{"id":22,"date":"2018-12-30T08:54:46","date_gmt":"2018-12-30T08:54:46","guid":{"rendered":"https:\/\/rosetta.vn\/triz\/?p=22"},"modified":"2018-12-30T08:54:46","modified_gmt":"2018-12-30T08:54:46","slug":"triz-power-tools-opensourcetriz-com","status":"publish","type":"post","link":"https:\/\/rosetta.vn\/triz\/triz-power-tools-opensourcetriz-com\/","title":{"rendered":"TRIZ power tools (opensourcetriz.com)"},"content":{"rendered":"

Larry Ball tri\u1ec3n khai tri\u1ebft l\u00fd c\u1ee7a \u00f4ng \u1ea5y trong quy\u1ec3n “Hierarchical TRIZ algorithm” v\u00e0o trang web opensourcetriz.com<\/a>, tinh th\u1ea7n l\u00e0 chia c\u00e1c lo\u1ea1i v\u1ea5n \u0111\u1ec1 c\u1ea7n gi\u1ea3i quy\u1ebft th\u00e0nh t\u1eebng \u0111\u1ed1ng nh\u1ecf, r\u1ed3i r\u00e0 l\u1ea1i xem trong m\u1ed7i \u0111\u1ed1ng c\u00f3 nh\u1eefng c\u00f4ng c\u1ee5 g\u00ec (c\u00f3 nh\u1eefng c\u00f4ng c\u1ee5 kh\u00e1c, nh\u01b0ng ph\u1ea7n l\u1edbn l\u00e0 t\u1eeb TRIZ). Quan \u0111i\u1ec3m l\u00e0 khi chia nh\u1ecf \u0111\u1ec3 tr\u00e1nh tr\u00f9ng l\u1eafp, th\u00ec c\u00f3 th\u1ec3 nh\u00ecn t\u1ed5ng quan b\u1ed9 c\u00f4ng c\u1ee5 (“TRIZ power tools”) m\u1ed9t c\u00e1ch m\u1ea1ch l\u1ea1c v\u00e0 \u0111\u1ee1 b\u1ecb r\u1ed1i do c\u00e1c m\u1ed1i li\u00ean k\u1ebft, h\u1ecd cho l\u00e0 nh\u01b0 v\u1eady th\u00ec d\u1ec5 ph\u00e1t tri\u1ec3n TRIZ nh\u01b0 m\u1ed9t khoa h\u1ecdc h\u01a1n.<\/p>\n

\u0110\u1ed1i v\u1edbi vi\u1ec7c h\u1ecdc c\u00e1c k\u1ef9 n\u0103ng TRIZ, h\u1ecd nh\u1ea5n m\u1ea1nh s\u1ef1 t\u1ef1 h\u1ecdc, ki\u1ebfn th\u1ee9c ch\u1ec9 c\u00f3 th\u1ec3 thu\u1ed9c v\u1ec1 m\u1ed9t ng\u01b0\u1eddi khi t\u1ef1 h\u1ecdc v\u00e0 v\u1eadn d\u1ee5ng \u0111\u01b0\u1ee3c theo c\u00e1ch c\u1ee7a ri\u00eang m\u00ecnh. Vi\u1ec7c r\u00e8n luy\u1ec7n c\u00e1c k\u1ef9 n\u0103ng TRIZ \u0111\u00f2i h\u1ecfi ph\u1ea3i c\u00f3 s\u1ef1 t\u1eadp trung (h\u1ecdc c\u00f3 ch\u00fa t\u00e2m), kh\u00f4ng d\u1ec5 h\u1ecdc \u0111\u01b0\u1ee3c TRIZ n\u1ebfu ch\u1ec9 t\u00ecm hi\u1ec3u qua loa hay th\u1ec9nh tho\u1ea3ng m\u1edbi d\u00f9ng \u0111\u1ebfn.<\/p>\n

