A TTI − 16 − A TTI (Ultimi volumi pubblicati) 7. Recenti acquisizioni nei disturbi del comportamento alimentare , a cura di Alessandro Casini, Calogero Surrenti, 2003 8. Proceedings of Physmod 2003 International Workshop on Physical Modelling of Flow and Dispersion Phenomena , edited by Giampaolo Manfrida e Daniele Contini, 2003 9. Public Administration, Competitiveness and Sustainable Development , edited by Gregorio Arena, Mario P. Chiti, 2003 10. Authority control: definizioni ed esperienze internazionali: atti del convegno internazionale, Firenze, 10-12 febbraio 2003 , a cura di Mauro Guerrini e Barbara B. Tillet; con la collaborazione di Lucia Sardo, 2003 11. Le tesi di laurea nelle biblioteche di architettura , a cura di Serena Sangiorgi, 2003 12. Models and analysis of vocal emissions for biomedical applications: 3rd international workshop: december 10-12, 2003 : Firenze, Italy , a cura di Claudia Manfredi, 2004 13. Statistical Modelling. Proceedings of the 19th International Workshop on Statistical Modelling: Florence (Italy) 4-8 july, 2004, edited by Annibale Biggeri, Emanuele Dreassi, Corrado Lagazio, Marco Marchi, 2004 14. Studi per l’insegnamento delle lingue europee : atti della prima e seconda giornata di studio (Firenze, 2002-2003), a cura di María Carlota Nicolás Martínez, Scott Staton, 2004. 15. L’Archivio E-prints dell’Università di Firenze: prospettive locali e nazionali. Atti del convegno (Firenze, 10 febbraio 2004) , a cura di Patrizia Cotoneschi, 2004 TRIZ Future Conference 2004 Florence, 3-5 November 2004 Edited by Gaetano Cascini Firenze University Press 2004 TRIZ Future Conference 2004 : Florence, 3-5 November 2004 / Edited by Gaetano Cascini. – Firenze : Firenze university press, 2004. (Atti, 16) http://digital.casalini.it/8884532205 Stampa a richiesta disponibile su http://epress.unifi.it ISBN 88-8453-220-5 (online) ISBN 88-8453-221-3 (print) 608 (ed. 20) Invenzioni - Pensiero scientifico Organizing Committee Gaetano Cascini Paolo Rissone Cristina Dolfi Filippo Calonaci Federico Rotini Davide Russo Filippo Silipigni © 2004 Firenze University Press Università degli Studi di Firenze Firenze University Press Borgo Albizi, 28, 50122 Firenze, Italy http://epress.unifi.it/ Printed in Italy iii Contents Invited lectures L.1 Why does triz fly but not soar? 3 Victor Fey L.2 Professional strategic innovation contra innovation management - only – 5 Hansjürgen Linde, Gunther Herr, Andreas Rehklau 1. Case studies 1.1 Lighting helmet for Formula 1 29 Siegfried Luger 1.2 An example of systematic innovation in a very small enterprise: a new packaging for fresh vegetables 39 Vinicio Tresin, Licia Pengo 1.3 Using TRIZ to accelerate Technology Transfer in the pharmaceutical industry 45 Ellen Domb, Arthur Mlodozeniec 1.4 Innovation and TRIZ methodology along the product development process: a study case in textile and medical fields 51 Caterina Rizzi,Daniele Regazzoni, Nicoletta Locatelli 1.5 Development of new mosquito traps by using Substance Field and Resource Analysis 61 Kyeong-Won Lee 1.6 Laws of system evolution in the development of the thermal bridge problem 67 Mateusz Slupinski 1.7 Solving a real world inventory management problem using a technique for integrating ideality with the System Operator 75 Benjamin R. Martin, Timothy G. Clapp, Jeffery A. Joines 1.8 Analogies and TRIZ, two creativity techniques used in legged robots 87 Simona M.Cretu iv 1.9 Value Analysis and TRIZ: parallelism of a new technological culture in Mexico 97 Edgardo Cordova Lopez, Maribel Lastrini Arroyo 2. Methods Integration and Interactions 2.1 The next common sense: philosophy-level integration of TRIZ into an integrated business and management innovation process 109 Darrell Mann 2.2 Innovation in performance excellence: Eight Paradigms to Performance Excellence (8PPE) 119 Michael S. Slocum 2.3 The integration and use of TRIZ with other innovation and creativity tools 131 Jack Hipple 2.4 Thoughts about the development of individual abilities of human being in the context of TRIZ 141 Jan Campbell 2.5 TRIZ as a lean thinking tool 157 Sergei Ikovenko, Jim Bradley 2.6 TRIZ applied to Axiomatic Design, and case study: improving tensile strength of polymer insulator 165 Young Ju Kang, Alexander Skuratovich, Pyeong Kwan Chung 3. Knowledge and Intellectual Property management 3.1 Innovations through enhanced RCA ontological search and TRIZ based reasoning 179 Haibo Duan, Serge Pesetsky, Minyi Zhang 3.2 Knowledge Management and TRIZ: A Model for Knowledge Capitalization and Innovation 185 Guillermo C. Robles, Stephanie Negny, Jean-Marc