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TRIZ as an Amplifier for Corporate Creativity and Corporate Innovation Ability
Available online at www.sciencedirect.com
ScienceDirect Procedia CIRP 39 (2016) 185 – 190
TFC 2015 – TRIZ FUTURE 2015
TRIZ as an amplifier for corporate creativity and corporate innovation ability Barbara Gronauera*, Horst Naehlerb b
a StrategieInnovation, Rhoenmalerring 30, 36088 Huenfeld, Germany c4pi - Center for Product-Innovation, Rhoenmalerring 30, 36088 Huenfeld, Germany
* Corresponding author. Tel.: +49 66 52 99 28 280; fax: +49 6652 99 28 279. E-mail address: [email protected]
Abstract
Staff members with high engagement and highly developed creativity and innovation ability help companies establish an advantageous market position by creating innovative products and services. This process can be positively influenced by applying the methods and tools of the innovation methodology TRIZ. TRIZ is helpful when using strategies in order to forecast and plan the operative phases of a product as well as when realizing the operative phases of the product. This presentation will show the advantages of establishing conditions by implementing the system-based innovation methodology TRIZ in order to motivate staff members to develop creative and innovative products. © 2015 2016 The The Authors. Authors.Published Publishedby byElsevier ElsevierB.V. B.V. This is an open access article under the CC BY-NC-ND license © (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under responsibility of scientific committee of Triz Future Conference. Peer-review under responsibility of Scientific committee of Triz Future Conference Keywords: TRIZ; creativity; innovation ability; product development; strategy; organisation development
1. Introduction TRIZ provides excellent tools for designing customized problem solving and product developing processes and algorithms [1]. These can then be used to map out the corporate product line and a strategy for reaching the business objectives. As a prerequisite for fruitfully using TRIZ, a well-planned and well executed implementation of the methodology into the organization is crucial. This process might as well be called a variant of Change Management [2]. “Well planned” and “well executed” contains several aspects: a) All members of the organization who are determined to use TRIZ or who are bound to judge TRIZ-results, should be introduced to the methodology and learn to use it beforehand. b) Trainings and Method-Coaching should be made possible for all involved. c) Extra time should be provided to practice and stabilize the application of TRIZ as well as for the mutual evaluation of the experiences made.
d) With the aforementioned measures the people involved should realize the benefits of the TRIZ methodology. Rolling out such a complex methodology like TRIZ means (in most cases) changing the working habits of the staff involved. They should test the methodology and evaluate the tools of TRIZ with regard to problem analysis, problem solving, idea generation and concept development. People with an affinity to TRIZ will have no problems with that, but not all coworkers will react positively to such offers. While some might perceive the trainings as a chance and an extension of their knowledge and skillset, others might see it as an unnecessary and annoying additional hassle, which they refuse. Those colleagues need an explanation that the use of this innovation methodology is a commercial necessity, that their work before has been good already and that with TRIZ it can be brought to an even higher level. Moreover, they need to be shown possibilities how to combine TRIZ with their previous way of working. Some readers might ask, why so much effort to convince coworkers is necessary? The reason is obvious: Motivation and idea-richness can not be commanded by managers. If
2212-8271 © 2016 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under responsibility of Scientific committee of Triz Future Conference doi:10.1016/j.procir.2016.01.186
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employees have numerous and good ideas mostly depends on their inner emotional state. If they are convinced that their task is meaningful and reasonable and their working conditions are effective, their attitude will be positive. If employees can not align decisions made by the organization with their own beliefs and motivations for action, their will to perform will decline to “I’ll just do what I have to”. According to the experiences of the authors, the scientific background and the systematic structure of the TRIZ methodology represents a solid foundation for developing product-related corporate decisions and make them desirable and reasonable for the staff. However, the application of TRIZ should be combined with measures of HR- and Organizational Development to achieve an efficient TRIZ implementation. This way the acceptance and enthusiasm of the staff for TRIZ can grow and their creativity can be stimulated. How measures of Product Development and Organizational Development influence each other, will be shown subsequently. 2. TRIZ usage effects personal change The founder of TRIZ Genrich Altshuller tended to share the TRIZ body of knowledge to support technical people to strengthen their way and effectiveness of inventive thinking. An important positive aspect to be mentioned is aimed at the personal advantages through TRIZ for the employee which is often underestimated. The knowledge of the TRIZ tools and experience in applying them strengthens skills highly important for the creative development process: the usage of e.g. the inventive principles/separation principles support and develop perception, fantasy, combination and reinterpretation skills of the employee and provide positive self-awareness. This results in growing self-confidence and endurance for problem solving. How does this happen? First – TRIZ is based on patent analysis of several thousand patents, especially breakthrough patents, and the effectiveness has been proven thousands of times. That means that the user can trust the TRIZ methodology: By being relaxed and openminded when following the TRIZ algorithms and by using their own creativity and ingenuity the method guides the user to the desired outcome. Furthermore the syntax “if… then… but…” used to formulate engineering contradictions according to MATRIZ [3] equals the typical wording of sceptics (at least in German speaking countries). If those sceptics, who usually slow down the innovation process, slowly realize that their worries and ways to formulate their skepticism is picked up and used to create entries and open doors to new breakthrough solutions, this leads to a change of mindset sooner or later. After having gained these positive experiences, trust in the methodology and the personal innovation ability grows. The employees start believing themselves that they will find the right answers. The increasing certainty that good ideas will be found relaxes the user’s brain, the subjective stress decreases and simultaneously the brain functionality can rise. [4]
