Innovation Benefits Realization for Industrial Research (Part-2)

Technology Innovation Management Framework for Industrial Research

Part-2

January 2005

Dr. Iain Sanders

THE STRATEGIC PLAN

Integrating Technology Innovation with Business Function – Part I: Laying the Foundation

Platform 1:(Stages II, Part 3)

WHAT PROBLEMS CAN BE ADDRESSED?



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What Problems can be Addressed?

Technology Problems Identify generic scientific and engineering parameters to

improve products and processes.

PLATFORM 1: II (4)

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39 Generic Engineering Parameters to Improve:1. Weight of a mobile object 14. Strength 27. Reliability

2. Weight of a stationary object 15. Time of action of a moving object 28. Accuracy of measurement

3. Length of a mobile object 16. Time of action of a stationary object 29. Accuracy of manufacturing

4. Length of a stationary object 17. Temperature 30. Harmful factors acting on an object from outside

5. Area of a mobile object 18. Brightness 31. Harmful factors developed by an object

6. Area of a stationary object 19. Energy spent by a moving object 32. Manufacturability

7. Volume of a mobile object 20. Energy spent by a stationary object 33. Convenience of use

8. Volume of a stationary object 21. Power 34. Repairability

9. Speed 22. Loss of energy 35. Adaptability

10. Force 23. Loss of a substance 36. Complexity of a device

11. Tension / Pressure 24. Loss of an information 37. Complexity of control

12. Shape 25. Loss of time 38. Level of automation

13. Stability of composition 26. Amount of substance 39. Capacity / Productivity

Improving Products & Processes

PLATFORM 1: II (4)

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Miscellaneous Characteristics to be Improved Technique-Independent

Parameters Safety Stability of parameters Accuracy of operation Information Tolerances Susceptibility Ergonomics Aesthetics Others

Common Physical Parameters

Electrical impedance Optical transparency Viscosity Corrosion resistance Noise Transient processes in

condensed matter

PLATFORM 1: II (4)

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Classification of Generic Engineering Parameters Group1: Common Physical & Generic Parameters

(e.g. mass, size, energy etc.) Group2: Technique-Independent Negative

Parameters (e.g. waste of substance or time, loss of information, harm, etc.)

Group3: Technique-Independent Positive Parameters (e.g. productivity, manufacturability, etc.)

PLATFORM 1: II (4)

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Gp1: Common Physical & Geometric Parameters (e.g. mass, size, energy)

1&2: Weight The mass of the subsystem, element, or technique in a gravitational field. The force that the

body exerts on its support or suspension, or on the surface on which it rests 3&4: Length

A geometric characteristic described by the part of a line (straight or curved and not necessarily the longest) that can be measured by any unit of linear dimension, such as meter, inch, etc.

5&6: Area A geometric characteristic described by the part of a plane enclosed by a finite continuous

line that can be measured in a square unit of dimension. The part of a surface occupied by the subsystem

7&8: Volume A geometric characteristic described by the part of a space that can be measured in a cubic

unit of dimension. The part of a space, either internal or external, occupied by the subsystem 9: Speed

The velocity of the subsystem. The rate of a process or action in time that can be measured by any linear unit of length divided by a time unit

PLATFORM 1: II (4)

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Gp1: Common Physical & Geometric Parameters (e.g. mass, size, energy)

10: Force Any interaction that can change the subsystem's condition due to the interaction between

subsystems 11: Stress or Pressure

Tension on or inside the subsystem 12: Shape

The external contours, boundaries, that separate the subsystem from the environment or other subsystems. The appearance of the subsystem in the space

17: Temperature The thermal condition of the subsystem. Liberally includes other thermal parameters, such

as heat capacity, that affect the rate of temperature change 18: Brightness

Light flux per unit area. Also any other illumination characteristics of the subsystem, such as light intensity, degree of illumination

21: Power The time rate of energy usage due to which the subsystem's functions are performed

Also 13-16 & 26: 13. Stability of composition, 14. Strength, 15. Time of action of a moving object,16. Time of action of a stationary object, 26. Amount of substance

PLATFORM 1: II (4)

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Gp2: Technique-Independent Negative Parameters (e.g. waste of substance or time, loss of information, harm) 15&16: Duration of action

The time during which the subsystem can perform useful and / or neutral functions (durability). It can be estimated as the average period between failures, the service life

19&20: Energy spent by the subsystem The subsystem's requirement (such as electricity or rotation) to perform a particular function.

