LSSG Black Belt

Training
Innovation:
The Next Frontier for Six Sigma

LSS and TRIZ

Innovation is HOT
Rise of the Corporate Innovation Officer
New career opportunities
Clearly, improvement and innovation methodologies are
becoming a significant source of competitive advantage!
Patents and continuous improvements are becoming blurred.
What is obvious or ordinary or incremental or a simple
combination of pre-existing inventions?
TRIZ and LSS - a perfect complement - the next evolutionary
step, incorporating proven innovation methodologies and
tools with continuous improvement methods and tools.

House of Quality: A Popular Six Sigma Tool

The Roof Describes Contradictions!
Correlation
Positive

Competitive
evaluation
X = major competitor

XA
A
A

4.5 4.4 1.1 4.9 20.7

XA

3.8 4.0 1.6 6.1 24.8

X A
A

2.5 4.2 1.0 2.5 10.2

Briefness
5
4
3
2
1

Target Values
Difficulty (qualitative 1-5)

X
A
A

A
X

A
X

A
A

A
A

XA

3.2

4.0

3.5

4.8

4.5

4.9

Absolute Weight

15.9 92.5 66.9 46.2 18.2 32.6

Relative Weight hows

9.2 101.3 84.9 67

55.4 34.9

Relationships
Strong

=9

Moderate

=3

Week

=1

5
8

% Importance Abs Weight

XA A
A

Clarity

X A

3.2 3.4 1.0 3.2 13.1

5.0 4.6 1.5 7.5 31.2

Abs Weight = Ratio*Importance

Easy of use
Accuracy

Technical
evaluation
(5 is best)

Ratio = Target Value/ Company Now

Target Value (qualitative)

Relevance

A = Us

Importance to Customer

Table of
Contents

Choice of
Language

Dept of
Coverage
Use of
Graphics

Timing of
Renewals

Customer
Requirements

Strong Positive
Negative

Formatting
Style

Technical
Requirements

TRIZ
(Teoriya Resheniya Izobreatatelskikh Zadatch)
(Pronounced trees with a roll on the r)
A Methodology for Innovation
by resolving contradictions!

Triz History
English acronym for a Russian phrase translating to the
Theory of Inventive Problem Solving
Began as the work of Genrich Altshuller, a patent officer in
the Russian Navy in 1946
Based on a review of 2.5 million patents to date (200,000 by
Altshuller!)
Aim is to provide a systematic and rigorous way to be more
inventive in our problem solving
Focus is on resolution of inherent design contradictions by
removing them at their source, rather than compromise
Allows people to study the ideas and the ways that
contradictions were solved (creates the ability to almost
automate the inventive process!)

Triz History (continued)

Now a well-developed collection of principles, tools and
techniques, including the 40 Inventive Principles (IPs) and
the Contradiction Matrix
Primarily about technical and physical problems, but the
current focus is to apply these ideas to services!
Now being combined with Lean Six Sigma a natural,
especially with DMADV/DFSS to create Six Sigma capable
processes to start (extends HOQ!)
Has its own methodology (ARIZ), but can also be adapted to
DMAIC/DMADV
What Six Sigma lacks in the area of systematic innovation
TRIZ encapsulates in almost every tool and technique.
(Geoff Tennant)

Genrich Altshuller: The Father of Triz

In his first book, How to Learn to Invent, [Alshuller] laughs at
the popular opinion that one must be born to be an inventor.
He criticizes the trial and error method used to make
discoveries. (Lev Shulyak)
You can wait a hundred years for enlightenment, or you can
solve the problem in 15 minutes with relative ease.
(Genrich Altshuller)
Imagination is more important than knowledge.
(Albert Einstein)
Knowledge on how to think in a non-standard way, that is to
imagine, is just more important. (Anatoly Guin)

The Triz Methodology

Study patterns and stages of innovation. Identify current

position to determine future direction and potential.
Approach innovation at the systems level to consider all
aspects of the environment; consider functionality and hidden
resources
Use an algorithm for problem-solving (e.g., ARIZ, DMAIC)
Solve contradictions; do not compromise
Create the ideal system maximum benefit at zero cost and
zero harm
Use idle resources (e.g., air, knowledge, skills); add (at zero
cost) to increase functionality
Use the 40 Inventive Principles (IPs) and Contradiction Matrix
(grid of most popular IPs for specific parameter conflicts)
Separate the contradictions
Add a third factor
Use science and knowledge for answers
Remove the unnecessary/Ask Why?

