZipation)
No concise & shared problem statementsNot staffed with the right people or enough planning
Lack understanding of variety of customers’ perspectives& issues/problems – FUNCTIONAL perspective lacking
Risk Risk AssessmentAssessment Starting projects with no understanding of IP Landscape
Ignoring early red flags – litigiousness of competitors
Key stakeholders risk averseKey stakeholders invent themselves
90% of innovation initiatives fail due to:
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Treat Your Inventing session like a PROJECT and MANAGE it!
1.0PLAN
4.0 ACT
3.0CHECK
2.0DO
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Use for understanding all the problems to be solved in order to implement the Ideal Solution
Use for engaging diverse population in creative problem solving to generate more and better solutions
Use for effectively capturing all solutions potentially applicable in this problem domain or closely-related ones
Use for determining most feasible, revenue-producing solutions
Use problem statements to generate specification and all solutions to generate independent and dependent claims of patent application
Directed Innovation Methods OverviewProvocation / Provocation /
Problem StormingProblem Storming
QuestionQuestionBankingBanking
IdeationIdeation
ConceptConceptEvaluationEvaluation
Disclosure /Disclosure /Claims DraftingClaims Drafting
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PLAN
• Select Inventing team Subject Matter Experts (SMEs) in Technology Domain
Identify/select team members• critical thinkers (problem-oriented)• divergent thinkers (creatives)
Facilitator (see IAF Handbook of Group Facilitation)
• process observer • objectivity • no emotional connectivity to outcome
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• Problem Storming (w/ critical thinkers)
– Describe and list all attributes of Ideal Solution(s)• see TRiZ @ http://www.triz-journal.com
– Identify known solutions X and current patents Y• Describe characteristics and parameters of X and Y and why they are
insufficient: CRITICAL CHALLENGES• 39 Parameters Matrix (http://triz40.com/) & 40 Inventive Principles
– Once have Critical Challenges, transform these problem statements to thought-provoking questions to inspire radical thinking
• Generate an open-ended question in the form of "How might we achieve the IDEAL attribute by applying X or Y technology or solution without introducing a limiting characteristic (parameter) of X or Y technologies or solutions?”
*The format of the problem statements and related open-ended thought-provoking questions is key to successful results
PLAN
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Issue Statement – DI Prework
• Reframe original problem statement as several different open-ended, thought-provoking, generic questions that can engage diverse set of creative problem solvers & generate portfolio of alternative solutions
• Break Ideation into several 1- 1.5 hour sessions focusing on one problem/question within the domain for 15-30 minutes each
• Keeps team focused!– Fast-paced– Rotate partners– Idea Sheet generation competitive
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• ““Problem Storm” on #3…AND ideate potential thought-provokingProblem Storm” on #3…AND ideate potential thought-provokingQuestions for the DI session (Steps #2-4+)Questions for the DI session (Steps #2-4+)
• Which of those conceptual directions in #3 is the Boldest Provocation?Which of those conceptual directions in #3 is the Boldest Provocation?
• Provocations – what would be possible if each of our constraints Provocations – what would be possible if each of our constraints were removed? Address each limitation individually in #2; try to gen 2-3 were removed? Address each limitation individually in #2; try to gen 2-3 per item in #2.per item in #2.
• List & # perceived limitations, boundaries, constraints.List & # perceived limitations, boundaries, constraints.
• Technical Conflict/Problem Area:Technical Conflict/Problem Area:
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1. Focus/Goal/Objective/Problem:
2. li
mita
tions
2. li
mita
tions
3. O
ppor
tuni
ties
w/o
lim
itatio
n3.
Opp
ortu
nitie
sw
/o li
mita
tion
QuestionGeneration-Recipe: How might we use Opportunity #3 to overcome Limitation #2 and achieve/remove #1?
OR How might we achieve/remove #1 by using #3 without #2?
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“Millions saw the apple fall, but Newton was the
one who asked WHY.”
Bernard Baruch
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How Questions Help Creative Problem Solving
• Clarifies problems• Engages minds• Increases brain flow• Cultivates curiosity• Improves Listening• Promotes analogous thinking• Enhances quality thinking• Accelerates innovation• Improves idea management
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Questions Accelerate the M-Curve and Help Produce Breakthrough Ideas Faster
VALUEVALUE
OldOldIdeasIdeas
NewNewSolutionsSolutions
TIMETIME
????????????????? STIMULANTS ???????????????
