creative leaders and invention TRIZ : the theory of inventive problem solving
Monday, May 3, 2010
Should You Have White Cm Before Period?
Oscar Isoba
0 Introduction
TRIZ is a systematic method to enhance creativity , based on the study of models of evolution of patents and other types of solutions to problems. People who solve problems intuitively find that TRIZ (Teoriya resheniya Izobretatelskih Zadach) provides additional ideas. People solve problems in a structured way will also find that TRIZ provides additional structures.
technical creativity comprises a set of procedures of "creative thinking" that are designed to solve problems with innovative solutions . The technical nickname is added to the word creativity to differentiate between artistic creativity and to exclude from its scope any aspect related to art , although it can handle ergonomics criteria or aesthetic . This method is own area Engineering.
problem is defined as a circumstance that does not match the current situation with certain expectations. This broad definition suggests that technical creativity can be used for almost anything, although the main applications are given in companies and the research , which is used for troubleshooting ; strategy , management or technology .
The creative thinking is a modified form of reasoning which seeks to obtain ideas low probability , novel and innovative, that would not be accessible otherwise. Different ways exist to cause this type of reasoning are especially creative techniques.
Most existing techniques, including all the classic techniques, using an alteration of "normal reasoning" a procedure own of each technique. For the generation of ideas is not required to be an expert on the subject on which reasonable, although the process of solving a problem is phases analysis of the ideas submitted and construction of the solution, which must be performed by specialists.
This broad group of techniques based on Intuition, psychology and imagination voluntarily ignores the background of patents on the item under study.
TRIZ is based on patent KNOWLEDGE element and the MANAGEMENT it.
TRIZ surprised by the speed and quality of the results and because they have made significant progress and solved problems of extreme difficulty in and Sciences Industries ; basic.
No other creative method is the large number of applications the Processes, Products and Services has TRIZ.
This technique of solving problems "TRIZ" is unique in its concept as it arises from a different approach, which involves using the best available knowledge about a particular problem and reach their solution for the adaptation of previously implemented solutions to similar problems.
The TRIZ is the first technique that has been defined as "knowledge-based " but not only, because after it had been built others, resulting it.
Moreover, at the same time the TRIZ and the same person was created ARIZ, an algorithmic procedure that uses the TRIZ and is not discussed here because of the complexity of the basic technique, however, for those interested, contact www.altshuller.ru
1 GEINRICH ALTSHULLER
The creator of TRIZ was Genrich Altshuller, a Russian engineer who developed the theory through the analysis a million and a half patents in 1990. He realized that, despite the inventions solved problems that analyzed different fields are also very different, the solutions used were obtained from a relatively small set of basic ideas or principles invention.
Altshuller published his first article on TRIZ in 1956. Between 1961 and 1979 he wrote the books basic , exposing the method in an orderly and entering the name in the text TRIZ "Creativity as an exact science ." This latest book was the first to be translated into English and published outside the Soviet Union in 1984, but not a lot of attention by the complexity of the theory exposed and because the translation was poor.
Altshuller and TRIZ achieved international recognition in 1990, the U.S. published the book "And suddenly the inventor appeared", in which the method is explained in much more understandable. The TRIZ method had already been recognized in the Soviet Union as a contribution very valuable in 1970. The first TRIZ seminar was held in 1969, the first school was established in Leningrad (now St. Petersburg) in 1974 and the Russian TRIZ Association was established in 1989.
The method has been applied almost exclusively to the resolution of technical or technological problems, but given the huge number of these problems, today is the technique most often used by creative companies and universities.
Genrich Altshuller continued throughout his life working on the method, making new contributions and forming a group of "masters of TRIZ, continuers of main development.
2 DEVELOPMENT
The development of TRIZ method in a first stage, is linked to Altshuller and his collaborators . Between 1974 and 1986 only works on TRIZ in different schools or Russian studies, among which school in Kishinev in 1982, has been the main focus of TRIZ for a long period of time .