Key Triz Concept: Ideality/Ideal Design

Provides all required functions without the physical

existence of any system
Uses free resources (such as gravity, air,
knowledge, the effects of shape memory, etc.)
The measure is the sum of the benefits divided by
the sum of the costs and harms
Benefits are any useful functions or desired
outcomes
Costs should include direct costs and costs to
society (Taguchi)
Harms should include failure modes, harmful
effects, and any other undesired outcome

Understanding the Problem:

Define the Ideal Outcome

Triz tool is called The Ideal Final Result

Use Brainstorming, including Solution Park
Do NOT think about HOW we get what we want!
Concentrate on BENEFITS!
Imagine we have a MAGIC WAND
Ask everyone in the room to define their ideal outcome
and create consensus
Define who we are and at what systems level we are
operating
Decide what we want the benefits/future state
Visualize the solution (future state map, 9 Windows,etc.)
Search for resources to deliver the benefits
Identify contradictions for further improvement using Triz

Triz Tool: Nine Windows (or Screens)

Past

Present

Future

Macro
System
System
Micro
System
Used to identify the ideal state, resources that can be used, and
understand where the real problem lies.

Triz Tool: Nine Windows

Bradford University Example
Past
Present
Future
Macro
System

System

Micro
System

Low status and

salaries of
engineers in UK;
Mfg base in decline

Loyal, qualified
staff; good
facilities; demand
for graduates by
local companies

What will the

government want?
What will the
University want?

Engineering is less
understood and not
a popular choice;
Qualifications are
harder; Business
more popular; Male
dominated

Problem:
How to attract
many capable
engineering
students to
Bradford?

What We Want:
Full quota of good
students
graduating in
engineering form
Bradford

More girls at
university;
Engineering seek
as geeky

How to insure a
good pool of able
students? How to
inspire enthusiasm
for engineering?

Students gain
employment from
local companies

Triz Tool: Nine Windows

Combined with SWOT Analysis
Past
Macro
System
System
Micro
System

Present

Future

The 40 Inventive Principles (IPs)

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.

Segment*
Separate/Extract*
Localized Characteristics/ Quality
Asymmetry
Merge/Consolidate
Multi-Functionality/ Universality
Nesting Principle
Counterweight
Prior Counteraction
Prior Action*
Beforehand Compensation/ Preparation
Equi-Potentiality
Other Way Around/ Reverse
Curvature Increase/ Spheroidality
Dynamic Parts*
Partial or Excessive Action
Change or Move to a New Dimension
Mechanical Vibration
Periodic Action
Continuity of Useful Action
Hurrying/Rush Through or Skipping Over
Blessing in Disguise/ Convert Harm into
Benefit
Feedback

24.
25.
26.
27.

28.
29.
30.
31.
32.
33.
34.
35.

36.
37.
38.
39.
40.

Intermediary/Mediator
Self Service
Copying
Inexpensive and Short-Term (Instead of
Expensive and Durable); Cheap
Disposables
Interaction Substitute; Replacement of a
Mechanical System*
Pneumatics and Hydraulics
Flexible Shells and Thin Membranes or
Film
Porous Material
Optical Property Change/Changing Color
Homogeneity
Discarding and Recovering/Rejected and
Regenerating Parts
Parameter Change/Transformation of the
Physical-Chemical Properties of the
System or Parts*
Phase Transition
Application of Heat Expansion (Thermal
Expansion)
Using Strong Oxidants
39. Inert Atmosphere/ Environment
Composite Materials

*Most commonly used principles (J. Zhang)

Separation Principles

The Principles:

Separation of Parts and Whole: Can the actions/parts/

systems be broken up into smaller parts, or combined into
one whole?
Separation in Time: Can actions/parts/system be separated
in time, or happen before or after the other?
Separation in Space: Can the conflict be resolved by
physically moving the actions/parts/systems? Can removing
a separation in space combine actions/parts/systems to
remove the conflict?
Separation on Condition: Can the actions/parts/systems be
treated/handled differently based on internal or external
conditions?

These principles are usually used first, as they can often

propose a solution quickly!

Triz Tool: The Contradiction Matrix

The contradiction (in design features) is at the heart of TRIZ.

The CM Matrix is a starting point for solution generation, once
two features have been found that are currently in a trade-off
situation.
Two types of contradictions are considered:

Technical (i.e., as one gets better, the other must get worse, such as strong
and light weight), and
Physical (i.e., when one parameter must be in two opposing states at the
same time, such as big vs. small, short vs. long, etc.).

Only 1250 typical system contradictions in 39 design

parameters have been found to date
The purpose of TRIZ is to eliminate the trade-off and allow both
features to exist without contradiction. Without innovation,
designers typically compromise by trading off the two extremes.
The method focuses on identifying a single measure (of a
feature), and exaggerating the two extremes.
The CM Matrix is now a 39 X 39 Matrix with 39 Design
Parameters on each side. Each entry contains from 1-4 of the
Inventive Principles (IPs) that should be considered.