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What is the Question Banking Methodology?
IDENTIFY Sources of Questions COLLECT Questions ORGANIZE Questions IMPROVE Questions APPLY Questions (Questionate to Ideate)
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Questions to Ask When Collecting Questions
What are ALL the questions that people might answer in order to address the goal(s), challenge(s) or problem(s)?
What are all the obstacles or challenges that might relate to the goal(s)?
What are the 3-5 MOST IMPORTANT questions that should be asked to address the goal(s)?
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Question Banking TIPS & Checklist Archive Word outline or Excel database Distribute to diverse community for feedback Review & reuse problem statements Search the internet for existing solutions and reframe as questions Review other Question Banks Wordsmith and polish questions
– Use www.thesaurus.com– Increase “open-ended” questions– Eliminate “closed” questions that can be answered “yes” or “no”– Replace “can” and “could/should” with “might” and “may”– Genericise so non-domain experts can engage and invent from different domains– Tease out conflicts, contradictions and tradeoffs
√ Quality Review CHECKLIST Brief and concise Provocative, inviting and inspiring Clear and focused Understandable by variety of people Grammatically correct Functional, action-oriented verbs that describe the desired result or outcome
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“Don’t Ever Stop Asking Questions” - Albert Einstein
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TeamIdeation =
TeamProblemSolving
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Many Techniques to Think Creatively
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TRIZ
Teoriya Resheniya Izobretatel’skikh Zadach
The Theory of Inventive Problem Solving
Dan HeckDan Heck
847.570.0449847.420.1744 c847.400.0880 faxhttp://www.bluefuseinc.com
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Albert Einstein
"The mere formulation of a problem is far more often essential than its solution, which may be merely a matter of mathematical or experimental skill. To raise new questions, new possibilities, to regard old problems from a new angle requires creative imagination and marks real advances in science."
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TRIZ-An amazing set of tools
• Theory of Inventive Problem Solving
• Techniques for creative problem solving validated by over 50 years of research and 19 years of real world application
• Invented by Genrich Altshuller in 1946
• Premise: Creative Problem Solving isn’t
just brainstorming!!!
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Objects and Functions Psychological Inertia
Lines of engineering system evolution
Ideal Model
Some Aspects of TRIZ
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Problems can be constructed asSubstances and Fields of Interactions
S1 S2
Psychological inertia
Key Insight #1:Strip descriptions of
domain language
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Action Words to Reframe Interactions or Functions
Verbs that are best to use (in place of domain-specific verbs):
1. Obtain : evolve, extract, obtain, produce, synthesize
2. eliminate: absorb, break down, decompose, remove, treat
3. Move: agitate, orient, rotate, stir, transmit
4. Retain: apply, deposit, embed, hold, join, retain
5. Protect: preserve, protect
6. Separate: comminute, crush, extract, separate, spray
7. Change substance’s Properties: change, produce
8. Measure properties: change, define, detect, determine, measure, visualize
9. Generate: create, evolve, generate, initiate, produce
10. Absorb
11. Redistribute energy: concentrate, disperse, orient, reflect, transmit
12. Accumulate (energy)
13. Change field’s properties
14. Measure field’s characteristics: detect, measure, visualizeTFM Problem Analysis Step 3
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Our mind tends to automatically organize new information with our current knowledge.
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“Even though one was correct at each stage, the situation may still have to be restructured to proceed.” Edward de Bono [http://www.edwdebono.com/]
contradictions
Key Insight #2:Be willing to rearrange
what you know
(overcome psychological inertia!)
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Technical Contradiction
• A situation when an improvement of one characteristic (parameter) leads to the deterioration of another characteristic (parameter).
How to improve
both A and B
Parameter B
ENGINEERING SYSTEM
Used with permission: Invention Machine Corporation
Parameter A
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How do engineering techniques handle contradictions?
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What did Altshuller observe?
Inventors Don’t Optimize First…
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Inventors start with a different question!
How can I build a SMALL cellphone that’s lightweight, AND with BIGbuttons my elderly parents can
see and select without misdialing?
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Clever inventions achieve the desired function without harming or deteriorating other parameters of the product, software, or
service.
Burn bright without burning up! View exactly what the
film will see without obstructing the light
Heavier than air AND weigh nothing.
Guttenberg printing press, oil-based ink - print a page as clear as a custom woodblock print
single lens reflex camera
ELIMINATE COMPROMISE!