In 1986 he established the first companies to TRIZ engineering in Russia and 1992 in the United States . From this point forward the method is tied more to companies that universities or research centers.
Outside of Russia, three countries, USA, Israel and Japan, who have distinguished themselves by accepting and momentum to TRIZ.
Some Russian experts have taken up residence in the United States and in this country where, besides Russia, are currently made the most progress.
important milestones in the development of TRIZ, from 1979, are introduction of the "solutions standard" and the version ARIZ 85 and the beginning of software development in 1991.
The development of TRIZ has followed several channels in parallel. The first has been the improvement of tools might be called classic, like the matrix Contradictions and Solutions Standard ; and 85 ARIZ algorithm.
A second path of development has been the creation of new tools such as the corresponding software.
have been applied to problems classic but have also been used to extend the method to other fields of technology , Sciences Social , Microelectronics, or management.
And there independent techniques, TRIZ shared with the theoretical, but simplified raise questions such as Systematic Inventive Thinking SIT.
See: Systematic Inventive Thinking the end of this presentation.
Finally, TRIZ has started to implement in conjunction with other techniques known business management such as "Six Sigma" and other creative tools such as the Synectics.
With these powerful combinations are obtained systems and building management.
The TRIZ method is proving so useful for forecasting and planning general technological developments as to solve specific problems, so its use (despite its complexity ARIZ stage 85), extends in a crescent.
3 PREMISE
There are two types of problems that human beings must face:
· ; previously known solutions
· unknown Solutions
Those with known solutions can usually be solved with information obtained from technical texts and journals, also consultations with specialists in the field in question.
These solutions follow a pattern of problem solving as muestrs in the following figure:
Here The particular problem is elevated to a standard problem of nature analogous or similar.
A standard is known and it will come my particular solution. Example: Suppose we need to design a rotating device whose output is 100 rpm, from a AC electric motor 2300 rpm.
standard analog The problem is how to reduce engine speed.
similar The standard solution is a speed reducer or gear transmission box, then this gear will be designed with appropriate dimensions, weight, torque, etc.
4 Inventive Problem
For problems with unknown solutions fall within the field of psychology , where the links between brain , insight and innovation are methods studied, such as brainstorming and trial and error is usually suggested. Depending on the complexity of the problem, the number of trial and error will vary greatly.
If the solution falls within our experience or field, such as mechanical engineering, the number of test and error will be somewhat smaller but no less an irrational method.
If the solution is not reached, the engineer must look beyond their experience and knowledge , ie, should venture into other fields such as chemistry or electronics . Then the number of tests grow depending on how well you can handle the psychological tools like brainstorming, intuition and creativity. An additional problem is that these psychological tools such as experience and intuition are difficult to communicate to another person within an organization .
This addresses what is called psychological inertia , where solutions are considered within the experience of one and not look at alternative technologies to develop new concepts of solution. Example: A mechanical engineer can find a solution to their problem outside the realm of their experience.
5 CONDITIONS OF TRIZ
Geinrich Altshuller, constructs a theory with the following conditions:
· procedure be a systematic step by step.
· Being a guide through the wide spaces of the steps leading solution for the ideal solution.
· be repetitive and reliable and not dependent on psychological tools.
· must allow access to the body of inventive knowledge.
· add items must allow the body of inventive knowledge.
· be friendly enough for designers to follow the general approach for solving inventive problems.
Altshuller screened patent 1,500,000, leaving about 200,000 of them just trying to find inventive problems and how they were resolved. Of these only 40,000 patents were considered by inventive to 1990.
to date are estimated at more than two million patents screened by TRIZ.
45000 are still only a inventive patents (including a new phenomenon) and the rest are just routine improvements or new concepts.
An inventive problem is where the solution causes other problems, ie when something is improved, other conditions worsen, and this was called a technical contradiction.