3. TRIZ usage effects corporate change Another important positive aspect to be mentioned is aimed at the organizational advantages through TRIZ for the department or corporation which is often underestimated, too. The TRIZ innovation methodology accelerates the identification of inventive and innovative potential through all system hierarchies: 9-Screen Model, function analysis, SCurve analysis and the analysis of the underlying Main Parameters of Value for the customers, serve to determine the status quo of the product portfolio. S-Curves and TESE (Trends of Engineering System Evolution)-Assessment provide guidelines and suggestions for future development activities and planning of new product generations. It is possible to complete the product forecast by applying the TESE as well as tools like Feature Transfer, Function Oriented Search and Inventive Principles. In the following case study all these TRIZ methods and tools are combined in a TRIZ Product Map, which has been presented by the authors at TRIZ Developers Summit last year. [5] The procedure of generating a TRIZ Product Map affects all system levels of the analyzed product. That means that several departments which work at sub-assemblies or devices are affected by this process. If we start with the assumption, that companies provide products which are components or devices for the other, the results of the TRIZ Product Map bring a deeper understanding of how the products and components depend on each other and how the development status and the manufacturing of them influence the overall development of the product and the success of the company. Vice versa the TRIZ Product Map also shows which components won’t be needed anymore, because they might be substituted by a new assembly version or completely eliminated. In the last case, a manufacturing team would soon be without a job and would require new work tasks, which the case study illustrates with the change from the past product version to the present: several parts are not needed anymore due to new materials, production technologies or change of customer requirements. With this preliminary estimates based on TRIZ Trends of Engineering Systems Evolution and the overview about the uneven status of development of components and devices, the TRIZ Product Map helps to identify important milestones for the product development process. By applying other TRIZ tools and methods the user is able to transform the bottlenecks and contradictions into TRIZ problem models and start the idea finding process to create potential future product scenarios. The calculation of profitability for the different product scenarios builds the next step, which is not an original part of the TRIZ methodology but nonetheless useful and important. After the evaluation of the strategic effects of each potential product concept, management decisions have to be found.
Barbara Gronauer and Horst Naehler / Procedia CIRP 39 (2016) 185 – 190
An example shows the interdependencies. The following picture shows a current hole punch. The key question is: What will be the next product in this line?
a.
Further development of the hole punch, even if the numbers of customers will decrease Concerning the functionality of the hole punch, the application of a trend can be used for the component that directly carries out the main function: The punching rod. The carving on the punching rod can be further developed, providing a sharper edge for cutting through the paper. In TRIZ terms, the trend of 1D – 2D – 3D can be used. A lot of possible variations to develop a more efficient shape come to mind, e.g. corrugated edges, twisted blade edges or more asymmetric shapes could be assessed for their ability to cut through paper more effectively. Also, the movement of the rod currently happens only along a line (linear up and down movement). To follow the trend, a rotating movement combined with the up and down-movement could help with the cutting process, maybe combined with a complementing shape of the cutting end of the punching rod.
Fig. 1 The present version of a hole punch
The figure below illustrates the “future” column of the application of the TRIZ Product Map for a hole punch, similar to the “future” column of the 9-screen-model (Fig. 2.): b.
Looking for a cooperation partner to develop the new paper with included, but closed holes Following the TRIZ rules of trimming means: the punch can be trimmed if the object performs the action on itself: This trimming rule sparks ideas like prepunched paper or paper with predetermined breaking points where the rings of a binder can punch through.
c.
Research of new product and market fields, because a drop in orders can be expected. Globalization and the radical digitization of data already led to several predictions, according to which the paper should have been extinct already years ago, rendering “hole punches” useless. However, this was not the case. Paper is still around and hole punches are still sold together with binders, folders, staplers and so on. Nevertheless, for a company which acts strategically and applies long-term thinking the combination of digitization with cloud services resulting in easily available data without paper should clearly be a concern. Paperless archiving and the acceptance of digital signatures are only a few supersystem changes that influence the use of the product “hole punch”. According to the Trend of Increased Degree of Trimming that leads to more ideal systems paints a picture of a future without paper and therefore without hole punches. Obviously, companies that produce office supplies have already branched out into the range of digital products.
