The Pennsylvania State University

School of Engineering Design, Technology, and Professional Programs

Global Engineering Design

Session 2 CREATIVE PROBLEM SOLVING

Ivan E. Esparragoza, PhD

Outline

Problem Solving Definition Different Problem Solving Approaches Personal Problem Solving Style Critical, System and Design Thinking Generating Concepts in Engineering Design

Problem Solving Definition

Problem solving is the process of working through the details of a problem to reach a solution. Problem solving may include mathematical or systematic operations and can be gauge of individuals critical thinking skills.

Source: http://www.businessdictionary.com/definition/problem-solving.html

Problem Solving Definition

Problem Solving

Analytic
There is only one right answer to the problem

Creative
There is no single right answer to the problem

The Scientific Method

The scientific method is a process for investigating phenomena, acquiring new knowledge, or correcting and integrating previous knowledge. To be termed scientific, a method of inquiry must be based on gathering observable, empirical and measurable evidence subject to specific principles of reasoning.

Source: http://en.wikipedia.org/wiki/Scientific_method

The Scientific Method

Define Problem

Ask a question preferably about something that can be measured

Gather the Facts

Do background research

Develop a Hypothesis

Construct a hypothesis that can be easily measured

Perform a Test

Test your hypothesis by doing an experiment

Think! Try again

Evaluate the Results

Collect your measurements and analyze them to see if the hypothesis is true or false

Report Results

Communicate your results

Analytic Problem Solving

In the analysis of engineering applications, similar process can be developed to answer problems. The advantage of developing a set method for solving analytic problems is that it provides a discipline to help young engineers when they are presented with larger and more complex problems.

Analytic Problem Solving

Make a problem statement
Define Problem

Description

Describe the problem and list all that is known Draw a diagram or sketch of the problem State explicitly the theory or equations needed to solve the problem Write the assumptions and how they simplify the problem Simplifying assumptions can make the problem easier to solve

Apply Theory

Simplify the Assumptions

Solve the Necessary Problems

Perform the calculations

Verify that the solution is accurate

Verify Accuracy

Creative Problem Solving

Many engineering problems are open-ended and complex. Such problems require creative problem solving.

Individual thinking skills are the basics here.

By dividing the process into steps, you are more likely to follow a complete and careful problem-solving procedure and more effective solutions.

Creative Problem Solving

Define Problem

What is wrong? Look for opportunities. Define the problem.

What do we know? Learn about the problem. Gather information.

Research

Identify

What is the real problem? Identify the critical problem and its structure
What is the best solution? Search for possible solutions. Choose the best alternate solution.

Decide

Solve

How do we implement the solution? Implement the solution.

What is the result of the solution? Ensure the solution solves the stated problem.

Verify

Personal Problem Solving Styles

Basadurs Simplex Creative Problem Solving Model:

8. Taking action 1. Problem finding

7. Gaining acceptance

2. Fact finding

Simplex

6. Action planning

3. Problem definition

5. Evaluating and Selecting

4. Idea finding

Personal Problem Solving Styles

Basadurs Creative Problem Solving Profile method identifies four styles and each style correlates with two of the eight problem solving steps. This method reflects your personal creative problem solving style.

Personal Problem Solving Styles

Basadurs Simplex Creative Problem Solving Model:

8. Taking action 1. Problem finding

7. Gaining acceptance

2. Fact finding

Simplex

6. Action planning

3. Problem definition

5. Evaluating and Selecting

4. Idea finding

Personal Problem Solving Styles

Basadurs Simplex Creative Problem Solving Model:

8. Taking action 1. Problem finding

7. Gaining acceptance

Quadrant 4 (Implementator)

Quadrant 1 (Generator)

2. Fact finding

Quadrant 3 (Optimizer) 6. Action planning

Quadrant 2 (Conceptualizer)

3. Problem definition

5. Evaluating and Selecting

4. Idea finding

Personal Problem Solving Styles

Basadurs Simplex Creative Problem Solving Model:

Implementing: This results in 8. Taking action getting things done. Generating: Gaining understanding 1. Problem finding by direct experience. It involves gathering information through direct experience, questioning, Quadrant 1 imagining possibilities, 2. Fact finding sensing new problems and (Generator) opportunities, viewing situations from different perspectives. Conceptualizing: Gaining Quadrant 2 understanding by abstract thinking.
(Conceptualizer)

7. Gaining acceptance

Quadrant 4 (Implementator)

Optimizing: It results in converging Quadrant abstracts ideas and alternatives into3 (Optimizer) practical solutions and plans.
6. Action planning

Problem definition It results in putting3. new ideas together, discovering insights that help define problems, and creating theoretical models to explain things.
4. Idea finding

5. Evaluating and Selecting

Personal Problem Solving Styles

Basadurs Simplex Creative Problem Solving Model:

Implementing: This results in 8. Taking action getting things done. People strong in implementing prefer situations in which they Quadrant 4 must somehow make things (Implementator) 7. Gaining acceptance work. Generating: Gaining understanding 1. Problem finding by direct experience. People strong in generating skills prefer to come up with options or Quadrant 1 diverge rather than evaluate and 2. Fact finding (Generator) select, or converge.

