1. June 24, 2012 Capstone Project Dale Pithers 1
TRIZ - A Legitimate Problem-Solving Tool for Business
CAP799 Capstone Project
Aspen University
June 24, 2012
dalerpithers@gmail.com
Dale Pithers
2. June 24, 2012 Capstone Project Dale Pithers 2
Table of contents
Abstract Page 3
Introduction and History Page 4
Explanation of Terms Page 6
Nine Laws of System Evolution Page 9
Overview of Problem-Solving Technique Page 16
Problem #1 Page 18
Results and Interpretation Page 20
Problem #2 Page 22
Results and Interpretation Page 23
Problem Conclusions Page 26
Observations and Comments Page 28
Conclusion/TRIZ Future Page 29
References Page 31
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Abstract
TRIZ “Russian: теория решения изобретательских задач, teoriya resheniya
izobretatelskikh zadatch” [Theory of Inventive Problem Solving] is a problem-solving method
where the object is to render better solutions by improving design areas where possible. TRIZ
was developed by Genrich Altshuller and his colleagues in the former USSR around 1946. TRIZ
is now being developed and practiced throughout the world (Barry, Domb, & Slocum, 2012).
TRIZ first looks at the Ideal Final Result (IFR), or “Ideality” of a problem, and utilizes
system resources to approach that goal. Ideality is an essential concept of TRIZ, and one of the
basic themes of this is that systems evolve toward Ideality irreversibly (Courts, 2010). Along the
way, a practitioner of TRIZ encounters contradictions, which can be of several types. These
contradictions are addressed via a TRIZ matrix that was developed from the work and studies
Altshuller completed while employed in the Russian patent office. During that period, Altshuller
kept statistical data on the patents he reviewed and documented similarities and characteristics of
the issues and failures that arose in those invention processes.
The aforementioned TRIZ matrix allows a problem-solver to choose an improving feature
and a worsening feature. The matrix then offers several generic solutions. These solutions were
originally used in engineering so interpretation is often necessary to reach a business solution.
After interpretation, the solutions to the problems presented in the present research paper have
been applied to the workplace with success.
The specific problem in the first case to be observed has a contradiction as follows:
Process Streamlining vs. Increased Approvals. The second case features a scenario where speed
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is weighed against accuracy. In both instances, results were collected and a plan was established.
In the end, some success from the suggested solution plan was achieved in a real-world working
environment.
TRIZ is a useful problem-solving tool with a firm future in business applications. The
present author argues that a more user-friendly, interpreted version of the TRIZ matrix could be
brought forward in the future, along with a smaller matrix design built for business usage.
Introduction/History
Genrich Altshuller was born on October 15, 1926 in Tashkent, Uzbekistan (formerly the
USSR) into a family of journalists. A few years later, the family moved to Baku, Azerbaijan
(USSR).
After high school, Altshuller studied at the Azerbaijan Industrial Institute. After this, he
joined the Russian Navy, where he became a pilot in the fighter plane division. During this
period, Altshuller worked in the Innovation Center of the Russian Navy. His duties included
screening the patents. This was an ideal place for his creative thinking to prosper. His work
began in 1946 when he was only 20. From that point onward, he studied thousands and
thousands of patents and created the innovative logic that was later to be called TRIZ.
What followed is what is now known as the key techniques of TRIZ. Altshuller and a
good friend proposed some radical suggestions to the Russian Government in 1948. However,
the result was negative. Altshuller was imprisoned for a long period. His time was spent in an
intense labor camp in the terrible freezing temperatures above the Arctic Circle. At that time in
history, Russian prisons served as a unique learning opportunity. Many prisoners utilized this
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unique opportunity to teach useful topics and fields to each other. Often, these classes included
mathematics, logic, science, foreign languages, among many others. The knowledge he acquired
there helped Altshuller greatly in understanding various systems from a generic perspective.
After his imprisonment was over, Altshuller concentrated on writing stories and articles
for publication. He published his first article on TRIZ in 1956. During this period, many of
Altshuller’s works were full of brilliant and innovative ideas.
Altshuller’s major period of life was spent in studying patents. He screened over 200,000
patents to see how problems were solved. He found that very few of them involved new
inventions. He also found that a great number of these were just straightforward improvements.
The main discovery Altshuller made from this data was that all those inventions have used a
certain set of rules to solve the problems. In other words, the same sets of rules have been
applied repeatedly to solve all kinds of inventive problems.
He listed 40 such rules, called Inventive Principles, the application of which is considered
the key technique of TRIZ. Instead of categorizing patents into the conventional classes of
industry types, Altshuller categorized these patents into five different levels, according to their
novelty of invention.
These levels are as follows: 1. Straightforward design problems, 2. Simple contradictions,
3. Difficult design, process, and manufacturing contradictions, 4. Extremely difficult system
design problems, and 5. Invention of new science. TRIZ deals with problems involving levels 2-
4.
