Accelerate Innovation with

TRIZ
Valeri Souchkov, ICG T&C, 2007
[email protected]

Today, evolution of science and technology has reached tremendous rate. Major
breakthroughs in sciences, technology, medicine, and engineering make our
everyday life more and more comfortable. Today it is nearly impossible to find
an engineer who does not use complex mathematical tools for formal modeling
of design products, CAD systems for modeling and drawing, electronic
handbooks and libraries, and the Internet to find necessary data, information,
and knowledge.
But what happens when we need to invent a radically new solution? To
generate a new idea? To solve a problem when no known problem solving
methods provide results? To predict and roadmap future generations of
products and technologies? What tools and methods do we have to cope with
these situations?
When it comes to producing new ideas, we still rely on thousands-years-old
trials and errors method. It is good when a new brilliant and feasible idea is
born quickly. But what price usually we have to pay for it? Wasting time,
money and human resources. Can we afford this today, when competition is
accelerating every day and capability to innovate becomes a crucial factor of
survival? Certainly, not. But if there is anything that can help?

Chaotic and unorganized

process; lack of solution search What problem to solve?
and generation strategy

The needed knowledge Generating numerous

can be outside of our alternatives with
knowledge area trial & errors methods

Lack of cross-functional Strong mental inertia which

communication and prevents us from thinking
interaction out of the box

Common factors creating innovation roadblocks

Fortunately, the answer is yes. To considerably improve innovative process

and avoid costly trials and errors, leading innovators use Systematic
Innovation: a scientifically-based methodology build on TRIZ. Relatively little

1997, revised and updated 2007, Valeri Souchkov

 Accelerate Innovation with TRIZ

known outside the former Soviet Union before the 1990th, TRIZ has quickly
gained popularity at world-leading corporations and organizations, among
which are DSM, Hitachi, Mitsubishi, Motorola, NASA, Procter & Gamble, Philips,
Samsung, Siemens to name a few. This paper presents a brief overview of
TRIZ and some its techniques with focus on technological applications of TRIZ.

TRIZ ORIGINS
TRIZ (a Russian abbreviation for the Theory of Solving Inventive Problems) was
originated by the Russian scientist and engineer Genrich Altshuller. In 1948,
Altshuller started massive studies of patent collections. His objective was to
find out if inventive solutions were the result of chaotic and unorganized
thinking or there were certain regularities and patterns which governed the
process of creating new ideas and inventions.
After investigating approximately 400.000 patent descriptions, Altshuller found
that only 0.3% of all patented solutions were really new, which meant that
they used some newly discovered physical principle such as the first radio
receiver or the first film photo camera. The remaining 99.7% of inventions used
some already known physical or technological principle but were different in its
implementation (for instance, both a car and a conveyer belt may use the same
principle: air cushion).
In addition, it appeared that a great number of inventions complied with a
relatively small number of basic solution patterns. Therefore, Altshuller
concluded that the vast majority of new inventive problems could be solved by
using previous experience - if such experience is presented in explicit way, for
instance in terms of principles and patterns. This discovery produced a
tremendous impact on further studies which let to discovery the basic principles
of invention.
More than thirty years of TRIZ DISCOVERIES:
research resulted in
revealing and
understanding of origins of 99.7% of inventions use already known solution principle
an inventive process, and Less than 0.3% are really pioneering inventions
formulation of general A breakthrough solution is a result of overcoming a
principles of inventive contradiction
problem solving. At the Inventors and strong thinkers use common patterns
same time, the first TRIZ Creative problem solving patterns are universal across
different areas
techniques were
Evolution of man-made systems is governed by certain
developed. It also became regularities and trends
clear that the evolution of New innovative ideas can be produced in a systematic way
technology is not a random by reusing previous experience and patterns of previous
process; instead it is solutions
governed by a number of
trends and regularities.
A main goal of Altshuller and his followers was to develop a method which
would turn the inventive process to a clearly defined technology: from a
problem to a solution without numerous trials and errors.
Later, many researchers and practitioners worldwide united efforts and largely
extended Altshullers approach with new methods, techniques, and tools.
Today, a number of organizations and universities worldwide are involved to
enhancing TRIZ techniques and putting them to the practical use.

