Author: A.Diduc

Steps of the algorithm for inventive problem-solving, ARIZ

Key principles and the toolset discussed in the introduction to TRIZ find their structural expression in ARIZ. ARIZ is a 9-step process, which is based on the laws of technical system evolution. The abbreviated name, ARIZ, comes from a transliteration of the name in Russian, Algoritm Resheniya Izobretatel’skikh Zadach.  Unlike conventional problem-solving methods, ARIZ targets inventive solutions that break through typical constraints, leading to solutions that may not be obvious through traditional trial-and-error approaches. Its purpose is analysis and resolution of inventive challenges. It is the core tool of the TRIZ, and provides a structured and systematic approach to innovation in the field of mechanical engineering. The first mentioning of ARIZ dates back to the first edition of the book “Invention algorithm” by G. Altshuller published in 1969 by the “Moscow worker” although the first version dates back to 1956 (Bukhman, 2021, p. 385). After that the further iterations of ARIZ were indexed by the year of publication, e.g. ARIZ-68, ARIZ-71, ARIZ-82 (Altshuller, 2011, pp. 158, 221). The latest iteration of the algorithm is ARIZ-85C, which adds to the year index and the iteration version (Altshuller, 2011, pp. 237–274).

The ARIZ-85C algorithm consists of nine detailed steps, each building upon the previous one to move from problem definition to solution synthesis (Altshuller, 2011, p. 165). In addition to the conventional steps, we add the Step 0 as the part of the ARIZ-85AS iteration (Savransky, 2000, p. 315). These 0-9 steps are fragmented in smaller steps to add clarity and structure to the workflow. They are namely (Savransky, 2000, p. 315; Altshuller et al., 1989, p. 105):

  • Step 0. Collection of information
  • Step 1. Analysis of the task – initial situation;
  • Step 2. Analysis of the model of the task – existing resources;
  • Step 3. Identification of the Ideal Final Result and physical contradictions;
  • Step 4. Utilization and application of the S-Field analysis/resources;
  • Step 5. Application of the informational fund;
  • Step 6. Change and/or replacement of the task;
  • Step 7. Analysis of the ways to eliminate the physical contradictions;
  • Step 8. Application of the generated answer;
  • Step 9. Analysis of the solution flow.

Over the years, the algorithm has developed from a set of 4 steps in its early version into a complete algorithm of 9-steps which are split into 40 sub-steps and 3 phases (Acker, Braesch, Dumangin, Lauth, Essaid, & Cavallucci, 2020, p. 145). Schematically, the basic workflow using all TRIZ elements is presented on the image below. If you find it complex and overwhelming, it is. If you find it hectic, watch your team trying to innovate without any “hectic” structure. So, the first step is collection of the required information and definition of the initial situation, creation of the mini-problem. The workflow can be both linear sequentially following the procedure from step 1 to 9 or, once the problem is defined, take any other pattern as long as it leads to a solution.

ARIZ-85C: the structure and process of using all TRIZ elements for problem-solving (Source: Bukhman, 2021, p. 387).

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40 principles for innovation

40 inventive principles are a selection of conceptual solutions to technical and physical contradictions (Savransky, 2000, pp. 204–221; Altshuller et al., 1989, pp. 285–292). These principles are used together with the contradiction matrix for a solution search (see the matrix at the bottom of the post).

A brief introduction about the origin of TRIZ and these principles as a part of the story can help seeing it as a part of a bigger picture. In short, the observation of most common inventive solutions has helped structuring those solutions in a form of 40 standard inventive principles of TRIZ. In order to be able to use them, one needs to define the technical contradiction pairs. Once the pairs are defined, the TRIZ contradiction matrix presented in below helps finding the proposed solution path. The contradiction matrix is available in free access online (for example, SolidCreativity, 2024b; Hipple, 2012, p. 193) with explanations how the principles work (for instance, Hipple, 2012, pp. 105–112).

40 principles of innovation. Source: https://www.innovationtraining.org/wp-content/uploads/2021/06/TRIZ-Principles-Training-Theory-of-Inventive-Problem-Solving.jpeg