In 1989, Altshuller became the President of the “International TRIZ Association”,
founded by his friends and students. In 1990, he and his family moved to Petrozavodsk, Russia,
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where he lived until his death. His presence in Petrozavodsk made the place a center of TRIZ
research and association. Altshuller passed away on September 24, 1998, due to complications
from Parkinson’s disease (Mishra, 2012).
Altshuller left a revolutionary science behind him, the Theory of Inventive Problem
Solving (TRIZ), which will keep him alive in the memory of thousands of people all over the
world. His great discoveries and contribution to humankind will confer a lasting presence in the
annals of history (Mishra, 2012).
Explanation of Terms
The aforementioned Ideal Final Result (IFR), or Ideality, describes a solution to a
problem free of any mechanisms or constraints from the original problem or issue. This is
similar to “re-engineering” in the process management world, in which processes are “blown-up”
and revamped. In other words, it as an ideal end-state without any strings attached from the
current issue we are facing (Phinney, 2012). Therefore, an ideal system is one that performs its
purpose free of negative characteristics in all aspects of its operation.
Ideality is one of the most powerful concepts of TRIZ. According to ideality, each
product, system, or organization moves toward its ideal state. The ideal state of the system is
where there is no problem in the system; the system is better, faster, low cost, low error, low
maintenance, and so on. In other words, the ideal system consists of all positives and no
negatives (www.Trizsite.tk.asp, 2012).
In addition, the IFR is the ultimate stage of a system or organization at the end of its
evolution. The IFR is obviously the most powerful solution among all conceivable solutions.
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IFR is not dependent upon the possibility of an accomplishment. It is similar to the concept of
“the ideal product” or “the ideal process”. “The ideal process is one that does not require time,
energy and resources but achieves the necessary effect” (www.Trizsite.tk.asp, 2012).
Overall, the purpose of TRIZ is to aid with systems design. Problem-solvers should
examine all individual functions while they search for a conclusion. Upon receiving results,
there is always a chance to achieve a revolutionary solution, the most suitable of which is IFR.
Another important concept within the TRIZ structure is Contradiction. This is evident
when, in the process of performing an important action, a harmful action or inadequacy becomes
apparent. These have naturally occurred in designs, often due to such factors as unstructured,
traditional, and uninspired plans. Specialists need to use available resources to resolve
contradictions and system conflicts. Some examples of ways to do this are as follows:
a) Introducing a new tool
b) Overcoming the physical contradictions
c) Ideality maneuvers
The last of the methods above is the preferred approach, and there are three ways to
approach this:
a) Eliminate the object.
b) Eliminate the tool and have the object perform the action.
c) Eliminate the tool and have the action delegated to the environment.
Physical Contradiction implies inconsistent requirements to a physical condition of the
same element of a Technical System (TS) or operation of a Technological Process (TP)—i.e., the
same key subsystem of a technique. For example, we want that insulators in semiconductor
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chips have low dielectric constant, k, in order to reduce parasitic capacities, and we want that
insulators in semiconductor chips have high dielectric constant, k, in order to store information
better (Savransky, 2012). TRIZ practitioners call this a Macro Physical Contradiction if it occurs
for a complete section or component. Testers call this a Micro Physical Contradiction if it were
to apply to a component’s integral elements.
Two other types of contradiction are Administrative Contradiction and Technical
Contradiction. An Administrative Contradiction happens when there is a contradiction between
needs and abilities (Courts, 2010). A Technical Contradiction is evident when there is an inverse
dependence between parameters/characteristics of a machine or technology (Courts, 2010).
When receiving Physical Contradictions, one must first see what is causing the conflict
then identify a pair of mutually exclusive requirements then use Separation Principals.
Separation Principals involve the isolation of the conditions of the requirements by shifting their
occurrence in time, space, or between the whole and its parts.
Systems are an important concept in TRIZ, as TRIZ comprises a combination of
Functions and Actions. Function includes two components, Tools and Object; Actions are
performed by Tools on Objects (Courts, 2010). Function is another vital notion within the TRIZ
structure and consists of Tools and Objects. Since objects are a separate concept from the tool
itself, this distinction is of supreme importance with regard to the concept of ideality.
An example of a “System” is as follows:
System = Stapler & Staple
Stapler (Tool)
Drives (Action)
Staple (Object)
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Nine Laws of System Evolution
Next, there are Nine Laws of System Evolution, which require explanation. The Laws of
Evolution were developed from the process mentioned earlier, where Altshuller studied tens of
thousands of patents. These laws are very helpful for technology forecasting since they identify
the most effective directions for the system’s development. For example, the Law of Increasing
Flexibility (discussed in detail below) states technological systems naturally evolve from rigid
structures into flexible or adaptive ones. An illustration of this law is evolution of aircraft
structures, which went from rigid wing designs to variable-geometry wing designs. A Law of
Evolution delineates a general direction for further system transformation, but says nothing about
the details of this transformation (Fey, 2012).