Triz Tool: The Contradiction Matrix

Characteristics
(39)

1: Weight of a
Mobile Object
2: Weight of a
stationary Object
3: Length of a
Mobile Object

8,15,
29,34

29,17,
38,34

29,2,
40,28

10,1,
29,35

35,30,
13,2

5,35,
14,2

15,17,
4

7,17,
4,35

17,7,
10,40

35,8,
2,14

8,15,
29,34

4: Length of a
Stationary Object

35,28
40,29

5: Area of a
Mobile Object

2,17,
29,4

14,15
18,4

6: Area of a
Stationary Object

30,2,
14,18

26,7,
9,39

7: Volume of a
Mobile Object

2,26,
29,40

1,7,
4,35

8: Volume of a
Stationary Object

35,10
19,14

19,14

9: Speed

2,28,
13,38

13,
14,8

7,14,
17,4

1,7,
4,17

35,8,
2,14

29,30,
34

7,29,
34

Inventive
Principles
(40)
1: Segmentation
2: Extraction
3: Local Quality
4: Asymmetry
5: Consolidation
6: Universality
7: Nesting
8: Counterweight

9: Prior Counteraction

Triz: Not Just for Manufacturing!

An Illustration
IP14: Curvature Increase (Spheroidality)
Curvature can be increased by moving from lines to curves,
from linear to circular motion, and in one, two, or three
dimensions. Use rotational motion and forces rather than
linear.
E.g., Ball bearings in toys, coil springs in mattresses, circular
tables, domed roofs, knuckle joints as hinges for windows,
corkscrew cucumber slicer, non-linear organizational
structures, 360 degree feedback, people with rounded
personalities performing customer service, rolling forecasts of
customer requirements, ergonomic furniture, meals on wheels,
quality circles, circular work cells, using 3D virtual models,
using educational globes rather than maps for instruction, using
smoothing techniques for forecasting of data, encouraging outof-the-box versus linear thinking
Can you think of other applications?

Example IP: Periodic Action (IP19)

Replace a continuous action with a periodic one

(impulse)

If the action is already periodic, change its frequency

Use impulse sprinkler on lawn to reduce damage to soil

Periodic repetition of advertising messages
Periodic evaluation/auditing of processes

Batch manufacturing small customized products

Mass customization individual production
Institute monthly customer communications, in addition to annual
surveys

Use pauses between impulses to provide additional

action

Preventative maintenance of equipment and facilities

Plan pauses in negotiations
Get work done between meetings
Capture lessons learned for knowledge management

Example IP: Continuity of Useful Action (IP20)

Carry on work continuously; make all persons/systems

work at full capacity all the time

Continuous compounding of interest

Provide 24 hour, 7 day service to customers
Use retired employees during peak work times, absences, and
vacations
Bring the services for special education students to the regular
classroom, rather that having students go elsewhere for services

Remove idle and intermediate motion

Use mobile phones

Create life-long learning opportunities
Conduct training during pauses in work
Employ multi-skilled personnel at bottleneck functions to avoid
customer delays

Common Service Contradictions

Diversity versus Focus

Customization versus Standardization
Functionality versus Ease of Use
General Information versus Detailed
Information
Security/Privacy versus Transparency
Industrialization versus Personalization

Mini-Case: Techo Edge Canteen

Techno Edge is a university canteen open from 8:30am

to 6:30pm on weekdays, and from 8:30am to 2:00pm
on Saturdays. Since it is not convenient to purchase
food elsewhere outside of the operation hours of the
canteen, students have requested an extension of
hours of operation. The solution, however, may not be
welcomed by the food operators for reasons of cost
ineffectiveness.
The Contradiction: Longer hours to meet student
demand vs. cost-effective staffing

Mini-Case: Techo Edge Canteen

The Solution Using TRIZ

The General Solution: Take effective measures to stretch the

operation time, or concentrate the demand of the customers
into a shorter period of time, as follows:
IP1: Separation in space: Use outside contractors to provide
phone ordering/direct delivery.
IP1: Separation within a whole and its parts: Separate the
dining needs of customers into types and patterns provide
niche services, such as late delivery.
IP1: Separation in time: Divide the operation into two parts.
Use a different operator to provide night-time services.
IP25: Self-Service and IP10: Preliminary Action: Provide food
vending machines and microwave ovens to relieve peak hour
demand and late night customers.