V\u00e0 n\u1ebfu h\u1ecdc TRIZ th\u1eadt s\u1ef1 nghi\u00eam t\u00fac, th\u00ec h\u00e3y c\u1ed1 g\u1eafng d\u1ea1y l\u1ea1i ng\u01b0\u1eddi kh\u00e1c v\u1ec1 n\u00f3 (khi ta c\u1ed1 di\u1ec5n gi\u1ea3i l\u1ea1i cho ng\u01b0\u1eddi kh\u00e1c, ki\u1ebfn th\u1ee9c m\u00ecnh “ti\u00eau h\u00f3a” t\u1ed1t h\u01a1n), n\u00f3i v\u1ec1 TRIZ nh\u01b0 ki\u1ec3u “ng\u01b0\u1eddi truy\u1ec1n gi\u00e1o”, mi\u1ec5n l\u00e0 truy\u1ec1n \u0111\u01b0\u1ee3c ni\u1ec1m h\u1ee9ng th\u00fa c\u1ee7a m\u00ecnh.<\/p>\n

M\u1ed9t s\u1ed1 c\u00e2u d\u1ea1y tri\u1ebft l\u00fd c\u1ee7a vi\u1ec7c h\u1ecdc TRIZ r\u1ea5t \u0111\u00e1ng \u0111\u1ecdc:<\/p>\n

The best situation occurs when a student actively studies, practices and teaches others with frequent feedback from a coach.\u00a0 The student must take responsibility for the learning experience.<\/p>\n

Neurobiology teaches us that skill comes from repeated focus and attention.\u00a0 This means that there must be purposeful inventing and problem solving in order to become proficient.<\/p>\n

Conversely, it is impossible to develop skill from haphazard or occasional use.<\/p>\n

If you are really serious about learning TRIZ then take every opportunity to teach others what you know.\u00a0 Use the two-foot rule and teach anyone within two feet.\u00a0 Do not be concerned that you are a novice.\u00a0 Do not wait until you are an \u201cexpert\u201d.\u00a0\u00a0 Do not be concerned that you will be considered an evangelist.\u00a0 Just have fun and communicate to others that you are having fun.<\/p>\n

—<\/p>\n

OUR TRIZ Philosophy<\/h1>\n

Why Learn TRIZ?<\/span><\/strong><\/h2>\n

Learning and using TRIZ can be very rewarding.\u00a0 While no two people are exactly alike in their motivation to learn and practice TRIZ, there are some immediate benefits that come with increased proficiency.\u00a0 One of the primary benefits is confidence to tackle difficult inventive problems and to raise the bar on products and services.<\/p>\n

People feel confident when they are developing solution concepts in familiar realms of knowledge and experience. Conversely, we tend to shy away from potential solution concepts which are outside our experience domain. This helps to explain the lackluster results of brainstorming. While the ideas may have been very intriguing during the brainstorming session, the team goes on to develop those ideas that are within their range of knowledge and experience. Can you validate this with your own experience? Have you also unwittingly collaborated with a team to move away from the most intriguing solutions?<\/p>\n

Now imagine what it would be like if you had the skills to handle any problem. Would you recoil when unexpected problems arise or would you confidently do battle? Experience shows that those that have the skills will also have the confidence to stretch beyond their knowledge domain. They feel free to develop challenging concepts that can result in breakthrough solutions. As a result they have more success in these activities.<\/p>\n

If you enjoy problem solving, then it is likely that you have also had the experience of racing toward a solution and suddenly hitting a wall. Your solution will not work because of some conceptual obstacle that you do not know how to get around. There are many types of problems that can stop a problem solver. The TRIZ methodology provides approaches to handle these sorts of problems.<\/p>\n

The most common type of problem is when we recognize that a potential \u201csolution\u201d causes other problems.\u00a0 While improving one thing, something else gets worse.\u00a0 This is referred to as a contradiction.\u00a0 Resolving contradictions without compromising is one of the favorite skills taught in TRIZ and particularly in the book “Resolving Problems”.\u00a0 There are many other types of problems that stump inventors and problem solvers.\u00a0 What physical phenomenon can I use to deliver a function?\u00a0 How can I discover a new market?\u00a0 How can I tell what a customer really wants, even when they have trouble articulating it themselves? \u00a0How can I reduce the cost of a complex system?\u00a0 These and many other questions can be answered by purposeful and disciplined problem solving.<\/p>\n