The first law is the Law of Increasing Ideality. This law supports the overriding trend,
which encompasses all the others and states that technological systems evolve in the direction of
increasing ideality (www.Baetriz.co.uk, 2012). An example of this is evident when considering
the early evolution of the automobile. Originally, cars were crude: internal combustion engines
attached to a carriage. These were quite inefficient, and next came along a three-wheeled
vehicle, prior to Henry Ford coming up with the four-wheeled car, that is nothing like what we
have come to understand as a car.
Initially, electric land vehicles in America outsold all other types of cars. Then, in the
several years following 1900, sales of electric vehicles took a nosedive as a new type of vehicle
came to dominate the consumer market (Bellis, 2012).
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On January 29 of 1886, Karl Benz received the first patent (DRP No. 37435) for a gas-
fueled car (Bellis, 2012). He later developed a float-type carburetor and a transmission system.
These cars, and their immediate followers, were obviously very gas inefficient, and offered very
little in the amenities department.
Over the years, automobiles addressed such areas as pollution in the form of air and
noise. Catalytic converters came into use, and fluorocarbons and other harmful gases were
controlled. As years have rolled by, gas mileage issues have been addressed, and hybrid cars
have now come to the forefront. All of these improvements have represented a move toward
ideality.
The second law is the Law of Non-Uniform Evolution of Subsystems. In general, the law
expresses that, as systems evolve, their subsystems evolve at different rates. This can create
system conflicts, which is the root cause of many contradictions between the subsystems.
Any technological system satisfies some needs, which usually grow faster than the
improvements of the system. This also creates an evolutionary pressure causing the development
of system conflicts. This non-uniformity begets system conflicts whose resolution requires the
development of new inventions, and thus promotes the evolutionary process. This law is
illustrated by the evolutions of numerous technological systems (Rivin, 2012).
The rate of evolution of various parts of a system is not uniform; the more sophisticated
the overall system is, the more non-uniform the evolution of its parts. An example of this could
be the bicycle and the associated parts evolving at different rates.
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The third law is the Law of Transition to a Higher-Level System. This law states that, as
systems evolve, they develop from mono-systems to bi- or poly-systems. Subsequently, the bi-
or poly-systems evolve into a new more efficient (but more complex) mono-system (Courts,
2010).
Borrowing a little from the pencil and eraser example, one simple example of the law is
the inventions of the toothbrush, rubber tooth cleaner, and tongue cleaner being all converted
into a toothbrush featuring all three functions.
Also, in a more complex example:
One of the Laws of Technological System Evolution, which represent the cornerstone of
TRIZ, is the Law of Transition to a Higher-Level System. It states that when systems exhaust
their performance potential, combining two or more systems into a higher-level system (a “super
system”) may result in a significant performance enhancement. Application of this Law was,
ultimately, the impetus for developing a combined V-belt/flat belt variable transmission ratio
drive for engine accessories. In this system, the V-belt is used to provide for the required
variable transmission ratios, while the flat (or poly-V, or timing) belt drives most of the
accessories (Rivin, 2012).
As seen in the above examples, this law can be quite effective when two forces join into
one forceful system.
The fourth law is the Law of Increasing Flexibility. This law states that rigid structures
evolve into more flexible and adaptive ones. An example of this is education evolving into
online courses.
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With gas prices high and the electronic age in full swing, many people now realize the
convenience the online class arrangement has brought forward. Students are utilizing online
learning at an unprecedented rate. Arguably, this example of the Law of Increasing Flexibility
has also enlightened the world on another successful way of educating people.
Another recently noted example of this was in a recent story about increasing flexibility
of form in vision systems. The first light-sensitive devices had originally been composed of a
single phototransistor (1-point detection). Then, charge coupled devices (CCDs) were
developed, initially in single row, in line form (1 dimension or line). Later still, CCDs were
developed in a two dimensional flat array. Over time, developers tweaked this basic format so
that the number of devices has greatly increased, leading to far better image resolution. Until
now, however, the CCD has remained two dimensional, bringing increased complexities in the
lens and focusing system, and restricting field of view (compared to the human eye). According
to the article, researchers at the University of Illinois at Urbana Champaign have created a
hemispherical CCD. They have done this by slicing off the detection portion of a normal CCD
and cutting fine holes in it to form an ultra-thin mesh. This mesh is then formed over a special
elastic hemispherical former, and then placed in a hemispherical support to create an artificial
retina. This is a very clear example of the TRIZ Law of Increasing Flexibility applied to shape
and surface (Cooke, 2008).
The fifth law is the Law of Transition from Macro to Micro-Level. This law states that
systems evolve to a more increasing fragmentation of their components.