Fig. 2 TRIZ Product Map of a hole punch
Following the hole punch example there are three possibilities:
Finally the case study shows three very distinct product concepts, which stand for very diverse corporate product strategies. When the phase of product realization starts, TRIZ based problem solving on each system level can be quickly initiated. A common and transparent understanding of the whole product system is created among all people involved. Operational activities in research and development departments can be structured and planned more systemically, as interconnections between subsystems become more transparent. The usage of the TRIZ Product Map requires the participation of employees from different departments, giving
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them a common language and system to work together. As a result, a clear picture and understanding of the past, present and future product generations is developed. The visualization of the product life cycles by reference to the recommendations of TRIZ S-Curve-Analysis and the explanation of the different future product concepts through the obvious changes in the supersystems and costumer behavior make the vision of the corporate change understandable and worth striving for. Necessary changes, e.g. closing of production facilities due to upcoming technological changes or a shift in the company’s expertise can be communicated and planned early. Furthermore, upcoming organizational steps and changes can be deducted from this TRIZ based forecast and made transparent and understandable for the employees concerned. 4. Stabilization of TRIZ usage and change effects 4.1. Leadership as facilitators and change managers The last mentioned aspect is particularly important. Why? Because misunderstood changes through new product or technology strategies can deeply deteriorate the motivation and performance of the employees. This results in a drop of the employer’s performance. The consequence is very critical especially during the creative phase of finding new ideas and solutions for products and processes, as outlined in the introduction. Humans need to find a purpose in their work. Besides the necessity to earn money for life, humans wish the best possible agreement with the company’s goals and their own personal goals. Resistance and low motivation of staffmembers stem from a lack of information about the needed changes and a lack of dialog-oriented communication to explain the “why”. If the explanation of “why” is missing, employees aren’t able to relate their mindset to the changing corporate strategy. However, this negative effect can be avoided by heeding the so-called human system-laws. “System-laws are psychological laws which describe the most important social values and universally valid rules for human behavior.” [6] Systemic system-laws were found through monitoring human behavior and can be explained in comparison to animal behavior. [7] According to these observations, human groups also follow specific patterns and rules of behavior and if these rules are violated, immediate visible or invisible reactions are caused, mostly in the form of resistance. Like laws of nature, the system-laws take effect permanently, no matter if there is any awareness for it in the system or not. Every time a system (group, person and department) violates these laws, conflicts arise. Therefor it is invaluable to be aware of those mechanisms and to consider them especially in innovation projects. By reference to the case study of the hole punch, the relations between the most important system-laws and forecast product concepts will be explained: The most important system law of human beings “The right to membership” is complied, if the employees get the chance to understand the conception of causal relation and find a skillful communication partner to discuss their worries with e.g. closing departments, their job security, lack of knowledge for new tasks and unknown chances for the future. The strategic
effects mentioned under 3. show a clear demand for action to address the employees worries regarding closure of the hole punch department and they might lose their jobs when the company decides to venture into the business of digital document management. The second system law of human beings “Respect and appreciation for everybody” is about respect and appreciation for all things which were done in the past and are happening in the present. That means e.g. to give thanks to employees for their earlier performance and achievements in developing the hole punch and to explain why a change into mew market fields is inevitable e.g. paper with included but closed holes is advantageous for the corporate business. The third system-law of human beings “The balance of giveand-take” is the third important human system-law, which should especially be consulted in relationship to corporate changes. It means that humans who are doing their best to achieve corporate goals need fair settlement, even if the company changes the direction of all activities. For example the delivery of new ideas for further development of the hole punch even in the third or fourth phase of its product life cycle, need to be appreciated and thanked. The way of balancing is not necessarily restricted to money. A commendatory report in the internal magazine or a lunch with a top manager could also be very adequate measures.
4.2. Personal development A further part of an effective leadership in innovation processes is to be able to detect the employer’s innovation abilities and to encourage and support them. At times, the knowledge and results of employees are excellent, but the mutability, the willingness to learn new stuff, the learning receptivity and/or the fault tolerance is restricted. These staff members should get access to a personal development program to widen their horizons and train their adaptability to new and changing conditions. In context of TRIZ usage this means to involve these candidates e.g. in TRIZ-coaching programs, to give them a TRIZ-mentor or to let them participate in trained TRIZ-teams. 4.3. Innovation teams Besides encouraging employees managers are challenged to put together effective teams or to provide adequate circumstances for them to form themselves. Effective teams are recognized by the distribution of four abilities of the team members: the ability to identify the tasks and problems (analysis), to transform the problems by using the TRIZ tools and methods (transformation), to combine all ideas and thoughts into new concepts (synthesis) and to coordinate all activities along the timeline in a goal-focused way. [8]. Moreover, a mixture of professionals, (external) experts in specific topics, users [9], younger and older people [10], women and men [11] with various cultural backgrounds are able to cross-fertilize themselves while working towards their innovation goal.
