Tag: system design

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

Business Process Re-engineering and Organizational Change

Business Process Re-engineering (BPR) is the process of restructuring the organizational design from the ground-up. It stresses the importance of full-scale recreation of the processes instead of numerous and often continuous optimization of sub-processes. To avoid repetition, one may have a brief introduction in the idea of BPR from the Wikipedia.

Despite of usefulness of the BPR, there were some concerns. In his revision of the Socio-Technical System theory, Clegg (2000) has proposed the 8th principle – core processes should be integrated. The idea of the principle is that “organizations can be viewed as comprising a number of core processes that typically cut laterally across different functions. This contrasts with the more traditional view that organizations comprise sets of expertise-based specialisms that are organized vertically.” Here, Clegg also regretfully mentions the devaluation of application of the principle by the BPR approach in the context of the organizational system design.

This brings to a thought that there is more to what organizations can be than what BPR has to offer. Despite of being a useful tool, it should find its application with consideration of its limitations.

References
Clegg, C. W. (2000). Sociotechnical principles for system design. Applied Ergonomics, 31(5), 463–477.