MODERN TRIZ
Modern TRIZ offers a number of practical techniques, which help to analyze
existing products and situations, extract root problems, reveal potential
opportunities for evolution, and generate new solution concepts in a systematic

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 Accelerate Innovation with TRIZ

way. In addition, the use of the techniques and tools is organized in Systematic
Innovation Process, which structures the use of the techniques and tools
according to desired outcomes.

Generate and develop new innovative Innovatively improve existing Product

ideas of a solution / Process /Service

CREATING WHATS NEXT

40 Inventive Principles; 76 Inventive Standards; Function Analysis; 76 Inventive Standards;

PROBLEM SOLVING
Algorithm for Solving Inventive Problems (ARIZ); Functional Idealization (Trimming); Value-
Catalogues of Effects and Technologies Conflict Mapping; Disruptive Analysis

Map, diagnose, decompose and Develop Future Generations of

structure problem situations Product / Process/ Service

Demand-Conflict Analysis; Root Conflict Analysis Models of evolution; Radar Plot Benchmarking;
(RCA+); Function Analysis; Evolutionary Potential Analysis; Trends and Lines
Contradiction Analysis; Multi-screen Diagram of Evolution; Demand/Trend Matrix

Creative Imagination Development Selection, evaluation, assessment

Techniques for overcoming mental inertia; Comparative Ranking;

Techniques for creative imagination Multi-criteria Decision Matrix;
development Collaborative Networking Assessment

Techniques of modern TRIZ

In addition to the problem solving techniques and knowledge bases of inventive

patterns, TRIZ introduces a new way of thinking: to solve most difficult
problems, it is not just enough to use techniques, it is important to be capable
of recognizing a problem as a part of system, to be able to see things at
different system levels, to recognize links between system parts. In short, TRIZ
is based on three pillars: analytical logic, knowledge bases, and a systematic
way of thinking.
Logic for problem diagnostics and analysis, Inventive Principles and Patterns that define
problem reformulation, system analysis new out of the box solution strategies

Analytical Logic Knowledge Bases

TRIZ and
Systematic
Innovation

Philosophy and
methodology of innovative
problem solving

System thinking, contradiction-oriented thinking, resource thinking,

Theory and Trends of Technology Evolution

Modern Systematic Innovation is a large body of knowledge. It includes

techniques for situation analysis and idea generation, such as Function
Analysis, Root Conflict Analysis (RCA+), Evolutionary Potential Analysis,
Inventive Principles, Patterns of standard solutions, Databases of physical,
chemical and geometrical effects, Trends and Patterns of technology evolution
and Algorithm of Solving Inventive Problems (also known as ARIZ), and so
forth.

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 Accelerate Innovation with TRIZ

TRIZ and Systematic Innovation are not easy to master at advanced level since
they form a large body of knowledge, and it takes considerable time to reach
excellence with it. However, most of its techniques can be learned and applied
independently, thus considerably simplifying both learning and implementation
processes.

COMMON PATTERNS OF INVENTIONS

Let us have a look at how
TRIZ works by comparing two
problems.
The first problem: how to
protect a hydrofoil moving at
a high speed from hydraulic
cavitation, which results from
collapsing air bubbles which
destroy the metal surface of
the foil? Hydrofoil

And the second problem: how Air bubbles

to prevent orange plantations
from being eaten by apes if installing fences around the plantations would be
too expensive?
Are these problems similar? At a first glance, not
at all.
However from the TRIZ point of view, they are
similar, because both the problems result in
identical problem patterns. In both cases, there
are two objects that interact with each other, and
the interaction results in a negative effect.
In the first situation, the water destroys the foil, in the second an ape eats an
orange. And there is no visible and simple way to improve the situations. To
solve this type of problems, TRIZ recommends introducing a new component
between the existing ones. Well, but how? We tried it, and it did not work
fences are still expensive. What did the best inventors do in such cases?
Analysis of the best inventions showed that yes, we should introduce a new
object between the two, but this new object has to be a modification of one of
the two existing objects!
In TRIZ, the word modification is
understood in broad terms. It can be a
change of aggregate state of a substance,
or a change of color, structure, etc. What
can a modification of the water be? Ice. A
refrigerator is installed inside the foil and
freezes the water thus forming an ice
layer over the foil surface. Now, the
Ice layer cavitations destroy the ice, which is
constantly rebuilt.

