TRIZ for Engineers: Enabling Inventive Problem Solving / Edition 1

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Overview

TRIZ is a brilliant toolkit for nurturing engineering creativity and innovation. This accessible, colourful and practical guide has been developed from problem-solving workshops run by Oxford Creativity, one of the world's top TRIZ training organizations started by Gadd in 1998. Gadd has successfully introduced TRIZ to many major organisations such as Airbus, Sellafield Sites, Saint-Gobain, DCA, Doosan Babcock, Kraft, Qinetiq, Trelleborg, Rolls Royce and BAE Systems, working on diverse major projects including next generation submarines, chocolate packaging, nuclear clean-up, sustainability and cost reduction. Engineering companies are increasingly recognising and acting upon the need to encourage successful, practical and systematic innovation at every stage of the engineering process including product development and design. TRIZ enables greater clarity of thought and taps into the creativity innate in all of us, transforming random, ineffective brainstorming into targeted, audited, creative sessions focussed on the problem at hand and unlocking the engineers' knowledge and genius to identify all the relevant solutions. For good design engineers and technical directors across all industries, as well as students of engineering, entrepreneurship and innovation, TRIZ for Engineers will help unlock and realise the potential of TRIZ. The individual tools are straightforward, the problem-solving process is systematic and repeatable, and the results will speak for themselves. This highly innovative book:
• Satisfies the need for concise, clearly presented information together with practical advice on TRIZ and problem solving algorithms
• Employs explanatory techniques, processes and examples that have been used to train thousands of engineers to use TRIZ successfully
• Contains real, relevant and recent case studies from major blue chip companies
• Is illustrated throughout with specially commissioned full-colour cartoons that illustrate

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Product Details

  • ISBN-13: 9780470741887
  • Publisher: Wiley
  • Publication date: 5/10/2011
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 504
  • Sales rank: 947,923
  • Product dimensions: 6.60 (w) x 9.60 (h) x 1.20 (d)

Meet the Author

Karen Gadd has been teaching TRIZ and problem solving withengineering teams from major companies for over 13 years. Hermission is to make TRIZ learning straightforward and the TRIZ Toolseasy to use. She has worked on nothing but TRIZ since discoveringand learning its power to give us all the routes, to all thesolutions, to all engineering problems.
In 1998 Karen started Oxford Creativity to concentrate ondeveloping simple and practical TRIZ problem solving for theEuropean market. Karen has taken TRIZ to major companies includingRolls-Royce, British Nuclear Group, Bentley Motors, BAE Systems,Nissan, Pilkington, Borealis and Sanofi Aventis. Oxford Creativityis now well established as one of the world's top TRIZ companiesand has helped to make TRIZ well known and widely used throughoutEurope and encouraged top companies to create expert TRIZ teams forinnovative problem solving.
Karen studied Mechanical Engineering at Imperial College, and hasan MBA from London Business School. After working in strategy andcorporate planning in the City of London she returned to live inOxford and was a tutor at Oxford's Business School the EuropeanSchool of Management ESCP-EAP (based in Paris, Oxford, Madrid andBerlin). From 1995-2002 she was a Governor of Coventry University.Karen's career has been dedicated to creating new enterprises whichmake a difference - she founded both MUSIC at OXFORD and theEuropean Union Baroque Orchestra and ran both for over ten yearsand raised millions in corporate sponsorship to make theiractivities possible. These successful music organisations stillflourish. MUSIC at OXFORD transformed Oxford's music scene and isnow approaching its 30th season of top professional classicalconcerts. EUBO has celebrated 25 years of launching the careers oftalented young musicians and has been so successful in its mission,that there are now former EUBO students in every major professionalbaroque ensemble in the world. Karen launched Oxford Creativity tomake TRIZ accessible to everyone and transform and launch careersof TRIZ enthusiasts and champions. There are now thousands ofengineers who have learned TRIZ from Karen and who intelligentlydaily apply TRIZ to solve difficult technical and scientificproblems.
Karen is long married, has four children and three grandchildrenlives happily in Oxford and the Lake District. Karen has recentlybecome a director of the Orchestra of St.John's and concerts andsinging are still part of her interests and activities.