If we reduce the cost a stamped metal part, it better by reducing the thickness of the plate, but as a result suffers its mechanical strength. To achieve an ideal solution should eliminate trade-offs or off, that is to completely eliminate the causes.
inventive All these patents were classified 5 levels:
| Level | Grade inventive | Source knowledge | % Solution |
| 1 | apparent Solutions | Individual knowledge | 32% |
| 2 | Minor improvements | Knowledge within the company | 45% |
| 3 | Major improvements | Knowledge within the company | 18% |
| 4 | New concepts | outside the enterprise knowledge | 4% |
| 5 | Discovery of new phenomena | All that is knowable | 1% |
Overall 90% of the issues professionals face were already solved somewhere under a certain kind of knowledge, so if you could follow a path toward the ideal solution, starting from the lowest level of experience and personal knowledge and get to work towards higher levels, most of the solutions could be quickly deduced from the Knowledge Management.
Knowledge These are patents and technological discoveries to date.
The TRIZ method, has an extensive theoretical background with some assumptions. The three main ones are:
First Postulate: "Most made systems evolve man following predetermined guidelines, rather than randomly. These guidelines can be met through the study of evolution multiple systems and the knowledge acquired and can be used to accelerate the development of other systems. "
The second postulate is a version of the principle of closed world and says: "Most technical systems that exist are redundant resources, ie have more resourced to perform the functions for which they were conceived. As a result, almost all systems can perform their function more effectively or to perform additional functions without being modified.
Finally, the third postulate says: "You can find common ways to solve problems or improve a system based on predetermined stages of evolution, by historical analysis of inventions. This allows knowledge for innovation can be collected and transferred. "
Thursday, March 25, 2010
Monday, March 8, 2010
What Matter Can U Write On The Wedding Card
Comments obstacles to the implementation of quality
Gil Gregorio García
addition Deming's 14 principles and 7 deadly diseases of management, discussed the main obstacles or barriers to the implementation of quality.
1. strategic planning.
strategic planning processes, is a ritual that most of the time does not change any business. The question of rigor we do is "what if anything did not present one, the company would survive?" The answer is often yes. The strategic planning process, with very few exceptions do not seek the transformation of enterprises, are rather a "spiritual retreat" that last as long is the process. Goals with 10% over the past years, and the usual complaints about how bad which is the government. It's about to observe some "visions" that hang in the reception of the companies. What is the challenge posed. All will be leaders.
2. Oversight of planning and long processing term
We saw the Structural Adjustment Programme, 1, 2 and 3, economic structure, unless the software industry, remains exactly the same, the Tax credit certificates or "Cats" did not help, or industrial restructuring. Is the transformation of management that is needed and in many cases our leaders at any of the aspects in which they are, be they politicians, businessmen or members, if the latter also have the responsibility of developing our countries. When one watches the news on matters of economy, industry, etc. always see the same, with repeated arguments, the problems are not resolved.
3. The supposition that solving problems, automation, mechanical and electronic developments and new machinery will transform industry:
However speaking of unemployment, and many newspaper ads companies are currently hiring. There are areas where employees live rotating between the different businesses in the area, including a case heard, that when you change a person, his friends accompany him. It's so unattractive to stay on the job, there is so little encouragement. Indeed, many view their partners as "paid enemies," wasting the potential together to achieve the transformation that companies need. Often, we hear almost pleading, "you know, if you know of something for me, let me know." All are willing to change companies. Do not listen to suggestions, not involving them in solving problems.
4. in search of jobs (job mobility):
"Although the problem of all companies are the processes, the real problem is how to manage these processes, "Hammer wrote in " Beyond Reengineering " . Companies are not concentrated in their processes, but to talk about technical differences, that has nothing to do with the problem. should be given greater emphasis process management and properly manage the interactions that we proposed ISO 9000, understand the systems approach , deep knowledge of processes, that is what makes companies different problems are similar, which are different are the managers. Dr. Deming ISO anticipated in decades.