What can be the modification of the

orange? A lemon! The ape does not like
the taste of the lemon so it was proposed
to surround the orange plantations with
lemon trees.
As seen, TRIZ suggests recommendations
on solving new problems accordingly
guidelines drawn from previous experience

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 Accelerate Innovation with TRIZ

of tackling similar problems in different

areas of technology. Well-known TRIZ SOLUTION PATTERNS AND INVENTIVE PRINCIPLES
psychological methods for activation of
thinking (brainstorm, for instance) or ABSTRACT ABSTRACT
PROBLEM SOLUTION
traditional design methods aim at
finding a specific solution to a specific
problem. It is difficult too much
SPECIFIC
information has to be browsed and there SPECIFIC PROBLEM SPECIFIC
SPECIFIC SOLUTION
SOLUTIONS
is no guarantee that we move in a right SOLUTIONS
direction. TRIZ organizes translation of TRIALS & ERRORS
the specific problem into abstract SEARCH SPACE
problem and then proposes to use a
generic principle or a pattern, which is relevant to the type of the problem. As
clear, by operating at the level of conceptual models, the search space is
significantly reduced that makes it much easier to find the needed solution
concept among the patterns TRIZ offers.

CONTRADICTIONS: GATES TO INVENTIONS

Another discovery of Altshuller was that every breakthrough inventive solution
is a result of elimination of a contradiction. A contradiction arises when two
mutually exclusive demands or requirements are put on the same object or a
system. For example, the walls of a space shuttle have to be lightweight to
decrease the mass of the shuttle when bringing it to the orbit. However, this
cannot be done by simply decreasing the thickness of the walls due to the
thermal impact when entering the Earth atmosphere. The problem is difficult
due to the necessity to have two contrary values of the same parameter:
according to the existing solutions, the walls have to be both heavyweight and
lightweight at the same time.
When a problem solver faces a contradiction that cannot be solved by changing
a product in a known way, this means that the engineer faces an inventive
problem, and its solution usually resides outside a domain the product belongs
to. One known method to solve problems with contradicting demands is to find
a compromise between two conflicting parameters or values. But what to do if
an optimal solution can not solve the problem to meet the demands? TRIZ
suggests solving problems by eliminating the contradictions.
A comprehensive study of patent collections undertaken by TRIZ researchers
and thorough tests of TRIZ within industries have proven the fact that if a new
problem is represented in terms of a contradiction, a relevant TRIZ principle
has to be used to find a way to eliminate the contradiction. The principle
indicates how to eliminate the same type of the contradiction encountered in
some area of technology before. The collection of TRIZ inventive principles is
the most known and widely used TRIZ problem solving technique. Each
principle in the collection is a guideline, which recommends a number of
directions for solving a particular type of an inventive problem. There are 40
inventive principles in the collection, which are available in a systematic way
according to a type of a contradiction that arises during attempts to solve the
problem. Examples of the inventive principles are:
Dynamics Principle: Characteristics of the object (or external environment)
should change such as to be optimal at each stage of operation; the object is
to be divided into parts capable of movement relative to each other; if the
object as a whole is immobile, to make it mobile or movable.
Segmentation Principle: Divide the object into independent parts; make
the object such that it could be easily taken apart; increase the degree of
the objects fragmentation (segmentation). Instead of non-fragmented
objects, more fragmented objects can be used, as well as granules, powders,
liquids, gases.

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 Accelerate Innovation with TRIZ

Access to the principles is provided through a matrix, which consists of 39 rows

and columns. Positive effects that have to be achieved (so-called generalized
requirements) are listed along the vertical axis while negative effects, which
arise when attempting to achieve the positive effects, are listed along the
horizontal axis. A selection of a pair of positive and negative effects indicates
which principles should be used to solve the problem.

what gets worse as a result of improvement

Speed Force Stress ..... Stability
what to
improve
Speed 13,28,15,19 6,18,38,40 ..... 28,33,1
Force 13,28,15 18, 21,11 ..... 35,10,21
Stress 6, 35,36 36,35,21 ..... 35, 2,40
..... ..... .... .... .....
Stability 33,28 10,35,21 2,35,40 .....

Altshuller Matrix for eliminating technical contradictions. Numbers indicate what

principles have to be used: 1 - Segmentation; 2 Taking out; 10 - Preliminary action;
13 - Other way round; etc.