Often energy is provided by the technique or super-system 22: Waste of energy

Use of energy (such as heat) that does not contribute to the job being done (compare with 19 & 20). Reducing energy loss sometimes requires heuristics that are different from the heuristics for improving energy usage. Consequently, energy waste is a separate Parameter

23: Waste of substance Partial or complete, permanent or temporary loss of some of the subsystem's materials or

elements 24: Loss of information

Partial or complete, permanent or temporary loss of data or access to data in or by the subsystem. Frequently includes sensory data such as aroma, texture, etc.

PLATFORM 1: II (4)

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Gp2: Technique-Independent Negative Parameters (e.g. waste of substance or time, loss of information, harm) 25: Waste of time

Time is the duration of an activity. Improving the loss of time means reducing the time taken out of the activity. "Cycle time reduction" is a common term

26: Amount of substance The number of the subsystem's materials or elements that might be changed fully or partially,

permanently or temporarily 30: Harmful factors acting on subsystem

Susceptibility of the subsystem to externally generated harmful effects 31: Harmful side effects

A harmful effect that is generated by the subsystem as part of its operation within the technique, and that reduces the efficiency or quality of the functioning of the subsystem or whole technique

Also 14, 36, 37: 14. Strength, 36. Complexity of a device, 37. Complexity of control

PLATFORM 1: II (4)

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Gp3: Technique-Independent Positive Parameters (e.g. productivity, manufacturability) 13: Stability of the subsystem

The ability of the subsystem to keep its integrity (wholeness). Steadiness of the subsystem's elements in time. Wear, chemical decomposition, disassembly, the growth of entropy are all decreases in stability

14: Strength The ability of the subsystem to resist a change in response to force. Resistance to breaking

27: Reliability The subsystem's ability to perform its intended functions in predictable ways & conditions

28: Accuracy of measurement The closeness of the measured value to the actual value of the subsystem parameter

29: Accuracy of manufacturing The closeness of the actual characteristics of the subsystem to the specified or required

characteristics that can be achieved during the subsystem production. (Note that manufacturing precision is often connected with quality of the subsystem)

32: Manufacturability The degree of facility, comfort, ease, or effortlessness in manufacturing or fabricating of the

subsystem

PLATFORM 1: II (4)

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Gp3: Technique-Independent Positive Parameters (e.g. productivity, manufacturability) 33: Convenience of use

Simplicity & ease of operation. The technique is not convenient if it requires many steps to operate or needs special tools, many highly skilled workers, etc. Often a convenient process has high yield due to the possibility to do it right

34: Repairability Quality characteristics such as convenience, comfort, simplicity, & time to repair faults,

failures, or defects in the subsystem 35: Adaptability

The ability of the subsystem to respond positively to external changes, and the versatility of the subsystem that can be used in multiple ways under a variety of circumstances

36: Complexity The number & diversity of elements & element interrelationships within the subsystem. The

user may be an element of the subsystem that increases the complexity. The difficulty of mastering the subsystem is a measure of its complexity

37: Complexity of control Measuring or monitoring the subsystems that are difficult, costly, & require much time &

labour to set up & use, that have fuzzy relationships between components, or that have components that interfere with each other, demonstrating "difficult to detect & measure"

PLATFORM 1: II (4)

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Gp3: Technique-Independent Positive Parameters (e.g. productivity, manufacturability) 38: Level of automation

The ability of the subsystem to perform its functions without human interface. The lowest level of automation is the use of a manually operated tool. For intermediate levels, humans program the tool, observe its operation, & interrupt or reprogram as needed. For the highest level, the machine senses the operation needed, programs itself, & monitors its own operations

39: Productivity The number of functions or operations performed by the subsystem or whole technique per

unit of time. The time for a unit function or operation. The output per unit time or the cost per unit of output

Also 19-21: 19. Energy spent by a moving object, 20. Energy spent by a stationary object, 21. Power

PLATFORM 1: II (4)

WHAT RESOURCES CAN HELP?