Some researchers propose a simple explanation to the macro-micro transition. They
suggest that it has nothing to do with evolution of technical systems, but is simply a result of
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advances in sciences. They point out that those natural phenomena allowing the transitions to
micro-level were unknown only a short time ago. In addition, they cannot use uncontrolled or
misunderstood phenomenon, or those existent only in research labs. Hence, the systems that
existed earlier just had to use the “macro” level, and had to evolve on that level (Filkovsky,
2012).
An example of this would be the music stereo. Originally, these began as a large one-
piece wooden cabinet that played music. They have since evolved tremendously. Now, the
stereo can have many components such as headphones, speakers, CD’s, iPod player, tuner, or
equalizer, along with many new sound-improving additions. Therefore, much like the original
personal computers, the stereo has evolved into many components to include all of these other
related items.
The sixth law is the Law of Completeness. This law states that an autonomous
technological system must include four minimally functioning principal parts: an engine, a
transmission, a working means, and a control means (Fey, 2007). This law is known as
Evolution to Decreased Human Involvement (Courts, 2010).
Although the example of the original cameras that required a human to adjust light, focus,
and exposure, with late stage cameras that perform all of these tasks themselves, I have one
example I like better. A neighbor of mine once purchased a lawn mower that cut his grass
without human assistance. Being a person who has disliked cutting grass since childhood, I was
quite impressed, amazed, and jealous when I saw this machine cutting my neighbors grass
completely unaided.
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In conclusion, the Law of Completeness could be explained as the evolution of systems
into a nearly non-human controlled system. For example, another example would be a car that
can drive itself to a parking area or parallel park itself (Paez, 2011).
The seventh law is the Law of Shortening of Energy Path Flows. This law states that, as
systems evolve, there a shortening of the distance between energy sources and working means.
One of the necessary conditions for effective functioning and controllability of energy-
transforming technological systems is passage of energy through the system to its output.
Applying this statement to the development of actual systems, it is useful to distinguish between
two basic classes of design problems. One class is comprised of the problems that go along with
changing a system (synthesis of a new one, improvement of an existing one). The second class
is measurement problems, in which the goal is to detect, or to measure, or to monitor certain
parameters of the system (Rivin, 2012).
One technological example of this is cell phones. Telephones obviously started out as
landlines and had no mobile capabilities. These were powered at the telephone company, where
wires, connections, and hard work were delivering this signal (and, hence, telephone service).
Finally, when car telephone came out, they plugged into the car’s cigarette lighter and used the
car’s battery to run it as wireless. The energy source in this case was very close to the telephone
itself. After this, came the age of the commercial phones. These featured a bag-phone set up
that included a large battery, but the energy source distance was shortened even more drastically.
Today, cell phones have the battery built into the handset itself, reducing the energy flow to an
insignificant distance.
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Thus, the law of shortening of energy path flows can be traced to developments in energy
source technology and better overall systems performing the service. As systems naturally move
towards ideality, these concepts and expectations become more realistic.
The eighth law is the Law of Increasing Substance-Field Interactions. This law, which is
also known as the Law of Increasing Controllability, states that, as systems evolve, each
subsystem can be controlled in a finer, more specific manner. Thus, in other words, control
interactions improve among each of the systems elements (Courts, 2010).
The example of the automobiles comes to mind when assessing this law. When the
automobile started out as a manual piece of equipment, we had very little interaction with our
cars. Then, as time went by, we had lights that came on when we had engine troubles, needed
oil, or when the car was overheating. These types of controls were the norm until recently, when
additional mechanisms were added. These include indicators that let the driver know when the
tire pressure is low, and non-indicator items such as traction control and anti-lock brakes. Such
elements in a modern luxury car are numerous.
Hence, the law of increasing substance-field interactions can take credit for the principal
that with greater control there is better efficiency and effectiveness.
The ninth law is the Law of Harmonization of States. The law states that, as systems
progress forward, its subsystems tend to converge and combine, making the overall situation
much better. In other words, the necessary condition for the existence of an effective system is
the coordination of the periodicity of actions of its parts (Courts, 2010).
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The law of harmonization additionally states that the system will follow a pattern of
interchange-ability of actions. For example, a rotator that moves itself in very different ways in a
sequence of seconds that follow a pattern of rotation (Paez, 2011).
A simple example of a musical instrument representing this concept is a guitar. When a
guitar player tunes a guitar’s string, it is imperative that the additional strings be tuned, too, so
that the overall sound is acceptable. The strings all work in conjunction with each other to make
a better sounding instrument.
Another example would be the House of Representatives working together—both
republicans and democrats within their given organization—to make the country better.
Overview of Problem-Solving Technique
Having spent most of my lifetime in professional businesses in one way or another, the
fact that I can apply TRIZ to actual managerial issues is quite intriguing. For the present study,
two business problems are used to examine the overall worth of TRIZ problem solving.
Additionally, these two problems appear to be very relevant scenarios, where it is difficult to
ascertain solutions to the resulting problems. Although these problems are sometimes difficult to
solve completely, this exercise will yield new information related to new problem solving
techniques learned while attempting to solve contradictions.
