트리즈 교육 Triz education

창조경영을 위한 트리즈 교육
TRIZ education for creativity

통섭예술인 정수연
Consilience Artist Michael Chung
6 Sigma MBB, TRIZ level 4
Seoul , Korea

Stay hungry, stay foolish!
• I can just do it now!
• I will let you do it!
• Somebody someplace has already solved my
problem (or one very similar to it.)
Creativity is now finding that solution and
adapting it to this particular problem.
• Your happiness is my happiness, so I stay
hungry and foolish!

"General TRIZ Solutions"
• The Ideal Final Result and Ideality
• Functional Modeling, Analysis and
Trimming
• Locating the Zones of Conflict(More
familiar to 6 Sigma problem solvers as
"Root Cause Analysis.")

TRIZjournal

"General TRIZ Solutions"
• The 40 Inventive Principles of Problem
Solving
• The Separation Principles
• Laws of Technical Evolution and
Technology Forecasting
• 76 Standard Solutions.

TRIZjournal

Principle 1. Segmentation

1. Divide an object into independent
parts.
2. Make an object easy to assemble or
disassemble.
3. Increase the degree of fragmentation
or segmentation.

The 40 Inventive Principles

Principle 2. Taking out

1.Separate an interfering part or property
from an object,
2.Extract (single out) the only necessary
part (or property) of an object


Principle 3. Local quality

1. Change an object's structure from uniform to
non-uniform,
2. Change an action or an external environment
(or external influence) from uniform to non-
uniform
3. Make each part of an object function in
conditions most suitable for its operation.
4. Make each part of an object fulfill a different
and/or complementary useful function.


Principle 4. Asymmetry

1. Change the shape or properties of an
object from symmetrical to
asymmetrical
2. Change the shape of an object from
symmetrical to suit external
asymmetries (e.g. ergonomic features)
3. If an object is
asymmetrical, change its degree of
asymmetry.

Principle 5. Consolidation
1. Bring closer together (or merge)
identical or similar objects, assemble
identical or similar parts to perform
parallel operations.
2. Make operations contiguous or
parallel; bring them together in time.


Principle 6. Universality

1. Make an object or structure perform
multiple functions; eliminate the need
for other parts.


Principle 7. Nesting

1. Place one object inside another.
2. Place multiple objects inside others.
3. Make one part pass through a cavity in
the other.


Principle 8. Anti-Weight

1. To compensate for the
weight (downward tendency) of an
object, merge it with other objects that
provide lift.
2. To compensate for the weight of
an object, make it interact with the
environment (use aerodynamic,
hydrodynamic, buoyancy and other
forces)

Principle 9. Prior
Counteraction
1. If it will be necessary to do an action
with both harmful and useful effects,
this action should be replaced with
anti-actions to control harmful effects.
2. Create beforehand stresses in an
object that will oppose known
undesirable working stresses later on.


Principle 10. Prior Action

1. Perform, before it is needed, the
required change of an object (either
fully or partially).

2. Pre-arrange objects such that they
can come into action from the most
convenient place and without losing
time for their delivery.


Principle 11. Cushion in
advance

1. Prepare emergency means beforehand
to compensate for the relatively low
reliability of an object(‘belt and
braces’).


Principle 12. Equipotentiality

1. In a potential field, limit position
changes (e.g. change operating
conditions to eliminate the need to raise
or lower objects in a gravity field).
If an object has to be raised or
lowered, redesign the object’s
environment
so the need to raise or lower is
eliminated or performed by the
environment.

Principle 13. The Other Way
Round
1. Invert the action(s) used to solve the
problem (e.g. instead of cooling an object,
heat it).

2. Make movable parts (or the external
environment) fixed, and fixed parts movable).

3. Turn the object (or process) 'upside down'.


Principle 14. Spheroidality -
Curvature

1. Instead of using rectilinear parts, surfaces,
or forms, use curvilinear ones; move from flat
surfaces to spherical ones; from parts shaped
as a cube (parallelepiped) to ball-shaped
structures.
2. Use rollers, balls, spirals, domes.
3. Go from linear to rotary motion(or vice
versa).
4. Use centrifugal forces

Principle 15. Dynamics

1. Allow (or design) the characteristics of an object,
external environment, or process to change to be
optimal or to find an optimal operating condition.