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What Solutions are Available?

Technology Solutions Provide proven techniques for overcoming technological

constraints and functional limitations in systems.

PLATFORM 1: II (5)

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What Resources can Help?

Analytic and Knowledge-based Tools (Examples) Innovation Situation Questionnaire - ISQ (Analytic Tool) Problem Formulation (Analytic Tool) Technical Contradiction Analysis (Knowledge-based Tool) Ideal Design (Analytic Tool) Su-Field Analysis (Analytic Tool) Patterns of Evolution (Knowledge-based Tool)

PLATFORM 1: II (5)

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Our Model For Innovation:Mowing The Lawn

Innovation by normal, random process

PLATFORM 1: II (5)

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Give it a “kick” to get “out of the box” innovation

PLATFORM 1: II (5)

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BASICS OF TYPICAL INNOVATION TOOLS

Psychology more than technology DeBono, Lateral Thinking/Six Hats™, CPS Can discuss integration if interested

Randomness Brainstorming, picture, etc. stimulation Can review how to integrate if interested

Highly dependent upon facilitation skills Fine for simple problems Can be easily learned Limited by knowledge in the room--TRIZ is the only innovation

tool which uses the patterns of invention OUTSIDE the room as well

PLATFORM 1: II (5)

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WHAT IS “TRIZ” ?

A Russian acronym:Theoria Resheneyva Isobretatelskehuh Zadach

(Theory of Solving Problems Inventively)

ANOTHER TOOL: TRIZPLATFORM 1: II (5)

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TRIZ is innovation by a rapid, systematic process

PLATFORM 1: II (5)

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TRIZ IS…..

The Russian acronym for the “Solving Problems Inventively” (pronounced “trees” )

Based on observable patterns found in patents and literature of how people solve problems

A system of:patterns of how people solve problems tools to define problems in ways that allow us to

utilize the patterns for solving new problems.

PLATFORM 1: II (5)

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WHAT IS “TRIZ” ?

A set of problem solving and forecasting tools based on the study of the world’s most inventive patents and the inventive principles used in them

There are only so many and we keep reusing!

PLATFORM 1: II (5)

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WHAT TO USE TRIZ FOR

Level 2-4 problems 1--straightforward engineering design 2--simple contradictions 3--difficult design and manufacturing contradictions 4--extremely difficult system design problems

(“intestine problems”) 5--invention of new science

Level 4 can require looking at hundreds of thousands of potential solutions and take many years of effort within an organization

PLATFORM 1: II (5)

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THE OUTPUT OF THE PROCESS

Generates solution paths and concepts of solution, NOT engineering drawings and detail

A better, more clearly defined problem and project New and nearly exhaustive set of solution

concepts

PLATFORM 1: II (5)

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THE HISTORY OF TRIZ A discovery of a talented patent examiner for the Russian navy,

Genrich Altshuller, 1950’s Originated from the study of several hundred thousand of the

world’s most inventive patents--now in the millions He recognized that the development of technological systems

follows predictable patterns that cut across ALL areas of technology--the speed of technical evolution can be accelerated

Also recognized that problem solving principles are also predictable and repeatable--anyone can invent!