To begin with, the TRIZ process has four steps (Courts, 2010). The first step is to
identify the actual contradiction and determine what the IFR would be. The second step is to
attempt to reduce the specific contradiction into a generic contradiction. This would enable
further analysis of the issue, using standard TRIZ tools and techniques. The third step is to
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arrive at a generic TRIZ solution. The fourth (and final) step is to apply the actual solution to
move in the direction of an IFR for the actual problem in question.
In analyzing the problem-solving dilemma, one must envision and state the IFR, or
Ideality, mentioned above. Then, one must identify the barriers and contradictions and use the
resources effectively. After that, one must develop a model of achieving ideality using the
Breakthrough Model (proposed by Peter M. Senge) to actualize the journey
(www.smbnation.com, 2012). Hence, we can apply the principles of TRIZ at different system
levels from a competitive standpoint, and the job at hand becomes interpreting what exactly
those levels are and how they might affect us.
The contradiction matrix is an important standard used in TRIZ. We use the matrix in the
previously mentioned third step of the TRIZ process. The easiest individual tool to start with is
the 40 principles, which we can use with or without the Contradiction Matrix. Historically, the
principles have been illustrated with examples from several different fields, to make it easy for
students to understand them. There are lists of general technical examples, business examples,
service examples, food technology examples, microelectronics examples, and public health
examples (www.trizjournal.com, 2012).
If a contradiction cannot be resolved using the matrix, a practitioner should use more
sophisticated techniques to solve contradictions. These include the Algorithm for Solving
Inventive Problems (ARIZ) (Souchkov, 2007). The contradiction matrix remains the oldest of
the TRIZ tools, and helps to determine generic solutions for addressing system clashes.
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The concept of Contradiction is central to the TRIZ toolkit, and gives immediate
confidence in finding successful and powerful solutions. We learn how to uncover
contradictions (often the heart of the problem) and then eliminate them using the relevant tools.
Understanding all the benefits, getting those in the right order of priority, and seeing where these
benefits conflict is the first stage in solving contradictions. This needs structure and practice for
successful problem solving (www.imeche.org, 2012).
We can condense the solutions to these conflicts down to 40 insightful principals, which
can suggest detailed solutions to the common contradiction. Hence, the contradiction matrix has
the function of assisting the user in figuring out which of the 40 principals relate to the given
problem. These principals will then help the solution-seeker by suggesting an encouraging
direction in which to look for clarification.
The contradiction matrix used in the two problems in the present study is located on the
Internet at www.triz40.com. This site features two scenarios: the feature to improve, and the
feature to worsen. The site then shows results of the combination examined according to the
designed contradiction matrix. Upon collecting this information and making adjustments, the
process potentially will need to be re-done as changes are being made periodically.
Problem #1
Given that the present author has been a business manager for over 20 years, the present
study addresses the problem of process streamlining vs. increased approvals. In other words,
“How much power should company associates be given to get their jobs done?”
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Overall, process streamlining allows employees to complete their given actions without
restriction. Adequate reign and empowerment must be given in all areas of the decision making
landscape for the worker to carry out these actions or activities. An organization must yield a
great degree of their control in this case. After all, most every firm engages in an elaborate (or at
least a simple) managerial hierarchy to approve actions as they are trying to limit their risk as a
company.
The subsystem level is where the workers take care of all the processes to complete the
tasks. On the system level, employees completely process several tasks. In the super-system,
managers have an area of employees that process tasks, and higher-level management has larger
groups composed of sub-groups of those areas.
Systems, as a combination of Functions and Actions, involve two components: Tools and
Object. Functions involve two components, tools and object. Actions are performed by tools on
objects (Courts, 2010). While this problem is abstract, it is possible to frame it in physical terms.
Substance-Field (Su-field) Analysis is a TRIZ analytical tool for modeling problems
related to existing technological systems. Every system is created to perform some functions.
The desired function is the output from an object or substance (S1), caused by another object
(S2), with the help of some means (types of energy, F). The general term, substance, has been
used in the classical TRIZ literature to refer to some object. Substances are objects of any level
of complexity. They can be single items or complex systems. The action or means of
accomplishing the action is called a field. Su-field Analysis provides a fast, simple model to use
for considering different ideas drawn from the knowledge base (Terninko, 2012).
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In this particular case, the general task is S1, the worker is S2, and the overall
performance is the field. For example, a collection or group of employees could be the tools,
with each carrying out a specific action. This would be fed forward to other employees within
this work chain. The task represents the object itself and is recognized at the end of the process.
Problem # 1 Results and Interpretation
Our first case to be observed has a Process Streamlining vs. Increased Approvals
contradiction. When addressing this case problem, we will utilize four TRIZ steps. Our IFR will
be to allow a worker to perform all necessary actions of his job, therefore streamlining the
process completely.