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Table of Contents

About the Author.

Foreword (Ric Parker of Rolls-Royce).

Introduction.

PART ONE: TRIZ Logic and the tools for innovation and clarityof thought.

1. TRIZ Tools for Creativity and Clever Solutions.

1.1. What is TRIZ?

1.2. Who uses TRIZ and why?

1.3. TRIZ and other problem solving toolkits.

1.4. Innovation – Fool's Gold or TRIZ?

1.5. What does TRIZ offer?

1.6. How TRIZ works.

1.7. The Golden rule of TRIZ.

1.8. The TRIZ Toolkit.

1.9. TRIZ Creativity tools.

1.10. TRIZ Creativity Triggers (to be applied at any/ all stagesas required).

1.11. Creativity Prompts - Smart Little People &Size-Time-Cost.

1.12. Size -Time - Cost for visualising solutions.

1.13. Problem Challenge.

1.14. TRIZ for everyone – no matter what yourcreativity.

1.15. History of TRIZ – Science and Engineering Standingon the Shoulders of Giants.

1.16. Reasons to use TRIZ.

2. The TRIZ Knowledge Revolution to access all the world'sknown solutions.

2.1. Problem Solving – Resolving Defined Problems.

2.2. TRIZ problem solving – accessing known and provenanswers.

2.3. Our knowledge is not enough!

2.4. How many answers are there to the world’sproblems?

2.5. TRIZ Conceptual Solutions – 4 lists.

2.6. How many types and stages of problem solving?

2.7. From Random to systematic problem solving.

2.8. Problems Vary – some are easy some are difficult.

2.9. How to access our own and the world's knowledge.

2.10. The TRIZ “Dictionary” of the 100 world’sconceptual solutions to any engineering problem.

2.11. Back to first principles.

2.12. TRIZ access to the World's Knowledge.

Case Study: TRIZ in Rolls Royce.

3. Fundamentals of TRIZ Problem Solving.

3.1. What is Problem Solving?

3.2. Finding Solutions – Systematic or Eureka Moments?

3.3. I'm a genius – I don't need TRIZ thinking.

3.4. TRIZ – shortcuts for all engineers who take thetrouble to learn its processes and tools.

3.5. TRIZ conceptual solutions.

3.6. TRIZ access to fast solutions.

3.7. Locating best answers –obvious only after we havefound them.

3.8. Many solutions to any problem.

3.9. TRIZ for sharing solutions.

3.10. Learning TRIZ needs the logic of TRIZ.

3.11. The Logic of TRIZ Problem Solving.

3.12. Understand the problem – where's the fun in that– we like Solutions.

3.13. Spontaneous "BAD" Solutions.

3.14. Bad Solution parks.

3.15. TRIZ Innovation Audit Trails – the importance ofHindsight in problem solving.

3.16. Audited Systematic and Problem Understanding andSolving.

3.17. TRIZ Basic logic - Improving Ideality.

3.18. Choosing Systems to meet all needs.

3.19. Systems provide functions which provide benefits.

3.20. Using the Bad Solution Park at all stages of ProblemSolving.

3.21. Functions or Benefits? Functions imply how we getsomething but Benefits contain no solutions in theirdescriptions.

3.22. Avoiding Premature Solutions – Ask Why?

3.23. Asking Why? and How? as practical problem tools.

3.24. HOW?

3.25. Simple Questions to ask in problem solving.

3.26. Stakeholder needs and the Ideal .

3.27. Start by imagining an ideal system.

3.28. Problem Solving at the right price with TRIZ – usetrimming and resources.

3.29. Business Benefits of Logical problem solving withTRIZ.

3.30. Conclusion – FLASH SOLUTIONS – the conclusioncomes to us in a flash / a stroke of genius.

4. Thinking in Time and Scale.

4.1. Thinking in Time and Scale – Talented thinking foreveryone.

4.2. Three strategies to ensure that we all achieve the samelevel of very creative thinking like clever and creativeindividuals.