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400,000 Inventions Studied by Altshuller – The Most Clever Solved Contradictions
Key Insight #3:
If you find yourself trading off features, reframe your desire into, “I want BOTH [feature 1] AND [feature 2].”
Then stay in this creative space!
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You Think…• Identify a fix you want to make or an area under your control you want to
improve.
• Write it down: “I want to __________.”
• Now, what is one of the obstacles to doing that?
• Write that down: “If I do what I want, then _______ becomes a problem.
• Rewrite the contradiction with an inventor’s mindset: “How might I have BOTH ______ AND _______?” or “How might I have ______ without ____________?”
• Now, don’t dismiss it…• Park on it…• Ponder it…• Find a solution that “resolves the contradiction.”
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“Do inventors use any common approaches to solve contradictions?”
Altshuller was a very curious fellow…
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9. Preliminary
Across 400,000 patents, Altshuller
identified 40 approaches repeatedly used by inventors
called the 40 Inventive Principles.
9. Preliminary9. Preliminary
9. Preliminary9. Preliminary
9. Preliminary9. Preliminary
9. Preliminary
8. Anti-Weight
7. ‘Nested Doll’
6. Universality
5. Merging
4. Asymmetry
3. Local Quality
2. Taking Out
1. Segmentation
9. Preliminary9. Preliminary
9. Preliminary9. Preliminary
9. Preliminary9. Preliminary
9. Preliminary9. Preliminary
9. Preliminary39. Preliminary
40. CompositeMaterials
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What Motorola tools are the sources of questions?
• Pack of Principles (Triz card deck)• Triz & Strategic Technologies
Question Banks
Questions Based on 40 Triz Principles v1
1. Segmentation (Principle #1)
1. How might it be segmented? 2. How might it be segmented into independent parts? 3. How might it be easy to disassemble? 4. How might we increase the degree of fragmentation or segmentation?
2. Separation (Principle #2)
5. How might the interfering parts or properties be singled out? 6. How might only the necessary part be single out?
3. Local Quality (Principle #3)
7. How might the structure be changed from uniform to non-uniform? 8. How might the external environment or influence be changed from uniform to non uniform? 9. How might each part function in conditions most suitable for its operation? 10. How might each part fulfill different and useful functions?
4. Symmetry Change (Principle #4)
11. How might the shape be changed from symmetrical to asymmetrical? 12. If it is asymmetrical, how might the degree of asymmetry be increased?
5. Merging (Principle #5)
13. How might identical or similar objects be brought closer together or merged? 14. How might identical or similar parts be assembled to perform parallel operations? 15. How might operations be contiguous or parallel? 16. How might operations be brought together in time?
6. Multifunctionality (Principle #6)
17. How might parts or objects perform multiple functions? 18. How might parts or objects eliminate the need for other parts?
7. Nested Doll (Principle #7)
19. How might one object be placed inside another? 20. How might one object be placed inside another, and then inside another? 21. How might one part pass through a cavity into another?
8. Weight Compensation (Principle #8)
22. How might the weight of an object be compensated by merging with other objects to provide lift? 23. How might the weight of an object be compensated by interacting with the environment? 24. How might the weight of an object be compensated by interacting with the aerodynamic forces? 25. How might the weight of an object be compensated by interacting with the hydrodynamic forces?
TRIZ-Q Bank40 Inventive Principles; 99 Questions
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Summarize
Recognize the Contradiction
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Summarize
40 Inventive Principles
Recognize the Contradiction
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Summarize
40 Inventive Principles
Select a few Likely Approaches
Recognize the Contradiction
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Summarize
40 Inventive Principles
Select a few Likely Approaches
Brainstorm Ideas Around Each One
1. #
2. #
3. #
4. #
1. #
2. #
3. #
4. #
1. #
2. #
3. #
4. #
1. #
2. #
3. #
Recognize the Contradiction
Question
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Do different engineering disciplines use the same Inventive Principles to solve
analogous contradictions?
Lines of Evolution
Simplified TRiZ: New Problem-SolvingApplications for Engineers & ManufacturingProfessionalsby Kalevi Rantanen, Ellen Domb
www.triz-journal.com
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2
3
I, main parameter
T, Eng Sys Life Span
1
S-curve of Evolution
Function Value = -------------- Cost
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Key Insight #4:
Technology matures along repeated curves.
Look for solutions already implemented in any area you think might have trade-offs similar to yours.