The first step is to ascertain what actual Improving Feature and Worsening Feature best
fits this scenario. In this case, it seemed appropriate the Improving Feature is Productivity, and
the Worsening Feature is Loss of Information.
The assumption I am making here is that productivity would be enhanced when a worker
is given more control and empowerment. Additionally, loss of information would happen when
those in the approval string are regularly cut out of the process and have no idea what is going
on. This lack of information definitely translates into a worsening feature.
Next, we want to collect the solution to the contradiction using TRIZ tools. The
intersection of the two features yields the suggestions to be followed. The generic solutions
provided by the website matrix are as follows: Dynamics, The Other Way Around, and
Feedback.
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Now that we have the generic “results”, interpretation from a somewhat-engineering-type
explanation to a useable business solution is next. Below, we will translate these
recommendations above into the ensuing referenced solution.
First, we examine the recommended action of The Other Way Around. Just as the name
implies, this principle is about doing the opposite of the standard, reversing things, and flipping
things over (Fabrega, 2012).
This can be effectively used in a business situation. Some examples are as follows
(Fabrega, 2012):
• Usually, walkways are still and people move on them. In many airports, people have to
walk long distances in order to get from one terminal to another. Therefore, these airports do
things the other way around, the people stand still while the walkway moves.
• Think of a television program that starts with a person standing in an elevator covered
in blood and holding a knife, and then takes you back in time and tells you the story of how that
person ended up in that condition.
• Start selling a product before you build it, and then use the revenue from the sales to
build the product.
Secondly, we will look at the suggested solution of Feedback. Just as one might think,
the avenue to take here is collection and information gathering regarding the process.
Subsequently, adjustments can be made using the information gathered. Feedback can be
collected from both groups (the worker and the management). This platform would lend itself to
tweaking the process to make it more effective.
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Feedback does not need to be limited to a scheduled time. It can happen when it is the
most appropriate—either at the time feedback is required, or at a later period. Feedback done
when a task has just been completed is always the best (Lawrence, 2011).
Thirdly, we examine the suggested contradiction-solving principle of Dynamics. One of
the ways to approach this situation is, if an object (or process) is rigid or inflexible, to make it
movable or adaptive (Courts, 2010). This can mean any type of change in the actual make-up of
the process in question. This scenario also seems to advocate the application of separation
principles to take care of the contradiction.
Perhaps, in this case, the overall problem or process can be divided into smaller portions
to allow for a more successful result.
One example is a new technology that allows advertisers to shine images on the side of a
building. The dynamic aspect of the technology lies in the owner’s ability to change the
advertising on the fly. The ad is projected on the building by a software program and a projector.
One click of the mouse and the ad is changed (Fox, 2012).
Problem #2
The second problem selected actually comes from an issue some workers have with their
supervisors. Being the demanding boss that they are, they always seem to want employees to
speed up the work process to get results completed earlier—of course, without losing accuracy.
The two seemed not to go hand in hand, so often workers struggle to make this expectation a
reality. This was tested in the workplace in the financial close process.
23. June 24, 2012 Capstone Project Dale Pithers 23
With the definite contradiction identified, Speed was obviously the improving feature
whereas I felt the most appropriate worsening feature to choose was Reliability. After all, the
rationale is that, when gaining this speed, something in content reliability will undoubtedly be
lost.
In this second problem, the Su-Field analysis again consists of the worker is S2 and the
task is S1. The performance is the field. Just as in our first problem, the tool is the worker, the
object is the task, and the action is the performance and completion of the task.
Problem #2 Results and Interpretation
In beginning to solve this new problem, we will start with identifying the contradiction
and IFR. In the present author’s opinion, the IFR would be: an enormous amount of speed
would be added to a process so that the task can be completed very quickly. On the other hand,
the contradiction would be that Increasing Speed would reduce the Reliability of the information
gathered (in this case, during financial close).
Speed is the Improving Feature in this scenario. Additionally, more speed translates into
Speed (or number 9 on our TRIZ matrix). This situation is actually straightforward, as speed is
what we are after as the improving feature.
The Worsening Feature is Reliability. Obviously, (as mentioned earlier) when increased
and improved speed is recognized, the overall reliability levels seem to tail off. The number for
this on our TRIZ Matrix is 27, Reliability. This attribute translates to the decrease in reliability
as speed is increased, and the worker(s) in question perform(s) the task in a complete start-to-
finish fashion.
24. June 24, 2012 Capstone Project Dale Pithers 24
Then, as we did in our first problem, we must analyze this generic contradiction using our
given TRIZ tools. Again, the www.triz40.com website and the contradiction matrix are used to
help solve the problem. In utilizing the site to gain the solutions, the following suggestions are
made: The generic solutions suggested by the matrix, in the form of specific inventive principals,
are as follows: Parameter Changes, Beforehand Cushioning, Cheap Short-Living Objects, and
Mechanics Substitution. These were all were given by the combination of the improving feature
of speed and the worsening feature of reliability.