Why Train Yourself?<\/span><\/strong><\/h2>\n

“Learning theory” shows that learning is the active creation of knowledge.\u00a0 Strangely, everything we know, we discover for ourselves.\u00a0 A teacher cannot pour knowledge into the head of her students.\u00a0 Knowledge has to be created by the student and integrated into what he or she has already learned.\u00a0 After many years of training people in TRIZ, this fact has become more and more clear.\u00a0 The best situation occurs when a student actively studies, practices and teaches others with frequent feedback from a coach.\u00a0 The student must take responsibility for the learning experience.<\/p>\n

Remember that it is not enough to learn about TRIZ tools.\u00a0 Neurobiology teaches us that skill comes from repeated focus and attention.\u00a0 This means that there must be purposeful inventing and problem solving in order to become proficient.\u00a0 This idea cannot be overemphasized, skill comes from repeated experience.\u00a0 Conversely, it is impossible to develop skill from haphazard or occasional use.<\/p>\n

These books are structured for students who are willing to take responsibility for their learning experience.\u00a0 It is entirely possible to train yourself if you take it seriously.\u00a0 These books provide algorithms that can be used over and over. Worked examples are provided for difficult concepts.\u00a0 They help explain the thinking process and provide opportunities for experience that that leads to skill.\u00a0\u00a0 Example problems are often provided.\u00a0 The reader is strongly encouraged to work these sample problems.<\/p>\n

Do not be afraid to personalize these methods and tools if it makes it easier for you to apply them.\u00a0 I used to be frustrated by students that would \u201cmisuse\u201d the tools and seemingly ignore the tool formats that I provided.\u00a0 Later, I noticed that\u00a0only<\/span>\u00a0the serious students were personalizing the tools to mirror the way that they thought.\u00a0 Now I question whether a student is really understanding or applying the methodology when they simply accept what I am teaching.\u00a0 Customizing the tools is highly encouraged!<\/p>\n

If you are really serious about learning TRIZ then take every opportunity to teach others what you know.\u00a0 Use the two-foot rule and teach anyone within two feet.\u00a0 Do not be concerned that you are a novice.\u00a0 Do not wait until you are an \u201cexpert\u201d.\u00a0\u00a0 Do not be concerned that you will be considered an evangelist.\u00a0 Just have fun and communicate to others that you are having fun.<\/p>\n

Is This TRIZ?<\/span><\/strong><\/h2>\n

This is a different flavor than you will get from other sources. From a historical perspective, the creation of TRIZ was extremely important.\u00a0 A type of science was born: the science of disciplined innovation.\u00a0 Those who bravely advanced this discipline often made great sacrifices and should be very proud of their accomplishments.\u00a0 These people and the theories that they created are truly remarkable.<\/p>\n

Early developers created competing models for solving inventive problems.\u00a0 These models do not make clear distinctions between the different types of inventive problems and consequently overlap with each other. From the viewpoint of beginners, this is confusing. “Where do I begin?”<\/p>\n

From the viewpoint of some practitioners, overlap is a good thing as it allows a person to look at the problem from a variety of viewpoints. In effect, the same questions are asked in different ways. Those practitioners that like the overlap usually find a way to make use of everything by forming their own algorithms.<\/p>\n

From the viewpoint of improving a science, overlaps are chaotic and confusing.\u00a0 Science is the detection and use of patterns for the purpose of predicting.\u00a0 When patterns overlap it is difficult to tell if something is missing or what to do with new information. \u00a0Patterns need to be distinct, with clear lines of definition and classification.\u00a0 This is necessary in order to generalize predictive theories.\u00a0 Science advances by observing how theory matches reality.\u00a0 Supporting observations reinforce and build the theory.\u00a0 Exceptions create dissonance and allow for the change of theory.<\/p>\n