2. Divide an object into parts capable of movement
relative to each other.

3. If an object (or process) is rigid or inflexible, make it
movable or adaptive.

4. Increase the degree of free motion


Principle 16. Partial or
Excessive Actions
1. If 100 percent of an objective is hard
to achieve using a given solution
method then, by using 'slightly less' or
'slightly more' of the same method, the
problem may be considerably easier to
solve.


Principle 17. Moving to a
new dimension
1. To move an object in two- or three-
dimensional space.
2. Use a multi-story arrangement of
objects instead of a single-story
arrangement.
3. Tilt or re-orient the object, lay it on its
side.
4. Use 'another side' of a given area.


Principle 18. Mechanical
vibration
1. Cause an object to oscillate or vibrate.
2. Increase its frequency (even up to the
ultrasonic).
3. Use an object's resonant frequency.
4. Use piezoelectric vibrators instead of
mechanical ones,
5. Use combined ultrasonic and
electromagnetic field oscillations. (Use
external elements to create
oscillation/vibration)


Principle 19. Periodic Action

1. Instead of continuous action, use
periodic or pulsating actions.

2. If an action is already periodic, change
the periodic magnitude or frequency.

3. Use pauses between impulses to
perform a different action.

Principle 20. Continuity of
Useful Action
1. Carry on work continuously; make all
parts of an object work at full load, all
the time.
2. Eliminate all idle or intermittent actions
or work.


Principle 21. Rushing
through

1. Conduct a process , or certain stages
(e.g. destructive, harmful or hazardous
operations) at high speed.


Principle 22. Convert
harmful into useful
1. Use harmful factors (particularly,
harmful effects of the environment or
surroundings) to achieve a positive
effect.
2. Eliminate the primary harmful action by
adding it to another harmful action to
resolve the problem.
3. Amplify a harmful factor to such a
degree that it is no longer harmful.


Principle 23. Feedback

1. Introduce feedback (referring back,
cross-checking) to improve a process
or action.
2. If feedback is already used, change its
magnitude or influence.


Principle 24. Intermediary

1. Use an intermediary carrier article or
intermediary process.
2. Merge one object temporarily with
another (which can be easily removed).


Principle 25. Self-service

1. Make an object serve itself by
performing auxiliary helpful functions
2. Use waste (or lost) resources, energy,
or substances.


Principle 26. Copying

1. Instead of an unavailable, expensive, fragile
object, use simpler and inexpensive copies.

2. Replace an object, or process with optical
copies.

3. If optical copies are used, move to IR or
UV (Use an appropriate out of the ordinary
illumination and viewing situation).


Principle 27. Cheap Short-
Living Objects

1. Replace an expensive object with a
multiple of inexpensive objects,
compromising certain qualities (such as
service life, for instance).


Principle 28 Replace
mechanical system
1. Replace a mechanical means with a sensory
(optical, acoustic, taste or smell) means.
2. Use electric, magnetic and electromagnetic
fields to interact with the object.
3. Change from static to movable fields, from
unstructured fields to those having structure.
4. Use fields in conjunction with field-activated
(e.g. ferromagnetic) particles.


Principle 29. Pneumatics
and Hydraulics

1. Use gas and liquid parts of an object
instead of solid parts (e.g. inflatable,
filled with liquids, air cushion,
hydrostatic, hydro-reactive).


Principle 30. Flexible Shells
and Thin Films
1. Use flexible shells and thin films
instead of three-dimensional structures
2. Isolate the object from the external
environment using flexible shells and
thin films.


Principle 31. Porous
Materials
1. Make an object porous or add porous
elements (inserts, coatings, etc.).
2. If an object is already porous, use the
pores to introduce a useful substance
or function.