Class Exercise: Icebreaker

It is necessary to move cargo in the winter through
waterways that can be covered by as much as 10 feet of
ice. Traditionally, ice breakers have been used to open
a channel through the ice for a convoy of ships to follow.
The ice breaker can only advance at a speed of 2 km/hr.
We need to increase this rate to at least 6 km/hr,
although faster would be even more desirable.
Alternative means of transportation are not acceptable.
Our investigation shows that the icebreaker has the most
efficient engine available in the industry at this time.

Reverse TRIZ

Similar in concept to failure analysis in Six Sigma

But can also identify contradictions in the system
related to potential failures that are not obvious
Asks the question, If I were going to sabotage the
system, how would I do it?
The idea is to find the weak spots in the system
Once the contradictions are identified, the 40
principles can be used to resolve the failure

Triz Tool: Smart Little People

Question: In looking at this page, what are you thinking?

TRIZ Tool: Smart Little People (SLP)

Using Smart Little People helps to overcome

the psychological inertia in our thinking
Imagine an army of smart but very small
people that can do anything, think for
themselves, and work down to the atomic level.
Then imagine how they could do a job
differently or with fewer of them involved.
For example, it takes 6 SLP to hold up a heavy
pipe. How could they do it with less people?

Example: Smart Little People (SLP)

Problem: To protect workers in a metallurgical shop from flying
melted metal drops, special screens are installed. The smaller
the mesh, the better the protection. If the mesh is small,
however, it is difficult to see through the screen. What can be
done?
To apply the SLP method, we should consider two types of
creatures: flying creatures that represent the metal drops, and
guards. The guards are positioned in the form of a grid (see the
picture, below). They try to catch all the flying creatures, but
some sneak through the cells anyway.

Example: SLP (continued)

A similar situation can be seen on a tennis court. How

can we catch all the balls? The easiest way is to place
many catchers on the court -- but then there is no
game. The "solution," of course, involves only one
player, who moves quickly from place to place to cover
the court.
We can do something analogous with our guards:
have them move around quickly to cover all the
necessary space.
Solution: use a rotating or vibrating grid that will retain
all the drops while allowing us to see through it.

Summary - LSS and TRIZ

Innovation is HOT
Rise of the Corporate Innovation Officer
New career opportunities
Clearly, improvement and innovation methodologies are
becoming a significant source of competitive advantage!
Patents and continuous improvements are becoming blurred.
What is obvious or ordinary or incremental or a simple
combination of pre-existing inventions?
TRIZ and LSS - a perfect complement - the next evolutionary
step, incorporating proven innovation methodologies and
tools with continuous improvement methods and tools.

LSS and TRIZ A Natural!!

TRIZ can be used with Lean Six Sigma to:

Extend the House of Quality resolve
contradictions
Bust process bottlenecks reduce cycle time
Capture knowledge using TRIZ IPs and
characteristics
Expand the toolbox add TRIZ tools to LSS
Many other possibilities!

Sources

Altshuller, G.S. 40 Principles: TRIZ Keys to Technical Innovation, trans, and ed.
Shulyak, L. and Rodman, S., Technical Innovation Center, Worcester, MA., 1997.
Averboukh, E. Six Sigma Trends: Six Sigma in Financial Services, TRIZ Journal,
March, 2006.
Bligh, A. The Overlap Between TRIZ and Lean, March, 2006, www.innovationtriz.com/papers/TRIZ_Lean.pdf.
Dourson, S. The 40 Inventive Principles Applied to Finance, TRIZ Journal, October,
2004.
Gadd, K. Triz at Bradford University: Solving an Organisational Problem using
TRIZ, April, 2006.
Guin, A. School-factory will Die. Whats On? TRIZ Journal, April, 2004.
Marsh, D., Waters, F., and Marsh, T. 40 Inventive Principles with Applications in
Education, TRIZ Journal, April, 2004.
Retseptor, G. 40 Inventive Principles in Marketing, Sales, and Advertising, TRIZ
Journal, April, 2005.
Retseptor, G. 40 Inventive Principles in Quality Management, TRIZ Journal, March,
2003.
Tennant, G. TRIZ for Six Sigma, Mulbury Six Sigma, 2003.
Terninko, J. Selecting the Best Direction to Create the Ideal Product Design, TRIZ
Journal, July, 1998.
Zhang, J. Chai, K.H., and Tan, K.C. 40 Inventive Principles with Applications in
Service Operations Management, TRIZ Journal, December, 2003.
Zhang, J. Chai, K.H., and Tan, K.C. Applying TRIZ to Service Conceptual Design:
An Exploratory Study, TRIZ Journal, March, 2005.

Check out the archives of the TRIZ Journal for additional articles at
www.triz-journal.com, and www.innovation-triz.com for other resources.