Here, I also list the 40 inventive principles with their brief of concept (Bukhman, 2021, pp. 93–123; Savransky, 2000, pp. 251–266):
1. Segmentation: Breaking a system into smaller parts to make it simpler and more manageable.
2. Taking Out: Removing a component or a feature to simplify the system.
3. Local Quality: Improving the quality of a specific part of a system to achieve overall improvement.
4. Asymmetry: Creating an asymmetrical design to resolve conflicts and improve performance.
5. Merging: Combining two or more components or functions into one.
6. Universality: Designing a system to perform multiple functions.
7. Nesting (nested doll): Embedding one component or system within another.
8. Counterweight: Balancing opposing forces in a system to reduce stress and increase stability.
9. Preliminary Action: Preparing for a future action to make it easier and more effective.
10. Beforehand Cushioning: Anticipating and protecting against future stress, shocks or impacts.
11. Equipotentiality: Designing a system to perform equally well under different conditions.
12. Inversion: Reversing the direction of an action to solve a problem.
13. Rolling: Replacing sliding or linear motion with rolling motion to reduce friction and wear.
14. Partial or Excessive Actions: Using partial or excessive actions to overcome limitations.
15. Another Dimension: Adding another dimension to a system to improve its performance.
16. Parameter Changes: Changing the parameters of a system, such as temperature, pressure, or frequency, to solve a problem.
17. Dynamics: Making a system dynamic to improve its performance and efficiency.
18. Coming and Going: Alternating the direction of an action to solve a problem.
19. Feedback: Using feedback to control and optimize the performance of a system.
20. Intermediary: Using an intermediary component or process to improve the performance of a system.
21. Self-Service: Designing a system to perform tasks automatically without human intervention.
22. Copying: Replicating an effective solution to solve a similar problem.
23. Composites: Combining different materials or components to achieve desired properties.
24. Distribution: Distributing a function or load over multiple components to reduce stress and improve performance.
25. Repair: Designing a system to be easily repairable.
26. Improvised Means: Using improvised or makeshift means to solve a problem temporarily.
27. Artificial Materials and Objects: Creating artificial materials and objects with desired properties.
28. Transformations: Transforming one substance into another to solve a problem.
29. Orthogonal Arrangement: Aligning components or systems at 90-degree angles to improve stability and performance.
30. Phase Transitions: Using phase transitions, such as melting or vaporization, to solve a problem.
31. Weaknesses, Balls and Reinforcements: Strengthening weak points in a system to improve its performance.
32. Interaction with the Environment: Using the environment to improve the performance of a system.
33. Self-Similarity: Creating self-similar patterns to simplify the system and improve performance.
34. Spheroidality: Using spherical shapes to improve the stability and performance of a system.
35. Structural Changes: Making structural changes to a system to improve its performance.
36. Piezoelectric Effect: Using the piezoelectric effect, the conversion of mechanical stress to electrical energy, to solve a problem.
37. Phase Conjugation: Using phase conjugation, the reversal of the phase of a wave, to improve the performance of a system.
38. Thermal Expansion: Using the expansion and contraction of materials due to changes in temperature to solve a problem.
39. Combination of Effects: Combining multiple effects to achieve desired results.
40. Cortical Subsystems: Creating subsystems with specific functions to improve the performance of a system.

TRIZ contradiction matrix. Source: https://www.triz40.com/aff_Matrix_TRIZ.php

 

References

Bukhman, I. (2021). Technology for Innovation. How to Create New Systems, Develop Existing Systems and Solve Related Problems. Singapore: Springer Singapore. 527 p.

Hipple, J. (2012). The Ideal Result: What It Is and How to Achieve It. New York, NY: Springer New York, NY. 192 p.

Savransky, S. D. (2000). Engineering of Creativity. Introduction to TRIZ Methodology of Inventive Problem Solving. First edition. Boca Raton, FL: CRC Press. 408 p.

SolidCreativity. (2024). TRIZ Contradictions Matrix [Web Document]. TRIZ 40. Retrieved October 17, 2024, from https://www.triz40.com/aff_Matrix_TRIZ.php

Introduction to the theory of inventive problem-solving (TRIZ)

Source: https://zhuanlan.zhihu.com/p/635925451

The Theory of Inventive Problem Solving (Harrington, 2017; Altshuller, 1984, 2011; Gadd, 2011; Savransky, 2000; Altshuller et al., 1989) is a powerful tool for innovation and problem solving with practically limitless applications in the field of mechanical engineering. The abbreviated name, TRIZ, comes from a transliteration of the name in Russian, Teoriya Resheniya Izobretatel’skikh Zadach. The methodology is based on over 40 years of research into patterns and principles of creative thinking and problem solving, and has found successful application in numerous industries and fields. An extensive overview of TRIZ in science was conducted by Chechurin (2016), which gives quite comprehensive understanding of the field to date. One of the observations from the overview is that because of its complexity and versatility, TRIZ is often applied in its reduced version where only some parts are used (Chechurin, 2016, p. 161; Moehrle, 2005, p. 294). Even in its trimmed version, TRIZ acts as a strong instrument that helps finding numerous engineering solutions. Here, we provide rather surficial introduction to the approach. Next, we explore the definition and history of TRIZ, key principles of the methodology, and the main tools and techniques with a special attention paid to the introduction of the ARIZ.