5. Our problems are different:
When returning to school, almost close to the elderly, there is an account that the proliferation of universities in nothing has helped improve the productivity of enterprises, the total loss of national reality, where most are immersed. Many of them teach history administration under different names, or repeated the master what you learned in high school and graduation. statistics rests on the theoretical and quantitative methods become the problem rather than a tool that enables decision making. At a university generally given more importance to the work of references for the presentation of a thesis that the depth of the dissertation itself. If nothing is done to change it, higher education, we have professional titles of "master" administering taxis and bars.
6. obsolete instruction in universities:
quality, they say, is achieved at the end of the production line, and the product is good or bad if it says quality. Maintaining the concept of "Taylorist" of, some think, others do, others revised. The measurement variability is absent, no graphics utility and poorly constructed. Remains the classical concept of quality control, and is absent statistical process control (SPC), quality in design , analysis of failure mode and effects of processes and products (FMEA) is not used deployment of Quality Function (QFD). If they come out good products is more by luck, than anything else.
7. Unit of the departments of quality control:
No process can give more than that for which it was designed but who designed this process?. If you know it, know the person responsible for the problems generated.
The operator moves into what allows the process, but can only keep within the normal causes of variation, which have been established by the design process, and therefore is outside responsibility. But who studies how to differentiate the normal causes of variation within the process, of which are alien to it and that Deming called special?
8. Upload workers blame for the problems:
Lack of knowledge that quality is designed, not inspected, lack of techniques such as QFD (Function Deployment Quality) The FMEA (Failure Mode Analysis and Effects), DOE (Design of Experiments), and statistical techniques for data analysis, probability, etc. (Statistical Process Control-SPC)
9. Quality inspection:
administrative techniques are like the "flavor of the month." Processes are initiated based on the last workshop, the "best seller" of the month or the consultant's latest shift. Solutions implemented where there is no problem, others are discarded for the latest information. "We are not in Total Quality, we are now ISO." All those false starts, discourage the worker, increase process variability, simply because we understand the concept of evil that "the only constant is change" . The worker does not understand what it is constantly changing programs, consultants, new approaches, new projects become part of the daily dynamics, all looking overcome one after another in order to please the new manager or the new director of the company, the priority depends on the importance of the post superior.
10. false starts:
Few companies in the computer have installed the scenario analysis data sheets Excel, for discuss a single issue. They use computers as machines silly and inconsequential to accumulate data on which no decisions are made, as the "ability and smell" management continues to prevail. Very few of them have seen an adequate Scorecard with cause-effect relationships in different perspectives. We also apply the 5 "S" computers.
11. The computer Stripping (no real use):
A process may be within specifications but out of control. The variability of the process shows that it does not fluctuate beyond the permissible variation. Otherwise, the breach with the specification, although the process is in control, in what can that process. This process was established more than reward or punishment is not able to meet the specification, although some products will eventually go "good."
12. meet specifications (without checking if the process is capable):
products launch into the street for which no tests have been made corresponding products are designed without considering the ability of the processes that give them life, stakeholders are not taken into account. Design and production are distant.
All is not lost, ISO 9000, 2000 agrees to comply with certain requirements for the design of products that goes beyond what is done today, even for companies were certified under ISO 9002, but can not justify the exclusion from this requirement.
13. inadequate testing the prototypes:
14. Any person seeking help must know everything about our business.
If that were true, those inside the company have already settled the problem because they best know the business. Solve the problems within the paradigms the same industry, slows the agony.
The problem is process, process management, to manage based on analysis of data, to include staff at all levels is training, is of profound knowledge, and leadership.
Dr. William Deming, Edward Deming is known as, which is a mistake because "Edwards" is the surname of his mother. He died at age 94, a year earlier was still seminars, concerned that the West had not understood.