If we want to advance the science and discipline of inventing, we need to eliminate the overlap. How do do this?\u00a0 Imagine that we take all of the classical TRIZ methods along with other important marketing and innovation processes and decompose them into individual tools. \u00a0Next, we pick up each tool and ask\u00a0what type of problem does it help to solve?\u00a0<\/span>Piles of tools are built where each tool in a pile is related to the same type of problem.\u00a0 If a pile gets too large, we subdivide the problems that the tools help solve into new piles.\u00a0 We go back and forth checking and rechecking to see that all of the tools in each pile handle the same sort of problem and that the distinction is very clear between each pile.\u00a0 Here is a non-exhaustive example of tool piles in no particular order.<\/p>\n

\"\"<\/a><\/p>\n

The act of disassembling the classical methods and other innovation and marketing tools into different piles with clear distinctions allows for new patterns to emerge.<\/p>\n

A Hierarchy of Decisions<\/span><\/strong><\/h2>\n

Up to this point, we have created a sort of inventor\u2019s workshop.\u00a0 Each group of tools sits in its own pile ready to tackle different inventive jobs.\u00a0 But how do we know when to use a tool or in what order they should be used?\u00a0 Whenever a job is performed, activities (where the tools are applied) must be performed in an optimum order or we mess things up.\u00a0 The performance of one activity typically\u00a0prepares us\u00a0<\/span>to perform other activities.\u00a0 For instance, a farmer will prepare the earth by loosening it and grading it before planting the seeds.\u00a0 Consider what would happen if this order were reversed.\u00a0 Few seeds would emerge into productive plants.<\/p>\n

The job of inventors and problem solvers is to manipulate ideas and concepts in order to make inventive decisions.\u00a0 Just like the farmer preparing the earth for planting,\u00a0performing one inventive task creates information that is necessary for other inventive tasks<\/span>.\u00a0 If we perform these tasks out of order, then we\u00a0must\u00a0<\/span>assume certain things.\u00a0 Please remember that assumptions\u00a0are\u00a0<\/span>paradigms. Assumptions\u00a0are\u00a0<\/span>inventive inertia.\u00a0 If we are to escape these paradigms then we must generate the required information\u00a0before\u00a0<\/span>we perform inventive tasks.\u00a0 This allows us to manage the inventive process to break paradigms.<\/p>\n

\"Hierarchy<\/a><\/p>\n

Hierarchy of Design Decisions<\/a><\/strong><\/p>\n

A Hierarchy of Decisions is proposed, which declares that certain decisions or assumptions must unavoidably precede others. We know this because a change at any level of the hierarchy affects all levels that follow.\u00a0 Conversely, a change at a given level\u00a0does not\u00a0<\/span>require changes at previous levels.\u00a0 Following is the decision hierarchy:<\/p>\n

    \n
  1. The\u00a0Job Function<\/strong>\u00a0(object and modification and\u00a0 Requirments) that a\u00a0Target Market Segment<\/strong>\u00a0is hiring our product or service to do<\/span><\/li>\n
  2. The Main\u00a0Physical Phenomenon<\/strong>\u00a0Used to Deliver the\u00a0Job Function<\/strong>\u00a0(Object and modification)<\/span><\/li>\n
  3. The\u00a0System Objects<\/strong>\u00a0which Will Deliver the\u00a0Physical Phenomenon<\/strong><\/span><\/li>\n
  4. The\u00a0System Architecture<\/strong>\u00a0(Schematic) that defines the configuration of the\u00a0System Objects<\/strong><\/span><\/li>\n
  5. Key\u00a0Object Attributes<\/strong>\u00a0that control how well the\u00a0System Architecture<\/strong>\u00a0works<\/span><\/li>\n
  6. Key\u00a0Object Attributes Values<\/strong>\u00a0that deliver the\u00a0Job Function Requirements<\/strong><\/span><\/li>\n
  7. The\u00a0Distribution of Values<\/strong>\u00a0of the Key\u00a0Object Attributes<\/strong><\/span>\u00a0in Space, Time, etc. (Resolution of Contradictions)<\/span><\/li>\n<\/ol>\n

