TRIZ-based Innovation Principles and a Process for Problem Solving in
Business and Management
This paper was first published in the proceedings of the European TRIZ
Association, November 2001
Bruno Ruchti
DIWINGS AG, Management Consultants
CH-4603 Olten 3, Switzerland
www.diwings.ch
bruno.ruchti@diwings.ch
Pavel Livotov
TriSolver Consulting
D-30159 Hanover, Germany
www.trisolver.com
livotov@trisolver.com
Abstract
These days, management decisions have to be made faster than
ever before but still be of high quality. Managers often have a lot of
information but with little structure and lack of time. Decisions still have to
be made NOW. Instead of really accept and handle the complexity of the problem
case managers quite often tend to simplify the problem - and then decide. Most
of the time managers won't follow a problem solving process. They decide purely
based on their intuition and business experience. Many other business areas such
as marketing, development, supply chain and production today use highly evolved
methodologies and data processing power. Why not the top management of the
company?
The TRIZ Technology with its unique thinking offers a
well-structured and high power problem solving process. The competence of fast
and optimized decision making in business and management can be achieved and
enhanced by using a TRIZ-based approach for non-technical problems.
1. TRIZ for Business and Management
Applying the TRIZ ‘thinking’ tools of inventive problem
solving in engineering successfully replaces the unsystematic trial-and-error
method in the search for solutions in the everyday life of engineers and
developers. The majority of organisational management decisions made by the
executives and managing directors however are still based on their intuition and
personal experience. Therefore often complex contexts are extremely simplified,
alternatives ignored, constraints avoided, risk not evaluated correctly and
resources, knowledge and potentials not utilised for the best problem solving at
the right time.
This is part of the reason for the growing demand from
management people for systematic and powerful thinking tools, which assist the
executives processing the information and making the right decisions in time.
The TRIZ Innovation Technology offers such thinking tools
(1-5). TRIZ knowledge and professional TRIZ application experience together with
TRIZ-based thinking for management tasks helped to identify the technology tools
which come into play:
-
TRIZ tools, such as Innovation Principles for Business and
Management as well as Separation Principles for resolving organisational
contradictions and conflicts, for example.
-
Substance-Field Analysis for visualizing highly complex
systems.
-
Procedures and checklists of the anticipatory failure
recognition for prediction and evaluation of risks.
-
Operators for revealing and utilising system resources as a
basis for effective and cost-saving decisions.
-
Patterns of evolution of technical systems to support
systematic and multi-dimensional thinking.
Today commercial TRIZ-tools for electronic data processing
allows to build a specific idea and data base including own case processing (6).
2. Components of the demanded management thinking structure
If agreement is obtained that management decisions should be
based on more methodology, the TRIZ knowledge base along with its analytic
methods can effectively be used. TRIZ for business and management basically use
these five components:
2.1. Identification and theoretical exaggeration of conflicts
Non-technical conflicts such as organisational or
administrative contradictions and conflicts on different levels (personnel,
team, company area, entire company, branch of industry etc.) should be
identified, theoretically exaggerated and then resolved in the next stages. The
desired result is to substantially decrease or even eliminate all unwanted
tendencies and features, while at the same time keeping and intensifying all
positive and useful factors.
2.2. A positive attitude towards complexity
Instead of simplifying complex combinations and interactions
when analysing a task, the TRIZ method allows even highly complex and
multi-dimensional interconnections to be clearly explained. The complexity of a
task itself becomes the prerequisite to finding the best solution.
2.3. Consideration of patterns of evolution
The hierarchic (systematic) consideration and evolutionary
development of the conflicting entities and factors play an important role in
the analysis and evaluation of possible decisions. Further TRIZ evolutionary
criteria such as adaptability, controllability and periodic occurrences complete
the systematic approach to the problem.
2.4. Anticipatory evaluation of risks
Decisions and strategies are tested by the method of the
Anticipatory Failure Identification. The strength of this method is to find
weaknesses within the proposed management solution by systematically trying to
“prove them wrong”. All available resources are utilised deliberately to cause
the concept failure. Hidden risks of a decision are effectively revealed and can
be avoided in further steps.
2.5. Utilisation and expansion of resources and knowledge
The central function of knowledge and idea management is to
utilise the personal and collective knowledge in time, to broaden the boundaries
of knowledge and to provide timesaving access to knowledge and idea pools. The
TRIZ Idea database with its many thousands of effects and examples offers a
solid knowledge basis.