For instance, a problem is that we need a device to hold an easily breakable

part, which has a complex shape. If we use a traditional vise with clamping
teeth, the contradiction is the following: to hold the part reliably (positive
effect), we have to apply sufficient forces. However, the forces are distributed
non-uniformly and the part can be damaged (negative effect).
To solve this type of contradictions TRIZ
recommends using Segmentation Principle
mentioned above. So we must segment the
clamping teeth. It can be done by replacing the
teeth with a chamber filled with small-sized elastic
cylinders and to compress the cylinders by moving
the chamber wall. As a result, the contradiction is
eliminated: a part of almost any shape can be hold
by such the device and the forces will be distributed
uniformly.
While the Altshuller Matrix is a simplest technique to solve technical
contradictions, modern TRIZ proposes a number of more powerful well-
structured and systematic techniques how to analyze, extract and solve most
difficult problems. Among them are Root-Conlfict Analysis (RCA+), Function
Analysis, Algorithm of Solving Inventive Problems (ARIZ).

SCIENCE FOR INVENTORS

Sometimes, just to be capable of seeing things different is not enough. New
breakthrough products often result from a synergy of non-ordinary view of a
problem and knowledge of the latest scientific advances. TRIZ suggest to
search for new principles by defining what function is needed and then finding
which physical principle can deliver the function.
Studies of the patent collections indicated, that inventive solutions are often
obtained by utilizing physical effects not used previously in a specific area of
technology. Knowledge of natural phenomena often makes it possible to avoid
the development of complex and unreliable designs. For instance, instead of a
mechanical design including many parts for precise displacement of an object

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 Accelerate Innovation with TRIZ

for a short distance, it is possible to apply the effect of thermal expansion to

control the displacement.
Finding a physical principle that would be capable of meeting a new design
requirement is one of the most important tasks in the early phases of design.
However, it is nearly impossible to use handbooks on physics or chemistry to
search for principles for new products. The descriptions of natural phenomena
available there present information on specific properties of the effects from a
scientific point of view, and it is unclear how these properties can be used to
deliver particular technical functions.
TRIZ Databases of the effects bridge a gap between technology and science. In
TRIZ Catalogues, each natural phenomenon is identified with a number of
technical functions that might be achieved on the basis of the phenomenon.
The search for effect is possible through formulation of a problem in terms of a
technical function. Each technical function indicates an operation that can be
performed with respect to a physical object or field. Examples of the technical
functions are move a loose body or change density , generate heat field,
and accumulate energy.

Function Effects
To separate mixtures Electrical and magnetic separation. Centrifugal forces.
Adsorption. Diffusion. Osmosis. Electroosmosis.
Electrophoresis,
To stabilize object Electrical and magnetic fields. Fixation in fluids which change
their density or viscosity when subjected to magnetic or
electric fields (magnetic and electro-rheological liquids). Jet
motion. Gyroscopic effect,

Fragment of the TRIZ Database of Scientific Effects

One of the first patents obtained with the use of TRIZ outside of the former ex-
USSR was issued to Eastman Kodak. Engineers used the TRIZ Catalogue of
effects to develop a new solution for cameras flash. The flash has to move
precisely to change the angle of lightning. A traditional design includes a motor
and mechanical transmission. It complicates the whole design and makes it
difficult to precisely control the
displacement. A newly patented solution Invention Machine Corp.

uses piezoelectric effect and involves a

piezoelectric linear motor, which is more
reliable and easier to control.
Another example illustrates the use the TRIZ
Catalogues of physical effects. How to
accurately control the distance between a
magnetic head and a surface of a tape in a
special high-performance digital tape
recorder, where the gap should be different
during different recording modes and a change must be produced very quickly?
In the TRIZ Database of Physical Effects, the function to move a solid object
refers to several effects. One of the effects is the physical effect of
magnetostriction: a change in the dimensions and shape of a solid body (made
of a specific metal alloy) under changing the intensity of applied magnetic field.
This effect is similar to the effect of thermal expansion, but it is caused by
magnetic field rather than thermal field. The magnetic head is fixed to a
magnetostrictive rod. A coil generating magnetic field is placed around the rod.
A change of the magnetic fields intensity is used to compress and extend the
rod exactly to the required distance between the head and the recording
surface.