Established schools to teach after a Stalin 7 yr. prison term--deceased in 1999 at age 71

PLATFORM 1: II (5)

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BASIC CONCEPTS

Systems evolve toward IDEALITY irreversibly Using RESOURCES within the system or easily

convertible Resolving CONTRADICTIONS as they evolve PATTERNS OF INVENTIONS/OPERATORS are

constantly recognized and used

PLATFORM 1: II (5)

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THINKING OUTSIDE YOUR PARADIGM

SPACE

TIME

POSSIBLE

IMPOSSIBLE

EVENTS AND EXPERIENCES SHAPE OUR BELIEF SYSTEM!!!

PLATFORM 1: II (5)

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MechanicalEffects &

Technology

Electrical &Magnetic Effects

& Technology

Chemical Effects& Technology

Thermo-Dynamics

P roblem

S olution

THE SOLUTION SPACEPLATFORM 1: II (5)

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TAPPING OUR KNOWLEDGE

All ScienceINDUSTRYCOMPANY

PERSONAL

12345

All That

Is Knowable

NOTE: BRAINSTORMING, ETC. FOCUS ONLY ON USING THE INNER AREA MORE EFFECTIVELY

PLATFORM 1: II (5)

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Processing Sweet Peppers

PATTERNS OF INVENTIONI HAVE TO REMOVE CORES FROM A MILLION GREEN PEPPERS….

PLATFORM 1: II (5)

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WHAT IS THE OPERATOR?

“Slowly raise pressure and suddenly reduce it” OR “accumulate energy and release it”

A path to a solution An approach to solving a problem A direction towards an answer

PLATFORM 1: II (5)

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• Removing stems from bell peppers• Removing shells form sunflower

seeds• Cleaning filters• Unpacking parts wrapped in

protective paper• Splitting diamonds along micro-

cracks• Producing sugar powder from sugar

crystals• Explosive depulping

PATTERNS OF INVENTIONPLATFORM 1: II (5)

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• Removing stems from bell peppers• Removing shells form sunflower seeds• Cleaning filters• Unpacking parts wrapped in protective

paper• Splitting diamonds along micro-cracks

(+27 years after pepper patent)• Producing sugar powder from sugar crystals• Explosive depulping


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123

56789

n

4

123456789

n

ToCorresponding

Solutions

ManyTypical

Problems

Many TypicalRecommendations

forSolutions

(Knowledge base)

A large number of typical problems are available for considerationTRIZ help to marrow the search to a manageable range of typical problemsFor each typical problem, there are one or more potential solutions

Prismof TRIZ -Analytical

tools

PLATFORM 1: II (5)

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WHAT WOULD YOU HAVE TO RECOGNIZE TO BE ABLE TO TRANSFER THE PEPPER

TECHNOLOLGY TO INDUSTRIAL GRINDING DIAMONDS?

PLATFORM 1: II (5)

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“The purpose is to reduce/eliminate defalcation when criminals use false ID to

impersonate real customers”

What is Defalcation?

“DEFALCATION”

PLATFORM 1: II (5)

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GENERICIZING OUR LANGUAGE

Defalcation- Fraud

- Substitution of one thing for anotherUseful in internal communication, but a barrier to problem solving!

PLATFORM 1: II (5)

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THE BOTTOM LINE...

MOST PROBLEMS THAT WE SOLVE AND MOST PATHS OF EVOLUTION OF TECHNICAL SYSTEMS ARE ALREADY

KNOWN----THIS IS A MAJOR PSYCHOLOGICAL BARRIER

WHAT WE HAVE TO DO IS TO RECOGNIZE OTHERS’ PROBLEMS AND TECHNOLOGIES IN GENERIC FORM (IN

DISGUISE?)