Le Lann 3.3 Multilanguage patent analysis and classification 199 Gaetano Cascini, Federico Neri v 4. Innovation strategies: from SMEs to world wide corporates 4.1 TRIZ in small business - competitive advantage 213 Mikael S. Rubin 4.2 Innovative Enterprise Infrastructure 227 Valeri Souchkov 4.3 The role of TRIZ champions: a review of current practice 237 Elies Dekoninck, Paul Frobisher 4.4 Selecting of key problems and solution search area in forecasting 247 Peter Chuksin 4.5 Application of TRIZ method to business management activities 253 Bernard Monnier 4.6 Improving innovation using TRIZ 263 Paul Frobisher, Elies Dekoninck, Tony Mileham, Julian Vincent 4.7 The possibility of effective new product planning activities by utilizing "The patterns of technological system evolution" 275 Manabu Sawaguchi 5. Development and implementations of TRIZ Theory 5.1 Contribution to early stages analysis: a framework for contradiction's complexity representation 291 Thomas Eltzer, Denis Cavallucci, Philippe Lutz, Nikolai Khomenko 5.2 Patterns in TRIZ Contradiction Matrix:integrated and distributed systems 305 Olga Bogatyreva, Alexander Shillerov, Nikolay Bogatyrev 5.3 Logic of ARIZ 315 Vlamidir Petrov 5.4 EMS Models: adaptation of engineering design black-box modeling for use in TRIZ 333 Madara Ogot 5.5 USIT operators for solution generation in TRIZ: clearer guide to solution paths 347 Toru Nakagawa vi 5.6 Mapping the innovation space one: novel tools for problem definition in product innovation 365 Barry Winkless, John Cooney 6. TRIZ education 6.1 Case studies of TRIZ application in the diploma thesis in Technical Universities Czech Republic 375 Pavel Jirman, Bohuslav Busov 6.2 Training course support fostering methodical product- and process- development by combining TRIZ-Tools and Sustainable Development Jurgen Jantschgi 383 7. New opportunities & fields of application 7.1 Monitoring Innovation: an integrated institutionalist approach (comparative framework) 397 Frederic Morand 7.2 TRIZ and marketing 411 Ludmila N. Semenova 7.3 A contribution to history of technology: analyzing Leonardo’s textile machines and his inventive process according to TRIZ patterns of evolution, 419 Gaetano Cascini, Davide Russo, Romano Nanni 7.4 System approach to failures of technical systems 437 Vissarion Sibiriakov, Avraam Seredinski 7.5 Medical education optimization by new pioneering training 445 Leonid B. Naumov 7.6 Benchmarking TRIZ in the field of product service systems "PSS" 461 Ahmad Abdalla, Berthold Bitzer, Danny Morton 7.7 Innovation Mapping: Integration of principles and trends into innovation directions, evolutionary potential and a conflict map 481 Simon Dewulf, Gertjan Otto, Alexei Bogdanov vii 8. Posters and extended abstracts 8.1 TRIZ education with computer based training system 491 Haibo Duan, Serge Pesetsky, Yue Lin 8.2 Different approaches to TRIZ inculcation in different firms 497 Avraam Seredinski, Vissarion Sibiriakov 8.3 TRIZ propagation strategies and system in Korea 501 Jinha Jeong 8.4 New TRIZ-Based Tool—Function-Oriented Search (FOS) 505 Simon S. Litvin 8.5 Tetrahedron of evolution four elements, one principle functional symmetry 509 Simon Dewulf , Gijs Bakker 8.6 Innovator: customization of TRIZ-sourced innovation tools 517 Matthieu Mottrie, Simon Dewulf 8.7 A methodology to devise digital electronic applications 523 Norma F. Roffe PREFACE On behalf of the University of Florence, of ETRIA the European TRIZ Association, and APEIRON the Italian Systematic Innovation Association, it is my great pleasure to welcome the participants to the 4 th edition of the World TRIZ Future Conference. In 2004 ETRIA is proposing its fourth annual meeting where a broad spectrum of subjects in various fields will be presented and debated with experts, practitioners and newcomers of TRIZ. The last two editions of the conference have been focused on scientific, academic and pedagogical aspects of TRIZ development in 2002 and best practices in systematic innovation through industry in 2003. The aims of the 2004 edition are the integration of TRIZ with other methodologies/tools and the dissemination of systematic innovation practices even through Small and Medium Enterprises. According with this objective, the first day of the conference has been co- organized with the Italian TRIZ Association APEIRON. The participants to the conference will be able to follow the presentations and gain the maximum value independently from their TRIZ knowledge since the sessions will follow an increasing expertise order. This book consists of the collection