Principle 32. Color Changes

1. Change the color of an object or its external
environment.
2. Change the transparency of an object or its
external environment.
3. In order to improve observability of things
that are difficult to see, use coloured
additives or luminescent elements.
4. Change the emissivity properties of an object
subject to radiant heating.


Principle 33. Homogeneity

1. Make objects interact with a given
object of the same material (or material
with identical properties).


Principle 34. Discarding and
Recovering

1. Make portions of an object that have
fulfilled their functions go away (discard
by dissolving, evaporating, etc.) or
modify them directly during operation.
2. Conversely, restore consumable parts
of an object directly in operation.


Principle 35. Parameter
Changes

1. Change an object's physical state
(e.g. to a gas, liquid, or solid).
2. Change the concentration or density.
3. Change the degree of flexibility.
4. Change the temperature or volume.
5. Change the pressure.
6. Change other parameters.


Principle 36. Phase
Transitions

1. Use phenomena occurring during
phase transitions. (Awareness of
macro-scale business phenomena)


Principle 37. Thermal
Expansion
1. Use thermal expansion (or contraction)
of materials.
2. Use multiple materials with different
coefficients of thermal expansion.


Principle 38. Strong
Oxidants
1. Replace common air with oxygen-enriched
air (enriched atmosphere)
2. Replace enriched air with pure
oxygen (highly enriched atmosphere).
3. Expose air or oxygen to ionizing radiation.
4. Use ionized oxygen.
5. Replace ozonized (or ionized) oxygen with
ozone (atmosphere enriched by unstable
elements).


Principle 39. Inert
Atmosphere
1. Replace a normal environment with an
inert one.
2. Add neutral parts, or inert additives to
an object.


Principle 40.
Composite Structures

1. Change from uniform to composite
(multiple) structures. (Awareness and
utilisation of combinations of different
skills and capabilities. 통섭과 융합 )


ASIT
Step 1: From ‘Ideal Final Result’ to
the ‘Closed World’
condition
Step 2: From ‘Resolving
Contradictions’
to ‘achieving Qualitative
Change’
Step 3: From the 40 principles to
ASIT’s
ASIT

5 idea-provoking tools
• Unification: Solve a problem by assigning a new
use to an existing component (the pipe and metal
balls problem is solved by Unification - the balls
are put to a news use, i.e. protecting the pipe).
• Multiplication: Solve a problem by introducing a
slightly modified copy of an existing object into the
current system.
• Division: Solve a problem by dividing an object
and reorganizing it parts.
• Breaking Symmetry: Solve a problem by turning
a symmetrical situation into an asymmetrical one.
• Object Removal: Solve a problem by removing an
object from the system and assigning its action to
another existing object.
ASIT

USIT http://en.wikipedia.org/wiki/Unified_structured_inventive_thinking

• Problem definition
– A well-defined problem is formulated in an iterative process, described in terms of
objects, attributes, and a single unwanted effect. Objects are reduced to a minimum
number required to contain the problem (not to "explain" the problem situation).
Multiple root causes are discovered using the plausible root causes heuristic.
Abstraction of the problem statement is achieved using verbal and graphic metaphors.
Exercise of the "plausible root causes heuristic" carries the problem solver well into
problem analysis.
• Problem analysis
– Following plausible root causes analysis one of two lines of thinking is followed: 1) a
“closed-world” analysis of the problem to understand intended functional connectivity
of objects when no problem existed or 2) a "particles method" that begins from an
ideal solution and works back to the problem situation.
• Solution techniques
– Three strategies for problem solving are based on the metaphorical interaction of
objects, attributes, and effects: "utilization", "nullification", and "elimination" of the
unwanted effect (see Heuristics for Solving Technical Problems — Theory, Derivation,
Application).
– object – attribute
»
» effect – attribute – object
» /
– object – attribute
– Graphic metaphor for the interaction of objects and attributes.