We are again then tasked with the translation of these somewhat broad TRIZ solutions
into a business-related solution that works for the problem at hand. Specifically, we will look
into each of the suggested inventive principles and attempt to determine if they propose a
promising precise solution.
In this case, one of the suggested inventive principles is Parameter Changes. According
to Fox (2008), the principle of Parameter Change is usually applied in one of four ways:
1. Change an object’s physical state to a gas, liquid, or solid, a (e.g., freeze the liquid
centers of candies and then dip the centers in melted chocolate, rather than handling the messy,
gooey, hot liquid).
2. Change the concentration or consistency, a (e.g., liquid soup is more concentrated
than bar soap, makes it easier to dispense in the correct amount, and is more sanitary when
shared by more than one person).
3. Change the degree of flexibility, a (e.g., vulcanize rubber to change its flexibility and
durability).
25. June 24, 2012 Capstone Project Dale Pithers 25
4. Change the temperature, a (e.g., lower the temperature of medical specimens to
preserve them for later analysis).
Taken in the context of a business solution, the flexibility option suggested by number
three above seems important. Different constraints can be applied to speed, and different
definitions of reliability can be explored. In other words, perhaps other external forces bring the
solution forward by essentially changing the aforementioned degree of flexibility.
The next suggested solution/inventive principle in this case is Beforehand Cushioning,
which incorporates preparing emergency means beforehand to compensate for the relatively low
reliability of an object (Courts, 2010). In the case of my CFO wanting his financial close
numbers quicker, he could have notified the board of directors of the challenges we have in case
the deadlines are not met. Additionally, all pre-closing items that can be completed should be
investigated and started as soon as possible to get a “jump” on closing in this matter. In proper
beforehand cushioning, a company should establish appropriate back-ups for business
interruption and contingency planning (Retseptor, 2012).
The third suggested inventive principle in this case is Cheap Short-Living Objects. This
concept, in its literal form, follows along with the concept that when something is relatively
expensive or causes other problems, you might be able to replace it with something cheaper that
works for the time being. This is a principle than has been used many times to create a
disposable society. From Gillette’s razor blades onwards, many inventors have found that a
lucrative income can be created with cheap devices that people buy regularly (Trizsigma.com,
2009).
26. June 24, 2012 Capstone Project Dale Pithers 26
At first glance, the suggested inventive principle of Cheap Short-Living Objects does not
appear to have a useful application in this business-related problem, and so one would generally
think it is non-applicable. Thinking outside the box, our case is about speed of workers vs.
reliability, so, although very politically incorrect to speak this way, could the attitude of
management not be to hire cheap labor and abuse them to get the results they want with no
intention of retaining them and being completely complacent toward the idea of them leaving the
company?
The last applicable suggested inventive principle is Mechanics Substitution. In this case,
we can see areas where there is a change from static to movable fields—from unstructured fields
to those having structure (Courts, 2010). Mechanical inventors sometimes are trapped by their
discipline, and opportunities arise for those with knowledge of other subjects to improve the
system. You can even replace physical systems with invisible effects—for example, replacing
wheels on a train by a magnetic lift system (Trizsigma.com, 2009).
In a business-oriented setting, adjustments can be made to do things differently. When
running a financial close, there may be areas, where we can consolidate or separate items to
make the process run faster and smoother.
Problem Conclusions
In conclusion, engineers and technicians have had exposure to TRIZ to help them make
decisions. Professionals in the areas of accounting, management, finance, law, operations
management, and corporate government often have had no exposure to TRIZ and have never
even heard of Altshuller (Ezickson, 2005).
27. June 24, 2012 Capstone Project Dale Pithers 27
The inventive principles of TRIZ were helpful in the course of determining solutions to
the two problems addressed here. It was seen that that several TRIZ principles assisted in the
process of indicating potential specific solutions that eventually approached an IFR. Some of
these were Dynamics, The Other Way Around, Feedback, Parameter Changes, Beforehand
Cushioning, Cheap Short-Living Objects, and Mechanics Substitution. Because of these, the
contradictions I started with were broken down satisfactorily into problem solutions.
I have learned through these two business problems and have been able to see that TRIZ
is of use in solving problems in the business workplace. I also have been able to see that TRIZ
translates for many everyday real-world business problems. I have found the Contradiction
Matrix used to discover possible approaches to finding specific solutions very interesting and
thought provoking.
Overall, this problem-solving scenario and its TRIZ solutions were extremely useful to
my workplace. When applied in my dilemmas, we were actually able to speed up our financial
close process in the speed vs. accuracy problem. I would assert that a large portion of this
success relates to the decision-making assistance we received from TRIZ. The improvements
may not all be directly related to the tweaking we did on this project; nevertheless, we appear to
be on the correct path. In addition, I suspect that the speed vs. reliability challenge could be a
long-term problem for many companies.