SOME PEOPLE MAKE A CAREER OUT OF MAKING THEIR PROBLEM SEEM TRULY UNIQUE

PLATFORM 1: II (5)

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TRIZ IS BOTH A MENTAL PROCESS AND A SCIENCE, AS WELL AS A SELECTION OF

TOOLS IN A TOOL KIT

PLATFORM 1: II (5)

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THE PROBLEM SOLVING PROCESS (ALGORITHM)

Envision and state ideality or the ideal final result What are the barriers and contradictions? What are the resources that can be used? Develop a model of achieving ideality

PLATFORM 1: II (5)

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THE TOOLS IN THE TOOL KIT

Ideal Final Result/Ideality (IFR) Resources Contradictions, contradiction table, and separation

principles Lines and patterns of evolution Reverse TRIZ ARIZ Software

PLATFORM 1: II (5)

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Operator Example

Specific problem Specialized solution

3x2+5x+2 = 0 x = ????

AN OPERATOR

PLATFORM 1: II (5)

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Operator Example

Specific problem Specialized solution

3x2+5x+2 = 0 x= -1, -2/3

AN OPERATOR

PLATFORM 1: II (5)

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Operator Example in Math

Abstract problem Abstract solutionax2+bx+c = 0 x=(-b+/-/b24ac)/2a

Specific problem Specialized solution3x2+5x+2 = 0 x= -1, -2/3

Trial and errorTHINK ABOUT THE REVERSE OF THIS!!

WHAT IS AN OPERATOR?

PLATFORM 1: II (5)

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THINKING ANALOGICALLY(WITHOUT AN EGO)

MY PROBLEM

THE WORLD’S PROBLEMS

THE WORLD’S SOLUTIONS

MY SOLUTION

PLATFORM 1: II (5)

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WHAT IS AN OPERATOR?

“Slowly raise pressure and suddenly reduce it” A path to a solution An approach to solving a problem A direction towards an answer A recommendation on how to change a system Derived from patterns of invention and patterns of product

evolution

PLATFORM 1: II (5)

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• Altshuller recognized that the same fundamental problem (contradiction) had been addressed by a number of inventions in different areas of technology

• He also observed that the same fundamental solutions were used over and over again, often separated by many years

• He reasoned that if the latter inventor had had knowledge of the earlier solution, their task would have been straightforward

• He sought to extract, compile, and organize such information


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200,000

40,000

Key Findings• Definition of inventive problems• Levels of invention• Patterns of evolution• Patterns of invention

Patents *(Worldwide)

* Today over 2,000,000 patents have been investigated.

TRIZ IS BASED ON PATTERNS IN THE PATENT DATABASE

PLATFORM 1: II (5)

Innovation Situation Questionnaire – ISQ Tool


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Analytic and Knowledge-based Tools (Examples) Innovation Situation Questionnaire - ISQ (Analytic Tool):

Design or inventive problems are not always clearly defined and all relevant information is not known by the team members. The ISQ makes explicit all the needed information for the individuals working with innovative problems. The ISQ provides the much needed structure for gathering information necessary to reformulate a problem and then break it down into many smaller problems.

PLATFORM 1: II (5)

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Innovation Situation Questionnaire - ISQ May be broken down into a distinct number of

steps, for example:1. Brief description of the problem2. Information about the system3. Information about the problem situation4. Ideal vision of solution5. Available resources6. Allowable resources7. Criteria for selecting solution concepts8. Company business environment9. Project data

PLATFORM 1: II (5)

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1. Brief Description of the Problem

Try to describe your problem in a single, simple phrase. Avoid using professional terminology – instead, use the "everyday" language you would use to speak to a high-school science student. Although professional language is very useful for communication between experts, it can hide the more basic information required to solve tough problems. By expressing your problem in non-professional terms it becomes more "generalized," giving you the opportunity to apply more approaches in your search for solutions.

Innovation Situation Questionnaire - ISQPLATFORM 1: II (5)

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Try using these methods to reduce psychological inertia:Change your point of view Play with the scale Play the game "Good-Bad" Use Problem Inversion Use the Method of Feature Transfer (MFT)


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Change your point of view:Try to explain your problem to a teenager. Use

general words rather than professional terminology.