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Ideality-in the physical world…applies to software
An Ideal System occupies no space, has no weight, requires no service or maintenance, but still performs the Main Function with all the benefits and no harmful interactions.
What is the ideal software program?
What is ideal data?
no memory?
functions require
no cycle time?
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Key Insight #5:
Clearly define the IDEAL outcome
… if anything were possible, what are all the parameters & characteristics that describe the ideal solution?
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Think CreaTRIZivelyTM!
#1 Strip descriptions of domain language #2 Be willing to rearrange what you know #3 Describe contradictions and park on them!
#4 Is this problem or trade-off solved in other
disciplines? #5 What would this ideally look like?
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“Don’t worry about other people stealing your ideas. If your ideas are any good, you’ll have to ram them down people’s
throats.”
– Howard Aiken, IBM Engineer
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2.0 DO = CREATE
• Schedule venue & gather materials
Laptop w/ projection system Round table(s) Easel boards w/ large Post-it3M sheets to hang on walls Small lined Post-its3M – CAPTURE PROBLEMS TOO! Provocation Templates, Idea Booklets, Idea Exchange Template Pens & Pencils & Colored Markers
Toys & puzzles & Silly PuttyTM or Play-DohTM
Chocolate & cinnamon & popcorn– Chocolate may boost brain power: http://health.yahoo.com/news/162487– Painting with Chocolate: http://painting.about.com/cs/inspiration/a/chocolatepaint.htm
DO
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Session Name: Gemini Innovation Workshop
What problem are you trying to solve?(If working from a list of questions, record the question number.)
What is your idea/solution?
How might your idea/solution be implemented? (A sketch, flowchart, or list of features will help to explain this.)
Innovator(s) CoreID(s): Today’s Date:
4/27/2007
Potential Business Value:
High, Medium, Low, Unknown
What is a “working title” or keywords for your innovation?
Motorola Confidential when Completed
Suggested Lead:
Session Name: Gemini Innovation Workshop
What problem are you trying to solve?(If working from a list of questions, record the question number.)
What is your idea/solution?
How might your idea/solution be implemented? (A sketch, flowchart, or list of features will help to explain this.)
Innovator(s) CoreID(s): Today’s Date:
4/27/2007
Potential Business Value:
High, Medium, Low, Unknown
What is a “working title” or keywords for your innovation?
Motorola Confidential when Completed
Suggested Lead:
Idea Sheet
Idea Recorder
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CONFLICT: 1. Time or Speed of Need vs. Quality/accuracy/robustness of data
QUESTION: How might we design a solution with both high-speed data delivery and accurate, high-quality data (enduring)?
Solutions:
Evaluate: How might this solution apply to each of 3 business model frameworks?We sell a platform (HW+SW) solution?We provide customized/tailored applications & services (analysis package) to enterprise customer?We collect the data & make $ by brokering data to other parties, or sell analysis results derived from the data?
What new tradeoffs, conflicts, and constraints have you identified as you applied or modified your solution within the context of the business models?
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Idea ExchangeChallenge: _____________________________________
Gerald Haman: http://www.solutionpeople.com/people.htm
1. One idea per light bulb
2. Generate high volume and wide variety
3. Build upon ideas passed to you
4. No evaluation yet!
InventorInitials
Directions:
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Patents & Intellectual Property Rights
Innovate Like Edison: The Success System of America’s Greatest Inventor by Michael Gelb, Sarah Miller Caldicott
“Next came the patent laws. These began in England in 1624, and in this country with the adoption of our Constitution. Before then, any man might instantly use what another man had invented, so that the inventor had no special advantage from his invention. The patent system changed this; it secured to the inventor for a limited time the exclusive use of his invention, and thereby added the fuel of interest to the fire of genius in discovery and production of new and useful things."
- Abraham Lincoln
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What is so great about patents?
• Novel solution to problem
• Teach others to advance science
"The patent system is nothing more than a way to encourage people toinnovate... to take risks... to make the world a better place.”
-- Dean Kamen, Spotlight On: The U.S. Patent System
• Prevent others from using, copying or selling your solution (invention)
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Why you and your employer might need patents
• Intellectual Property Rights include: Patents, Copyrights, Trademarks, Service Marks, Trade Secrets, Domain Names
• Considerations Costs – 1 patent filing (US) ~ $15,000;
• 3 additional maintenance payments to keep for ~20 yrs.