4.3. Time and Scale – helps with all problem types.

4.4. Inventive Engineers – Thinking in time and scale forsystem context and all requirements.

4.5. Why use Time and Scale?

4.6. Context map.

4.7. Solution map.

4.8. Needs map.

4.9. Causes and Effects and Hazards Maps.

4.10. Consequences/ Connectivity/ Interrelationships.

4.11. Social Harms in Time and Scale.

4.12. Using Time and Scale to Map Hazards.

4.13. Hazards may be caused by a combination ofcircumstances.

4.14. Preventing hazards in your life.

4.15. Time and scale for hazardous situations.

4.16. Unidentified Manufacturing problem – scrap rate ofrises dramatically.

4.17. What neglect or small savings now could cost the earthlater?

4.18. Simply by mapping our problem situation in 9 boxes we cancheck.

4.19. Use 9 boxes to understand history/ context of aproblem.

4.20. Time Decisions – not putting the right resources andeffort in early in the problem.

4.21. Consequences of short-term fixes?

4.22. Conclusion.

Case Study: ACENZ.

PART TWO: The Contradiction Toolkit.

5. Uncovering and Solving Contradictions.

5.1. Contradictions – Solve or Compromise?

5.2. What is a Contradiction?

5.3. Spotting Contradictions – But & And.

5.4. 40 Inventive Principles.

5.5. What is a contradiction?

5.6. 40 principles solve all contradictions.

5.7. Contradiction matrix.

5.8. The 39 Technical Parameters are.

5.9. Understanding the 39 Technical Parameters.

5.10. Using the Matrix.

5.11. The Logical Steps for Problem Solving using theContradiction Matrix – start with BAD SOLUTIONS.

5.12. Solving problems.

5.13. Simple TRIZ road map.

5.14. Solving Physical Contradictions.

5.15. Physical Contradiction Examples.

5.16. Finding/Uncovering Physical Contradictions.

5.17. Physical or Technical Contradiction.

5.18. Summary of Contradictions.

5.19. 39 Technical Parameters.

Case Study: Measurement of Acoustic Emissions in a FlyingAircraft Wing.

Appendix - The 40 Principles: theory of inventive problemsolving.

Contradiction Matrix.

PART THREE: Fast Thinking with the TRIZ IdealOutcome.