3. The process for problem solving in business and management
For the first step a non-technical problem should be
formulated in terms of a conflict or contradiction with positive and negative
aspects similar to the technical contradiction. This conflict can then be
strengthened in terms of deepened physical contradiction. By using the 12 double
innovation principles or the separation principles for the deepened conflicts
the problem can be overcome.
The amount of generated ideals is considerably faster and
higher compared with the solutions managers usually come up with. Especially for
critical cases a problem solving process with the following main phases is
suggested: Function and Conflict Analysis, Mobilisation of Resources, Generating
of Ideas, Evaluating of the Results and Anticipatory Risk Analysis.
Figure 1: The process for problem solving in business and
management
4. 12 innovation principles for business and management
The 12 double principles for Business and Management, partly
derived from (1,2), assist the user resolving organisational contradictions and
conflicts. They broaden the individual experiences and intuition of the manager
and in addition help them to quickly formulate several different approaches to
difficult situations.
Each principle represents two contradictory lines of action,
which have to be taken into consideration when searching for solutions. There is
no recommendation as to which action is the more suitable. The user is thus
stimulated to think in a dialectic and creative way.
Table 1: 12 Principles for resolving organizational tasks
in Business and Management
1. Combination - Separation
2. Symmetry - Asymmetry
3. Homogeneity - Diversity
4. Expansion - Reduction
5. Mobility - Immovability
6. Consumption - Regeneration
7. Standardisation - Specialisation |
8. Action - Reaction
9. Continuous action - Interrupted action
10. Partial action - Excessive action
11. Direct action - Indirect action
12. Preliminary action - Preliminary counteraction |
5. Example
In companies quite often problems arise due to difficulties
in communication. As an example the communication lack between a highly
technically competent and thus important individual and the rest of the staff
can be used. The resulting personal conflicts then have a negative effect upon
the productivity and the working climate. Here are some suggestions using the
principles as to how to defuse the problem:
Principle 1. Combination - Separation:
- “Isolate” the person for the staff to avoid direct
contact and organize a central counsellor.
- Arrange for the “difficult” person to work at home
or to have flexitime.
- Set up a database or an Expert System to make the
expertise of the person available to others.
Principle 2. Symmetry - Asymmetry:
- Reduce asymmetry in company expertise; internally
train or hire several experts.
Principle 3. Homogeneity - Diversity:
- Encourage psychological homogeneity and raise the
tolerance threshold of the colleagues.
Principle 4. Expansion - Reduction
- Reduce the individual’s direct involvement with
colleagues and in projects.
Principle 5. Mobility - Immovability:
- educe the individual’s sphere of movement within
the company through organizational means.
Principle 7. Standardisation - Specialisation:
- Standardise company knowledge and working methods.
Introduce knowledge management.
- Use the unique (or specialist) knowledge of the individual to build up the
knowledge management system or have them organise this task.
Principle 8. Action - Reaction:
- Arrange a social and psychological guidance
program for the individual.
Principle 9. Continuous action - Interrupted action:
- Only involve the individual in a consultative role
and in certain phases of a project.
Principle 10. Partial action - Excessive action:
- Reduce the amount of time that the individual
spends in projects.
Principle 11. Direct action - Indirect action:
- Provide a mediator or a social buffer for the
individual in the team or in the company.
References:
- Flikstein I.M. (1973): Investigation of the basic
principles for elimination of technical contradictions by inventive problem
solving, Baku. 1973 (rus.).
- Zhukov R.F., Petrov V.M. (1980): Modern methods of
scientific and technical creativity, St. Petersburg, 1980 (rus.).
- Darrell Mann, Ellen Domb (1999): 40 innovation
principles for management. TRIZ Journal, September 1999.
- Valeri Souchkov (1999): Case Study - Application of
M-TRIZ to solving a management problem.
- Pavel Livotov (2001): TRIZ & Computer-Aided Innovation.
Technologies for Innovations, Vol.1, TriSolver Edition 2001, ISBN 3935927037,
(germ.).
- TriSolver® - Idea Generator & Manager, Vers. 2.0,
Professional Edition, 2001, www.trisolver.com.
About the Authors:
- Pavel Livotov: Dr.-Ing. /
TRIZ Expert and Invention Consultant.
After several years of professional invention-work in Industry in
Germany he started Consulting Work, Teaching and Coaching a few years
ago.