Easiest State To Be An Engineer
seen by Deming Deming and 7 deadly diseases of management, feedback control
Gil Gregorio García
addition to the 14 principles known Dr. Deming told us a number of disease management and some obstacles to the growth of companies or organizations:
1 .- Lack of constancy of purpose:
Management constantly changing direction: today is the ISO 9000, Reengineering hours before Total Quality. He spends a few other methodologies, thus sending mixed signals staff. projects are abandoned, by agreeing with the "latest fashions, but do not notice the constancy of purpose to continually improve processes and products themselves, not note the commitment. In a company that was engaged in the process of Total Quality, we asked the manager, that was how we with implementation, the response was: "worst impossible, if you are who you ask us that." In fact today the same ISO requires that from the quality policy is established from the continuous improvement stressing the importance of the involvement of the Address, finally had to be made compulsory in order to understand its importance.
2 .- Emphasis on short-term profits:
is difficult for an address, which happens every day of the month to review the numbers, trying to guess by what of the losses realized, achieving transformation is so concerned about today, which is difficult to see tomorrow and less after tomorrow. We remember a sad experience when a manager wanted to buy a raw material of dubious origin but at a very low cost. The earnings for the period depended on that purchase, and utilities renewing its contract . In these businesses, the company does not change, you change the manager. But what happens when the manager is the owner?. In such cases, companies are sold, merge, and disappear.
3 .- Performance Evaluation, classification based on merit:
The custom of passing the blame on the lower level of the poor performance, was enthroned makes performance evaluation in order to identify the culprit. It has forgotten what Ishikawa said that 85% of problems are the responsibility of management. Use assessments to spare a few euros to the increase in compensation of employees, is not well seen, when despite all his efforts can not achieve the results, what happens when management is disconnected from the processes. We have found that some companies have made excellent strategic tool Balanced Score Card in a poor tool for assessing performance, it is not wanting to see where is the harm. Some effort is being made to change the approach to the famous "360 ° assessment although we recommend the last chapter Mary Walton," How to dispense with performance assessments Deming method.
4 .- Mobility Management:
The excessive emphasis on short-term profits and manage based on visible figures, makes the manager is moving constantly from one to other company. Boat is better to change while there is profit, no one hires someone who has worked in a company that closed, you'd better check out. Others seek a better position in a new company. Managers who knew two or three years ago are gone, come new leaders with new ideas, abandoning the constancy of purpose to improve the products and services.
5 .- Running a company based solely on visible figures:
What Dr. Deming told us, more than 30 years ago today we are repeating Prahalad Kaplan and many others, visible figures shows financial accounting does not reflect the value of a company. Not accounted for customer loyalty, high product quality, market share, knowledge of employees, management capacity, which is now known as intangible assets . When a manager manages only with visible figures, soon runs out of numbers, or company to manage.
6 .- excessive medical costs:
When companies began to note that the new powers of the social security employees were absent with the excuse of going to insurance, they changed the concept to company doctor, to prevent them from leaving the facility. In recruitment advertisements staff presented this as a victory. The absence and disability are shown in more than a possible negligence of the worker, is that there are companies where work is a nuisance, since it values \u200b\u200bthe human value (so-called resource). The worker must support "touch" of care by poorly designed processes, for lack of leadership, lack of motivation, lack of planning, lack of vision of its leaders, and lack of capacity to make the company the best place to work. Dr. Deming said that this was only for U.S. industry but also a reality in our English and Latin American companies.
7 .- Excessive costs of warranty:
There are complaints audible and inaudible, the first likely to become claims that must be addressed and many of them to enforce the security promised. But much more dangerous if customers do not complain, but stop buying and tells his acquaintances causing a multiplier effect. Some argue, "This is the best thing we can do, period, take it or leave it" and with this as we endure the flood of foreign products and compete in international markets , we are even willing to sign treaties free trade. Competitiveness is not in laws, infrastructure, industrial restructuring, reciprocity, funding, but the quality of products and services offered. If we understood the concept of "chain reaction" another legacy of Dr. Deming, everything would be very different.
CDN 2010
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