6. Chapter 6: The Ideal Solves the Problem.

6.1. Simple steps to Fast Resourceful Systematic ProblemSolving.

6.2. System We Want – The Acceptable Ideality.

6.3. Ideal – Solves the problem itself.

6.4. Define the Ideal – and then find the resources tocreate it.

6.5. Ideal – using free resources to attractcustomers.

6.6. Genius, Resources and Ideal Thinking.

6.7. TRIZ helps us think like great inventors who cleverly useresources.

6.8. Ideal Solution /Machine /User Manual uncover all requiredfunctions.

6.9. Systems – Get the Right System and Get the SystemRight.

6.10. Ideal outcome to help us appropriately ignore/ subjugateconstraint.

6.11. Too much Innovation?

6.12. Ideal Outcome to Solve Problems.

6.13. Ideal and Constraints, Reality and problem solutions.

6.14. Constrictions = Restrictions on HOW we deliver (Not whatwe want / don't want).

6.15. The Ideal helps test our real constraints.

6.16. Start with only requirements – initially forget bothsystems and constraints.

6.17. Ideal, constraints – and the appropriate levels ofproblem solving.

6.18. Conclusion.

7. Chapter 7: Resources: the Fuel of Innovation.

7.1. Using Resources – How to become a resourcefulengineer.

7.2. Use the resources we've got.

7.3. Transforming Harms.

7.4. Minimise Inputs.

7.5. Locating and Defining Resources.

7.6. Resource Hunts – Focussed by functions which give us"what we want".

7.7. Resources and make or buy decisions.

7.8. Needs – the beginning of any process –Engineering or otherwise.

7.9. Requirements, solutions and resources.

7.10. TRIZ helps engineers balance ingenuity and time toencourage innovation in design.

7.11. Functions = solutions to give us what we want to deliverbenefits.

7.12. TRIZ Problem Solving using resources.

7.13. Resource Hunt.

7.14. Using super system resources.

7.15. Resources and hazards.

7.16. Resources when in peril.

7.17. TRIZ Triggers plus resources for practical solutions.

7.18. Clever solutions use the right and availableresources.

7.19. Simple steps to Resourceful Systematic Problem SolvingIdeal – Functions – Resources.

7.20. Quick ideal Thinking.

7.21. Ideal outcome, Delivered by essential functions –look for relevant resources.

7.22. The Ideal solves the problem itself - Ideal SelfSystems.

7.23. Ideal Self Systems - Ideal resources used to design aTOMATO SAUCE BOTTLE.

7.24. Best use of Resources - Overall TRIZ Philosophy.

8. Chapter 8: IDEAL and the Ideality Audit.

8.1. Ideality – Understanding what we really really wantand what everyone wants.

8.2. Ideality Audit.

8.3. The Ideal in TRIZ comes in a number of names and tools.

8.4. The ideal outcome in the bigger picture.

8.5. Ideality Audit begins with the Ideal outcome.

8.6. Benefit Capture Exercise.

8.7. Undertaking an Ideality Audit.

8.8. Ideal Outcome prompts us to understand requirements andsimultaneously find solutions.

8.9. No system yet?

8.10. Ideal Outcome helps us initially say what we want –not always how we'll get it.

8.11. Using the Ideal in Aerospace Problem Solving Sessions.

8.12. Be careful what you wish for....

8.13. Thinking up Solutions is more fun than meeting Needs.

8.14. Different Stakeholders have different Ideal Outcomes.

8.15. Ideality of all stakeholders.

8.16. TRIZ Embraces Solution Mode Thinking.

8.17. Identifying Opposite Primary Benefits.

8.18. Identifying real goals - Owning a Submarine Fleet.

8.19. IDEALITY AUDIT.

8.20. IDEAL OUTCOME & INVENTING.

8.21. Using the IDEAL outcome for systematic invention.

8.22. Using the IDEAL to invent Systems.

8.23. Using the IDEAL to understand what we want and thenachieve it – Improving WINDOWS.

8.24. Problem, Context & initial problem Statement +constraints.

8.25. Nine Boxes.

8.26. Ideal Outcome - What do we really, really want?

8.27. Ideality Audit.

8.28. Ideal System - What does it do?

8.29. IDEAL Primary Function delivered by Primary System.

8.30. Summary - IDEAL requirements capture & the IdealityAudit.

8.31. Conclusion - IDEAL OUTCOME helps us avoid confusedrequirement statements containing hidden solutions.

Case Study: Using TRIZ to help manage real worldrequirements.

PART FOUR: TRIZ, invention and Next GenerationSystems.

9. Chapter 9: System Development and Trends OfEvolution.

9.1. TRIZ Trends for Finding Future Systems.

9.2. Perfecting Products.

9.3. The Origin of the TRIZ Trends of Evolution.

9.4. TRIZ Trends and Lines of Evolution.

9.5. Evolution – including Technical.

9.6. Successful Products meet NEEDS.

9.7. Using the Trends for Practical Problem Solving.

9.8. Each of the eight trends divide into LINES of Evolution– different versions with more detail as shown below.

9.9. The eight trends map natural progression and development toshow that as systems develop over time they can be shown to....