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 Accelerate Innovation with TRIZ

Picture A Picture B

Solving a problem with TRIZ Database of Physical Effects. Picture A: Old design
with a screw, Picture B: new design with a magnetostrictive rod and a
electromagnetic induction coil.

TRENDS OF TECHNOLOGY EVOLUTION

During his studies, Altshuller also discovered that the technology evolution is
not a random process. Many years of studies revealed a number of general
trends governing the technology evolution no matter what area the products
belong to. The practical use of trends is possible through specific patterns.
Every pattern indicates a specific line of evolution containing particular
transitions between old and new structures of a system. The significance of
knowing the trends of the technology evolution is that they can be used to
estimate what phases of the evolution a system has passed. As a consequence,
it is possible to foresee what changes the system will experience.
Currently the TRIZ trends of technology evolution are organized in a system,
which relates different trends together and shows when and why one or
another trend drives evolution of a specific system. The trends of technology
evolution can be used as an independent tool to reveal evolutionary potential of
technical systems and produce ideas for next generations of technical solutions.
DEGREE OF IDEALITY INCREASE
UNEVEN EVOLUTION OF PARTS

SUBSTANCE ADAPTATION ENERGY FUNCTIONAL

CONDUCTIVITY EVOLUTION
REDUCING ENERGY LOSS FUNCTION SHARING
INCREASE
FUNCTION SELF-DELIVERY
LINEAR
GEOMETRY CONVOLUTION
VOLUMETRIC TRANSFER TO SUPERSYSTEM
EVOLUTION
SYMMETRY IDEAL SUBSTANCE

OBJECT DYNAMIZATION FREQUENCY COORDINATION

DYNAMIZATION RHYTM
SUBSTANCE DYNAMIZATION ACTION COORDINATION
COORDINATION
FIELD DYNAMIZATION ACTION EVOLUTION
SHAPE AND FORM
SUPERSYSTEM COMPLETENESS

COORDINATION CONTROL OVER OBJECTS

SYSTEM COMPLETENESS

OBJECT SEGMENTATION CONTROL OVER FIELDS

SURFACE SEGMENTATION
DEGREE OF
TRANSITION TO BIOLOGICAL FIELD
CONTROL INCREASE
VOLUME VOIDNESS MICROLEVEL USE OF SENSES
COLOR TRANSPARENCY
COLOR TRANSPARENCY

AUTOMATION INCREASE DEGREE OF SYSTEMS MERGING

AUTOMATION TRANSITION TO
HUMAN INVOLVEMENT MONO-BI-POLY EVOLUTION
DECREASE INCREASE MACROLEVEL
ALTERNATIVE SYSTEMS

TRIZ Technology Evolution Trends

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One of the trends evolution of systems by transitions to more dynamic

structures (Dynamization) is shown in the figure below.

Evolution Stage Example Illustration

Solid object Traditional mobile phone.

Solid object Mobile phone with a sliding part which

divided into two contains a microphone.
segments with
non-flexible link

Two segments Flip-flop phone of two parts.

with a flexible
link

Many segments Phone which is made as a wrist watch:

with flexible links its bracelet is made of segments, which
contain different parts of the phone.

Flexible object A completely flexible phone that can be

used as a wrist band.

IDEALITY
One of the first discoveries made by Altshuller was that evolution of a majority
of technical systems follows the so-called trend of Ideality Growth. In other
words, with each successful innovative improvement, systems tend to become
more ideal: they produce better functionality and higher performance,
increase quality and robustness, whereas the material, energy, financial, and
other types of resources needed to manufacture and provide lifecycles of these
systems tend to decrease.
The trend plays a very important role to understand how and why systems and
products evolve and define strategies of further improvements of systems and
products.
As seen in the picture below, the overall degree of a systems ideality can be
increased either by increasing the overall value of the system (functionality,
performance, etc) or by reducing negative effects which reduce the overall
systems value, or by decreasing resources needed to create and maintain the
systems lifecycle. Really successful innovations can affect all three components
together in a positive way.