Optimizing: It results in converging Quadrant abstracts ideas and alternatives into3 (Optimizer) practical solutions and plans.
6. Action planning

Conceptualizing: Gaining Quadrant 2 understanding by abstract thinking.

(Conceptualizer)

Individuals with this thinking style prefer to converge. They prefer to create optimal solutions to a few well defined problems or 5. Evaluating and Selecting issues.

Problem definition People strong in 3. conceptualizing skills enjoy taking information scattered all over the map from the generator phase and making sense of it. finding 4. Idea

Gaining Knowledge by Direct Concrete Experiences

Using Knowledge for Evaluation

Divergence

Quadrant 4 (Implementator)

Quadrant 1 (Generator)

Convergence

Using Knowledge for Ideation

Quadrant 3 (Optimizer)

Quadrant 2 (Conceptualizer)

Gaining Knowledge by Detach Abstract Thinking

Critical Thinking

Since engineering is so dominated by systematic problem solving, it is easy to get caught up in the methodologies and look at everything as a problem with a solution.

Problem-solving methods teach systematic manner of analyzing problems which is necessary to tackle engineering challenges; however, many of lifes issues are much more complex and have no one solution.

Critical Thinking

It is easy to get caught up in the process of methodologies and move quickly to solutions and implementation plans.

There will be many times in your career when you will need to critically evaluate what you are doing or what you are working on it.

It is an important skill to learn to be able to critically evaluate why you are doing something or how you are going about it by taking a step back to gain perspective.

Critical Thinking

Critical thinkers ask the Why and What questions.

Why are we approaching the problem this way? What are the implications of the work we are doing? What are the deeper issues?

Critical thinkers no only use logic but also intellectual criteria such as:

Fairness Empathy Integrity Relevance Credibility Significance

System Thinking

System thinking refers to the methods and process of understanding how things influence one another within a whole. System thinking:

focus on cyclical rather than linear cause and effect

view systems in a holistic manner understands systems examining the linkages and interactions between the elements forming the system explore how the system functions with the environment and other systems

Design Thinking

Design thinking refers to the methods and process for:

investigating open-ended problems

acquiring information analyzing knowledge and generating solutions in the design

Design Thinking: Generating Concepts in Engineering Design

Outline

Conceptualization External Search

Internal Search

Conceptualization
Customer Statement (Need)

Problem Definition Literature search Market studies Focus groups Observations Benchmarking Patents search Product dissection Clarify objectives Establish user requirements Identify constraints Establish functions

Conceptual Design Biomimicry Brainstorming Systematic generation of ideas Establish design specifications Generate alternatives Evaluate and select alternatives

Conceptualization

Conceptualization is the creative, inventive, and some would argue the most difficult part of the engineering design process.

Concept Definition:
A

concept is a very preliminary description of the form, function, required principles and required technology for the solution.

Conceptualization pitfalls

Common errors made by design teams during concept generation include:

Consider only a few typically one or two alternatives, often suggested by the most vocal team member. Ignoring existing concepts found in similar and unrelated products. Lack of full team participation during the conceptualization process, resulting in a lack of commitment by all members to the generated concept. Poor integration of promising partial solutions to create a final concept.

Conceptualization helpful thoughts

Follow the kiss rule: keep it simple stupid.

Complexity grows faster than your ability to understand it.

It is hard to make a good product out of a poor concept.

Conceptualization approach: Gather information and generate ideas

This stage can be divided into two broad sequential steps:

External

search:

seeks existing solution or partial solutions to the overall problem or to sub-problems of interest.

Internal

search:

uses the information obtained from the external search to generate solutions to the design problem.