9.10. Ideality is the most fundamental of the 8 TRIZ Trends ofEvolution.

9.11. The Power of S-Curves.

9.12. Less human involvement.

9.13. Non-Uniform Development of Parts.

9.14. Simplicity - Complication- Simplicity.

9.15. Adding Similar Elements.

9.16. Adding Dis-similar Elements.

9.17. Combining SIMILAR elements.

9.18. Combining DIS-SIMILAR elements.

9.19. Transition to the Super-system.

9.20. Trimming out components but keeping all functionality.

9.21. Increasing Dynamism, Flexibility &Controllability.

9.22. Increasing Segmentation & increased use of Fields.

9.23. Matching and Mismatching of Parts.

9.24. Using the TRIZ Trends.

9.25. Ideality is increased by moving from left to right alongany or all of the TRIZ trends.

10. Chapter 10: Inventing and TRIZ.

10.1. Very mundane inventions.

10.2. How to be a great but mundane inventor with TRIZ.

10.3. TRIZ and invention.

10.4. Product DNA predicts future systems.

10.5. Consider the development of the Breathalyzer.

10.6. The interesting gaps between Inspirational ideas andScientific proofs.

10.7. TRIZ and all routes to invention – CreatingSystems.

10.8. TRIZ helps with the all the major Routes to Invention.

10.9. MEET NEEDS in new ways with new and old systems.

10.10. Find new uses for SYSTEMS / TECHNOLOGIES / FUNCTIONS /FEATURES.

10.11. MEET NEEDS in new ways with new systems.

10.12. Flowchart for Invention.

10.13. FIND SYSTEMS TO MEET NEEDS in new ways with new and oldsystems.

10.14. Find NEEDS for new or old SYSTEMS / TECHNOLOGIES /FUNCTIONS / FEATURES.

10.15. NEW SYSTEMS - Seek technologies to create / invent newsystems to meet very specific needs.

10.16. Ideal outcome & Ideal system & X-Factor.

10.17. Ideal Outcome-What do we really, really want, what iseverything we want?

10.18. Find NEEDS for new or old SYSTEMS / TECHNOLOGIES /FUNCTIONS / FEATURES.

PART FIVE: TRIZ for System analysis and improvement.

11. Chapter 11: Function Analysis for SystemUnderstanding.

11.1. Why use TRIZ Function Analysis?

11.2. Function Analysis and Maps for System understanding.

11.3. Why draw Function Maps?

11.4. Why use TRIZ Function Analysis?

11.5. What is TRIZ Function Analysis?

11.6. Basic Building Blocks for Problem Solving.

11.7. Don't Miss Out or Skip the IDEALITY AUDIT.

11.8. For Problem Solving we need both the IDEALITY AUDIT andthe Function Analysis.

11.9. FUNCTION ANALYSIS of the CURRENT SYSTEM (SYSTEM WE'VEGOT).

11.10. Step by Step Problem Solving and Function Analysis -Building a TRIZ Function Map.

11.11. Subject Action Object SAO – Basic Building Bricksof Problem Solving.

11.12. Function Map – All the ‘Subject actionObject’s together.

11.13. Function Analysis for understanding and solving simpleproblems.

11.14. Systems develop to deliver benefits better –Perfecting Functions to deliver those benefits.

11.15. Systems develop in response to changing needs.

11.16. Simple Rules of Function Analysis.

11.17. Finding your SaO is not always easy….

11.18. Systems are made up of SaO’s.

11.19. Defining the action takes careful thought.

11.20. Function Maps contain all the System and relevantenvironmental elements.

11.21. System Development through extra Functions.

11.22. The simple systems below have simple Prime Functionswhich deliver their Prime Benefit and Ultimate Goal.

11.23. Problem Solving from the Function Analysis problemList.

11.24. TRIZ Standard Solutions for solving problems mapped infunction analysis.

11.25. TRIMMING – for simplifying systems, reducing costsand removing harms.

11.26. Après Trim – don't stop now!

11.27. Function Analysis at every stage and for every kind ofdifficult problem.

11.28. Using Function Analysis on real and difficultproblems.

11.29. Conclusion.

11.30. System Analysis & Function Analysis.

11.31. Simple Answers to Simple Questions.

11.32. Glossary of TRIZ Terms for Problem Solving.

11.33. Example of Function Analysis of a single item – aCoffee Cup.

11.34. IDEALITY AUDIT.

11.35. Function Statements -SUBJECT action OBJECT to solveproblems & contradictions.

11.36. Function List of all components & theirinteractions.

11.37. Draw TRIZ Function Maps.

11.38. Function Analysis for locating and dealing with thecauses of problems - Roadside Bombs.

11.39. Conclusion.

11.40. Appendix 11.1 – OXFORD TRIZ standard solutionsre-arranged into three categories.

Case study: Pouch opening at Mars.