Imagine how your problem would be presented by:someone who knows nothing about your

system a barbarian a lunatic a Martian


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Play with the scale: How would your problem change if one or more system parameters

were increased or decreased by a factor of 2, 5, 10, 50, 500, or 10000? What if a parameter had a negative value?

As you think about this, consider changes to: dimension speed of action the cost of problem solving, for example:

– What could you do with one dollar?– What could you do with one million dollars?

Also consider the parameters associated with the main system functions, such as temperature, power, efficiency, accuracy, etc.


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1. Brief Description of the Problem Play the game "Good-Bad":

Write down the following sequence of statements: Having the main system drawback <describe> is BAD for the

following reason: <describe Reason 1> Having Reason 1 <describe> is GOOD for the following reason:

<describe Reason 2> Having Reason 2 <describe> is BAD for the following reason:

<describe Reason 3> Having Reason 3 <describe> is GOOD for the following reason:

<describe Reason 4>

Try to create at least 4 or 5 statements. Don't be concerned if a reason seems ridiculous or unacceptable – the purpose of this exercise is to get you thinking "out of the box."


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Use Problem Inversion: Consider the following options:

Replace an action with an opposing action – for example, instead of heating, use cooling. In particular, consider replacing a sequence of operations with the reverse sequence.

Make movable parts immovable, making immovable parts movable and change the nature of the movement from reciprocating motion to rotary or oscillatory motion and vice versa

Turn the object, system or process inside-out or upside-down. In particular, consider substituting an inside action for an outside action, or vice-versa.


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Method of Feature Transfer (MFT): The Method of Feature Transfer (MFT) entails transferring the

features of randomly-picked objects to the system (usually a product) that you are trying to improve. To do this, follow these steps:

Step 1. Identify the system to be improved Step 2. Select 3 to 5 objects at random – for example, open a book

or magazine and pick 3 - 5 different nouns Step 3. List the features for each object you selected Step 4. Transfer the features to the product you wish to improve.

In particular: Apply each feature of the selected object, one at a time, to the product Try to formulate problems for improving the product in the direction prompted

by the random feature


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2. Information about the System Name the system in which the problem occurs.

Describe the purpose of the system.

Describe the structure and functioning of the system.

Describe the system environment

Formulate your answers with as much detail as possible – err on the side of providing too much, rather than too little information.


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3. Information about the Problem Situation Describe the problem, the reasons for resolving it,

and the mechanism (s) responsible for its occurrence.


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4. Ideal Vision of Solution Describe the ideal solution using the following

templates:

An element <name/description of element> that produces a required useful effect <describe the useful effect> is no longer necessary.

An element <name/description of element> that causes a harmful effect < describe the harmful effect> is removed from the system.

A harmful effect <name/description of element> withdraws itself.


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5. Available Resources Resources are substances, fields (energy), the properties of a substance/field,

functional characteristics, and other attributes existing in a system and its surroundings, which can be utilized for system improvement.

Readily-available resources are resources that can be used as they are. Consider the following types of readily-available resources:

Substance resources Field resources Space resources Time resources Informational resources Functional resources

Derived resources are resources that can be used after undergoing some kind of transformation. To utilize an available resource after transformation, consider the appropriate recommendation for that type of resource:

Derived substance resources Derived field resources Derived time resources Derived functional resources Derived resource accumulation Derived resource concentration


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6. Allowable Changes to the System Describe the degree of allowable change to the system:

1. Completely changing the system is allowed. 2. Drastic changes to the system are allowed. 3. Small changes are allowed. 4. Only minimal changes are allowed.

Describe the limitations for changing the system:1. Indicate what cannot be changed in the system – i.e., which technical,

economic or other characteristics should: remain constant not decrease not increase

2. Explain the reasons for the imposed restrictions. 3. If possible, indicate the conditions under which these restrictions can be

removed. 4. If removing the restrictions causes new (secondary) problems, evaluate if it is

better to try to solve these problems rather than solve the original problem.