External Search

Benchmarking

Analogies

Nature (biomimicry) Product function Product architecture Patents Journals Product information Textbooks Consumer product periodicals Government report Customers Experts Professionals in field Trade summaries Mfgs. listings Information research service

Information sources

Published Media

People

Worldwide Web

Internal Search
Brainstorming Delphi Basic methods (intuitive) Synectics Extremes and Inverses Morphological Charts

Concept Generation Method Directed methods (logical)

SCAMPER Axiomatic design

Innovative Thinking
TRIZ

External Search

Benchmarking

Analogies

Nature (biomimicry) Product function Product architecture Patents Journals Product information Textbooks Consumer product periodicals Government report Customers Experts Professionals in field Trade summaries Mfgs. listings Information research service

Information sources

Published Media

People

Worldwide Web

Outline: External Search

External Search
Patents Benchmarking

Product

Dissection

Biomimicry

Patents Definition

What is a patent?
Official

government document providing specific rights to the inventors

Rights exclude others from making, using or selling the invention

US

Patents exclusions are for 17 years

Patents

are public documents and provide a rich source of information on solutions to technical problems

Patents in Design

Most patents never commercialized Provide information that cannot be found anywhere else Important to analyze patents BEFORE concept generation to avoid re-inventing the wheel or legal action from the patent holder

According to World Intellectual Property Organization (WIPO), 60% of research time and 40% of research cost could be reduced through thorough analyses of patents prior to concept generation

Patents Components

The essential components

Claims that define intellectual property rights covered

Set of drawings (usually, not always) Background of the invention - places invention in context Information on the Invention

Type of Patents (1 of 2)

Utility Patents

These are the majority of US patents. They do not have any prefix, and relate to ideas that describe HOW a design or process works. A typical number would be US 6,646,228

Type of Patents (2 of 2)

Design Patents - D Prefix.

Industrial design patents. Protect shape and form of design, not functionality A typical number would be US D508,776

Finding US Patents

US Patent Office http://www.uspto.gov

Can perform text search from 1976 - present Can view all patents in the collection DIFFICULT to view images on a MS Windows computer, OK on Macintosh

Suggested approach
1. 2. 3.

4.
5.

Use US Patent Office to search and find relevant patents. Note Patent Number Visit http://free.patentfetcher.com Enter patent number -> Online software retrieves patent and compiles it into single *.pdf file Download *.pdf file to your computer.

Analyzing Patents

Focus only on patents that are relevant to your design problem After analyzing your problem using black-box modeling or similar methods

Search for patents related to overall function Search for patents related to single sub-function Use art-function matrix to categorize and keep track of patents found Allows ready retrieval of relevant patent when required during the conceptualization process.

Patents Art-Function Matrix

Portion of an Art-Function Matrix for a Child Car Seat.
ART FUNCTION
Ball, arc grove Position indicator Tightening strap Safety strap guide Spring-back prevention US5058283 US50979982 US5954397 US5964502 US5458398 US5286086 US5918934 Cam, spring, teeth, lever, bar Slider, recess, groove Recessed wall, aperture, plate Bar, anchorage

Patents Function Matrix

Portion of an Patent Function Matrix for an electric toothbrush.
Function US Patent
4,710,995

Description
One gear is provided for sliding movement and one gear is provided for oscillatory movement. Thus, both movements can be dimensioned independently of each other A connecting rod is fixed non-rotatably in the brush member. The brush member is connected rotatably about its longitudinal axis relative to the handle. The gear in the handle produces both the oscillatory movement and the sliding movement

Head Motion 4,989,287

Benchmarking

Systematic way of identify, understand, and creatively evolve superior products, designs, processes and practices to improve your organizations real performance.

Internal benchmarking Competitive benchmarking Functional benchmarking: focus on functions rather than products

Benchmarking Matrix
FEATURE
Packaging

CVS
Plastic package with cardboard backing. Easy to open. Not very aesthetic. Dull looking, rough surfaces. Easily cleaned with water. Large rubber on/off switch is easy to use, but in odd location. Two double A batteries. Fairly noisy up close. Noise becomes less noticeable at 4 in. Batteries make the brush a little bottom heavy. Lasts 1-2 months with regular daily use. Very inexpensive. Can be bought for under $5.

COLGATE
Very similar to CVS packaging Looks nice, and comes in different colors. Easily cleaned with water. On/off switch is in good location. It is large and rubber, making it easy to use. Two double A batteries.

ORAL-B
Larger plastic package. Looks nicer than Colgate and CVS packages. Comes in one nice looking color scheme. Brush is easily cleaned with water. Charging stand slightly more difficult to clean Very large on/off switch made of rubber for easy use. In good location. One built in rechargeable battery

SONICARE
Large cardboard package. Nicest looking and easiest to open. It can be reclosed once open. Almost all white, kind of bland looking. Shape is nice. Easily cleaned with water. Charging stand is hard to get into some places to clean. On/off switch is small and made of rubber. It is in a good location, very easy to use. One built in rechargeable battery

Aesthetics

Ease to clean Convenience of On/off switch Number of batteries

Noise level

Fairly noisy

Moderately noisy Lightweight. Weight is dispersed evenly. Battery lasts for 5 days on a full charge when used twice daily. Moderate price. Can be bought for about $20.