of articles and extended abstracts submitted to the TRIZ Future Conference by academic and industrial TRIZ experts from everywhere in the world. The final edition was made possible thanks to the effective work and support of the MTI (Methods and Tools for Innovation) Lab of the University of Florence, coordinated by Prof. Paolo Rissone. Florence, Italy, 4 October 2004. Gaetano Cascini INVITED LECTURES 3 WHY DOES TRIZ FLY BUT NOT SOAR? Victor Fey The TRIZ Group, LLC fey@trizgroup.com Abstract TRIZ was virtually unknown in the West until 1991, when Invention Machine Corp. began marketing its software in the U.S. Since then, hundreds of small and large corporations on both sides of the Atlantic, as well as in Japan and Southeast Asia, have been exposed to TRIZ. Today, dozens of individual consultants and consulting firms compete for their share of the fledging global TRIZ market, and the number is growing. Many books and hundreds of online articles on TRIZ are now available in English and other major languages, and googling the acronym returns thousands of entries. All signs point to a steady proliferation of TRIZ, but much work is still required to reach a tipping point. An ideal scenario would have all technology-based companies embrace TRIZ, and all their engineers employ it in their professional pursuits. However, despite the fact that TRIZ has repeatedly proved itself an extremely effective innovation method, today, most leading companies, as well as the majority of technologists, are still unaware of it. Furthermore, just a small fraction of those numerous firms that have attempted TRIZ, use it on a more or less regular basis. Various obstacles to the corporate deployment of TRIZ have been identified. Among the most often cited ones are the following (in no particular order): lack of corporate innovation culture, shortage of good text-books, relative complexity of TRIZ, its incompatibility with traditional project management approaches, insufficient integration with other productivity enhancement tools, “not invented here” syndrome, and the “latest fad” fatigue.” While these factors and their obvious implications are certainly valid, none of them individually or even collectively, can fully account for the slothful implementation of TRIZ. In this article, I argue that the implementation problem is much more fundamental, and that it can hardly be fully resolved. The primary reasons are: 1) There is no perceived tangible need in TRIZ (one can survive and even prosper without it), and 2) TRIZ, as any scientific discipline, is undemocratic (not everyone can and should use it). Thus, in the foreseeable future, one can expect that TRIZ will be deployed via three main channels: 1) basic training to develop a general awareness of the method, 2) development of small in- house TRIZ consulting groups, and 3) professional consulting firms that will participate in most stages of the client’s product development process. 5 PROFESSIONAL STRATEGIC INNOVATION CONTRA INNOVATION MANAGEMENT - ONLY - Hansjürgen Linde University of Applied Sciences, Germany linde@wois-institut.de Gunther Herr WOIS INSTITUT Coburg, Germany herr@wois-institut.de Andreas Rehklau University of Applied Sciences, Coburg, Germany rehklau@wois-institut.de WOIS INSTITUT Innovation Research © contra WOIS INSTITUT TRIZ Future Conference Florence, November 2004 WOIS: Contradiction Oriented Innovation Strategy Innovation Management Professional Strategic Innovation Numerous case studies of companies’ developments show, that in particular during critical economic situations, random direct market hits are insufficient for safeguarding company’s long- term future. Consequently innovation processes are necessary that focus on generating sustainable innovations in a more reliable way. Invited Lectures 6 Frequently, specifically the most important early strategic stages of business and development processes can be characterised as a great strategic gap. The importance of finding new directions and initiating corresponding development processes is frequently underestimated, unstructured and unappreciated. One reason might be that hardly any methodology exists, that supports and stimulates the work of these phases. For gaining innovative advantages, all departments need to implement processes that aim at repeatable success. New thinking technologies and management models are required that are able to identify and utilise success pattern throughout the company. Beside a high level of expert knowledge it is primarily the corporate culture with an over spanning “innovation