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4.4. Facilitating space and “creativity rooms”
6. Conclusions
As well as to pick the right members for effective development teams, managers are required to provide a productive, balanced working atmosphere, space, places, materials and freedom to meet, to think, to incubate, to experiment and to make and learn out of mistakes, to establish new knowledge. [12] In addition, a clear, meaningful target and a challenging time line has to be set. “Even when the progress happens in small steps, a person’s sense of steady forward movement toward an important goal can make all the difference between a great day and a terrible one.” [13] If employees are allowed to combine such „great days“ with TRIZ methods and tools the chances for high level outcome are high.
The usage of TRIZ speeds up the product development process by solving contradictions and problems essentially faster, but in the beginning the participants need enough time to study and practice the method. If the employees work in effective teams and are given resources like time and opportunities to learn and train the body of knowledge of TRIZ, they will then be able to achieve farreaching solutions in a shorter time during the actual product realization phase. See also the success stories of companies like Samsung [14] or Wittenstein. [15] With the use of the innovation methodology TRIZ and especially the TRIZ Product Map, corporate goals and strategies become transparent and comprehensible, possibilities become clearer and within reach. The multiple tools and methods assist in finding and exploiting the realization of strategic potential and operative possibilities. Combined with an adequate organization and a transformative leadership companies can “give their staff wings”.
5. TRIZ usage at a glance The following figure illustrates which individual and corporate areas are affected by TRIZ:
Fig. 3. Potential TRIZ Advantages (marked in grey) for the Human Potential.
TRIZ offers tools and methods that support companies in making their visions, goals, strategies and the operative tasks related to them more transparent and comprehensible. The TRIZ systematic gives the structure for organizing tasks and communicate. On an individual level, the TRIZ methodology strengthens the competence to “invent” and to experience selfefficacy of the staff. The personal certainty to be able to solve tough development tasks grows. This is the best prerequisite to achieve a creative flow in productive teams, leading to the more dynamic realization of innovative products in decreasing development cycle times.
With this knowledge, the innovation methodology TRIZ is not only a problem solving toolbox, but the usage of TRIZ supports the future development of companies. TRIZ can be and is therefore an important building block for a strategic corporate innovation and change management. References [1] Koltze K, Souchkov V. Systematische Innovation: TRIZ-Anwendung in der Produkt- und Prozessentwicklung, 2011, S 209ff. [2] Fourier, S. Wandel verstehen. Humanagement 2007; p. 31-36, 48-52. [3] Gen3, Handout TRIZ Level 1 [4] Hüther, G. Den Übergang meistern – Von der Ressourcenausnutzung zur Potenzialentwicklung. Origibal-Vortrag 2009.
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Barbara Gronauer and Horst Naehler / Procedia CIRP 39 (2016) 185 – 190 [5] Naehler, HT. Gronauer B. Using Enhanced Nested Function Models for Strategic Product Development, in: COORDINATION AND INTEGRATION OF TRIZ TOOLS, Collection of scientific papers, TRIZ developers Summit Library, ISUE 6, 2014, S. 127-139. [6] Gronauer, B. How to avoid resistances in TRIZ projects, in: TRIZ Future Conference 2011: Systematically Innovating for Sustainable Competitiveness, 2011, S. 269-276. [7] Bischop, D. Coachen und Führen mit System: Als Führungskraft, Coach und Mediator systematisch Wirkung erzielen, 2010, 18ff. [8] Rubina NV. Ideal Team; Combined use of TRIZ tools for building successful work teams, in: COORDINATION AND INTEGRATION OF TRIZ TOOLS, Collection of scientific papers, TRIZ developers Summit Library, ISUE 6, 2014, S. 175-198. [9] Hays. MIXED TEAMS – TREIBER DES PROJEKTERFOLGS?, 2007 [10] Antidiskriminierungsstelle des Bundes, ERFOLG KENNT KEIN ALTER, 2012.