Very quiet humming noise. Weighs about the same as the Oral-B brush. Battery lasts up to 2 weeks under normal brushing. Expensive. Costs up to $75

Weight

Reasonable weight. Lasts approximately 2 months when used twice daily. Inexpensive. Costs around $7.

Battery life

Cost

Product Dissection

Systematic process for taking apart and analyzing components and sub-assemblies of a product. Major objectives of product dissection are:

Improve maintainability Improve reliability Migration to new technology

Functional integration, enhancement, or modification

Product dissection and benchmarking for redesign

Internal Benchmarking

Competitive Benchmarking

Functional Benchmarking

Product Dissection

Product Dissection

Product Dissection

Current Status

Opportunities for Product Improvement

More Opportunities for Product Improvement

Compare and prioritize product improvement opportunities to business strategy, resources, etc...

Redesign Product

Biomimicry

It can be defined as the science that studies natures models and then imitates or takes inspiration from these designs and processes to solve human problems.

Velcro: Inspired by barbs on weed seeds Swim suits: Speedo developed a very low water resistance body swim suit for the Olympic games in Australia by studying shark skins.

Internal Search
Brainstorming Delphi Basic methods (intuitive) Synectics Extremes and Inverses Morphological Charts

Concept Generation Method Directed methods (logical)

SCAMPER Axiomatic design

Innovative Thinking
TRIZ

Outline: Internal Search

Internal Search Innovation and Creativity Creativity Thinking Basic or Intuitive Methods Directed or Logical Methods

Innovation and Creativity

The internal search involves generation of new concepts by the design team. New or original concept generation requires a creative process.

Innovation and Creativity

Words

easy to recognize but difficult to define in a fully acceptable manner.

Creativity Invention Innovation

Creativity vs. Innovation

CREATIVITY

INNOVATION

Associated with generating IDEAS

Associated with creating something NEW or DIFFERENT

Types of Technology Innovation

The natural evolution of a technology-based business is for a new technology to substitute for the old. There are two basic ways for the new technology to arise:
Need-Driven Innovation Radical Innovation

The development team seeks to fill an identified gap in performance or product cost

Which leads to widespread change and a whole new technology, and arises from basic research

Technology Pull

Technology push

Creative Thinking

Creative thinking does not occur at a point in time; rather it is a process. Wallas (1926) described as a 7 steps:

Encounter: Identification of the problem to be addressed Preparation: Gathering information about the problem

Concentration: Putting forth effort to solve the problem

Incubation: When a course of action is not clear Illumination: An idea or solution becomes apparent

Verification: Proving that the solution is appropriate

Persuasion: Convincing someone else that the solution is viable for the problem.

Basic or Intuitive Methods

Brainstorming Delphi Method Synetics Method Extremes and Inverses

Morphological Charts

Brainstorming

Basic concept is to generate a large quantity of ideas. The more ideas, the higher the quality of the desired product. Brainstorming requires the participants to be prepared to offer all ideas, including seemingly silly ideas. Designers are encouraged to include non-engineers in the brainstorming sessions.

Memory (Mind) Maps: effective way to record the brainstorming session.

Funnel Conveyer Piping Squeeze Press Press on blades Gravity Chute Ejecting/ Dispensing Juicing Holding Hopper (Gravity Feed) Conveyerbelt Mechanical Picking Arm Rotate on fixed blade Spin blade around orange Conveyer to bin Cut in half and scoop fruit out Slide Mechanical Arm Pump Curved Circular Cup Cage Mechanical Arm

Piping chute Ramp chute Upside down cone chute Aligning Orange Peeler, Slicer, and Juicer Loading

Move over circular saw series Move blades through stationary orange Press on fixed blades

Slicing Waste Disposal Gravity chute Pushing arm to bin

Peeling

Delphi Method

Norman Dalkey and Olaf Helmer (1953) to address military projects

Delphi Method Steps

Formation of a Delphi team: This team is responsible for choosing the experts, developing questions or problem statements, analyzing the responses and providing feedback, monitoring and reporting the responses.

Selecting of experts. Most studies use a panel of 15-35 people

Development of the first set of questions or issues for idea generation. Transmission of the first set of questions to experts. Analysis of the first round of responses and feedback.

Preparation and transmission of the second set of questions.

Analysis of the second round of responses. Resolution. Reporting.

