TRIZ is a brilliant toolkit for nurturing engineering creativity and innovation. This accessible, colourful and practical guide has been developed. TRIZ Teaching Materials. Triz for dummies pdf -- each of the eBooks have pdfs. triz for engineers pdf -- this is particularly good for engineers and pdfs are. The TRIZ 39 Engineering Parameters. Power. Waste of energy. Waste of substance. Loss of information. Waste of time. Amount of.
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PDF | This paper aims to outline the Theory of Inventive Problem Solving Although TRIZ originated in mechanical engineering the paper demonstrates the . PDF | The Chemical Process Industry (CPI) is facing an increasing pressure to develop new or improved chemical processes. The major. TRIZ is a brilliant toolkit for nurturing engineering creativityand innovation. This accessible, colourful and practical guide hasbeen developed from.
Print ISBN: About this book TRIZ is a brilliant toolkit for nurturing engineering creativity and innovation.
This accessible, colourful and practical guide has been developed from problem-solving workshops run by Oxford Creativity, one of the world's top TRIZ training organizations started by Gadd in This highly innovative book: Satisfies the need for concise, clearly presented information together with practical advice on TRIZ and problem solving algorithms Employs explanatory techniques, processes and examples that have been used to train thousands of engineers to use TRIZ successfully Contains real, relevant and recent case studies from major blue chip companies Is illustrated throughout with specially commissioned full-colour cartoons that illustrate the various concepts and techniques and bring the theory to life Turns good engineers into great engineers.
She has worked on nothing but TRIZ since discovering and learning its power to give us all the routes, to all the solutions, to all engineering problems. From she was a Governor of Coventry University. Karen's career has been dedicated to creating new enterprises which make a difference - she founded both MUSIC at OXFORD and the European Union Baroque Orchestra and ran both for over ten years and raised millions in corporate sponsorship to make their activities possible.
These successful music organisations still flourish. EUBO has celebrated 25 years of launching the careers of talented young musicians and has been so successful in its mission, that there are now former EUBO students in every major professional baroque ensemble in the world.
Karen is long married, has four children and three grandchildren lives happily in Oxford and the Lake District. Karen has recently become a director of the Orchestra of St.
John's and concerts and singing are still part of her interests and activities. Free Access. Summary PDF Request permissions. By the time engineers have graduated and faced many jaw boning contradictions that they could not resolve, the concept that there is value in dreaming and imagining a contradiction free situation is very difficult, and to many, impractical and useless. The use of compromise as a design philosophy is very strong! What can help here is examples and illustration of where compromise has been overcome with TRIZ.
Many corporate clients obviously require confidentiality and these examples are hard to come by. Most design engineers are, by nature and by training, analogous thinkers, and anything that provides examples helps tremendously.
Case studies are a key to education and understanding, especially case studies form the real world that our customers live in. The second step in this process of acceptance is to get people to understand that the need for compromise is driven by the existence of contradictions.
Most western engineers have lived with contradictions for years and it is their job security! The fact that resolving a contradiction might eliminate a complicated design in which an engineer has invested hundreds of hours of efforts can actually seem to be job threatening rather than being a productivity enhancement. TRIZ session leaders need to think ahead to a typical TRIZ problem solving session, that lasts only 3 days, generating a breakthrough solution to a problem that had generated a less than satisfactory solution and for which an organization spent thousands of dollars and months of time.
We must recognize that most of our clients, seeing a contradiction, see bottles of extra-strength pain relief pills. An effective technique here is to borrow from other creative process techniques and get people to close their eyes and imagine the ideal world without compromise. This kind of group thinking process is used regularly in other types of creative sessions.
After this exercise, one can encourage the engineers and problem owners to imagine what their life would be like without unresolved contradictions and design conflicts. Getting people to draw pictures of ideality is also an effective technique because it can start the journey. Another incentive is to get the engineers to think about what they could be doing instead of what they are currently doing.
Would they rather be working on the next generation of a product or system, or fixing all the problems in the current design? Would they rather be scaling up a new product or process, or being called out on the midnight shift to fix something that never quite works right?
Positive incentives work far better than fear of job security in motivating people to try new things, whether it is TRIZ or anything else. Any mature industry or technology that is not actively trying to reinvent itself fights back with a vengeance. These existing problem-solving processes have, in large corporations, utilized sometimes tens or hundreds of trainers and thousands of dollars in training materials.
Personal credibilities are frequently at risk, especially when a senior executive has committed to a program.
In the case of few or no existing problem solving tools a rare case , the challenge is far easier, but the demonstration of the uniqueness of the tool is still required.
The amount of inertia to overcome is also directly proportional to the amount of money the potential user is expected to invest to try the new tool. One of the fatal mistakes that can be made is to attack these existing tools as inferior or useless.
It is far better to take the time to understand how the existing tool is being used and then figure out how to complement and improve it.
Offering to run an inexpensive experiment for a potential user can also help to overcome resistance. Collaboration rather than confrontation should be the rule. There is no organization that is not using some or all of these tools. They will not adopt TRIZ or any of its software embodiments without understanding how it will complement or cost-effectively replace them.