[11] WEKA. Gemischte Führungsteams bringen Erfolg, 2012. [12] Bergvall-Kåreborn B, Ihlström Eriksson C, Ståhlbröst A. PLACES AND SPACES: THEIR INFLUENCE ON INNOVATION MILIEUS AND INNOVATION PROCESSES, The XXVI ISPIM Conference, 2015. [13] Amabile, T Kramer, S. The progress principle, 2011, S.77 [14] Shaughnessy, H. What makes Samsung Such an innovaive Comapny?. In: http://www.forbes.com/sites/haydnshaughnessy/2013/03/07/why-issamsung-such-an-innovative-company/ [15] Michel, S. Logarithmische Spirale als Vorbild, In: MaschinenMarkt http://www.maschinenmarkt.vogel.de/themenkanaele/konstruktion/antrieb stechnik/articles/483900/index3.html
ScienceDirect Procedia CIRP 39 (2016) 185 – 190
TFC 2015 – TRIZ FUTURE 2015
TRIZ as an amplifier for corporate creativity and corporate innovation ability Barbara Gronauera*, Horst Naehlerb b
a StrategieInnovation, Rhoenmalerring 30, 36088 Huenfeld, Germany c4pi - Center for Product-Innovation, Rhoenmalerring 30, 36088 Huenfeld, Germany
* Corresponding author. Tel.: +49 66 52 99 28 280; fax: +49 6652 99 28 279. E-mail address: [email protected]
Abstract
Staff members with high engagement and highly developed creativity and innovation ability help companies establish an advantageous market position by creating innovative products and services. This process can be positively influenced by applying the methods and tools of the innovation methodology TRIZ. TRIZ is helpful when using strategies in order to forecast and plan the operative phases of a product as well as when realizing the operative phases of the product. This presentation will show the advantages of establishing conditions by implementing the system-based innovation methodology TRIZ in order to motivate staff members to develop creative and innovative products. © 2015 2016 The The Authors. Authors.Published Publishedby byElsevier ElsevierB.V. B.V. This is an open access article under the CC BY-NC-ND license © (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under responsibility of scientific committee of Triz Future Conference. Peer-review under responsibility of Scientific committee of Triz Future Conference Keywords: TRIZ; creativity; innovation ability; product development; strategy; organisation development
1. Introduction TRIZ provides excellent tools for designing customized problem solving and product developing processes and algorithms [1]. These can then be used to map out the corporate product line and a strategy for reaching the business objectives. As a prerequisite for fruitfully using TRIZ, a well-planned and well executed implementation of the methodology into the organization is crucial. This process might as well be called a variant of Change Management [2]. “Well planned” and “well executed” contains several aspects: a) All members of the organization who are determined to use TRIZ or who are bound to judge TRIZ-results, should be introduced to the methodology and learn to use it beforehand. b) Trainings and Method-Coaching should be made possible for all involved. c) Extra time should be provided to practice and stabilize the application of TRIZ as well as for the mutual evaluation of the experiences made.
d) With the aforementioned measures the people involved should realize the benefits of the TRIZ methodology. Rolling out such a complex methodology like TRIZ means (in most cases) changing the working habits of the staff involved. They should test the methodology and evaluate the tools of TRIZ with regard to problem analysis, problem solving, idea generation and concept development. People with an affinity to TRIZ will have no problems with that, but not all coworkers will react positively to such offers. While some might perceive the trainings as a chance and an extension of their knowledge and skillset, others might see it as an unnecessary and annoying additional hassle, which they refuse. Those colleagues need an explanation that the use of this innovation methodology is a commercial necessity, that their work before has been good already and that with TRIZ it can be brought to an even higher level. Moreover, they need to be shown possibilities how to combine TRIZ with their previous way of working. Some readers might ask, why so much effort to convince coworkers is necessary? The reason is obvious: Motivation and idea-richness can not be commanded by managers. If
2212-8271 © 2016 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under responsibility of Scientific committee of Triz Future Conference doi:10.1016/j.procir.2016.01.186
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employees have numerous and good ideas mostly depends on their inner emotional state. If they are convinced that their task is meaningful and reasonable and their working conditions are effective, their attitude will be positive. If employees can not align decisions made by the organization with their own beliefs and motivations for action, their will to perform will decline to “I’ll just do what I have to”. According to the experiences of the authors, the scientific background and the systematic structure of the TRIZ methodology represents a solid foundation for developing product-related corporate decisions and make them desirable and reasonable for the staff. However, the application of TRIZ should be combined with measures of HR- and Organizational Development to achieve an efficient TRIZ implementation. This way the acceptance and enthusiasm of the staff for TRIZ can grow and their creativity can be stimulated. How measures of Product Development and Organizational Development influence each other, will be shown subsequently. 2. TRIZ usage effects personal change The founder of TRIZ Genrich Altshuller tended to share the TRIZ body of knowledge to support technical people to strengthen their way and effectiveness of inventive thinking. An important positive aspect to be mentioned is aimed at the personal advantages through TRIZ for the employee which is often underestimated. The knowledge of the TRIZ tools and experience in applying them strengthens skills highly important for the creative development process: the usage of e.g. the inventive principles/separation principles support and develop perception, fantasy, combination and reinterpretation skills of the employee and provide positive self-awareness. This results in growing self-confidence and endurance for problem solving. How does this happen? First – TRIZ is based on patent analysis of several thousand patents, especially breakthrough patents, and the effectiveness has been proven thousands of times. That means that the user can trust the TRIZ methodology: By being relaxed and openminded when following the TRIZ algorithms and by using their own creativity and ingenuity the method guides the user to the desired outcome. Furthermore the syntax “if… then… but…” used to formulate engineering contradictions according to MATRIZ [3] equals the typical wording of sceptics (at least in German speaking countries). If those sceptics, who usually slow down the innovation process, slowly realize that their worries and ways to formulate their skepticism is picked up and used to create entries and open doors to new breakthrough solutions, this leads to a change of mindset sooner or later. After having gained these positive experiences, trust in the methodology and the personal innovation ability grows. The employees start believing themselves that they will find the right answers. The increasing certainty that good ideas will be found relaxes the user’s brain, the subjective stress decreases and simultaneously the brain functionality can rise. [4]