Delphi Method for Product Design Application (adapted from Pahl and Beitz, 1996).

First round of questions: What initial concepts do you suggest for solving the design problem presented? Please make as many suggestions as you can. Second round of questions: here is a list of potential design concepts for solving the given design problem. Please go through this list and make further recommendations. Resolution: Here is the final evaluation of the first two rounds. Please go through the list and write down what suggestions you consider most practicable.

The group interaction in the Delphi method is anonymous, in the sense that the comments, ideas, etc., are presented to the group without revealing their originators.

Synectics Method

Gordon (1961), this method uses analogies and metaphors trigger idea generation.
Synectics Method uses four different types of analogies

Direct analogy: the current problem is directly related to a similar problem which has been solved. Fantasy analogy: imagine that a solution already exists. Symbolic analogy: use metaphors and smiles. Personal analogy: immersing self in the problem and viewing the problem from a different perspective.

Extremes and Inverse Method

This method is informal and is simply: transform current concepts into others by taking them to extremes or considering inverses.
Extremes and Inverse method typical actions

Make on dimension very short or very long. Think about what will happen if it
goes to zero or infinity.
Take the current order of things and switch them around. Put what is on top, on the bottom; or what it is first last. Try taking what is in the inside of something and making it the outside or vice versa. Make something that is rigid flexible or something that is flexible rigid. Make something that is first thought of as straight, curved, or vice versa.

Morphological Charts

In this method, feature-based or functionally decompose subproblems, and possible solution ideas for each problem are placed in a matrix The charts structure lists all the sub-problems or functions and proposed solutions concepts or means to achieve those functions.
Morphological Charts Steps

Step 1: Developing Concepts for each function: The goal is to generate as many concepts as possible for each function. There are two activities: Develop as many alternatives functions as possible For each sub-function develop as many means of accomplishing the function as possible Step 2: Combining concepts: Result of step 1 is a list of concepts generated for each of the functions. Now it is needed to combine the individual concepts into complete conceptual designs.

Morphological Charts Example: Morphology for the can crusher

Directed or Logical Methods

SCAMPER Axiomatic Design Innovative Thinking TRIZ

SCAMPER

This method uses words and questions to trigger idea generation

What could you substitute? What could you combine? What could be adjusted to suit a purpose or condition? What would happen if you change form or quality? How could you use it with a different purpose? What could you subtract or take away? What would you have if you have reversed it?

Substitute Combine Adapt Modify Put to other use Eliminate Reverse

Axiomatic Design

Axiomatic design was developed by Professor Nam Suh of MIT in an effort to make the design process logical. Axiomatic design is based on two axioms and more than 30 corollaries and theorems supporting the axioms Axiomatic design is based on the relationships between four design domains:

Customer Function Physical Process

Axiomatic Design Domains

Customer

Customer needs (CNs) should give rise to functional requirements (FRs)

Function

If all the relationships among these four types of variable are known, then each PVs effect on each CN should be identifiable.

The focus of the design axioms is the relationship between the FRs and the DPs, the functions and the description of the form that fulfills the function.

The function is fulfilled by the interaction of physical elements in the product. Physical elements are characterized by design parameters (DPs)

Process

Process variables (PVs) relate elements of the manufacturing process that affect the design parameters

Physical

Axiomatic Design: Axioms

Axiom 1: Independence Axiom Maintain the independence of functional requirements.

What this means is that, ideally a change in a specific design parameter should have an effect only on a single function.

Axiom 2: Minimize the information content of the design.

The core of the axiom is that the simplest design has the highest probability of success and is the best alternative.

Innovative Thinking (1 of 8)

The Eight-Dimensional Methodology for Innovative Thinking is based on two strategies:

Systematic Methodology: TRIZ which is the Russian Acronym for the theory of inventive problem solving (used by Motorola, Xerox, Kodak, AT&T, General Motors, Ford, etc..) Non-Systematic Strategy: Used by DuPont. It basically recognizes and successfully implements the six dimensions of creativity.

Innovative Thinking (2 of 8)

The user explores solutions in eight different thinking directions. In each direction (or dimension) the user is guided through multiple questions or suggestions that stimulates his/her mind in subspaces in which solutions might be found.

Innovative Thinking (3 of 8)

These dimensions are:

Uniqueness Experimentation Dimensionality

Similarity

PROBLEM

Directionality

Modification Segmentation

Consolidation

Innovative Thinking (4 of 8)

Uniqueness: What is unique about the processes, objects, dimensions, situations, resources, concepts, principles, features, patterns, problems, or solutions?