    Notice that each decision of the Hierarchy is dependent upon information derived from decisions performed at previous levels.\u00a0 For instance, it is not possible to know key object attributes until the decision has been made as to which objects exist in the system and what their architecture is.\u00a0 Please prove to yourself whether certain levels can be performed earlier without making important assumptions too early.<\/p>\n

    If the hierarchy of decisions is correct then the innovation processes can be viewed as a management of this hierarchy.\u00a0 Consider the way that most companies bring new products to market.\u00a0 Notice that this hierarchy is rarely followed.\u00a0 Key assumptions are made too early.\u00a0 For example, it is very typical that someone comes up with an idea for a product and then requests money to develop this idea.\u00a0 Please notice where \u201ccoming up with a product\u201d falls in the hierarchy.\u00a0 This product is usually shown as a schematic representation of an idea.\u00a0 Consider all that was assumed in order to come up with this product idea.\u00a0 What is the target market?\u00a0 What are their requirements?\u00a0 Many things are assumed.\u00a0 Once the idea is funded, it is sent off to finishing school.<\/p>\n

    In order to understand why this happens and why this is not a good idea, let\u2019s look at some of the underlying business assumptions.\u00a0 The first assumption is that a product which is most carefully defined carries the lowest risk.\u00a0 Sometimes an engineer will show up with complete drawings for an idea.\u00a0 Because the engineering work has already been done, then less engineering work must be funded.\u00a0 How can we lose?\u00a0 The answer to this comes in the statistics.\u00a0 Even in the best run companies, the failure rate of new products and product improvements is very high.\u00a0 Ideas which are presented as fully-engineered drawings fall into this trap.\u00a0 A carefully prepared idea that does not support market needs is still an albatross.<\/p>\n

    Experience has shown that when the market needs are considered first and a learning approach (approaches which verify all important assumptions before fully implementing a business model) is applied, the failure rate can be dramatically reduced.\u00a0 This requires a restructuring of the research approach from one of funding product development into one of\u00a0funding market development.\u00a0\u00a0<\/span>This restructuring can be quite disruptive and may seem more risky in the beginning. But, remember that the alternative is to have engineers assuming market needs without actually being a representative member of the market.\u00a0 Having a ready engineering drawing is no substitute for having good market data.\u00a0 This so-called \u201crisky\u201d approach of funding market development is being followed by Proctor and Gamble and other admired companies.\u00a0 When we develop markets, we approach the ideal of \u201cmaking what we can sell\u201d rather than \u201cselling what we can make\u201d.<\/p>\n

    Innovating at higher levels often creates the need to introduce new business models in order to reach new markets. This usually requires the creation of a new business in order to avoid the disruption.\u00a0 Other innovations which do not require new business models may still be disruptive to the business.\u00a0 History has shown that companies that are capable of jumping the barriers will tend to have an enduring competitive advantage.\u00a0 This is because competitors will find that they too must hurdle the barriers in order to catch up.\u00a0 This also explains why newer ventures typically have more freedom to innovate at the higher levels.\u00a0 Business models are yet to be established.<\/p>\n

    It is hoped that improvements in the theory will pay off.\u00a0 We believe that this has already happened.\u00a0 You will notice that many new tools, not available in classical TRIZ, are presented in these books.<\/p>\n

    Solution Branches<\/span><\/strong><\/h2>\n

    While each level of the hierarchy creates information required by following levels of the hierarchy, it also does not follow that only one idea will be generated at each level.\u00a0 Consequently the solution process can branch into multiple paths at each level. This leads to multiple concepts.<\/p>\n

    It also does not follow that ideas generated at each level will be successful.\u00a0 In order to make any given solution path work, many constraints must be satisfied.\u00a0 Sometimes these constraints are satisfied by turning the appropriate knob and slipping in under the wire.\u00a0 These systems can be more \u201cbrittle\u201d or subject to everything going right.\u00a0 A better way is to satisfy the constraints by resolving contradictions.\u00a0 This tends to give more leeway, making the solution path resilient.\u00a0 In spite of this, there is a tendency to leave lesser contradictions unresolved and to optimize the system where it is appropriate.\u00a0 Thus, each solution path evolves independently of other solution paths.\u00a0 In other words, each path becomes somewhat integrated and self consistent.<\/p>\n