3. TRIZ usage effects corporate change Another important positive aspect to be mentioned is aimed at the organizational advantages through TRIZ for the department or corporation which is often underestimated, too. The TRIZ innovation methodology accelerates the identification of inventive and innovative potential through all system hierarchies: 9-Screen Model, function analysis, SCurve analysis and the analysis of the underlying Main Parameters of Value for the customers, serve to determine the status quo of the product portfolio. S-Curves and TESE (Trends of Engineering System Evolution)-Assessment provide guidelines and suggestions for future development activities and planning of new product generations. It is possible to complete the product forecast by applying the TESE as well as tools like Feature Transfer, Function Oriented Search and Inventive Principles. In the following case study all these TRIZ methods and tools are combined in a TRIZ Product Map, which has been presented by the authors at TRIZ Developers Summit last year. [5] The procedure of generating a TRIZ Product Map affects all system levels of the analyzed product. That means that several departments which work at sub-assemblies or devices are affected by this process. If we start with the assumption, that companies provide products which are components or devices for the other, the results of the TRIZ Product Map bring a deeper understanding of how the products and components depend on each other and how the development status and the manufacturing of them influence the overall development of the product and the success of the company. Vice versa the TRIZ Product Map also shows which components won’t be needed anymore, because they might be substituted by a new assembly version or completely eliminated. In the last case, a manufacturing team would soon be without a job and would require new work tasks, which the case study illustrates with the change from the past product version to the present: several parts are not needed anymore due to new materials, production technologies or change of customer requirements. With this preliminary estimates based on TRIZ Trends of Engineering Systems Evolution and the overview about the uneven status of development of components and devices, the TRIZ Product Map helps to identify important milestones for the product development process. By applying other TRIZ tools and methods the user is able to transform the bottlenecks and contradictions into TRIZ problem models and start the idea finding process to create potential future product scenarios. The calculation of profitability for the different product scenarios builds the next step, which is not an original part of the TRIZ methodology but nonetheless useful and important. After the evaluation of the strategic effects of each potential product concept, management decisions have to be found.
Barbara Gronauer and Horst Naehler / Procedia CIRP 39 (2016) 185 – 190
An example shows the interdependencies. The following picture shows a current hole punch. The key question is: What will be the next product in this line?
a.
Further development of the hole punch, even if the numbers of customers will decrease Concerning the functionality of the hole punch, the application of a trend can be used for the component that directly carries out the main function: The punching rod. The carving on the punching rod can be further developed, providing a sharper edge for cutting through the paper. In TRIZ terms, the trend of 1D – 2D – 3D can be used. A lot of possible variations to develop a more efficient shape come to mind, e.g. corrugated edges, twisted blade edges or more asymmetric shapes could be assessed for their ability to cut through paper more effectively. Also, the movement of the rod currently happens only along a line (linear up and down movement). To follow the trend, a rotating movement combined with the up and down-movement could help with the cutting process, maybe combined with a complementing shape of the cutting end of the punching rod.
Fig. 1 The present version of a hole punch
The figure below illustrates the “future” column of the application of the TRIZ Product Map for a hole punch, similar to the “future” column of the 9-screen-model (Fig. 2.): b.
Looking for a cooperation partner to develop the new paper with included, but closed holes Following the TRIZ rules of trimming means: the punch can be trimmed if the object performs the action on itself: This trimming rule sparks ideas like prepunched paper or paper with predetermined breaking points where the rings of a binder can punch through.
c.
Research of new product and market fields, because a drop in orders can be expected. Globalization and the radical digitization of data already led to several predictions, according to which the paper should have been extinct already years ago, rendering “hole punches” useless. However, this was not the case. Paper is still around and hole punches are still sold together with binders, folders, staplers and so on. Nevertheless, for a company which acts strategically and applies long-term thinking the combination of digitization with cloud services resulting in easily available data without paper should clearly be a concern. Paperless archiving and the acceptance of digital signatures are only a few supersystem changes that influence the use of the product “hole punch”. According to the Trend of Increased Degree of Trimming that leads to more ideal systems paints a picture of a future without paper and therefore without hole punches. Obviously, companies that produce office supplies have already branched out into the range of digital products.