What does not change Compare characteristics/features

Dimensionality: What could be done with space, time, cost, color, temperature, or any other dimension?

Start with less/Start with more Manipulate time/space/cost/dimensions/structure/topology/etc.. Reduce details Duplicate it/Repeat it

Innovative Thinking (5 of 8)

Directionality: Could be done from different directions or points of view?

Look all the way around Look in all directions

Consolidation: Would be helpful to consolidate processes, objects, dimensions, situations, resources, concepts, principles, features, patterns, problems or solutions?

Combine Multi purpose

Innovative Thinking (6 of 8)

Segmentation: How could segmentation of processes, objects, dimensions, situations, resources, concepts, principles, features, patterns, problems, or solutions help?

Learn to share and manage resources Segment/Cut Separate

Innovative Thinking (7 of 8)

Modification: What if modifications to the existing processes, objects, dimensions, situations, resources, concepts, principles, features, patterns, problems, or solutions are introduced?

Rearrange Extract/Pull Substitute/Exchange Add/Subtract Change/Allow self modification Add something/Automate/Purify/Mix

Innovative Thinking (8 of 8)

Similarity: Why not look at similar processes, objects, dimensions, situations, resources, concepts, principles, features, patterns, problems, or solutions?

Look for pattern/Rule Look and use analogy Make it similar

Experimentation: Could estimating, guessing, or experimenting help? If so, how?

Work it out Simulate Estimate

TRIZ

TRIZ is the Russian acronym for Theory of Inventive Problem Solving. It is a systematic approach to generating innovative designs solutions to seemingly intractable problems. It is based on the analysis of thousands of Russian patents in the early sixties and seventies.

TRIZ has been recognized as a concept generation process that can develop clever solutions by using the condensed knowledge of thousands of past inventors.

Generation of design solutions using TRIZ

1000s of engineering problems

Systematic Innovation path

1000s of engineering solutions

General TRIZ problem

General TRIZ solution

(brainstorming, lateral thinking, etc.)

Specific Design problem

Traditional methods path (brainstorming, lateral thinking, etc.)

Specific Design solutions

Current Innovation path

TRIZ: Solution patterns

TRIZ invites the designer to use a ready pool of knowledge for inspiration.

TRIZ does not discount the use of traditional approaches.

On the contrary, TRIZ ensures that design teams use these traditional methods in a systematic and directed manner by carrying out intelligent idea generation. The solution patterns identified have been synthesized into numerous tools that form TRIZ: Technical contradictions and the contradiction matrix Physical contradictions and the separation principle Standard solutions Laws of evolution Physical effects

Simplified Steps for Application of TRIZ tools

1. Analyze the problem by defining contradiction zones. This ensures that you understand the problem at hand and that you end up solving the right problem. 2. Define your Ideal Final Result. It is an implementation-free description of the situation after the problem has been solved. It focuses on customer needs or functions needed, not the current process or equipment. 3. Identify technical contradiction(s). Formulate it in terms of the generalized engineering parameters. Use the contradiction matrices to seek for the most probable design principles to solve the problem. 4. Identify physical contradiction(s): If no solution is found from the previous step or if the problem cannot be formulated as a technical contradiction. 5. Apply condensed standards to seek the solution.

6. Use the separation principles to separate physical contradictions. Apply the condensed standards to solve the new form of the problem.
7. Revisit Step 1, and ensure the problem was defined correctly

Simplified Steps for Application of TRIZ tools (to use the first three TRIZ tools effectively)
Analyze the System and Resources Develop EMS models If applicable formulate TECHNICAL CONTRADICTIONS Use contradiction matrix

Done

Yes

No
Define IDEAL FINAL RESULT If applicable formulate PHYSICAL CONTRADICTIONS CONDENSED STANDARDS

Done

Yes

STOP

No
Separate PHYSICAL CONTRADICTIONS using the FOUR PRINCIPLES CONDENSED STANDARDS

Done

Yes

No
Change MINIMAL version of the problem

Analyzing the Systems and Resources

A key concept in TRIZ is modeling of all material objects (visible or invisible) as substances and all sources of energy (mechanical, chemical, nuclear, acoustic, thermal, etc.) as fields. A function can be defined as a substance, S1 , acted upon a field, S 2 , created by a second substance, F1 .

S2

F1 S1 description

The parameters S1 and S 2 are often referred as object and tool, respectively, where the tool is acting on the object to create the desired effect. Models that do not have all the three components (tool, object and field) are referred to as incomplete.