    A concept evolution process can take advantage of this by allowing each of the stages of the hierarchy to remain somewhat open and subject to improvement.\u00a0 Improvements in flexibility at one level also cascade to other levels.\u00a0 Thus several solution branches can evolve independently with information sharing between them.<\/p>\n

    How to Get the Most Out of the Books<\/span><\/strong><\/h2>\n

    These are TRIZ \u201chow to\u201d books.\u00a0 If you are using these books, it is probably because you want to develop a greater proficiency with TRIZ.\u00a0 Skill is the goal and it is essential to have a good collection of tools and to know the proper application and timing for each tool.<\/p>\n

    Think of these books as references that you will come back to time after time.\u00a0They are invention and problem solving algorithms.\u00a0<\/span>\u00a0These algorithms are presented as steps which build on essential information gathered from previous steps.\u00a0 Each step can be decomposed into finer and finer detail in a hierarchal manner, depending on the problem solving skills of the user and what the problem solver is willing to risk.\u00a0\u00a0In other words,the algorithm can be as detailed or simple as the user requires.<\/span>\u00a0This allows beginners and advanced users to self-train at all levels.\u00a0 For some books, a condensed cheatsheet algorithm is given.\u00a0 This cheatsheat gives all the necessary information in condensed form.\u00a0 If you need deeper knowledge of the step then refer to the corresponding book.<\/p>\n

    Since it is necessary to use the algorithm over and over, it is helpful to know how to jump to the various levels of the algorithm.\u00a0The bookmarks to the left of the screen can be used to navigate the book.\u00a0 Clicking on a heading takes you to that point in the algorithm.\u00a0 The Cheatsheets also give the algorithm.<\/p>\n

    Keep the navigation simpler by expanding one step of the algorithm at a time.\u00a0 Each level gives more detail and deeper levels. Only go as deep into the algorithm as you feel is necessary.<\/p>\n

    The highest level of the hierarchy is found in the six book titles.\u00a0 Each title indicates a job that innovators do, in the natural order of application. Notice that each job builds upon information from foregoing jobs.\u00a0 If you knew nothing more than the title of each book, you could use the top level of the hierarchy by brainstorming each book title below.<\/p>\n

    Discovering Markets\u00a0<\/span>\u2014Who your target market will be.<\/p>\n

    Creating Offerings\u00a0<\/span>\u2014 Creating Offerings for the target market.<\/p>\n

    Designing and Prototyping<\/span>\u00a0\u2013Creating the architecture of your baseline offering.<\/p>\n

    Reducing Burdens<\/span>\u00a0\u2013Finding ways to make your offering simpler, more convenient, fewer problems<\/p>\n

    Resolving Problems<\/span>\u00a0\u2013Finding ways to remove drawbacks of the offering.<\/p>\n

    Each of these jobs can be further divided into individual operations which use various inventive problem solving tools designed for that operation.\u00a0 Using the different levels of the hierarchy is like the difference between a rock collector, a prospector and a miner.\u00a0 The rock collector operates at the least detailed level.\u00a0 It is only important to come home with a novel gem. This is where most beginning rock collectors start and it is entirely appropriate for such a beginner to perform simple, yet exciting tasks.<\/p>\n

    Some rock collectors will begin to find other reasons to gather rocks and minerals.\u00a0 Perhaps there is some money to be made in locating prospective mines and then selling them.\u00a0 In order to do this, it is necessary to go beyond the skill of the rock collector. The prospector looks at the landscape and rock formations.\u00a0 She undertakes small explorations into the earth to uncover more information. This level of activity may be completely sufficient for the prospector.\u00a0 In many instances, the prospector may find great riches with minor exploration.<\/p>\n

    If one is especially interested in getting the minerals out of the ground, it may be necessary to go beyond the tools and knowledge of the prospector.\u00a0 The prospector must transition to a miner who goes much deeper and uses more advanced tools to find what he is looking for.<\/p>\n