Fig. 2 TRIZ Product Map of a hole punch
Following the hole punch example there are three possibilities:
Finally the case study shows three very distinct product concepts, which stand for very diverse corporate product strategies. When the phase of product realization starts, TRIZ based problem solving on each system level can be quickly initiated. A common and transparent understanding of the whole product system is created among all people involved. Operational activities in research and development departments can be structured and planned more systemically, as interconnections between subsystems become more transparent. The usage of the TRIZ Product Map requires the participation of employees from different departments, giving
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them a common language and system to work together. As a result, a clear picture and understanding of the past, present and future product generations is developed. The visualization of the product life cycles by reference to the recommendations of TRIZ S-Curve-Analysis and the explanation of the different future product concepts through the obvious changes in the supersystems and costumer behavior make the vision of the corporate change understandable and worth striving for. Necessary changes, e.g. closing of production facilities due to upcoming technological changes or a shift in the company’s expertise can be communicated and planned early. Furthermore, upcoming organizational steps and changes can be deducted from this TRIZ based forecast and made transparent and understandable for the employees concerned. 4. Stabilization of TRIZ usage and change effects 4.1. Leadership as facilitators and change managers The last mentioned aspect is particularly important. Why? Because misunderstood changes through new product or technology strategies can deeply deteriorate the motivation and performance of the employees. This results in a drop of the employer’s performance. The consequence is very critical especially during the creative phase of finding new ideas and solutions for products and processes, as outlined in the introduction. Humans need to find a purpose in their work. Besides the necessity to earn money for life, humans wish the best possible agreement with the company’s goals and their own personal goals. Resistance and low motivation of staffmembers stem from a lack of information about the needed changes and a lack of dialog-oriented communication to explain the “why”. If the explanation of “why” is missing, employees aren’t able to relate their mindset to the changing corporate strategy. However, this negative effect can be avoided by heeding the so-called human system-laws. “System-laws are psychological laws which describe the most important social values and universally valid rules for human behavior.” [6] Systemic system-laws were found through monitoring human behavior and can be explained in comparison to animal behavior. [7] According to these observations, human groups also follow specific patterns and rules of behavior and if these rules are violated, immediate visible or invisible reactions are caused, mostly in the form of resistance. Like laws of nature, the system-laws take effect permanently, no matter if there is any awareness for it in the system or not. Every time a system (group, person and department) violates these laws, conflicts arise. Therefor it is invaluable to be aware of those mechanisms and to consider them especially in innovation projects. By reference to the case study of the hole punch, the relations between the most important system-laws and forecast product concepts will be explained: The most important system law of human beings “The right to membership” is complied, if the employees get the chance to understand the conception of causal relation and find a skillful communication partner to discuss their worries with e.g. closing departments, their job security, lack of knowledge for new tasks and unknown chances for the future. The strategic
effects mentioned under 3. show a clear demand for action to address the employees worries regarding closure of the hole punch department and they might lose their jobs when the company decides to venture into the business of digital document management. The second system law of human beings “Respect and appreciation for everybody” is about respect and appreciation for all things which were done in the past and are happening in the present. That means e.g. to give thanks to employees for their earlier performance and achievements in developing the hole punch and to explain why a change into mew market fields is inevitable e.g. paper with included but closed holes is advantageous for the corporate business. The third system-law of human beings “The balance of giveand-take” is the third important human system-law, which should especially be consulted in relationship to corporate changes. It means that humans who are doing their best to achieve corporate goals need fair settlement, even if the company changes the direction of all activities. For example the delivery of new ideas for further development of the hole punch even in the third or fourth phase of its product life cycle, need to be appreciated and thanked. The way of balancing is not necessarily restricted to money. A commendatory report in the internal magazine or a lunch with a top manager could also be very adequate measures.
4.2. Personal development A further part of an effective leadership in innovation processes is to be able to detect the employer’s innovation abilities and to encourage and support them. At times, the knowledge and results of employees are excellent, but the mutability, the willingness to learn new stuff, the learning receptivity and/or the fault tolerance is restricted. These staff members should get access to a personal development program to widen their horizons and train their adaptability to new and changing conditions. In context of TRIZ usage this means to involve these candidates e.g. in TRIZ-coaching programs, to give them a TRIZ-mentor or to let them participate in trained TRIZ-teams. 4.3. Innovation teams Besides encouraging employees managers are challenged to put together effective teams or to provide adequate circumstances for them to form themselves. Effective teams are recognized by the distribution of four abilities of the team members: the ability to identify the tasks and problems (analysis), to transform the problems by using the TRIZ tools and methods (transformation), to combine all ideas and thoughts into new concepts (synthesis) and to coordinate all activities along the timeline in a goal-focused way. [8]. Moreover, a mixture of professionals, (external) experts in specific topics, users [9], younger and older people [10], women and men [11] with various cultural backgrounds are able to cross-fertilize themselves while working towards their innovation goal.