Analyzing the Systems and Resources

A key concept in TRIZ is modeling of all material objects (visible or invisible) as substances and all sources of energy (mechanical, chemical, nuclear, acoustic, The development of a good problem model, prior to thermal, etc.) as fields.

concept generation, gives design teams a good S A function can be defined as a substance, S1 , acted upon a field, 2 , created by a understanding second substance, F1 . of the problem, including the relevant materials, systems, signals, and sources of energy, and F1 S S1each other. 2 their interaction with description
The parameters S1 and S 2 are often referred as object and tool, respectively, where the tool is acting on the object to create the desired effect. Models that do not have all the three components (tool, object and field) are referred problem to as incomplete. that a good solution can be found.

It is only with a clear understanding of the design

Energy-Materials-Signal (EMS) Models in TRIZ

The

EMS extended the transparent-box model in the functional analysis by incorporating symbols that indicate harmful and insufficient energy, material and signal flows within the system.
EMS model symbols and description (limited to E-M-S)

Signal flow
Material flow Energy flow Wavy line represents any of the three flows (EMS) Indicating that the flow will be harmful to the system receiving it

EMS Model of an airbag system

Impact

Mech.

Impact sensor

Inflator module

Mechanical

Gas

Car interior

Mech.

Mech.

Small occupant Airbag

Mech.

Large occupant

Problem Clarification

TRIZ places great emphasis on making sure that design teams are

solving the correct problem. Significant portion of the approach focuses on analyzing the problem to get to the root cause of any contradictions (technical of physical) before embarking on a solution search. A technical contradiction is similar to the classical engineering tradeoff, i.e., as the design improves one feature, another gets worse.

A physical contradiction is where a portion of the system is required to have two opposite characteristics or perform two opposite tasks.

Contradiction Zones
There are two types of contradiction zones:

Operation Zone Time zones Dombs (1997) recommends following a journalism approach to define these contradiction zones (interview approach): Who has the problem? What does the problem seem to be? What are the resources? When does the problem occur?

Where does the problem occur?

Why does the problem occur? How does the problem occur?

The Ideal Final Result (IFR)

The Ideal Final Result (IFR) is a statement that defines the desired

solution for a design problem, based solely on customer needs or functional requirements.
Intentionally avoids the inclusion of current design features to avoid biasing the concept generation. The IFR has the following 4 characteristics:
1. Eliminates the deficiencies of the original system 2. Preserves the advantages of the original system 3. Does not make the system more complicated 4. Does not introduce new disadvantages

The Ideal Final Result (IFR)

The Ideal Final Result (IFR) is a statement that defines the desired

solution for a design problem, based solely on customer needs or functional requirements.
Intentionally avoids the inclusion ofIFR current design features to the avoid Marconi (1998) suggested that can be stated in biasing the concept generation. following way:

The resources will eliminate the negative effect within the 1. Eliminates the deficiencies of the original system operating zone during the operating time without 2. Preserves the advantages of the original system complicating system while performing the positive 3. Does notthe make the system more complicated effect Does not introduce new disadvantages 4.

The IFR has the following 4 characteristics:

The 40 Inventive Principle

Using the TRIZ method, the goal is to find the major contradictions

that is making the problem hard to solve. Then, use TRIZs 40 inventive principles to generate ideas for overcoming the contradictions. The inventive principle were found by Altshuller when researching patents from many fields of engineering and reducing each of the basic principles used. The entire list of principles and the matrix to solve contradictions can can be found in:
http://triz40.com/aff_Principles.htm

The entire list of principles with examples can be found in:

http://www.triz-journal.com/archives/1997/07/b/index.html

Technical Contradictions

Technical contradictions refer to the standard engineering trade-off.

Contradiction occurs when changing one parameter to make an aspect of the system better makes another aspect of the system worse. Examples: The product get stronger (good) but the weight increases (bad) Reducing the engine size in an automobile to decrease fuel consumption (good) decreases available horse-power (bad)

Increasing the stiffness of an airplanes wing to reduce vibration during flight (good) increases the weight of the plane (bad)

Technical Contradictions
The general parameters used to describe system metrics

(specifications) can be used to formulate technical contradictions within the system. Using TRIZ method, the goal is to find the major contradictions that making the problem hard to solve. Elimination of the technical contradiction may yield the desired final design. Questions Althsuller set out to answer:

How can one eliminate the technical contradictions easily?

Do certain contradictions lend themselves to a particular solution irrespective of the actual problem at hand?

Contradiction Matrix

Althsuller realized certain technical contradictions were associated

more frequently with particular design principles than others.