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 Accelerate Innovation with TRIZ

Everything that creates and Factors that

increases overall value reduce overall value

USEFUL EFFECTS NEGATIVE EFFECTS

DEGREE OF IDEALITY =
COSTS:
Material, energy, information, HR

All expenditures needed to

create the overall value

Increasing ideality does not always means reducing complexity. Just compare a
mainframe computer 30 years ago and a modern desktop PC. The price of the
desktop PC today cannot be even compared to what organizations had to pay
30 years ago for the mainframe, while its performance and functionality
(positive effects) are many times higher. It is more reliable, generates less heat
and noise, easier to recycle (negative effects), and costs much less to
manufacture and maintain (costs).

FIVE LEVELS OF SOLUTIONS

Not all innovations are born equal. For instance, it would be difficult to compare
an invention of a laser and adding an extra insulation layer to a coffee maker.
A table below shows how TRIZ distinguishes between different levels of
solutions. Level 1 includes solutions which do not really require innovation:
those are standard solutions which can be obtained with predefined algorithms.
Level 2 already requires innovative thinking, but the resulting solutions are still
simple modifications of existing products and systems. Level 3 is where a real
innovation takes off: a certain system, product or a principle finds a radically
new application area. Level 4 includes so-called pioneering inventions, where
we create a radically new combination function/principle (usually drawn from
scientific studies at level 5). And level 5 is formed by scientific discoveries
which later can be implemented as new systems, products and technologies.

Level Features Examples

GREEN OCEAN

Level 5: Discovery of new scientific X-ray discovery, radio waves

Discovery effects and phenomena, discovery, coherent light discovery,
finding a new principle etc.

Level 4: Creation of a radically new X-Ray radiation (principle) is used to

Pioneering Function/Principle see through (function) a human
Invention combination body, thus launching a new
technology area: X-Ray medical
BLUE OCEAN

machines
Level 3: Extending a known X-Ray technology is brought to other
Innovation or Function/Principle areas: non-destructive testing of
Invention combination to a new constructions; X-Ray security systems
application area (market) in airports, etc.
Level 2: Qualitative Improvement Pulsating mode of an X-Ray device
Qualitative within existing Function/ to decrease energy consumption
RED OCEAN

System Principle/ Market

Change combination
Level 1: Quantitative Improvement: Increasing the power of X-Ray
Quantitative Simple variation of a value generator for testing larger objects
System of a parameter or
Change optimization

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As clear, a total number of solutions drops with each next level. There are
many more solutions of level 2 than level 4. And as it was said in the beginning
of this paper, solutions of level 4 represent only 0.3% of all known technical
solutions.

MODELS OF EVOLUTION
In general, every system bypasses three phases of evolution before it
experiences a radical innovation (solutions of level 3-5): birth, growth, and
maturity. A main curve which depicts these phases is called S-Curve of
Evolution (a thick blue line in the figure below). It shows how a performance
of a main system parameter (which characterizes a certain function which is
delivered by a new system) changes over time within the same basic principle
of function delivery. When a system is just created, usually performance of the
parameter is low. However the function became possible and it matters above
all at this stage.

Wave of Evolution: Expenses to create value and S-Curve of Evolution:

deliver the required performance (material, energy, Performance of a parameter
labor, information, etc.) (e.g. of a main function)

Profitability
Quality of Number of
patents patents
Whats next?
How to grow?
How to reduce?

Time

BIRTH GROWTH MATURITY

Let us take, for instance, digital photography, where one of the main
parameters is the image quality. If you remember the first digital cameras, the
quality of images they produced was simply disastrous. However, a new
function was born: capturing images digitally, and it was a breakthrough
innovation. Then the next phase started: while all the efforts were put to make
digital cameras produce images of good quality, with each innovation the
images quality was rapidly growing. After 10 years of further evolution, even
small cheap pocket cameras reached quality of good professional film cameras
of the past. Now this parameter is in the maturity stage: we really do not
need to increase the quality of images, thus the S-Curve becomes flat and we
pay attention to innovating other parts of a digital camera or reducing costs of
delivering its functions.
What happens when we exhaust the resources of evolution within a given
working principle? The same what happened with film cameras they were
replaced by digital ones. Such transition usually means that we considerably
boost functionality and performance of a system or a product by replacing a
working principle behind delivering its main function which does not allow a
system to develop further. Evolution of each technology can be represented as
a timeline of S-curves, where each S-curve is based on a certain working
principle.