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4.4. Facilitating space and “creativity rooms”
6. Conclusions
As well as to pick the right members for effective development teams, managers are required to provide a productive, balanced working atmosphere, space, places, materials and freedom to meet, to think, to incubate, to experiment and to make and learn out of mistakes, to establish new knowledge. [12] In addition, a clear, meaningful target and a challenging time line has to be set. “Even when the progress happens in small steps, a person’s sense of steady forward movement toward an important goal can make all the difference between a great day and a terrible one.” [13] If employees are allowed to combine such „great days“ with TRIZ methods and tools the chances for high level outcome are high.
The usage of TRIZ speeds up the product development process by solving contradictions and problems essentially faster, but in the beginning the participants need enough time to study and practice the method. If the employees work in effective teams and are given resources like time and opportunities to learn and train the body of knowledge of TRIZ, they will then be able to achieve farreaching solutions in a shorter time during the actual product realization phase. See also the success stories of companies like Samsung [14] or Wittenstein. [15] With the use of the innovation methodology TRIZ and especially the TRIZ Product Map, corporate goals and strategies become transparent and comprehensible, possibilities become clearer and within reach. The multiple tools and methods assist in finding and exploiting the realization of strategic potential and operative possibilities. Combined with an adequate organization and a transformative leadership companies can “give their staff wings”.
5. TRIZ usage at a glance The following figure illustrates which individual and corporate areas are affected by TRIZ:
Fig. 3. Potential TRIZ Advantages (marked in grey) for the Human Potential.
TRIZ offers tools and methods that support companies in making their visions, goals, strategies and the operative tasks related to them more transparent and comprehensible. The TRIZ systematic gives the structure for organizing tasks and communicate. On an individual level, the TRIZ methodology strengthens the competence to “invent” and to experience selfefficacy of the staff. The personal certainty to be able to solve tough development tasks grows. This is the best prerequisite to achieve a creative flow in productive teams, leading to the more dynamic realization of innovative products in decreasing development cycle times.
With this knowledge, the innovation methodology TRIZ is not only a problem solving toolbox, but the usage of TRIZ supports the future development of companies. TRIZ can be and is therefore an important building block for a strategic corporate innovation and change management. References [1] Koltze K, Souchkov V. Systematische Innovation: TRIZ-Anwendung in der Produkt- und Prozessentwicklung, 2011, S 209ff. [2] Fourier, S. Wandel verstehen. Humanagement 2007; p. 31-36, 48-52. [3] Gen3, Handout TRIZ Level 1 [4] Hüther, G. Den Übergang meistern – Von der Ressourcenausnutzung zur Potenzialentwicklung. Origibal-Vortrag 2009.
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Barbara Gronauer and Horst Naehler / Procedia CIRP 39 (2016) 185 – 190 [5] Naehler, HT. Gronauer B. Using Enhanced Nested Function Models for Strategic Product Development, in: COORDINATION AND INTEGRATION OF TRIZ TOOLS, Collection of scientific papers, TRIZ developers Summit Library, ISUE 6, 2014, S. 127-139. [6] Gronauer, B. How to avoid resistances in TRIZ projects, in: TRIZ Future Conference 2011: Systematically Innovating for Sustainable Competitiveness, 2011, S. 269-276. [7] Bischop, D. Coachen und Führen mit System: Als Führungskraft, Coach und Mediator systematisch Wirkung erzielen, 2010, 18ff. [8] Rubina NV. Ideal Team; Combined use of TRIZ tools for building successful work teams, in: COORDINATION AND INTEGRATION OF TRIZ TOOLS, Collection of scientific papers, TRIZ developers Summit Library, ISUE 6, 2014, S. 175-198. [9] Hays. MIXED TEAMS – TREIBER DES PROJEKTERFOLGS?, 2007 [10] Antidiskriminierungsstelle des Bundes, ERFOLG KENNT KEIN ALTER, 2012.
[11] WEKA. Gemischte Führungsteams bringen Erfolg, 2012. [12] Bergvall-Kåreborn B, Ihlström Eriksson C, Ståhlbröst A. PLACES AND SPACES: THEIR INFLUENCE ON INNOVATION MILIEUS AND INNOVATION PROCESSES, The XXVI ISPIM Conference, 2015. [13] Amabile, T Kramer, S. The progress principle, 2011, S.77 [14] Shaughnessy, H. What makes Samsung Such an innovaive Comapny?. In: http://www.forbes.com/sites/haydnshaughnessy/2013/03/07/why-issamsung-such-an-innovative-company/ [15] Michel, S. Logarithmische Spirale als Vorbild, In: MaschinenMarkt http://www.maschinenmarkt.vogel.de/themenkanaele/konstruktion/antrieb stechnik/articles/483900/index3.html