12. Chapter 12: Classic TRIZ ARIZ and Su-Fields.

12.1. ARIZ & Substance-Fields in Altshuller's Development ofTRIZ Tools.

12.2. Substance-Field Analysis or Su-Field Analysis.

12.3. Building Substance-Field models.

12.4. Definitions for Substance-Field.

12.5. 76 Standard Solutions and accessing them withSubstance-Field Models.

12.6. Simple steps for applying Substance-Field Model Analysisto Problems.

12.7. Simple example of Substance-Field Analysis using theStandard Solutions.

12.8. ARIZ – An Algorithm for Inventive ProblemSolving.

Appendix: Traditional TRIZ 76 standard solutions.

PART SIX: How to problem Solve with TRIZ – the ProblemSolving Maps.

13. How to problem Solve with TRIZ – Simple Algorithmsfor the TRIZ Toolkit.

13.1. TRIZ for the right functions at the right time in theright places.

13.2. Where do we start with TRIZ? Which tools when?

13.3. TRIZ is immediately useful but understanding takes sometime and practice.

13.4. There are two fundamental areas in practical technicalproblem solving.

13.5. NEXT GENERATION SYSTEMS.

13.6. Four Simple Steps to Define the Ideal, uncover requiredfunctions and deliver them from Resources.

13.7. Summary on Resources - Ideality Tactics.

13.8. The Power of TRIZ Problem Solving.

Case study: New BAE Systems SRES.

Glossary.

Index.

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  • Anonymous

    Posted November 9, 2013

    I think this book is recomended because.............

    ........ THIS IS THE WORST BOOK EVER

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  • Posted April 9, 2011

    A modern textbook on TRIZ, highly recommended.

    I liked TRIZ for Engineers. As a practicing engineer for 20 years, and as a student of TRIZ for five years, I have read a wide range of text on classical TRIZ and higher levels of TRIZ approaches used in inventive problem solving. The book presents real engineering problems in short form scenarios and through case studies that include detailed notes on how to use a range of TRIZ tools to generate solutions. The example problems are engineering based, but less industrial focused, so the examples have a wide application to the engineering market and technologist new to the basic TRIZ concepts. .The book offers problem solving maps and algorithms that illustrate how the TRIZ tools presented in the chapters can combine to form larger algorithms. The solution maps present through out the chapters flow through the early phases of developing a problem statement, identifying which TRIZ tools fit the problem scenario and onward to developing and applying solutions. The book also offers color figures and tables, which compliment the text as it illustrates how TRIZ is used to model systems and analyze functions. Thematic cartoons are included, as the author notes to bring some levity to the educational process. In my opinion, the cartoons present a physical contradiction as a reader, as they both add and distract from the text and the more formal diagrams and figures. .The author emphasizes that TRIZ is a set of tools, which can offer more than one solution to a problem and that all solutions have some level of merit based on the users needs. This perspective is well supported in the book's classical TRIZ modeling examples. The later chapters include examples of the Traditional TRIZ 76 Standard Solutions, Substance-Field modeling, and ARIZ, which adds clarity to modeling problems with higher-level TRIZ tools. These advanced concepts discussions are supported with case study based examples. The book offers illustrations of blank worksheets that students can use as a reference to help analyze and execute the book's algorithms while problem solving. There are also chapters describing how the TRIZ concepts can be used to analyzing trends and inventing with TRIZ beyond the basic problem solving. .The best part of the book from my perspective is the text-based descriptions of creating a functional analysis model and developing solutions through trimming and substitution of the functional models. I complement Karen Gadd on her efforts to bring TRIZ to engineers, and will recommend the book to TRIZ novices and more experienced inventive problem solvers.

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