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ANALYTICAL TECHNIQUES
It is well known that solving inventive problems is difficult since in most cases
they are not formulated correctly. Also, in many cases it is unclear what
problem to solve. In order to deal with ill-defined initial situations, TRIZ
introduces a number of tools which help us to deal with such situations.
One of such tools is Function Analysis which decomposes systems and products
to components and identifies problems in terms of undesired, insufficient,
poorly controllable or harmful functional interactions between both system
components and also components of so-called supersystem, which is formed
by everything that does not belong to the system or interacts with it. For
instance, if a person takes a cup with hot coffee, the cup might be hot too and
it can burn a hand of the person. In this case, a hand of a person is included to
a function model and belongs to a supersystem of the system cup with coffee.
TRIZ-based Function Analysis helps to quickly identify a range of function-
related problems within a system and rank them according to their importance.
It can be used not only for finding existing problems but for identifying
resources to increase the degree of ideality of systems and products.

A fragment of Function Analysis diagram

Another tool, recently introduced to TRIZ is called Root Conflict Analysis

(RCA+). Based on a combination of classical Root Cause Analysis, Theory of
Constraints and TRIZ philosophy, RCA+ helps to dissect a general undesired
effect to a number of causally related underlying negative causes and
contradictions. Such process helps to understand deeper factors which
contribute to the main negative effect and visualize all contradictions which
create barriers preventing us from solving a problem in a straightforward way.
Later, these contradictions can be directly solved with other TRIZ techniques.

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Stability is lost

The buoyancy center shifted too much

Water gets to the cargo deck Amount of water is large Water moves

Large cargo can

Opening in the hull Water within opening Be loaded Waves are
strong
Need to load Opening is large
cargo Cargo space is
provided
The bow door gets open

Truck hits the door A bolt is missing Empty space in the cargo deck

A fragment of Root Conflict Analysis (RCA+) diagram

PSYCHOLOGICAL INERTIA AND CREATIVITY

Some publications mention that TRIZ replaces or denies creativity. It is not
true. Creativity is one of the essential factors of successful innovation. TRIZ
operates at abstract level, and creativity is very important to translate TRIZ
recommendations to real problems, systems, products. It is better to say that
TRIZ provides guidelines for most effective use of creativity and guides creative
search.
Modern innovation demands thinking out of the box and exploiting outside
knowledge more and more often. Many innovative challenges, especially the
most difficult ones require a huge number of trials and errors. As pointed by
the Industrial Research Institute (Washington, DC), on average, one successful
project requires 5.000 raw ideas to be generated. American Management
Association reports that 94% of all innovative projects today fail to even pay
back.

Strong
Strong Solutions
Solutions

All
All Search
Search Space
Space Most
Most Ideal
Ideal Ideas
Ideas
(most
(most value/lowest
value/lowest costs)
costs)

TRIZ

Random Methods

If we stand in the middle of a search space and start searching for a solution, how many
directions we should explore to find a right direction without support? In other words,
we have to kiss too many frogs to find a princess. The more difficult a problem is, the
more trials we have to make without any guarantee that a desired idea will be found.

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When Altshuller started to work on TRIZ, his primary goal was to overcome this
major disadvantage of chaotic and random idea generation. TRIZ provides
navigation within the search space thus directing a problem solver towards a
right segment with the highest chance to find a required solution.
Creativity is important to fight psychological inertia, which keeps us locked
within existing solutions and ideas and does not let us see things differently.
These barriers are difficult to overcome. Altshuller and his colleagues
introduced a special section in TRIZ, which is called Creative Imagination
Development and consists of a number of techniques which help us to develop
our creative skills. Altshuller strongly believed that creative imagination can
and should be developed to enable most effective use of TRIZ. In addition,
special psychological operators were incorporated to some TRIZ techniques to
reduce our mental inertia.
For instance, ARIZ, one of the most important TRIZ tools, introduced a
stepwise algorithm of reformulating an initial problem by executing a number
of procedures which reduce our psychological inertia and help to recognize
hidden resources to solve the problem.

