Workbook introducing few TRIZ (Theory of Inventive Problem Solving) tools. We use this as a handout in TrizIndia workshops and bootcamps. Includes proformas for Problem Explorer, Ideal Final Result, FAA, Resources, Silent Brainstorming, Trimming with appendices on Parameters in Conflict and Inventive Principles

1. TRIZ India Workbook http://trizindia.org/
2012
TRIZ Workbook
http://trizindia.org/
Dr. Shankar Venugopal and Murali Loganathan
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2. TRIZ India Workbook http://trizindia.org/
Practitioners are often left with grand theories and no proforma to work with when it comes to practical innovation.
Practitioners in TRIZ or other systematic innovation method portfolio range from lab assistants, Chief Technology Officers
heading full-fledged research, individual innovators/entrepreneurs, strategy departments, New Product Development
groups, or facilitators working across companies supporting innovation programs. While practitioners may choose a few
tools or may adopt a larger method set and build progressive combinations depending on their need. We developed this
workbook keeping in mind the growing need for using systematic methods to innovate in almost all industries with a
starter kit. We have deliberately left most sections without the background theory, and left enough space for doodling and
writing.
We hope this introductory set of methods gain critical following and the need from the community to enlarge this
workbook to include other methods comes forth in the near future.
Bangalore
Feb 2012 Shankar and Murali
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Table of Contents
Introduction to TRIZ
TRIZ Case Studies
Face the real world: Constraints
Problem Explorer
Idea lies in wonderland – IFR
Ideal Final Result
Render the scenarios – FAA
Frugality guide – Resources
Silence is Golden - Silent Brainstorming
Fire and Ice: Contradiction ID and Matrix
Travel Light: Trimming
Appendix 1 Parameters in Conflict
Appendix 2 Contradiction Matrix
Appendix 3 Inventive Principles
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Introduction to TRIZ
TRIZ is a collection of methods and tools with a philosophy that are based on few fundamental principles below
1. There are only a few fundamentally different problems
Precise problem definition in most cases will uncover solutions and there are specific tools to define problems
2. Someone, somewhere has already solved a similar problem like yours
Your problem context is just a new instance of a generic problem already solved elsewhere
3. There are only few strategies to generate inventive solutions to problems
Systematic Innovation provides directions to generate solutions or possibilities based on solutions already available
across domains
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TRIZ Case Studies
Systematic Innovation methods are successfully applied in several global industry majors including GE, Honeywell,
Samsung, Tata, DOW, MindTree among many others.
Boeing 767 refueling system by Boeing Crest Whitestrips by Procter & Gamble Decreasing costs of DVD pick-
up system by Samsung
TRIZ helped to develop a new refueling system for Boeing “TRIZ was used to develop Crest Whitestrips™ for A new DVD pick-up system was
767 aircraft, which resulted in extra sales of 1.5 billion US Procter & Gamble (P&G). From a TRIZ perspective, developed by Samsung which saves
dollars. “A TRIZ workshop solution was developed for the the key problem was that tooth whitener should be 100 million Euro annually. “During
767 Tanker (air-to-air refueling) aircraft project. As a on the teeth to bleach, and it should not be on the last 3 years, our TRIZ team did
result teeth to avoid contact with saliva. A TRIZ concept, successful consulting activities. The
of that TRIZ solution, the program was successfully a thin flexible film saturated with whitener that economic benefit after applying TRIZ
launched with a customer who preferred the TRIZ solution selectively adhered to teeth, proved to be the ideas is impossible to count (more
over the competitions solution for the same answer. Whitestrips was P&G's most successful than 1 billion
system, thereby ordering aircraft from Boeing. “ product launch ever, generating $130 million dollars US$)”
of sales in the first year of operation while capturing
Don Masingale over 45% of the whitening market.” Hyo June Kim
Advanced Research Engineering Program Manager, Samsung Advanced Institute of
Boeing, USA Larry R. Smith Technology, Korea
President, Altshuller Institute for TRIZ Studies, Inc,
USA
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This workbook will help you apply a few tools from the TRIZ portfolio and suggest specific strategies to generate solvutions
for your problem context
1. Problem Definition using Function Attribute Analysis, Ideal Final Result, Problem Explorer
2. Solution Generation using Trimming, Contradiction Matrix, Inventive Principles, Resources
?
What is the problem I want to solve?
Why is it a problem? Whose problem is it?
Why do I want to solve it?
Who else might have already solved it?
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Face the real world: Constraints
Most brainstorming methods suggest thinking without constraints on the problem. TRIZ on the other hand allows you to
probe deeper and question the nature of constraints. Problem Explorer suggested below is one of the way of the ways to
visualize the constraints of your problem. Strong evidence exist to prove that the first problem that occurs to the human
mind is not always the right problem to solve, problem explorer allows you to look around the problem space and clarify
the problem.