USIT

USIT 5 solution heuristics
Five solution heuristics are used to support these strategies.
1) "Dimensionality" focuses on the "attributes" available and new
ones discovered during problem analysis.
2) "Pluralization" focuses on "objects" being multiplied in number
or divided into parts, used in different ways, and carried to
extremes.
3) "Distribution" focuses on "functions" being distributed differently
among objects in the problem situation.
4) "Transduction" uses "attribute-function-attribute links" to reach
new solution concepts. This is modeled metaphorically after
transducers, which convert information from one form to
another.
5) "Uniqueness" characterizes effects of a problem according to
their activity in "space" and "time". Each technique is logically
tied to one or more of the underlying features in the well-
defined problem: objects, attributes, and effects.

USIT

The Ideation Process
for Inventive Problem
Solving
1. Use the Innovation Situation Questionnaire (ISQ) to:
• Document the problem situation (including: structure and functioning of the system, system
environment; mechanism of the problem; problem history).
• Apply the system approach to examine multiple approaches for attacking the problem.
• Formulate an ideal vision of the solution.
• Identify contradictions associated with the problem situation.
• Identify the inventive resources associated with the system.
• Define the constraints and limitations to system change.
• Define the success criteria.
2. Formulate Directions for Innovation
• Use the Problem Formulator to create cause-effect models of the problem situation.
• Generate a near-exhaustive set of opportunities for system change.
• Screen and select appropriate directions.
3. Generate ideas
• For each selected direction, proceed through a guided, knowledge-based brainstorming
process using the I-TRIZ System of Operators.
4. Develop concepts
• Combine ideas into concepts.
• Apply I-TRIZ Lines of Evolution to improve the concepts.
5. Evaluate results
• Evaluate the concepts against the success criteria.
• Identify and address subsequent tasks (secondary problems).
• Reveal and prevent potential failures that might arise during implementation.
ITRIZ

Anticipatory Failure
Determination (AFD)
• What is Anticipatory Failure Determination (AFD)?
• Anticipatory Failure Determination is an application of I-TRIZ
specifically designed for:
• Failure Analysis -- A systematic procedure for identifying the root
causes of a failure or other undesired phenomenon in a system, and
for making corrections in a timely manner.
• Failure Prediction -- A systematic procedure for identifying
beforehand, and then preventing, all dangerous or harmful events that
might be associated with a system.
• How is does AFD differ from other failure analysis methods?
• Systems in which failures have occurred -- or might occur -- are
zones of "poor information." The reason? Little information is published
about negative effects with unknown causes, or about the causes of
dangerous or harmful failures. In fact, such information is often
intentionally concealed.
• Without adequate information, it is very difficult to identify the root
causes (existing or possible) of a failure. One must rely on guesswork
-- as is the case with traditional failure methods.

ITRIZ

Anticipatory Failure
Determination (AFD)
• AFD overcomes this obstacle with a core 3-step model, providing unprecedented
effectiveness:

STEP 1: INVERT THE PROBLEM
• For Failure Analysis: Instead of asking "Why did the failure happen?" ask instead: "How can
I make it happen?"
• For Failure Prediction: Instead of asking "What failures might happen?" ask instead: "How
can I make all possible dangerous or harmful failures happen?"
• Now we can employ a wealth of available information based on what inventors have
profited from since the dawn of mankind: how to make something happen. In other words,
we have converted a failure problem into an inventive problem.
STEP 2: IDENTIFY FAILURE HYPOTHESES. Find a method by which the known or
potential failures can be intentionally produced.
STEP 3: UTILIZE RESOURCES. Determine if all the components necessary to realize each
hypothesis are available in your system, or if they can be derived from what is available:
• Are the required substances and materials present?
• Is the necessary energy available or producible?
• Is there time in which the failure can "mechanize"?
• Is the space available for the failure to take place?
• . . . and more
• THE RESULT: NO MORE GUESSING
http://www.ideationtriz.com

ITRIZ

정수연 ( 鄭壽淵 )
• 010-3294-1956
• art6@paran.com
• art2016@naver.com
• http://cafe.daum.net/kotriz
• http://blog.daum.net/galleriasoonsoo
• http://
www.facebook.com/groups/mtriz
• 저서 : 기술의 대융합 ( 공저 )

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