TRIZ
Barry Winkless
Innovation Specialist- Altran Technologies
1. Introduction
The solution of problems is a day to day activity for most engineers, scientists and
technologists. These problems may be simple, or extremely complex, but fundamentally the
solution of problems is at the very core of successful innovation. Innovation, in fact, can be
viewed as the solution of problems- simple, difficult or otherwise. According to CSC (2004) ‘All
significant innovations embody solutions to complex problems’. If, for example, I want to have
a hot cup of coffee to take away, but the coffee cup is burning my hands then a problem
exists. The solution of this problem, whether through the use of a corrugated sleeve or a void
of air, creates a concept innovation, and one could argue a more ‘ideal’ take away coffee.
Throughout the life cycle of any product or process problems are identified and solved,
creating an improved or more ideal system over time until it is superseded by a next
generation system that can deliver substantially greater functional or critical to quality
performance (Figure 1).
Problem solving is not, however, a simple thing to do. Of course most engineers can develop
a number of solutions for a particular problem- by using their own inherent technical expertise,
by asking peers, or consulting engineering data (both internal and external information
sources). At best this process is generally carried out in an ad-hoc fashion using traditional
methods such as brainstorming. In many cases engineers fall back on experience. Several
studies have shown however that experience in a given job can actually lead to worse
performance in solving problems (Hecht and Proffitt 1995). Frensch and Stenberg (1985)
have also noted that specialist knowledge can lead to an impairment in the ability of
engineers to incorporate new ways into their thinking.
1
Eide, A.R., Jenison, R.D., Mashaw, L.H., and Northup, L.L. Engineering Fundamentals and Problem Solving, Fourth Edition, McGraw-Hill, 2002
Davidson and Sternberg (2003) have noted that ‘everyone approaches a problem situation
with a unique knowledge base’. The utilisation of professional terms and specific knowledge
can lead to a psychological inertia where the solution will most likely come from an engineer’s
professional field. In many instances this knowledge ‘cage’ prevents identification of the most
optimal solution, particularly when confronted with difficult or non-routine problems.
So what are the major qualities that engineers should possess in order to become problem
solvers and inventors par excellence? Savransky (2000) cites three:
1. He/She must obtain very high quality solutions with a high level of recognition in a
short time.
2. He/She has to know practically all relevant human knowledge
3. A good problem solver must ‘turn off’ his/her psychological inertia.
Most engineers would fall somewhat short if measured against the criteria set by Savransky,
particularly in relation to knowing all relevant human knowledge! There is an inventive
problem solving methodology, however, that is based on the systematic study of inventions
from all knowledge fields. Its name is TRIZ- the Theory of Inventive Problem Solving. It
represents the next competitive advantage for organisations wishing to increase their
innovation potential.
2
Most recent estimates suggest that over 3 million patents have now been codified using the Triz approach
‘Principles of Solution by Abstraction’ (Kaplan 1996:7) the problem solver can identify
analogous solutions from sectors as diverse as pharmaceutical to agricultural and apply these
solutions to their particular problem (Figure 4).
GENERIC
PROBLEM
SOLUTIONS
ANALOGOU
GENERIC
S
PROBLEM
OLUTIONS
MY MY
PROBLEM SOLUTION
The law of ideality states that any system throughout its lifecycle tends to become more
reliable, simple and effective. The ideal system is exactly as it states- it occupies no space,
requires no labour, maintenance and has no weight- it forces the designer to think without
compromise. In essence when a system reaches ideality the mechanism disappears but the
function is performed.
3
Winkless, B and Cooney, J (2004) ‘Mapping the Innovation Space One: Novel tools for problem definition in product innovation’ in The Triz Journal, July
2004. Web.
4.3 Contradictions
Royzen (1997)4 states that ‘A situation in problem-solving where improving one parameter of
a system causes deterioration of another is called an engineering contradiction’. Within the
Triz approach any problem must be described by a contradiction generally if there are no
contradictions there are no problems. There are two main types of contradictions
Discovery and appreciation of such resources reveal opportunities through which the design
of a system may be improved.
5. Conclusion
This article has introduced the foundations and philosophy of TRIZ- the theory of inventive
problem solving. Triz is very quickly becoming an industry standard for ideation, invention and
problem solving and is being used by organisations as diverse as Samsung and P&G. In
essence Triz is a highly integrated suite of tools and methodologies that can enhance and
improve an organisation’s innovation and improvement potential. Triz easily integrates into
Six Sigma, Lean, and Value Engineering programs but is also a highly evolved methodology
in its own right. Organisation’s seeking the next competitive advantage may find what they are
looking for in Triz.
4
Royzen, Z (1997) ‘Solving contradictions in the development of new generation products using Triz’, in Triz Journal, Feb 1997. www.triz-
journal.com/archives/1997/02/b/index.html
5
For a copy of the matrix please contact Barry Winkless, at Altran Technologies Ireland
References:
Davidson, J, E and Sternberg, R, J (2003) The psychology of Problem Solving. Cambridge University Press 2003
Domb, E (1997) ‘The ideal final result: Tutorial’, in The Triz Journal, Feb 1997. Web.
Eide, A.R., Jenison, R.D., Mashaw, L.H., and Northup, L.L. Engineering Fundamentals and Problem Solving, Fourth Edition, McGraw-Hill, 2002
Frensch, P. A. & Sternberg, R. J. (1985) Expertise and Flexibility: the costs of expertise. Manuscript.
Hecht, H and Proffitt, D.R (1995) ‘The price of expertise: Effects of experience on the water-level task’, in Psychological Science 6, 2, 90.95
Kaplan, S (1996) An introduction to Triz: The Russian Theory of Inventive Problem Solving. Ideation International 1995.
Kowalick, J (1996) ’17 secrets of an inventive mind’ in The Triz Journal, Nov 1997. Web
Royzen, Z (1997) ‘Solving contradictions in the development of new generation products using Triz’, in The Triz Journal, Feb 1997. Web.
Smith, H (2004) ‘What innovation is: How companies develop operating systems for innovation’. A white paper. CSC
Sternberg, R. (1985) (Ed.) Human Abilities: An Information- Processing Approach, New York: W.H. Freeman & Co.
Winkless, B and Cooney, J (2004) ‘Mapping the Innovation Space One: Novel tools for problem definition in product innovation’ in The Triz Journal, July
2004. Web.
Winkless, B and Mann, D (2002) ‘Changing The Game: Systematic Innovation in Food Engineering Using TRIZ and Function Simulation Tools’, Conference