 

Definition and history of Theory of Inventive Problem Solving

TRIZ is a systematic approach to innovation. The methodology was developed by the Soviet inventor and engineer Genrich Altshuller in the 1940s and 1950s. The approach is based on the idea that every (technical) problem can be solved by using a set of underlying principles, which Altshuller identified through an analysis of forty thousand patents and innovations. The result of the research is a set of tools and techniques that can be used to approach problems in a structured and systematic way, and to generate new ideas and solutions that are both innovative and practical. (Altshuller, 2011, pp. 126–127.)

As a systematic approach to systems, TRIZ builds on relations between the concepts about systems, its functions and ideality of a system. In TRIZ, a system is a number of interconnected elements with properties, which cannot be reduced to the properties of its parts (Altshuller et al., 1989, p. 18). As such, an “airplane” has the property of flying, yet none of its individual parts has it. Since a system is defined in terms of properties/functions, some of them are useful and some of the properties can unexpectedly turn to be harmful (Altshuller et al., 1989, p. 18). The goal is to reduce the harmful properties/functions while improving the useful functions. The degree to which the benefits exceed the costs and harmful effects determines the ideality of a system (Gadd, 2011, pp. 8–9, 429; Altshuller et al., 1989, p. 21).

 

Key concepts in TRIZ  

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Product design: questions for problem definition

The common-sense dictates that the process of problem-solving in product design begins long before any solution is formulated; it starts with the ability to ask the right set of questions. Properly framing a problem is crucial, as it sets the direction for the entire inquiry and influences the quality of the solutions that follow. The meticulous questioning not only clarifies the issue at hand but also narrows the focus, guiding the problem-solver toward relevant data and insights. By identifying the core of the problem early on, the search for answers becomes both efficient and effective. Therefore, the act of questioning becomes not just a precursor but an integral step in finding solutions.

So, here is the wisdom:

A good question is half the answer.

Is there a good set of questions or one needs to re-invent the wheel every time?

If you need a set of questions for product design, below is a good one to properly formulate the problem coming from a back-in-the-nighties book. I stumbled into this gem while searching for a solution and found them very useful. Perhaps, you will find them useful too (Tooley, 2009, pp. 30–32; Roozenburg & Eekels, 1995, pp. 151–152):

  • Performance: Which function(s) does the product have to fulfill? By what parameters will the functional characteristics be assessed? Accuracy? Speed? Power? Strength? Storage volume? Capacity?
  • Environment: To which environmental influences is the container subjected during manufacturing, storing, transportation, and use: Temperature? Vibration? Humidity? Which effects of the container on the environment should be avoided?
  • Life in service: How intensively will the container being used? How long does it have to last?
  • Maintenance: Is maintenance necessary and available? Which parts have to be accessible?
  • Target product cost: How much may the product cost, considering the prices of similar products?
  • Transportation: What are the requirements of transport during production, and to location of use?
  • Packaging: Is packaging required? Against which influences should the packaging protect the products during storage, transportation, in use?
  • Quantity: What is the size of run? Is it a batch or continuous production?
  • Manufacturing facilities: Should the container be designed for existing facilities? Are investments in new production equipment possible? Is (a part of) the production going to be contracted out?
  • Size and weight: Do production, transport, or use put limits as to the maximum dimensions or weight?
  • Aesthetics, appearance and finish: What are the preferences of the consumers, customers? Should the product fit in with a product line or house style?
  • Materials: Are special materials necessary? Are certain materials not to be used (for example in connection with safety or environmental effects)?
  • Product life span: How long is the product expected to be produced and marketable?
  • Standards: Which standards (national and international) apply to the product and its production? Should standardisation within the company or industrial branch be taken into account?
  • Ergonomics: Which requirements, with regard to perceiving, understanding, using handling, etc., does the product have to meet?
  • Quality and reliability: How large may ‘mean times before failure’ and ‘mean times to repair’ be? Which failure modes, and resulting effects on functioning, should certainly not occur?
  • Shelf life and storage: Are there during production, distribution, and use (long) periods of time in which the product is stored? Does this require specific ‘conservative’ measures?
  • Testing: To which functional and quality tests is the product submitted, within and outside the company?
  • Safety: Should any special facilities be provided for the safety of the users and nonusers? Disposal personnel?
  • Product policy: Does the current and future product range impose requirements on the product? Is an update/upgrade of the containers possible?
  • Social and political implications: What is the public opinion with regard to the product?
  • Product liability: For which unintended consequences of production, operation, and use can the manufacturer be held responsible?
  • Installation and operation: Which requirements are set by final assembly and installation outside the factory and by learning to use and operate the product?
  • Reuse, recycling, and disposal: Is it possible to prolong the material cycle by reuse of materials? Parts? Can the materials and parts be separated for waste disposal?

 

If you are a product designer, the books below are worth every penny you may spend on them.

Sources:
Roozenburg, N. F. M. & Eekels, J. (1995). Product Design: Fundamentals and Methods. New York, NY: Willey.
Tooley, M. (Ed.), 2009. Design Engineering Manual. Butterworth-Heinemann, Burlington, MA