This is not the way to get TRIZ accepted. TRIZ advocates must recognize that there is value in many of the tools and identifying the collaborative and complimentary space is the best way to start. Sometimes advocates hear about the new product launches that are underway.
And other times they hear about the massive investment being made in another problem solving tool Six Sigma is the latest , which brings up the competitive issue discussed previously.
In this case, there are two approaches. Advocates can put potential users in their tickler file and follow up when appropriate. This is frequently the right approach, depending upon the situation. The second is to try to figure out how TRIZ can help make the plate less full. This requires more patience than most advocates normally have. It requires spending enough time with the customer to understand what is overwhelming them and how they can be helped. Frequently, getting the potential TRIZ users to express their frustrations in terms of contradictions is a good place to start.
Then the basic concept of TRIZ problem solving can be brought up for discussion. One of the most gratifying things that this user has seen in the past few years is the application of the TRIZ principles to organizational and management issues. All people who have run TRIZ problem-solving sessions know that the discipline that they use in TRIZ to properly define the problem is the most useful and important part of the methodology. They constantly see new awareness develop after the correct kinds of problem definition questions have been asked.
The truly cost-impacting aspect of TRIZ can be in this phase. The amount of time and money that organizations spend on solving the wrong or poorly defined problem is incredible. This is the aspect of TRIZ that is most marketable to groups with full plates, because every poorly defined problem is spending valuable resources that can be better used elsewhere.
Technology Adoption An organization adopting TRIZ is no different from an organization adopting bar coding or laser video inspection. It is something different that changes the status quo. There are whole companies and organizations that thrive on being the first to adapt new technologies and leading their peers. Others prefer to see others take the risk and invest later. They are taking the chance that the expensive learning is more of a risk than the waiting.
TRIZ advocates must recognize that the use of TRIZ is a paradigm shift in how problems are both analyzed and solved, and that everyone is not prepared to be a paradigm shifter. It is usually easy to tell the difference in conversations with representatives of organizations, or by reading the literature, patent filings, talking to other consultants, etc. Pairing up with rapid technology adopters is highly preferred.
If one looks at the adoption of certain types of quality and manufacturing processes, it is seen that the top of the food chain drives them. If someone is a supplier to the Ford Motor Co. Using TRIZ in joint problem solving and product design sessions with supplier and customers in the room together can be very powerful.
This obviously requires a co-operative, trusting relationship between the parties involved. Recognition of Different Learning Styles In addition to differences in organizational adoption, there are distinct differences in how individuals learn new things.
This is a globally validated psychological assessment tool that measures the style in which people styles. Some individuals think and solve problems in a more incremental way, requiring a stimulus to be creative. Others are capable of ideation without stimulus or structure.
We have found that this provides a framework for discussing the analogic thinking process which is such an integral part of TRIZ, as well as providing a framework for group discussions about different ways of thinking about problems. TRIZ software products provide both stimulus and structure, assisting both types of problem solving. The important point here is to recognize that different people learn differently and ignoring this important fact can make training and adoption of a new tool like TRIZ a less than efficient process.
These would be the primary areas in which the problem solvers would typically focus. These areas are: 1. Starting the TRIZ program 2. Training sessions 4. New problem definition approach 5. If portions of TRIZ can be added into existing programs without fanfare and their value demonstrated, the cost will be reduced and the resistance will go down, while organizational support will increase.
Training Sessions The idea list from the software statements , figure 2 also point toward the use of alternative ways to do TRIZ training that will improve effectiveness, reduce time, and minimize meetings. The obvious thought here is the Internet and non-meeting based training. There are downsides to this approach in that students cannot learn from each other, but the speed and flexibility of learning may more than make up for this negative factor.
There is some experience in this area with Semyon Semansky and Ideation International, but published information about such experiences are rare, and the TRIZ community will have to wait for additional organizational information to emerge. Solving Difficult Problems One of the most fascinating psychological observations, made by this author in TRIZ session that he has run, is the reaction of experienced engineers to the sudden realization that years of work, which had resulted in more and more complicated engineering designs, was, in a matter of few days, made obsolete through the use of the basic TRIZ principles of ideality, as well as the identification of unrecognized resources.
On occasion, this has resulted in subtle forms of sabotage of the TRIZ generated ideas. The software directions statements , figure 2 suggest that enhancing the solutions to difficult problems is a helpful direction.
What could this mean?
For one thing, management should make it clear that long-standing problems standing in the way of significant new organizational objectives need to be solved to allow new opportunities to be attacked. It should be made clear that adoption and support for a new breakthrough problem solving technique is expected by all. These successful music organisations still flourish.
EUBO has celebrated 25 years of launching the careers of talented young musicians and has been so successful in its mission, that there are now former EUBO students in every major professional baroque ensemble in the world. Karen is long married, has four children and three grandchildren lives happily in Oxford and the Lake District.
Karen has recently become a director of the Orchestra of St.
John's and concerts and singing are still part of her interests and activities. Free Access. Summary PDF Request permissions. Part One: Part Two: Part Three: Part Four: Part Five: Part Six: PDF Request permissions. Tools Get online access For authors.