?
Why do I want to solve this problem? Why else?
What is stopping me solve this problem? What else?
Are there contradictions in my definition?
Any other constraints?
Problem Explorer
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Idea lies in wonderland – IFR
Ideality is one of the overarching trends in system evolution i.e. all systems will get perfect, cheap and will do no harm. In
an equation form
Ideality = {Benefits / (Cost + Harm)}
IFR is typically used by visualizing the most ideal or perfect solution to the problem and thinking backward to the current
situation, gradually noting intermediate solutions. Metaphors like wonderland, heaven are common during facilitation to
help imagine a perfect future state.
?
What function do I want to achieve?
What is the Ideal Final Result outcome?
What is stopping me from achieving this? Why?
What can be an intermediate goal?
What is stopping me from achieving the intermediate goal?
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Ideal Final Result
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Render the scenarios – FAA
Function Attribute Analysis is one of the key elements of the problem definition process, that helps you detail the working
of the system visually.
2 steps to doing FAA are
Finding elements of the systems
1.
2. Identifying interactions between system elements
We do this by drawing an interaction matrix
Elements Element A Element B Element C Element N
Element A ----
Element B ----
Element C ----
Element N ----
Types of relationships as we identify in FAA are as follows
Useful
1.
2. Insufficient
3. Excessive
4. Harmful
Interaction matrix can be mapped as a Function Analysis Map as below
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FAA diagram
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Frugality guide – Resources
Anything in and around the system that is not being used to its full potential is a resource. Resources can be inside or
outside the system, can be functions performed by other elements in the system, can be wasted resources of the system,
can be time, space, money or network relations in the system, or even actions and emotions of users.
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Silence is Golden - Silent Brainstorming
To reflect in silence is a powerful tool and we recommend you begin by recording ideas you already have before applying
any TRIZ tool. Think both objective and constraint, and preferably do the exercise in groups.
SILENCE PLEASE
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Free form for more ideas from Silent Brainstorming
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Fire and Ice: Contradiction ID and Matrix
Analyzing over 3 million solutions extracted across several domains, researchers have found just 40 inventive principles,
and they can be used as solution triggers for your problem. 2 steps in finding the principles to apply are
Identifying the parameters that are in conflict
1.
2. Using the contradiction matrix for the conflict
Please see appendices for the parameters, contradiction matrix and principles
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Travel Light: Trimming
Trimming is one of the simplest and most powerful TRIZ tool. It is usually coupled with Function Analysis to generate
elegant solutions to problems. We do trimming by asking a series of questions
?
Do we need this useful function performed by this element?
Can any other element in the system perform the same useful function?
Can we modify any other element in the system to perform the same useful function?
Is there an element around the system that can perform the same useful function?
Is there an element around the system that can be modified to perform the same useful function?
Can we combine elements to perform the same useful function?
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Appendix 1 Parameters in Conflict
1 R&D Spec/Capability/Means
2 R&D Cost
3 R&D Time
4 R&D Risk
5 R&D Interfaces
6 Production Spec/Capability/Means
7 Production Cost
8 Production Time
9 Production Risk
10 Production Interfaces
11 Supply Spec/Capability/Means
12 Supply Cost
13 Supply Time
14 Supply Risk
15 Supply Interfaces
16 Support Spec/Capability/Means
17 Support Cost
18 Support Time
19 Support Risk
20 Support Interfaces
21 Customer Revenue/Demand/Feedback
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22 Amount of Information
23 Communication Flow
24 Harmful Factors Affecting System
25 System Generated Harmful factors
26 Convenience
27 Adaptability/Versatility
28 System Complexity
29 Control Complexity
30 Tension/Stress
31 Stability
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Appendix 2 Contradiction Matrix
Due to copyrights we are not publishing any in this workbook. Our suggestion is to clip at least one version of
contradiction matrix here for reference.
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Appendix 3 Inventive Principles
1 Segmentation
2 Taking Out
3 Local Quality
4 Asymmetry
5 Merging
6 Universality
7 Nested Doll
8 Counter Balance
9 Prior Counter Action
10 Prior Action
11 Prior Cushioning
12 Remove Tension
13 Other Way Around
14 Curvature
15 Dynamization
16 Slightly More/Slightly Less
17 Another Dimension
18 Resonance
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19 Periodic Action
20 Continuity of Useful Action
21 Hurrying
22 Blessing in Disguise
23 Feedback
24 Intermediary
25 Self Service
26 Copying
27 Cheap Disposable
28 Another Sense
29 Fluidity
30 Thin and Flexible
31 Holes
32 Color Changes
33 Homogeneity
34 Discarding and Recovering
35 Parameter Changes
36 Paradigm Shift
37 Relative Change
38 Enriched Atmosphere
39 Calm Atmosphere
40 Composite Structures
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