He tabulated these observations to create the contradiction matrices. The contradiction matrix lists the most probable design principles for the solution of a particular technical contradiction. The contradiction matrix (developed by Altshuller and colleagues in 1969, the pricniples are slanted toward mechanical systems) can be found in: http://www.triz40.com/aff_Matrix.htm

Contradiction Matrix

Althsuller realized certain technical contradictions were associated

more frequently with particular design principles than others.

At first glance. There may appear to be no connection between thecontradiction technical contradiction and the proposed solutions. The matrix lists the most probable design principles for
the solution of a particular technical contradiction.

He tabulated these observations to create the contradiction matrices.

In the framework of the recommended design principles, however, The contradiction matrix team (developed by Altshuller and colleagues in the design should use concept generation 1969, the pricniples are slanted toward mechanical systems) can be techniques (i.e., brainstorming) to come up with new concepts found in: to address the design problem.
http://www.triz40.com/aff_Matrix.htm

Contradiction Matrix Example: Ice Dispenser

In an effort to improve the quality of the ice and the ice dispensing process (39 Productivity), there is an increase (worsening effect) in 17 Temperature and fusion of ice (23 Substance loss) The contradiction matrix suggests the following general design principle as the most probable course of action to solve the problem 35 Altering an objects aggregate state 21 Rushing through. Perform a process or individual stages of a process at high speed. 28 Replacement of mechanical pattern. Replace a mechanical pattern with an optical, acoustical, or odor pattern. Use electrical, magnetic, or electromagnetic fields to interact with the object. 10 Preliminary action. Carry out required action before it is needed, or set-up objects to be able to carry out their actions as soon as required. 23 Feedback

Contradiction Matrix Example: Ice Dispenser

Timer

Electrical energy

Accept External Energy

Agitator
mechanical

Water

Make Ice Cubes

Ice cubes

Ice in storage compartment

Ice cubes

Ice cubes

Ice dispenser

EMS model of ice maker showing harmful effect (mechanical energy) of agitator

Contradiction Matrix Example: Ice Dispenser

Timer

Electrical energy

Accept External Energy

Agitator
mechanical

Controller

Water

Make Ice Cubes

Ice cubes

Ice in storage compartment

Ice cubes

Ice cubes

Ice dispenser

EMS model of ice maker showing removal of harmful effect by introducing feedback through a controller

Physical Contradictions
Physical contradictions are situations where an object is required to

be in two contradictory states or have opposite requirements at the same time. Examples: An automobile airbag should deploy very fast, to protect the occupant but the faster it deploys, the more likely is to injure somebody Software should be easy to use but be able to perform complex functions Sport-utility vehicles should have high clearance to traverse rugged terrain, but should have low clearance to avoid rollovers

Physical Contradictions
Once the object has been formulated as a physical contradiction, one

of the TRIZ Condensed Standards (described next) can be used to generate concepts to solve the problem. If solution can not be found, the physical contradiction must be separated using one of the four separation principles:

Separation in time
Separation in space Phase transition: for example, solid-liquid-gas-plasma Separation in structure Separation principles are related to certain design principles. These principles can be used to achieve separation.

Relationship between separation and design principles

Separation in Related Design Principle

15 Dynamism
Time 20 Uninterrupted useful effect 24 Go between 2 Removal Space 7 Nesting 17 Moving to a new dimensions 1 Segmentation 3 Local quality Structure 5 Joining 13 Opposite solution

The TRIZ Condensed Standards

Once the object has been formulated as a physical contradiction, one

of the TRIZ Condensed Standards (described next) can be used to generate concepts to solve the problem.
The condensed standards have been developed from the 76 classical TRIZ standard solutions.
Reduced versions of the 76 solutions: Soderlin (2002): uses the name of rules instead of standards reduced the number to 16 rules

Orloff (2003): renamed the standard solutions to compact standards and reduced the number to 35
Ogot (2004): renamed to condensed standards and reduced to 27 solutions

The TRIZ Condensed Standards

Classical 76 standards solution (fall into five classes) Class I: Improving the system little or no change Class II: Improving the system by changing the solution Class III: System transition Class IV: Detection and measurement Class V: Strategies for simplification

Condensed Standards solutions (fall into three classes) Condensed Standard I: Improving the system with little or no change Condensed standard II: Improving the system by changing the solution Condensed standard III: Detection and measurement

The TRIZ Final Remarks

There are good on-line sources for tutorial, case studies and scholarly work on TRIZ: The TRIZ Experts: http://www.trizexperts.net/ The Altshuller Institute for TRIZ: http://www.aitriz.org/ai/index.php Ideation TRIZ: http://www.ideationtriz.com/ Interactive TRIZ matrix and 40 principles: http://www.triz40.com/ The TRIZ Journal: http://www.triz-journal.com/