competence” that is the key to future competitiveness and differentiation potentials. With its contradiction oriented attempt the innovation strategy WOIS is a unique mental model for both: deriving challenging development directions and realising successful innovations. WOIS with its new core theory of contradictions can be used as a basis for also integrating known methods of designing value creation chains in an innovative way. For challenging the limits of the innovation power of companies the integration of a challenging management culture, new thinking technologies as well as the cultural change towards “productive innovation knowledge” needs to be achieved. The innovation strategy WOIS provides strategic orientation perspectives for searching for hidden laws of evolution and chances for innovation: • Marketing developments: market-, needs- and trend developments • Performance portfolio developments : Evolution of products, processes, services and organisations • Organisation developments: Corporate culture and thinking technologies Competence developments of individuals and the entire company • Resource developments: Material-, energy-, space-, time- und information resources This applies to development phases such as direction finding, decision making and innovation development phases within the general business processes - such as the initiation, qualification, management, organisation, creation, development, design, marketing, realisation, management and learning process of companies. The combination of the innovation strategy WOIS with core knowledge of the company’s management throughout the value creation chain offers the chance to develop an extraordinary innovation power. Triz Future Conference- Florence 2004 7 Throughout the industry detailed process descriptions exist for all kinds of business processes. Often, future perspectives are developed based on ‘roadmaps’ that result from evaluating spontaneous ideas, former project results and preliminary concept proposals. WOIS INSTITUT Innovation Research © Innovation Processes and its Strategic Gap Phase Review back Go Stop Phase Review back Go Stop Phase Review back Go Stop Phase Review back Go Stop Phase Review back Go Stop Phase Review back Go Stop Idea generation Concept development Concept design Product tests Desiging production and marketing Product Development Process for Innovation Roadmaps Product Development Process for Innovation Roadmaps Strategic Gap: Product development Finding structure and orientation for earliest development stages Ideas Ideas Concepts Concepts Projects Projects Workshops Workshops A significant strategic gap exists in the earliest stages of development processes WOIS aims at closing this initial strategic gap In many companies a threatening gap exists especially at the early, strategic phases of development processes. The importance and impact of defining repeatable and reliable systems for initiating strategic innovations is frequently underestimated. One might think that companies that fail in defining sustainable strategic approaches will suffer considerable disadvantages - but due to similar behaviours of the competitors this is not the case. Nevertheless, significant advantages can be gained through implementing systems that permanently allow the flexible adaptation of the development program, without loosing the clear focus for medium and long term targets. Invited Lectures 8 Striving for and maintaining leadership requires a broader view than just being in command of leading edge technological knowledge. WOIS INSTITUT Innovation Research © Leadership Hugo Junkers Henry Ford E = mc² Albert Einstein Carl v. Linde Robert Bosch Werner v. Siemens Leadership requires, recognising and utilising the hidden pattern of development faster than the competitors ! But .... if someone only understand something about technology, than one does not understand anything about this either! Leadership is all about recognising and utilising the hidden pattern of successful developments faster than the competitors. Consequently, a strategic framework is required that helps gaining a more reliable view. This especially applies to decisions regarding chances for the future orientation and design of value creation chains. Looking at the bibliography of the great inventors of the industrial revolution it can be observed that none of them focused on exploiting one great idea only but had extraordinary wide spread interests. Their inspiration by social issues, historical and natural phenomena opened their view and encouraged necessary change.