What is your market differentiator, core competencies or “crown jewels?” What (novel aspects of your work) do you want or need to exclude others from
replicating? Who is in a position to easily practice your art or copy your idea? Who are your competitors? Do they already have patents, trademarks, copyrights? Freedom of Action
• In what countries do you plan to ship product or provide services?
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The power of patents - continued
• Cost Avoidance / Loss of Market Share√ RIM paid NTP $612M in litigation settlement√ RIM had to stop selling Blackberry’s in US for period of time until settled
• Detectability & Enforceability√ Will you be able to identify whether someone is copying (“infringing”) your
product or service?√ If not, better to pursue trade secrets, copyrights, etc.
BOTTOM LINE: NEED TO USE CREATIVE PROBLEM SOLVING SKILLS EVERY BUSINESS DAY!
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CHECK:Evaluate
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Directed Innovation: 3.0 CHECK Phase
(evaluate)
Directed Innovation: 3.0 CHECK Phase
(evaluate)
3.1 Ideation Post-Process Evaluation• For each concept or idea generated, assign a VALUE score
Which Problem was it intended to solve?
How well does the concept “solve” the original Problem?
Is the solution novel vs. patent & internet search?
Engage additional Subject Matter Experts to assess, evaluate, broaden initial high-value concepts – Inventor Mentors!
• Identify unsolved problems for further ideation
CHECK
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• 3.2 Patent Committee evaluation of disclosure portfolio
• 3.3 Analyze ideation results and pursual rate of disclosures generated
• 3.4 Stay abreast of industry/domain trends
• 3.5 Keep current with Business-IP Strategy alignment and changes
• 3.6 Review Acquisitions’ impact on strength of IP portfolio
Directed Innovation: 3.0 CHECK Phase
(evaluate)
Directed Innovation: 3.0 CHECK Phase
(evaluate)
CHECK
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• 4.1 Stay vigilant and track trends:– Google industry-specific news = business or technology press releases
http://www.googlescholar.com
– Monitor relevant blogs, RSS feeds, email alerts, twitter
– Review internal and external competitive intelligence and trends reports
– Analyze portfolio pipeline (disclosures, filings, issuances):
Innovation, Delphion, Derwent (Thomson Reuters)
– Read patents USPTO, EPO, JPO, wipo.org = patent trend analysishttp://www.google.com/patents or www.freepatentsonline.com
4.0 ACT4.0 ACTACT
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4.2 Redirect non-patentable ideas to other suggestion systems or to business strategy teams
4.3 Provide inputs to business strategy on attractive IP Acquisitions
4.4 Determine other (cross-functional) teams to engage in follow-up ideation sessions
4.5 Identify new/emerging problems (trends) for solution invention OR assignees w/ existing solutions to partner with
4.6/1.0 “Plan” for follow-up inventing sessions (continuous process improvement)
Directed Innovation: 4.0 ACT Phase
Directed Innovation: 4.0 ACT Phase
ACT
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Post mortem – DI lessons learned
1. Two Day agenda- infuse with networking and fun!
2. INVENTOR MENTORS
3. Follow-through! Post the problem statements; share and reuse QUESTION BANKS
Engage employees as creative problem solvers worldwide
Involve more critical thinkers sooner in the Planning/problem storming
PLAN new sessions on low yield problem areas
4. Continue to evolve and publicize Question Banks to feed ideation pipeline
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Recommended Books for Skills Building• Innovate Like Edison: The Success System of • America’s Greatest Inventor • by Michael Gelb, Sarah Miller Caldicott
Think Better: An Innovator's Guide to Productive Thinking by Tim Hurson
Simplified TRiZ: New Problem-SolvingApplications for Engineers & ManufacturingProfessionalsby Kalevi Rantanen, Ellen Domb, www.triz-journal.com
Making Questions Work: A Guide to What and How to Ask for Facilitators, Consultants, Managers, Coaches, and Educators by Dorothy Strachan
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Good News!"The truly great advances of this generation will be made by those who can make
outrageous connections, and only a mind which knows how to play can do that."
- Nagle Jackson, Playwright Science of Playhttp://abcnews.go.com/Video/playerIndex?id=7001867 National Institute for Playhttp://www.nifplay.org/ Play: Introductory Videohttp://www.nifplay.org/index2.html
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Exercise
At this point Maria will walk participants through an exercise in converting the Original Issue Statement they created with Jeff into several
Thought-provokingOpen-endedCreative problem solving
Questions• Focused on The Conflict Zone (tradeoffs)
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1. Focus/Goal/Objective/Problem:
2. li
mita
tions
2. li
mita
tions
3. O
ppor
tuni
ties
w/o
lim
itatio
n3.