PRACTICAL VALUE OF TRIZ

As reported, today TRIZ and TRIZ software tools are used in about than 5000
companies and government organizations across the globe. In general, the use
of TRIZ provides the following benefits:
1. Considerable increase of productivity when searching for new ideas and
concepts to create new products or solve existing problems. As
estimated by the European TRIZ Association experts on the basis of
industrial case studies, these processes are usually accelerated 5-10
times. Sometimes, new solutions became only possible from using TRIZ.
2. Increasing the ratio Useful ideas / useless ideas during problem
solving by providing immediate access to hundreds of unique innovative
principles and thousands of scientific and technological principles stored
in TRIZ knowledge bases.
3. Reducing risk of missing an important solution to a specific problem due
to a broad range of generic patterns of inventive solutions offered by
TRIZ.
4. Using the scientifically-based trends of technology evolution to reveal
evolutionary potential of a technology or a product and select the right
direction of evolution.
5. Leveraging intellectual capital of organizations via increasing a number
of patented solutions of high quality.
6. Raising the degree of personal creativity index by training personnel to
approach and solve inventive and innovative problems in a systematic
way.
TRIZ is the most powerful and effective practical methodology of creating new
ideas available today. However, TRIZ does not replace human creativity:
instead, amplifies it and helps to move to the right direction. As proven during
long-term studies, virtually everyone can invent and solve non-trivial problems
with TRIZ.

TRIZ WORLDWIDE
Today, TRIZ is widely recognized as a leading method for innovation worldwide.
Leading Japanese research organization, Mitsubishi Research Institute, which
unites research efforts of 50 major Japanese corporations, invested US$ 14 mln

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 Accelerate Innovation with TRIZ

to bring TRIZ and TRIZ-relates software to Japan. Motorola purchased 2000

packages of TRIZ software, while Unilever has recently released information
about investing US$ 1.2 million to purchasing TRIZ software and using it as a
major tool for achieving competitive leadership. In 1998, the TRIZ Association
was formed in France, which involves such participants as Renault, Peugeot,
EDF, Legrand. In 2000, the European TRIZ Association was established, with a
global coordination group of 35 countries including representatives from Japan,
South Korea, USA.
In 2004, Samsung Corporation recognized TRIZ as a best practice for
innovation after a number of successful TRIZ projects, which resulted in total
economic benefits of Euro 1.5 billion after performing over 200 TRIZ projects
during three years. Intel, Boeing and Siemens recently announced corporate-
wide TRIZ training and implementation programs.
Small and medium-sized companies benefit from using TRIZ as well. TRIZ
helps to define and solve problems much faster and with relatively small efforts
thus avoiding large investments to generate new working ideas and concepts.

SELECTED LITERATURE

Genrich Altshuller, The Innovation Algorithm: TRIZ, systematic innovation,
and technical creativity. Translated by Lev Shulyak and Steven Rodman,
Technical Innovation Center, Inc., 2002. ISBN 0-9640740-4-4

Yuri Salamatov, TRIZ: The right solution in the right time. Insytec B.V., The
Netherlands, 1999, 256p. ISBN 90-804680-1-0

Genrich Altshuller, And Suddenly the Inventor Appeared: TRIZ, the Theory of
Inventive Problem Solving, Paperback 2nd edition, May 1996, Technical
Innovation Center; ISBN: 0964074028.

Fey, V.R. and E.I. Rivin, Innovation on Demand: New Product Development
Using TRIZ. Cambridge University Press, 2005, 256p. ISBN 0521826209

Genrich Altshuller, Creativity as an Exact Science. Gordon and Breach, New York,
USA, 1984/88, ISSN 0275-5807.

FURTHER INFORMATION
More publications on TRIZ from ICG T&C can be found at:
www.xtriz.com/publications.htm
A good starting point, the Online TRIZ Journal is available on the Internet:
www.triz-journal.com
More information about TRIZ-related issues, products and services can be obtained from
[email protected] .

ABOUT THE AUTHOR

Valeri Souchkov has experience with training, facilitating and
implementing Systematic Innovation worldwide since 1989. He
pioneered promotion of TRIZ in Western Europe. He was a co-founder
of Invention Machine Labs in 1989 (currently Invention Machine
Corporation, a global leader in Knowledge-Based Innovation
software), as well a co-founder of the European TRIZ association in
2000. Currently he heads ICG Training and Consulting, a company
which delivers professional training and assistance in TRIZ and
Systematic Innovation. Among his clients are Capgemini, DSM, LG
Electronics, Philips, Posco, Siemens, Sensata, TNT, Unilever, as well
as universities and government organizations. He can be reached at [email protected]

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