    Each of these levels: Rock collector, prospector and miner can be achieved when you train yourself in TRIZ.\u00a0 We trust that each user of these algorithms will know when it is necessary to go to the next level.<\/p>\n

    Training yourself in TRIZ is both fun and work.\u00a0 Any good athlete knows that the exhilaration of success comes after much hard work.\u00a0 Most of the work comes from the repeated use of the algorithm which promotes the automatic and subconscious application of the most powerful thought tools.\u00a0 Eventually the brain becomes hardwired for innovation.<\/p>\n

    A Goal of Simplicity<\/span><\/strong><\/p>\n

    As the tools proliferate, it becomes apparent that there is a lot to comprehend.\u00a0 Making the individual steps as simple as possible is a goal of this material.<\/p>\n

    Simple Nomenclature\u00a0<\/span><\/strong><\/p>\n

    As with many disciplines, the nomenclature of TRIZ is often difficult to learn.\u00a0 One goal is to make the nomenclature fit ideas that the student is already familiar with. For instance the classical name \u201cDynamism\u201d is changed to \u201cMake Adjustable\u201d and \u201cLocal Quality\u201d is changed to \u201cNon-uniform.\u201d\u00a0 A certain amount of new nomenclature is unavoidable, and care has been taken to introduce it at higher levels.<\/p>\n

    Smaller Steps<\/span><\/strong><\/p>\n

    Most beginners are baffled by the seemingly \u201cobvious\u201d target-solutions presented in TRIZ literature.\u00a0 Many of these solutions are only obvious after the fact and represent large jumps in intuition.\u00a0 Some teachers may feel that these large jumps are a testament to the power of TRIZ and will try to impress the student with them.\u00a0 Unfortunately, many beginners are discouraged that such solutions are not as obvious to them.\u00a0 One goal of this solution-process is to decrease the step size, so that solutions are the result of taking several smaller steps rather than a few major leaps.<\/p>\n

    Visualization<\/span><\/strong><\/p>\n

    Along with the concept of \u201csmaller steps\u201d is the idea that solutions need to be visualized in order to become reality.\u00a0 Each step should help the user to visualize a final solution.\u00a0 Some may feel that elegance or compactness is sacrificed by expanding classical TRIZ steps, but the goal is to make the solution more easily visualized.<\/p>\n

    Completeness of Solution<\/span><\/strong><\/p>\n

    The term \u201csolution\u201d means different things to different people.\u00a0 In this book, a solution is defined as a sketch that someone could work from to design hardware.\u00a0 No difficult contradictions or problems would remain to be solved.\u00a0 Simply pointing out a physical phenomenon that might be used to solve a problem would not, in this context, be considered a solution, since difficult challenges would inevitably remain.<\/p>\n

    Book Pedigree<\/span><\/strong><\/p>\n

    The beginning of this book series was in the early 90’s as a version of ARIZ.\u00a0 As more books were studied, and TRIZ authors presented additional tools, the algorithm became larger.\u00a0 Eventually, by the mid 90’s it had become a book.\u00a0 Students pled for a condensed algorithm which was created and used for several years.\u00a0 Eventually this was published in 2003 as “Breakthrough Thinking with TRIZ”.\u00a0 The name was later changed to “Breakthrough Inventing with TRIZ” to avoid use of the term “Breakthrough Thinking” which was copywrited by others.<\/p>\n

    The algorithms continued to be refined and revised and a new book was published “Hierachal TRIZ Algorithms”.\u00a0 Further refinement resulted in “Hierarchal Innovation Algorithms”.\u00a0 It was recognized that inventors perform several different Jobs and that each made use of the core tools.\u00a0 The decision was made to break “Hierachal Innovation Algorithms” into several books which each related to these jobs.\u00a0 Thus the series “TRIZ Power Tools” was created, one book for each job.\u00a0 Each book is meant to stand on its own, so sections of each book are repeated in the other books.\u00a0 Thus a person who is involved in the job of simplifying does not need to refer to other books in the series.<\/p>\n

    Finally, it was recognized the the books had, once again, become too ponderous, especially for beginners.\u00a0 The decision was made to create condensed algorithms or Cheatsheets for each of the books.<\/p>\n