Opp
ortu
nitie
sw
/o li
mita
tion
QuestionGeneration-Recipe: How might we use Opportunity #3 to overcome Limitation #2 and achieve/remove #1?
OR How might we achieve/remove #1 by using #3 without #2?
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Handouts - sources of questions• Pack of Principles (Triz card deck)• -Handouts TRIZ-Q Bank
40 Inventive Principles
99 Questions - Handout
99 Questions based on 40 TRIZ Principles - v1
1. Segmentation (Principle #1)
1. How might it be segmented? 2. How might it be segmented into independent parts? 3. How might it be easy to disassemble? 4. How might we increase the degree of fragmentation or segmentation?
2. Separation (Principle #2)
5. How might the interfering parts or properties be singled out? 6. How might only the necessary part be single out?
3. Local Quality (Principle #3)
7. How might the structure be changed from uniform to non-uniform? 8. How might the external environment or influence be changed from uniform to non uniform? 9. How might each part function in conditions most suitable for its operation? 10. How might each part fulfill different and useful functions?
4. Symmetry Change (Principle #4)
11. How might the shape be changed from symmetrical to asymmetrical? 12. If it is asymmetrical, how might the degree of asymmetry be increased?
5. Merging (Principle #5)
13. How might identical or similar objects be brought closer together or merged? 14. How might identical or similar parts be assembled to perform parallel operations? 15. How might operations be contiguous or parallel? 16. How might operations be brought together in time?
6. Multifunctionality (Principle #6)
17. How might parts or objects perform multiple functions? 18. How might parts or objects eliminate the need for other parts?
7. Nested Doll (Principle #7)
19. How might one object be placed inside another? 20. How might one object be placed inside another, and then inside another? 21. How might one part pass through a cavity into another?
8. Weight Compensation (Principle #8)
22. How might the weight of an object be compensated by merging with other objects to provide lift? 23. How might the weight of an object be compensated by interacting with the environment? 24. How might the weight of an object be compensated by interacting with the aerodynamic forces? 25. How might the weight of an object be compensated by interacting with the hydrodynamic forces?
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Question Banking TIPS & Checklist Archive Word outline or Excel database Distribute to diverse community for feedback Review & reuse problem statements Search the internet for existing solutions and reframe as questions Review other Question Banks Wordsmith and polish questions
– Use www.thesaurus.com– Increase “open-ended” questions– Eliminate “closed” questions that can be answered “yes” or “no”– Replace “can” and “could/should” with “might” and “may”– Genericise so non-domain experts can engage and invent from different domains– Tease out conflicts, contradictions and tradeoffs
√ Quality Review CHECKLIST Brief and concise Provocative, inviting and inspiring Clear and focused Understandable by variety of people Grammatically correct Functional, action-oriented verbs that describe the desired result or outcome
Motorola Public, Process Excellence Week, Rev 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Summary – What have we learned?
• Six Sigma and DI share a common ancestry• Six Sigma began as an approach to reduce defects
(DMAIC)• It has evolved to include
– Efficiency and Effectiveness (Lean)– New Processes and Products (DMADV and SSPD)– Human Aspect (Change Management)
• DI began as an Ad hoc set of tools and methods• It has evolved into a facilitated, structured, team
approach for creating and capturing IP value.