Bruno Ruchti: Dipl. Ing. / Management Consultant. Based on
experience in business process re-engineering, quality management, TQM
and Innovation Management he started to implement TRIZ to problem
solving for business management in various business fields.
Appendix: 12 Innovation Principles for Business and Management
©TriSolver
| Principle 1 |
Combination - Separation |
| Description |
Combine parts of an object or the phases of a process to
form a uniform object or process. Separate a uniform object or a uniform
process to form independent parts or phases. |
| Recommendation |
1. “Combination and Separation” can be applied to similar as
well as dissimilar parts.
2. Combine or separate only for a specific amount
of time.
3. Combine (connect) objects in parallel or in series.
4. Separate
the harmful, or conversely isolate, the only useful part (property, phase)
from an object or a process. This part can be treated separately and
re-introduced later on.
5. Change the degree of fragmentation of objects and
processes (increase or decrease).
6. Go to the extremes of combination and
separation. Separate or fragment objects down to the lowest micro-level.
Combine objects to create the largest possible formations.
7. Try to obtain
new effects and properties by combining similar objects to form a bi or
poly-system. |
| Related technical TRIZ Principles |
1. Segmentation; 2. Extraction; 5. Combination |
| Principle 2 |
Symmetry - Asymmetry |
| Description |
Change a symmetrical shape or property to an asymmetrical
shape or property or vice versa. |
| Recommendation |
1. Change the degree of asymmetry (increase, decrease).
2.
Replace rectilinear outlines and shapes by curved, spherical or spiral
outlines and shapes or vice versa.
3. Replace rectilinear processes by
iterative or periodic actions or vice versa. |
| Related technical TRIZ Principles |
3. Local Conditions; 4. Asymmetry; 14. Spheroidality. |
| Principle 3 |
Homogeneity - Diversity |
| Description |
Change from homogeneous structures, systems or environments
to compound structures, and dissimilar systems or environments. Reduce the
degree of diversity in the structures, systems or the environment. |
| Recommendation |
1. The different components are to perform different
functions and should be individually matched to the local requirements.
2.
Minimize losses (cash, personnel, energy) during restructuring or re-organisation
processes.
3. Remove all “foreign bodies” from the systems and organisations
wherever possible.
4. Try to remove the unwanted interaction between two
elements of a system not by introducing foreign “separating substances” but
rather by modifying the existing resources. Every system defends itself
“foreign” elements.
5. Avoid ‘gaps’ (personnel, information, finances etc.)
in systems or organisations. Immediately fill every available ‘gap’ with
up-to-date information, tasks, etc. |
| Related technical TRIZ Principles |
3. Local Conditions; 12. Equipotentiality; 33. Homogeneity; 31. Porous Material; 40. Composite Materials. |
| Principle 4 |
Expansion - Reduction |
| Description |
Increase or reduce the number of functions in a system or
process. Increase or reduce the amount, duration, cost, speed or other
properties of a process. |
| Recommendation |
1. Invert the processes - turn them “upside down”.
2.
Increase or reduce the number of dimensions in a system: instead of a single
level (layer, coat, floor etc.) build a system with several levels (layers,
coats, floors etc.).
3. Perform a transition of a rectilinear development
(movement) to a development (movement) in a flat plane (two-dimensional) or
in space (three-dimensional).
4. Consider time as a 4th dimension.
5.
Try to nest several multi-dimensional objects inside one another. Russian
Doll principle. Utilise unexposed surfaces (e.g. reverse sides).
6. Change
the colour, brightness and sharpness. |
| Related technical TRIZ Principles |
7. Nesting; 13. Inversion; 17. Another Dimension; 32.
Change the colour; 35. Transform the physical or chemical state. |
| Principle 5 |
Mobility - Immovability (Dynamic - Static) |
| Description |
Make fixed parts of a system or the environment movable
and vice versa. |
| Recommendation |
1. Make unchangeable properties changeable or dynamic
to obtain an optimum effect, or the other way round: reduce the mobility/
changeability.
2. Make a system or a process more adaptable, adaptive and
intelligent - or vice versa.
3. Make a system or a process more flexible,
easier to dismantle, renewable or restorable. |
| Related technical TRIZ Principles |
3. Local Conditions; 13. Inversion; 15. Dynamism; 30.
Flexible shells or thin films. |
| Principle 6 |
Consumption - Regeneration |
| Description |
Elements, consumed in a system or process, are
regenerated within the same system or process. Elements, which have been
consumed and have fulfilled their purpose, are removed or modified for other
applications. |
| Recommendation |
1. Build a self-service system that carries out
auxiliary, maintenance and repair functions by itself, utilising its own
resources and waste products (energy, material).