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7. Criteria for Selecting Solution Concepts

Any process must have a measure for success. Some criteria are so obvious that they are not even mentioned until they are violated by a developed Concept. To avoid wasting time and effort developing useless Concepts, it is better to document the “success" criteria beforehand. For this purpose, refer to Typical criteria for success:

Indicate the desired technical characteristics compared to the existing characteristics.

Indicate the desired economic characteristics compared to the existing characteristics. In particular, specify an acceptable cost of each prospective change, an acceptable amount of investment for implementing each change, etc.

Indicate the desired timetables for each stage of work; i.e., concept development, evaluation of potential solutions, and implementation of the solution(s).

Indicate the expected degree of novelty of the solutions (i.e., is it desirable to patent new concepts?).

Consider additional criteria, such as: – product appearance– convenience and low cost of maintenance and service– other


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7. Criteria for Selecting Solution Concepts

While selecting your success criteria, make sure that the limitations are reasonable. Also, try to avoid criteria that "push" the problem-solving process in a particular direction (for example, declaring beforehand that the solution must be hydraulic-based).

Often, analyzing the success criteria produces critical changes in how the problem is understood, which are in turn helpful toward finding a solution. To analyze the criteria, consider the following questions:

Are certain criteria too high or even excessive, and thus only hinder the problem-solving effort?

Are certain criteria unclear and therefore capable of hindering the search for a solution?

Are important criteria missing? Should certain criteria be stronger to satisfy long-term requirements?


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8. Company Business Environment Describe the company's products, markets,

competition, clients, suppliers, facilities, process systems, etc. Regard all of these things as sources of different resources.

Financial resources

Human resources

Technical resources

Other business assets as resources


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9. Project Data

Document information about the project that encompasses the solving of your problem:

Project name Project objectives Project timeline Project team Contact information (phone, E-mail, etc.)


Problem Formulation Tool


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Analytic and Knowledge-based Tools (Examples) Problem Formulation (Analytic Tool): A flow chart is made

linking everything in the system to the “Primary Useful Function” and the “Primary Harmful Function”. Secondary functions are included, going to the level of detail required by the particular need that created the project. The links between nodes in the flow chart represent causal relationships. The output is a comprehensive set of problem statements defining the problem space.

PLATFORM 1: II (5)

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Useful Function

Has useful output (although it may also have harmful output as well)

Is a useful result

UsefulFunction

PLATFORM 1: II (5)

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Harmful Function

Leads to a harmful result. No useful results are produced. A harmful result because it hinders some useful function.

HarmfulFunction

PLATFORM 1: II (5)

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Links

FunctionA

FunctionB

Makes good happen

Makes bad happen

Stops good from happening

Stops bad from happening

Links describe the relationship between functions.

Produce

Link

Produce

Counteract

Counteract

PLATFORM 1: II (5)

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Fear of damageto furniture

Link Examples:Carpet Cleaning Service

Steamextraction

Cleancarpet

System toprotect

furniture

Enjoyhome

PLATFORM 1: II (5)

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Basic DirectionsImproving a Useful System

Make it better Make it differently Make B without A

Useful FunctionA

Useful FunctionB

PLATFORM 1: II (5)

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Basic Directions Improving a Harmful System

Stop the source Stop the action Reduce the consequences

HarmfulFunction

A

HarmfulFunction

B

PLATFORM 1: II (5)

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Directions - Harmful Functions

Stop the source

Stop the action

Reduce the consequences

Stop the collision

Pad the components

Make replacement

easy

PLATFORM 1: II (5)

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Refined Directions - Operators

After selecting a basic direction to explore, we get more detailed suggestions for solutions. We call these suggestions operators.

PLATFORM 1: II (5)

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Basic DirectionsImproving a Useful System

Make it better Make it differently Make B without A

Useful FunctionA

Useful FunctionB

PLATFORM 1: II (5)

Innovation Benefits Realization for Industrial Research (Part-2)

Technology

Transcript of Innovation Benefits Realization for Industrial Research (Part-2)