TRIZ Tutorials

27 Oct 2016
Room 113/114

TRIZ Tutorials

Tutorial for beginners by Saurabh Kwatra

Basic workshop on TRIZ for participants (no prior knowledge of TRIZ is mandatory).
Learning Points:

  • Converting a technical or scientific problem into an innovative problem of modification type or measurement type. TRIZ can tackle only innovative problems!
  • From innovative problem to innovative mini-problem.
  • Definition of (set of) Technical and Physical Contradictions in TRIZ. Called TC and PC respectively.
  • Extraction or identification of the most appropriate set of contradictory parameters from the problem statement. Correct framing of set(s) of TC and/or PC.
  • Amplified reframing of the earlier set(s) of TC and/or PC. The conflict is intensified and not alleviated.
  • Resolution of set(s) of TC by Altshuller matrix followed by set of standard inventive principles.
  • Resolution of set(s) of PC by principles of separation in time, or in space or upon condition.
  • More than hundred examples, case studies, witty solutions from beginner to intermediate level.

Tutorial for advanced by Dana Clarke

A paradigm is what members of a defined industry, and they alone, possess and share among each other. It is not simply the current theoretical foundation of how specific needs are met, but a global understanding of why the paradigm exists, as well as all its implications / consequences. Paradigm Shifting Innovation is a process of stepping back to redefine the future. The process includes the development of a foundational modeling (definition of the underlying immutable functions, current paradigms, beliefs that shape the current paradigm, consequences of existing beliefs and setting directions for innovation toward ideal future states); identifying, modeling and resolving contradictory requirements; and changing a system’s principle(s) of operation. A key component of Paradigm Shifting Innovation is positioning a team to sell the identified solution to a management team. Gaining buy‐in to paradigm shifting and innovative concepts can be challenging for a number of reasons, e.g. mismatched with best practices, doesn’t fit current manufacturing, goes against the norm, requires recognized experts to change their way of thinking and potentially have to discard years of learning and experience to accept the new concept(s), et al. Buy‐in requires more than developing a good business case, it requires reshaping the vision of the future for experts, thought leaders and stakeholders.