    Good Sources<\/span><\/strong><\/p>\n

    The following sources are especially appreciated:<\/p>\n

    Creativity as an Exact Science Creativity as an Exact Science\u00a0<\/a>by Genrich Altshuller<\/p>\n

    The Innovation Algorithm<\/a>\u00a0by Genrich Altshuller<\/p>\n

    TRIZ: The Right Solution at the Right Time<\/a>\u00a0by Yuri Salamatov<\/p>\n

    Systematic Innovation<\/a>\u00a0by John Terninko, Alla Zusman and Boris Zlotin<\/p>\n

    And Suddenly the Inventor Appeared<\/a>\u00a0by Genrich Altshuller<\/p>\n

    Blue Ocean Strategy<\/a>\u00a0by W. Chan Kim and Renee Mauborgne<\/p>\n

    The Innovator’s Delimma<\/a>\u00a0and companion books by Clayton Christensen<\/p>\n

    The Goal<\/a>\u00a0by Eli Goldratt<\/p>\n

    The TRIZ Journal<\/a><\/p>\n

    The Altshuller Institute<\/a><\/p>\n

    TRIZ – Creativity techniques from MindTools.com<\/a><\/h3>\n

    TRIZ-Wikipedia<\/a><\/p>\n

    TRIZ Matrix \/ 40 principles \/ TRIZ contradictions table<\/a><\/h3>\n<\/blockquote>\n

    Source:\u00a0http:\/\/www.opensourcetriz.com\/triz-philosophy.html<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

    Larry Ball tri\u1ec3n khai tri\u1ebft l\u00fd c\u1ee7a \u00f4ng \u1ea5y trong quy\u1ec3n “Hierarchical TRIZ algorithm” v\u00e0o trang web opensourcetriz.com, tinh th\u1ea7n l\u00e0 chia c\u00e1c lo\u1ea1i v\u1ea5n \u0111\u1ec1 c\u1ea7n gi\u1ea3i quy\u1ebft th\u00e0nh t\u1eebng \u0111\u1ed1ng nh\u1ecf, r\u1ed3i r\u00e0 l\u1ea1i xem trong m\u1ed7i \u0111\u1ed1ng c\u00f3 nh\u1eefng c\u00f4ng c\u1ee5 g\u00ec (c\u00f3 nh\u1eefng c\u00f4ng c\u1ee5 kh\u00e1c, nh\u01b0ng ph\u1ea7n l\u1edbn l\u00e0 t\u1eeb … Continue reading “TRIZ power tools (opensourcetriz.com)”<\/span><\/a><\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_mi_skip_tracking":false,"jetpack_post_was_ever_published":false,"jetpack_publicize_message":"","jetpack_is_tweetstorm":false,"jetpack_publicize_feature_enabled":true},"categories":[6,1],"tags":[],"jetpack_publicize_connections":[],"jetpack_featured_media_url":"","jetpack_sharing_enabled":true,"jetpack_shortlink":"https:\/\/wp.me\/paxfGB-m","jetpack_likes_enabled":false,"_links":{"self":[{"href":"https:\/\/rosetta.vn\/triz\/wp-json\/wp\/v2\/posts\/22"}],"collection":[{"href":"https:\/\/rosetta.vn\/triz\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/rosetta.vn\/triz\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/rosetta.vn\/triz\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/rosetta.vn\/triz\/wp-json\/wp\/v2\/comments?post=22"}],"version-history":[{"count":1,"href":"https:\/\/rosetta.vn\/triz\/wp-json\/wp\/v2\/posts\/22\/revisions"}],"predecessor-version":[{"id":23,"href":"https:\/\/rosetta.vn\/triz\/wp-json\/wp\/v2\/posts\/22\/revisions\/23"}],"wp:attachment":[{"href":"https:\/\/rosetta.vn\/triz\/wp-json\/wp\/v2\/media?parent=22"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/rosetta.vn\/triz\/wp-json\/wp\/v2\/categories?post=22"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/rosetta.vn\/triz\/wp-json\/wp\/v2\/tags?post=22"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}