Motorola Public, Process Excellence Week, Rev 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Summary – What’s Next?• Integrate DSS and DI
• Define – Measure – Analyze– Use Provocation/Problem Storming, Question Banking and
Ideation to Improve the Quality of the Problem Description
• Improve– Use Provocation/Problem Storming, Question Banking,
Ideation and Concept Evaluation to Generate Higher Value Potential Solutions
• Control– Use Disclosure/Claims Drafting to Capture Solution value
Motorola Public, Process Excellence Week, Rev 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
M
A
D?I
C
Stakeholders VOC VOB VOP
P
D
E
S
Prioritization
Projects
Decide
Quick Wins
A Phase Gate Process
Ch
ang
e Man
agem
ent P
roje
ct M
anag
emen
t
Improved Problem Definition
3
Motorola Public, Process Excellence Week, Rev 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
DSS Flow Chart – Directed Innovation overlay
Business Case
Stakeholder Analysis
Customer Information
Process Measurement
Process Mapping
SolutionsDeveloped
Document & Standardize
Digitize &Draw Down
BHAG
ParadigmAnalysis
Ideal Design Verify
DMAIC
LEAN
DMADV
Define Measure Analyze
Risk Assessment
Issue Statement
Team Charter
Solutions Selected
DOETesting
Improve Control
Root
Cause
no
QualityEffic
iency
yes
Customer Needs& Requirements
Customer Needs& Requirements QFDQFD
New Process or Product
no
yes
Customer
Business
ProcessPerformance
Achieved
no
MeasurementSystems Analysis
5
Change Management
IP LandscapeAnalysis
Provocation Focus & SMEs
BudgetSponsor
SMEInterviews
Provocation/Probl. Storming
TRiZ/ FunctionAnalysis
Ideation
ConceptEvaluation
Valu
eA
nalysis
ConflictZone TRiZ-
Tradeoffs
QuestionBanking
TRiZ – Ideality
Provocation
ConceptEvaluation
PatCommReview
Customer Needs& Requirements
Customer Needs& Requirements QFDQFD
Ideal Design
Motorola Public, Process Excellence Week, Rev 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Exercise: Ideation Time!
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Handouts – Idea Sheets
Prioritize top ideation questions generated
Partner up/ 2-3 per team
Use idea sheets to generate creative solutions to each
question we have generated
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Session Name: Gemini Innovation Workshop
What problem are you trying to solve?(If working from a list of questions, record the question number.)
What is your idea/solution?
How might your idea/solution be implemented? (A sketch, flowchart, or list of features will help to explain this.)
Innovator(s) CoreID(s): Today’s Date:
4/27/2007
Potential Business Value:
High, Medium, Low, Unknown
What is a “working title” or keywords for your innovation?
Motorola Confidential when Completed
Suggested Lead:
Session Name: Gemini Innovation Workshop
What problem are you trying to solve?(If working from a list of questions, record the question number.)
What is your idea/solution?
How might your idea/solution be implemented? (A sketch, flowchart, or list of features will help to explain this.)
Innovator(s) CoreID(s): Today’s Date:
4/27/2007
Potential Business Value:
High, Medium, Low, Unknown
What is a “working title” or keywords for your innovation?
Motorola Confidential when Completed
Suggested Lead:
Idea Sheet
Idea RecorderHandouts
Motorola Public, Process Excellence Week, Rev 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Jeff Summers is a results oriented executive with 25 years of diverse experience across multiple functions and industries. Certified Master Black Belt with experience in Continuous Improvement, Lean and Designing for Six Sigma approaches. A certified instructor for numerous Six Sigma, Change Management and Quality Leadership courses. He has extensive experience with Plant start-ups and major process re-design projects. He has highly developed interpersonal, coaching, mentoring and presentation skills.
Jeff is currently the Director of Quality and Digital Six Sigma Learning for Motorola University. In this capacity he is responsible for both the Internal program for Motorolans and the External program for our Customers, Suppliers, and the public.
For more information about Six Sigma and Innovation courses offered through Motorola University, please visit our website at : http://www.motorola.com/motorolauniversity.jsp
http://www.linkedin.com/in/jeffreycsummers
Motorola Public, Process Excellence Week, Rev 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009
Maria B. Thompson is Director of Intellectual Asset Management Process and Tools in Motorola's Law Department.
She manages a team of Intellectual Property Rights (IPR) Process and Information Technology specialists, benchmarking industry best practices, ensuring stability of IPR management tools, applying Digital Six Sigma principles, & continuously enhancing systems and tools to automate business processes used by legal professionals and their clients in large in-house law departments.
She facilitates Directed Innovation sessions, generating technology and product-focused solutions to problems and ensuring generation of High-Quality IPR.
Over the past 27 years, her job roles have included:
•Telecommunications switching/networking systems software design & development;
•Software engineering systems and tools Applied Research;
•Process Design, re-engineering & improvement;
•Benchmarking best practices;
•Operations Management, Software Quality Assurance management, and culture change applying the SEI's Software Capability Maturity Model to software organizations;
•Patent portfolio analysis, patent disclosure review & prior art searching
•Invention Leadership Program management – proliferating use of creativity methods & tools
www.linkedin.com/in/mariabthompson