In addition, our goal to cut back on approvals to streamline processes looked like it
enjoyed some success. It was more difficult to ascertain just how much improvement we could
claim in this area as our company is large and tends to have significant turnover. Hence, with
these types of changes, there is a need for “policing” to make them work. There is a natural need
to have information in our business, so cutting back approvals and losing information is a
28. June 24, 2012 Capstone Project Dale Pithers 28
sensitive topic. We were, however, able to streamline our purchase order process in the front-
end requisition stage because of cutting back approvals.
As long as they are in place, the workplace solutions will be contributing towards the
IFR. Since we seldom achieve perfection, heading in the correct direction, in my opinion,
becomes paramount. I would argue that in both our real-world examples we are doing so.
Observations and Comments
The business world is extremely dynamic and fast: information technology and global
networking eliminate borders that we use to keep businesses comfortable, the market demands
better services, and competition even between small companies are moving to a global scale.
Innovation is an area where there is seemingly no guidance. In search for a solution, more and
more business people turn their attention to TRIZ (Souchkov, 2007).
I learned from my studies and readings that TRIZ was primarily useful for engineering
problems. Without knowing any more than that, I originally believed TRIZ was probably some
complicated formula-driven problem solving tool that would be inaccessible to a novice.
The whole notion of Genrich Altshuller reviewing through a colossal amount of patents
in his job as a patent examiner seemed a bit suspect to me, as there is very little control involved
when one person is in charge of such studies. Additionally, I was perplexed as to how this TRIZ
method worked and how we were going to use this for solving business problems.
I was surprised once I began actively using the TRIZ contradiction matrix to solve
business problems I have encountered. Along the way, I increased my understanding.
Reflecting back on scenarios in my past where there were problems and dilemmas, and seeing
suggestions on how to deal with these, has become quite enlightening.
29. June 24, 2012 Capstone Project Dale Pithers 29
To summarize, I now not only understand how to use TRIZ for problem solving, but why
we would do so. I would recommend the assistance the contradiction matrix could offer in
future problem situations. My initial concerns and fear regarding TRIZ were unwarranted, as I
now realize the significance and worth of the problem solving process not only for engineering
but for business as well.
Conclusion/TRIZ Future
Problem solving and innovation for business problems are still considered a strategic
decision making process for organizations, with emphasis given to the immediate solutions
needing to be generated. Although these processes follow certain techniques and tools, the
amount of data and convergence thinking may dominate the entire solution generation process.
There is increasing stress being put to bring structure to the process of problem solving as
organizations focus on the re-usability of the structure for similar situations (Kappoth, Mittal, &
Balasubramanian, 2008).
Moving into the future, I believe a more concise TRIZ contradiction matrix catering to
the business world would be useful. A developer could tailor the generic solutions to the
business environment. While Genrich Altshuller developed the contradiction matrix for
technology and engineering, Darrell Mann recently developed a contradiction matrix for TRIZ in
business and management.
Overall, the future of TRIZ appears to be bright. The official website for The Altshuller
Institute for TRIZ studies is currently piecing together a certification process for TRIZ users.
The institute, led by Education Director Victor Fey, feels strongly that certification adds interest
to new TRIZ users because there is something tangible that they can achieve, and there is room
to progress. Secondly, certification is essential to legitimize the methodology because it will
30. June 24, 2012 Capstone Project Dale Pithers 30
become apparent that someone with more TRIZ training is likely to be able to solve problems
more effectively and efficiently. Thirdly, companies require a simple means to evaluate how
proficient a potential or current employee is in utilizing the TRIZ methodology (Aitriz.org,
2012).
Additionally, certification must be defined by a universal set of guidelines so that terms
like “TRIZ Apprentice” and “TRIZ Specialist” have the same meaning regardless of where the
TRIZ user was trained. Therefore, a non-profit and global organization, such as the Altshuller
Institute, must spearhead this initiative (Aitriz.org, 2012).
From an academic standpoint, more colleges and universities have been offering courses
in TRIZ. Some websites offer what they refer to as expert TRIZ training, and one states their
offerings as follows: “A typical couple days of TRIZ workshops give you an opportunity to get
some knowledge about TRIZ but, unfortunately, it is not enough to give you a chance to use
TRIZ in your practice. Existing software does not help either - the programs were created for
people who already knew TRIZ. Several years of our TRIZ teaching experience show that
mastering this methodology requires serious training” (Trizexperts.net, 2012).
The exposure gained in the academic arena will further solidify the standing of the TRIZ
methods within that area. Just a few of the universities and colleges featuring TRIZ offerings are
as follows: University of Phoenix, DeVry University, Aspen University, and even Harvard
University.
As time goes by, TRIZ will become more familiar in the United States. As this happens,
I predict TRIZ will achieve the recognition and support it deserves in both academia and in
business.
31. June 24, 2012 Capstone Project Dale Pithers 31
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