2. Temporarily contract
external support for business divisions where you do not have core
competence and when currently it is neither sensible nor viable, financially
or time-wise, to develop this area. |
| Related technical TRIZ Principles |
25. Self-service; 34. Rejecting and regenerating parts. |
| Principle 7 |
Standardisation - Specialisation |
| Description |
Use more standardised processes, procedures, methods
and products. Gain an advantage by utilising special processes, products or
methods. |
| Recommendation |
1. Replace an expensive, purpose-built system by an
assortment of cheap and easily available components. Use recyclable
disposable products.
2. Make the application of additional systems and
processes redundant by creating a universal system or procedure that can
perform several different functions.
3. Repetitive actions should be carried
out with standard procedures but allow originality and individuality within
the creative fields of activity. |
| Related technical TRIZ Principles |
6. Universality; 27. Disposable Objects |
| Principle 8 |
Action - Reaction |
| Description |
Amplify the required effect. Obtain and amplify the
opposite effect. |
| Recommendation |
1. Utilise the undesired or harmful effects in the
system or the environment to obtain a positive effect.
2. Try to neutralise
or remove harmful effects through interacting or combining with other
harmful effects.
3. Amplify an undesired effect to such a degree where it
ceases to be harmful or troublesome.
4. Introduce feedback (control measure)
into a system or process. Remove troublesome feedback.
5. Prolong the
duration of the effect, slow down effects or repercussions. |
| Related technical TRIZ Principles |
13. Inversion; 22. Converting Harm into Benefit; 23.
Feedback; 39. Inert Atmosphere. |
| Principle 9 |
Continuous Action - Interrupted Action |
| Description |
Important processes are to be carried out without
interruption or idle time. They are to be performed at a steady load and
constantly monitored. Interrupt a continuous action; arrange pauses in a
continuous process. |
| Recommendation |
1. Change from an uninterrupted action to a periodic
action. Match the periodicity to the system requirements or to that of its
environment.
2. Tricky or dangerous phases of a process are to be carried
out quickly and with momentum.
3. Utilise the pauses between the individual
actions to perform other actions or tasks. |
| Related technical TRIZ Principles |
18. Mechanical Vibration; 19. Periodic Action; 20.
Continuity of Useful Action; 21. Skipping. |
| Principle 10 |
Partial Action - Excessive Action |
| Description |
To obtain a maximum or optimal effect, use surplus or
excessive action. Protect sensitive areas from undesired excessive actions.
To obtain a maximum or optimal effect, focus on essential tasks. Intensify
your activity in areas that give optimal results. |
| Recommendation |
1. It is often difficult to obtain exactly 100% of a
required effect. Sometimes it is easier to obtain a little more or a little
less. This may considerably simplify a problem. |
| Related technical TRIZ Principles |
16. Partial or Excessive Action. |
| Principle 11 |
Direct Action - Indirect Action |
| Description |
Replace an indirect action with a direct, immediate
action. Replace a direct, immediate action with an indirect action. |
| Recommendation |
1. For an indirect action use an intermediary- an
element that transmits an action or passes it on. An intermediary can also
be applied permanently or temporarily.
2. Replace expensive, valuable or
inaccessible objects and systems with copies. Utilise cheap simplified
copies, optical or electronic ones. |
| Related technical TRIZ Principles |
24. Intermediary; 26. Copying. |
| Principle 12 |
Preliminary Action - Preliminary Counteraction |
| Description |
Perform a necessary useful action or measure
(completely or partially) in advance, to obtain a stronger effect. Carry out
counteractions or preventive actions in advance, to avert unwanted effects. |
| Recommendation |
1. Compensate a negative tendency by linking a process
or business field in danger of jeopardy to a guaranteed successful and
strengthening process or business field.
2. Distribute your resources in
advance, such that they can act without additional costs or delay from the
best position.
3. Ensure in advance the availability of suitable “life
lines”, such as cash reserves, free production capacity, specialists and
skilled personnel as well as technical measures. |
| Related technical TRIZ Principles |
3. Local Condition; 8. Anti-weight; 9. Preliminary
Counteraction; 10. Preliminary Action; 11. Preventative Measures. |
